Transmissora Alianca De Energia Eletrica S.a. · BMFBOVESPA:TAEE3
Transmissora Alianca De Energia Eletrica — Taesa — Investor Presentation (August 2026)
28 slides from Transmissora Alianca De Energia Eletrica's investor presentation, August 2026
Slide 1: Corporate Presentation
Corporate Presentation AUGUST 2026 taesa.com.br Efficiency that empowers 1
Slide 2: Disclaimer
Disclaimer The individual and consolidated financial projections This document contains statements related to were prepared in accordance with accounting TAESA's business prospects, operational and practices adopted in Brazil, encompassing corporate financial results projections and growth expectati
Slide 3: Our driving purpose and values
Our driving Our values purpose "We transmit energy efficiently and with quality, ensuring safety Safety first. We build relationships and trust in every based on trust. interaction, driving sustainable development for people and the planet." We promote excellence. We genuinely care about people. 3
Slide 4: Company Overview
Company Overview 1 TAESA’s proven growth history 2 Geographic footprint and operating highlights 4
Slide 5: Proven growth history
1 Proven growth history 2006 2007 2008 2011 2012 2013 2017 2019 2020 2026 Jatobá TSN GTESA ETEO NTE UNISA1 (50%) TBE (~49%) Transmineiras Transmineiras São Pedro (25%) (25%) Aroeira Novatrans PATESA UNISA1 (50%) Transmineiras (5%) São João Brasnorte Buriti Munirah Brasnorte (39%) Lagoa Nova (61%) Ma
Slide 6: TAESA currently holds 49 concessions across all regions of Brazil
2 TAESA currently holds 49 concessions across all Tangará regions of Brazil SEP Buriti Aroeira 49 6 Presence in 18 states and FD concessions Operational bases Jatobá Macaúba 4,394 km Cajuí 16.6k km of transmission 17.9 mil MVA Ananaí Transformation (3.8x Brazil’s length)) line capacity Juruá 99.9% Y
Slide 7: Investment Thesis
Investment Thesis 3 Portfolio of high-quality assets and best-in-class operations 1 Favorable sector dynamics that allow for predictable cash flow generation 4 Strong financial performance throughout the years consistently paying high dividend yields 2 Significant capacity to create value to shareho
Slide 8: Favorable sector dynamics that allow for predictable cash flow generation
1 Favorable sector dynamics that allow for predictable cash flow generation Strong regulatory framework Inflation-protected The sector is regulated by the Federal 1 4 Contracted revenues (RAP)1 are inflation- government and is historically stable. protected by the IPCA or IGP-M indices. Revenue sour
Slide 9: Shareholder value creation through greenfield and brownfield investments
2 Shareholder value creation through greenfield and brownfield investments, as well as operational efficiency and innovation Projects completed Strategic partnerships Competitive funding in phases with suppliers and and tax efficiency EPCs Cost optimization Hedging to limit Dedicated team to and imp
Slide 10: Project energizations support CAPEX execution and RAP growth
2 Project energizations support CAPEX execution and RAP growth ( R$ MM) Investments 100% TAESA Projects: Operational RAP: Capex Deployed2 Capex for the Contracted projects (R$ bi) acquisition planned for (R$ bi) R$ 168.7 MM aug/26 of ~R$ 1.7 billion 2.3 to 2.4 SP 363 km (CD) (~97% of total RAP) 2.1
Slide 11: In August, we completed the acquisition of a portfolio of five transmission concessions
2 In August, we completed the acquisition of a portfolio of five transmission concessions. Financial discipline ➢ Transaction value R$ 1.6 billion (as of 12/31/25), +R$ 305 MM subject to usual adjustments until closing ➢ Bridge financing via 22nd Debenture Issue concluded RAP 2026-2027 in July 2026
Slide 12: Acquisition of operational assets adds R$305 million in RAP
2 Acquisition of operational assets adds R$305 million in RAP 26/272 RAP Transmission Transformation Reactive Remaining Auction Commercial Line voltage Number of Concession State Maturity Cycle line length capacity power term date operation (kV) substations (R$ million) (km) (MVA) (MVAr) Jatobá GO A
Slide 13: The acquisition increases transformation capacity by 33%
2 The acquisition increases transformation capacity by 33%, while reducing the portfolio’s operational risk TAESA 5 Assets TAESA Δ Variation (Pre-Acquisition) Acquired (Post-Acquisition) Expansion of the installed base, with a significant increase in Number of Concessions transformation capacity 44
Slide 14: The transaction reinforces the capital allocation strategy
2 The transaction reinforces the capital allocation strategy focused Completed Reinforcements Auctioned Lots 5 Acquired Assets on efficiency and profitability since 2020 Since 2020 5 Number of Concessions 5 (Ananaí, Pitiguari, Tangará, 5 Saíra, Juruá) TAESA Investment (R$ billion) 0.71 4.91 2.32 Tra
