Slides
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ESG presentation August 2026
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Recent highlights
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3 EDP is delivering measurable ESG progress through lower emissions and continued focus on people, safety and suppliers 1) Scope 1 and 2 emissions intensity. ESG 1H26 key metrics Renewables generation % 0.3% 0.4% 2024 1H26 95% 92% 0.3% 89% 2025 4.3% 2023 87% Revenues from coal % 29 51 39 81Emissions intensity(1) gCO2/kWh Renewable capacity % 86% 87%87%83% 3 Serious injuries & fatalities of which 2 fatalities Stable vs 1H25 91% Employees with training +4 p.p. vs 1H25 77% Purchases with ESG Due Diligence N/A in 1H25 95% Total recovered waste +9 p.p. vs 1H25
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444 In 2025, EDPR defined quantified decarbonisation targets , contributing to EDP Group’s SBTi-approved targets EDPR is decreasing emissions intensity per MW built through data quality and progressive selection of less emitting equipment 676 676 1,048 933 590 449 1,915 1,915 1,345 826 911 414 2020 2021 2022 2023 2024 2025 Wind onshore Solar (PV & DG) + BESS Emissions intensity per MW built [tCO2e/MW] Over 90% of EDPR’s emissions originate from the supply chain in Scope 3, mostly linked to project gross additions EDPR’s 2025 ESG performance highlights 99% local procurement sourcing in North America Zero fatal accidents for the second consecutive year 94% engagement plan definition in new projects1 with material impact on communities EDPR had -70% GHG emissions in 2025 vs 2024, led by a 72% reduction in Scope 3 (less additions & less emissions per MW) 2020 2024 2025 1,584 3,209 952 95% 99% 98% GHG emissions [ktCO2e] % Scope 3 Capacity additions +1.6 GW +3.8 GW +2.0 GW -70% -40% EDPR presented its Climate Transition Plan for the first time… … focusing on reducing emissions from Scope 3 EDPR is continuously working to decrease its GHG emissions… 1) Projects subject to the Investment Committee’s approval.
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555 … while addressing other environmental and social challenges and being externally recognised by its ESG performance Expanded waste reporting scope to include construction & dismantling phases, improving waste recovery rate EDPR now reports waste generated from the full asset life cycle, resulting in a +32pp YoY increase in total waste recovered Continued improvement in safety performance supported by the ongoing PlayItSafe program Second wave of our global safety program is ongoing, focusing on reinforcing leadership routines around work planning & contractors' supervision, and the application of Life Saving Rules ESG recognitions 1H25 1H26 Total waste recovered (%) Operation Construction & dismantling No fatal accidents in 2024, 2025 and 1H26 No Serious Injuries and Fatalities (SIF) accidents recorded in 1H26 (~300 days elapsed since the last SIF accident) Number of accidents decreased -38% YoY, and consequent days lost decreased -23% YoY 62% 94%
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Strategy
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7 Our 2026-28 commitments focused on value creation Visibility with improved returns and flexibility to accelerate Focus on value and cash-flow generation from existing portfolio High quality portfolio with sound Balance Sheet Increasing earnings, while lowering debt ~€12 Bn Gross investments ~€1 Bn Disposals, focusing on key businesses and markets ~80% EBITDA in A-rated markets and regulated + long term contracted/hedged ~€5.2 Bn EBITDA by 2028 ~€7 Bn Net investments ~26% OPEX/Gross Profit ~€1 Bn Net Debt reduction ~€1.3 Bn Net Income by 2028 12-14% | ~10.5% Renewables and Electricity Networks Equity IRR ~€1.9 Bn Flat OPEX across BP horizon >20% FFO/ND, committed to BBB rating ~€0.21 DPS floor by 2028 Business optimization Distinctive and resilient portfolio Value creation Focused growth Powered by our talented and experienced organization, leveraging Digital and AI capabilities
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8 Circular economy Human Capital Climate change Resilient service Biodiversity Local communities Supply chain management Business conduct Double materiality matrixImpact Financial - Energy transition - Adaptation - Talent management - Health & safety - Diversity - Affordability - Business continuity - Water Key success factorsBusiness enablers Energy transition: Deliver clean energy through investments in renewables, electricity networks and flexible electricity generation Affordability: deliver competitive energy to our clients and offtakers Resilience: deliver more endogenous energies within reasonable timeframes, keeping high availability standards of our generation assets and networks Adress the electrification and energy transition mega-trend opportunity Adapt to climate risks protecting critical infrastructure aiming electricity supply continuity Engage with communities & protect biodiversity integrating win-win solutions with excel management of permitting processes Strengthen supply chain keeping high quality, traceability and circularity standards, contributing to on-time and on-cost projects’ delivery Develop and retain talent Boosting engagement, health & safety and performance ESG factors continue incorporated in our strategy, with Energy Transition and energy critical needs as key business drivers
