1. INSTITUTIONAL
PRESENTATION
August, 2014

2. 2
Agenda
►Company Profile
►Financial Performance
►Portfolio Overview
►Value Creation
►Annex – Data

3. 3
Agenda
►Company Profile
►Financial Performance
►Portfolio Overview
►Value Creation
►Annex - Data

4. DISTRIBUTION SEGMENT
GENERATION SEGMENT
4
Equatorial Overview
• Distribution company in the State of
Maranhão
• Annual gross revenues of R$2.5
billion in 2013.
• EBITDA (2013): R$ 560 million
• Energy Losses (2013): 19.2%
• Executed Turnaround
• Thermal Generation Company, 25%
owned by Equatorial;
• Joint installed capacity of 331 MW;
• 240 MW of energy sold at the A-3
auction in 2007;
• Start-up: January 2010;
• EBITDA 2013 (25%): R$ 31 million
• + Opportunistic Investments
• Electricity trading company and
developer of new products and
services
• Experienced executives and well-recognized
in the trading market
• Market intelligence focused in new
opportunities
CELPA
PA MA
• Distribution company in the
State of Pará.
• Annual gross revenues of R$3.4
billion in 2013.
• EBITDA (2013): R$ 113 million
• Energy Losses (2013): 35.5%
• Undergoing Turnaround
TRADING SEGMENT

5. 5
Ownership Structure – Current
• Total no. of shares:
• Share price (08.14.2014):
• Free float:
• ADTV90:
198,447,352
R$ 25.05
77.1% / R$3,833 MM
R$ 17.871 MM
ADTV90 represents the average volume traded in the past 90 days

6. Carlos Piani
Chairman of the Board
Firmino Sampaio
CEO
Eduardo Haiama
CFO & IRO
Tinn Amado
Regulatory Affairs Officer
Ana Marta Horta Veloso
Officer
Felipe Borges
Officer
Luis Otávio Laydner
Officer
Augusto Miranda
Officer
• Officer of Equatorial since January 2013.
• Former Banco Original Legal Officer; Also worked at Ulhoa Canto Lawyers and Mattos Filho.
Management
• Former CEO of Equatorial and CEMAR. Currently, partner at Vinci Partners and CEO of PDG Realty.
• Former CEO of Eletrobrás (1996-2001), CEO and CFO of COELBA (1984-1996);
• Former member of the boards of directors of Furnas, Itaipu Binacional, CHESF, Eletrosul, Gerasul, CEMIG, ENERSUL, CEMAT and Light.
• CFO and IRO of Equatorial since 2008. IRO of CEMAR since 2008;
• Former UBS Pactual equity research senior analyst for the Utilities Segment.
• Regulatory Affairs Officer of Equatorial since April 2008 and of CEMAR since August 2006;
• Former consulting partner of Amado Consultoria; former ANEEL analyst.
• Officer of Equatorial since November 2008.
• Former executive at UBS Pactual and BNDES (Brazilian Development Bank);
• Officer of Equatorial since May 2013.
• Partner at Vinci Partners. Former executive at Banco Pactual and Esso
• Officer of Equatorial since May 2013.
• Currently, CEO at CEMAR since April 2010. Executive at CEMAR since 2004. Over 20 years experience in the sector having worked at COELBA.

7. 7
Agenda
►Company Profile
►Financial Performance
►Portfolio Overview
►Value Creation
►Annex - Data

8. 8
Financial Performance
Since 2004, Equatorial has been presenting an excellent financial performance.
EBITDA (R$ million)
(*) As from 2010, all values are according to IFRS
(**) In 2012, CELPA’s consolidation started as from November.
Consolidated Net Debt and Net
Debt/EBITDA (*)
R$ million / Times
2004 2005 2006 2007 2008 2009 2010 (*) 2011 2012 2013 1S14
Net Revenue 526 6 29 810 8 79 2.346 2 .506 1.799 1.981 2.987 4.715 1.325
EBITDA 85 1 89 341 3 79 784 7 57 510 504 567 586 71
% EBITDA 16% 30% 42% 43% 33% 30% 28% 25% 19% 12% 5%

9. 9
Financial Performance
Quarterly EBITDA
(R$ millions)
R$ (millions) 4Q12 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14
CELPA -377 42 -2 69 70 91 107
CEMAR 124 132 158 161 110 119 136
Geramar 12 8 8 8 7 9 9
EQUATORIAL -258 164 153 228 175 231 242
* Geramar presented on a pro forma basis, since it is no longer consolidated in Equatorial.

