Environmental, Social and Governance 2020 REPORT NextEra Energy Partners’ Desert Sunlight Solar Energy Center Contents in Desert Center, California.

About our company...... 3

Our strategy: A letter from our CEO...... 4

NextEra Energy Partners’ ESG journey...... 6

Our operating portfolio...... 7

Our ESG core strengths...... 8

Environment...... 12

Social...... 16

Governance...... 20

Risks and opportunities...... 24 Cover photos, top to bottom: Roswell-Chaves Solar Energy Center in Conclusion...... 26 Roswell, New Mexico; Golden Hills Wind Energy Center wind turbines in Alameda Forward-Looking Statements...... 27 County, California.

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 2 of 29 NextEra Energy Partners’ Cottonwood Wind About our company Energy Center in Blue Hill, Nebraska.

NextEra Energy Partners, LP (NextEra Energy Partners) was formed in 2014 as a growth-oriented limited partnership to acquire and own contracted clean energy projects with stable long-term cash flows. NextEra Energy Partners, through its jointly-owned subsidiary NextEra Energy Operating Partners, LP, owns interests in 4,575 megawatts (MW) of wind, 756 MW of solar and ownership interests in 4.3 billion cubic feet (Bcf) ot total natural gas pipeline capacity as of year-end 2019.

NextEra Energy Partners contracts with a subsidiary of NextEra Energy Resources, LLC (NextEra Energy Resources) for operations and maintenance (O&M), administrative and management services. Through various agreements, essentially all of NextEra Energy Partners’ assets are operated under these agreements.

NextEra Energy Resources is a clean energy leader, with approximately 21,900 MW of total net generating capacity, including approximately 16,773 MW of total net generating capacity from wind and solar projects, in the U.S. and Canada as of year-end 2019. Additionally, NextEra Energy Resources has a backlog of more than 15,000 MW of renewable energy projects as of the third quarter of 2020 that it expects to put in service over the coming years.

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 3 of 29 “Clean energy continues to drive disruption and innovation across our industry. Even during a global pandemic, major economic challenges

and considerable social

and political change, the demand for clean energy“ continues to rise.

Our strategy: A letter from our CEO

Clean energy continues to drive disruption and innovation across our industry. Even during a global pandemic, major economic challenges and considerable social and political change, the demand for clean energy continues to rise. Customers want clean energy. Policymakers want clean energy. And investors Our strategy want clean energy. NextEra Energy Partners was founded to meet this increased “ demand for clean energy, and our strategy today remains focused on owning and today remains acquiring clean energy assets with strong long-term contracted cash flows. focused on owning

NextEra Energy Partners benefits from our relationships with NextEra Energy, and acquiring which is the largest electric company in the world by market capitalization, and clean energy with its subsidiary, NextEra Energy Resources, which is the world’s largest assets with strong generator of wind and solar energy. Many of the environmental, social and “ governance (ESG) attributes of NextEra Energy Partners reflect the values, long-term contracted policies and activities of NextEra Energy and NextEra Energy Resources, cash flows. which provide services to NextEra Energy Partners through management, administrative and operational agreements.

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 4 of 29 We believe that NextEra Energy Partners also benefits from our enhanced limited partnership “ (LP) governance structure. Our LP unitholders have the power to elect a majority NextEra energy of the board of directors. By electing a majority of the board, LP unitholders can Partners offers not hold the board and management team accountable for all our commitments, only a track record and make sure that we continue to execute a strategy that is successful. of superior financial Our strategy is focused on growth, and we seek to achieve that growth in

returns, but also three ways: organically through incremental capital investments that enhance

the value of our existing clean energy assets, through acquisitions from third an attractive ESG parties, and by acquiring additional assets from NextEra Energy Resources. investor value“ By consistently executing our growth strategy over time, our wind and solar portfolio is now approximately five times the size it was at our initial public proposition. offering (IPO) just over six years ago.

Our strategy is also focused on execution, and we achieved several execution milestones in 2019. We acquired a portfolio of more than 600 MW of wind and solar assets from NextEra Energy Resources. We closed on an acquisition of an ownership interest in an intrastate natural gas pipeline in Pennsylvania that supports the delivery of low-cost, clean natural gas to further advance the nation’s energy transition. And we announced two organic growth opportunities: the repowering of 275 MW of wind projects and the expansion of one of our pipelines. We are proud that in 2019, for the first time in a single calendar year, all three of our strategies contributed to grow the NextEra Energy Partners’ portfolio.

Our strategy is also focused on increasing financial returns for our unitholders. Since our IPO in 2014, we have grown cash distributions by more than 200% and delivered total unitholder return of more than 200% through the third quarter of 2020. This total unitholder return has significantly outperformed the S&P 500, the Yieldco average1 and the S&P 500 utilities index over the same period.

We believe that NextEra energy Partners offers not only a track record of superior financial returns, but also an attractive ESG investor value proposition. No other company offers the same combination of enhanced governance rights under our LP structure, a large and diverse clean energy portfolio, multiple visible growth strategies and low-cost and and advantageous financing capabilities.

We believe in the future of NextEra Energy Partners, because we believe in the future of clean energy. Thank you for your interest in our company.

Jim Robo Chairman and CEO

1Yieldco average: CWEN, AY and BEP

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 5 of 29 NextEra Energy Partners’ Genesis Solar Energy Center in Blythe, California.

NextEra Energy Partners’ ESG journey

2014: NextEra Energy Partners executed an initial public offering, including a renewable energy portfolio of 290 MW of solar projects and 699 MW of wind projects. 2015: Acquired 913 MW of wind projects, 20 MW of solar projects and Texas gas pipelines with 3.82 Bcf per day of capacity. 2016: Acquired 584 MW of wind projects and 132 MW of solar projects. 2017: Acquired 798 MW of wind projects and 143 MW of solar projects. 2017: S&P Global Ratings, Moody’s Investors Service and Fitch Ratings assigned credit ratings to NextEra Energy Partners. 2017: Instituted enhanced governance rights and first annual meeting of unitholders. 2018: Divested 396 MW wind and solar portfolio in Canada. 2018: Acquired 1,368 MW of wind projects and 20 MW of solar projects. 2019: Acquired 420 MW of wind projects, 191 MW of solar projects and an intrastate natural gas pipeline with 0.5 Bcf per day of capacity. 2019: Announced repowering of 275 MW of wind projects and additional backup compression on the Texas pipelines, completed in 2020. 2020: Announced acquisition of 100 MW solar-plus-storage project and 40% interest in approximately 1,000 MW of renewable energy projects.

