E.ON Debt Investor Update Cleaner & better energy London/Paris/Frankfurt, November/December 2012 0
Agenda Strategic and financial update Current operating developments and outlook 1
Key drivers of E.ON s transformation Five key drivers 1 Divest non-core assets Investment Less capital, more value 2 Safeguard financial strength 3 Expand in targeted growth areas Europe Focused & synergistic positioning Performance Efficiency & effective organization Outside Europe Targeted expansion 4 Increase efficiency, improve organization 5 Improve capital management Cleaner & better energy Cornerstones of E.ON s strategy remain valid 2
1 Divest non-core assets Disposal target and delivery Transactions bn 2.9 2.1 1 13.2 1 >15 Recent developments Sales of 50% in 3 US wind parks to PensionDanmark for 0.4bn Sale of 50% in Horizon Nuclear Power to Hitachi for 0.4bn Delivered so far 3.4 3 major divestments: Central Networks, 3.5% in Gazprom and Open Grid Europe 16 other transactions for ~ 2.1bn 4.8 Central Networks Gazprom Open Grid Europe Other disposals Already delivered Planned transactions End 2013 target Planned transactions Current discussions regarding a stronger involvement of municipalities in E.ON Westfalen Weser, Thüringer Energie and Mitte 25% in SPP Finland exit Ongoing processes regarding other non-core assets 1. Thereof 0.7bn signed but not yet closed 15bn disposal target to be surpassed 3
1 Divest non-core assets 2012 Post disposals EBITDA Planned Realized 2012 EBITDA about 1.1bn lower than reported post disposal adjustment 4
2 Safeguard financial strength Debt significantly reduced 45-13 2009A 9M 2012 3.9x 3.4x 2011A 28 Debt factor 15 <3.0x Target 36 bn Financial net debt Economic net debt With 1.5bn negative one-off Comfortable liquidity position Strong liquidity position 13.4bn of liquid funds & non-current securities (as of 9m 2012) Undrawn 6.0bn revolving credit facility 10bn + $10bn commercial paper programs No near-term refinancing needs Long-term, well-balanced debt maturity profile Effective duration of bonds issued : 6.8 years Liquidity and upcoming short-term maturities 1 Revolving credit facility (undrawn) 6.0 Liquid funds & non-current 13.4 securities 0.2 2 1.5 2.4 3.4 1.5 Liqudity 2012 2013 2014 2015 Further reduced net financial position 1. Bonds, CP and promissory notes issued by E.ON AG or E.ON International Finance B.V. (fully guaranteed by E.ON AG) as of Sep 30, 2012 (in bn; complete debt maturity profile provided in back-up section) 2. Commercial Paper 5
2 Improvement of net financial position despite unfavourable pension provision development in million Sep 30, 2012 Dec 31, 2011 Dec 31, 2010 Dec 31, 2009 Total liquid funds and non-current securities 13,364 11,924 12,176 9,786 Total financial liabilities -28,139-29,914-32,491-37,777 Net financial position -14,775-17,990-20,315-27,991 Provisions for pensions and asset retirement obligations (net) 1-21,120-18,919-17,720-16,668 Fair value of currency derivatives for financing transactions 2 310 524 334-6 Economic net debt -35,585-36,385-37,701-44,665 Debt factor 3.4x 3 2.8x 3.4x Massive improvement of net financial position to a significant extent compensated by unfavorable discount rate effects on pensions 1. Net of prepayments to Swedish nuclear fund 2. Net figure; does not include transactions relating to our operating business or asset management 3. Adjusted for 1.5bn nuclear one-off 6
2 Utilities ratings under pressure Positive AA- / Aa3 Negative Positive A+ / A1 Negative Positive A / A2 Negative Positive A- / A3 Negative Positive BBB+ / Baa1 Negative Positive BBB / Baa2 Negative EDF GSZ E.ON EnBW RWE Enel Iberdrola rating as per Jan 1, 2010 rating as per Dec 6, 2012 standalone rating as per Dec 6, 2012 (if applicable and different from corporate rating) rating as per Jan 1, 2010 rating as per Dec 6, 2012 standalone rating as per Dec 6, 2012 (if applicable and different from corporate rating) but E.ON s rating still well-positioned 7
3 Careful expansion outside Europe US renewables Russia Brazil Turkey Status quo E.ON now present in 4 regions Russia: Over 10GW of generation capacity in conventional generation US Renewables: Over 2GW of installed onshore wind capacity Brazil: Successful market entry via joint venture with local player MPX Turkey 1 : Market position established via strategic partnership with Sabanci Group India as a potential long-term option; ASEAN as a potential area for regional expansion Market entries in Brazil and Turkey important steps in strategy execution outside Europe 1. Transaction signed but not closed yet 8