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9 100% purchases with ESG risks covered by ESG Due Diligence Partner with our suppliers Strengthen local community engagement and promote biodiversity >85% total waste recovered along the assets’ life cycle Foster circularity Highest standards of integrityProtect and uplift our people Zero serious injuries and fatalities >90% renewable generation in 2026-2028 Net Zero by 2040 100% Growth CAPEX in Renewables & Electricity Networks Focus on resilience Climate adaptation plans for infrastructure exposed to material climate risk Human-centered experience Empowered ecosystem All new projects1 with material impact on communities include an engagement plan All new projects1 include a biodiversity risk analysis & action plan 1. Projects subject to the Investment Committee’s approval Sustainable development & operation of elect. networks & renewable assets to deliver secure, affordable and clean energy to our clients
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10 Ambition Commitment 2028 goal2025 Accelerate the energy transition 51 (-67%) 8 (-95%)1SBTi: Scope 1 + Scope 2, gCO2e/kWh (% vs. 2020) 6.8 (-29%) 6 (-45%)1SBTi: Scope 3, MtCO2e (% vs. 2020) Focus on resilience Climate adaptation plans for infrastructure exposed to material climate risk Partner with our suppliers >80%Purchase volume of enablement equipment with carbon footprint, % 70% 100%Purchases with ESG risks covered by ESG Due Diligence, % Protect and uplift our people 12 0Serious injuries and fatalities, # Strengthen local community engagement and promote biodiversity All new projects2 include a biodiversity risk analysis & action plan All new projects2 with material impact on communities include an engagement plan 1. 2030 goal | 2. Projects subject to the Investment Committee’s approval | 3. In the operational phase | 4. Climate Survey; ↑ than high-performing companies. Foster circularity Total waste recovered along the assets’ life cycle, % ~90%Renewable generation, % >90% 86%3 >85% +75%Favourability on Safety, Wellbeing and Belonging, % 73% >75%Leadership Diversity Index, % 90%Employees’ digital upskilling completion, % Highest standards of integrity Employee engagement4 ESG commitments
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11 From 80% thermal to >90% renewables in 20 years Significant recent progress • Aboño I: has ceased operations and is pending the authorization for the plant's dismantlement • 50/50 Partnership with Masaveu in February 2024 Aboño 0.9 GW • Plant authorization for closure was requested by EDP, with positive feedback expected but pending response from Spanish GovernmentLos Barrios 0.6 GW • Sale of 80% stake closed in December 2023 • Sale of the remaining 20% stake closed in July 2025Pecém 0.7 GW • Authorization for closure requested but the Asturian network required its operation as back up to the system, with limited hours of operation per year • EDP is currently assessing alternatives to the conversion of the plant Soto III 0.4 GW EDP’s electricity generation, % % of coal in total revenues 8% <0.1% 6% 0.4% ~30 GW 28.3 GW 18.6 GW 19.6 GW 16.9 GW 5.3 GW 20-year track record in decarbonization, demonstrating firm commitment to accelerate the energy transition • Aboño II: Converted to gas in July 2025 20 59 66 74 89 80 41 34 26 11 2005 2015 2019 2020 2025 <10 >90 2028E Thermal Renewables
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12 0.157 0.051 0.008 0.006 0.160 0.018 Net Zero by 2040 Reinforce EDP's path for a more decarbonized portfolio towards Net Zero, by investing in renewables & Networks and aligning objectives with suppliers, while processing the learning curve on offsetting for mitigation beyond the value chain 1. 2020 as base year. 2020 and 2022 values as originally published, without rebaselining after sale of Aboño and Pecém. Scope 1 + 21 (tCO2e/MWh) +2% (vs. 2020) 2020 2022 2025 2030T 2040T Scope 31 (MtCO2e) 9.6 9.3 6.8 1.05.3 2028E 6.3 -45% (vs. 2020) -90% (vs. 2020) -96% (vs. 2020) -95% (vs. 2020) -67% (vs. 2020) Decarbonization path towards Net Zero by 2040, building on past progress and driving further change EDPR published its Climate Transition Plan for the first time