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 6 of 29 Legend:

Wind Solar Pipeline

Locations are those in operation as of year-end 2019.

Our operating portfolio

5,331 MW 17 states renewable energy with operations as of generating capacity as of year-end 2019 year-end 2019

Renewable portfolio generated enough zero-emissions electricity 200% to power nearly increase in total unitholder return since IPO (through 1.7 million third quarter 2020) homes for one year

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 7 of 29 Our ESG core strengths

NextEra Energy Partners’ story begins with our clean asset portfolio, our ability to leverage NextEra Energy Resources’ operational expertise through long-term management and O&M agreements, and our enhanced governance structure and unitholder rights. Our value proposition is built on the core strengths of our high-quality clean energy portfolio, our financial strength and flexibility and our visible growth opportunities.

high- financial quality strength portfolio and NextEra Energy Partners has three core strengths that drive our flexibility ESG performance.

visible growth High-quality clean energy portfolio opportunities Over the past six years, we have significantly expanded our renewable energy portfolio from approximately 1,000 MW at the time of the IPO to over 5,000 MW of renewable energy capacity as of October 2020. Our portfolio consists of over 4,500 MW of wind, over 750 MW of solar and approximately 4.3 Bcf of natural gas pipeline capacity, with 3.5 Bcf under long-term contracts. Our portfolio of assets has an average remaining contract life of 15 years. As we have executed on our growth objectives, our portfolio diversity has been enhanced in multiple ways: geographically, with assets located in 17 states; by customer, with NextEra Energy Partners serving 50 customers through long-term contracts as of October 2020 with average credit ratings of BBB+, Baa2 and BBB by S&P Global Ratings, Moody’s Investors Service and Fitch Ratings, respectively, as of the third quarter 2020; and by asset type, with our generation portfolio consisting entirely of zero-carbon renewable resources, with 33% solar and 67% wind as a percentage of 2019 run-rate cash available for distribution (CAFD) – including our fuel transportation assets, renewable energy represented 76% and natural gas pipelines represented 24% as a percentage of 2019 run-rate CAFD.

Generation 33% Solar Power portfolio 67% Wind Power

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 8 of 29 Sources of low-cost capital

Tax Equity Corporate Debt

Convertible Equity Revolving Credit Portfolio Financing Facility

Financial Strength and Convertible Bank Term Loans Preferred Units Flexibility

Convertible Project Financing/ Debt Refinancing

Equity

NextEra Energy Resources provides O&M, administrative NextEra Energy Resources uses algorithms and other and management services to nearly all of our assets. tools to predict and diagnose the performance of Through these agreements, we benefit from the operational NextEra Energy Partners’ assets to maximize energy expertise NextEra Energy Resources continues to gain output, revenue and productivity, while minimizing total through managing its entire portfolio, as NextEra Energy cost. One example is the wind plant operations report, Resources applies that expertise as it manages the NextEra which visualizes fleet, regional and site-level wind plant Energy Partner’s portfolio. NextEra Energy Resources owns generation performance, compared to budgeted levels and operates a portfolio of nearly 19,000 MW of wind and and provides turbine- and inverter-level diagnostics and solar projects. Leveraging the industry’s leading developer capabilities to identify performance improvements. and operator of solar and wind translates into operating advantages for NextEra Energy Partners. Financial strength and flexibility To deliver on our long-term growth objectives and help NextEra Energy Resources collects billions of data drive the nation’s clean energy transformation, ready points every day from wind and solar sites and uses access to low-cost capital is required. Through our that data to make smart decisions to optimize project attractive distribution coverage ratio, strong credit ratings development, maximize revenues and reduce operational and the ability to opportunistically access the public and costs. With digital work plans and the ability to view real- private capital markets, NextEra Energy Partners is well- time performance, NextEra Energy Resources employs positioned for continued growth. Our cost of capital and digital tools to streamline, simplify and automate labor- access to capital advantages, including the significant intensive processes, while optimizing work planning demand for renewable energy assets from various across the sites it operates. These efforts have supported sources of low-cost private infrastructure capital, provide lower O&M costs at NextEra Energy Partners’ wind flexibility to finance attractive clean energy investments in and solar sites, resulting in increased CAFD and driving a manner that maximizes value for unitholders. long-term unitholder value. We expect NextEra Energy Resources will continue to use its focus on operational excellence, big data and advanced analytics to help identify additional wind and solar O&M cost-reduction opportunities for our sites in the future.

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 9 of 29 U.S. renewable energy capacity NextEra Energy Resources’ renewable energy portfolio through 2030 since NextEra Energy Partners’ IPO (1)

GW ~28 GW ~500 GW ~5 GW –32 GW 30 ~14 GW 25

20 ~9 GW ~5 GW

15 ~200 GW ~10 GW 10 ~100 GW ~28 GW 5 –32 GW ~5 GW 0 Current NextEra Other Expected Expected NextEra MW MW sold Current Additional Current NextEra Energy existing 2022 2030 Energy placed to NextEra renewable potential portfolio Energy Resources’ capacity (3) installed installed Resources’ in service Energy energy 2019-2022 including Partners current capacity (4) capacity (4) renewable Partners backlog (2) growth (3) backlog & portfolio (1) portfolio energy since IPO (ex. repowering) growth including portfolio backlog & after IPO growth (2)

1Current portfolio as of with Oct. 21, 2020 2 Includes renewable energy backlog of 15 GW less 0.8 GW of repowering backlog plus top end of remaining 2019-2022 development expectations 1 3 Source: IHS Markit Current portfolio as of with Oct. 21, 2020 2 4 Source: Additional installed capacity from National Renewable Energy Includes renewable energy backlog of 15 GW less 0.8 GW of repowering backlog Laboratory NREL expectations 3Assuming top end of remaining 2019-2022 renewable expectations