3 Market entry Turkey - Summary Trilateral agreement between E.ON, Sabanci and Verbund is win-win for all parties Transaction Asset swap: Acquisition of 50% stake in Enerjisa from Verbund against 350MW hydro capacity in Germany E.ON enters Turkey with very limited initial cash outlay High capability match between E.ON and Sabanci, 50:50 JV, solid platform Partnership Attractive projects under construction, further development to reach at least 7.5GW and 6 million customers by 2020 Entry into attractive Turkish power market with a strong partner Strategic rationale Power demand growth driven by structural economic and demographic factors Sensible regulatory framework, need for substantial new capacity additions Key step in implementation of Outside Europe strategy Further step in E.ON s transformation 9
3 Market entry Turkey - Transaction overview Verbund receives from E.ON Residual stakes in German hydro power plants where Verbund already owns 50% (river Inn plants) Attributable capacity ~350 MW along Inn river (output ~1.9 TWh) Reduction of pumped storage power drawing rights in Austria Expected 2012 EBITDA contribution 0.1bn E.ON receives from Verbund 50% stake in Enerjisa 1 with a diversified generation portfolio and a sizeable pipeline as well as a power distribution and sales business Total attributable operational capacity 830 MW Total attributable output 5 TWh 1.75m attributable customers in sales & distribution Expected 2012 EBITDA for 100% Enerjisa at 0.2bn Financial implications for E.ON Economic transfer as of 1.1.2012 Net EpS & EBITDA accretion at group level at latest from 2015 onwards Additional equity funds from E.ON for JV ~ 0.2bn p.a. in 2013-2015 Asset swap financially attractive; important step in outside Europe expansion 1. Accounted at equity by Verbund the same accounting principle will be applied by E.ON 10
4 Increase efficiency, improve organization Controllable cost target ~10.9 2011 controllable costs Cost inflation Target of reducing controllable cost to 9.5bn in 2015 1 Cost reductions to also compensate for cost inflation Personnel reduction of ~11,000 FTEs 2 Ambition to reach top quartile in operational businesses and support functions >2 Cost reductions 1. Before adjustments for portfolio changes 2. Compared to 2010 bn ~9.5 2015 controllable costs Cost savings & efficiency Cost cutting contributed already 100m to Q3 2012 results; 200m expected for the full year Group Management: reduction from ~600 FTEs to ~400 FTEs Closure of E.ON Energie headquarters in Munich (~400 FTEs) Creation of E.ON Deutschland in Essen (~100 FTEs) Reorganization of Global Gas and Trading Exploration & Production has become new unit Sales activities transferred to regional units, especially gas sales Supply and optimization activities brought into new unit Optimization & Trading Transformation of E.ON AG to E.ON SE Tangible progress of cost cutting measures already during 2012 11
5 Less capital, more value A Change business approach B Increase return requirements Renewables: Build Operate Share approach Rotate capital faster First important deal in the US: 50% stake in three onshore wind parks for $0.5bn sold to PensionDanmark Approximately 90% of money invested including interest recycled Outside Europe: Partnering Combine know-how of both partners Expand investment opportunities by sharing capex Agreement with MPX and Sabanci mark important steps in strategy execution Spread between hurdle rates and cost of capital 2.0% 1.5% 1.0% 3,0% 1.5% 3.0% 2.5% 5,0% 2011 2012 Infrastructure Most other activities Wind offshore E&P Disciplined capital management drives long term performance 12
Agenda Strategic and financial update Current operating developments and outlook 13
Commodity market environment Power demand YoY variation last available month European wholesale power - next-year baseload forwards 0% -4% -8% -12% -16% Germany Spain Italy Fuel and CO2 prices German clean spark and dark spreads next-year forwards Very weak demand, falling power prices and spark spreads 14
