Slide 1: Enel Chile Corporate presentation September 2023
Enel Chile Corporate presentation September 2023
Slide 2: Country overview & market context
Country overview & market context 1
Slide 3: Chile today and country's potential
Chile today and country’s potential Net ZERO: the unavoidable journey for Chile ~2 TW of renewable energy potential in Chile1 80% Renewable generation by 2030 A champion +23% expected increase of energy New vehicle sales to be in the demand by 20342 only electric cars by transition to 2035 renewable
Slide 4: New scenario bringing some challenges and several opportunities for the following years
New scenario bringing some challenges and several opportunities for the following years Even though the energy market is experiencing challenges… ….there are opportunities arising from the current context An increasingly Energy back up to cope with Transmission’s New regulation complex expansions no
Slide 5: Challenging market context in 2022, although reducing pressure in some indicators in 2023
Challenging market context in 2022, although reducing pressure in some indicators in 2023 Macro and commodities scenario reducing pressure A compound set of factors impacted spot prices Henry Hub API 2 Brent USD/CLP1 Chilean CPI2 Avg. Spot Quillota 220kV Avg. Spot Alto Jahuel 220kV H1 2023 H1 2023 H
Slide 6: A regulatory framework in evolution with several announcements toward Decarbonization
A regulatory framework in evolution with several announcements toward Decarbonization New Regulatory Updates Regulatory topics close to a conclusion Factoring Aug Focus on Generation & Transmission side: PEC 2.0 process 2023 Aug Apr Jul Q3 Q4 2022 2023 2023 2023 2023 2023 Regulated 2024 Storage Auct
Slide 7: Enel Chile at a glance
Enel Chile at a glance 6
Slide 8: Our consistent journey paving the way for a sustainable and brighter future
Our consistent journey paving the way for a sustainable and brighter future Sustainable growth > Consolidating growth in Renewables Speeding up decarbonization by a selective and flexible portfolio > Coal phase-out > Reducing risks and volatility of our > 1.7 GW of renewable capacity portfolio conne
Slide 9: Positioning Enel Chile as a unique, integrated and resilient utility in Chile
Positioning Enel Chile as a unique, integrated and resilient utility in Chile FY 2022 Figures Integrated commercial strategy supported by solid 8.4 GW 14.1 TWh and diversified assets Net installed capacity Energy distributed1 Enablers of decarbonization and electrification in Chile 2.1 mn 30.7 TWh S
Slide 10: Strategic actions
Strategic actions 9
Slide 11: Our strategic actions
Our strategic actions 1 2 3 4 Foto clients Enhance the resiliency Maximize the value for Grids digitization to Sustainable growth, and flexibility of our our clients through continue enabling the portfolio mix supporting with stronger electrification energy transition balance sheet the decarbonizati
Slide 12: Our strategic actions
Our strategic actions 1 2 3 4 Foto clients Enhance the resiliency Maximize the value for Grids digitization to Sustainable growth, and flexibility of our our clients through continue enabling the portfolio mix supporting with stronger electrification energy transition balance sheet the decarbonizati
Slide 13: Rebalancing our portfolio to have a better risk-return and faster response
1 2 3 4 Rebalancing our portfolio to have a better risk-return and faster response in a new market context Coal phase-out, poor hydrology and transmission … therefore, we need to act quickly to shield our constraints brought high volatility to spot market… margins and profitability in a new market c
Slide 14: Continue to execute several portfolio management actions
