Slides
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Agenda Opening Ceremony Marcel Malczewski - Chairman of the Board of Directors Designing the Future Daniel Slaviero - President Copel Journey 2035: Expansion and Innovation Diogo Mac Cord - VP of Strategy, New Business and Digital Transformation The Compound Factor of Value Creation Felipe Gutterres - VP of Finance and IR Culture as a competitive advantage Márcia Baena - VP of People and Management Legal Intelligence: Lever for Efficiency and Growth Yuri Ledra - VP Legal and Compliance Coffee Break Regulation and the energy market: Acting to create value André Gomes - VP of Regulation and Market Copel Distribuição's advances Marco Antônio Villela - General Director of Copel Distribuição Technology and Efficiency in Generation and Transmission Moacir Bertol - General Director of Copel Geração e Transmissão Strategic Management of Energy Commercialization Rodolfo Lima - General Director of Copel Comercialização
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Marcel Malczewski Chairman of the Board of Directors
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Designing the Future Daniel Slaviero President
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Why 2035?
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Agility of a Corporation Our People Integrated Company (G, T, D, C) 100% Clean and Sustainable Matrix Customer Experience Our strenghts
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Structural Efficiency * Renewal of Concessions (HPPs) * Cost Reduction * Decarbonization of the matrix * Portfolio Optimization Operational Excellence * Attracting and retaining talent * Optimal Capital Structure * DIS tariff review * Novo Mercado Expansion * Strategic Planning 2035 * Copel Management Model * Innovation * Growth (Organic and Inorganic) Journey of Preparation for the Future
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Our values being Reason for Lighting up lives with pure energy OUR STRENGTH IS OUR PEOPLE EVERY CUSTOMER MATTERS WE DELIVER EXTRAORDINARY RESULTS DRIVEN BY THE FUTURE SAFETY AND ETHICS ARE NON- NEGOTIABLE
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Ambition To be the VALUE CREATOR In the Brazilian eletricity sector GREATEST
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Journey Copel 2035: Expansion and Innovation Diogo Mac Cord Vice-President of Strategy, New Business and Digital Transformation
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What is our vision of BES today and tomorrow? What do we need to do well to be the best? What are our main value levers? Our journey this past year: Strategic planning 2035
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There is no structural imbalance that lasts forever: IN THE END, REALITY ALWAYS IMPOSES ITSELF Regulatory noise Reality And what is our vision of the BES of today and tomorrow? 31% 17% 52% 48,8 TWh Equivalent to Portugal's annual consumption Wind Solar Hydro Energy wasted in Brazil between Jan-Aug/2025 (annualized) (Curtailment + EVT)
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0 50.000 100.000 150.000 200.000 250.000 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 UTN UTE UHE EOL UFV GD Consumo 0 50.000 100.000 150.000 200.000 250.000 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 UTN UTE UHE EOL UFV GD Carga Máxima Installed Capacity x Maximum Load (MW) Physical Guarantee x Average Consumption (Average MW) There is an apparent surplus of energy
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Load on 02/26/2025 Firm Generation availability with solar effect 0 20.000 40.000 60.000 80.000 100.000 120.000 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Térmica Eólica Solar Hidráulica Carga 0 20.000 40.000 60.000 80.000 100.000 120.000 140.000 160.000 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Térmica Solar Hidráulica Hidro Restante Termo Restante Carga Carga 2030 (3,3% a.a.) Carga 2030 (2% a.a.) But the average is not the best indicator
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HPPs are Brazil's battery: flexibility and power 24.346 24.555 27.043 25.429 27.037 25.915 26.292 26.696 27.376 27.569 28.156 28.149 30.495 33.792 39.459 45.517 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 30.000 40.000 50.000 60.000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 2010 2011 2012 2013 2014 2015 2016 2017 30.000 40.000 50.000 60.000 70.000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 2018 2019 2020 2021 2022 2023 2024 2025 Average hydroelectric generation 2010-2017 (average MW) (hours) (average MW) (hours) Average hydroelectric generation 2018-2025 Maximum daily range of hydroelectric generation (MW)