10. 10
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Consolidated Dividends (R$ MM) - 54 1 08 151 284 51 1 97 50 3 7 1 8
CEMAR - 54 1 08 112 91 58 2 00 94 7 6 3 8
Light - - - 27 111 56 - - - -
Capital Reduction (holding) - - - - 82 - - - - -
Net Income (R$ MM) 123 2 29 1 19 153 300 207 1 89 160 141 69
CEMAR (31) 234 1 16 117 148 129 2 79 248 385 192
Celpa - - - - - - - - (160) (229)
Geramar - - - - - - 6 1 1 18 -
Equatorial Soluções - - - - - - - - 3 7
Light - - - - 130 79 - - - -
The Consolidated div idends incorporate 100% of CEMAR
2004 2005 2006 2007 2008* 2009 2010 2011 2012 2013
Payout 0% 24% 90% 99% 95% 25% 104% 32% 26% 26%
Dividend Yield N/A N/A 10% 13% 27% 3% 18% 4% 2% 0%
Distributions to Shareholders/Net Income
R$ million
Financial Performance
* 2008 figure includes R$82 million in Capital Reduction

11. 11
Financial Performance
made a longer debt amortization schedule possible…
Debt Amortization Schedule - R$ MM
Short Term 2015 2016 2017 2018 After 2018 Total
CEMAR 447 1 52 2 05 186 217 458 1 .665
Celpa 395 1 85 11 10 8 1.077 1 .686
Total 842 3 37 2 16 196 225 1.535 3 .351

12. 12
Investments
and a significant increase in investments.
Investments - R$ MM
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 1S14
CEMAR 70 232 306 394 465 419 399 497 619 325 173
Celpa - - - - - - - - 42 421 326
Light - - - - 137 141 - - - - -
Geramar - - - - 24 107 16 0,4 0,4 0,1 0,0
Total 70 232 306 394 626 667 415 497 661 746 211

13. 13
Agenda
►Company Profile
►Financial Performance
►Portfolio Overview
►Value Creation
►Annex - Data

14. 14
CEMAR and CELPA comparison
PA MA
CEMAR 2004 2013
Energy Sold GWh 2.593 5.288
Net Revenues R$ MM 495 1 .969
PMSO R$ MM 127 367
PDA + Contingencies R$ MM 47 59
Accounting Ebitda R$ MM 93 4 94
Regulatory EBITDA R$ MM 93 5 60
Net Income R$ MM (31) 192
Dividends R$ MM - 38
Net Debt R$ MM 362 870
Net Debt / Reg. EBITDA times 3,9 1,6
Clients '000 1.161 2.126
PMSO/Client R$/Client 109 173
EBITDA/Client R$/Client 80 2 32
DEC (*) Hours/Year/Client 63,4 18,9
FEC (*) Times/Year/Client 39,3 10,9
Total Losses (*) % 29,9% 19,2%
CAPEX R$ MM 45 2 96
PLPT (**) R$ MM 25 29
(*) Last 12 months
(**) Light For All Program
(***) Values according to IFRS
CELPA 2012 2013
Energy Sold GWh 6.383 7.250
Net Revenues R$ MM 2.350 2.495
PMSO R$ MM 1.069 769
Non-manageable costs R$ MM 1.233 1.049
Accounting Ebitda R$ MM -369 113
Regulatory EBITDA R$ MM -344 113
Net Income R$ MM -697 -229
Net Debt R$ MM 1.219 961
Net Debt / Reg. EBITDA R$ MM N/A 8,5
Clients '000 1.931 2.031
PMSO / Client R$ / Client 553 379
EBITDA/Client R$ / Client N/A 56
DEC (*) Horas / Ano / Cons. 101,6 73,5
FEC (*) Vezes / Ano / Cons. 50,9 3 8,0
Total Losses (*) % 35,0% 35,5%
CAPEX R$ MM 433 361
PLPT (**) R$ MM 46 6 1