Visible opportunities for growth

We are uniquely positioned to take advantage of the We have three avenues to pursue growth that include disruption occurring within the North American energy organic investments, acquisitions from third parties and sector, including the significant renewable energy growth acquisitions of clean energy assets from NextEra Energy that is expected in the future. As aging and uneconomic Resources. In 2020, we completed our first two organic generation facilities are phased out, we expect increased growth investments that were announced in 2019. We demand for low-cost wind and solar energy from a repowered the 175-MW Northern wind project, variety of customers, including investor-owned utilities, resulting in increased production, an uplift in project cash municipal utilities and electric cooperatives, as well as flow, a longer asset life and lower O&M costs. We expect commercial and industrial customers. This increase in the remaining 100 MW of wind repowering projects to come renewable energy demand is also expected to be the online by year-end 2020. We also completed additional primary driver of our future growth. backup compression capacity on our Texas pipelines, supported by a long-term contract. As our portfolio grows over the coming years, we expect to execute on U.S. renewable energy penetration additional attractive organic growth opportunities.

With potential access to NextEra Energy Resources’ 2 portfolio of more than 28,000 MW of renewable projects 0 9% 1 ~15% as of Oct. 21, 2020, including the signed backlog, and the 9 CAGR in MWh prospects for future renewable energy deployment, we generation have clear visibility into our long-term growth. 2 0 ~40% 3 0 Renewable energy growth from NREL expectations

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 10 of 29

“The NextEra Energy Fleet Performance and Diagnostic Center provides remote monitoring and predictive

analytics, staffed 24 hours a day, seven days a week, 365 days a year to ensure NextEra Energy Partners’“ assets are operating to their highest capabilities.

NextEra Energy employees working at the NextEra Energy Fleet Performance and Diagnostic Center in Juno Beach, . NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 11 of 29 We have set big goals, delivered measurable results and held ourselves to high standards for a “very long time.

NextEra Energy Partners’ Kingman Environment Wind Energy Center in Kingman, Kansas.

Our investments in Confronting climate change water-free wind and Through our renewable asset portfolio, we are helping to accelerate the photovoltaic solar energy reduction of the emissions from the U.S. energy grid. We owned interests in approximately 5,300 MW of renewable power assets that generated nearly avoided the 17 million megawatt-hours (MWhs) in 2019. Our portfolio’s generation helped withdrawal of over to avoid nearly 10.9 million tons of CO2 emissions in 2019 compared to 4.7 billion gallons traditional energy sources. Going forward, we expect to continue deploying of water in 2019, significant capital in clean energy to benefit customers, unitholders and the environment. We believe that these investments will not only drive further compared to traditional technology improvements and cost reductions, but also represent the best energy sources. possible strategy to reduce carbon emissions and confront climate change.

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 12 of 29 Top U.S. renewable energy owners (1)

19,600 MW

10,400 MW

7,400 MW 6,600 MW 5,300 MW

NextEra Company A Company B Company C NextEra Energy (2) Energy Partners

1 Sources: AWEA WindIQ database, GTM Utility PV Tracker, SNL Database and internal data; Market Share based on IHS Market U.S. Wind and Solar report 2 Includes NextEra Energy Resources, Florida Power & Light Company and NextEra Energy’s equity ownership share of NextEra Energy Partners as of Dec. 31, 2019

Gas pipeline emissions

NextEra Energy Partners’ wholly owned natural gas pipelines are operated and maintained by NextEra Energy Resources. Central Penn Line, in which NextEra Energy Partners has a 39% aggregate ownership interest, is operated by the majority owner, Transcontinental Gas Pipeline Company. NextEra Energy Resources takes a number of measures to mitigate environmental impacts at our natural gas pipelines.

NextEra Energy Resources continuously works to identity ways to reduce emissions from our natural gas pipelines that it operates and maintains. For example, they conduct regular inspections of equipment to detect leaks and make repairs in an expeditious manner. NextEra Energy Partners’ Texas pipelines have an overall reduction in metric tons (MT) of carbon dioxide equivalents (CO2e) of 30% from 2016 to 2019 or 6,869 MT CO2e. This reduction is driven by practices that have been put in place to minimize the amount of methane released from the pipelines during maintenance.

Compressor Stations Pipelines GHG Emissions By Year Total CO2e MT CO2e MT CO2e MT

2016 22,828 17,235 5,593

2017 24,340 18,186 6,154

2018 18,910 12,663 6,247

2019* 15,959 9,791 6,168

* Excludes approximately 39% aggregate ownership interest in Central Penn Line acquired in November of 2019 due to ownership of only one month in 2019.

Environmental risk mitigation

NextEra Energy Resources leverages its best-in-class environmental policies and risk mitigation strategies in operating and maintaining our assets. NextEra Energy’s Environmental Policy, which applies to the management of NextEra Energy Partners’ assets under our O&M agreement with NextEra Energy Resources, establishes core environmental expectations,

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 13 of 29 Whooping crane protection plan NextEra Energy Resources has a voluntary whooping crane protection plan for all operating wind farms within the whooping crane migration corridor. All wind technicians receive annual training on whooping crane identification, curtailment procedures and notification requirements. If whooping cranes are observed on the ground or flying overhead, the turbines are immediately shut down and remain down until the whooping cranes have left the area. The following NextEra Energy Partners’ wind sites fall under the protection plan: Cedar Bluff, Kingman I & II, Ninnescah, Baldwin, Brady I & II, Cottonwood, Breckinridge, Elk City I, Mammoth Plans, Seiling I & II and Rush Springs. including environmental accountability, management and Protecting biodiversity stewardship programs intended to: NextEra Energy Resources’ team of environmental » Design, construct, operate and maintain our facilities in experts monitors potential impacts to biodiversity of an environmentally sound and responsible manner. our assets. In addition to following all federal and state » Prevent pollution, minimize waste and conserve regulations, NextEra Energy Resources makes important natural resources. contributions to scientific research to protect several vulnerable species and habitats and to better understand » Avoid, minimize and/or mitigate impacts to habitat, wildlife and cultural resources. how to reduce impacts. » Engage local stakeholders and environmental agencies. Managing waste » Support local environmental education, conservation and research projects through the NextEra Energy One of the benefits of wind energy is that it creates no Foundation, NextEra Energy’s charitable foundation. waste byproducts for solid waste disposal and results in no hazardous cleanup at the end of a project’s productive NextEra Energy Resources employs a multifaceted, life. Additionally, solar photovoltaic panels typically consist proactive approach to managing environmental protection of glass, polymer, aluminum, copper and semiconductor and stewardship, including daily site inspections, routine materials that can be recovered and recycled at the end of self-assessments and environmental audits. To ensure their useful life. environmental compliance during operations, facilities are audited periodically throughout their operating life to verify NextEra Energy Partners benefits from NextEra Energy the facility is complying with applicable environmental Resources’ belief that the best way to deliver requirements. environmental value by minimizing its waste footprint