Other business developments E&P North Sea production Other operational and political issues 4.8 11m boe ~6m boe 20-25m boe 7-9m boe less than planned in 2011 Other fields Rita Babbage Elgin-Franklin Huntington Njord Skarv Gas LTCs Post renegotiations, LTCs do not provide much margin on their own Flexibility Pricing of flexibility under pressure in oversupplied markets This applies for both, gas and power Political interventions Coal tax in Netherlands Energy package in Spain Hydro taxes in Sweden Accumulating earnings deterioration due to a combination of operational issues, adverse market developments and political interventions 15
Review of mid-term targets E.ON Group capex 1 bn ~7.0 ~6.5 ~5.7 Under review ~6.2 Key messages Capex flexibility 2013: Many projects already under construction flexibility only ~20% 2014: Slightly higher flexibility at ~30% 2015: ~50% flexibility compared to 2014 level due to obligatory regulatory and inevitable maintenance capex Dividend important, cash constraints persist Dividend will play important role in review of planning 2011A 2012E 2013E 2014E Maintenance Growth / Replacement Overall balance has to work out Target: sustainable cash flow positive post capex and dividends 1. Investments (cash-effective) before Portfolio and E.ON 2.0 measures Moving towards a sustainable capex level 16
Outlook 2012 and medium-term targets Outlook 2012: Confirmed EBITDA 1 : 10.4-11.0bn Underlying net income: 4.1-4.5bn Dividend: 1.1 /share Mid-term targets: Under review Outlook 2012 confirmed; Mid-term targets under review 1. Adjusted for extraordinary effects 2. Based on number of shares outstanding (1.905 billion) 17
Appendix 18
Appendix Turkish power market entry 19
Market entry Turkey - overview Outside Europe Important pillar of E.ON strategy Market entry Turkey Key rationale US renewables Investment Less capital, more value Performance Efficiency & Europe effective Outside organization Focused & Europe synergistic Targeted positioning expansion Cleaner & better energy Russia Brazil Turkey Fundamentally attractive power market Sustainable demand growth driven by promising demographic and economic fundamentals Acute need for new capacity to maintain reserve margins Sabanci The right partner Turkey s leading industrial and financial conglomerate with expertise in power sector Good capability match between Sabanci and E.ON on strategic and operational levels Disciplined investment approach Entry via asset swap limited cash impact Balanced future capex needs Development and execution of project pipeline in conventional generation & renewables Fast track, targeted entry into attractive Turkish market 20
Partnership with Sabanci Key facts & figures on Sabanci Leading industrial and financial conglomerate Revenue 9bn in 2011, net profit 0.8bn 61% owned by Sabanci family, 39% listed on ISE Current market capitalization ~ 8bn Focus on Turkey, presence in 18 countries Broad track record of international partnerships Important capabilites of Sabanci Extensive knowledge of Turkish power market Superior stakeholder management in Turkey Proven track record of financing in energy sector Wide ranging expertise and track record in large infrastructure projects Strong expertise in retail customer businesses Broad range of partnerships with international blue chip companies The right partner with the right capabilities 21
Enerjisa joint venture Overview Leading vertically integrated player in power Generation: 1.7GW in operation (~78% CCGT, ~18% hydro, ~4% wind), 10 TWh generated 2011 High quality generation project pipeline: 1,7 Gas In operation Hydro Wind 2.0 Under construction Distribution & sales: 3.5m customers in Ankara region, 11TWh distributed in 2011 Long-term assets: PP&E & intangible assets: ~ 2.5bn Net debt 2 : ~ 1.5bn 0.5 Licensed/ permitted Targeted capital structure: debt 60%, equity 40% 1.0 License application 2.3-2.8 Additional projects 7.5-8.0 Ambition 2020 Governance Shareholder Meeting Meeting at least four times; equal nomination rights for Sabanci and E.ON Board of Directors Monthly meetings; Chairmam appointed by Sabanci, Co-Chairman by E.ON Management of Enerjisa CEO nominated by Sabanci, Co-CEO by E.ON; both on equal terms; four-eye-principle established for major decisions General managers/experts Substantial number of E.ON employees or by E.ON nominated employees in leading operative roles Deadlock mechanism Clearly defined; standard procedure for joint ventures Lock-up Until end of 2015 The right platform for future organic growth 1. Total equity investments by Verbund as per 31.12.2011 2. Net debt of Enerjisa as per 31.12.2011 22
