Capital Market Story June 2015

Executive summary

 Executing new strategy and spin-off: now getting into the details  Growing resilience in a still tough environment  Staying focused on running and improving our businesses

Visual One2Two project

1

E.ON to split into two publicly listed companies  E.ON to spin off a majority stake in Uniper, its power & gas upand midstream businesses, to its shareholders

Uniper Empowering

Shaping

customers

markets

 Intention to divest remaining stake in Uniper over the medium term post spin-off  Spin-off expected to be completed in 2016  Divestment of Spanish activities completed; divestment of Italian activities in progress; E&P North Sea under review

Two highly competitive companies with distinct identities

2

Two very different energy worlds emerging Conventional energy world Central generation

Transmission Commodity markets

Upstream

 System-centric  Security of supply  Global/regional perspective  Large scale, central  Conventional technologies

Energy efficiency Distributed generation

Heat Demand response

Renewables

VPPs

Customers Customers

New energy world

Distribution

Sales Value-added products

3

Data-driven services

 Customer-centric  Sustainability  Local proximity

City solutions

 Small scale, distributed  Clean technologies

E-mobility

Two leading companies for two energy worlds 1

Uniper Generation Hydro

Renewables

Wind/Solar/Other

Upstream

E&P Global Commodities

Distribution

Global Commodities Germany Other EU Countries

Customer Solutions

Russia Turkey

Power Generation

Brazil

Distinct opportunities, mindsets and capabilities

4

1. Details regarding allocation of businesses still under discussion

Accelerating E.ON’s transformation Strategic  Stronger and more focused companies  More responsive to changing customer requirements and market dynamics  Expands strategic options

Operational  Improves alignment between rewards and results

Financial

 Simplifies organizational structures

 Optimizes the financial profiles of each company to enable distinct investment and growth opportunities

 Accelerates decision making

 Enhances capital allocation efficiency  Provides two different and compelling investment opportunities

Compelling benefits from the transaction

5

Business portfolio of future E.ON1 Renewables

Distribution

Customer Solutions

~4.0 GW capacity ~15 GW global pipeline

>1 million km networks ~26m grid customers

~32 million sales customers

Europe onshore 1.1 GW

Germany 440 000 km

UK

7.7m

Europe offshore 0.5 GW

Sweden

Germany

6.3m

US onshore

Other EU2 311 000 km

Other EU2

9.4m

Turkey2

Turkey2

9.0m

2.3 GW

137 000 km 200 000 km

Portfolio focused on the new energy world

6

1. 2014 figures, corrected for Spain/Italy disposals agreed to 2. E.ON holds 49% in ZSE and 50% in Enerjisa. Figures for ZSE and Enerjisa included at 100%

Strategy of future E.ON Renewables Internationally leading  Stronger growth in wind on- and offshore provider of large and mid-  Expand and build in new geographies scale wind & PV solutions  Significantly improve position in solar PV Distribution Benchmark for network performance and the new DSO integrator role Customer Solutions Leading provider of customer solutions for the new energy world

 Higher investments in networks, stronger push towards remote and digital capabilities  Selective, synergistic acquisitions in existing regions  Reach scale in energy efficiency and on-site generation  Intensify innovative offerings for the physical and digital new energy world  Stronger growth in heat and sustainable cities

Customers’ choice for powering energy solutions 7

Business portfolio of Uniper1 Upstream2

Global Commodities

Power Generation

46 GW of capacity3

Russia Production 37.3 mm boe

Coal supply Gas LTCs Gas storage LNG regas

29 m t 35 bcm 9 bcm 4.7 bcm

Germany UK

7.5 GW

Sweden

6.5 GW

Other Europe

5.0 GW

Russia

9.9 GW

Among the top in European power and gas

8

17.2 GW

1. 2014 figures, corrected for Spain/Italy disposals agreed to 2. Strategic review of E&P North Sea 3. E.ON holds 83% of E.ON Russia and 43% of Eneva. E.ON Russia included at 100%, Eneva not included.