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 14 of 29 NextEra Energy Partners’ Silver State South Solar Energy Center in Clark County, Nevada.

NextEra Energy begins with reducing the amount of waste generated and then looking for “ opportunities to reuse and recycle materials, thereby minimizing the waste that Resources employs must be sent to local landfills. For example, NextEra Energy Resources has a multifaceted, proactively worked with solar vendors on plans to first reuse solar infrastructure proactive approach components when a site is decommissioned and, in the event they cannot be

reused, they are recycled following outlined requirements. NextEra Energy

to managing Resources has recently employed the same collaboration with wind vendors for environmental waste management as it decommissions or repowers wind sites. We expect protection and “ these same practices will be applied across NextEra Energy Partners’ assets in the future when sites are decommissioned or repowered. NextEra Energy stewardship. Resources’ wind vendors have made significant strides in recycling as recently demonstrated by GE Renewable Energy’s announcement that it has contracted with Veolia North America to recycle blades removed from its U.S.-based turbines during upgrades or repowering. The recycled blades are used as a raw material for cement.

Additional information on NextEra Energy Resources’ environmental initiatives can be found in the 2020 NextEra Energy ESG Report and on NextEra Energy’s Sustainability website.

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 15 of 29 We have set big goals, delivered measurable results and held ourselves to high standards for a “very long time.

NextEra Energy Resources’ employees demonstrate one Social of NextEra Energy’s core values of doing the right thing by giving back to the communities where they live and work.

NextEra Energy and its subsidiaries provide Next Energy Partners with O&M, Our three administrative and management services. The employees who support us are core values are employed directly by NextEra Energy and its subsidiaries. This allows us to at the forefront efficiently leverage the talent and operational expertise already in place at NextEra of everything Energy, while we focus on NextEra Energy Partners’ core growth activities. we do: We are committed Employees to excellence.

NextEra Energy often discusses the key competitive advantage it sees in its We do the right thing. talent, which is also a key competitive advantage for NextEra Energy Partners because of our ability to leverage the employees of NextEra Energy Resources We treat people through our O&M and management services agreements. with respect. Under the management services agreement, we pay NextEra Energy

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 16 of 29 NextEra Energy Partners benefits from several business functions at NextEra Energy and NextEra Energy Resources

Human Information Legal Regulatory Tax Treasury Resources Technology

Accounting/ Business Development Engineering & Energy Finance Management /M&A Construction Marketing

Environmental NextEra Power Supply Chain Services Analytics Generation

Key services that add a unique and differentiated value to NextEra Energy Partners

Development / M&A Engineering & Business Treasury Environmental Construction / Management & Services » Abundant experience Integrated Power Generation » Best-in-class financing and expertise in Supply Chain capabilities enables » Leverage its best-in- acquiring and » Industry-leading O&M access to low-cost class environmental developing wind and » Consistent record of capabilities lead to capital. policies and risk solar projects, as completing projects low Equivalent Forced » Ability to pursue mitigation strategies. the industry leader under budget and Outage Rates and high opportunistic Employs a in renewable energy » on time. Effective Availability refinancings to multifaceted, proactive generation. Factors. » Wide range of optimize value to approach to managing expertise and know- » Wind Fleet NextEra Energy environmental how in engineering Performance and Partners. protection, and constructing Diagnostics Center » Leverage strong stewardship, projects in a variety of (FPDC) provides relationships with and compliance, conditions. monitoring and investors and the including daily site trending tools to inspections, routine » Maximizes value lending community. increase availability self-assessments and to NextEra Energy and turbine environmental audits. Partners’ facilities profitability. through fleet-wide vendor relationships. » Manages and liaises with power » Purchases and purchase agreement negotiates contracts counterparties to for supplies, parts and structure attractive consumables. long-term contracts and maintain beneficial relationships.

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 17 of 29 NextEra Energy Resources an annual management fee, which includes management, “ operations and administrative services. Resources’ safety

culture encourages We are supported by key corporate functions at NextEra Energy, as well as

operational groups at NextEra Energy Resources. all employees to keep safety“ top NextEra Energy and NextEra Energy Resources’ employees live by three core values: we are committed to excellence, we do the right thing and we treat people of mind. with respect. NextEra Energy Resources believes that achieving success begins with people and is focused on attracting and retaining a diverse, highly skilled and multigenerational workforce to help drive innovative and creative solutions.

Safety

As the operator of almost all of NextEra Energy Partners’ assets, NextEra Energy Resources’ safety culture encourages all employees to keep safety top of mind. NextEra Energy Resources achieves this by:

» Performing baseline hazard assessments at each work location to identify risks and mitigation strategies. These routine assessments ensure corrective measures are developed for newly identified hazards. » Training employees on advanced incident investigation techniques and using root cause identification software. The software helps determine employee, management and system failures and then prompts the user to identify and assign appropriate countermeasures to address the risks. » Using safety committees, as well as an Executive Safety Council, to review and address work-related injury risks. » Requiring all non-bargaining employees to include at least one safety goal as part of their annual performance objectives. In 2019, NextEra Energy Resources had its best-ever safety performance with an Occupational Safety and Health Administration (OSHA) rate of 0.21.