1 2 3 4 Continue to execute several portfolio management actions… projects in execution well on track Additional renewables’ … to be complemented by other … to continue optimizing our contribution up to H1 2023… technologies, in different locations… generation mix Growth Contribution H1 2023 COD gra
Slide 15: Operational resilience and timely management will allow us to take advantage of hydrology recovery
1 2 3 4 Operational resilience and timely management will allow us to take advantage of full hydrology recovery Recent rainfall well above estimates Enel Chile hydro production Bío-Bío2 (TWh) 3,000 (25% of consolidated Gx) +8% 3.4 3.7 +8% Cumulated rainfall (mm) 2,500 2,000 1.6 1.7 1,500 1,000 Q2 20
Slide 16: Commodities management is effectively contributing to our diversification strategy
1 2 3 4 Commodities management is effectively contributing to our diversification strategy Gas portfolio optimization and trading actions Enel Chile gas consumption and traded Natural gas plenty availability enabled us to (MMm3/d) better optimize our thermal fleet in the H1 2023 North (~12TBtu diver
Slide 17: Renewables development to continue targeting a cleaner, flexible and balanced matrix
1 2 3 4 Renewables development to continue targeting a cleaner, flexible and balanced matrix Renewable net capacity Net capacity by technology Renewables pipeline by evolution (GW) by 2025 technology and maturity (GW)1 +1.9 GW 79% BESS 2025 vs. 2021 renewable ~4 21% 7.5 +0.4 ~11 6.4 39% 5.6 +1.2 2%
Slide 18: Sustained reinforcement of our renewable matrix throughout the country
1 2 3 4 Sustained reinforcement of our renewable matrix throughout the country Net installed capacity 5 Central zone 7% 76% Renewable PMGD2 83 MW capacity 17% El Manzano 99 MW 8.5 41% Los Cóndores 150 MW Southern zone GW Don Humberto 80 MW Renaico II 144 MW 35% +67 MW BESS La Cabaña 106 MW +34 MW BE
Slide 19: Several initiatives aimed at rebalancing and optimizing our portfolio
1 2 3 4 Several initiatives aimed at rebalancing and optimizing our portfolio Additional flexibility Continue reducing Spot exposure to be concentrated initiatives spot exposure in solar hours (TWh) Enhance modulation -10 pp -26% capabilities to better allocate 5.9 hydro production 12% 19% 2.6 3.9 I
Slide 20: 0.6 GW of coal capacity disconnected since 2019
1 2 3 4 All in all, as a fresh-new green start, with 0.6 GW of coal capacity disconnected since 2019 CO2 emissions Scope 1 Generation (gCO2eq/kWh) 2021 2022 2025 2040 < 273 218 <105 0 Tarapacá Bocamina I Bocamina II December 2019 December 2020 September 2022 The road towards The first Chilean genera
Slide 21: Our strategic actions
Our strategic actions 1 2 3 4 Foto clients Enhance the resiliency Maximize the value for Grids digitization to Sustainable growth, and flexibility of our our clients through continue enabling the portfolio mix supporting with stronger electrification energy transition balance sheet the decarbonizati
Slide 22: Commercial strategy supported by long-term visibility, geographic diversification and solid client portfolio
1 2 3 4 Commercial strategy supported by long-term visibility, geographic diversification and solid client portfolio Portfolio by off-taker PPAs geographic location PPAs by residual duration 2022 2022 2025 +4% 22% 23% 24% 27% 34% 30.7 TWh 25% 47% 39% 32.0 44% 60% 67% TWh 31% 29% 18% 10% Free market
Slide 23: Innovative technologies to bring value added services to all clients
1 2 3 4 Innovative technologies to bring value added services to all clients B2B We are boosting B2G B2C electrification for smarter, more efficient and Enabling cities to become Helping our clients to give the We are energy partners in the greener energy use more circular, supporting step forward o
Slide 24: Creating value in an integrated strategy