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13 Total 2020 emissions Total 2025 emissions MtCO2e % of total MtCO2e % of total 19.5 10.1 Scopes 1+2 Scope 3 Gas retail Emissions from the combustion of natural gas sold to clients 2.4 0.612% 6% Others Fleet, SF6, electricity and gas consumption in buildings, business travel, commuting, waste & transport 0.1 0.11% 47% 53% 1% 63% 37% Thermal generation Upstream and fuel combustion from power generation (coal & natural gas) 11.1 4.057% 84% 16% 39% 74% 26% Electricity retail Emissions from the electricity purchased to sell to clients 2.4 3.612% 35% Main decarbonization levers by 2028 Authorisation requested to close Los Barrios and Soto 3 Increasing renewable electricity sourcing for clients Reducing the natural gas sold to clients Using EACs and travel policy & mobility fostering sustainability Commitment to decarbonization resulted in major emission reductions, mainly achieved by targeting key emission sources Supply chain Procurement, including materials, assembly, services, etc. (including wind turbines and solar modules) 3.0 1.515% 15% Decreasing carbon footprint per MW installed Networks power losses Emissions from power losses in distribution networks 0.6 0.33% 3% Limiting network losses
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14 Embedding climate adaptation measures into business model to manage climate risks and ensure a safe, resilient and reliable service Commitment 2028 Climate adaptation plans for infrastructure exposed to material climate risk1 EDP’s diversified portfolio helps mitigate the exposure to climate risks, but climate adaptation plans are increasingly relevant to minimise impacts Extreme events that impacted EDP Wildfires in Portugal 2017 Floods in Brazil & DANA in Spain 2024 Extreme drought in Iberia 2022 Martinho Storm in Portugal & Spain 2025 Winter Storm Uri in Texas, US 2021 Solid portfolio management with technological & geographical diversification Robust energy management strategy, aiming for pay-as-produce contracts Assets resilience through broad insurance plans & climate adaptation plans Examples of adaptation measures implemented by EDP: • Used low-flammability vegetation near Electricity Networks to reduce fire risk • Installed thermal insulation & heater blankets in wind turbines to prevent freezing • Planted native trees on degraded land to stabilize soil, reduce erosion & avoid landslides Examples (non-exhaustive) Severe Storms in Portugal 2026 1. Assets with risk of >€2.5m expected loss over the project's lifecycle.
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15 Severe storms in Portugal (Jan-Feb 2026): Rapid response and community support Immediate operational response supported by preventive measures and real-time monitoring… …together with an impactful support to the communities and our clients +2,400 On-site workers ~€80m expected investment to rebuild damaged infrastructure, partially supported by insurance, implying higher replacement CAPEX and 2026 OPEX costs 96.5% of affected customers reconnected in one week Exceptional rainfall continuously monitored with advanced hydrological models Coordinated Dam management with environmental authorities to mitigate flood impact Electricity Networks’ teams fully mobilized to reestablish power supply Client support Payments & invoicing Support to solar DG reinstallations Emergency support delivered to affected communities >90 tones of materials (sand, roofing tiles, tarpaulins) to protect homes and support recovery Starlink devices, power banks and electricity generators distributed to restore communication and ensure power access in isolated areas Ongoing coordination with municipal and regional partners for volunteer action 6,000km Grid affected and 5,800 damaged towers (HV, MV, LV)
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16 EDP’s local engagement plans include both business-related community engagement actions and social investment programs Creating partnerships with communities is essential for the energy business Builds trust and long-term relationships, strengthening project acceptance Anticipates and addresses local concerns, reducing risks and promoting community benefits Co-creates solutions with communities, leveraging local insight and shared ownership Commitment 2028 include an engagement plan All new projects1 with material impact2 on communities Examples of social investment programs (non-exhaustive) Solidarity Solar Develop Solar Energy Projects providing the benefits of self-consumption or solar communities Future Farmers Support local farming through agricultural education and renewables awareness Skills – Energy Professionals Professional training within the energy sector to meet future labour demands & foster employment Green Home Improve homes of families in need and community spaces through renewable energy & efficiency 1. Projects subject to the Investment Committee’s approval | 2. Material impact – Defined by a risk analysis carried out in the Investment Committee’s scope to determine the project’s risk le vel for affected communities: a) Direct local opposition, or b) Nearby or in indigenous areas, or c) Involves the displacement of people or goods. Strengthening local collaboration for shared progress in the energy transition Key data 1H26 €12m total social investment ~11k volunteering hours