Strategy of Uniper Strong base  Attractive power and gas portfolio, among the top in Europe  Excellent reputation in engineering and operations of conventional assets  Leading generator and delivery quality in Russia  Global trading house

Strong future  Contributing to security of supply in power and gas to Germany and Europe  Platform for consolidation of European generation  Trustworthy counterparty for global energy arbitrage and 3rd party services

Upside potential  Capacity mechanisms across Europe  ETS revitalization  Commodity markets recovery  Opportunities from global arbitrage  Selected growth in international generation in later years

Reshaping the conventional energy world

9

Proposition for customers, employees and other stakeholders

Uniper Empowering customers

Shaping markets

 Retains and attracts employees as it offers opportunities in a growing market and with a clear purpose

 Offers employees opportunities in a leading company with significant upside potential

 Responds to the fundamental customer need wanting solutions – and not commodities or technologies

 Offers partners a platform to cooperate and benefit by raising efficiency via consolidation and 3rd party services

 Enables societies to build their lives and future on cleaner and more sustainable answers

 Enables societies to transform energy systems at high standards of security of supply

Two highly attractive companies 10

Financial indications EBITDA break-down

Financial aspects

100% of EBITDA

 Capex roughly twice depreciation, close to OCF, at future E.ON

Future E.ON Renewables Customer solutions

 Capex significantly below depreciation at Uniper

Distribution

Capital structure 2013

2014

Uniper

 Most financial debt at E.ON, including all bonds  Nuclear provisions at Uniper

Global commodities Upstream

 Pension provisions to follow employees (~40k E.ON / ~20k Uniper)

Power generation

 Positive net financial position at Uniper 2013

11

Capex 1

2014

1. Capex 2016-2017, based on MTP 2015-2017

Dividend during transition phase 0.60 €/share

0.50 €/share

 Dividend of 0.50 €/share for 2014 and 2015 intended  Fixed dividend to bridge transition phase  Fixed dividend to remove uncertainty stemming from divestments 2013 paid in 2014

2014 to be paid in 2015

2015 to be paid in 2016

0.50 €/share dividend for 2014 and 2015

12

Key milestones Q2 2015

 Organizational set-up and segmentation  Governance principles  Management teams  Carve-out concept

1 Jan 2016 Both companies legally and operationally independent  Carve-out effective  Employees allocated to both companies  Binding tax rulings obtained

May 2016 AGM invitation  Detailed financial & legal documentation

8 Jun 2016 AGM decision

H2 2016

 Spin-off ratio defined

 Roadshows & capital market communication

Capital market day & roadshows

 BaFin approval of prospectus

 Capital structure determined  Equity story, incl. strategy, KPIs, dividend policy, etc

Eyeing a completion of the spin-off in the second half of 2016 13

H2 2016 Listing

Governance & Steering of both companies defined

Headquarters and management teams

Uniper Headquarters: Essen

Headquarters: Düsseldorf

Management team:

Management team:

Johannes Teyssen

Michael Sen

Klaus Schäfer

Christopher Delbrück

Chief Executive Officer

Chief Financial Officer

Chief Executive Officer

Chief Financial Officer

Bernhard Reutersberg Leo Birnbaum

Eckhardt Rümmler

N.N.

Chief Markets Officer

Chief Operations Officer

Chief Commercial Officer

Chief Regions Officer Das Bild k ann zurzeit nicht angezeigt werden.

14

Strategy and business developments Sustaining performance culture Disciplined investing in growth areas Generation: capacity markets gaining momentum Renewables: offshore wind projects on track Distribution: strong foundations for steady growth Customer Solutions: empowering customers

15

Sustaining performance culture E.ON 2.0 targets already achieved in 2014

Net cost savings €0.1-0.2bn

 Targeted ~€1.3bn of net cost savings already achieved by 2014

Other cost savings

€0.4bn

 ~10.800 FTE reduction achieved by end 2014 €0.7bn

E.ON 2.0

Cost savings in 2015 and beyond  Net cost savings of €0.1-0.2bn in 2015

€0.2bn

 Cost reductions in established businesses to clearly beat inflation

2012A

 Part of cost savings will be ‘reinvested’ in operational excellence and in growing activities