15. 15
Highlights (CEMAR)
Required Energy
3,551
6,553
(GWh)
CAGR
7,0%
2004 2013
2,593
5,288
CAGR
8,2%
2004 2013
836
CAGR
12,0%
1,121
2,069
2005 2009 2013
1,161
2,126
CAGR
7,0%
2004 2013
Billed Energy
(GWh)
Number of Clients
(‘000)
Net RAB
(R$ million)

16. 16
Highlights (CELPA)
5,736
11,291
CAGR
7,8%
2004 2013
4,440
7,250
CAGR
5,6%
2004 2013
1,263
2,031
CAGR
5,4%
2004 2013
CAGR
7,4%
829 889
1,472
2003 2007 2011
Required Energy
(GWh)
Billed Energy
(GWh)
Number of Clients
(‘000)
Net RAB
(R$ million)

17. 17
CEMAR: Energy Losses

18. 18
Celpa: Energy Losses

19. 102
72
73
64
55
39
39
40
42
27
28
29
30
30
31
18
21
22
22
22
23
24
19
12
12
14
9
COELCE
SULGIPE
ENERSUL
COSERN
CEB
CEMAR 2013
CEMAR 2011
CEMAR 2012
CEMAR 2010
CELPE
COELBA
CEMAR 2009
CEMAR 2008
CHESP
CEMAR 2007
CEPISA
CEMAT
CEAL
CELTINS
CERON
CELG
CEMAR 2006
CEMAR 2005
CEMAR 2004
ELETROACRE
CELPA 2013
CELPA 2012
DEC (hours)
51
47
38
39
37
32
33
26
23
23
25
20
15
16
17
18
16
14
11
11
12
8
9
9
9
8
5
COELCE
ENERSUL
CELPE
COSERN
COELBA
SULGIPE
CEMAR 2013
CEMAR 2012
CEMAR 2011
CEMAR 2010
CEMAR 2009
CEB
CEAL
CEMAR 2008
CELTINS
CEMAR 2007
CEPISA
CEMAT
CEMAR 2006
CELG
CERON
CEMAR 2005
CHESP
CELPA 2013
CEMAR 2004
ELETROACRE
CELPA 2012
FEC (times)
19
CEMAR and CELPA: DEC/FEC 2013 Evolution Comparison
BETTER
In 2004, CEMAR was the worst in quality indicators.
In 2013, according to ANEEL, it was the 3rd best, in terms of adherence to regulatory targets.

20. 20
CEMAR Turnaround – First Steps
VISION
Be the best and most profitable distribution
company in Brazil.
MISSION
Distribute electricity with quality to promote the
development of Maranhão.
VALUES
Focus in Human Resources
Meritocracy
Obsession to Profit
Dedication to the Client
Ethics and Integrity
Safety
Transparency
CEMAR’s Issues before the acquisition:
• Previous controllers requested bankruptcy
protection;
• High indebtedness, including unpaid energy
purchase, amounting to R$820 million;
• Very low operating margin;
• Worst quality indicators in Brazil;
• Unmotivated employees and managers,
lacking skills to face new challenges;
• Main sector players did not show any
interest in acquiring the company.