1 2 3 4 Creating value in an integrated strategy Beyond Commodity strategy Commercial Strategy enhances our offer of Total Generation sales (TWh)1 products and services 33.1 32.0 Our integrated Approach 30.7 30.9 63% 61% 69% PPA + Product & Services 65% 39% 35% 37% 31% +35 other companies 2022 2023
Slide 25: Our strategic actions
Our strategic actions 1 2 3 4 Foto clients Enhance the resiliency Maximize the value for Grids digitization to Sustainable growth, and flexibility of our our clients through continue enabling the portfolio mix supporting with stronger electrification energy transition balance sheet the decarbonizati
Slide 26: Grid infrastructure evolution as a pillar for energy transition
1 2 3 4 Grid infrastructure evolution as a pillar for energy transition, focused on efficiency and quality Main KPIs1 2022 H1 2023 2025 Grid Blue Sky End users A new operating model (mn) 2.1 2.1 2.2 We are implementing technology Energy developments to boost our service distributed1 14.1 7.1 14.1 qu
Slide 27: Improving our client's journey through new digitalized channels
1 2 3 4 Improving our client's journey through new digitalized channels Main KPIs Commercial service at a glance 2022 H1 2023 2025 Customer centricity Clients App as a core strategic pillar 656 728 1,085 Our journey in numbers2 users1 (´000#) Platformization and We are enhancing our grids and digiti
Slide 28: Our strategic actions
Our strategic actions 1 2 3 4 Foto clients Enhance the resiliency Maximize the value for Grids digitization to Sustainable growth, and flexibility of our our clients through continue enabling the portfolio mix supporting with stronger electrification energy transition balance sheet the decarbonizati
Slide 29: Leading the decarbonization and the electrification
1 2 3 4 All these trends to take advantage of potential new opportunities by 2025 2022 2025 RES Capacity 6.4 7.5 (GW) RES Capacity 76% 79% % on total Leading the GHG free 63% 79% % production on total decarbonization and Grids end users 2.1 mn 2.2 mn the electrification Energy losses 5.1% 5.1% Telec
Slide 30: Creating Value for ALL our stakeholders
1 2 3 4 Creating Value for ALL our stakeholders 2025 Financial community Dividend payout ratio1 Min 50% New connections on grids Clients (‘000) +101 Planet Scope 1 - CO2 Reduction vs 2021 -62% Beneficiaries from projects with communities2 Communities (SDGs 4,7 & 8) 5.6 mn Employees Women in selectio
Slide 31: Plan in numbers 2023-2025
2023-2025 Plan in numbers enel
Slide 32: New plan investments to improve our portfolio resiliency
1 2 3 4 New plan investments to improve our portfolio resiliency Investments centered on clients’ needs… …focused on SDG goals CAPEX allocation (USD bn) SDG 0.8 1% 13% 0.7 1% 1% 8% 18% 16% 10% 2023-25 2023-25 10% 1.7 USD bn 1.7 USD bn 0.3 77% 3% 73% 34% 71% 13% 90% 50% 2023 2024 2025 Renewable Grids
Slide 33: Generation CAPEX driven by decarbonization strategy
1 2 3 4 Generation CAPEX driven by decarbonization strategy Generation CAPEX 2023-2025 (USD bn) Renewable’s development CAPEX (USD bn) Total CAPEX by type Total CAPEX by year 1% 0.7 14% 22% 0.1 0.5 0.1 14% 2023-2025 2023-2025 47% 1.4 USD bn 1.1 USD bn 0.5 0.2 0.4 78% 0.1 25% 0.1 2023 2024 2025 Devel
Slide 34: Our investments to bring additional flexibility to our portfolio
1 2 3 4 Our investments to bring additional flexibility to our portfolio Production evolution (TWh) Energy balance (TWh) Portfolio Mix evolution (TWh) Spot exposure reduction (TWh) +5% +4% -33% 23.4 32.0 32.0 22.2 30.7 30.7 -51% 3.9 4.2 8.8 5.9 5.9 Non-solar 4.7 2.6 18.9 22.2 2.6 3.9 9.8 9.7 1.3 1.2
Slide 35: EBITDA improvement thanks to our integrated margin strategy
1 2 3 4 EBITDA improvement thanks to our integrated margin strategy FY 20221 Integrated EBITDA evolution (USD bn) Main performance indicators 1.3 2022 2025 CAGR +41% Avg. PPA price 74 64 -5% 1.4 (USD/MWh)3 0.2 (0.2) 1.3 EBITDA (0.5) (0.04) adjusted1 44 -3% 0.9 0.6 (USD/MWh) (0.2) EBITDA 39 proforma1
