KINDER MORGAN, INC. — Merger & Acquisition 2012

Jan 25, 2012

Filed by Kinder Morgan, Inc.

Pursuant to Rule 425 under the Securities Act of 1933

and deemed filed pursuant to Rule 14a-12

of the Securities Exchange Act of 1934.

Subject Company: El Paso Corporation

Commission File No.: 001-14365

Commission File No. for Registration Statement

on Form S-4: 333-177895

Representatives of Kinder Morgan, Inc (“KMI”) made presentations, including the following presentations, on January 25, 2012 during KMI’s 2012 Investor Conference.

Stable Platforms, Exceptional Growth January 25, 2012

IMPORTANT ADDITIONAL INFORMATION WILL BE FILED WITH THE SEC Kinder Morgan, Inc. (“KMI”) has filed with the SEC a Registration Statement on Form S-4 in connection with the merger agreement providing for the proposed acquisition of El Paso Corporation (“EP”), including a preliminary Information Statement/Prospectus of KMI and a preliminary Proxy Statement of EP. The Registration Statement has not yet become effective. Following the Registration Statement having been declared effective by the SEC, KMI and EP plan to file with the SEC and mail to their respective stockholders a definitive Information Statement/Proxy Statement/Prospectus in connection with the proposed transaction. INVESTORS AND SECURITY HOLDERS ARE URGED TO READ THE REGISTRATION STATEMENT AND THE PRELIMINARY INFORMATION STATEMENT/PROXY STATEMENT/PROSPECTUS AND ANY OTHER RELEVANT DOCUMENTS FILED OR TO BE FILED BY KMI OR EP, INCLUDING THE DEFINITIVE INFORMATION STATEMENT/PROXY STATEMENT/PROSPECTUS, BECAUSE THEY CONTAIN OR WILL CONTAIN IMPORTANT INFORMATION. Investors and security holders are able to obtain free copies of the Registration Statement and the preliminary Information Statement/Proxy Statement/Prospectus and other documents filed with the SEC by KMI and EP through the web site maintained by the SEC at www.sec.gov or by phone, e-mail or written request by contacting the investor relations department of KMI or EP at the following: Kinder Morgan, Inc. El Paso Corporation Address: 500 Dallas Street, Suite 1000 1001 Louisiana Street Houston, Texas 77002 Houston, Texas 77002 Attention: Investor Relations Attention: Investor Relations Phone: (713) 369-9490 (713) 420-5855 E-mail: kmp_ir@kindermorgan.com investorrelations@elpaso.com This communication shall not constitute an offer to sell or the solicitation of an offer to buy any securities, nor shall there be any sale of securities in any jurisdiction in which such offer, solicitation or sale would be unlawful prior to the registration or qualification under the securities laws of any such jurisdiction. No offering of securities shall be made except by means of a prospectus meeting the requirements of Section 10 of the Securities Act of 1933, as amended. PARTICIPANTS IN THE SOLICITATION KMI and EP, and their respective directors and executive officers, may be deemed to be participants in the solicitation of proxies in respect of the proposed transactions contemplated by the merger agreement. Information regarding KMI’s directors and executive officers is contained in KMI’s Form 10-K for the year ended December 31, 2010, which has been filed with the SEC. Information regarding EP’s directors and executive officers is contained in EP’s Form 10-K for the year ended December 31, 2010 and its proxy statement dated March 29, 2011, which are filed with the SEC. A more complete description will be available in the Registration Statement and the Information Statement/Proxy Statement/Prospectus. SAFE HARBOR FOR FORWARD-LOOKING STATEMENTS Statements in this document regarding the proposed transaction between KMI and EP, the expected timetable for completing the proposed transaction, future financial and operating results, benefits and synergies of the proposed transaction, future opportunities for the combined company, the sale of EP’s exploration and production assets, the possible drop-down of assets and any other statements about KMI or EP managements’ future expectations, beliefs, goals, plans or prospects constitute forward looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Any statements that are not statements of historical fact (including statements containing the words “believes,” “plans,” “anticipates,” “expects,” “estimates” and similar expressions) should also be considered to be forward looking statements. There are a number of important factors that could cause actual results or events to differ materially from those indicated by such forward looking statements, including: the ability to consummate the proposed transaction; the ability to obtain the requisite regulatory, shareholder approvals and the satisfaction of other conditions to consummation of the transaction; the possibility that financing might not be available on the terms committed; the ability to consummate contemplated asset sales; the ability of KMI to successfully integrate EP’s operations and employees; the ability to realize anticipated synergies and cost savings; the potential impact of announcement of the transaction or consummation of the transaction on relationships, including with employees, suppliers, customers and competitors; the ability to achieve revenue growth; national, international, regional and local economic, competitive and regulatory conditions and developments; technological developments; capital and credit markets conditions; inflation rates; interest rates; the political and economic stability of oil producing nations; energy markets, including changes in the price of certain commodities; weather conditions; environmental conditions; business and regulatory or legal decisions; the pace of deregulation of retail natural gas and electricity and certain agricultural products; the timing and success of business development efforts; terrorism; and the other factors described in KMI’s and EP’s Annual Reports on Form 10 K for the year ended December 31, 2010 and their most recent quarterly reports filed with the SEC. KMI and EP disclaim any intention or obligation to update any forward looking statements as a result of developments occurring after the date of this document. 2

Use of Non-GAAP Financial Measures KMP The non-generally accepted accounting principles ("non-GAAP") financial measures of distributable cash flow before certain items (both in the aggregate and per unit), segment earnings before depreciation, depletion, amortization and amortization of excess cost of equity investments ("DD&A") and certain items, segment distributable cash flow before certain items, and earnings before interest, taxes and DD&A ("EBITDA") before certain items are included in this presentation. Our non-GAAP financial measures may be different from those used by others, and should not be considered as alternatives to GAAP measures such as net income or any other GAAP measure of liquidity or financial performance. Distributable cash flow before certain items and EBITDA before certain items are significant metrics used by us and by external users of our financial statements, such as investors, research analysts, commercial banks and others, to compare basic cash flows generated by us to the cash distributions we expect to pay our unitholders on an ongoing basis. Management uses these metrics to evaluate our overall performance. Distributable cash flow before certain items also allows management to simply calculate the coverage ratio of estimated ongoing cash flows to expected cash distributions. Distributable cash flow before certain items and EBITDA before certain items are also important non-GAAP financial measures for our unitholders because they serve as indicators of our success in providing a cash return on investment. These financial measures indicate to investors whether or not KMP typically is generating cash flow at a level that can sustain or support an increase in the quarterly distributions we are paying pursuant to the KMP partnership agreement. The partnership agreement requires us to distribute all available cash. Distributable cash flow before certain items, EBITDA before certain items and similar measures used by other publicly traded partnerships are also quantitative measures used in the investment community because the value of a unit of such an entity is generally determined by the unit's yield (which in turn is based on the amount of cash distributions the entity pays to a unitholder). The economic substance behind our use of distributable cash flow before certain items and EBITDA before certain items is to measure and estimate the ability of our assets to generate cash flows sufficient to make distributions to our investors. We define distributable cash flow before certain items to be limited partners' pretax income before certain items and DD&A, less cash taxes paid and sustaining capital expenditures for KMP, plus DD&A less sustaining capital expenditures for Rockies Express, Midcontinent Express, Fayetteville Express, KinderHawk (through second quarter 2011), Eagle Hawk, Red Cedar and Cypress, our equity method investees, less equity earnings plus cash distributions received for Express and Endeavor, additional equity investees. Distributable cash flow before certain items per unit is distributable cash flow before certain items divided by average outstanding units. Segment distributable cash flow before certain items is segment earnings before certain items and DD&A less sustaining capital expenditures. In certain instances to calculate segment distributable cash flow, we also add DD&A less sustaining capital expenditures for Rockies Express, Midcontinent Express, Fayetteville Express, KinderHawk (through second quarter 2011), Eagle Hawk, Red Cedar and Cypress, our equity method investees. We define EBITDA before certain items as pretax income before certain items, plus interest expense and DD&A, including the DD&A of REX, MEP, FEP, KinderHawk (through second quarter 2011), Eagle Hawk, Red Cedar and Cypress, our equity method investees. 3

Use of Non-GAAP Financial Measures – Cont’d 4 "Certain items" are items that are required by GAAP to be reflected in net income, but typically either (1) do not have a cash impact, for example, goodwill impairments, allocated compensation for which we will never be responsible, and results from assets prior to our ownership that are required to be reflected in our results due to accounting rules regarding entities under common control, or (2) by their nature are separately identifiable from our normal business operations and in our view are likely to occur only sporadically, for example legal settlements, hurricane impacts and casualty losses. Management uses this measure and believes it is important to users of our financial statements because it believes the measure more effectively reflects our business' ongoing cash generation capacity than a similar measure with the certain items included. For similar reasons, management uses segment earnings before DD&A and certain items and segment distributable cash flow before certain items in its analysis of segment performance and managing our business. We believe segment earnings before DD&A and certain items and segment distributable cash flow before certain items are significant performance metrics because they enable us and external users of our financial statements to better understand the ability of our segments to generate cash on an ongoing basis. We believe they are useful metrics to investors because they are measures that management believes are important and that our chief operating decision makers use for purposes of making decisions about allocating resources to our segments and assessing the segments' respective performance. We believe the GAAP measure most directly comparable to distributable cash flow before certain items and to EBITDA before certain items is net income. Segment earnings before DD&A is the GAAP measure most directly comparable to segment earnings before DD&A and certain items and segment distributable cash flow before certain items. Our non-GAAP measures described above should not be considered as an alternative to GAAP net income, segment earnings before DD&A or any other GAAP measure. Distributable cash flow before certain items, segment earnings before DD&A and certain items, segment distributable cash flow before certain items and EBITDA before certain items are not financial measures in accordance with GAAP and have important limitations as analytical tools. You should not consider any of these non-GAAP measures in isolation or as a substitute for an analysis of our results as reported under GAAP. Because distributable cash flow before certain items and EBITDA before certain items exclude some but not all items that affect net income and because these measures are defined differently by different companies in our industry, our distributable cash flow before certain items and EBITDA before certain items may not be comparable to similarly titled measures of other companies. Segment earnings before DD&A and certain items and segment distributable cash flow have similar limitations. Management compensates for the limitations of these non-GAAP measures by reviewing our comparable GAAP measures, understanding the differences between the measures and taking this information into account in its analysis and its decision making processes. The maps contained in this presentation have been carefully compiled and printed by Kinder Morgan from available information. Kinder Morgan does not guarantee the accuracy of these maps or information delineated thereon, nor does Kinder Morgan assume responsibility for any reliance thereon. Recipient agrees not to copy, distribute or digitize this map without express consent from Kinder Morgan or its affiliates. For certain financial information in this presentation, a reconciliation of these measures to the most comparable GAAP measures is included in the Appendix to this presentation.