Enerjisa s sales and distribution business Ayedas DisCo (Q1 13) 2.2m subscribers 9TWh consumption Izmir Istanbul Ankara Gediz DisCo (12/12) 2.5m subscribers 12.7TWh consumption Baskent DisCo Owned by Enerjisa 3.5m subscribers 10.4TWh consumption 2.3 Industrial logic Baskent - largest DisCo in Turkey Leverage E.ON s capabilities Stable business in a stable regulatory environment (ex-ante, RAB based) Certain volume hedging characteristic for power generation business until liquid forward markets develop (target of 6.0 mn customers) Opportunities Continued privatization process E.ON supportive of possible Enerjisa offer for Gediz DSO in December 2012 Ayedas privatization expected for Q1 2013 Ambition to expand a stable business with positive free cash flow generation 23
Enerjisa s generation assets under construction Installed capacity (MW) Start of operation Total hydro 1,379 Köprü 156 2013 Dagdelen 8 2013 Kandil 45 2013 Sarigüzel 208 2013 Kusakli 20 2013 Kavsakbendi 180 2014 Arkun 237 2014 Dogancay 62 2014 Operational portfolio already very clean with 78% CCGT, 18% hydro and 4% wind Portfolio under construction with ~69% share of hydro even cleaner Assets under construction reflect approximate capital invested of above 1.5bn as per 31.12.2012 Further near-term portfolio development also includes high share of hydro Yamalill 80 2014 Alpaslan 280 2017 Total thermal 450 Tufanbeyli (lignite) 450 2015 Total wind 143 Bares 143 2012 Very green footprint of well advanced under construction portfolio 24
Turkish market environment Sustainable demand growth Power consumption outpacing GDP growth owing to structural, sustainable economic and demographic factors: Further demand growth until 2020 expected Tight system balance Acute need for substantial new capacity additions to cope with rising demand: 35+ GW to be installed by 2020 to maintain adequate reserve margins Sensible market framework Current market structure favorable for efficient generators, expected to improve further via liberalization on the back of growing demand E.ON approach Entry on basis of relatively modest existing capacity platform, joint development of attractive, diversified project pipeline to reach sizeable position Fundamentally attractive power market with potential for further improvement 25
Power demand evolution Consumption per capita kwh Turkey OECD ~3.1x Rapidly increasing overall consumption, Huge catch up potential still remaining OECD per capita consumption still 3x higher Gross consumption Total, TWh 192 198 195 213 224 167 2006 2007 2008 2009 2010 2011 Already meaningful size (224 TWh in 2011) Set to continue growth trend at attractive rates ~2,700 Structural, sustainable trends as key drivers ~8,500 Significant power consumption growth expected until 2020 Source: CIA World Factbook, IHS Global Insight, E.ON estimates 26
Capacity needs Reserve margins 2010-2020 Context and implications Available capacity at peak (GW) 42 34 32 46 53 59 Other Nuclear Wind Hydro Peak demand to continue strong growth trend on back of increasing private and industrial consumption Current plan for capacity additions insufficient Reserve margin expected to be tight if no additional capacity installed Only 2% in 2015 Lignite Coal Natural gas Negative 7% in 2020 To reach 10% reserve margin, significant capacity additions needed Until 2020 up to 35 GW additional installed capacity required 2010 2015 2020 Peak demand, GW Additional capacity needed for 10% reserve margin Supply-demand gap not likely to close in short term 1. Equivalent to additional available peak capacity of 25GW 27
Enerjisa s current generation fleet in operation Installed capacity (MW) Start of operation Total thermal 1,306 Bandırma CCGT 936 2010 Kentsa 120 1997 Adana CCGT 120 2002 Çanakkale CCGT 65 2002 Mersin CCGT 65 2003 Total hydro 317 Hacınınoğlu 142 2011 Menge 89 2011 Birkapılı 49 2004 Gazipaşa 30 2006 Suçatı 7 2000 Total wind 69 Çanakkale onshore 30 2011 Dagpazari 39 2012 28
Appendix Financial section 29
