108 Years of History CPFL Energia 83.71% 16.29% Corporate Structure

Distribution Commercialization Services Generation

2 2

100% 100% 100% 100% Paulista Lajeado 59.93%

100% 100% 100% Investco 5.94% 1 5

100% 99.95% 100%

100% 100% 100% 100% CPFL Transmissão Piracicaba S.A. 100% CPFL Brasil 65% Varejista CPFL Transmissão Morro Agudo S.A. 100% 100% 48.72% 100% CPFL Transmissão Maracanaú S.A. 53.34% 100% 100% 100% CPFL Transmissão Sul I S.A. 51% 100% CPFL Transmissão 100% Sul II S.A. 100%

100% 3 4 UHE Serra da Mesa 51.54% 2 Renewable 100% 100%

CPFL GD 100% 25.01% Demais Controladas 100%

(1) RGE is held by CPFL Energia (89.0107%) and CPFL Brasil (10.9893%); (2) CPFL Soluções = CPFL Brasil + CPFL Serviços + CPFL Eficiência; (3) 51.54% stake of the availability of power and energy of Serra da Mesa HPP, regarding the Power Purchase Agreement between CPFL Renováveis and Furnas; (4) CPFL Renováveis ​​is controlled by CPFL Energia (49.1502%) and CPFL Geração (50.8498%); (5) Alesta is framed in the “Others” segment. To facilitate the visualization and for having incorporated CPFL Total shares, it is presented in the “Services” segment. 2 We have high-standard Corporate Governance

Shareholders’ General Meeting

Bylaws Advisory Committees to the Board

Board of Directors Fiscal Council Budget * 7 6* 6

Strategy Board of 6* Executive Officers 9 Risk Management 6* Department of CPFE Internal Audit People B3 LISTED NM 6* Department of Highest Corporate Governance Related Party Corporate Governance standards in Brazil 3

N Number of members * 3 effectives and 3 alternates 3 3 Board Composition 2021/2023

• 16 years experience • 20 years experience in in the electrical sector finance, capital market and investors relations in • Experience in New • 28 years experience in the electrical sector Business, finance in the electrical Environment, Safety sector • Board of Directors of and Land ABDIB (Associação • Leading Talent of Brasileira da Gustavo Anselmo Li National Top CFOs by • More than 30 years Infraestrutura e Indústrias Estrella Leal Hong Ministry of Finance of experience in network China (2017). • More than 16 years de Base) e do ONS planning, grid design, experience in (Operador Nacional do project design and finance, capital Sistema Elétrico) construction, network market and investors operation and relations in the Yuehui Pan Bo Wen maintenance, electrical sector Chairman procurement, rural electrification, law and • Master of Business policy research and Administration and business management in MBA on Management • Minister of Planning and the electrical sector; Budget, Congressman, Antônio Marcelo • More than 20 years • Master in Management President of the Conselho Kandir Moraes experience in finance Nacional de Desestatização, (e.g. Bradespar) Governor of the Inter- • Member of several Fiscal American Development Bank, Councils (e.g. Vale S.A., Special Secretary of Economic Gol, Linux, Ultrapar) Policy • Master and PhD in economics

Members nominated by the controlling shareholder Independent members

4 4 Executive Management Team

CEO

Gustavo Estrella

Chief Strategy, Chief Planning & Chief Financial & Chief Legal & Chief Market Chief Business Chief Regulated VPE -VICE-PRESIDÊNCIA DE Investor Relations Operations Innovation and Business BusinessGESTÃO EMPRESARIALManagement Institutional Relations Operations Officer Development Officer Officer Officer Officer Officer Excellence Officer Flavio Henrique Gustavo Vitor Fagali de Luis Henrique Yuehui Pan Karin Luchesi Huang Futao¹ Ribeiro Gachineiro Souza Ferreira Pinto