Use of Non-GAAP Financial Measures – Cont’d 5 KMI The non-generally accepted accounting principles, or non-GAAP, financial measure of cash available to pay dividends is presented in this news release. This non-GAAP financial measure should not be considered as an alternative to a GAAP measure such as net income or any other GAAP measure of liquidity or financial performance. Cash available to pay dividends is a significant metric used by us and by external users of our financial statements, such as investors, research analysts, commercial banks and others, to compare basic cash flows generated by us to the cash dividends we expect to pay our shareholders on an ongoing basis. Management uses this metric to evaluate our overall performance. Cash available to pay dividends is also an important non-GAAP financial measure for our shareholders because it serves as an indicator of our success in providing a cash return on investment. This financial measure indicates to investors whether or not we typically are generating cash flow at a level that can sustain or support an increase in the quarterly dividends we are paying. Our dividend policy provides that, subject to applicable law, we will pay quarterly cash dividends generally representing the cash we receive from our subsidiaries less any cash disbursements and reserves established by our board of directors. Cash available to pay dividends is also a quantitative measure used in the investment community because the value of a share of an entity like KMI that pays out all or a substantial proportion of its cash flow, is generally determined by the dividend yield (which in turn is based on the amount of cash dividends the corporation pays to its shareholders). The economic substance behind our use of cash available to pay dividends is to measure and estimate the ability of our assets to generate cash flows sufficient to pay dividends to our investors. We believe the GAAP measure most directly comparable to cash available to pay dividends is income from continuing operations. A reconciliation of cash available to pay dividends to income from continuing operations is provided in this release. Our non-GAAP measure described above should not be considered as an alternative to GAAP net income and has important limitations as an analytical tool. Our computation of cash available to pay dividends may differ from similarly titled measures used by others. You should not consider this non-GAAP measure in isolation or as a substitute for an analysis of our results as reported under GAAP. Management compensates for the limitations of this non-GAAP measure by reviewing our comparable GAAP measures, understanding the differences between the measures and taking this information into account in its analysis and its decision making processes. The maps contained in this presentation have been carefully compiled and printed by Kinder Morgan from available information. Kinder Morgan does not guarantee the accuracy of these maps or information delineated thereon, nor does Kinder Morgan assume responsibility for any reliance thereon. Recipient agrees not to copy, distribute or digitize this map without express consent from Kinder Morgan or its affiliates. For certain financial information in this presentation, a reconciliation of these measures to the most comparable GAAP measures is included in the Appendix to this presentation.

Kinder Morgan 2012 Investor Conference Agenda 8:00 – 8:45 Corporate Overview: Vision – Rich Kinder 8:45 – 9:00 Corporate Overview: Financial Excellence – Park Shaper 9:00 – 9:15 Corporate Overview: Operational Excellence – Steve Kean 9:15 – 9:30 Break 9:30 – 10:15 Natural Gas Pipelines – Tom Martin 10:15 – 10:45 Products Pipelines – Tom Bannigan 10:45 – 11:30 Terminals – Jeff Armstrong 11:30 – 11:45 Kinder Morgan Canada – Ian Anderson 11:45 – 12:30 Lunch 12:30 – 1:00 CO 2 – Tim Bradley 1:00 – 1:30 Financial Review – Kimberly Dang 1:30 – 2:00 Q & A 6

Vision Rich Kinder Chief Executive Officer

Then (first analyst conference - 2001) and Now: Stable Platforms, Exceptional Growth Then (a) Enterprise value of $14B (c) KMP Total distributions of $333MM KMP LP distribution of $1.71/unit (d) 3,569 employees Now (b) (excluding El Paso) Enterprise value of $63B (c) KMP Total distributions of $3.1B KMP LP distribution of $4.98/unit 8,328 employees 2 Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) As of and for the year ended 12/31/2000, representing Kinder Morgan at the time of the inaugural Kinder Morgan analyst day held 1/24/2001 (b) Enterprise value / employees as of and for the year ended 12/31/2011, KMP total distributions / KMP LP distribution per unit represent the budget for 2012 (c) Kinder Morgan Energy Partners, L.P., Kinder Morgan Management, LLC and Kinder Morgan, Inc. combined (d) Split-adjusted

Stayed the Course Focus on stable fee-based assets that are core to North American energy infrastructure — Market leader in each of our business segments Control costs — It’s the investors’ money, not management’s – treat it that way Leverage asset footprint to seek attractive capital investment opportunities, both expansion and acquisition — KMP has completed $11.7 billion in acquisitions and $13.3 billion in greenfield / expansion projects since inception (a) Maintaining a strong balance sheet is paramount — Enables continued access to capital markets to grow the business — KMP accessed capital markets for nearly $26 billion since inception (a,b) 3 (a) From 1997 through 2011 (b) Gross capital issued, $24 billion net of refinancing

4 Kinder Morgan Asset Footprint Note: excludes El Paso (a) 2012 budget (b) 2011 data not available (c) Excludes transload facilities (35) and transmix processing facilities (6) (d) Includes leased capacity Largest independent transporter of petroleum products in the U.S. — Transport ~1.9 MMBbl/d (a) 2 largest transporter of natural gas in the U.S. — Own an interest in / operate over 25,000 miles of natural gas pipeline — Connected to many important natural gas shale plays including Eagle Ford, Haynesville, Fayetteville and Barnett — Largest provider of contracted natural gas treating services in U.S. Largest transporter of CO 2 in the U.S. — Transport ~1.3 Bcf/d of CO 2 (a) 2 largest oil producer in Texas (b) — Produce ~51 MBbl/d of crude oil gross (~34 MBbl/d net) (a) Largest independent terminal operator in the U.S. — Own an interest in or operate ~180 liquids / dry bulk terminals (c) — ~111 MMBbls domestic liquids capacity (d) — Handle ~108 MMtons of dry bulk products (a) • Including 44 MMtons of coal (a) Only Oilsands pipeline serving the West Coast — TMPL transports ~300 MBbl/d to Vancouver / Washington State NGPL GAS STORAGE (KMI) NATURAL GAS PROCESSING NGPL (KMI) NATURAL GAS STORAGE NATURAL GAS PIPELINES PRODUCTS PIPELINES TERMINALS TRANSMIX FACILITIES PRODUCTS PIPELINES GAS TREATERS CO PIPELINES CO OIL FIELDS CRUDE OIL PIPELINES TERMINALS KM HEADQUARTERS PETROLEUM PIPELINES INDICATES NUMBER OF FACILITIES IN AREA PETROLEUM PIPELINES TERMINALS 2 2 nd nd

Kinder Morgan: Three Ways to Invest 5 85MM (86%) 14MM (14%) Distributions in additional i-units / shares KMR (LLC) 99 million shares (a) LP & GP Distributions $1.6B (c) KMI Public Float KMI Cash distributions KMP (Partnership) 238 million units (a) 216MM (91%) KMI (Inc.) 707 million shares (d) Public Float Management / Original S/H Sponsors 22MM (9%) 114MM (16%) 320MM (45%) 273MM (39%) Kinder Morgan Energy Partners, L.P. Market Equity Debt Enterprise Value 2012E LP Distribution per Unit 2012E Total Distributions Kinder Morgan, Inc. Market Equity $22.8B (d) Debt 3.2B (e) Enterprise Value $26.0B 2012E Dividend per Share $1.35 (c) 2012E Total Dividends $956MM (c) Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) As of 12/30/2011; KMP market equity based on ~238 million common units (includes 5.3 million Class B units owned by Kinder Morgan, Inc.; Class B units are unlisted KMP common units) at a price of $84.95, and ~99 million KMR shares at a price of $78.52 (b) Debt balance as of 12/31/2011, excludes the fair value of interest rate swaps, net of cash (c) 2012 budget (d) As of 12/30/2011; KMI market equity based on 707 million shares (assumes full conversion of Class A, B and C shares in to Class P shares) at a price of $32.17 (e) Debt of KMI and its subsidiaries, excluding KMP and its subsidiaries as of 12/31/2011; excludes the fair value of interest rate swaps, purchase accounting and Kinder Morgan G.P., Inc.’s $100 million of Series A Fixed-to-floating Rate Term Cumulative Preferred Stock due 2057, net of cash $28.0B (a) 12.4B (b) $40.4B $4.98 (c) $3.1B (c)

Delivering Consistent Growth Total Distributions (GP + LP) ($MM) KMP Annual LP Distribution per Unit (b) Net Debt to EBITDA (c,d) Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) In 2010, total distributions paid were $2,250 million. These distributions would have been $2,420 million ($170 million greater) if all distributions paid in August 2010 had been cash from operations, rather than a portion being a distribution of cash from interim capital transactions; the GP receives only 2% of distributions of cash from interim capital transactions (b) Annual LP declared distributions, rounded to 2 decimals where applicable (c) Debt is net of cash and excluding fair value of interest rate swaps (d) For KMI, net debt also excludes purchase accounting and Kinder Morgan G.P., Inc.’s preferred stock; distributions received from equity investees net of G&A and sustaining capital expenditures EBITDA 6

Significant Historical Returns (a) 7 KMI: 11.4% Initial Annualized Return (e) KMP: 26% CAGR Since ‘96 (b) KMR: 16% CAGR Since ‘01 (c) (d) Alerian MLP index (e) Annualized total return based on partial year return following IPO on 2/10/2011; partial-year return for period is 10.0% (f) Calculated through 12/30/2011; start dates for 2-year, 3-year, 5-year and 10-year return calculations are 12/31/2009, 12/29/2008, 12/31/2006 and 12/31/2001, respectively $0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 Dec-96 Dec-99 Dec-02 Dec-05 Dec-08 Dec-11 Dollars AMZ (d) = $1,003 KMP = $3,362 S&P 500 = $222 Total Return 2011 2-yr 3-yr (f) 5- yr 10- yr KMP 29% 58% 129% 150% 342% KMR 26% 66% 148% 150% 327% KMI 11% n/a n/a n/a n/a S&P 500 Index Alerian MLP Index MSCI REIT Index Philadelphia UTY Index (f) (f) (f) (e) 2% 17% 49% 1% 33% 14% 55% 173% 95% 324% 9% 40% 79% 7% 224% 19% 26% 39% 20% 119% - - $0 $75 $150 $225 $300 $375 $450 $525 Dec- 01 Dec- 03 Dec- 05 Dec- 07 Dec-09 Dec- 11 KMR = $474 AMZ = $464 Dollars IPO 5/14/2001 S&P 500 = $124 (d) $0 $20 $40 $60 $80 $100 $120 $140 Dec 10 Feb- 11 Apr- 11 Jun- 11 Aug 11 Oct- 11 Dec - Dollars IPO 2/10/2011 UTY = $117 KMI = $110 MSCI = $104 S&P 500 = $97 - - 11 Source: Bloomberg (a) Total returns calculated on daily basis through 12/30/2011, except where noted; assumes dividends / distributions reinvested in index / stock / unit (b) Start date 12/31/1996 (c) Start date 5/14/2001: KMR initial public offering; KMP CAGR over same period is 16%

Promises Made, Promises Kept 8 Promises Made Promises Kept KMP achieved LP distribution target in 11 out of 12 years (a) On a paid basis; KMI paid a prorated dividend for 1Q 2011 of $0.14 per share on 5/16/2011; based on a full quarter, the dividend amounts to $0.29 per share KMP Budgeted LP Distribution: KMI Budgeted Dividend: 2000: $1.60 2001: $1.95 2002: $2.40 2003: $2.63 2004: $2.84 2005: $3.13 2006: $3.28 2007: $3.44 2008: $4.02 2009: $4.20 2010: $4.40 2011: $4.60 2011: $1.16 (a) 2000: $1.71 2001: $2.15 2002: $2.435 2003: $2.63 2004: $2.87 2005: $3.13 2006: $3.26 2007: $3.48 2008: $4.02 2009: $4.20 2010: $4.40 2011: $4.61 2011: $1.18 (a) KMP Actual LP Distribution: KMI Actual Dividend:

Kinder Morgan 2012 Goals (Excludes El Paso) KMP (a) Distribution Target — $4.98 per unit (8.0% growth) — Excess coverage of $71MM Maintain Solid Balance Sheet — Yr-end 2012 debt / EBITDA = 3.4x — Expansions / acquisitions financed 50% equity, 50% debt KMI (a,b) Dividend Target (declared) — $1.35 per share (12.5% growth) — $985MM in cash available for dividends Maintain Solid Balance Sheet — Yr-end 2012 debt / distributions received less G&A = 2.1x 9 Operate all of our assets in a safe, compliant and environmentally sound manner (a) Excludes any impact from the proposed acquisition of El Paso by KMI (b) KMI previously announced that if the El Paso transaction were to close on January 1, 2012, KMI would expect to pay dividends per share of around $1.45 for 2012; since the transaction will not be in effect for the full year 2012, KMI’s actual dividend in 2012 will likely be less than $1.45