First nine month 2012 financial highlights EBITDA 1 : 8.8bn (+35%) EBIT 1 : 6.1bn (+64%) Underlying net income 1 : 4.0bn (+155%) Underlying EPS 1 2 : 2.12 /share Operating cash flow: 6.8bn (+52%) Economic net debt: - 35.6bn Strong earnings growth in fist nine months 2012 1. Adjusted for extraordinary effects 2. Based on number of shares outstanding (1.905 billion) 30
E.ON Group Financial highlights First nine months in million 2012 2011 +/- % Sales 93,629 77,506 +21 EBITDA 1 8,817 6,553 +35 EBIT 1 6,114 3,737 +64 Underlying net income 1 4,035 1,585 +155 Operating cash flow 6,827 4,489 +52 Investments 4,334 4,106 +6 Economic net debt -35,585-36,385 3 +800 2 1. Adjusted for extraordinary effects 2. Change in absolute terms 3. As of December 31 31
E.ON Group EBITDA 1 and EBIT 1 by segments First nine months in million EBITDA 1 EBIT 1 2012 2011 +/-% 2012 2011 +/- % Generation 1,740 1,052 +65 1,082 304 +256 Renewables 906 1,086-17 606 820-26 Optimization & Trading 1,961 531 +269 1,783 324 +450 Exploration & Production 421 564-25 241 377-36 Germany 1,935 1,677 +15 1,240 975 +27 Other EU countries 1,558 1,619-4 1,062 1,068-1 Russia 523 378 +38 384 276 +39 Group Management / Other -227-354 - -284-407 - Group total 8,817 6,553 +35 6,114 3,737 +64 1. Adjusted for extraordinary effects 32
Key drivers of group EBITDA 1,2 development First nine months in billion 01.01.2011-30.09.2011 6.5 1.5 EBITDA 9M 2011 Generation: Nuclear exit 2011 0.9 Gas: Wholesale 0.2 Gas: Revaluation of participations 0.1 E.ON 2.0: Controllable cost reduction 0.1 Region Germany: One-off effect from provisions 0.1 Region Russia: Increased generation capacity -0.3 Power: Price and volume effects -0.3 Generation: Nuclear fuel tax -0.1 E&P: Mainly lower production volumes -0.1 Gas: OGE disposal -0.1 Gas: Lower storage optimization 01.01.2012-30.09.2012 0.3 8.8 Other EBITDA 9M 2012 Gazprom settlement and absence of nuclear one-off still main drivers 1. Adjusted for extraordinary effects 2. Individual effects rounded 33
Operating cash flow Reconciliation 1 First nine month in billion 01.01.2011-30.09.2011 4.5 2.3 Operating Cashflow 9M/2011 EBITDA -1.5 Generation: nuclear carve out 2011-0.2 0.4 0.2 0.1 Gas: revaluation of participations Gas storage: higher net extraction 2012 Generation UK: lower coal inventory Russia & Czech Republic: one-off regulation effects 2011 0.3 UK: pension funding 2011 0.2 Gas: partial repayment of MEGAL fine 0.2 Group: lower interest payments 0.3 Other / incl. Working Capital movements 01.01.2012-30.09.2012 6.8 Operating Cashflow 9M/2012 Big distortions of cash flow now resolved 1. Individual effects rounded 34
E.ON Group Economic net debt September 30, 2012, in billion Dec 31, 2011 Sep 30, 2012 Net financial position: 18.0 Net financial position: 14.8-36.4-36.4-35,6 +3.9-2.2-4.3 +6.8-1.3-2.1 Investments Dividends Operating cash flow Divestments Pension obligations Other Significantly improved compared to H1 and FYE 2011 despite unfavorable pension deficit development 35
Ongoing reduction also of gross indebtedness in billion Reduction of total financial liabilities per period Q1-Q3 2012 Regular repayments 1.7 2.1 Repayments prior to maturity 1 Commercial paper Changes of financial liabilities to related companies -0.2-0.7 Other effects 2-0.4-0.3 1.8-0.7 2011 2.6 2.4-0.9 2010 5.3 3.5 1.1-1.5-0.8 Significant reduction of financial liabilities achieved over recent years mainly stemming from regular as well as early repayments Reduction of gross financial debt has continued in 2012 but debt repurchases are getting more difficult and more expensive 1. Includes bond repurchases ( 1.8 bn) and repayment of promissory notes ( 0.6 bn) 2. Including effects from disposals and currency effects 36
Financial liabilities of the E.ON Group in billion 30 Sep 2012 31 Dec 2011 Maturity profile (as of 30 Sep 2012) 3 Bonds 1 22.3 23.4 in EUR 13.3 13.3 in GBP 4.6 5.0 in USD 2.3 2.6 in CHF 1.1 1.3 in SEK 0.1 0.3 in JPY 0.8 0.8 other currencies 0.1 0.1 Promissory notes 0.8 0.8 Commercial Paper 0.2 0.9 Other liabilities 2 4.8 4.8 Total 28.1 29.9 bn 5,0 4,0 3,0 2,0 1,0 0,0 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 EUR GBP USD CHF YEN Other 1) Thereof bonds issued by segments: September 30, 2012: 0.1bn; Dec 31, 2011: 0.3bn 2) Thereof other financial liabilities of segments: September 30, 2012: 3.2bn; Dec 31, 2011: 3.2bn 3) Bonds and promissory notes issued by E.ON AG or E.ON International Finance B.V. (fully guaranteed by E.ON AG) 37