2013A

2014A

2015E

E.ON 2.0 HR impact 85.4

-16.8

In thousand full-time equivalents

80

Working Capital Excellence  Aim to improve net working capital by at least €1bn like-for-like between end 2012 and end 2016  ~€0.4bn already realized by year end 2014

16

+1.4

70

-10.8 59.3

60 50 2010A

Portfolio effects

Other effects

E.ON 2.0

2014A

Disciplined investing in growth areas Capex 2012-20151

€bn

8

 2015 capex planned at ~€4.3bn, including additional capex announced in December

6 4

 2015 capex in Wind & Solar, Distribution Networks and Customers Solutions ~€3.1bn, up ~€0.4bn YoY

2 0 2012A

2013A

Russia & Brazil Generation + Hydro Wind & Solar Distribution Networks

17

 2014 capex of €4.6bn, ~8% lower than initially planned

 >70% of 2015 capex in Wind & 2014A 2015E Solar, Distribution Networks and E&P & Global Commodities Customers Solutions Turkey Customer Solutions

1. Excluding €1.5bn asset swap with Verbund in 2013

Generation: capacity markets gaining momentum Hedging & achieved prices

Regulatory developments

Hedging Central Europe

Capacity markets

60

€/MWh E.ON achieved /hedged prices

45 30

Average spot / forward price

15 0 2013A

2014A

2015E

2016E

 Power hedging delivered substantial benefits in last few years  Hedged ahead of our competitors  Hedged prices now converging towards current forward prices

18

 EU Commission to develop reference model for Capacity Remuneration Mechanisms  UK  Auction for 2018-19 capacity in Dec 2014  ~6 GW of E.ON generation portfolio won capacity agreements  More than £100m EBITDA impact  Progress in Italy, France and Belgium  Germany lagging behind European Emissions Trading  EU parliament supports Market Stability Reserve with ambitious targets  Next important step is agreement among EU Member States

Renewables: offshore wind projects on track Amrumbank West  288 MW Kårehamn

Robin Rigg

Humber Gateway Scroby Sands Rampion

Amrumbank West Arkona Alpha ventus Rödsand 2

 ~€1bn capex  Start in Autumn 2015 Humber Gateway  219 MW

London Array

In operation Under construction In development

 ~€1bn capex  Start in Autumn 2015

Continued growth in wind & solar  211 MW Grandview I wind farm in Texas commissioned in December 2014  ~€4.7bn of investments in Wind & Solar between 2012 and 2015  Three build-and-sell transactions between 2012 and 2014 for ~€1.3bn

19

Distribution: strong foundations for steady growth Regulatory asset base

Current regulatory discussion Germany

Distribution capex vs. regulatory depreciation

€bn

1,5

 Network regulator BNetzA published major report “Incentive Regulation 2.0”  Example of attractive reform proposal: carry-over mechanism for operational outperformance

1,0 0,5 0,0

Additional benefit 2014A

2015E

Regulatory depreciation

2016E Capex

 Capex above regulatory depreciation for the coming years Underlying growth of regulated asset base

20

2019

2024 Allowed revenues with carry-over Currently allowed revenues Effective costs

 Additional earnings potential for efficient network operators

2029

Customer Solutions: empowering customers Evolution of customer numbers (in million)

Customer numbers:  Focus on margins rather than volumes

8.2

8.0

7.7

UK

6.3

6.2

6.3

Germany

 First rise of customer numbers in Germany for many years

9.4

9.4

9.4

Other

 European base expected to be stable, strong focus on value

2012

2013

2014

Customer satisfaction:

Evolution Net Promoter Score per market UK

 Very important management focus  NPS with positive trend in key markets  Best-in-class NPS by 2018

Germany

2011

21

2012

2013

2014

2015

Sweden

CustomerFirst program launched

Czech Republic

 Focus on improving sales capabilities & customer focus  Sustainable earnings improvement

Backup Outlook Financials Economic net debt Dividend Operations IR contacts Reporting calendar & Important links