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Which technology is winning the battle for storage? Storage (GWH) / Capacity (GW) 580 29 386 123 0 100 200 300 400 500 600 Δ 2018-24 Capacidade de Armazenamento (GWh) Δ 2018-24 Capacidade Instalada (GW) BESS UHR 20 HOURS 3 HOURS So, this is a story about power
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2.7GW in incremental power from existing and renovated plants... ...in addition to a pipeline of 4GW+ in reversible hydroelectric plants that take advantage of synergies with existing infrastructures And Copel is the best positioned company for this reality 1,676 860 1,260 1.260 1,240 600 Foz do Areia Segredo Salto Caxias Current installed capacity Incremental installed capacity
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GEN • Competitive edge in power supply (hydro) • 12 GW in HPP contracts expiring by 2035 Copel has 130+ engineers specialized in HPPs, ~50% with specializations and ~1/3 with master's or doctoral degrees Avenues of growth: Generation 0 2.000 4.000 6.000 8.000 10.000 12.000 2027 2028 2029 2030 2031 2032 2033 Vencendo Acumulado 2035 Concessions expiring by 2035 (GW)
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TRA • 4,5 BI in RAP expiring by 2035 • Fragmented market, with posible consolidation PET/PELP indicates ~R$30bi of capex in new auctions over the next few years Between 2020 and 2025, 26 different groups won lots, opening up space for consolidation 0 2.000 4.000 6.000 8.000 10.000 2030 2031 2032 2034 2035 Vencendo Acumulado Avenues of growth: Transmission Generation Market Concessions expiring by 2035 (km LT) Maturing Accumulated
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DIS • Modernization of Copel's current grid • 19 concessions up for renewal Avenues of growth: Distribution 1st Cycle (1995-2000) New milestone: deverticalization and initial efficiency gains 2nd Cycle (2015-2023) Increased demands for quality and economic and financial sustainability 3rd Cycle (2025-2030) Even more demanding quality targets and grid resilience
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COM • When the market opens, integrated companies will have an advantage • Premium opportunities with hydraulic park Avenues for growth: Commercialization The excellence in customer service and the strength of the Copel brand in Paraná – and in southern Brazil – give us the strength we need to compete in the new free market. State Martket(GWh) Consumer Units PR 32.917 5.255.313
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What about today?
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Signing and closing of HPP Baixo Iguaçú (purchase of 70% e sale of 100%) We are quick to seize the best opportunities Portfolio reorganization, since the last Copel Day Closing Asset swap with eletrobras Closing Sale of small assets to Electra Signing Sale of distributed generation generation assets
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We developed a new form of customer relationship DisCo, TradeCo and Serviços exclusive areas Pilot project: 600+ insurances sold per month (+ 30% p.m. since launch) Pipeline: installments and advance payment of receivables Best rated app among energy companies in PlayStore 1.8M USERS 1.4M OPT-INS
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ERP Billing + WFM + MDM GIS Projects ADMS CLOUD We are reviewing all the company's processes Just in the implementation of the new ERP, more than 900 processes have been simplified, modernized and automated SCADA/EMS
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For us, "innovation" only exists if it brings "results" Inovation P&D CVC COPEL TODAY + INNOVATION = COPEL OF THE FUTURE Innovation Partnerships ~R$70m / year R$150M committed Copel Innovation Challenge Partnership with universities Increased revenue Cost reduction Operational excellence
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2025... Gaining efficiency In current operations ...2026... Seeking new Opportunities To apply our model ... 2035 To be the greatest value creator in the BES We are preparing today the Copel of tomorrow
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The “compound” factor of Value Creation Felipe Gutterres Vice-President of Finance and Investor Relations