KMP

Well-Diversified Cash Flow $1,303MM segment EBDA (d) — 41% Interstate — 59% Intrastate (e) $735MM segment EBDA (d) — 52% Pipelines — 44% Associated Terminals — 4% Transmix $1,381MM segment EBDA — 26% CO 2 transport and sales — 74% oil production related — Production hedged (b) : 2012=77% ($91) (c) 2013=51% ($92) 2014=31% ($93) 2015=13% ($98) $757MM segment EBDA — 54% Liquids — 46% Bulk CO 2 Terminals Products Pipelines Natural Gas Pipelines 2012E KMP Segment Earnings before DD&A = $4.4 billion (a,d) $201MM segment EBDA 11 (KMP) Kinder Morgan Canada Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) Budgeted 2012 segment earnings before DD&A excluding certain items (b) Percent of estimated net crude oil and heavy natural gas liquids production; see slide 34 for further detail (c) 2012 budget assumes an $93.75/Bbl price on unhedged barrels (d) Includes $171 million of depreciation for Natural Gas Pipelines JVs REX, MEP, FEP, Eagle Ford (Copano), EagleHawk and Red Cedar, and Products Pipelines JV Cypress (e) Includes upstream assets

Stable Asset Base Natural Gas Pipelines Products Pipelines CO 2 Terminals Kinder Morgan Canada Volume Security – Interstate: virtually all take or pay – Intrastate: ~75% take or pay (a) – Volume based – S&T: primarily minimum volume guarantee – Take or pay, minimum volume guarantees, or requirements – Essentially no volume risk Avg. Remaining Contract Life – Transportation: 8.0 yrs – Not applicable – S&T: 4.0 yrs – Liquids: 4.0 yrs – Bulk: 3.8 yrs – 2.0 yrs (b) Pricing Security – Interstate: primarily fixed based on contract – Intrastate: primarily fixed margin – PPI + 2.65% – S&T: 70% of revenue protected by floors – O&G: volumes 77% hedged (c) – Based on contract; typically fixed or tied to PPI – Fixed based on toll settlement Regulatory Security – Interstate: regulatory return mitigates downside; may receive higher recourse rates for increased costs – Intrastate: essentially market-based – Pipeline: regulatory return mitigates downside – Terminals & transmix: not price regulated (d) – Primarily unregulated – Not price regulated (d) – Regulatory return mitigates downside Commodity Price Exposure – Interstate: no direct – Intrastate: limited – No direct – Full-yr impact is $5.8MM in DCF per $1/Bbl change in oil price – No direct – No direct Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) Transportation for intrastate pipelines includes term purchase and sale portfolio (b) Assumes 1-year rate 2012 settlement on Trans Mountain (c) Percent of 2012 expected production, includes heavier NGL components (C4+) (d) Terminals not FERC regulated, except portion of CALNEV 12 (KMP)

2-3% Annual Distribution Growth without Investment Current Environment Products Pipelines PPI escalator + Renewables handling + Volumes ~ Terminals Annual escalator + Volumes & ancillary charges + Renewing contracts + Current Environment CO 2 Higher price on oil hedges + Higher overall oil / NGL prices + Recontracting CO 2 supply + Oil / NGL volumes ~ Natural Gas Volume growth (shale & power) + Gathering, processing & treating + Intrastate margins ~ Storage margins – Transport renewals – Storage renewals + 13 Note: excludes any impact from the proposed acquisition of El Paso by KMI (KMP)

2012 Growth Expenditures Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) Includes equity contributions to joint ventures of $233 million (b) Includes growth capital expenditures for Kinder Morgan Canada of $10 million (c) Includes acquisitions of $108 million Natural Gas Pipelines (a) Products Pipelines (a,b) Terminals (a,b,c) CO 2 Oil Production 2012E Total KMP Growth Expenditures = $1.7 billion (a,b,c) 14 (KMP) CO 2 S&T 15% 19% 40% 9% 17%

Natural Gas Pipelines Growth Drivers 2012 Growth Drivers: Growth and full year contribution on Kinder Hawk Full year contribution from Eagle Hawk and SouthTex Eagle Ford shale development (on standalone basis, and under JVs with Copano and BHP) Full year of higher throughput on Fayetteville Express (FEP) pipeline (volume ramp through 2011) West Clear Lake storage contract rollover Longer-term Growth Drivers: Natural gas is the logical fuel of choice — Cheap, abundant, domestic and clean Demand growth and shifting supply from multiple basins lead to: — Pipeline / storage expansions and extensions (e.g. Eagle Ford) — Greenfield development — Optionality of deploying portions of existing footprint in different product uses Expand service offerings to customers (e.g. treating and G&P) LNG exports Acquisitions Well-positioned in the Rockies, shales and in Texas 15 (KMP) Note: excludes any impact from the proposed acquisition of El Paso by KMI TransColorado 2 2 KMTP KMTejas KMIGT Trailblazer 2 KMLP REX REX FEP MEP KinderHawk Eagle Ford NATURAL GAS PIPELINES NATURAL GAS STORAGE NATURAL GAS PROCESSING KM HEADQUARTERS ( 2 ) # OF FACILITIES IN AREA GAS TREATERS (KMP)

Products Pipelines Growth Drivers 2012 Growth Drivers: PPI tariff escalator Modest organic volume growth Initial year of Crude and Condensate operations, Cochin E/P project, and terminal projects including new tank expansions for refined products and biodiesel blending services Longer-term Growth Drivers: Development of shale play liquids infrastructure — Condensate transportation, processing and storage services from Eagle Ford • Condensate processing facility located in Houston Ship Channel, in- service Jan-2014 — Crude / condensate service on Cochin Parkway Pipeline in-service 2013 Increased fuel export opportunities RFS (a) increases demand for storage and ancillary services — Ethanol and biodiesel growth including terminals and pipeline expansions Tariff index adjustments / organic volume growth Tuck-in acquisitions Well-located with origin in refinery / port hubs and terminus in population centers (a) RFS (U.S. Renewable Fuels Standard) requires an increase in use of renewable fuels, from 15 Bgal/yr in 2012 to 36 Bgal/yr in 2022 16 Pacific WCT Northern 2 Pacific CALNEV Cypress Central Florida 2 Cochin 2 KMCC Parkway Pipeline Proposed Condensate Processing Plantation 2 4 3 2 2 PRODUCTS PIPELINES PRODUCTS PIPELINES TERMINALS TRANSMIX FACILITIES ( 2 ) INDICATES NUMBER OF FACILITIES IN AREA PIPELINES UNDER CONSTRUCTION CONDENSATE PROCESSING FACILITY (KMP)

Terminals Growth Drivers 2012 Growth Drivers: Increase in rates on existing contracts Higher coal throughput Full year of 2011 acquisitions (Cushing, Total, Watco) and expansion projects (Carteret, Cushing, Deer Park, Port of Houston) Partial benefit from over $650 million in 2012 expected growth expenditures Longer-term Growth Drivers: Newbuild and expansion of export coal and petcoke terminals (IMT, Houston, Whiting) Expansions and higher rates at well- located, high-connectivity terminals Petroleum exports Canadian crude oil merchant tankage Increase in use of renewable fuels (a) leads to ethanol / biofuel expansion Acquisition of terminals from “mom and pop” owners and from majors Well-located in refinery / port hubs and inland waterways 17 (a) RFS (U.S. Renewable Fuels Standard) requires an increase in use of renewable fuels, from 15 Bgal/yr in 2012 to 36 Bgal/yr in 2022 TERMINALS KM HEADQUARTERS # OF FACILITIES IN AREA (KMP)

CO 2 Growth Drivers 2012 Growth Drivers: Higher overall oil / NGL prices CO 2 S&T price increases Relatively flat oil production Longer-term Growth Drivers: Strong demand for CO 2 — Expansion of CO 2 source fields and pipelines • Expect to execute several large, long-term CO 2 S&T contracts — Higher rates and better terms on new/renewed CO 2 S&T contracts Billions of barrels of domestic oil still in place to be recovered at SACROC, Yates and Katz 18 (KMP) CO 2 PIPELINES CO 2 OIL FIELDS CRUDE OIL PIPELINES KM HEADQUARTERS CO 2 SOURCE FIELDS Own and operate best source of CO 2 for EOR

Kinder Morgan Canada Growth Drivers 2012: Extending new toll settlement on Trans Mountain pipeline (TMPL); results in relatively flat financial performance between 2011 and 2012 Longer-term Growth Drivers: Expand Oilsands export capacity to West Coast and Asia — TMPL is lowest-cost option with ability to do staged expansions, or one large expansion — Open season underway for firm commitments to major expansion Expanded dock capabilities (Vancouver) Sole oil pipeline from Oilsands to West Coast / export markets 19 (KMP) KM HEADQUARTERS PETROLEUM PIPELINES PETROLEUM PIPELINES TERMINALS # OF FACILITIES IN AREA

KMI

Overview – 99% of Cash Comes from KMP Limited capital expenditures at KMI Stock ownership: — Public – 16% — Rich Kinder, other management and original stockholders – 39% — Sponsors – 45% In 2012: — KMI expects to receive $1.6 billion in distributions — $985 million budgeted cash available for dividends after paying cash taxes, cash interest and G&A General Partner interest receives incentive distributions from KMP KMI owns ~11% of total limited partner interests 21 Interests in KMP (c) 2012E KMI Total Cash Receipts = $1.6 billion (a) (KMI) Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) 2012 budget (b) 20% equity interest; KMI is operator of Natural Gas Pipeline Company of America (c) As of 12/31/2011; includes: (i) general partner interest, (ii) 21.7 million KMP units and (iii) 14.1 million KMR shares GP Interest 88% LP Interest 11% NGPL 1% (b)

Growth in KMP Distributions Leads to KMI Growth Growth in KMP Distributions Received by KMI 22 (KMI) Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) 2012 budget $1,600 $1,400 $1,200 $1,000 $800 $600 $400 $200 $0 $1,380 $1,585 $1,217 $1,340 $163 $181 $64 $4.61 $4.98 2011 actual 2012 budget Budgeted 8% growth in KMP Distribution per LP Unit LP interests GP interest GP Distribution on Additional 16MM KMP Units An 8% increase in the annualized LP distribution per unit from $4.61 to $4.98 with a 16MM unit increase in KMP units outstanding results in an increase of 15%, or $205MM, in total distributions to KMI (a)

El Paso Update

Strong Asset Base (a) Horizon NGPL Pacific Northern TransColorado 2 Pacific CALNEV KMCO 2 2 KMTP KMTejas Wink SACROC Yates 9 5 2 3 2 Plantation Cypress 4 Central Florida 7 3 2 2 4 3 2 2 4 3 KMIGT Trailblazer 2 Cochin Express Platte Trans Mountain Claytonville 2 4 KMLP REX REX MEP 2 FEP 2 2 2 3 2 2 KinderHawk 2 2 3 Katz Eagle Ford ESPL 2 Puget Sound NGPL (KMI) NGPL GAS STORAGE (KMI) PRODUCTS PIPELINES (KMP) PRODUCTS PIPELINES TERMINALS (KMP) TRANSMIX FACILITIES (KMP) NATURAL GAS PIPELINES (KMP) NATURAL GAS STORAGE (KMP) NATURAL GAS PROCESSING (KMP) CO 2 PIPELINES (KMP) CO 2 OIL FIELDS (KMP) CRUDE OIL PIPELINES (KMP) TERMINALS (KMP) KM HEADQUARTERS PETROLEUM PIPELINES (KMP) PETROLEUM PIPELINES TERMINALS (KMP) ( 2 , 3 , 8 ) INDICATES NUMBER OF FACILITIES IN AREA GAS TREATERS (KMP) EL PASO PIPELINES 24 (a) Shows all current Kinder Morgan assets and El Paso pipeline assets