Slide 36: Grids investments to support electrification and performance
1 2 3 4 Grids investments to support electrification and performance CAPEX tailored to improve EBITDA evolution (USD bn) performance and electrification +17% FY 2022 31% 0.08 (0.01) 0.11 44% 2023-2025 0.09 0.02 0.3 USD bn 25% Quality & Resiliency 2022E Indexation Inflation 2025 Digitization & Volume
Slide 37: Consolidated EBITDA increase in a more conservative scenario
1 2 3 4 Consolidated EBITDA increase in a more conservative scenario EBITDA evolution (USD bn) EBITDA Old vs. New Plan (USD bn) FY 20221 1.5 +30% +3% 1.5 0.2 (0.2) 1.3 4.0 4.1 0.5 (0.2) (0.5) 0.0 1.0 0.5 (0.1) 0.6 (1.6) 0.9 (0.2) 0.4 USD bn (+42% yoy) Adj. Gas 2022E EBITDA Energy Sourcing Growth Gas
Slide 38: Financial management
2023-2025 Financial management 37
Slide 39: Optimization of our portfolio to strengthen our financial solidity
1 2 3 4 Optimization of our portfolio to strength our financial solidity and continue executing our goals Sale of transmission assets Gas valorization strategy Sale of 4 solar plants Sale of Enel Transmisión Shell Agreement Agreement to sell Arcadia Generación Solar USD 1,399 mn Valorization of our
Slide 40: Strong cash generation financing our integrated strategy
1 2 3 4 Strong cash generation financing our integrated strategy Source of funds allocation 2023-2025 Net debt/EBITDA evolution Strategic plan scenario (USD bn) (Times) FY 2022 3.0-3.2 2.7x ~3.4x ~1.1x 2.8x-3.0x (1.7) ~2.4x 2.3x-2.5x (1.0) 0.3-0.5 Sources of Gross Dividends Change in 2022E Gas 2022E
Slide 41: Sustainable instruments to fund our growth
1 2 3 4 Sustainable instruments to fund our growth Financial flexibility & main ratios Debt maturity evolution by year with managerial actions (USD bn) YE 2022 H1 2023 YE 2025 SDG-linked gross 3.6 1.1 1.3 0.9 3.3 debt USD bn Share of sustainable 24% 26% 27% finance Avg. term of debt (years) 6 6 6 0.
Slide 42: Earnings evolution
2023-2025 Earnings evolution 41
Slide 43: Earnings recovery supported by growth initiatives and managerial action
1 2 3 4 Earnings recovery supported by growth initiatives and managerial action Net Income evolution 2022E Net Income evolution 2022E-2025 FY 20221 (USD bn) (USD bn) 1.5 2022 Adj. Net Income 2 1.4 1.5 +38% 0 Gas valorization 0.4 one-off3 Net Tx 0.7 (0.5) sale3 1.0 2022 Adj. Net 0.3 FY 2022 Income Pr
Slide 44: Financial targets
2023-2025 Financial targets 43
Slide 45: Strategic plan targets
Strategic plan targets 2022 20221 proforma1,2 2023 2024 2025 Adj. EBITDA 1.5 0.9 1.0-1.2 1.3-1.5 1.2-1.4 (USD bn) Adj. Net income 1.5 0.4 0.3-0.5 0.5-0.7 0.3-0.5 (USD bn) Dividend payout 30% Min 50% Min 50% Min 50% (%) 1. FY 2022 adjusted by the Coal Stock Impairment (CSI) and projects write-off: EB
Slide 46: Closing remarks
Closing remarks Decarbonization Integrated and electrification commercial Strong financial Creating value for remaining as strategy boosted position and ALL our priorities to our by several optionality for stakeholders sustainable diversification future growth strategy actions 45
Slide 47: Q2 & H1 2023 Financial results
Q2 & H1 2023 Financial results 46
Slide 48: Business performance as expected
Business performance as expected Business Performance EBITDA1,2 Net Income1,3 FFO4 (USD mn) (USD mn) (USD mn) +50% 1.9x 400 267 141 (5) 74 (222) +98% H1 2022 H1 2023 H1 2022 H1 2023 H1 2022 H1 2023 proforma proforma proforma proforma -25% -7.1x -2.1x Q2 73 55 5 -33 (50) (105) 1. Comparisons between
Slide 49: Sustainable capex to continue improving portfolio flexibility
Sustainable capex to continue improving portfolio flexibility boosting the energy transition H1 2023 CAPEX by business and by nature1 H1 2023 Renewable development CAPEX1 11% Capex allocation 17% by Quarter (2023) 36% Q1 12% 372 9% 372 236 22% 46% USD mn USD mn USD mn Q2 33% -27% yoy -27% yoy -40% y