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17 Integrating biodiversity commitments across our operations enables successful permitting and project delivery Reported in alignment with TNFD for the first time Commitment 2028 Integrating biodiversity conservation measures into operationsApplying the Mitigation Hierarchy is crucial to manage biodiversity risks aiming for a net positive impact Maintain key ecosystem services by promoting biodiversity protection, through restoration actions once construction and dismantling is completed Develop transformative solutions that promote renewable energy, enhance ecosystem services, and ensure land-use compatibility Mitigate impacts on fauna & flora by adopting the best available technologies and through specific projects in collaboration with recognized institutions Integrate biodiversity aspects early in project development, selecting locations considering ecological sensitivity Implement measures throughout the project lifecycle to effectively address the effects on ecosystems and species Embed a No Net Loss and Net Gain mindset across our activities, using pilot initiatives to define standardized methodologies Joining efforts to support a nature positive impact First solar plant integrating livestock farming in Europe: • Panels provide shade that reduces water needs for animals and improves grass resilience • Integrates 250 sheep grazing under panels, reducing mowing needs & improving soil health risk analysis & action plan All new projects1 include a biodiversity Biodiversity No Net Loss & Net Gain Pilot projects to test and align with 1. Projects subject to the Investment Committee’s approval.
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18 Proactively engaging with suppliers to ensure business continuity, traceability, and sustainable supply chain practices Commitment 2028 Strong engagement process in place to assess and mitigate ESG risksA sustainable and resilient supply chain is key for EDP’s decarbonization path, risk management and business continuity EDP evaluates ESG risks and performs ESG due diligence to suppliers Introducing ESG requirements, such as carbon footprint, supply chain mapping and environmental certification, to influence procurement decisions Active monitoring mechanisms such as factory audits and site inspections EDP’s agreement with First Solar helps foster sustainable procurement: • 1.8 GW of modules secured for solar projects in the US for 2026 -28 • Thin film PV technology with minimal carbon and water footprint • US-based manufacturing with no polysilicon needed 15% of EDP’s emissions come from the supply chain, making supplier engagement critical to reduce our carbon footprint Boosting decarbonization 1. Enablement equipment: modules, turbines, inverters, batteries, racking, transformers, cables, poles, electric mobility Customs controls, supply disruptions and human right concerns in the solar sector led EDP to adapt its solar procurement strategy Ensuring traceability 100% ESG risk purchases with ESG Due Diligence >80% purchase volume of enablement equipment1 with carbon footprint Key Data 1H26 77% ESG risk purchases with ESG Due Diligence
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19 Life-cycle approach based on reduction, optimization and recovery to promote and increase the circularity in the business Commitment 2028 EDP’s path in the energy transition drives circularity demands Construction (~25% weight2) • ~1.5 GW / year of renewable capacity additions in 2026-28 Operation (~25% weight2) • >34 GW installed capacity by 2028 • >400,000 km of Networks by 2028 Dismantling/Repowering (~50% weight2) • >2 GW dismantled in 2026-28 • ~0.2 GW repowered in 2026-28 >85% total waste recovered along the assets’ life cycle1 EDP’s Close the Loop program promotes waste recovery in dismantling & repowering >20 partners specialised in recycling and reusing products, with initiatives mainly focused on wind turbines and solar panels, such as: • Working with multiple blade recycling partners such as Vestas and Wind Power Solution • SOLARCYCLE partnership in the US, recovering >23k solar panels & >700 tons of waste in 3 years EDP ensures that circular economy principles are embedded in the sourcing, production, and end-of-life management of materials Strengthening internal & external guidelines to enhance circularity practices Working with partners to increase circularity in enablement equipment & service providers 1. 2026-2028E average. | 2. Weight of each phase in the estimated waste generation in 2026-28. Exploring circularity innovative solutions for enablement equipment Key data 1H26 96% total waste recovered along the assets’ life cycle