El Paso Transaction Timeline El Paso E&P sale process under way — Targeting closing all or a material portion of E&P asset portfolio around time of closing of El Paso acquisition Integration plan being developed – targeting $350 million of synergies Expect Q1 2012 shareholder meetings HSR review underway — Pre-merger notifications filed — 2 request received — Providing additional information to FTC Expect Q2 2012 closing 25 nd

Dividend and Distribution Growth Targets KMI Current targets excluding El Paso Declare budgeted 2012 dividends of $1.35 per share (12.5% growth) Targeted 10% long-term dividend growth rate Targets including El Paso Estimate $1.45 per share dividend paid had El Paso transaction closed at the beginning of 2012 — Since the transaction will not be in effect for the full year 2012, KMI’s actual dividend in 2012 will likely be less than $1.45 per share — Also have converted to declared basis from paid basis (for comparison $1.35/sh declared = $1.30/sh paid) Targeted 12.5% long-term dividend growth rate through 2015 KMP Current targets excluding El Paso Declare budgeted 2012 LP distributions of $4.98 per unit (8.0% growth) Targeted 5% long-term distribution growth rate Targets including El Paso Targeted 7% long-term distribution growth rate, driven by expected dropdowns resulting from the EP transaction 26

Unparalleled asset footprint Established track record Industry leader in all business segments Experienced management team Supportive general partner Transparency to investors Attractive returns driven by combination of yield plus growth 27 KMI, KMP & KMR: Attractive Value Proposition

Financial Excellence Park Shaper President

($ in billions) Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) Includes equity contributions to joint ventures (b) 1998 – 2011, does not include 2012 budget Total Invested by Type (a,b) Total Invested by Segment (a,b) 29 Total Invested by Year (a) ~$25B of Growth Capital Invested at KMP (a,b)

How We Have Done: KMP Returns on Capital 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Segment ROI (a) : Products Pipelines 11.9% 11.8% 12.8% 12.9% 12.4% 11.6% 11.8% 13.2% 12.5% 13.4% 13.7% 12.9% Natural Gas Pipelines 13.3 15.5 12.9 13.5 14.0 15.5 16.7 17.5 16.9 14.0 11.9 11.9 CO 2 27.5 24.6 22.0 21.9 23.8 25.7 23.1 21.8 25.9 23.5 25.7 26.2 Terminals 19.1 18.2 17.7 18.4 17.8 16.9 17.1 15.8 15.5 15.1 14.6 14.3 Kinder Morgan Canada -- -- -- -- -- -- -- 11.0 12.1 12.8 13.7 14.1 KMP ROI 12.3% 12.7% 12.6% 13.1% 13.6% 14.3% 14.4% 14.1% 14.9% 13.9% 13.5% 13.5% KMP Return on Equity 17.2% 19.4% 20.9% 21.7% 23.4% 23.9% 22.6% 22.9% 25.2% 25.2% 24.3% 24.0% Note: a definition of these measures may be found in the Appendix to this presentation (a) G&A is deducted to calculate the KMP ROI, but is not allocated to the segments and therefore not deducted to calculate the individual Segment ROI 30

KMP Cost of Capital Operated Cost of capital varies over time: — Current ~7.2% (a) — 2011 analyst conf 7.8% — 2010 analyst conf 8.8% — 2009 analyst conf 9.8% — 2008 analyst conf 9.0% — 2004 analyst conf 8.3% — 2003 analyst conf 9.1% — 2002 analyst conf 8.2% Long-term cost of capital ~9% — Well in excess of long-term cost of capital Delivered attractive returns to LP investors Supportive GP — GP has demonstrated willingness to forego distributions for transitional time period for appropriate acquisitions or expansions (e.g., KinderHawk) — If we get to a point where we cannot deliver attractive returns to LP investors, we would consider other options 31 (a) Targeted unlevered returns typically 12-15% for pipelines (higher for CO 2 ) in “50/50 splits” since 1997 As of 12/30/2011; calculation of current cost of capital can be found in the Appendix to this presentation

KMP Access to Capital Issued ~$25.8 billion of capital at KMP in the public markets since inception (a) — ~$11.9 billion in equity raised (a) — ~$13.9 billion in KMP long-term debt (~$12.1B net of refinancing) Accessed in difficult markets — Sep’01 to Sep’02 ~$1.9 billion in equity and debt issued (a) — Aug’07 to Dec’09 ~$7.6 billion in equity and debt issued (a) Limited equity issuance needed in 2012 — KMR dividend = ~$491 million in 2012 — KMP $385 million public secondary offering(s) / ATM program 32 Note: all figures as of 12/31/2011; excludes any impact from the proposed acquisition of El Paso by KMI (a) Includes KMR share dividends

KMR 101 (a) Discount Has Narrowed, But Still Wide KMR Discount to KMP Management Purchases of KMR / KMP (c) (a) All figures through / as of 12/30/2011; see footnotes on slide 7 for explanation of total return calculations (b) Calculation of share dividend: KMP quarterly cash distribution per unit divided by KMR 10-day average price prior to x-date = fractional share paid for every KMR share owned, e.g. $1.16 / $65.986 = 0.017579 share; example reflects actual KMR share dividend calculated for 3Q 2011 paid on 11/14/2011; refer to KMP 3Q 2011 10-Q for more information (c) Purchase of KMR shares and KMP units by directors and officers of KMR/KMP since the KMR IPO in 2001, as reported in SEC Form 4 filings; 7:1 ratio excludes one open market purchase of KMP units relating to an arrangement requiring cash distributions for payment of interest 33 KMR is KMP KMR shares are pari passu with KMP units KMR dividend equal to KMP cash distribution, but paid in additional shares; effectively a dividend reinvestment program (b) Like KMP units, KMR shares are tax efficient — but with simplified tax reporting (no K-1s, UBTI) KMR is a significant entity KMR market cap = $7.7 billion, ~30% of total KMP capitalization ~$20 million in daily liquidity KMR has generated a 15.8% compound annual total return since ‘01 IPO, vs. 16.1% for KMP Although the KMR trading discount to KMP has narrowed, at 7.6% it still leaves substantial room for improvement EP transaction expected to lead to more KMR issuance Highlighting the security and further improving liquidity Potential for KMP to become self-funding through KMR dividend Possibility of KMR share buybacks if quarterly dividends exceed equity funding needs Insiders prefer KMR Management has purchased KMR at a rate of about 2:1 vs. KMP, or almost 7:1 excluding one transaction (c) -20% -15% -10% -5% 0% 5% 10% Dec-01 Dec-03 Dec-05 Dec-07 Dec-09 Dec-11 $0 $2 $4 $6 $8 $10 KMR KMP $8.1 $4.5 (millions) IPO 5/14/2001

KMP CO 2 Oil Production Hedge Profile Avoid businesses with direct commodity exposure Hedge CO 2 BOE equivalent — Targeted minimum hedge amounts: Current Year: 70% Year 2: 50% Year 3: 30% Year 4: 10% Net Oil Production 34 77% 51% 31% 13% 0 10 20 30 40 2012 2013 2014 2015 Avg Hedge Px WTI & WTS ($/Bbl) (a) $90.64 $92.23 $93.40 $98.11 Hedged Unhedged % Hedged (a) Where collars are used, pricing incorporated into average hedge price is the collar floor; for swaps and puts, strike price net of premium is used (b) Net equity production: 2012 = budget; 2013-2016 = based on Netherland, Sewell reserve report plus Katz project estimated barrels; includes heavier NGL components (C4+)

KMP Risks Regulatory — Pacific Products Pipeline FERC / CPUC cases — Periodic rate reviews — Unexpected policy changes Crude Oil Production Volumes Crude Oil Prices — 2012 budget assumes $93.75/Bbl realized price on unhedged barrels — 2012 sensitivity is ~$5.8 million DCF per $1/Bbl change in crude oil prices Economically Sensitive Businesses (e.g., steel terminals) Environmental Terrorism Interest Rates — ~50% floating rate debt — The full-year impact of a 100-bp increase in rates equates to an approximate $65 million increase in interest expense 35 Note: excludes any impact from the proposed acquisition of El Paso by KMI

KMP Focused on Distribution Growth History of Delivering Distribution Growth (a) : — 1-year growth = 4.8% — 3-year growth = 4.7% — 5-year growth = 7.2% Annual LP Distribution Per Unit (b) Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) Compound annual growth in KMP LP distributions per unit for the 1-year, 3-year and 5-year periods ending 12/31/2011 (b) Annual LP distribution, rounded to 2 decimals where applicable 36 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012E $0.63 $0.94 $1.24 $1.42 $1.71 $2.15 $2.44 $2.63 $2.87 $3.13 $3.26 $3.48 $4.02 $4.20 $4.40 $4.61 $4.98

KMP Drives KMI Growth Substantial cash flow Minimal capital expenditures at KMI level Strong balance sheet Growing distributions and investment at KMP drive KMI dividend growth KMP Cash Distributions Received by KMI 37 GP Interest LP Units Owned $65 $77 $85 $96 $100 $96 $104 $127 $140 $152 $163 $181 $58 $113 $208 $278 $336 $406 $492 $529 $635 $830 $967 $1,087 $1,218 $1,404 $3 $6 $40 $68 $153 $273 $355 $421 $502 $592 $625 $739 $957 $1,107 $1,239 $1,381 $1,585 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012E (a) $40 ________ Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) In 2010, total distributions paid to KMI (GP + LP) were $1,032 million. These distributions to KMI would have been $1,202 million ($170 million greater) if all distributions paid in August 2010 had been cash from operations, rather than a portion being a distribution of cash from interim capital transactions; the GP receives only 2% of distributions of cash from interim capital transactions

Operational Excellence Steve Kean Chief Operating Officer

Operations Goals – Safe, Reliable, Efficient Operations Continuous reduction in risk to the public, employees, contractors, assets and the environment Continuous improvement in the efficiency and productivity of existing operations Establish culture of excellence in operations 39 Well-executed expansions and effective integration of acquired operations

Efficiency Part of weekly asset review — Throughput — Operating costs (including energy use and L&U) — Sustaining capex updates Detailed, “bottoms up” budget process for operating expenses and sustaining capex — Separately identify safety and compliance needs; separately track spending on those items Shared best practices on common activities — Working groups — Quarterly KM operations meeting 40

KM Operating Efficiency G&A per MMDth Natural Gas Received O&M per MMDth Natural Gas Received 41 Source: third party analysis $- $0.01 $0.02 $0.03 $0.04 $0.05 $0.06 $0.07 $0.08 $0.09 $0.10 Company A Company B Company C Company D Company E Company F Company G Company H KM- Line operated - $0.05 $0.10 $0.15 $0.20 $0.25 $0.30 $0.35 $0.40 $0.45 $0.50 Company A Company B Company C Company D Company E Company F Company G Company H KM operated Line $ -