22

Outlook

2015 outlook EBITDA1,2 €bn FY 2014 EBITDA

8.3

Net cost savings Capacity growth Organic improvement regions Power portfolio E&P Disposals FX Other FY 2015 EBITDA

23

7.0 – 7.6

1. Adjusted for extraordinary effects 2. 2014 EBITDA reflecting the treatment as discontinued operations of the Regional Units Spain and Italy

Outlook

2015 outlook

€bn

2014A 1,3

2015E

EBITDA 2

8.3

7.0 – 7.6

Depreciation

3.7



Economic interest expense

1.6



Taxes

1.1



Non-controlling interests

0.4



Underlying net income 2

1.6

1.4 – 1.8

24

1. Including pro forma adjustment regarding IFRS 10/11 2. Adjusted for extraordinary effects 3. With Regional Units Italy and Spain treated as dicontinued operations

€bn

2014A

2015E

Germany

1.8



Organic improvements and weather normalization

Other EU Countries

1.7



Organic improvements and weather normalization vs. impact of FX and storm cost

Renewables

1.5



Hydro: Lower hydro prices, lower volumes (due to disposals), EC&R: Offshore wind CODs during H2

Generation

2.2



Impact of falling power prices, early shut-down of Grafenrheinfeld, disposals

Exploration & Production

1.1



Lower volumes and lower prices

Global Commodities

0.0



Improvements in the power and gas business

Non-EU Countries

0.4



Mainly lower Rubel exchange rate

EBITDA1

8.3

7.0 – 7.6

25

1. Adjusted for extraordinary effects

Main drivers

Outlook

2015 EBITDA1 outlook per unit

Financials

Financial highlights

€m

FY 2013 1

FY 2014

% YoY

Q1 2014

Q1 2015

% YoY

119,688

111,556

-7

31,037

30,550

-2

EBITDA 2

9,191

8,337

-9

3,098

2,830

-9

EBIT 2

5,624

4,664

-17

2,243

2,037

-9

Underlying net income 2

2,126

1,612

-24

1,182

1,007

-15

Operating cash flow 5

6,260

6,253

-

2,577

2,532

-2

Investments

7,992

4,633

-42

683

666

-2

-32,218

-33,394

-1,176 4

-33,394 3

-31,736

-1,658 4

Sales

Economic net debt

26

1. 2. 3. 4. 5.

Including pro forma adjustment regarding IFRS 10/11 Adjusted for extraordinary effects As of 31.12.2014 Change in absolute terms Operating cash flow from continuing operations

Financials

FY 2014 EBITDA and EBIT by unit €m

EBITDA 1 FY 2013 2

FY 2014

EBIT 1 % YoY

FY 2013 2

FY 2014

% YoY

Generation

1,936

2,215

+14

1,017

1,201

+18

Renewables

1,464

1,500

+2

1,014

1,044

+3

311

21

-93

192

-75

-

Exploration & Production

1,070

1,136

+6

560

498

-11

Germany

2,387

1,846

-23

1,667

1,184

-29

Other EU Countries 3

2,012

1,732

-14

1,436

1,131

-21

533

439

-18

338

293

-13

-522

-552

-

-600

-612

-

9,191

8,337

-9

5,624

4,664

-17

Global Commodities

Non-EU Countries Group Management / Consolidation Total

27

1. Adjusted for extraordinary effects 2. Including pro forma adjustment regarding IFRS 10/11 3. Reflecting the treatment as discontinued operations of the Regional Units Spain and Italy

Financials

Q1 2015 EBITDA and EBIT by unit €m

EBITDA 1

EBIT 1

Q1 2014

Q1 2015

% YoY

Q1 2014

Q1 2015

% YoY

Generation

916

749

-18

694

548

-21

Renewables

569

385

-32

465

300

-35

-1

167

-

-26

143

-

Exploration & Production

339

277

-18

192

129

-33

Germany

590

637

+8

437

480

+10

Other EU Countries

693

686

-1

540

541

+/-0

Non-EU Countries

105

87

-17

69

71

+3

Group Management / Consolidation

-113

-158

-

-128

-175

-

3,098

2,830

-9

2,243

2,037

-9

Global Commodities

Total

28

1. Adjusted for extraordinary effects

Financials

2014 EBITDA development 1,2,3 €bn 9.2

FY 2013

0.1

E&P

0.4

E.ON 2.0 Renewables (EC&R)