Appendix Operating section 38
Markets & hedging Energy markets Oil price and European gas prices Hedging (as per end September, 2012) Central Europe: Outright power hedging 2012 ~ 56 /MWh 1 2013 ~ 55 /MWh 1 2014 ~ 53 /MWh 1 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% European wholesale power - next-year baseload forwards Nordic: Outright power hedging 2012 ~ 44 /MWh 1 2013 ~ 44 /MWh 1 2014 ~ 43 /MWh 1 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% = percentage band of generation hedged 39
E.ON 2.0 Controllable costs Definition of controllable costs Transition from income statement to controllable costs FY 2010 Controllable costs are those costs that are under control of operational management Only costs above EBITDA line Controllable costs consist of Part of cost of materials Most of personnel costs Other operating income & expenses bn Cost of materials Personnel costs Other operating income & expenses, net Total Controllable costs Total 76.5 ~11 Comment 73.6 ~4 Excludes fuel and CO2 emission costs Excludes purchasing costs of power and gas 5.3 ~5 Excludes restructuring expenses and other nonoperating costs -2.4 ~2 Includes several items such as marketing, IT, purchased services 36% 46% 18% Reduction of controllable costs as key value lever 40
Renegotiation agreement with Gazprom Agreement terms Long-term gas supply 1 Pricing conditions adapted New pricing conditions applied retroactively since Q4 2010 ~ 1bn positive EBITDA effect in H1 2012 Exposure to gas-to-oil spread substantially reduced 600 400 200 0 8% 10% 10% 17% 15% 18% 23% 22% 22% 27% 25% 23% 26% 27% 27% 2009 2010 2011 Others Netherlands Germany Norway Russia Arbitration proceedings have been stopped Confirmation of long-running successful partnership with Gazprom EBITDA gas wholesale 2010A 2011A H1 2012 1. E.ON Ruhrgas Successful commercial agreement with E.ON s largest supplier 41
Gas supply portfolio 2013 LTC gas portfolio 2009 view Not exposed to gas-oil spread Exposed to gas-oil spread 2013 EBITDA ( bn) -6 2013 gas-to-oil spread ( /MWh) 2013 LTC gas portfolio current view 2 Not exposed to gas-oil spread Price level adjusted Exposed to gas-oil spread 2013 EBITDA ( bn) 2 0-2 -4 0-2 -4-6 2013 gas-to-oil spread ( /MWh) 0 0 Achievements Pricing conditions of all oil indexed contracts successfully renegotiated Major milestone to restore competitiveness of long-term gas contracts achieved Gas supply portfolio substantially de-risked: roughly half of portfolio not exposed to gas-oil spread any more Ongoing discussions to convert remaining quick fixes into structural solutions Long-term gas contracts have demonstrated their robustness even in turbulent gas markets Overall, positive EBITDA contribution from gas wholesale portfolio since 2010 Limited risk for 2013 due to high degree of contracting in sales Break-even point strongly lowered, risk substantially reduced 42
E.ON Creditor & Investor relations Reporting calendar & important links Reporting calendar Date Event March 13, 2013 Annual report 2012 May 3, 2013 May 6, 2013 2013 Annual Shareholders Meeting Dividend Payment May 8, 2013 Interim Report I: January March 2013 August 13, 2013 Interim Report II: January June 2013 November 13, 2013 Interim Report III: January September 2013 Important links Content E.ON Creditor Relations E.ON Investor Relations Capital Market Stories Annual Report Interim Reports Facts & Figures Link http://www.eon.com/en/investors/bonds.html http://www.eon.com/en/investors/dialog/investor-relations.html http://www.eon.com/en/investors/stock/capital-market-story.html http://www.eon.com/en/corporate/19886.jsp http://www.eon.com/en/corporate/1022.jsp http://www.eon.com/en/corporate/1029.jsp 43
Disclaimer This presentation may contain forward-looking statements based on current assumptions and forecasts made by E.ON Group management and other information currently available to E.ON. Various known and unknown risks, uncertainties and other factors could lead to material differences between the actual future results, financial situation, development or performance of the company and the estimates given here. E.ON SE does not intend, and does not assume any liability whatsoever, to update these forward-looking statements or to conform them to future events or developments. 44