Implementation Plan Immediate Risk Reduction ROW protection programs Liquids pipeline O&M re-write EHS (environmental, health and safety) “boot camps” in Terminals Audits and assessments (annual program) Acceleration of certain pipeline integrity work PSM / RMP compliance (a) Tank and in-facility pipe integrity program Terminals SQE (safety, quality and environmental) ongoing Separate review of high consequence assets and operations Continuous Improvement Systems Improvement and extension Measuring, meeting, adjusting Training Auditing Working Groups – share best practices across Kinder Morgan Systems-making Compliance Routine Addressing operations performance in our existing processes — Operations Management System — Annual budget — Compensation — QBR’s — Operations quarterly meetings — Monthly business unit meetings — Monthly major projects review — Weekly asset meetings Compliance systems — OpsInfo extension (2008 – 11) — Datastream — Petris — Audit tracking system — Exceptions reported to business unit management Incident and near miss reporting systems — ERL — STARS — Incident Review Committee 42 (a) “PSM” = Process Safety Management “RMP” = Risk Management Plan

Compliance Summary Key elements: 1. Clear statement of requirement, assignment of responsibility and deadline for completion, and 2. Exception reporting to management Performance: — OpsInfo expanded to nearly 114,000 compliance actions per year • Timely compliance: 99.5% in 2011 Other items tracked: regulatory changes, audit exceptions tracked and closed 43

Compliance Summary – Cont’d 44 (a) “SPCC” = Spill Prevention Control and Countermeasures (b) “PSM” = Process Safety Management “RMP” = Risk Management Plan Business Unit Env. Permits Hazardous Waste / Transport SPCC (a) Safety PSM / RMP (b) DOT and DOT Maintenance Security Contractors Damage Prevention Natural Gas Pipelines OpsInfo INFOR EAM OpsInfo INFOR EAM OpsInfo ISNetworld Petris Products Pipelines OpsInfo OpsInfo OpsInfo OpsInfo OpsInfo ISNetworld Petris Terminals OpsInfo OpsInfo OpsInfo OpsInfo OpsInfo ISNetworld Petris Kinder Morgan Canada OpsInfo & IVARA OpsInfo for Trans Mountain & IVARA for Platte & Express Regulations are Not Applicable OpsInfo & IVARA IVARA ISNetworld Petris CO 2 OpsInfo OpsInfo OpsInfo INFOR EAM OpsInfo ISNetworld Petris

Incidents & Releases: Liquids Pipeline ROW Liquids Pipeline Incidents per 1,000 Miles (a) Liquids Pipeline Release Rate (a) 45 Note: KM totals exclude non-DOT jurisdictional CO2 Gathering and Crude Gathering for compatibility with industry comparisons (a) Failures involving onshore pipelines that occurred on the ROW, including valve sites, in which there is a release of the liquid or carbon dioxide transported resulting in any of the following: (1) Explosion or fire not intentionally set by the operator (2) Release 5 barrels or greater. (NOTE: PHMSA does not record system location for releases less than 5 barrels) (3) Death of any person (4) Personal injury necessitating hospitalization (5) Estimated property damage, including cost of clean-up and recovery, value of lost product, and damage to the property of the operator or others, or both, exceeding $50,000; not included: natural gas transportation assets (b) 2009 most recently reported KM Incidents Industry 3-yr Avg Industry 2009 Avg (b) - 5 10 15 20 25 30 35 2006 2007 2008 2009 Industry 3-yr Avg 0.45 0.29 0.21 - 0.08 0.39 - 0.2 0.4 0.6 0.8 1.0 2006 2007 2008 2009 2010 2011 2010 2011 KM Incidents Industry 2009 Avg (b) 6.0 15.5 2.5 - 0.01 13.1

Product Pipelines 10-year Release Trend 46 Releases > 5 Gallons ROW and Facilities 0 10 20 30 40 50 60 0 2,000 4,000 6,000 8,000 10,000 12,000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Total Barrels Released Cochin Release Total Number of Incidents Number of Pacific Only Releases

Incidents & Releases: Natural Gas Pipeline ROW Natural Gas Pipeline Incidents Rate (a) 47 0.27 0.30 0.13 0.04 - 0.2 0.4 0.6 0.8 1.0 2006 2007 2008 2009 2010 2011 KM Incidents Current Industry Avg 2005 Industry Avg 0.32 0.27 ________ Note: KM totals exclude non-DOT jurisdictional CO 2 Gathering and Crude Gathering for compatibility with industry comparisons (a) An Incident means any of the following events: (1) An event that involves a release of gas from a pipeline or of a liquefied natural gas or gas from an LNG Facility and (i) A death, or personal injury necessitating in-patient hospitalization; or (ii) Estimated property damage, including cost of gas lost, of the operator or others, or both, of $50,000 or more; or (iii) Unintentional estimated gas loss of 3,000 Mcf or more (2) An event that results in an emergency shutdown of an LNG facility (3) An event that is significant, in the judgment of the operator, even though it did not meet the criteria of paragraphs (1) or (2)

KM Lost-time Incident Rate (DART) 48

Contractor Lost-time Incident Rate (DART) 49 0.44 0.71 1.23 1.00 1.10 1.00 1.84 1.00 - 1 2 3 4 5 Natural Gas Pipelines CO2 Products Pipelines Terminals KM Canada KM Contractor Rate (12-mo) Industry Avg -

OSHA Recordable Incident Rate 50 1.40 1.02 1.52 2.78 1.05 1.30 1.06 0.74 2.27 0.52 2.30 1.67 1.90 5.90 1.90 2.50 2.60 2.50 6.35 2.50 - 1 2 3 4 5 6 7 Natural Gas Pipelines CO2 Products Pipelines Terminals KM Canada KM Rate (3-yr Avg) KM Rate (12-mo) Industry Current Avg Industry 2005 Avg

Vehicle Incident Rate 51 (a) Industry average not available for Terminals (a) 0.50 0.69 0.42 1.86 0.59 0.26 0.70 0.68 0.79 0.57 1.40 1.40 2.41 2.41 - 1 2 3 4 5 Natural Gas Pipelines CO2 Products Pipelines Terminals KM Canada KM Rate (3-yr Avg) - KM Rate (12-mo) - Industry Avg

2012 Objectives Incident rates: better than industry average and better than the Kinder Morgan 3-year average; zero significant incidents Terminals SQE program Continued special emphasis on high consequence assets and operations 52

53

Natural Gas Pipelines Tom Martin President Natural Gas Pipeline Group ** Does not include El Paso acquisition

Overview Market Environment Shale activity providing excellent growth opportunities Transport spreads remain flat Storage spreads are weak Processing margins continue to be very strong and roughly equivalent to 2011 performance Value Proposition Strong asset base with secure cash flows supported by long-term contracts Broad pipeline network connected to diverse supply sources and end users lessening the impact of flat basis spreads Limited exposure to commodity prices and processing margins Recently expanded footprint and superior access to capital provides additional expansion / extension and acquisition opportunities Summary System Financial targets Asset-by-asset review Intrastate assets Growth opportunities 2

Natural Gas Pipelines and Facilities 3

Financial Overview Budget '11 - '12 2006 2007 2008 2009 2010 2011 2012 Change EBDDA (a) $501,103 $548,383 $738,860 $825,388 $981,391 $1,134,424 $1,305,468 $171,044 Sustaining Capex (27,431) (29,927) (29,853) (22,676) (19,486) (30,094) (43,812) (13,718) DCF $473,672 $518,456 $709,007 $802,712 $961,905 $1,104,329 $1,261,655 $157,326 14.2% 2012 Highlights: Second half of KinderHawk acquired in July 2011; full-year contribution in 2012 Eagle Ford joint venture in-service; full-year contribution in 2012 Full-year contract quantities on FEP in 2012 SouthTex acquisition included in KMP portfolio in December 2011; full-year contribution in 2012 EagleHawk joint venture investment included in KMP portfolio in 2011; full-year contribution in 2012 West Clear Lake storage contract renewal contribution in 2012 Full-year KMIGT rate case settlement in 2012 4 ($ in millions) (a) EBDDA includes Upstream gathering assets (2010 forward) and includes imputed share of DD&A of material joint venture investments, and incremental net cash from Eagle Ford (2011) and Endeavor (2011 and 2012)

Contracted Capacity and Term Interstate pipelines: contracted on a “fee for service” basis Annual re-contracting exposure is ~ 2% - 5% of segment EBDDA through 2015 Limited exposure to gas commodity pricing; $1/Dth gas price change = ~ $1.1MM in 2012, <1% of segment annual EBDDA Non-Interstate pipelines: business portfolio Limited exposure to gas commodity pricing, processing margins, pricing spreads — Processing exposure (a) : $1 change in WTI = ~$2MM; 1% change in NGL crude ratio = ~$3MM; Total processing is ~ 6% of segment annual EBDDA — $1 /Dth gas price change = ~$3MM/yr, < 1% of segment annual EBDDA — Intrastate pricing spreads: $0.05 Waha to HSC = $1MM 5 Transport Contracts Avg. = 8 yr, 9 mo Transport Contracts Avg. = 6 yr, 2 mo Contracted Capacity Avg. Term Remaining Interstate KM Interstate Gas Storage 10.7 Bcf 3 yr, 1 mo Transport 1.0 Bcf/d 3 yr, 6 mo TransColorado Transport 1.0 Bcf/d 4 yr, 3 mo Trailblazer Transport 0.9 Bcf/d 3 yr, 10 mo Rockies Express Transport 2.0 Bcf/d 7 yr, 8 mo Midcontinent Express Transport 2.6 Bcf/d 6 yr, 5 mo KM Louisiana Transport 2.1 Bcf/d 17 yr, 8 mo Fayetteville Express Transport 1.8 Bcf/d 10 yr, 2 mo Intrastate Texas Intrastates Purchases 2.7 Bcf/d 2 yr, 1 mo Sales 2.3 Bcf/d 2 yr, 1 mo Storage 144 Bcf 1 yr, 1 mo Transport 3.9 Bcf/d 5 yr. 7 mo Eagle Ford JV Transport 0.6 Bcf/d 9 yr, 11 mo KinderHawk Transport N/A ~4 yr (life of lease) (a) Includes Eagle Ford Gathering and Upstream

Asset Summaries

Rockies Express Pipeline REX 1,685 miles of 36” and 42” mainline Originates in Meeker, CO and terminates in Clarington, OH Transports Rocky Mountain production to Midwest and Northeast markets JV between KMP (50%), Sempra (25%) and ConocoPhillips (25%); KMP operates Capacity — Zone 1 ~ 2.0 Bcf/d — Zone 2/3 ~1.8 Bcf/d Long haul capacity contracted at ~97% long term FERC-regulated Long haul flows 0.9 – 1.8 Bcf/d 7

REX Opportunities Firm backhauls (Marcellus and Utica Shale, Biogas) — East-end receipts, conversion of existing deliveries to bi-directional interconnects, and booster compression — Forward pricing favors Chicago over Clarington (backhaul within Zone 3) Park & loan service Interruptible and short haul service (ITS, PAWS) Extensions and expansions — and LDC’s) — New supply basins (Utica and Marcellus shale) Challenges Meeker to Clarington price spreads have narrowed MFN clause restricts full system backhauls (Zone 3 to Zone 1) to shorter term (364 days max.) contracts — Backhauls within Zone 3 exempt 8 Additional markets in Ohio and Indiana (coal to gas conversions, power plants

KMIGT 5,054 miles of various diameter reticulated pipeline Markets: — LDCs and industrials — Irrigation/grain drying in NE and KS — Mid-Continent interconnected pipelines — Ethanol plants Growth — Power plants Capacity — Transport .98 Bcf/d — Storage 14.8 Bcf — Marketable on-system capacity sold out — PXP contracted at 96% short term FERC-regulated Rate case settlement approved in 2011; minimal rate case exposure through 2015 Kinder Morgan Interstate Gas Transmission 9

KMIGT Opportunities Pony Express Pipeline (PXP) conversion from gas to oil service Power plants — New natural gas power plants and conversion of existing coal power plants to natural gas Future production development – Niobrara Shale Additional LDC and industrial load Challenges Re-contracting PXP capacity long term (if not converted to oil service) 10