1) Acting as Executive Vice President (interim) 5 State Grid Corporation

3rd largest company* in Fortune Global 500

1.6MM employees*

88% of China's land mass served 1.1 billion people*

Pillars: Integrity, Innovation, Dedication & Commitment

About US$ 11 billions* invested in Brazilian electricity sector since 2010

*Source: base 2020

6 State Grid International Development Co. Ltd. (SGID)

Core Business  4 Continents, 9 countries and regions State Grid International Development (SGID), a wholly-owned subsidiary of State Grid  13 Electric and Energy assets Corporation of China (State Grid), was set up  42 billion USD of total assets in June 2008, responsible for State Grid's  14 billion USD of annual revenue overseas investment in and operations of  19.076 overseas employees energy assets.  155 chinese employees work overseas *Source: base 2020

2010.7 2012.12 2014.1 2014.11 2017.6 2020.3

2009.1 2012.5 2014.1 2014.7 2017.1 2019.6 2020.6

7 CPFL is a leading utility company in Brazil with a premium and diversified portfolio CPFL Energia

EBITDA1 Distribution

• 2nd largest energy distribution company, with a 14% R$ 4.1 bn market share2 • 4 concessions in the most developed regions of Brazil (58% of total) • 10.0 million clients

Generation & Transmission

• 3rd largest private player with 4.3 GW of installed capacity3 R$ 2.8 bn • Absolute leadership in renewable energy in Brazil (39% of total) • Diversified portfolio fully contracted on the long term • 2 operating transmission projects with a RAP of R$ 26.9 MM and 3 transmission projects under construction with a RAP of R$ 68 MM

Power Plants Commercialization & Services

R$ 0.2 bn • 16.1 TWh commercialized energy rd (3% of total) • 3 largest energy trader in terms of energy sold 3rd largest 24th largest utility company company in in Brazil Brazil4 R$ 7.0 bn

Total EBITDA 8 1) LTM 1Q21; 2) Based on energy sold in 1Q21; 3) Proportional to CPFL’s stake in each asset; 4) According to the Valor Econômico 2020 ranking of the 1000 largest companies in terms of net revenues; DISTRIBUTION

9 Key figures Distribution profile • 4 distributors • 687 cities One of the most premium and concentrated concessions areas in Brazil: • 10.0 MM customers • Total GDP of R$ 920 billion (15% of Brazil) • 22 MM people • Largest distribution coverage of São Paulo and Rio Grande do Sul • 2% p.y. organic growth • 14% market share SP • R$ 14,315 MM RAB 4.7 MM customers Market: 30.2 TWh RAB: 5,193 MM Next RTP: Apr 2023 RS

3.0 MM customers

0.5 MM customers 1.8 MM customers Market: 18.8 TWh Market: 3.1 TWh Market : 13. TWh RAB: 5,421 MM Next RTP: Jun 2023 RAB: 1,213 RAB: 2,487 MM MM Next RTP: Mar 2026 Next RTP: Oct 2023

10 Energy Sales and Number of Clients

Sales in the concession area | GWh Free Client Captive 0.4% p.y

67,213 68,055 65,926 66,367

21.624 22.156 22.262 22.975

45.589 45.898 43.664 43.391

2018 2019 2020 LTM 1Q21

# of Clients | MM

1.9% p.y

9,95 10,00 9,58 9,76

2018 2019 2020 LTM 1Q21

11 Delinquency and Energy Losses

Delinquency ADA | R$ million Collection actions | Power cuts (thousands) 233.1 224.6 ADA 2,181 168.3 155.2 165.9 1,858 1,867 % ADA / 1,528 Revenue from 1,323 Sales to Finala 0.80% 0.79% Consumers 0,75% 54.0 637 0.65% 0.62% 0.67%

2016 2017 2018 2019 2020 Mar/2021 2016 2017 2018 2019 2020 Mar/2021

Energy Losses

9.34% Intensified actions against frauds: 9.01% 9.05% 9.11% 8.97% 8.89% • 167 GWh of recovered energy (+19% vs. 1Q20) 8.30% 8.24% 8.20% 8.20% 8.19% 8.21% • 142,000 inspections (+6% vs. 1Q20) a • 30,000 cuts in inactive customers (-19% vs. 1Q20) • Armored Box and measurement set Dec/2016 Dec/2017 Dec/2018 Dec/2019 Dec/2020 Mar/2021 roll-out, with more than 16k CPFL ANEEL limit customers shielded