Slide 15: Optimized corporate structure for greater tax and financing efficiencies
2 Optimized corporate structure for greater tax and financing efficiencies 4 subsidiaries incorporated 14 concession contracts into the holding company in holding 50.6% of total RAP the last 3 years Lagoa São São São Brasnorte Mariana Janaúba Pitiguari Ananaí Tangará Nova João Pedro Gotardo 100% 100
Slide 16: Partnerships: TBE & AIE
2 Partnerships: TBE & AIE TBE AIE1 49.98% 49.98% 49.99% 19.09% 21.95% 49.0% 24.95% 49.00% EATE EATE ETEP ENTE ECTE ERTE (e) EBTE(g) EDTE (d) Transmineiras 50.0% 50.0% 50.0% 100.0% 18.45% 100% ESDE (f) STC (a) ETSE (i) Paraguaçu Aimorés Ivaí 38.02% 61.55% STC (a) ERTE (e) 50.1% 80.0% Lumitrans (b) ED
Slide 17: System Operations Center designed for efficient coordination
3 System Operations Center designed for efficient coordination, sustainable and strategic growth… Availability index¹ Variable Portion / RAP¹ 99.91% 0.7% vs. 99.81% in the vs. 1.1% in the last 10 years last 10 years Consistent operating Low levels of performance Variable Portion New center inaugurat
Slide 18: Integrated systems and qualified professionals strategically located
3 …associated with integrated systems and qualified professionals that are strategically located • Integrated systems COGMA Centro de Observação Gestão Cyber e Monitoramento de Ativos Healthcare and • Broad presence of Security Monitoring technical team Financial • Teams 100% trained for RDO mainten
Slide 19: Strong financial performance throughout the years
4 Strong financial performance throughout the years Regulatory Net Revenues (R$ MM – TAESA with proportional consolidation) Growth driven by disciplined 2,899 3,304 3,287 3,488 financial management 2,125 2,187 2,307 1,950 1,807 1,956 1,839 aimed at maximizing 2016 2017 2018 2019 2020 2021 2022 2023
Slide 20: Adequate debt profile with competitive costs and extended terms
4 Adequate debt profile with competitive costs and extended terms Net Outstanding Debt Profile Debt Amortization Profile Debt (R$ Bn) 32% 4.2 4.2 Average cost of debt 17% (real) 5.81% (pre-tax) +1.9% 7% 8% 8% 4.4 2.3 7% 12,761 13,002 Average debt term 6% 6% 1% 4% 5% 5.32 years 0.2 1.0 0.9 1.1 1.1 0.
Slide 21: Consistent dividend payment
4 Consistent dividend payment Dividends + Interest on Equity Declared1 (R$ MM) Adequate 1,672 1,552 shareholder compensation sustained 1,106 932 960 1,004 986 1,020 1,036 by diligent management 608 651 and financial discipline 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 YTD Regulatory Pay
Slide 22: Earnings distribution basis
4 Earnings distribution basis Based on Regulatory 2024 ≥ 75% 2025= 100% ≥ 50% IFRS Net Income Net Income Calculation basis for Payment of earnings From the 2025 fiscal The values determined distribution of earnings equivalent to a minimum year onwards, the must be equal to or becomes Regulatory Net
Slide 23: Corporate governance as an important strategic tool
5 Corporate governance as an important strategic tool Balanced decision-making framework between Governance practices controlling shareholders Controlling Block1 Minority Shareholders’ Agreement 21.7% 14.9% 63.4% CEMIG ISA Investimentos2 Market • Relevant resolutions at Board meetings require nine v
Slide 24: Management Team
5 Management Team Rinaldo Pecchio Junior CEO 19 years in the energy sector At TAESA since May 2023 (ISA Energia, Grupo AES Brasil, Elektro S.A) Catia Pereira Luis Alves Mauricio Dall’Agnese Jell Andrade CFO and IRO DIRETOR TÉCNICO DIRETOR DE NEGÓCIOS DIRETOR DE IMPLANTAÇÃO 26 years in the financial
Slide 25: Solid ESG framework
5 Solid ESG framework Environmental Social Governance • Publication of the GHG Emissions • Annual Great Place to Work (GPTW) • The Company's long-term strategic planning Inventory, in accordance with the GHG certifications with emphasis on the is supported by pillars, including Protocol methodology,
Slide 26: Current Challenges
Current Continuous efforts on efficiency and innovation Challenges discussions Concession Residual and renewal indemnity values Proactively capture Leveraging reinforcements and growth improvements opportunities (M&A, auctions) Opportunities arising Climate change: from the energy discussions on tra
Slide 27: Our path forward: Innovation and efficiency
Our path forward: Innovation and efficiency Shared cost service center Organizational changes focused on the following areas: Hiring of consulting firm specialized in cost optimization ➢ Technical / operational ➢ Asset management Information technology master plan ➢ Innovation Review of corporate va
Slide 28: Thank you
taesa’ Thank you