KMIGT Gas to Oil Conversion Project Fundamentals Excess western gas export capacity (~4 Bcf/d) has narrowed the gas basis differential Robust Bakken production growth is projected and DJ/Niobrara development is anticipated Oil pipeline export capacity from the west is fully utilized and expensive rail/trucking options being used Uncertainty lies around the timing of the Keystone XL project approval Conversion relies on upstream expansion of Bridger-Butte pipeline FERC abandonment approval needed Facilities Conversion of 432 miles existing pipeline currently in gas service (previously in oil service) — Guernsey to existing KMIGT NGPL gas interconnect New Build — Gas facilities to provide alternative gas transportation • Required for FERC abandonment approval — ~60 mile DJ/Niobrara Lateral — ~230 miles from existing pipeline to Cushing — $700 - $800M of capex — In service target late 2014 — Open season ended Nov. 2011, working with potential shippers to secure contracts 11

TransColorado Gas Transmission TransColorado 301 miles of 22” & 24” mainline Originates at Greasewood, CO and terminates at Blanco, NM Primarily serves area producers Bi-directional Flow — Capacity north ~ 0.44 Bcf/d — Capacity south • Phase 1 ~ 0.165 Bcf/d • Phase 2 ~ 0.372 Bcf/d Less than 10% capacity sold short term FERC-regulated Minimal rate case risk Completed 18,000 Dth/d southbound expansion at Conn Creek CS Aggregation of gathering and processing has shifted gas supply to north end of pipe 12

Trailblazer Pipeline Trailblazer 436 miles of pipe 3 compressor locations with 58,000 HP Max throughput = 0.878 Bcf/d Lowest total cost pipeline out of region FERC-regulated No rate case filing until 2014 Recontracting of expiring capacity at lower rates included in 2012 Budget 2% of segment EBDDA 13 13

Midcontinent Express Pipeline MEP 507 miles of 42”, 36” and 30” pipe Originates at Enogex, Bennington and terminates at Transco Station 85 Capacity: — Zone 1: 1.8 Bcf/d — Zone 2: 1.2 Bcf/d JV between KMP (50%) and Regency (50%); KMP operates Pipeline fully-subscribed with long-term firm contracts FERC-regulated 14 14

MEP Opportunities Serves as shale (Barnett, Woodford, Haynesville, and Bossier shales) outlet with access to multiple markets in the Midwest, Northeast and Southeast Zone 2 expandability (up to 300 MDth/d) Shale development, Perryville pile-up could support Zone 2 expansion Excess long haul capacity of 20 MDth/d has been identified as a result of operating experience — Mainly sold under short-term firm deals in 2011-12 Storage connection access near Perryville area — Creates opportunities for hub and wheeling services — Sawgrass Storage LLC has filed for FERC approval for development of storage field that would utilize MEP as its transport hub for its customers Higher recourse rates to reflect higher project costs (long-term opportunity) 15

Kinder Morgan Louisiana Pipeline KMLP 133 miles of 42” pipe Originates at Cheniere Sabine pass LNG and interconnects with 12 interstate pipelines Two storage fields connected to pipeline Capacity: 3.2 Bcf/d Pipeline fully-subscribed with 20-year contacts (~18 years remaining) FERC-regulated 16 16

KMLP Opportunities Opportunity to transport supply for LNG export — Cheniere Sabine Pass has received necessary DOE permits for their liquefaction project. Awaiting FERC approval. — Cheniere signing up Shippers, has announced approximately 1.5 Bcf/d — Discussions with Cheniere and Shippers could lead to opportunities in 2015 and beyond Multiple interconnections – with additional facilities, may capture opportunities between major interstate pipelines and storage Potential interconnections with other LNG terminals 17

Fayetteville Express Pipeline FEP 185 miles of 42” pipe One compressor station with 72,000 HP Capacity: 2.0 Bcf/d 15 receipt points (producer specific) 4 delivery meters JV between KMP (50%) and Energy Transfer (50%); Energy Transfer operates 1.85 Bcf/d capacity under long-term contracts FERC-regulated 18 18

FEP Opportunities All major construction completed; final clean-up is continuing as weather allows — 2.0 Bcf/d of initial pipeline capacity — Project costs projected at $0.97 billion, substantially less than original estimate of $1.26 billion 1.85 Bcf/d capacity sold under long-term firm contracts; have 0.15 Bcf/d available for sale — Southwestern: 1.2 Bcf/d, 10 yrs — Chesapeake: .375 Bcf/d for 10 yrs — BP: .125 Bcf/d for 10 yrs — XTO: .150 Bcf/d 12 yrs Rig count in Fayetteville: 28 rigs in December 2011, maintaining year-ago level — Exxon purchased XTO assets in June 2010 and PetroHawk assets October 2010 — BHP purchased Chesapeake assets April 2011 and will take operational control in 2012 — Area producers still indicate a strong commitment to Fayetteville Shale based on drilling forecast Expansion opportunity for capacity up to 2.4 Bcf/d — Two additional compressor stations Avg. daily delivered volumes have increased in the last year from .78 Bcf/d to 1.15 Bcf/d 19

KMI (20% Ownership) Natural Gas Pipeline Company of America NGPL Pipeline miles: 9,200 KM-operated Market area deliverability: 5.0 Bcf/d Storage working gas capacity: 278 Bcf (8 fields) Direct or one-pipe-away access to most major U.S. and Canadian supply basins west of the Mississippi, including major shale plays Approx. 600 interconnections, including: — 34 interstate pipelines — 38 local distribution companies — 32 end users, including power plants Top customers consist of investment grade LDCs (excl. NIPSCO), producers and marketers Top-10 customers make up 62% of transportation and storage revenues Firm transport and storage revenue by customer segment: — LDCs 43% — Producers 17% — Marketers 34% — End users 5% Rate case settlement reached in 2010 Average firm transport tenure is 2.4 years Major LDC customer anticipated to renew for 3 - 4 years 20

Texas Intrastate Pipelines Texas Intrastates 6,000 miles of pipeline Over 5 Bcf/d capacity (5.5 Bcf/d peak day) 144 Bcf of storage Access to 685 MMcf/d processing capacity 180 MMcf/d CO 2 treating capacity Combination of fee-for- service, and purchase / sale activity Texas Railroad Commission regulated – market-based regulation in competitive environment 21

Texas Intrastate Pipelines Opportunities Large asset footprint provides real and continued opportunities for expansion capital investment New service to end user plants being restarted, expanded or built grass roots along the Texas Gulf Coast in response to favorable feedstock and fuel outlook — Petrochemical, refinery, fractionation and power generation expansions being planned around expected increase in local/domestic natural gas, NGL and condensate supplies Economic expansions of deliverability into Mexico to serve increasing demand for natural gas Optimization and expansion of West Clear Lake storage facility post termination of lease to Shell April 1 Other investments in or acquisitions of gathering assets similar to KinderHawk & Eagle Hawk Challenges Continuing to replace declining natural gas supply from traditional production areas 22

Eagle Ford Joint Ventures Eagle Ford Gathering LLC 50/50 JV with Copano in STX Capacity of 705,000 MMBtu/d based on contracted processing space 111 miles of 30”/24” supply lateral placed into service 3Q 2011 currently flowing 240,000 MMBtu/d Approximately 90% of the JV’s long- term capacity is subscribed Pipeline capacity is expandable with compression 62 miles of 24” crossover pipeline placed into service 3Q 2011 and currently flowing approximately 120,000 MMBtu/d into WFS at Markham 10 miles of 20” inlet pipeline to Formosa completed 4Q 2011; initial deliveries expected in February Eagle Hawk Field Services LLC 75/25 BHP Petrohawk/KM JV in S. TX 416 miles of pipeline in-service 2012 forecasted capacity: ~ 110K Bbl/d ~ 670 MMcf/d KM expects to have invested in excess of $400 million of capital in, and in support of, these Eagle Ford joint ventures by year-end 2012 23

Eagle Ford Joint Ventures Opportunities Additional EFG gathering and processing expansions as producers shift rigs into what is one of the most economic basins in North America Higher volumes on EagleHawk as BHP continues to increase rig count in 2012 Challenges Handle liquids fallout from higher than expected liquids content in the gas to maintain run times 24

KinderHawk Field Services KHFS 100% KM in northwest Louisiana Gathering and treating services for Haynesville / Bossier Shale Long-term gathering / treating contracts 452 miles of pipe installed to- date Over 2 Bcf/d of capacity Well-positioned to access over 20 Tcf of gas 2,600 GPM of treating capacity in-service (20 plants / 12 locations) 102 wells connected to the system in 2011 103 wells budgeted to be connected in 2012 18 interconnections with major downstream pipelines 1 additional interconnection with major downstream pipeline to be constructed 1st Q 2012 2011 annual average: 1.0 Bcf/d 2012 volume forecast: — current 1.0 Bcf/d — annual avg ~1.1-1.3 Bcf/d 25 25

KHFS Opportunities Expansions due to infill drilling, additional CDPs and planned extensions of the system Higher volumes as BHP is expected to increase rig count in 2012 Bossier Shale development Some 3 rd party opportunities remain as lease capture continues Challenges Maintaining high amine plant runtime to avoid curtailments Have regional facilities in place to handle surges of new production as shift to pad drilling programs begin Potential impact on developmental drilling from low gas prices 26

Kinder Morgan Upstream (KMULLC) KMULLC Own and operate processing plants in Casper and Douglas, Wyoming and a carbon dioxide and sulfur treating facility at West Frenchie Draw, Wyoming — Combined processing capacity of 185 MMcf/d — West Frenchie Draw Plant is fully subscribed for 50 MMcf/d of natural gas Red Cedar Gathering (RCG) is a joint venture between KMP (49%) and the Southern Ute Indian Tribe (51%) located within the boundaries of the Southern Ute Indian Reservation in the Durango, Colorado area — 743 miles of gathering pipe connected to 1,200 producing wells; 89,400 horsepower of compression and three (Arkansas Loop/Simpson and Coyote Gulch) carbon dioxide treating plants — Capacity of approximately 750 MMcf/d — Delivers gas into TransColorado, El Paso and TransWestern pipelines and the Enterprise Val Verde Treating Plant at the Blanco hub — Largest customers include BP, Samson and Red Willow 27

KMULLC Opportunities Increased processing volumes at the Douglas Plant — Increase in liquids volumes from Chesapeake and DCP over the next two years Increased volumes at Red Cedar from development of acreage on east end of Southern Ute Indian Reservation — Approximately 100 MMcf/d is expected to eventually come from the development of reserves in the eastern end — The infrastructure (pipe & compression) to support this development was completed and put in service in 2011 Challenges Douglas plant capacity is adequate for increases in volume, however, expect limitations in fractionation space downstream at Conoco’s WRB facility Gas prices have caused large scale development on the east end of Red Cedar to slow down 28

29 Treating Services Largest fleet of contract operated amine plants in the U.S. that remove CO 2 and H 2 S from natural gas — 140 leased amine plants in service — Refurbishment and inventory yards located in Odessa and Victoria, TX Manufacture and lease skid mounted mechanical refrigeration units “MRU’s” that remove liquid hydrocarbons from natural gas — 145 leased MRU’s in service — Manufacturing facility in Tyler, TX Acquired SouthTex Treaters in November 2011 for $155 million — 84 acre manufacturing facility located in Odessa, TX — Manufacture and sell amine treating plants, stabilizers, high pressure vessels and other oil field related equipment Treating Services

Treating Services Opportunities Find new applications on KM’s expanding asset footprint for KM amine, dew point and MRU equipment Increase utilization of SouthTex manufacturing capabilities for both 3 rd parties and Kinder Morgan internal needs Challenges Keep amine lease fleet deployed (especially smaller units) in an environment where wellhead applications continue to be displaced by centralized facilities in the shale plays 30