21. 21
CEMAR Turnaround
FIRST TURNAROUND WAVE
Reestructuring based on 8 macro initiatives
Recruiting of New Talents;
Variable Compensation;
Operational Reestructuring;
New Investments;
Client Satisfaction;
New IT Infrastructure;
Financial Discipline;
Result-oriented Management.
MA
RS
SC
AP
PR
SP
MG
GO
MT
AC
AM
RR
RO
PI
BA
MA
PA
TO
CE
RN
PE
AL
SE
MS
RJ
ES
DF
PB

22. 22
CEMAR Turnaround
GESTÃO DE RESULTADOS
SETTING CLEAR
GOALS FOR THE
COMPANY AND EVERY
SINGLE EMPLOYEE
INVOLVED PARTIES NEEDS
INVOLVED PARTIES SATISFACTION
Participatory
Management Meritocracy
Financial
recognition for
achieved goals

23. 23
CEMAR – Results Matrix Management / Budgeting
Company Areas Expenses Packages

24. 24
CEMAR Turnaround
SECOND TURNAROUND WAVE
Productivity Gains;
Focus on People;
Result-Oriented Management;
Focus on Safety;
Energy Losses Reduction;
Client Relationship – Improving the Company’s Image;
Improvement in Third Party Management;
Quality Improvement.
MA
RS
SC
AP
PR
SP
MG
GO
MT
AC
AM
RR
RO
PI
BA
MA
PA
TO
CE
RN
PE
AL
SE
MS
RJ
ES
DF
PB

25. 25
CEMAR – Understanding Energy Losses
84,5%
MUNICIPALITY WEIGHT MHW
SÃO LUÍS 45,2% 374.456
MIRANDA 24,0% 198.472
IMPERATRIZ 15,3% 126.857
P. DUTRA 4,9% 40.335
PERITORÓ 4,8% 39.521
CEPISA 2,8% 23.098
COELHO NETO 2,5% 20.387
TOTAL 99,4% 823.126

26. 26
Energy Losses (2008)
16.15%
29.24%
28.18%
11.78%
1.83%
0.74%
0.12% 0.92%
1.06% 13.09%
0.76%
CEMAR – Understanding Energy Losses

27. 27
CEMAR Turnaround – Reducing Energy Losses
Structuring Actions
1) Regularize costumers with quick-fixes
(“gambiarras”);
2) Inspect and update the public lighting data;
3) Install and check the fiscal measurement;
4) Regularize clandestine clients;
5) Assure every client has a metering;
6) Reduce cut off and disconnected clients in the
commercial system;
7) Recall of malfunctioning metering;
8) Check clients being billed by the minimum;
9) Check the Technical Losses percentage;
Maintenance Actions
1) Structure the energy losses matrix;
2) Structure the Unregistered Consumption (“CNR”)
treatment;
3) Avoid administrative losses from the billing system;
4) Assure the Energy Balance operation;
5) Recover metering equipment;
6) Weekly meetings to measure the results of the loss
combating initiatives.

28. 28
CEMAR Turnaround – Reducing Energy Losses
Amount of Actions
(in ‘000s)
2008 2009 2010 2011 2012 2013*
Gambiarras Clandestinos DS LD Recall Minimo
91
390
531
623
708
252
Quick-fix
(“gambiarra”)
Clandestine Minimum

29. 29
CEMAR Turnaround
FOCUS ON PEOPLE CLIENT RELATIONSHIP
Currently, 93% of CEMAR’s Leadership Team is
made of people that were internally promoted
RELATIONSHIP VISIT
• Visit the client and inform about the debt
before cutting its power;
• Respect and good relationship with the
clients.
IMMEDIATE BILLING
• Improved billing quality;
• Measuring and delivery on time;
• Client can follow the whole process.
First and only company from Maranhão to be in the list of
best places to work in Brazil, being part of the ranking for the
third time in a row.
2011 – 92nd Place
2012 – 32nd Place
2013 – 21st Place

30. 30
CEMAR Turnaround
THIRD PARTIES MANAGEMENT
Project Safety Management System;
Integration – Training Team Leaders;
Legal Sustainability Project;
Management Excellence Program
MANAGEMENT EXCELLENCE PROGRAM
CEMAR’s SUPPLIERS
• The Program pillars are aimed at developing and standardize
all third parties:
Operational Management;
Safety;
Supply Management;
Environment;
Social Responsibility
Financial Administrative, and;
Accounting.
COI
INTEGRATED OPERATIONAL CENTER
Maranhão
Area: 332,000 km²
Pop.: 6.7 million
Dens.: 20 pp/km²
• Integration of IT Systems and Teams;
• Productivity Gains
• Modernization.