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60% (CPLE3) 31% (IEE) 14% (IBOV) Consistent value creation Material Fact - Announcement of intention to privatize Copel Privatization New capital structure and dividend policy Announce ment of Migration to Novo Mercado Copel share buyback CPLE3 IBOV IEE
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-16% 22% 30% 38% 52% 81% 85% 86% 86% 92% 93% 162% AUREN ENERGISA ENGIE ENEVA ISA ENERGIA CEMIG NEOENERGIA EQUATORIAL AXIA TAESA CPFL COPELE2E2 E3E1 E4 E5 E6 E7 E8 E9 E10 E11 53% Income 109% Capital Gain Total Share Return (TSR) 5A Largest value creator in the electricity sector
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Operational efficiency High return investments Consistent returns Compounder Value Optimal Leverage Building a COMPOUNDER
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R$ milhões P MS O 2.856 ~20% • Staffing adjustments ✓ POS ✓ PDI 2026JUN/23* (LTM) 20% optimization of the PMSO Cost leadership • Long-term contracts • Optimization of suppliers • Reduction of unit costs: ✓ O&M ✓ Services ✓ Vehicles • Reduction of commercial costs • Real estate disposal * Vision presented at Copel Day 2023. Personnel costs do not include severance pay and an advance on vacation pay
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FREE CASH FLOW ROIC VALUE GENERATION EVOLUTION OF KPI'S Transitioning from reduction to efficiency
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AVERAGE FCF 5Y E2 8 0 + - + AVERAGE ROIC (%) 5Y E3 E1 E4 E5 E6 E8 E9 E10 E7 Return = operational efficiency + investment intelligence + consistency in dividend distribution
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Analytical, systemic, integrated and data-driven framework Discipline and consistent returns New investment analysis framework Integration of the best of external technology with internal knowledge and data 1. Process automation 2. Strategic asset and capital management 3. Standardized methodology 4. Data-driven 5. Portfolio that exceeds the implicit IRR. Strong methodology and data-driven culture 1 Core variables evaluated for probabilistic analysis 3 1. Meeting load demand. 2. DEC and FEC. 3. GSF, energy price and curtailment. 4. Construction schedule. 5. Reducing operating costs; and 6. Maximizing the return on the BAR and BRR. Tools Expertise Strategic added value 2
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Spread Project Risk + Opportunity Cost Shareholder’s risk spread Discount rate(Ke and ACC) Incorporated risks: • Country • Market • Sector Incorporated risks: • Shareholder’s risk perception Risk vs Impact matrix Implicit IRR CPLE Minimum Rate of Return (MRR) 𝑻𝑰𝑹𝑰𝒏𝒗𝒆𝒔𝒕. > 𝑻𝑰𝑹𝑰𝒎𝒑𝒍𝒊𝒄𝒊𝒕 Very Low Low Moderate High Very High VL 0,1 0,3 0,5 0,7 0,9 L 0,3 0,6 0,9 1,2 1,5 M 0,5 0,9 1,3 1,7 2,1 H 0,7 1,2 1,7 2,7 4,0 VH 0,9 1,5 2,1 4,0 6-10 Result Impact Risk Implied - - - - - - - - - - - - - - - - - - - - - - - - - • Activity (Distribution) - PRORET Fundamentals for defining minimum return
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Balance between dividends, options and growth 2020 2021 2022 2023 2024 2025 Review of the remuneration base, increase in energy prices and expected reduction in PMSO... ...equity value optimization... Leverage (Net debt/EBITDA) ...consistent capital allocation Minimum payout: 75% of Net Income Leverage range: 2.5x - 3.1x Convergence in 24 months Minimum frequency 2 times a year Contracted Deleveraging Probability (%) 2,8x Optimal Capital Structure New Dividend Policy
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Sustainable dividends and options R$ 70 mn Share buyback R$ 1,3 bn PNC R$ 1,1 bn Dividends Unlocking value Dividends and execution of options No dilution of shareholder base 1:1 conversion ratio Simplification of the shareholder structure Increased share liquidity Attract foreign investors investors Equal voting voting and dividend rights Migration planned for the end of 2025 Novo Mercado segment
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TMR > TIR 65% 15% 15% 5% R$ 3,0 BI 76% 12% 10%2% R$ 17,8 BI 2026 2026 - 2030 Distribution Transmission Generation Outros Organic investment cycle with attractive returns High return high return in Distribution Transmission reinforcements and improvements - attractive return and low risk Modernization of hydro generation in the southern submarket