Slide 50: Q2 2023 EBITDA highly impacted by temporary higher production costs and spot purchases
Q2 2023 EBITDA highly impacted by temporary higher production costs and spot purchases EBITDA evolution (USD mn)1 PPA sales growth mainly related to -42% indexation and higher capacity payments -25% 34 95 Variable costs mainly associated with higher commodities prices 73 (22) 24 6 55 (4) Grids perfo
Slide 51: H1 2023 EBITDA portfolio management resulted in higher performance
H1 2023 EBITDA portfolio management resulted in higher performance EBITDA evolution (USD mn)1 PPA sales growth mainly related to +25% indexation and higher capacity payments +50% 110 7 124 400 Variable costs mainly associated (7) (19) with higher commodities prices 321 35 267 33 (54) Gas optimizatio
Slide 52: New renewable capacity and slightly better hydrology improved our energy balance
New renewable capacity and slightly better hydrology improved our energy balance Net production (TWh) Energy balance (TWh) +8% +3% Portfolio Mix evolution (TWh)2 Spot exposure (TWh) +0.8 TWh new renewable +3% +1% capacity 10.2 10.6 7.4 7.4 7.6 7.6 1.7 1.7 1.7 1.7 0.6 4.5 0.4 4.7 0.9 0.9 2.0 2.7 5.5
Slide 53: 2023 Net Income reflecting the portfolio management actions
2023 Net Income reflecting the portfolio management actions executed in the period Net Income evolution (USD mn)1 Strong operating delivery drives +90% EBITDA up by 50% 133 (1) (1) 141 Financial results reflect higher interests on (61) (4) cash investments and lower financial costs 74 on factoring e
Slide 54: Cash management actions to offset the impact of the stabilization energy mechanism
Cash management actions to offset the impact of the stabilization energy mechanism partially FFO proforma evolution (USD mn)1 400 Solid EBITDA contribution mainly due to hydrology and gas optimization initiatives (189) Stabilization mechanism continues to drive (111) (2) the business performance (10
Slide 55: Sound liquidity position to support debt maturity
Sound liquidity position to support debt maturity Gross debt (USD mn)1 Liquidity position (USD mn) Debt maturities (USD bn)1 2.9 +8% Maturities/Gross Debt 5,046 5% 16% 9% 14% 4,660 2.3 533 1,023 1.0 46% USD bn 54% 0.8 0.7 4,513 0.5 3,637 0.3 0.2 0.7 0.2 0.6 0.1 0.3 0.4 Dec 31, 2022 Jun 30, 2023 2023
Slide 56: Q2 & H1 2023 Financial results Annexes
Q2 & H1 2023 Financial results Annexes 55
Slide 57: Q2 Profit & Loss (USD mn)
Q2 Profit & Loss (USD mn)1 Q2 2023 Q2 2022 ∆ yoy Proforma EBITDA2 55 73 -25% Reported EBITDA 55 52 +5% D&A (74) (74) 0% Bad Debt (1) (12) -88% Impairment 0 0 - Reported EBIT (21) (34) -38% Financial expenses (38) (21) +83% Results from equity investments 6 2 3.0x Reported EBT (53) (53) +1% Income ta
Slide 58: H1 Profit & Loss (USD mn)
H1 Profit & Loss (USD mn)1 H1 2023 H1 2022 ∆ yoy Proforma EBITDA2 400 267 +50% Reported EBITDA 400 258 +55% D&A (144) (144) 0% Bad Debt (10) (19) -48% Impairment 0 0 - Reported EBIT 247 95 2.6x Financial expenses (59) (58) +3% Results from equity investments 9 3 3.1x Reported EBT 196 40 4.9x Income
Slide 59: Main business EBITDA breakdown
Main business EBITDA breakdown EBITDA Generation EBITDA Grids business line (USD mn)1,2 business line (USD mn)1,3 -40% +56% +10% +2% 373 239 58 52 53 35 31 28 Q2 2022 Q2 2023 H1 2022 H1 2023 Q2 2022 Q2 2023 H1 2022 H1 2023 Adjusted Adjusted Proforma Proforma 1. Comparisons between periods in the Fin
Slide 60: Commodities and Spot price outlook
Commodities and Spot price outlook Henry Hub (USD/mmbtu) Brent (USD/bbl) API 2 (USD/Ton) 9.4 123.7 389.0 8.9 8.7 118.8 113.3 112.7 352.9 364.9 6.6 328.5 7.3 6.9 6.7 104.4 319.3328.1 6.3 98.2 100.0 325.3 267.9 5.3 5.2 93.3 89.9 91.7 213.6 227.9 4.7 4.6 87.2 84.9 80.1 81.1 194.5 3.1 82.8 75.6 74.7 86.