0.1

Nuclear fuel tax

0.2 -0.6

Disposals FX effects

-0.2

German regulation

-0.3

Region Czechia

-0.2

Power price and volume effect Gas optimization Other

-0.1 -0.1

FY 2014

29

-0.2

8.3

1. Adjusted for extraordinary effects 2. Individual effects rounded 3. Reflecting the treatment as discontinued operations of the Regional Units Spain and Italy

Financials

Q1 2015 EBITDA development 1,2 €bn

3.1

Q1 2014

0.1

Improvement regions Power portfolio

-0.2

E&P

-0.1

Other

-0.1

Q1 2015

30

1. Adjusted for extraordinary effects 2. Individual effects rounded

2.8

Financials

Underlying net income 1 €m

FY 2013 2

FY 2014

% YoY

Q1 2014

Q1 2015

% YoY

9,191

8,337

-9

3,098

2,830

-9

-3,567

-3,673

-

-855

-793

-

5,624

4,664

-17

2,243

2,037

-9

-1,874

-1,612

-

-450

-523

-

3,750

3,052

-19

1,793

1,514

-16

-1,201

-1,090

-

-486

-392

-

32

36

-

27

26

Non-controlling interests

-423

-350

-

-125

-115

-

Underlying net income

2,126

1,612

-24

1,182

1,007

-15

EBITDA Depreciation/amortization recognized in EBIT EBIT Economic interest expense (net) EBT Income taxes on EBT % of EBT

31

1. Adjusted for extraordinary effects 2. Including pro forma adjustment regarding IFRS 10/11

EBITDA1 split 100% Progressive hedging and risk reduction

80% 60% 40%

Stable businesses 53%

20%

 Stable businesses make up around 53% of E.ON’s portfolio mix  In addition, the risk-profile of our merchant activities benefits from early hedging and generally declining commodity price risks

0% 2012 Regulated

32

2013

2014

Quasi-regulated/LT contracted 2

Merchant 3

1. Adjusted for extraordinary effects 2. Regulated: revenues set by law and based on costs plus a reasonable return on capital employed. Example: Regulated network activities 3. Quasi-regulated and long-term contracted: revenues with high degree of predictability, price and/or volume largely set by law or individual contractual arrangements for the medium- to long-term. Examples: renewables with support mechanisms, generation capacity sold under long-term PPAs

Financials

More than half of EBITDA from stable businesses

Financials

Full year 2014 cash balance €bn 2014 operating cash flow

6.3

Cash effective investments

-4.6

Dividends (post scrip)

-0.8

Free cash flow

0.9

Dividends to non-controlling interests

-0.2

Build & sell proceeds

+0.8

Cash balance

1.5

Adjustment 2014 nuclear tax

-0.4

Adjusted cash balance

33

1. Adjusted for extraordinary effects

1.1

€m

31 Dec 2013 3

31 Dec 2014

31 Mar 2015

Liquid funds

7,814

6,067

8,531

Non-current securities

4,444

4,781

4,982

-22,724

-19,667

-19,366

-46

34

-47

Net financial position

-10,512

-8,785

-5,900

Provisions for pensions

-3,418

-5,574

-6,653

Asset retirement obligations 2

-18,288

-19,035

-19,183

Economic net debt

-32,218

-33,394

-31,736

Financial liabilities Adjustment FX hedging 1

34

1. Net figure; does not include transactions relating to our operating business or asset management 2. Net of Swedish nuclear fund 3. Including pro forma adjustment regarding IFRS 10/11

Economic net debt

Economic net debt

€bn December 31, 2013

-21.7

-10.5

-32.2 1

Dividends

-1.0

Other Pension obligations

-4.6

Net financial position

Provisions and other

Investments

-2.5 -2.2

Divestments

+2.8

Operating cash flow 2 December 31, 2014

+6.3 -24.6

-8.8

1. Figures as of 31.12.2013 include pro forma adjustment regarding IFRS 10/11 (before adjustments YE 2013 economic net debt was €32.0bn) 2. Operating cash flow from continuing operations 35