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Breakdown of private shareholders ¹ AUM – Asset Under Management 12 conferences attended 12 NDRs and site visits carried out More than one meeting every 2 working days + US$ 40 tri of AUM¹ accessed in 2025 +150,000 km traveled (4 laps around the Earth) 60,8% 54,0% 53,2% 48,0% 48,2% 47,3% 48,3% 47,5% 39,2% 46,0% 46,8% 52,0% 51,8% 52,7% 51,7% 52,5% 2023 2024 MAR/25 JUN/25 JUL/25 AGO/25 SET/25 OUT/25 Nacional Estrangeiro Strategic IR as a value catalyst
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To be the company that GENERATES THE MOST VALUE in the Brazilian electricity sector Why do we believe in the boldness of our ambition? Simple thesis Low risk Strong dividend policy Robust structure Disciplined capital allocation and data driven TMR > implied IRR Tangible growth avenues in all
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Culture as competitive advantage Márcia Baena Vice-President of People and Management
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CUL TURE We are living in a new era Scenarios have changed, society has changed, Copel has changed. is the soul of a company To keep growing consistently, our Culture also needs to evolve
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Culture Strategy LONG term LONG TERM Reason for being Ambition Source: BTA Betania Tanure Associados Two organizational levers that feed back into each other, complement each other and drive the future Culture and Strategy: articulated agendas with the same priority MEDIUM TERM
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An official event to remember Diagnosis & co- construction 65% ADHESION A few convictions A journey that marks a new way of doing things o Pride in the service and pioneering spirit of the brand o +Focus on results and the customer o Passion for being orange blood CULTURE DAY
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Jovens potenciais • 15% of admissions made by trainees • 50 scholarships for Energy Students Leading team that develops with the business 100% revised organizational structure ~25% reduction in absenteeism 144,000 hours of training Throughout 2025 House silver • 368 promotions, including 66 leadership promotions • 978 career moves • 391 scholarships The blend has already begun • +390 admissões • +390 hires • 58 new managers • Employer brand strength
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• Encourages the delivery of results at all levels of the organization. • Incentives become more relevant as you progress to the most senior levels of the organization. of the organization: alignment with the company's objectives and shareholder interests, rewarding consistent delivery of the strategy. ILP No change : ❖ Performance Share ❖ TSR as a performance indicator ❖ No safety net SENIORIDADE Leadership EmployeesC-level ICP Structural changes that drive new behaviors New remuneration strategy: merit in practice in a skin in the game model Incentivos de longo prazo Incentivos de curto prazo Salário base Results achieved Shared Results ❖ Same index: EBITDA ❖ Inclusion of payment trigger ❖ Standardization of achievement rulesImplementation
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LEVEL OF DEPLOYMENT STRATEGIC GUIDELINES President Vice-Presidents Directors Superintendents Managers/Teams 100% = Index 50% + 50% = Index 50% + 50% = Index 50% + 50% = Index 50% + 50% = Index New way of breaking down targets for a new moment Targets broken down to N5 X-RAY of the management 257 books of goals 1.368 goals 595 unique indicators DEVELOPMENT MONITORING Strategy Routine SYSTEMATIC Final formula: Trigger x Index Strategy transformed into goals. Encouraging a sense of ownership. Meritocracy with collaboration.
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New breakdown of targets: other gains and advances More focus and priorities Measurement of strategic dimensions Discipline and monitoring method End results as indicators 50% Financial 15% Customers and Market 15% Internal processes 20% People and Safety + - 5% ESG Promoting / Reducing Factor Monthly results management system + Standardization throughout the organization -30% in the number of targets -58% in project targets 93% of indicators calculated monthly
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BUILD TO TRANS FORM Rhythm, Method and Intensity A unique way of being and doing things that is scalable and replicable CULTURE strong and energized TALENT in high density LEADERS beyond managers PROCESSES simple and intelligent INNOVATION that generates value MODELO COPEL DE GESTÃO
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We are made of energy and attitude .