Slide 61: Hydrology outlook
Hydrology outlook Historic Enel Chile hydro generation (TWh) Rainfall in our most relevant basins1 2007 13.2 Rapel Maule 700 2,200 (9% of consolidated Gx) (34% of consolidated Gx) 2008 13.8 600 2,000 1,800 Cumulated rainfall (mm) 2009 14.9 Cumulated rainfall (mm) 500 1,600 1,400 2010 12.6 400 1,200
Slide 62: Enel Chile is the largest Utility player in Chile in installed capacity and number of clients
Enel Chile is the largest Utility player in Chile in installed capacity and number of clients Integrated commercial strategy supported by Leading the renewable sector in Chile Grid infrastructure to solid and diversified enable electrification assets 6.5 GW Renewable capacity net installed Enablers
Slide 63: Credit Rating - Enel Chile and Enel Generación Chile
Credit Rating - Enel Chile and Enel Generación Chile International market Chilean market Enel Chile Enel Chile Standard & Poor’s Fitch Ratings Fitch Ratings Feller Rate Enel Generación Enel Generación Standard & Poor’s Fitch Ratings Fitch Ratings Feller Rate 62
Slide 64: Organization structure
Organization structure Enel Chile shareholders1 64.9% 1.2% 6.0% Chile 23.6% Pension Funds Market Cap2 Institutional Investors USD 4.5 bn ADR’s 4.3% 64.9% Enel SpA Others 100.0% 93.5% 99.1% 100.0% 49.0% Green Power Generación Chile Distribución Chile Enel X Chile Non-consolidated assets Chile 1. As o
Slide 65: Strategic Plan 2023-2025 Annexes
Strategic Plan 2023-2025 Annexes 64
Slide 66: Main assumptions
Main assumptions GDP Demand Growth CPI Macroeconomics (%) (%) (%) 2023 2024 2025 2023 2024 2025 2023 2024 2025 -1.1% 2.4% 2.6% -0.5% 2.9% 3.9% 5.3% 3.2% 3.1% Commodities Henry Hub Brent (USD/MMbtu) (USD/bbl) 2023 2024 2025 2023 2024 2025 5.7 5.0 4.3 93.0 80.0 70.0 Quillota marginal cost Crucero marg
Slide 67: Main sensitivities for 2023-2025 figures
Main sensitivities for 2023-2025 figures Annual Impact on 2023-2025 EBITDA (USD mn) System demand +10% +1% Hydrology ~53 ~32 -10% ~(45) ~(22) -1% GAS +60% -38% Commodities (Henry Hub) ~156 OIL (Brent) +62% -40% ~(162) COAL (API2) +33% -30% 66
Slide 68: Capex by Business line
Capex by Business line Gross CAPEX (USD bn) CAPEX 2023-2025 allocation (USD bn) 0.8 0.0 0.1 0.7 0.0 Business line 2022 2023 2024 2025 0.1 0.1 Renewable 0.9 0.6 0.5 0.2 0.1 Thermal 0.1 0.1 0.1 0.0 0.3 Grids 0.2 0.1 0.1 0.1 0.0 0.6 0.5 0.1 Enel X 0.0 0.0 0.0 0.0 0.0 Others 0.0 0.0 0.0 0.0 0.2 2023 202
Slide 69: Installed capacity and production by technology
Installed capacity and production by technology Net installed capacity (GW) Net production (TWh) 2022 2025 2022 2025 +12% +5% 1% 7% 5% 6% 20% 16% 17% 39% 26% 8.4 42% 9.5 22.2 44% 23.4 41% GW GW TWh TWh 6% 34% 40% 37% 19% Coal1 CCGT2 Oil&Gas Hydro Renewable (ex - Hydro + BESS) 1. Includes Bocamina II
Slide 70: ESG Annexes
-ESG f Annexes See
Slide 71: Corporate governance structure
Corporate governance structure Shareholders’ meeting Audit firm 14% 43% BoD’s composition Board of Directors (7 members) 43% Non executive Executive Independent Functions: Directors Committee Audit committe Sustainability committe Related parties transactions 70
Slide 72: Board composition
Board composition Board of Directors Board of Directors’ diversity Herman Chadwick Chair Monica Girardi Director 57% Age Gender 71% 29% diversity diversity Isabella Alessio Director 43% 41-50 Over 50 Male Female Salvatore Bernabei Director Directors’ Committee (C) Fernán Gazmuri 43% Director. Tenure
Slide 73: Management of the Company