NextEra Energy Resources’ OSHA safety performance rate

0.46 0.39 0.32

0.21

2016 2017 2018 2019

OSHA Recordable Incident Rate equals number of OSHA recordable injuries/ illnesses * 200,000/total hours worked

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 18 of 29 “The local Gas pipeline safety communities located As the operator of almost all of NextEra Energy Partners’ pipeline assets,

near NextEra NextEra Energy Resources is focused on protecting employees, communities and the environment from potential pipeline incidents. NextEra Energy

Partners’ assets Resources achieves this by: benefit from NextEra “ » Analyzing and optimizing pipeline safety for safe operations. Energy’s corporate » Evaluating which safety procedures need improvement and where new giving programs. procedures and regulations are to be implemented. » Enforcing regulations and standards for the design, construction, operation, maintenance and abandonment of pipelines. » Implementing more efficient pipeline technologies. » Ensuring operator training complies with state and federal standards. » Administrating pipeline inspections, damage prevention and emergency response. » Conducting annual emergency response training and drills for each of the pipeline operating areas. » Ensuring appropriate project management and engineering. » Evaluating fitness for service, life-cycle operations and management.

Community engagement

The local communities located near NextEra Energy Partners’ assets benefit from NextEra Energy’s corporate giving programs. In 2019, NextEra Energy and its employees contributed 89,000 volunteer hours and $18 million to support wide-ranging initiatives and causes that contribute to the well-being of the local communities where our projects are located, including the United Way and other nonprofit organizations.

Additional information on NextEra Energy Resources’ safety programs, efforts to attract and retain talent, diversity and inclusion strategy, community projects and community engagement can be found on NextEra Energy’s sustainability website and within the 2020 NextEra Energy ESG Report.

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 19 of 29 We have set big goals, delivered measurable results and held ourselves to high standards for a “very long time.

Our board of directors seeks to protect unitholder rights, enhance unitholder value and ensure successful operation of assets, including Governance the Ninnescah Wind Energy Center in Cunningham, Kansas.

Our governance practices are important to enhance the value of NextEra Energy Partners to unitholders. NextEra Energy Partners is overseen by our board of directors which fosters the long-term success of the company to build unitholder value. We seek to achieve a mix of directors who represent a diversity of background, perspective, skills and experience, including diversity with respect to age, gender and race.

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 20 of 29 “We seek to achieve a Key board attributes and functions: mix of directors who » 29% of the board are women. represent a diversity » 29% of the board are minorities. of background, » Majority of the board are elected by unitholders. perspective, skills » Proxy access provisions.

and experience, » Directors may not serve on boards for more than three other

including diversity public companies. “ » Director common unit ownership policy of five times the non-management with respect to age, director annual cash retainer. gender and race. » Annual board and committee self-assessments. » Independent directors meet regularly in executive sessions. » Director retirement policy. » Regular director education sessions – recent sessions include energy storage, corporate risk and cybersecurity.

Our best-in-class unitholder rights enhance value for our unitholders by giving them the power to elect a majority of the board. Under its partnership agreement with us, NextEra Energy’s voting power is reduced in the election of directors, giving public unitholders the power to elect a majority of the board.

See pages 2-3 of the NextEra Energy Partners’ 2020 Proxy Statement for additional information on our voting process at our annual meetings.

Proxy access

Our partnership agreement provides unitholders proxy access rights. Proxy access rights afford unitholders the right to make director nominations and have those nominees included in our proxy statement at no cost to the unitholders. A group of up to 20 unitholders owning 10% or more of the voting power may nominate up to two directors for election to the board under our proxy access provisions. Two groups of up to 20 unitholders may nominate directors each year, for a total of up to four directors, in addition to the board-approved nominees, for election at any given annual meeting. The holding period for the proxy access requirements are evaluated by the board before each annual meeting to ensure that the proxy access right is available to unitholders. By providing proxy access rights to unitholders, we provide unitholders with a reasonable right to propose board candidates, greater director and board accountability and a safeguard to change an incumbent board for failed performance.

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 21 of 29 Board oversight and committees

Board » The board has oversight over our operations and business activity, including the authority to oversee and direct operations, related-party transactions, dividend decisions and capital investment decisions. The board annually reviews our growth plan and strategy, including risks and opportunities related to the plan and strategy. The board monitors the performance of our business and approves our operating plan. The board regularly interfaces with management and receives periodic reports that include updates on financial, legal and other risk management matters.

Audit Committee » The audit committee is comprised of independent directors and assists Board of the board in its oversight of the integrity of the company’s financial Directors statements and the company’s compliance with related legal and regulatory requirements and corporate policies and controls. The audit committee reviews and assesses the performance of the internal audit function and independent auditors. The board receives regular reports from the audit committee.

Conflicts Committee » The conflicts committee, consisting of all independent directors, reviews and approves any asset sales from NextEra Energy and its subsidiaries to NextEra Energy Partners. The conflicts committee also reviews any material changes to the scope of services provided by NextEra Energy and the fees paid to NextEra Energy under the management services agreement. Potential conflicts of interest generally are referred to the conflicts committee for resolution in the best interest of the company and its unitholders.

We do not currently have a compensation committee NextEra Energy does not allocate compensation between because all employees that support NextEra Energy services for us and services for NextEra Energy. Under the Partners are employed by NextEra Energy or its management services agreement, we pay NextEra Energy subsidiaries and provide services to NextEra Energy an annual management fee, which includes management, Partners under administrative, management and O&M operations and administrative services, including agreements between NextEra Energy Partners and providing individuals to serve as executive officers and NextEra Energy and NextEra Energy Resources. All of directors. our executive officers are also officers of NextEra Energy. Pay from NextEra Energy to our named executive officers, Our executive officers do not receive any additional including the portion that is fixed and variable, is included compensation for their services to our business. NextEra in the 2020 NextEra Energy Proxy Statement. Awards Energy compensates our executive officers for the of NextEra Energy Partners common units are part of performance of their duties as employees of NextEra each of our executive officer’s overall compensation Energy, which includes managing NextEra Energy from NextEra Energy, recognizing the value and benefits Partners. This provides one of our core competitive NextEra Energy enjoys from our continued success. advantages, which is our ability to leverage the substantial These awards represent 7% of each executive officer’s level of service and expertise of the executive officers and long-term performance-based awards under NextEra employees of NextEra Energy.