13 Technology – Smart Grid +22,000 Meters replaced  Purpose: Validate the application of smart CPFL APP meters to customers of group B (residential R$ 26 MM customers) with communication modules Customer will have access to Capex  Location: Jaguariúna/SP daily energy  Technologies: PLC LoRa MESH LTE consumption

4 Technologies Tested Productivity Key analysis (Average per Day by Team) Expected: 12 | Performed: 20  Evaluate the performance of communication technologies Replacement Effectiveness  Productivity of meter replacement activities (Meter Box Access)  Evaluation of Billing, Reading, Connect and Expected: 95% | Performed: 97.1% Disconnect processes Remote Cutting  Safety in field activities (Operations) Commanded: 871 | Successful: 871

Safety (Field Activities) Ongoing ~R$ 5 bn in 10 years Zero Accidents Commercial processes assessment Estimated Capex to reach the (Cutting and Reconnection, for instance) whole concession areas

14 ADMS Project Automatic Reclosers

What is ADMS: “Advanced Distribution Management Installed Automatic Reclosers (thousands) System” is the fully integrated smart control system for Utilities. The CPFL project is the largest and most complete 23.5 implementation of ADMS in Brazil. 13.3 Improvements: 11.4 9.8 7.9  Fully unified system with operator productivity increasing 4.9 5.1  Several automatic energy restoration possibilities

 Prepared to receive data 2015 2016 2017 2018 2019 Mar/21 2027 from future Smart Grid Actual 2020-24 Strategic Plan  Real time fault location  Voltage Control Expected results  Energy grid sensors  Reduction of interruption  Simulations time for clients  Process automation and  Reduction of displacement Beyond… of field teams  Increase of operational efficiency Indicators Impacts: SAIDI, SAIFI, Compensation fines and loss

15 GENERATION & TRANSMISSION

16 Generation Profile • 4,303 MW of installed capacity • 3rd largest private generation company • 96% renewable sources Current Installed Capacity Breakdown: HPP Wind SHPP Biomass Others 1,966 MW 1,309 MW 475 MW 370 MW 183 MW

46% 30% 11% 9% 4%

8 Hydro Power Plants 45 Wind Power Plants 48 Small Hydro Power Plants 8 Biomass Power Plants 2 Thermal Power Plants ACL 84% of hydro 16% 84% of total US$/others IGP-M Agreements ACR capacity in the 5% 55% capacity IPCA are mostly 84% regulated 84% protected from 40% adjusted by GSF1 market in LT IGP-M contracts

. Installed Capacity: 28.0 MW Cherobim . Physical Guarantee: 16.6 MWa Pipeline: SHPP . PPA: R$ 213.17/MWh2 until 2053 3.4 GW

17 1) All projects have SP-100 hedge for GSF, except for Semesa HPP, which agreement with Furnas exempts CPFL of any impact of GSF; 2) Prices in Mar-21 Gameleira wind complex: entry into operation in 2021

• Wind farms: Costa das Dunas, Figueira Branca, Farol de Touros and Gameleira

• Location: Rio Grande do Norte

• Installed capacity: 81.7 MW

• Physical guarantee: 41.0 MW average

• PPA: 30% regulated market (2018 A-6 auction) | 70% free market

• Capex: R$ 396 MM (-5% if compared to Aneel’s grant)

• Entry into operation (Aneel’s official date): Jan-24

Full operation in 2021, with gradual entry of the farms from 2Q21 onwards

Generated energy during the anticipation period was sold in the free market

18 Transmission profile Focus on niche projects

In Operation In Development

CPFL CPFL CPFL Transmissão Transmissão Transmissão Sul I Sul II Total Piracicaba Morro Agudo Maracanaú

CapacityCapacity (MVA)(MVA) 800 800 450 224 549 2,823

GrantGrant untiluntil 2043 2045 2048 2049 2049

MaximumMaximum AllowedAllowed 10.6 MM 10.8 MM 7.9 MM 26.4 MM 33.9 MM 89.6 MM RevenueRevenue (MAR)(MAR) (R$)(R$)