-33.4

Economic net debt

FY 2014 economic net debt development

€bn December 31, 2014

-24.6

-8.8

-33.4

Investments

Divestments Operating cash flow March 31, 2015

36

Net financial position

Pension obligations

Provisions and other

Other

-0.7 -1.3 -1.1 +2.2 +2.5 -25.8

-5.9

-31.7

Economic net debt

Q1 2015 economic net debt development

Liquidity and financial flexibility

Maturity Profile €bn, as of 31 Dec 2014 1

Revolving credit facility (undrawn) €5bn

4

Liquid funds & non-current securities €10.8bn

3 €1.4bn

Liquidity



€2.7bn

2015 2016 2017 Bond & promissory notes maturities

2

1

0

Flexible funding options

Debt issuance program €35bn



€1.2bn

EUR CP program €10bn

2015 2016 2017 2018 2019 2020 2021 2022 ≥2023 USD CP program $10bn

Revolving credit facility €5bn

No benchmark bond issuance since mid 20092 Currently no bond funding envisaged for 2015

EUR

GBP

USD

CHF

YEN

Other

 Upcoming debt maturities easily manageable  Long-term and well-balanced debt maturity profile

1. Bonds and promissory notes issued by E.ON SE , E.ON International Finance B.V. and E.ON Beteiligungen GmbH (fully guaranteed by E.ON SE) 2. E.ON Beteiligungen GmbH in 2014 issued a bond exchangeable into shares of Swiss energy company BKW AG with a volume of c. €0.1bn 37

Economic net debt

Strong liquidity and well-balanced maturity profile

Voluntary scrip dividend

 Additional option for shareholders to exchange the cash dividend into E.ON shares  Cash payment is default  Subscription price will be close to market price (considering a discount of up to 3%1)

Use of treasury shares

 E.ON will make use of its existing treasury shares

Taxation

Indicative timeline

38

 No new shares issued  Tax treatment of dividends in cash and in shares is generally equal in Germany (tax portion ~ 28%2)  ~ 72 % of cash dividend is exchangeable into E.ON shares3 17 March 7 May 8 May 27 May 5 June

Release of detailed scrip dividend information (E.ON website) AGM Ex-dividend date / start of subscription period End of subscription period / determination of subscription price Payment of cash dividend and delivery of E.ON shares

1. Final amount of discount is subject to rounding of subscription ratio (dependent on reference price); expected to be in a range of 2.5% to 3.0% 2. Includes German Kapitalertragsteuer, SolZ, Kirchensteuer 3. Proposed cash dividend (gross): 0,50€ per share; thereof 0,36€ will be exchangeable into E.ON shares

Dividend

Continuation of scrip dividend scheme

Operations

Conventional generation: earnings drivers Outright hedging 1

EBITDA Generation + Hydro

€/MWh

€bn 2015

~50 ~37

2016

~38

2013A

2014A

2015E

Hydro – Wholesale Generation – Wholesale Hydro – Non-wholesale Generation – Non-wholesale

39

1. Hedging for nuclear and hydro power generation

~33

2017

2012A

~32

~29 0%

20%

40%

60%

Central Europe

80% 100% Nordic

Capacity retirements since 2012 GW, pro-rata 10 1.7 8

1.6

6 3.1 4 2

3.6

0 2012

40

2013

2014

2015 YTD

2014  Fiume Santo 1 & 2 Oil  Vilvoorde Gas  Datteln 1-3 Coal  Lucy 3 Coal  Emile Huchet 5 Coal

306 MW 385 MW 303 MW 245 MW 330 MW

Jan 2014 Jan 2014 Mar 2014 Mar 2014 Apr 2014

2015  Scholven D & E Coal 690 MW  Scholven F Coal 676 MW  Knepper C Coal 345 MW  Grafenrheinfeld Nuclear 1275 MW  Veltheim 3 Gas 202 MW  GT Ummeln Gas 37 MW  Veltheim 4 GT Gas 43 MW  Emile Huchet 4 Coal 115 MW