31. 31
Overcoming Challenging Situations– CEMAR and CELPA
CEMAR CELPA

32. 32
CELPA Turnaround – Main Issues and Initiatives
Complexity of the concession area
Innefficient operational management
Management model, based on the experience in CEMAR;
Variable compensation linked to clear goals
IT Systems
Telecommunications
Geo-referencing the operating assets
Best Practices shared between CEMAR and CELPA
Misunderstanding of the regulatory rules
Review of the regulatory parameters
Priority ranking for the Capex
Asset Base complete analysis
High Energy Losses Energy Losses Reduction Plan
Poor collection rate Collection in Focus
Very high financial leverage Debt Reestructuring: Judicial Recovery concluded in Sep-12
Awful Quality Indicators Quality Improvement in focus
Inadequate Structure and Procurement
Joint procurement and IT infrastructure
Voluntary Dismissal Plan

33. 33
Geramar: Ownership Structure

34. 34
Geramar: Highlights
• Two thermoelectric power plants fueled by high-viscosity heavy oil.
• Location: Miranda do Norte, Maranhão.
• Joint installed capacity of 331 MW.
• 240 MW of energy sold at the A-3 auction in 2007.
• Total fixed annual revenue (for both plants) of R$ 136 million* (in R$ of 2007), during 15 years.
*Revenues adjusted by inflation (IPCA)
• Start-up: January of 2010
• Total CAPEX: R$ 550 million.
• Equatorial’s share of CAPEX (25%): R$137 million. Equity = approximately R$45 million.

35. 35
Agenda
►Company Profile
►Financial Performance
►Portfolio Overview
►Value Creation
►Annex – Data

36. 36
Financial strength and solid
management team with
turnaround experience
Growth prospects and
consolidation opportunities
Result-oriented management
model
High level of
Corporate Governance
Value Creation

37. 37
Agenda
►Company Profile
►Financial Performance
►Portfolio Overview
►Value Creation
►Annex - Data

38. 2,686 GWh
38
CEMAR: Highlights
MA
PI
AP
Distribution company in the State of Maranhão
2.1 million clients (4th largest in the Northeast region)*
Billed energy (2Q14): 2,686 GWh
Annual gross revenues of R$ 2.5 billion in 2013.
Energy Sales (2Q14)
Clients (2Q14)
2.1 million
*Source: ABRADEE
RS
SC
PR
SP
MG
GO
MT
AC
AM
RR
RO
BA
MA
PA
TO
CE
RN
PE
AL
SE
MS
RJ
ES
DF
PB
49.0%
21.3%
21.0%
8.8%
Residential Industrial
Commercial Others
88.9%
6.6% 4.1%
0.4%
Residential Industrial
Commercial Others

39. 39
CEMAR: History
CEMAR under control of
Equatorial
1958-
Jun. 2000
Aug.2000-
Aug.2002
Aug.2002-May
2004
May 2004-
Present
State owned
CEMAR under PPL Global’s
control
ANEEL’s intervention

40. 40
CEMAR: Ownership Structure
Eletrobras Equatorial Energia Others
33.6% 65.1% 1.3%
CEMAR

41. 41
Tariff Review Results
CEMAR 2005 2009 2013
Gross RAB 1.756 2 .247 3 .309
Net RAB 836 1 .121 2 .069
Operating Costs 2 18 2 78 4 28
Regulatory Depreciation 6 8 1 02 1 25
Regulatory EBITDA 157 2 71 3 41
CAIMI - - 45
Regulatory Losses (12-month) 28,0% 25,6% 19,6%
Deliquency Rate 0,5% 0,9% 0,94%
X Factor (ex-ante) 1,19% 1,06% 2,76%
*All values are nominal and in R$ million.