19 COMMERCIALIZATION & SERVICES

20 CPFL Soluções, CPFL Total and Ale$ta: New opportunities

A brand to bring to customers a full energy solution

ENERGY MANAGEMENT FREE MARKET DISTRIBUTED GENERATION Advisory to allow energy Freedom to choose energy supplier savings and management and negotiate supply conditions, Energy self-production price and contract terms from renewable sources

INFRASTRUCTURE AND ENERGY EFFICIENCY ENERGY SERVICES Diagnostic solutions to project Customized solutions that drive execution: construction, O&M and business efficiency and profitability retrofit of electrical installations

• Financial services for companies that want to get closer to customers in our concession areas • Advertising: to connect their brand using CPFL’s bill advertising space • Services:​ to provide access to customers who do not have a bank account, use do not use automatic debit or live in difficult-to-access places, using CPFL’s bill to make their charges (insurance, family assistance, newspaper subscription etc.)

• Financial institution authorized by the Brazilian Central Bank for exclusive operations through an electronic platform • Goal: granting of loans, as well as other activities related to credit analysis, collection and payments, providing the option of payment in installments in the energy bills • In April 2021, we started a pilot operation in CPFL Piratininga

21 CPFL Serviços – Modernization of CCM-D Projects

The modernization project for Distribution works services (CCM-D*) was started in 2012, with the conventional model replaced by a new model based on innovation and management, through technological disruption

Main Goal: To increase operational efficiency with more equipment and with a reduction in manpower. In the traditional method, on average, there are 7 people per team and in the modernized method, there are 3 people per team

Currently we have 1,500 people in a field function (Modernized Method). In the Traditional Method, it would be until 4,000 people

Traditional method Modernized method Traditional method Modernized method

* CCM-D: Distribution Construction and Maintenance Contract 22 STRATEGY, INNOVATION AND SUSTAINABILITY

23 Sustainability In Our Strategy

SUSTAINABLE VALUE CREATION exploring the TRIPLE BOTTOM LINE

ENVIRONMENTAL SOCIAL ECONOMIC + MEGATRENDS IN THE POWER SECTOR

Transition to a Changing low carbon customer profiles matrix and habits

New Regulatory technologies and framework digitalization modernization

Because HOW we deliver our strategic goals and targets is as important as delivering them

24 24 We believe CPFL performance is based on 5 pillars

Operational Efficiency Corporate Governance

Sustainability

Financial Discipline Synergistic Growth

25 25 Plug&Play Platform – Key competitive advantage to create value in M&A transactions and assure a virtuous growth cycle Plug&Play Platform Investment virtuous cycle

Other Services Greater Mobility Turnaround EBITDA etc. Plug&Play platform accelerates the value creation Sound Cash Flow Shared Leverage Relief Services Center Higher CAPEX

Some benefits of Business Environment: • Shared Services Center helps CPFL gain agility and knowhow for internal demands supply • Trading is able to help Gencos sell energy in the ACL and Discos to minimize any excess contracting impacts • Services segment can support main segments business and grow with them

2626 Technology for the benefit of CPFL customers

Customer Focus and Digitalization Customer for customer success (ChatBot with A.I., Speech Analytics, Virtualization of as our focus agencies)

Grid automation and modernization High (ADMS, Reclosers, use of A.I., Op. Center performance Automation, Machine Learning for maintenance) Efficiency Better & Quality Smart Meter customer experience Lower RPAs supporting processes risks Automatization and simplification Smart & Integration of Operational Center Digital Grid and Remote Operation of Renewables and Transmission Assets

R&D Projects (Mobility, Storage, Microgrid, Smart City…)

27 Smart Solutions Electrical Mobility

Ongoing Projects:

Electric Bus • Experimentation of an electric bus as an internal circular on the Unicamp campus, Emotive Project with a vehicle monitoring system, including position, speed, altitude, noise, air quality An R&D initiative has evaluated possible business models for battery recharging and customer Electrify 100% our operational fleet Electric Mobility Services Platform service, which included: in Indaiatuba • A project to create a link between the end • 25 electric charge stations • Use of 21 electric vehicles, including user and the owner of the recharge installations passenger, utility and truck models in infrastructure, providing interoperability • 14 electric cars circulation Indaiatuba city • + 300,000 km travelled • + 4,000 recharge events Develop a new charging station concept “Second Life”: reutilization of used Sustainability Plan linkage: • Installation of charging stations with electric-vehicle batteries P2. Smart Solutions batteries and solar generation • Development of a methodology to recombine C9. Invest R$ 45 million • Modal focused on usability, low impact on used battery cells to form new ones, which in the development of electrical mobility the network and sustainability can be applied in different scenarios technology until 2024

28 28 Bill’s Collection Digitalization

Virtualization Project Actions recently implemented Payment Channels at CPFL Energia (%)

• 29 agencies until May 2021 Credit Card Jan-2020 Mar-2021 • Monthly payments and installments Cash • 228,000 self-service of overdue bills transactions • Partnership with Cielo • Lottery 97 equipment installed 49.1 38.1 • Cashier Pix • Banking Corr. • Instant Payment Customer Digitalization Corona Voucher • Free Internet in-App CPFL • Dial My App • CPFL’s Website suitable for receiving E-Payments • New features on web the Emergency AID • ATM • 2.0 MM active users on APP • Internet Banking 50.9 61.9 • 4.2 MM Digital bills (no paper): • Automatic debit • 89% of interactions • Payment Slip through digital channels (Site, App, Whatsapp)

29 In order to develop and undertake the 15 public commitments in our Sustainability Plan, we evaluated the connection of our businesses to the SDGs including Sustainability Plan OUR 15 PUBLIC environmental, social, economic and governance actions COMMITMENTS

SUSTAINABLE ENERGY SMART SOLUTIONS SOCIETY SHARED VALUE

Keep at least 95% from renewable Invest R$ 150 million in Energy 1 sources in our generation portfolio until 6 Reach 100% of Group A clients with 11 Efficiency actions in Public Hospitals 2024 telemetering until 2020 between 2020 and 2022

Invest R$ 200 million in Energy 2 Reduce in 10% our carbon intensity 7 Invest R$ 350 million in distribution 12 Efficiency actions toward low income indicator until 2024 network automation until 2024 communities until 2024

Maximize our positive impact in the 3 Publish CPFL adaptation actions to 8 Achieve 90% of attendance by digital 13 communities, investing at least R$ 60 climate change channels until 2024 million in social projects until 2024

Refurbish at least 40,000 equipment Invest R$ 45 million in the Continuously seek to improve health and safety indicators, intensifying our 4 (transformers, voltage regulators, 9 development of electrical mobility 14 actions towards employees, community reclosers, etc.) until 2024 technology until 2024 and suppliers

Ensure the destination of 100% of the Offer to our clients low carbon Integrate sustainability aspects in the 5 main grid components to recycling or 10 15 monitoring process for 100% of CPFL to reverse supply chain until 2024 solutions for their energy transition critical suppliers until 2024

ENABLERS Ethics Transparency Employee Development & Inclusion

SDG CONTRIBUTIONS

30 30 Employee Development Inclusion

CPFL University And Community Education

School of School of Excellence in Operational Electricians School visual Service Excellence • 46 class group People with physical focused on meeting hearing focused on serving • + 19,000 hours of disabilities the demands of intellectual the business areas training training sessions responsible for the • 765 people trained aimed at customer gender equality electric system's • 70% of hiring relationship channels women empower operation Gender and social media LGBTQI+

nationalities race Culture refugees Leadership School of Operators School generations School Business and • Pioneering initiative formed by programs Innovation in Brazil launched in Promote people’s inclusion and development and training sessions training that supports 2019 in the workplace is one of our priorities for developing the development of • + 590 hours of leadership, managers our business, focusing training and executives of on reaching strategic CPFL Energia was recognized in the • 24 people trained CPFL Energia levers “150 Best Companies to Work For” ranking as the leader in the energy sector