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Intelligence Legal: Leveraging Efficiency and Growth Yuri Ledra Vice-President of Legal and Compliance
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• Advisory • Preventive management • Institutional visits Protagonism Strategic legal • Business partner • Lower iguaçu Integrity • Everyone is an agent of ethics • Supplier code of conduct Results-based management • Data-driven • Process reduction • Generate revenue and avoid losses Legal transformation: pillars of our strategy
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Provisioning, settlements and risk prognosis 1.752,43 911,99 881,4 4 2023 2024 3T25 Evolution of provisioning (probable) (BRL MM) 48% reduction in provisioning since aug/23 26,57 55,23 82,56 2023 2024 3T25 Evolution of asset recovery (BRL MM) Focus on recovery of assets 160.43mm recovered since aug/23 49% of recovery only in 2025 Evolution of the post- privatization case portfolio 25% Base reduction since aug/23 46.26 2 39.24 0 34.36 7 2023 2024 3T25 Base Total (number of processes) Management by results Legal milestones since privatization
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M&A - Structuring from the inside out - Agility in execution - Protagonism at the negotiating table - Commercial vision 1 2 3 - Legal certainty in contracts (Gate Keeper) - Legal leadership in negotiating Complex deals - Expertise in transactions with international players - Attention to detail and formalities Organic growth Strategic legal enables growth
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Energy Regulation and Market: Actions that create value André Gomes Vice-President of Regulation and Market
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Nosso regulatório é uma grande fortaleza e fator de diferenciação da Copel. Já atuamos de forma consistente e, com base nas fortalezas que já desenvolvemos (80%-90% - discussão do percentual durante a reunião ontem, como início da implementação das tecnologias, inteligência de mercado, etc) e num regulatório estruturado, transversal e atuante, estamos aptos a capturar o que vem pela frente. >> Transversalidade, sinergia e regulatório diferenciado Regulatory and market performance Integrated vision Copel's unique approach Anticipation Prospective view of challenges Sectoral impact Relevant opinion Synergy of actionAppropriate structure Melhorar designer A sector undergoing transformation with increasing regulatory requirements...
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Opening up the market Enhancing hydroelectric plants value Curtailment Compulsory inflexibility Lack of economic signals Sector reform Main challenges and opportunities
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Greater grip to operation 1 In the current scenario, the long-term marginal cost of expansion could reach R$ 250-270/MWh No economic signal for demand 2 Need for economic signals for power and flexibility3
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5 ↑ Price volatility √ New markets Climate Flexibilidade New technologies The electricity sector is undergoing changes that will alter the traditional ways of generating and consuming energy HPPs should continue to play an important role in price formation despite the paradox of the reduction of hydroelectric plants in the mix of sources 4 6 Integrated research with market regulation Proprietary models for chaining Advances in the use of AI for meteorology Strategic partnerships
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Tariff Review Project Support from specialized consultants and references in the sector BRR CUSTOS OPERACIONAIS SANDBOXESTRUTURA TARIFÁRIA Biggest tariff review in history
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Estimated net RRB between 18.3 and 18.5 bn Tariff review project COPEL towards the efficiency frontier 2026 review with forecast between R$ 2.0 and 2.1 bn
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Regulatory and market action anticipating solutions and forming a proprietary pricing vision 1 Sector Reform, amending more than 20 laws, will bring unique opportunities Tariff Review 2026 with the prospect of making COPEL one of the most efficient distributors, creating VALUE Value creation actions 2 3
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Progress of Copel Distribuição Marco Antônio Villela General Director of Copel Distribuição