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20 Safety is a core pillar to our operations and therefore we embed prevention, responsibility, and care into every aspect of our work Ambition 2028 We are committed to achieving zero SIFs by focusing on: Global safety program PlayItSafe Drives consistent behaviours, leadership involvement, and practical actions to eliminate serious incidents and fatalities Key focus wave 1: • Eliminating fatal accidents • Driving consistency in field safety performance • Strengthening the operational excellence of EDP's activities PlayitSafe, launched in 2021 to improve safety culture, is now complete • Shared responsibility • Leadership and engagement • Continuous learning Zero serious injuries and fatalities (SIF)1 Overall, the SIF rate has reduced by 77% since the launch of PlayItSafe in 2021 Key focus wave 2: • Contractors’ safety management • Leadership engagement in field operations • Site works planning and preparation leveraging digital tools Wave 2 of the program was launched with a focus on driving SIFs to zero Reduction in SIFs and risks through stronger contractor control, improved leadership engagement and proactive preventions 1. Employees and contractors. Key Data 1H26 3 (Stable YoY) SIF1 2 (0 in 1H25) fatal accidents 1.4 (Stable YoY) frequency rate
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21 Shaping our identity through organizational excellence, human experience, and accountable leadership to deliver sustainable results 1. Composite indicator combining gender, nationality, and age diversity within leadership positions. Business Plan target updated following a revision to the calculation methodology. 2. Climate Survey I ↑ in high-performing companies. Market recognition Our strategic pillars Empowered ecosystem Drive simplification and agility with empowered structures, and scale digital/AI for smarter decisions Human-centred experience Empower people to grow with agility, moving from process to talent management, guided by future-ready leadership & an identity of belonging and performance Main 2028 commitments 90% Employees’ Digital Upskill Plan Completion, building a future-ready workforce through continuous learning and capability growth ≥75% Leadership Diversity Index1, building balanced leadership as a key driver of competitiveness and innovation Employee empowerment & engagement2 , fostering a culture of trust and accountability that drives strong results 2025 highlights EDP launched the “Think With AI” Program, with >7,800 employees using GenAI tools regularly and >6,400 employees upskilled across the Group, embedding AI as a default way of working 73% Leadership Diversity Index1 Empowerment increased to 76%, supported by greater decision-making autonomy, while Engagement remains high at 78%, alongside a strong performance in Collaboration – a category where we exceed high-performing benchmarks
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22 Business conduct upholds the highest standards of integrity, ensuring responsible conduct and trust across all operations Certifications of our Compliance Management System: ISO 37301, ISO 37001 and UNE 19601 EDP is One of the World's Most Ethical Companies for the 15th consecutive year Consolidated & autonomous independent reports ICFR’s external auditor 4. Monitoring 2. Control mechanisms, standards, policies & procedures 5. Internal & External Audits 6. Whistleblowing channels & incident management 7. Improvement opportunities implementation 1. Risk identification & assessment 8. Continuous Risk Reassessment 3. Training and communication Recognitions and Certifications • Ethics & Compliance monitoring • Internal and external audits • Whistleblowing channels & incident management • Communication channelsDetection • Implementation of improvement opportunities • Continuous risk reassessmentResponse • Specific risk assessments • Policies/ procedures and control mechanisms • Training and awarenessPrevention Highest standards of integrity Commitment 2028
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23 Entity Rating Entity Rating Other recognitions 87/100 Top 5% (Feb-26) 17/100 Low risk (Jan-26) A list on climate change (Jan-26) B Industry Leader (Jun-26) AAA Industry Leader (Mar-26) One of the most ethical companies in the world (Mar-26) 79/100 (Nov-25) 800/900 Top 1% (Jun-26) Top Employer (Jan-26) #10 World's Most Sustainable Companies (Jun-26) ESG achievements recognised by top-tier institutions, aiming to maintain a strong position in ESG ratings performance Note: All ratings are performance based, except for Sustainalytics which is risk based.