31 31 Pacto Global | ESG Program CPFL was recognized for its sustainability Gustavo Estrella, CEO of the CPFL Energia Group, is the ambassador of the “Leadership with ImPacto” Index and Ratings ESG Mentions program, an initiative of the Brazil Network of the United Nations (UN) Global Compact, which works with companies for the sustainable development of our country. B³ Index B³ Index ESG Portfolio • 39 Companies representing • CPFL Energia became part • CPFL Energia is part of 15 different sectors of the Carbon Efficient Santander Brazil ESG • Market Cap of index Index (ICO2) Recommended Portfolio R$ 1.8 trillion of the São Paulo Stock • 14 Companies were chosen Exchange (B3), composed of • CPFL’s Stock entry again in among 30 pre-selected the shares of companies 2020 participating in the IBrX-100 index

Carbon Disclosure Project Morgan Stanley Capital ESG Report International • CPFL Energia was • Among the leaders in the • Rating “A” of CPFL’s Stock in recognized by Credit Suisse, CDP (Carbon Disclosure MSCI in its Global ESG Report, as Project) Supplier • CPFL’s Stock entry in 2020 one of its analysts’ Engagement related to • One of most important ESG favorite shares Climate Change index in the World

32 32 FINANCIAL MANAGEMENT

33 How we assure maximum returns to shareholders

Outstanding Cost Control and Effective Budget Management Culture of constant cost reduction and value creation

Strategic Integrated Financing Planning Group view on cash flow and debt management Main goal:

Financial Discipline and Result- Maximize focused Business Development shareholders’ Focus on results and business plan return implementation

Digitalization and Fintech E-Channel expansion, synergy utilization and keep developing new profit contribution

34 Financial Performance

EBITDA¹ | Consolidated EBITDA¹ | Distribution EBITDA¹ | Generation

9.7% p.y. 14.5% p.y. 3.9% p.y. 6,780 3,938 2,677 6,394 3,696 2,481 2,511 5,637 3,004 11.0% 15.9% 19.0% 1,262 1,966 650

2018 2019 2020 1Q21 2018 2019 2020 1Q21 2018 2019 2020 1Q21

Net Income¹ CAPEX¹ 30.8% p.y. 16.7% p.y. 3,707 2,808 +12.0% 2,254 2,748 2,062 Total Shareholder 2,166 6.3% 2 36.6% Return (TSR) 961 696

2018 2019 2020 1Q21 2018 2019 2020 1Q21

1) In R$ thousands 2) Since Re-IPO (June/19) until May/21 35 Capex estimates

2,808 3,376 3,318 2,924 2,857 2,770 Total 35 R$ 15,224 million 340 51 69 324 49 134 56 Transmission 220 52 74 465 137 132 R$ 375 million 283 Commercialization & Services R$ 278 million

2,907 2,655 2,663 2,586 Generation 2,317 2,502 R$ 1,278 million

Distribution2 R$ 13,314 million

Actual 2021 2022 2023 2024 2025 2020

New Capex estimates1 totaling R$ 15.2 billion in 2021-2025

1) Constant currency; 2) Disregard investments in Special Obligations on Distribution segment (among other items financed by consumers). 36 Balance between growth and yield

Leverage l Financial covenants criteria | R$ billion Dividend Payout Ratio | % Depending on 16.3 16.8 15.7 14.5 15.1 growth and leverage Adjusted Net 3.20 performance Debt2/ 3.05 Adjusted EBITDA1,2 2.52 80% 2.19 2.03 50% Minimum Payout 25% 25% 25% (Dividend Policy) 2017 2018 2019 2020 1Q21 Adjusted EBITDA1,2 R$ Million 4,531 5,342 6,677 7,164 7,451 2016 2017 2018 2019 2020

Gross debt breakdown by Ratings indexer3 • Downward trend in leverage gives room to M&A and IFRS | 1Q21 greenfield projects • CPFL Energia is ready to grow and also to be an important dividend player in the market 22% 75% brAAA AAA(bra) AAA.br • Our goal is to keep the leverage between 2.5x 2% and 3.0x in the next years, while our covenants are 3.75x 1 notch higher than sovereign rating CDI TJLP Inflation

1) LTM EBITDA; 2) Adjusted by the proportional consolidation as well as considering SGBP’s loan agreement; 3) Financial debt (-) hedge. 37 © CPFL Energia 2019. Todos os direitos reservados.