42. 42
CEMAR: Distribution
CEMAR 2004 2005 2006 2007 2008 2009 2010 1S11 (***) 2011 (***) 2012 2013 1S14
Energy Sold GWh 2,593 2 ,793 2 ,917 3 ,223 3 ,347 3 ,566 4,146 2 ,069 4 ,379 4,804 5 ,288 2 ,686
Net Revenues R$ MM 495 6 65 8 10 8 79 9 99 1 ,148 1,756 857 1 ,912 2,348 1 ,969 1 ,001
PMSO R$ MM 127 1 26 1 29 1 26 1 39 1 71 245 1 35 2 91 321 3 67 1 66
PDA + Contingencies R$ MM 47 2 0 1 4 3 0 3 2 3 3 68 2 2 4 6 69 5 9 1 8
Accounting Ebitda R$ MM 93 1 89 3 41 3 79 4 15 4 70 500 2 26 4 82 533 4 94 89
Regulatory EBITDA R$ MM 93 1 89 3 41 3 79 4 15 4 70 500 - 4 70 496 5 60 2 56
Net Income R$ MM (31) 3 59 1 77 2 22 2 27 1 98 279 1 21 2 48 385 1 92 9
Dividends R$ MM - 85 1 65 1 72 1 40 58 2 00 - 94 76 3 8 -
Net Debt R$ MM 362 3 05 2 91 4 21 6 73 7 68 759 9 94 8 98 1 ,102 870 7 69
Net Debt / Reg. EBITDA times 3.9 1 .6 0 .8 1 .1 1 .6 1 .6 1.5 2 .1 1 .9 2.2 1 .6 3 .0
Clients '000 1,161 1 ,254 1 ,349 1 ,438 1 ,535 1 ,688 1,822 1 ,884 1 ,939 2,037 2 ,126 2 ,167
PMSO/Client R$/Client 109 1 01 95 8 8 9 0 1 01 134 71 1 50 158 1 73 77
EBITDA/Client R$/Client 80 1 50 2 53 2 64 2 70 2 78 274 1 20 2 49 262 2 32 41
DEC (*) Hours/Year/Client 63.4 5 4.6 4 2.6 2 8.7 2 7.3 2 3.6 21.8 1 9.6 2 1.4 21.7 1 8.9 1 6.1
FEC (*) Times/Year/Client 39.3 3 2.9 2 4.6 1 9.8 1 6.8 1 5.2 14.1 1 1.5 1 1.6 11.0 1 0.9 1 0.7
Total Losses (*) % 29.9% 29.5% 29.8% 28.7% 28.9% 25.2% 22.0% 21.4% 21.0% 20.7% 19.2% 17.8%
CAPEX R$ MM 45 1 03 1 37 1 99 2 78 2 39 197 1 06 3 22 441 2 96 1 32
PLPT (**) R$ MM 25 1 29 1 69 1 95 1 87 1 80 202 85 1 75 178 29 4 1
(*) Last 12 months
(**) Light For All Program
(***) Values according to IFRS

43. 3,676 GWh
43
Celpa: Highlights
PI
AP
Distribution company in the State of Pará
2.1 million clients
Billed energy (1S14): 3,676 GWh
Annual gross revenues of R$ 3.4 billion in 2013.
Energy Sales (1S14)
Clients (1S14)
2.1 million
RS
SC
PR
SP
MG
GO
MT
AC
AM
RR
RO
BA
MA
PA
TO
CE
RN
PE
AL
SE
MS
RJ
ES
DF
PB
PA
PA
43.0%
17.4%
22.3%
17.3%
Residential Industrial
Commercial Others
85.8%
6.5%
7.5%
0.2%
Residential Industrial
Commercial Others