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Corporate Governance
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25 Diversified shareholder base with reference investors representing >35% of the company's share capital 55% 22.2% 8.4% 6.8% 0.2% Remaining shareholders EDP Shareholder Structure Reference Investor 1 Oppidum Capital 2 3 Within EDP's share capital, 83% are institutional investors, 9% are private investors and 8% are trading or other Capital (%) 22.2% 8.4% 6.8% EDP (Treasury Stock) Last update 31/12/2025 31/12/2025 30/06/2026
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26 Number of members Corporate Entities Other Corporate Structures Key highlights Remuneration Committee Corp. Govern. and Sustainability Committee Business Monitoring Committee in the USA Financial Matters Committee Statutory Auditor Executive Board of Directors General and Supervisory Board 4 42 16 5 6 General Shareholders’ Meeting Remuneration Committee of the GSM 3 Corp. Gov. and Sustainability Committee 7 General and Supervisory Board monitors and evaluates the management of the company and the subsidiaries 16 members, all non-executive 56% independent and 38% women Executive Board of Directors manages the Company’s business affairs, setting objectives and policies 4 members elected by shareholders, including CEO 50% women Remuneration Policy designed to promote merit and high performance, fostering long-term value creation Approved by the General Shareholders’ Meeting KPIs, including ESG, aligned with shareholder interests Dual Model of Corporate Governance ensures separation of functions, achieving trust and transparency for proper functioning
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27 António Lobo Xavier Miguel Pereira Leite China Three Gorges (Portugal), Sociedade Unipessoal, Lda. Shengliang Wu China Three Gorges Corporation Alicia Reyes Revuelta Independent Member Zili Shao Independent Member Sofia Salgado Pinto Independent Member Guobin Qin China Three Gorges International Corp Ignacio Herrero Ruiz China Three Gorges (Europe), S.A. Gonçalo Moura Martins Independent Member Sandra Maria Santos Independent Member Stephen Vaughan Independent Member Lisa Frantzis Independent Member Key role linking GSB and EBD Maria José García Beato Independent Member Zhang Hui China Three Gorges Brasil Energia, S.A. Status Non- independent 44% Independent 56% 16 members all non-executive 3-years mandate (2024-2026) The remuneration is fixed and takes into account the tasks performed Chair Independent Fernando Masaveu Herrero Member Victor Roza Fresno Draursa, S.A. Gender Male 62.5% Female 37.5% Average 5-years tenure at GSB General and Supervisory Board
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28 Executive Board of Directors 3 to 7 Y 25% 8 or more Y 75% 0 to 2 Y 0% 4 members1 3-years mandate (2024-2026) Elected by shareholders, including CEO Gender DiversityBoard Tenure Male 50% Female 50% Fixed and Variable Remuneration (including ESG performance), approved by the GSM Miguel Stilwell d’Andrade Chair of the EBD (CEO) Rui Teixeira Member of the EBD (CFO) Vera Pinto Pereira Member of the EBD Ana Paula Marques Member of the EBD 1) Five Executive Board members were elected in 2024. Following Pedro Vasconcelos' resignation, effective 30 April 2026 (anno unced on 9 March 2026), the position has not been filled.
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29 Management targets are fully aligned with shareholder interests and ESG performance General characteristics Disclosure of quantifiable targets: Yes (in annual remuneration report) Disclosure of achievement: Yes (in annual remuneration report) Disclosure of results: Yes (in annual remuneration report) Malus / Clawback: Yes / Yes Share-Based remuneration: Yes (multiannual component) STI: potential conversion of a portion of the multiannual variable remuneration into cash Variable remuneration KPIs Short-term KPIs: Comparison with Business Plan & Budget Max. limit of fixed remuneration: CEO: 110%; other members: 80% >85% of the targets and each one individually need to be accomplished Long-term KPIs: Comparison with Business Plan Max. limit of fixed remuneration: CEO: 185%; other members: 145% >85% of the targets need to be accomplished 20% 20% 10%10% 20% 20% FFO/Net Debt Earnings per share TSR vs SX6E Individual Performance Assessment (qualitative)(1) Recurring Cash OPEX ESG Indicators(2) 40% 20% 20% 20% Individual Performance Assessment (qualitative)(3) TSR vs SX6E Earnings per share cumulative ESG Indicators(4) 1) Implementation of the BP in the year (5%); Team management (5%); Teamwork (5%); Stakeholder management (5%). 2) DJSI Results; Performance in the employees’ yearly climate study; Performance in the customer satisfaction index. 3) Strategy & execution (5%); Employee development (5%); Teamwork & new forms of working (5%); Stakeholder management (5%). 4) Increase of share of renewable energy production; Emissions reduction; Bloomberg GEI performance. EBD Remuneration Policy (2024-2026) Climate KPIs: 14% weight