2012 Full-year effect of new projects and acquisitions — FEP, KinderHawk, Eagle Hawk, SouthTex New growth continues with expansions and increases in fee based services — Eagle Ford — West Clear Lake Storage 2013 and beyond - long term / future growth Shale gas — TX Intrastates – Eagle Ford expansion, extension and treating/processing activities — KinderHawk – extensions and expansions (infill drilling), Bossier production growth, additional service offerings — FEP – remaining 150,000/d of capacity plus expansion opportunities — KMIGT – Niobrara gathering and processing opportunities — REX – additional downstream market Marcellus (backhaul opportunities) — MEP – additional expansion opportunities (up to 300 MDth/d Zone 2) — East of Perryville / T85 – Southeast markets Storage — TX Intrastates • West Clear Lake – significant expansion opportunities • Dayton – further expansions — Continue to evaluate new interconnects or investment in storage opportunities across KM pipeline footprint Acquisitions & other opportunities — Conversion of natural gas lines into liquids or oil service (e.g. Pony Express) — KMLP – transportation backhaul opportunities for the export of LNG cargos from Cheniere LNG facility — NGPL – several proposed LNG export facilities in the Gulf region add significant new market opportunity — KinderHawk/Eagle Hawk - replicate in upstream sector — Intrastates – uniquely capable of pursuing high pressure markets — Continue to seek new industrial / end user loads along the pipeline corridors — Other pipeline assets that complement KM footprint Growth Opportunities in 2012, 2013 and Beyond 31

Financial Review Kimberly Dang Chief Financial Officer

Agenda KMP: 2012 budget — Distributable cash flow — Segment earnings before DD&A and LP net income — Quarterly profile — Budget assumptions — Sustaining capital — Growth capital — Financing plans Liquidity Balance sheet ratios KMI: 2012 budget — Cash available to pay dividends — Quarterly profile Liquidity Summary 2

KMP

2012 DCF Budget (a) 4 Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) Excluding certain items (b) Includes $171 million of joint venture DD&A in both 2011 and 2012, for our share of REX, MEP, FEP, KinderHawk (until May-2011), EagleHawk, Eagle Ford (2012- only), Red Cedar and Cypress (c) Eagle Ford in 2011 only (d) Includes joint venture sustaining capex for our share of REX, MEP, FEP, KinderHawk (until May-2011), EagleHawk, Eagle Ford (2012 only), Red Cedar and Cypress 2011 2012 Change Actual Budget $ % Distributable cash flow Net income $1,742 $2,148 $406 23% DD&A (b) 1,133 1,206 73 6 Book / cash tax difference 27 26 (1) (4) Eagle Ford / Express / Endeavor (c) 15 7 (8) (53) Sustaining capex (d) (212) (249) (37) 17 Total distributable cash flow 2,705 3,138 433 16 General partner's interest (1,180) (1,362) (182) 15 Distributable cash flow $1,525 $1,776 $251 16% Average Units Outstanding 326 342 16 5% Total DCF per unit $4.68 $5.19 $0.51 11% LP distribution per unit $4.61 $4.98 $0.37 8% Excess coverage $21 $71 $50 (millions, except per unit) (KMP)

2012 Income Budget (a) 5 (millions, except per unit) 2011 2012 Change Actual Budget $ % Segment earnings before DD&A (EBDA) Products Pipelines $694 $734 $40 6% Natural Gas Pipelines 951 1,133 182 19 CO 2 1,094 1,381 287 26 Terminals 701 757 56 8 Kinder Morgan Canada 199 201 2 1 Total segment EBDA 3,639 4,206 567 16 DD&A (961) (1,036) (75) 8 G&A (388) (411) (23) 6 Interest (531) (588) (57) 11 Non-controlling interest (17) (23) (6) 35 Net income 1,742 2,148 406 23 GP share (1,180) (1,362) (182) 15 Limited partners’ net income $562 $786 $224 40% Units outstanding (avg) 326 342 16 5% LP income per unit $1.72 $2.30 $0.58 34% Natural Gas EBDA plus JV DD&A (b) $1,122 $1,303 $181 16% Total segment EBDA plus JV DD&A (c) $3,810 $4,377 $567 15% Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) Excluding certain items (b) Natural gas pipelines EBDA adding back our share of REX, MEP, FEP, KinderHawk (until May-2011), EagleHawk, Eagle Ford (2012-only) and Red Cedar JV DD&A of $171 million and $170 million in 2011 and 2012, respectively (c) Total segment EBDA adding back our share of REX, MEP, FEP, KinderHawk (until May-2011), EagleHawk, Eagle Ford (2012-only), Red Cedar and Cypress JV DD&A of $171 million in both 2011 and 2012 (KMP)

2012 Budgeted Quarterly Profile (a) Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) Excluding certain items; please see KMP’s periodic reports on Form 10-K and Form 10-Q for a more detailed presentation (b) Includes joint venture DD&A for our share of REX, MEP, FEP, KinderHawk (until May-2011), EagleHawk, Eagle Ford (2012-only), Red Cedar and Cypress (c) Includes our share of joint venture DD&A and is reduced by our share of joint venture sustaining capital expenditures for the following investments: REX, MEP, FEP, KinderHawk (until May-2011), EagleHawk, Eagle Ford (2012-only), Red Cedar and Cypress 1Q 2Q 3Q 4Q Year Total Segment EBDA w/JV DD&A (b) 2012B 25% 24% 24% 27% $4,377 2011 24% 23% 26% 27% $3,810 DCF/unit (c) 2012B 27% 22% 23% 28% $5.19/unit 2011 26% 22% 25% 27% $4.68/unit Earnings/unit 2012B 27% 20% 22% 31% $2.30/unit 2011 25% 17% 26% 32% $1.72/unit ($ in millions, except per unit) (KMP) 6

Budget Assumptions Segments: — Natural Gas • Growth and full-year contributions from KinderHawk, EagleHawk, and SouthTex, and partial-year contributions from Eagle Ford JV with Copano • Full year of higher throughput on FEP (volumes contractually ramped up through 2011) • West Clear Lake storage contract rollover — CO 2 • Oil price on unhedged oil volumes in CO 2 ~$93.75/Bbl • CO 2 S&T contract price increases • Relatively flat oil production: SACROC volumes = 27.9 MBbl/d, Yates = 21.0, Katz = 2.3 — Products • Modest refined product volume growth = -0.4% excluding Plantation, +0.5% including Plantation • PPI tariff escalator • Partial-year of crude and condensate operations, Cochin E/P project, and terminal projects including new tank expansions for refined products and biodiesel blending services — Terminals • Increase in rates on existing contracts • Higher coal throughput • Full year of 2011 acquisitions (Cushing, Total, Watco) and expansion projects (Carteret, Cushing, Deer Park, Port of Houston) • Partial-year benefit from over $650 million in 2012 expected growth expenditures — Kinder Morgan Canada • Extended 1-year toll settlement on TMPL Equity and Debt: — Total 2012 equity budgeted = $876 million • Issue $385 million in secondary equity • KMR dividend $491 million — KH giveback $25.5 million — Total 2012 long-term debt = $2 billion ($1 billion net of refinancing) Interest Expense: — Average 3-month LIBOR rate of 0.80% for the year, based on forward curve at time of budget; current average 3-mo LIBOR curve = ~0.60% 7 Note: excludes any impact from the proposed acquisition of El Paso by KMI (KMP)

2012 Sustaining Capital Budget (a) 8 2011 2012 Actual Budget Change Sustaining capital Products Pipelines $50 $51 $1 Natural Gas Pipelines 35 51 16 CO 2 12 16 4 Terminals 91 105 14 Kinder Morgan Canada 18 20 2 Corporate 6 6 - Total sustaining capital $212 $249 $37 ($ in millions) Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) Excluding certain items (KMP)

2011 vs. 2012 Growth Capital 9 ($ in millions) Note: excludes any impact from the proposed acquisition of El Paso by KMI 2011 2012 Actual Budget Expansion capital Products Pipelines $207 $239 Natural Gas Pipelines 121 145 CO 2 416 437 Terminals 224 492 Kinder Morgan Canada 11 10 Total expansion capital 979 1,323 Contributions to JVs 382 233 Subtotal 1,361 1,556 Acquisitions 1,243 108 Total growth capital $2,604 $1,664 (KMP)

2012 Growth Capital Budget 10 ($ in millions) Note: excludes any impact from the proposed acquisition of El Paso by KMI Total Expansion Equity Growth Capital Contributions Acquisitions Capital Expansion capital Products Pipelines $239 $72 - $311 Natural Gas Pipelines 145 101 1 247 CO 2 437 - - 437 Terminals 492 60 107 659 Kinder Morgan Canada 10 - - 10 Total growth capital $1,323 $233 $108 $1,664 (KMP)

2012 Financing Plans 11 ($ in millions) Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) Excludes any changes in working capital 2012 Budget Equity Secondary offerings / ATM $385 KMR dividends 491 Total equity $876 Debt Long-term debt issuance $2,000 Decrease in revolver (a) (254) Debt maturities in March / September (958) Incremental debt $788 $1,664 (KMP)

Liquidity Summary (a) Revolver Liquidity Long-term Debt Maturities 12 ($ in millions) Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) As of 12/31/2011 (b) Primary 2012 maturities: $450 million 7.125% senior notes due 3/15/2012, $500 million 5.85% senior notes due 9/15/2012 Total bank credit $2,200 Less: Commercial paper (645) LCs outstanding (230) Liquidity $1,325 2012 $958 (b) 2013 $508 2014 $503 2015 $300 2016 $500 (KMP)

Balance Sheet Ratios 13 2012 2004 2005 2006 2007 2008 2009 2010 2011 Budget Debt / EBITDA 3.5x 3.2x 3.3x 3.4x 3.4x 3.8x 3.7x 3.6x 3.4x EBITDA / interest exp. 6.9x 6.3x 5.2x 5.2x 6.2x 6.4x 6.1x 6.5x 6.8x (KMP) Note: excludes any impact from the proposed acquisition of El Paso by KMI

KMI

2012 Budget for Cash Available to Pay Dividends 15 ($ in millions) Declared Basis 2011 2012 Change Actual Budget $ % Distributions KMP distributions To general partner $1,217 $1,404 $187 15% On KMP units owned by KMI 100 108 8 8 On KMR shares owned by KMI 63 73 10 16 Total KMP distributions to KMI 1,380 1,585 205 15 NGPL’s cash available for distribution to KMI 30 14 (16) (53) Total cash generated 1,410 1,599 189 13 G&A and sustaining capital expenditures (a) (10) (10) - - Interest expense (166) (167) (1) 1 Cash available to pay dividends b/f cash taxes 1,234 1,422 188 15 Cash taxes (368) (437) (69) 19 Cash available to pay dividends $866 $985 $119 14 Dividend $849 $956 $107 13% Average fully-diluted shares outstanding 708 709 1 Dividend per share $1.20 $1.35 $0.15 13% Excludes any impact from the proposed acquisition of El Paso by KMI (a) Excludes certain items (b) KMI paid a prorated dividend for 1Q 2011, for the portion of the quarter that it was public, of $0.14 per share; based on a full quarter, the dividend amounts to $0.29 per share (b) (KMI)

2012 Budgeted Quarterly Profile 16 KMI – yield-oriented investment valued on a cash flow basis 1Q 2Q 3Q 4Q Year Cash available to pay dividends 2012B 31% 18% 21% 30% $985 2011 (a) 30% 19% 22% 29% $866 Earnings per share 2012B 24% 24% 25% 27% $1.03/sh 2011 n/m n/m n/m n/m $0.74/sh ($ in millions, except per share) Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) Excludes certain items (KMI)