Management of the Company Sustainability & Community F. Barderi Chief Executive Officer M. Palomar (CEO) Relations G. Turchiarelli Chief Financial Officer R. Puentes Procurement (CFO) L. Schnaidt People and Organization A. Barrios Digital Solutions D. Gomez Regulation M. Rinchi Services & Security J
Slide 74: Our strategy for sustainable progress
Our strategy for sustainable progress We create long-term value with and …promoting the protection of 1 for all our stakeholders, helping them natural capital and biodiversity… 2 to grow and meet challenges… Just Transition Biodiversity Inclusion & Uniqueness Sustainable Supply Chain Sustainability
Slide 75: Just Transition for Enel Chile's People, Communities and suppliers
Just Transition for Enel Chile’s People, Communities and suppliers Strategy for a Just Transition promotes sustainable and human rights approach for all stakeholders Enel Chile People Communities Suppliers & Contractors Internal redeployment and upskilling/reskilling Fostering Green Jobs through ded
Slide 76: Inclusion & uniqueness
Inclusion & uniqueness Inclusion of people’s multiple and unique talents is an essential factor in Enel Chile’s approach to create long term value for all stakeholders Purpose Enel Chile puts in place an organic set of actions aimed at: allowing expression of people uniqueness ensuring nondiscrimina
Slide 77: Sustainability and Innovation in the Procurement Process
Sustainability and Innovation in the Procurement Process - Suppliers and Contractors + Innovation by vendors Health & Safety Partnerships Procurement involves Environment Circular Economy Human Rights & Social with suppliers suppliers in some innovation challenges Performance Scouting Qualification
Slide 78: Sustainability initiatives with local communities
Sustainability initiatives with local communities An approach along the entire value chain: business Key pillar of our strategy is to establish development, supply chain & design, engineering and solid, long-lasting relationships with local construction, operation and maintenance up to the end of li
Slide 79: Valuation of Ecosystem Services - Natural Heritage of Enel Chile
Environmental Sustainability Biodiversity Valuation of Ecosystem Services - Natural Heritage of Enel Chile IDENTIFICATION PHASE I PHASE II PHASE III PHASE IV Definition of the logistics Identification of relevant Hierarchy, Materiality, and Management Plan based strategy properties' group environmen
Slide 80: Health & Safety
Health & Safety Health & Safety Management system is based on hazard identification, on qualitative and quantitative risk analysis. Certification of the whole Group according to ISO 45001 and relative implementation Data driven Data-driven approach based on digital tools, dashboard and analytics, us
Slide 81: Circular economy: some examples
Circular economy : some examples 2022 Circular economy main project streams: Decommissioning Sale and Internal reuse of materials, spare and grid mining parts and equipment Sale of waste water enables efficiency Industrial improvement at San Isidro power plant, symbiosis resulting in savings of fres
Slide 82: Innovation: Haru Oni H2 plant – First of its kind
Innovation : Haru Oni H2 plant – First of its kind 3.2 MW 5,000 EOH 1.2 MW The project Integration of variable renewable energy generation for hydrogen production using PEM technology Green hydrogen delivered to our partner for e-Methanol and e-Fuels production COD received at YE 2022 81
Slide 83: Environmental sustainability