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Appendix
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31 Investors’ Presentation Integrated Electric Utility in Iberia & Brazil, renewables developer & operator with strong presence in US and EU 1.152MW APAC North America 10,809 MW South America 3,681 MW 100,686Kms Europe 12,613 MW 290,675 Kms 4,028 4,798 EDP main hubs Hydro Capacity (MW) Solar Capacity (MW) Wind Capacity(MW) Networks (’Kms) BESS Capacity(MW) Clients B2C (’000 #) LisbonandMadrid Singapore Houston São Paulo 2025 33 GW Installed Capacity 391,360 Electricity Networks (KM) 9 million Clients ~90% Renewables generation 11,865 Employees 64 TWh Electricity Generation 31 Note: Data as of December 2025
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32 Overview of EDP’s Integrated Electricity Value Chain from Renewable Generation to End-User Supply and Energy Solutions Electricity generation Generation is the first activity in the value chain of the electricity sector. Power plants transform the various energy sources into electricity. Electricity networks Transmission carries the generated energy through very high-voltage lines, while distribution channels that energy to the distribution grid. The distribution network allows the flow of energy to the supply points, supported by smart meters for accurate monitoring. Energy management & supply Energy supply contracts with end users, managing clients' energy needs and optimizing the dispatch of generationassets and energy procurementcontracts. Includes other related services (Solar DG, EV charging, energy efficiency,etc.). Development & construction of renewables assets Operation & management of electricity generation assets Electricity networks Energy management Energy supply Energy solutions (infrastructure & services) Electricitydistribution (high, medium and low voltage) Electricitytransmission (very high voltage) Smart meters Supply of electricity& gas to consumers (commercial,industrial,residential) EV charging infrastructure Solar DGEnergy efficiency& other services Procurementand sale of energy, generation& supply economic dispatch and scheduling Hydro power plantsUtility-scale solar plants Onshore wind farms Offshore wind Thermal power plants Battery Energy Storage Systems (BESS)
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33 A resilient, low-risk portfolio delivering predictable growth 1. Includes investment OW and others. Gross Investment, € Bn 1.5 1.5 2.0 2025 ~1.4 ~1.6 ~2.2 2026 ~1.3 ~1.65 ~2.2 2028 5.0 ~5.2 ~5.2 Electricity Networks EDPR By business By business ~80% 2025 ~80%2 2028 5.0 ~5.2 By contracted profile Merchant Regulated & long-term contracted/ hedged ~30% from Electricity Networks ~90% in A-rated markets ~80% regulated + long-term contracted / hedged Detail on next slide FlexGen & Clients EBITDA, € Bn 1.0 3.6 ~7.5 2026-28 ~12 Electricity Networks EDPR FlexGen & Clients ~50% ~15% ~35% ~60% ~30%1
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34 We are building long-term value in Brazil, leveraging on positive regulatory developments and superior quality of service Concession extension contract signed for EDP ES and ongoing for EDP SP 30-year concession extension for EDP ES, the first to renew under the new contract model (extended until July 2055) EDP São Paulo concession expected to be extended soon from 2028 to 2058 under the same terms No upfront financial burden and contract including quality, efficiency and financial metrics standards: EDP concessions’ complying with regulator’s criteria Track record of improving quality of service and customer satisfaction DEC1 hours 1. Equivalent Interruption Duration per Consumer Unit - Average time in hours that a consumer is without power in a given period. Moving average for the January – November periods in 2024 and 2025 | 2. Equivalent Interruption Frequency per Consumer Unit. Average number of times consumers experience power outages in a given period. Moving average for the Janua ry – November periods in 2024 and 2025 7.16 6.82 6.04 5.99 8.81 2024 2025 2024 2025 System 2025 -5% -1% FEC2 # 3.16 3.06 3.14 2.89 4.27 2024 2025 2024 2025 System 2025 -3% -8% EDP ES EDP SP #10 #4 #5 #3 Brazilian DisCos ranking Losses % 11.40 10.70 6.98 6.96 2024 2025 2024 2025 Best historical result in 2025 Both DisCos below regulatory limits