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 22 of 29 The employees Energy’s compensation program and are paid for by NextEra Energy. The “ compensation committee of NextEra Energy determined that 7% was and contractors of appropriate given the comparative size and market capitalization between NextEra Energy NextEra Energy and NextEra Energy Partners. Additionally, NextEra Energy’s who support us annual incentive plan includes a NextEra Energy Partners’ CAFD goal for our executive officers, as explained in the NextEra Energy proxy statement. are expected to act with the We believe this current structure, including NextEra Energy’s compensation program with long-term NextEra Energy Partners performance-based awards highest standards and CAFD goals in the annual incentive program for shared named executive of personal and officers, is appropriate due to the management services agreement between

professional integrity NextEra Energy and NextEra Energy Partners.

and to comply with Unitholder engagement all applicable laws, “ We engage with unitholders on a regular basis and provide information regulations and through multiple channels. Our unitholder engagement efforts allow us policies. to better understand their priorities and perspectives and enables us to effectively address the issues that matter the most to our unitholders. In 2019, we held more than 75 meetings with more than 156 unitholders, representing 53% of public common units outstanding.

Ethical business conduct

The employees and contractors of NextEra Energy who support us are expected to act with the highest standards of personal and professional integrity and to comply with all applicable laws, regulations and policies. NextEra Energy has three principal codes of conduct that embody these values and help ensure they are upheld: NextEra Energy’s Code of Business Conduct & Ethics, NextEra Energy’s Code of Ethics for Senior Executive and Financial Officers and NextEra Energy’s Supplier Code of Conduct and Ethics. Each year, all employees are required to review the Code of Business Conduct & Ethics and certify compliance via an annual Code of Conduct required training session.

Under NextEra Energy’s Security Trading Policy, short sales, transactions in options, puts, calls or other derivative securities and hedging transactions in NextEra Energy Partners common units are prohibited and, absent extraordinary circumstances, all executive officers are expected to affect any trades in NextEra Energy Partners common units pursuant to approved Rule 10b5-1 trading plans.

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 23 of 29 Risks and opportunities

Risk management

NextEra Energy Partners’ risk management committee provides oversight and support of NextEra Energy Partners’ risk management activities, including performing an assessment of key risks to our business. The committee meets four times per year and, as part of those meetings, discusses top risks, as well as lower-level risks and related mitigation activities, and performs detailed reviews of risks, as appropriate, through the NextEra Energy Partners specific risk register. Risks are assessed based on impact, probability and speed of onset. The committee meets twice a year with the risk lead team, which is comprised of the NextEra Energy Partners’ CEO, chief financial officer and general counsel, to review and provide feedback on the results of the committee’s work.

The corporate risk management committee has established relationships within the risk community and continuously works to ensure our risk program stays current and relevant. In 2019, our committee participated in enterprise risk management roundtables with companies both within and outside of the utility industry.

Emergency preparedness

NextEra Energy is continuously monitoring and preparing for unexpected emergencies or disruptions across both businesses and has teams in place that regularly test its systems, operations and employees to ensure they are prepared to manage the unexpected – whether a weather event, pipeline incident, cyber incident or, as we have experienced recently, a global pandemic. Please refer to the 2020 NextEra Energy ESG Report for information on NextEra Energy’s response to COVID-19.

Climate change risks and opportunities

We understand that climate change poses a serious threat to communities, businesses and ecosystems around the world. We continue to be well- positioned for the opportunities that are expected to arise from the transition to a low-carbon economy. The U.S. economy is in the early stages of a disruptive transformation of its electricity generation mix, with wind, solar and battery storage expected to expand significantly over the coming years and decades. We actively work to continue to position NextEra Energy Partners to be a meaningful participant in reducing carbon emissions in North America.

Together with NextEra Energy Resources, NextEra Energy Partners evaluates the most critical transitional risks and opportunities related to macro-factors, including political, legal and energy market considerations, as well as physical

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 24 of 29 The U.S. economy is risks related to extreme weather, such as rising temperatures or heavy rainfall. “ We believe that the risks in these areas are sufficiently low and well-managed in the early stages given the nature of our renewable energy portfolio, the geographical diversity of a disruptive of our assets and NextEra Energy Resources’ best-in-class operating program.

transformation of its Our diverse portfolio reduces the magnitude of individual project or regional electricity generation deviations from historical resource conditions and provides a more stable mix, with wind, solar stream of cash flows over the long term. In addition, the geographic diversity of our portfolio helps minimize the impact of potential adverse regulatory and battery storage conditions in particular jurisdictions.

expected to expand

significantly over the Cybersecurity risks coming years“ and As owners of critical infrastructure, protection of information and physical decades. assets is of the upmost importance. NextEra Energy Resources has a comprehensive cybersecurity monitoring program for all computer and data networks and actively supports a cyber aware culture, including educating employees about its importance. In 2019 and 2020, all employees, including those who support NextEra Energy Partners, were required to complete a cybersecurity and data privacy training course focused on building techniques for maintaining cyber awareness at work, at home and while traveling. NextEra Energy Resources’ comprehensive, defense-in-depth approach imposes security at multiple layers and our standards for cybersecurity exceed those set by the industry.

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 25 of 29 NextEra Energy Partners’ Stateline Wind Energy Center Conclusion wind turbines on a hill in Umatilla County, , and Walla Walla County,

NextEra Energy Partners is well-positioned to benefit from significant wind and solar growth that is projected in the U.S. With the prospects for future renewable energy development, our long-term growth visibility remains as strong as ever. Our cost of capital and access to capital advantages, including the significant demand from various sources of low- cost private infrastructure capital, provide flexibility to finance this growth over the long-term. These strengths, together with our favorable tax position and enhanced governance rights, leave us uniquely positioned to continue to deliver on our objectives going forward. As we execute on our strategy, we expect to continue to deliver value for our unitholders while providing benefits for the environment and key stakeholders. Leveraging our relationship with NextEra Energy, and the expertise of its management and employees, should enable us to continue to excel on our ESG objectives as we continue to make critically important and strategic clean energy investments.