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395 217,723 km 12,0764065.3 mi 194,336 km² MUNICIPALITIES SERVED DISTRIBUTION LINES CONCESSION AREA CONSUMERS SUBSTATIONS WORKFORCE Foz do Iguaçu Curitiba Cascavel Maringá Londrina São José dos Pinhais Colombo Araucária Toledo Ponta Grossa 4th largest GDP in Brazil Paraná’s economic growth Brazil largest animal protein exporter Low default rate: 1.03% Brazil’s 4th largest distributor - Concession renewed until 2045
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Investiment program 1.623 1.848 1.967 2.197 2.702 2021 2022 2023 2024 2025 Investiments (R$ mi)
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S. Jd Figueira 138 kV S. Bandeira 138 kV S. Atlântica 138 kV new distribution substations 15 Structural Investments in substations 520 MVA of power over the entire cycle S. Capitão Leônidas Marques 138 kV 100% 90% 87% 78%
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347 municipalities served 256,000 consumers benefited 25% Renovation of rural networks 23% DEC reduction More power for the countryside R$ 3,3 bn 25.000km OCT / 2025 Infrastructure that boosts agricultural growth Trocar a foto Featured project
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R$ 1 billion 157 municipalities 2 mn consumers Phase 3 – 2024 50 municipalities Phase 1 – 2021 73 municipalities Phase 2 – 2022 29 municipalities Largest Project in Brazil 38% of the concession Digitization that generates efficiency and value Phase 4 – 2025 4 municipalities
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Reconnection procsess PIX Customer reconnected up to 1 min REI customer 2025 268.32 tCO2 avoided = 1,400,000 km of car not driven GHG Protocol Methodology Positive Environmental Impact Jan/22 until Aug/25 739,31 tCO2 avoided 10 million Remote readings 420 thousand Remote cuts / reconnections 91% effectiveness in remote cuts 65,000 Reduction in unfounded calls Intelligence that connects economy, agility and sustainability +50 mil cuts/month
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Cumulative vision Improving operational efficiency in weather events Smart Meter constituting Sensor Network Real-time diagnostics Early identification of outages Assertive service dispatch
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Digital Customer Service Services without human interaction 95% 71% Digital invoices - benchmark in Brazil51% Reduction in collection costs40% Digitizing the customer experience
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10,28 DEC Brazil 4,55 DEC Curitiba Quality energy 7,43 DEC Copel Copel Among the best distributors over 400 thousand consumers Paraná among the best states TMAE Among the 5 best in Brazil Best capital above 1 mi/hab Copel reference in extreme events
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DEC -42% FEC Quality indicators 13,65 10,80 10,41 10,29 9,10 7,81 7,20 7,98 7,85 7,92 7,46 0,00 2,00 4,00 6,00 8,00 10,00 12,00 14,00 16,00 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 LTM DEC META ANEEL 8,50 7,20 6,79 6,20 6,00 5,55 4,76 5,29 5,20 5,36 4,90 0,00 1,00 2,00 3,00 4,00 5,00 6,00 7,00 8,00 9,00 10,00 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 LTM FEC META ANEEL -45%
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Investments 2026 - 2030 Depreciation of Assets Meeting the growth of the State of Paraná New consumer/regulator quality requirements Increasing Operational Efficiency Coping with climate change
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Opportunities to push Investments forward Depreciation on Gross Rem. Base 57% 48% 38% 42% 46% 48% 50% 52% 60% 61% 63% COP 2021 COP 2025 E1 E2 E3 E4 E5 E6 E7 E8 E9 0,64 0,67 0,68 0,68 0,69 0,70 0,71 0,71 0,73 0,73 0,74 0,74 0,75 0,75 0,77 0,79 0,79 0,80 0,81 0,82 0,82 0,82 0,83 0,83 0,84 0,84 0,84 0,85 0,86 0,88 0,93 0,93 0,98 COPEL E1 E2 E3 E4 E5 E6 E7 E8 E9 E10 E11 E12 E13 E14 E15 E16 E17 E18 E19 E20 E21 E22 E23 E24 E25 E26 E27 E28 E29 E30 E31 E32 Tariffs in force - Oct/25 Residential Tariff Ranking - B1 (R$/kwh)
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Investments that generate value VALUE MEASURESSTRATEGIC OBJECTIVES WORS / INITIATIVES VALUE MODELS DEC/FEC Loss reduction Asset Condition Load growth PMSO costsDEFINITIONS OPTIMIZE COMPARISON OF SCENARIOS Scenario A Scenario B Scenario C OPTIMAL ALLOCATION CAPITAL DECISION-MAKING PROCESS
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RRB Vehicles, systems and facilitiesxRRQ INVESTMENTS 2026-2030 in R$ million 50 New substations 88 Expansions Continuous and robust investment in networs 1.200 km of new high- voltage lines +30 Substation retrofits
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Ready to export our management model ...