44. 44
Celpa: History
Celpa under Equatorial’s
control
1962-Jul.1998
Jul.1998-
Oct.2012
Nov.2012-
Present
State owned
Celpa under Grupo Rede’s
control
Feb. 2012
Celpa’s Judicial Recovery
Filing

45. 45
Celpa: Ownership Structure
Equatorial
Energia
CELPA - Centrais
Elétricas do Pará S.A.
96.4% VC
96.2% TC
Minorities
(free float)
3.6% VC
3.8% TC

46. 46
Tariff Review Results
CELPA (in R$ million) 2011
Gross RAB 2.338
Net RAB 1.472
Operating Costs (starting point) 429
Operating Costs (upper limit) 352
Regulatory Depreciation 95
Regulatory EBITDA 253
Deliquency Rate (% GOR) 1.0%
X Factor (ex-ante) 2.42%
Regulatory Losses* 41,55%-34,00%
*Non-technical over low voltage market

47. • 2.1 million clients in 144 municipalities, covering the whole state of
47
Pará (total area 1,247,955 km²)
• Energy sales reached 3,676 GWh in 1S14, 13.4% higher than
1S13’s figures.
• In 2Q14, energy losses from the last 12 months represented 33.0%
of required energy, 3.4 p.p. lower than the 36.4% recorded in 1S13.
• In 2Q14, DEC and FEC for Celpa (accumulated over the last 12 mo
nths) were 56.7 hours, down 34.4%, and 31.5 times, a 30.7%
decrease when compared to indices observed at the end of 1S13.
• More than 352 thousand clients connected through the Light for All
Program.
CELPA: Distribution
CELPA 2012 2013 1S14
Energy Sold GWh 6,383 7,250 3,676
Net Revenues R$ MM 2,350 2,495 1,504
PMSO R$ MM 1,069 769 310
Non-manageable costs R$ MM 1,233 1,049 1,252
Accounting Ebitda R$ MM (369) 113 (58)
Regulatory EBITDA R$ MM (344) 113 250
Net Income R$ MM (697) (229) (227)
Net Debt R$ MM 1,219 961 650
Net Debt / Reg. EBITDA R$ MM N/A 8.5 2 .6
Clients '000 1,931 2,031 2,106
EBITDA/Client R$ / Clients N/A 56 (28)
DEC (*) Hours / Year / Cons. 101.6 73.5 5 6.7
FEC (*) Times / Year / Cons. 50.9 3 8.0 3 1.5
Total Losses (*) % 35.0% 35.5% 33.0%
CAPEX R$ MM 433 361 245
PLPT (**) R$ MM 46 6 1 8 0
(*) Includes Construction Costs/Rev enues
(**) Last 12 months
(***) Light For All Program
All v alues are in accordance with IFRS

48. 48
Eduardo Haiama
CFO and IRO
Thomas Newlands
Investor Relations
Renato Parentoni
Investor Relations
Phone 1: 55 21 3206-6635
Phone 2: 55 21 3206-6607
E-mail: ir@equatorialenergia.com.br
Website: http://www.equatorialenergia.com.br/ir
Contacts

49. ► This presentation may contain forward-looking statements, which are subject to risks and uncertainties, as they
were based on the expectations of Company’s management and on available information. These prospects include
statements concerning the Company’s current intensions or expectations for our clients.
► Forward-looking statements refer to future events which may or may not occur. Our future financial situation,
operating results, market share and competitive positioning may differ substantially from those expressed or
suggested by said forward-looking statements. Many factors and values that can establish these results are
outside Company’s control or expectation. The reader/investor is prevented not to completely rely on the
information above.
► The words “believe, “can, “predict, “estimate, “continue, “anticipate, “intend, “forecast and similar words, are
intended to identify estimates. Such estimates refer only to the date in which they were expressed, therefore the
Company has no obligation to update said statements.
► This presentation does not consist of offering, invitation or request of subscription offer or purchase of any
marketable securities. And, this statement or any other information herein, does not consist of a contract base or
commitment of any kind.
49
Disclaimer