Jan 2015 Jan 2015 Jan 2015 Q2 2015 Q2 2015 Q2 2015 Q2 2015 Q3 2015

Operations

Retirements of conventional generation capacity

Operations

E&P - Oil & Gas production m boe

FY 2013

FY 2014

% YoY

Q1 2014

Q1 2015

% YoY

Skarv

10.0

13.5

+36

3.8

3.4

-9

Njord/Hyme

2.4

2.8

+18

0

1.0

-

Elgin-Franklin

0.6

0.9

+60

0.2

0.4

+75

Babbage

0.8

1.4

+75

0.3

0.4

+3

Huntington

0.8

1.2

+52

0.5

0.2

-60

Rita

0.3

0.7

+196

0.2

0.1

-16

Total North Sea

16.5

22.4

+40

5.5

6.1

+12

Yuzhno Russkoje

37.4

37.3

-0

9.8

9.8

-

Total

52.2

60.0

+11

15.3

15.9

+4

41

Nuclear

Generation - E.ON’s nuclear fleet in Germany Start-up date

E.ON share (%)

Capacity (MW)

2014 output (TWh)

2014 remaining volumes (TWh)1

Shutdown date

Isar 1

1979

100.0

878

0.0

2.0

2011

Unterweser

1979

100.0

1,345

0.0

11.2

2011

Brunsbüttel

1977

33.3

771

0.0

11.0

2011

Krümmel

1984

50.0

1,346

0.0

88.2

2011

Grafenrheinfeld

1982

100.0

1,275

9.9

3.8

2015

Gundremmingen B

1984

25.0

1,284

9.5

10.9

2017

Gundremmingen C

1985

25.0

1,288

10.0

18.9

2021

Grohnde

1985

83.3

1,360

9.5

50.6

2021

Brokdorf

1986

80.0

1,410

11,0

52.0

2021

Isar 2

1988

75.0

1,410

10.8

59.5

2022

Emsland

1988

12.5

1,329

11.0

65.4

2022

42

1. Bundesamt für Strahlenschutz, Tabelle der erzeugten Strommengen und verbleibenden Reststrommengen

Nuclear

Nuclear provisions €m

FY 2013

FY 2014

11,271

11,818

5,778

6,035

Advance payments

-1,209

-1,286

Total Germany

15,840

16,567

813

777

1,484

1,425

-1,768

-1,879

529

323

16,369

16,890

Decommissioning Disposal of nuclear fuel rods and operational waste

Decommissioning Disposal of nuclear fuel rods and operational waste Swedish Nuclear Waste Fund Total Sweden Total nuclear provisions in economic net debt

43

E.ON Investor Relations Contact Anke Groth Head of IR

44

T+49 (211) 45 79 345 [email protected]

Marc Koebernick Germany & Switzerland US

T +49 (211) 45 79 239 [email protected]

Dr. Stephan Schönefuß UK Germany

T +49 (211) 45 79 4808 [email protected]

Oliver Röder Russia Nordics

T +49 (211) 45 79 7402 [email protected]

Carmen Schneider Roadshow planning & management, Shareholder ID & Targeting

T +49 (211) 45 79 345 [email protected]

Reporting calendar & important links Reporting calendar August 12, 2015

Interim Report II: January – June 2015

November 11, 2015

Interim Report III: January – September 2015

March 9, 2016

Annual Report 2015

May 11, 2016

Interim Report I: January – March 2016

Important links Capital Market Story

http://www.eon.com/en/investors/presentations/capital-market-story.html

Other Presentations

http://www.eon.com/en/investors/presentations/special-topics.html

Annual Reports

http://www.eon.com/en/about-us/publications/annual-report.html

Interim Reports

http://www.eon.com/en/about-us/publications/interim-report.html

Facts & Figures

http://www.eon.com/en/about-us/publications/facts-and-figures.html

Creditor Relations

http://www.eon.com/en/investors/presentations/bonds.html

45

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.