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Technology and Efficiency in Generation and Transmission Moacir Bertol General Director of Copel Generation and Transmition
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Pillars that guarantee the security, sustainability and reliability of assets Investment in t echnology and innovation Valuing c ulture of ownership a nd safety Focus on performance Pillars of operational excellence in generation and transmission
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TRANSMISSION Present in 8 states of the Federation Proprietary O&M in PR, SP and SC 1.8 Billion RAP1 2025-2026 96% RAP1 renewed +15 years 9.7 thousand km of transmission line Note: (1) Annual Permitted Revenue considering participations. Wind complexes 1.130 MW+53 MWGENERATION Solid and reliable base of premium assets. High availability at times when the system needs it most Well- developed transmission infrastructure Greater resilience to climate change in the medium and long term 6.3 Gigawatts of installed capacity 4.6 thousand km of transmission line O&M 100% Copel Assets located in privileged regions - synergy of operations
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MW MMGD Synchronous Compensator: Hydraulic Generation (G): ▪ System stability ▪ Dynamic grid support ▪ Spinning reserve ▪ Fast response ▪ Operational flexibility ▪ Intermittency control Solar generation (MMGD): ▪ Intermittency and variability ▪ Complex coordination ▪ Lack of inertia (stability) MW UHE HPP attributes: Foz do Areia HPP on 09.09.2025
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• Among the lowest variable portions in the sector. Variable portion - Transmission 1,15% 0,71% 0,72% 0,52% NOS Average 2022-2024 1Q25 2Q25 3Q25 • Reduction in unscheduled reduction. • Optimization of scheduled shutdowns Hydraulic availability 95,6% 99,3% 97,3% 98,0% IDRef. ANEEL 1Q25 2Q25 3Q25 • Reinforcement of local team and active management. • New O&M provider • Optimal stock formation Wind power availability 95,0% 85,7% 86,2% 89,3% Energy Certification 1Q25 2Q25 3Q25 Evolution of availability Performance management - kpi monitoring
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To modernize assets (R$ 894 mm) Preservation of useful life Increased reliability R$ 1.3 bn - Hydraulic R$ 419 mm - Wind Maintenance of optimum stock ( R$ 199 mm) Increased availability Reduced leadtime Hydro CAPEX in 2026: R$ 183.3 million Wind CAPEX in 2026: R$ 76.2 million Generation investment plan CAPEX 2026-2030
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Capex expected in 2026 R$ 449,8 million R$ 1.482 billion Capex expected for the period 2027-2030 Organic growth with associated revenue Transmission investment plan reinforcements and improvements R$ 769 Million Authorized in the last years
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CAPEX ≈ R$ 400-450 Million The 70MW UHR project can be implemented on the coast of PR to meet a need in the transmission system, in an innovative approach with less environmental impact compared to the alternative of a 500 KV transmission line crossing the Serra do Mar. . PROPOSED AUTHORIZATION FOR IMPLEMENTATION UNDER ANALYSIS BY EPE CIRCUITO FECHADO SUP. RESERVOIR Potential to be the 1st reversible power plant in Brazil. UHR LITORAL 70 MW Innovation in reinforcements and improvements INF. RESERVOIR
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Technical and institutional readiness Capacity auction: 03.18.2026 Preliminary License (LP) Installation License (LI) Water Resources Grant Precontracts Marginal operation cost Generation expansion - power Opportunities for 2026 FOZ DO AREIA (1,676 MW) + 860 MW UGs 5 and 6
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Low environmental impact Capacity auction: 03.18.2026 Preliminary License Water Resources Grant Precontracts Marginal operating cost LI filed on 06.09.2025 Generation expansion - power Opportunities for 2026 SEGREDO (1,260 MW) + 1,266 MW UGs 5 and 6
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We are on the right track, aligned with the best practies in the sector and prepared for the challenges ahead Best Transmission company in the country ONS 2025 AWARD
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Strategic Strategic Management of Energy Trading Rodolfo Lima General Manager of Copel Commercialization
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Group's commercial front Revenues of R$ 3,5 bilhões in 9M25 ~ 51% of the energy sold Comes from own Generation and is 100% renewable +1.7 mil clientes Accumulated bad debt of just 0.01% Trading company among the 10 largest in the country, focused on customers and with low default rates
