Nova Realidade Covid-19 após 1 ano

■New reality (by segment) | Electricity ⚫ Business Model: Expansion of platforms linked to the sale of financial solutions linked to energy contracts. Operational Model: Modernization of management, including digitization and automation of operations and administration. • Consumer Habits Changes: Growing focus on energy efficiency, greater free market share. • Lean Strategy: Impact for large generators. • Collaborators: Boards with more analytical profiles and market vision. Capital Structure: Investment alternatives in renewable assets in alignment with the energy transition. Risk Management: Growing concern with cyber, business (climate, regulatory, ESG) and market risks. ■ Public utility (sanitation, gas and energy) ⚫ Business Model: Creation of new businesses with added value service to customers. Operational Model: Expansion of electronic measurement, adoption of digital twins and improvement of consumer interface. Changes in Consumers' Habits: More aware consumers, demanding in relation to the level of service • Lean Strategy: More centralized structures and remote operations • Collaborators: Professionals with a "client centricity" and intrapreneurial vision Capital Structure: Trends to Growing Cross-Sector Partnerships • Risk Management: Improvement of strategic business risk structures, including ESG. KPMG Source: KPMG - Nova realidade Covid-19 após 1 ano © 2021 KPMG Auditores Independentes Ltda., a Brazilian limited liability company and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. BD210890 Página | 90

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