Credit / Liquidity Summary (a) 17 2012 $839 (c) 2013 --- 2014 --- 2015 $250 2016 $850 Total Bank Credit $1,000 Less: Revolver Drawn (421) Letters of Credit (48) Excess Capacity $531 Credit Summary Revolver Capacity 2010 2011 Budget 2012 2.5x 2.3x 2.1x Note: excludes any impact from the proposed acquisition of El Paso by KMI, except debt balance which includes some transaction fees already paid (a) Unless otherwise noted, as of 12/31/2011; debt of KMI’s subsidiary, Kinder Morgan Kansas, Inc. excluding the fair value of interest rate swaps, purchase accounting and Kinder Morgan G.P., Inc.’s $100 million of Series A Fixed-to-Floating Rate Term Cumulative Preferred Stock due 2057 (b) Debt as described in footnote above and net of cash; 2010 distributions received less G&A adjusted to exclude the ICT (c) $839 million 6.5% senior notes due 9/1/2012 ($ in millions) Long-term Debt Maturities (KMI) Net Debt / Distributions Received Less G&A (b)

Summary KMP Budget Grow budgeted declared distribution to $4.98/unit (8.0% growth) — $71 million in excess coverage Finance expansion budget approximately 50 / 50 debt / equity to maintain strong credit metrics — Year-end 2012 Debt / EBITDA of 3.4x Distribute $3.1 billion in 2012 KMI Budget Declare $1.35 / share in dividends (12.5% growth) Year-end 2012 Debt / Distributions Received Less G&A of 2.1x 18 Note: excludes any impact from the proposed acquisition of El Paso by KMI, except debt balance which includes some transaction fees already paid

Appendix

KMP Current Cost of Capital Calculation 2 Annualized Indicated LP Distribution Current KMP Unit Price Equity Current KMP Yield $4.64 $84.95 5.5% GP Gross-up 55% Cost of Equity = 9.9% Equity % of Capital Structure x 50% Equity Component of Cost of Capital = 4.9% Interest Rate % of Overall Debt Debt Short-term Floating Rate (a) 3.0% X 50% 1.5% Long-term Fixed Rate 6.0% X 50% + 3.0% Cost of Debt = 4.5% Debt % of Capital Structure x 50% Debt Component of Cost of Capital = 2.3% Equity Component Debt Component Current Cost of Capital 4.9% + 2.3% = 7.2% Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) Includes fixed-floating interest rate swaps

Explanation of Return Calculations 3 Formula Notes Segment Return on Investment = Segment Distributable Cash Flow before Certain Items (a) Average Total Investment (c) KMP Return on Investment = KMP Distributable Cash Flow before Certain Items (b) Average Total Investment (c) Return on Equity = Distributable Cash Flow before Certain Items (d) Average Equity (e) (a) Segment Distributable Cash Flow before Certain Items is defined as the applicable segment earnings before DD&A and certain items less sustaining capex. In addition, several adjustments are made to segment earnings before DD&A to more closely tie to cash: (1) KMP’s share of REX, MEP, FEP, KinderHawk (until May- 2011), EagleHawk, Red Cedar and Cypress DD&A is added back and sustaining capex is deducted, (2) Express, Endeavor and Eagle Ford pre-tax earnings are subtracted and cash received is added back (b) KMP Distributable Cash Flow before Certain Items is defined as the sum of the five individual Segment Distributable Cash Flow before Certain Items less G&A (c) See next page for calculation, annual number is calculated based on average of the quarterly Total Investment (d) Distributable Cash Flow before Certain Items is defined as outlined on the Non-GAAP Financial Measures slide plus the general partner’s incentive and the general partner non-controlling interest (e) Equity is based on cumulative equity raised inception to date as of the end of each quarter and then averaged for the year

Explanation of Return Calculations – Cont’d 4 Formula Notes Calculation of Total Investment: Gross PP&E Investments Goodwill Gross intangibles (excluding amortization) (a) Plus: Asset write-offs / retirements Cumulative environmental reserves Legal reserves / expenditures (b) Cumulative cash spent on asset retirement (d) Minus: Cumulative sustaining capex Assumed liabilities Trans Mountain / Express adjustment (c) Cumulative asset retirement costs (d) Book value of sold assets / investments Equals: Total investment (e) (a) (b) Litigation and environmental reserves deducted as certain items are added to investment, except for SFPP and Calnev litigation reserves. For SFPP and Calnev, actual legal payments are added to the investment when they are made (c) For assets acquired from Kinder Morgan, Inc. (Express, Trans Mountain) which represent a transfer of assets between entities under common control and are recorded at KMI’s carrying value on KMP’s financials, an adjustment has been made to reflect these assets at KMP’s purchase price (d) The present value of accumulated asset retirement costs are included in gross PP&E; for purposes of this calculation, we decrease our Total Investment / subtract out the accumulated asset retirement costs, and increase our Total Investment / add back the cash actually spent on asset retirement (e) Van Wharves, Cochin, Trans Mountain, and Express Total Investment is based on acquisition price plus cumulative expansion capital including overhead. The purpose of calculating Total Investment in this manner is to exclude the foreign exchange impact reflected in our GAAP financials. GAAP financials revalue the entire asset balance based on the end of period exchange rate Investments are calculated based on GAAP book value equal to cumulative contributions plus cumulative earnings less cumulative distributions, except REX, MEP, FEP, KinderHawk (until May-2011 when consolidated), EagleHawk, Eagle Ford, Cypress, Parkway, Plantation and Red Cedar, which are based on cumulative equity contributed. These investments are not adjusted for earnings or distributions

KMP CO 2 Asset Summary 5 CO 2 Reserves KMP Interest Location Remaining Deliverability Operator McElmo Dome 45% SW Colorado 18+ years KMP Doe Canyon 87% SW Colorado 18+ years KMP Bravo Dome 11% NE New Mexico 9+ years Oxy Pipelines KMP Interest Location Capacity (MMcf/d) Operator Cortez 50% McElmo Dome to Denver City 1,350 KMP Bravo 13% Bravo Dome to Denver City 375 Oxy Central Basin (CB) 100% Denver City to McCamey 700 KMP Canyon Reef 98% McCamey to Snyder 290 KMP Centerline 100% Denver City to Snyder 300 KMP Pecos ~70% McCamey to Iraan 125 KMP Eastern Shelf 100% Snyder to Katz 65 KMP Wink (crude) 100% McCamey & Snyder to El Paso 125 MBbl/d KMP Crude Reserves KMP Interest / (Net of royalty) Location Remaining Life Operator SACROC 97% (83%) W Texas 8+ years KMP Yates 50% (44%) W Texas 25+ years KMP Katz 99% (83%) W Texas 20+ years (a) KMP (a) Based on current development plan

KMP GAAP Reconciliation 6 Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) DCF = Distributable cash flow (b) Includes REX, MEP, FEP, KinderHawk (until May-2011), EagleHawk, Eagle Ford (2012-only), Red Cedar and Cypress JV DD&A (c) Includes joint venture sustaining capex for our share of REX, MEP, FEP, KinderHawk (until May-2011), EagleHawk, Eagle Ford (2012-only), Red Cedar and Cypress (d) KMR distributes additional shares in lieu of cash (e) Gain on sale of assets and asset disposition expenses, Cochin imputed interest expense, FX gain on Cochin note payable, Terminals overhead credit on certain items capex, acquisition costs, legal expenses, insurance deductible, casualty losses and reimbursements (f) Gain on sale of assets 2011 2012B 2011 2012B KMP Consolidated DCF Excluding Certain Items (a) Total Distributions Net income per GAAP income statement $ 1,258 $ 2,156 LP distributions per GAAP cash flow statement $ 1,054 Certain items (net of minority interest) 484 (8) Difference due to KMR and timing on cash payment (d) 450 Net income before certain items 1,742 2,148 Calendar-year LP declared distribution $ 1,504 DD&A 961 1,036 JV DD&A - KM share (b) 171 171 GP distributions per GAAP cash flow statement $ 1,189 Eagle Ford / Express / Endeavor contribution 15 7 Difference due to timing and minority interest 8 Book / (cash) tax difference 27 26 Calendar-year GP declared distribution $ 1,197 Sustaining capex (c) (212) (249) KMP DCF $ 2,705 $ 3,138 Total declared distributions (GP + LP) $ 2,701 Segment DCF Excluding Certain Items (a) Debt Ratios Segment earnings before DD&A (EBDA) $ 3,242 $ 4,214 Long-term debt excluding market value of swaps $ 10,660 Certain items impacting segments 397 (8) Notes payable & current maturities 2,138 Segment EBDA excluding certain items 3,639 4,206 Less: cash & equivalents (409) JV DD&A - KM share (b) 171 171 Debt, net of cash $ 12,389 $ 13,499 Segment EBDA exc certain items, inc JV DD&A 3,810 4,377 Segment sustaining capex without overhead (c) (189) (223) EBITDA to interest 6.5x 6.8x Segment DCF $ 3,621 $ 4,154 Debt to EBITDA 3.6x 3.4x EBITDA Excluding Certain Items Certain Items (Net of Minority Interest) Net income per GAAP income statement $ 1,258 $ 2,156 Allocated non-cash long-term compensation $ (81) Certain items (net of minority interest) 484 (8) Environmental reserves (10) Net income before certain items 1,742 2,148 Legal reserves and settlements (231) Income taxes 55 70 Mark-to-market & ineffectiveness of certain hedges 5 DD&A 961 1,036 Loss on remeasurement of asset to fair value (165) JV DD&A - KM share (b) 171 171 Prior period asset write-off (10) Interest, net of interest income 531 588 Other 8 (e) 8 (f) EBITDA excluding certain items $ 3,460 $ 4,013 Total $ (484) $ 8

KMI GAAP Reconciliation 7 Note: excludes any impact from the proposed acquisition of El Paso by KMI (a) Distributions from equity investments and distributions from equity investments in excess of cumulative earnings (b) Difference between cash and book interest expense for Kinder Morgan Kansas, Inc. (c) Consists of timing differences between earnings and cash, and cash flow in excess of our distributions 2011 2012B 2011 2012B Cash Available to Pay Dividends Distributions Received Less G&A Income from continuing operations $ 652 $ 1,366 Cash available to pay dividends (above) $ 866 $ 985 DD&A 1,092 1,166 Cash taxes 368 437 Amortization of excess cost of investments 7 7 Interest expense 166 167 Income from equity investments (313) (341) Distributions received less G&A Distributions from equity investments (a) 523 529 KMP certain items (pre-tax) 493 (8) Debt Ratios Kinder Morgan Kansas, Inc. purchase accounting (9) 10 Long-term debt - Kinder Morgan Kansas, Inc. $ 1,941 Difference between cash & book taxes (32) 59 Current portion of L-T debt - Kinder Morgan Kansas, Inc. 1,260 Difference between cash & book interest expense (b) (1) 11 Less: cash & equivalents - Kinder Morgan Kansas, Inc. (2) Sustaining capital expenditures (213) (250) Add back: purchase accounting 37 KMP declared distribution on LP units owned by public (1,357) (1,533) Debt, net of cash $ 3,236 $ 3,363 Other (c) 24 (31) Cash available to pay dividends $ 866 $ 985 Net debt / distributions received less G&A 2.3x 2.1x $ 1,400 $ 1,589

Investor Relations Contacts 8 Institutional Investors / Sell-side Analysts David Kinder VP, Corporate Development & Treasurer (713) 369-9469 david_kinder@kindermorgan.com Peter Staples Director, Investor Relations (713) 369-9221 peter_staples@kindermorgan.com Retail Investors / Brokers Mindy Thornock Director, Treasury (713) 369-9449 mindy_thornock@kindermorgan.com