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 26 of 29 Forward-Looking Statements This report contains “forward-looking statements” within the meaning of the operations and affect or limit its business plans; NEP’s renewable energy federal securities laws. Forward-looking statements are not statements of projects or pipelines may be adversely affected by legislative changes or a historical facts, but instead represent the current expectations of NextEra failure to comply with applicable energy and pipeline regulations; Petroleos Energy Partners, LP (together with its subsidiaries, NEP) regarding future Mexicanos (Pemex) may claim certain immunities under the Foreign Sovereign operating results and other future events, many of which, by their nature, are Immunities Act and Mexican law, and the Texas pipeline entities’ ability to sue inherently uncertain and outside of NEP’s control. In some cases, you can or recover from Pemex for breach of contract may be limited and may be identify the forward-looking statements by words or phrases such as “will,” exacerbated if there is a deterioration in the economic relationship between “may result,” “expect,” “anticipate,” “believe,” “intend,” “plan,” “seek,” the U.S. and Mexico; NEP does not own all of the land on which the projects in “aim,” “potential,” “projection,” “forecast,” “predict,” “goals,” “target,” its portfolio are located and its use and enjoyment of the property may be “outlook,” “should,” “would” or similar words or expressions. You should not adversely affected to the extent that there are any lienholders or land rights place undue reliance on these forward-looking statements, which are not a holders that have rights that are superior to NEP’s rights or the U.S. Bureau of guarantee of future performance. The future results of NEP and its business Land 3 Management suspends its federal rights-of-way grants; NEP is subject and financial condition are subject to risks and uncertainties that could cause to risks associated with litigation or administrative proceedings that could NEP’s actual results to differ materially from those expressed or implied in the materially impact its operations, including, but not limited to, proceedings forward-looking statements. These risks and uncertainties could require NEP related to projects it acquires in the future; NEP’s cross-border operations to limit or eliminate certain operations. These risks and uncertainties include, require NEP to comply with anti-corruption laws and regulations of the U.S. but are not limited to, the following: NEP’s ability to make cash distributions government and Mexico; NEP is subject to risks associated with its ownership to its unitholders is affected by wind and solar conditions at its renewable or acquisition of projects or pipelines that are under construction, which could energy projects; NEP’s business, financial condition, results of operations and result in its inability to complete construction projects on time or at all, and prospects can be materially adversely affected by weather conditions, make projects too expensive to complete or cause the return on an investment including, but not limited to, the impact of severe weather; Operation and to be less than expected; NEP relies on a limited number of customers and is maintenance of renewable energy projects involve significant risks that could exposed to the risk that they may be unwilling or unable to fulfill their result in unplanned power outages, reduced output, personal injury or loss of contractual obligations to NEP or that they otherwise terminate their life; Natural gas gathering and transmission activities involve numerous risks agreements with NEP; NEP may not be able to extend, renew or replace that may result in accidents or otherwise affect NEP’s pipeline operations; expiring or terminated power purchase agreements (PPA), natural gas NEP depends on certain of the renewable energy projects and pipelines in its transportation agreements or other customer contracts at favorable rates or portfolio for a substantial portion of its anticipated cash flows; NEP is on a longterm basis; If the energy production by or availability of NEP’s pursuing the expansion of natural gas pipelines and the repowering of wind renewable energy projects is less than expected, they may not be able to projects that will require up-front capital expenditures and expose NEP to satisfy minimum production or availability obligations under their PPAs; NEP’s project development risks; Terrorist acts, cyberattacks or other similar events growth strategy depends on locating and acquiring interests in additional could impact NEP’s projects, pipelines or surrounding areas and adversely projects consistent with its business strategy at favorable prices; Lower affect its business; The ability of NEP to obtain insurance and the terms of prices for other fuel sources may reduce the demand for wind and solar any available insurance coverage could be materially adversely affected by energy; Reductions in demand for natural gas in the or Mexico international, national, state or local events and company-specific events, as and low market prices of natural gas could materially adversely affect NEP’s well as the financial condition of insurers. NEP’s insurance coverage does not pipeline operations and cash flows; Government laws, regulations and policies insure against all potential risks and it may become subject to higher providing incentives and subsidies for clean energy could be changed, insurance premiums; Warranties provided by the suppliers of equipment for reduced or eliminated at any time and such changes may negatively impact NEP’s projects may be limited by the ability of a supplier to satisfy its NEP’s growth strategy; NEP’s growth strategy depends on the acquisition of warranty obligations, or by the terms of the warranty, so the warranties may projects developed by NextEra Energy, Inc. (NEE) and third parties, which face be insufficient to compensate NEP for its losses; Supplier concentration at risks related to project siting, financing, construction, permitting, the certain of NEP’s projects may expose it to significant credit or performance environment, governmental approvals and the negotiation of project risks; NEP relies on interconnection, transmission and other pipeline facilities development agreements; Acquisitions of existing clean energy projects of third parties to deliver energy from its renewable energy projects and to involve numerous risks; Renewable energy procurement is subject to U.S. transport natural gas to and from its pipelines. If these facilities become state regulations, with relatively irregular, infrequent and often competitive unavailable, NEP’s projects and pipelines may not be able to operate or deliver procurement windows; NEP may continue to acquire other sources of clean energy or may become partially or fully unavailable to transport natural gas; energy and may expand to include other types of assets. Any further NEP’s business is subject to liabilities and operating restrictions arising from acquisition of non-renewable energy projects may present unforeseen environmental, health and safety laws and regulations, compliance with challenges and result in a competitive disadvantage relative to NEP’s which may require significant capital expenditures, increase NEP’s cost of more-established competitors; NEP faces substantial competition primarily