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Faithful operation of the model is reflected in the increase in short-term prices 2024 vs 2025 0 20.000 40.000 60.000 80.000 100.000 jan fev mar abr mai jun jul ago set out nov dez ENA (MWm) Rainfall in SE/CO 20 40 60 80 100 jan fev mar abr mai jun jul ago set out nov dez Armazenamento (%) Reservoir Level (SIN) 0 100 200 300 400 500 600 jan fev mar abr mai jun jul ago set out nov dez R$/MWh PLD 2023 2024 2025 Source: CCEE/ONS Same reservoir level Similar volume of rainfall in the SE/CO Price difference around R$ 260/MWh
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New price levels Evolution of supply product prices 2 and 3 years ahead 70 120 170 220 A + 2 A + 3 P95 A+2 P95 A+3 Source: DCIDE Decrease in structural generation surplus Price forecast models reflecting system operation Need for power at peak times
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Copel, energy that is worth more +1% a 3% 100 % (-) 25% - 35% +13% a 18% +1% a 5% +1% a 6% ~125 % Southeast EnergyNorth Northeast Energy Southern decoupling Hydro modulation Commercial strategy Tailor-made energy Copel Energy
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Hydropower available generation Others 80% Copel 20% Copel's share in Southern Generation ACR 10% ACL 90% Copel HPP contracting Other Hydroelect 72% Hydroelect Copel 28% % Copel Participation in Southern HPPs 77 364 588 937 1.238 81% 68% 55% 36% 19% 10% 20% 30% 40% 50% 60% 70% 80% 90% - 200 400 600 800 1.000 1.200 1.400 2026 2027 2028 2029 2030 Available Energy MWm Available % contracted
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Well placed assets in times of hydrological volatility The operation of these flows depends on various electrical factors ✓ Load on the Interconnected System ✓ Generation from intermittent sources ✓ Reservoir levels There are times when the interchange limits are at their maximum level Abril/25 Maio/25 Junho/25 10 11 12 13 14 15 16 17 18 19 20 21 22 CCEE Settlement Prices - Conventional (R$/MWh) SUL SUDESTE Wee Month SOUTH SE/ CO NE N 1 de mar. de 24 30 de mai. de 24 28 de ago. de 24 26 de nov. de 24 24 de fev. de 25 25 de mai. de 25 23 de ago. de 25 Intercâmbio de energia SE/CO-Sul (MWm)
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Hydroelectric power generation: competitive advantage in hourly modulation 0 0,2 0,4 0,6 0,8 1 1,2 1,4 1,6 100 150 200 250 300 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 P.U. R$/MWh Geração MRE PLD Contrato FLAT Additional revenue recorded in 2025 R$ 100 Million PLD and MRE generation schedules (daily average in 2025) Source: CCEE
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2024 aggregated value: +1.89% 2025 aggregated value (YTD): +3.37% • Price volatility • Liquidity • Economic growth Market environment • Precipitation • GSF • Reservoir levels Hydrological conditions • Credit risks • Business intelligence • Portfolio exposure Risk management Inputs Business intelligence Data-driven decisions Trading desk Market vision Agility in strategy execution Focus on long- term results Maximizing results Risk mitigation Sustaining delivered value Business strategy: intelligence and agility to maximize results
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Added value 2024: +5.00%* Added value 2025: +5.54%* Sales force Liquidity and sales Renewals Copel brand Risk diversification Portfolio complementarity Counterparty diversification New market Market intelligence Customized products Predictive demand modeling * Value added in sales to end consumers. Source: CCEE e ETRM Copel 40% 60% 80% 100% 120% 140% 160% 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Hourly Trend Graph: (Hydro Generation / Load Modulation) x Average PLD SOUTH/SE Cumulative 2025 Modulação Carga (% Méd) Média PLD SUL/SE (% Méd) Tailored energy: flexibility and innovative solutions
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Quality zone Quality zone Zone of excellence 2023 2024 2025 Consistent growth and excellence recognized by our customers Customer experience Trust in the brand Transparency and contractual realiability long-term partnership - 18% in the rebilling index - 32% reduction in contract signing time 100% of customer service provided via CRM (Customer Relationship Management) Agility in service, personalization, and innovation Digitization Transformation that generates value
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Having uncontracted energy that has value Knowing when to sell Knowing who to sell to Retain customers We are part of na integratedgroup, prepared for the new market and committedto transform energy into a value for everyone
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Q&A