Environmental sustainability CO2 emission targets 2021 2022 2023 2024 2025 2040 SCOPE 1 GENERATION (gCO2e/kWh) 273 218 <100 <90 <105 0 Zero Emissions Main actions Accelerate renewables deployment Exit from Gas by 2040 Pushing electrification of our clients 82 No use of carbon removal
Slide 84: ESG raters and rankings
ESG raters and rankings1 88 88 88 4.6 4.4 84 A- AA AA AA A B 3.2 3.4 2019 2020 2021 2022 2021 2019 2020 2021 2022 2019 2020 2021 2022 Scale from D- to A Scale from 0 to 5 Scale from 0 to 100 Scale from CCC to AAA B 89 68 57 B- 83 49 54 -B C 77 72 2019 2020 2021 2022 2019 2020 2021 2022 2019 2020 202
Slide 85: Policies, principles and codes
Policies, principles and codes Ethics, Integrity, Human Rights, and Diversity • Ethical code • Zero Tolerance Plan for Corruption • Global Compliance Program on Corporate Criminal Liability • Criminal Risk Prevention Model • Compliance Program for Free Competition Regulations • Human Rights Policy •
Slide 86: Regulatory framework Annexes
Regulatory framework Annexes 85
Slide 87: Electricity sector - Main regulatory entities
Electricity sector - Main regulatory entities Autonomous organizations PRESIDENCIA Panel de Expertos MINISTERIO DE ENERGÍA Coordinador Eléctrico MINISTERIO DE ENERGÍA (Subsecretario) Empresas Eléctricas (AG) SUPERINTENDENCIA COMISION COMISIÓN CHILENA AGENCIA CHILENA ELECTRICIDAD Y NACIONAL DE DE ENE
Slide 88: Electricity sector - Business segments
Electricity sector - Business segments Generation Transmission Distribution (Natural Monopoly) (Natural Monopoly) Generation companies Unegulated customers Transmission Subtransmission Spot market Distribution Contracts grids Regulated customers Generation companies Free clients VNR1: USD 1,537 mill
Slide 89: Generation business - Revenue sources
Generation business - Revenue sources Capacity payment Energy sales Ancillary services Spot market Intended to provide a Defined by the Supply and demand determine the hourly reliable, safe and quality regulator marginal price operation of electricity Regulated Prices system through the Fixed paymen
Slide 90: Regulated Tariff - Generation segment
Regulated Tariff - Generation segment The CNE organizes public biddings for long-term energy supply for regulated clients. Awarding of the electricity tender seeks the most efficient mix for customers. The resulting lower price is passed through to customers. Short-term average price: Fare adjustmen
Slide 91: Regulated Tariff - Bill components breakdown
Regulated Tariff - Bill components breakdown1 Bill of final client (Average) Energy Transmission Distribution cost cost cost (VAD) 74% 10% 16 % 1. Source: Enel Chile 2022 Sustainability Report. 90
Slide 92: Regulated Tariff - Distribution segment
Regulated Tariff - Distribution segment Indefinite administrative concessions (DFL1 - 1982) Tariff cycle: 4 years – Tariff process for 2020-2024 period in progress Return on investment according to the value of assets: • Recognition of asset value according to optimized network (New Replacement Valu
Slide 93: Disclaimer
Corporate presentation Disclaimer This presentation contains statements that could constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These statements appear in a number of places in this announcement and include statements regarding the
Slide 94: Contact us
Corporate presentation Contact us Contacts Email: ir.enelchile@enel.com Channels – Follow us Isabela Klemes Head of Investor Relations Enel Chile Website Investor Relations team Enel.cl Catalina González Claudio Ortiz Download the investor relations app Carla Rojas iOS Android Francisco Basauri - ES