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 27 of 29 from regulated utilities, developers, independent power producers, pension partnership agreement replaces the fiduciary duties that NEP GP and NEP’s funds and private equity funds for opportunities in North America; The natural directors and officers might have to holders of its common units with gas pipeline industry is highly competitive, and increased competitive contractual standards governing their duties; NEP’s partnership agreement pressure could adversely affect NEP’s business; NEP may not be able to restricts the remedies available to holders of NEP’s common units for actions access sources of capital on commercially reasonable terms, which would taken by NEP’s directors or NEP GP that might otherwise constitute breaches have a material adverse effect on its ability to consummate future of fiduciary duties; Certain of NEP’s actions require the consent of NEP GP; acquisitions; Restrictions in NEP and its subsidiaries’ financing agreements Holders of NEP’s common units and preferred units currently cannot remove could adversely affect NEP’s business, financial condition, results of NEP GP without NEE’s consent; NEE’s interest in NEP GP and the control of operations and ability to make cash distributions to its unitholders; NEP’s NEP GP may be transferred to a third party without unitholder consent; The cash distributions to its unitholders may be reduced as a result of restrictions IDR fee may be assigned to a third party without unitholder consent; NEP may on NEP’s subsidiaries’ cash distributions to NEP under the terms of their issue additional units without unitholder approval, which would dilute indebtedness or other financing agreements; NEP’s subsidiaries’ substantial unitholder interests; Reimbursements and fees owed to NEP GP and its amount of indebtedness may adversely affect NEP’s ability to operate its affiliates for services provided to NEP or on NEP’s behalf will reduce cash business, and its failure to comply with the terms of its subsidiaries’ distributions from NEP OpCo and from NEP to NEP’s unitholders, and there indebtedness could have a material adverse effect on NEP’s financial are no limits on the amount that NEP OpCo may be required to pay; Discretion condition; NEP is exposed to risks inherent in its use of interest rate swaps; in establishing cash reserves by NEP OpCo GP may reduce the amount of NEE has influence over NEP; Under the cash sweep and credit support cash distributions to unitholders; NEP OpCo can borrow money to pay agreement, NEP receives credit support from NEE and its affiliates. NEP’s distributions, which would reduce the amount of credit available to operate subsidiaries may default under contracts or become subject to cash sweeps if NEP’s business; Increases in interest rates could adversely impact the price credit support is terminated, if NEE or its affiliates fail to honor their of NEP’s common units, NEP’s ability to issue equity or incur debt for obligations under credit support arrangements, or if NEE or another credit acquisitions or other purposes and NEP’s ability to make cash distributions to support provider ceases to satisfy creditworthiness requirements, and NEP its unitholders; The liability of holders of NEP’s units, which represent limited will be required in certain circumstances to reimburse NEE for draws that are partnership interests in NEP, may not be limited if a court finds that unitholder made on credit support; NextEra Energy Resources, LLC (NEER) or one of its action constitutes control of NEP’s business; Unitholders may have liability to affiliates is permitted to borrow funds received by NEP’s subsidiaries and is repay distributions that were wrongfully distributed to them; Provisions in obligated to return these funds only as needed to cover project costs and NEP’s partnership agreement may discourage or delay an acquisition of NEP 4 distributions or as demanded by NextEra Energy Operating Partners’ (NEP that NEP unitholders may consider favorable, which could decrease the value OpCo) . NEP’s financial condition and ability to make distributions to its of NEP’s common units, and could make it more difficult for NEP unitholders unitholders, as well as its ability to grow distributions in the future, is highly to change the board of directors; The New York Stock Exchange does not dependent on NEER’s performance of its obligations to return all or a portion require a publicly traded limited partnership like NEP to comply with certain of of these funds; NEP may not be able to consummate future acquisitions; its corporate governance requirements; The issuance of preferred units or NEER’s right of first refusal may adversely affect NEP’s ability to consummate other securities convertible into common units may affect the market price for future sales or to obtain favorable sale terms; NextEra Energy Partners GP, NEP’s common units, will dilute common unitholders’ ownership in NEP and Inc. (NEP GP) and its affiliates may have conflicts of interest with NEP and may decrease the amount of cash available for distribution for each common have limited duties to NEP and its unitholders; NEP GP and its affiliates and unit; The preferred units have rights, preferences and privileges that are not the directors and officers of NEP are not restricted in their ability to compete held by, and will be preferential to the rights of, holders of the common units; with NEP, whose business is subject to certain restrictions; NEP may only NEP’s future tax liability may be greater than expected if NEP does not terminate the Management Services Agreement among, NEP, NextEra Energy generate net operating losses (NOLs) sufficient to offset taxable income or if Management Partners, LP (NEE Management), NEP OpCo and NextEra Energy tax authorities challenge certain of NEP’s tax positions; NEP’s ability to use Operating Partners GP, LLC (NEP OpCo GP) under certain specified conditions; NOLs to offset future income may be limited; NEP will not have complete If the agreements with NEE Management or NEER are terminated, NEP may be control over NEP’s tax decisions; A valuation allowance may be required for unable to contract with a substitute service provider on similar terms; NEP’s NEP’s deferred tax assets; Distributions to unitholders may be taxable as arrangements with NEE limit NEE’s potential liability, and NEP has agreed to dividends; and, The coronavirus pandemic may have a material adverse indemnify NEE against claims that it may face in connection with such impact on NEP’s business, financial condition, liquidity, results of operations arrangements, which may lead NEE to assume greater risks when making and ability to make cash distributions to its unitholders. NEP discusses these decisions relating to NEP than it otherwise would if acting solely for its own and other risks and uncertainties in its annual report on Form 10-K for the account; NEP’s ability to make distributions to its unitholders depends on the year ended December 31, 2019 and other SEC filings, and this report should ability of NEP OpCo to make cash distributions to its limited partners; If NEP be read in conjunction with such SEC filings made through the date of this incurs material tax liabilities, NEP’s distributions to its unitholders may be news release. The forward-looking statements made in this report are made reduced, without any corresponding reduction in the amount of the IDR fee; only as of the date of this news release and NEP undertakes no obligation to Holders of NEP’s units may be subject to voting restrictions; NEP’s update any forward-looking statements.

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 28 of 29 NextEra Energy Partners, LP 700 Universe Boulevard, Juno Beach, FL 33408 For more information: NextEraEnergyPartners.com

NextEra Energy Partners | Environmental, Social and Governance 2020 Report Page 29 of 29 Dec. 2020 105999