it's on us
Governance and Sustainability PresentationErich Clementi - Chairman of the Supervisory Board
January 2026
Content
1
E.ON Equity Story and Management Board
2
Sustainability
Environment
Social
3
Governance
Supervisory Board and Committee Work
Remuneration
Risk
4
Backup
1
E.ON Equity Story and Management Board
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
We are the playmaker of the green energy transition in Europe
4. Backup
EBITDA
share1
~76%
Energy Networks
We operate the largest energy distribution grid in Europe and are the backbone of the green energy transition with the most
critical infrastructure for society.
Top-3 markets
Regulated asset base2
Germany: €28.0bn
Sweden: €7.1bn
Czech Republic: €2.9bn
EBITDA
share1
~7%
Energy Infrastructure Solutions Industries and cities face major energy supply challenges on their way to climate
neutrality. We provide infrastructure
solutions to support their decarbonization.
Top-3 markets
Adj. EBITDA3
UK: €0.23bn
Germany: €0.14bn
Nordics: €0.11bn
EBITDA
share1
~17%
Energy Retail
We are helping millions of private households and enterprises on their individual green pathway to a net-zero future, providing energy to 47m customers3.
Top-3 markets4
Customer accounts/electricity market share3
Germany: 14m (24%)
UK: 9m (16%)
Netherlands: 4m (25%)
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
Our investment case: five reasons to invest in E.ON
4. Backup
Energy Networks
Long-term growth in a regulated environment
Growth opportunities from the green energy transition well into the 2030s and a regulated business nature provide for a steady and profitable earnings growth path
Energy Infrastructure Solutions
Growth acceleration from contracted infrastructure
Best-in-class energy infrastructure portfolio capitalizing upon decarbonization needs of cities and industries
Energy Retail
Reliable returns and attractive cash generation
Healthy cashflows from a capital light business, further expanded by cross-selling integrated flexible solutions addressing rising demand from electrification
Strategic Foundation
Digitalization and sustainability as strategic backbones
Pioneering the digital transformation of the energy sector and applying strict sustainability criteria as the core foundation for steering the company
Financial Strategy
Focus on value-creation and shareholder returns
Clear value-creation focus and solid financial headroom ensuring an attractive shareholder return outlook including dividends and earnings growth
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
4. Backup
Our business and financial strategy provide for attractive shareholder returns supported by a strong balance sheet
Shareholder remuneration
Up to 5% DPS growth
p.a. 2024-2028
Earnings growth
High-single-digit EBITDA and EPS growth
Underlying CAGR 2024-2028
Operational growth
10% power
RAB growth p.a.
RAB CAGR 2024-20281
Financial capacity
Strong BBB/Baa rating
€5-10bn extra balance sheet capacity
1. Energy Networks Germany.
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
4. Backup
Strengthened role of E.ON brand to further drive repositioning of E.ON as Playmaker of European energy transition
Strategic Repositioning
Positioning E.ON as Playmaker of European energy transition started in 2024 with a HQ-driven brand campaign backed by locally-supported activities.
In 2025, further roll-out has been integrated into line organizations guaranteeing continuous focus on the repositioning.
Group-wide Integration
Being perceived as the Playmaker requires the effort of the entire E.ON Group.
As a result, key aspects of the Playmaker positioning such as the purpose and cultural elements have been integrated into the strategic frameworks of all non-E.ON branded entities.
Internal Activation
As part of the 25th anniversary of E.ON, the communication platform "It's on us" was further leveraged for internal purposes.
To establish the brand as a value-creating asset, colleagues could engage in activities such as an award that honors projects with an outstanding Playmaker ambition.
Impact & Manifestation
Playmaker mindset and momentum permeating the entire group.
New Playmaker Perception Score
integrated into local target letters.
Score being discussed on regular basis in performance dialogues to ensure focus.
Playmaker Perception Score
50%
Awareness of Solutions
50%
Perception as Leader
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
E.ON's Board of Management
4. Backup
Leonhard Birnbaum
Chief Executive Officer Chief Sustainability Officer
Communications & Political Affairs
Corporate Audit
Strategy
Group & Executive HR
Health and Safety
Sustainability
Legal & Compliance
Nuclear Coordination
Nadia Jakobi
Chief Financial Officer
Finance
Investor Relations
Mergers & Acquisitions
Accounting
Controlling
Risk Management
Tax
Finance Strategy & Transformation
Thomas König
Chief Operating Officer -
Networks
Energy Networks (incl. Turkey)
Procurement
Marc Spieker
Chief Operating Officer -
Commercial
Energy Retail
Energy Infrastructure
Solutions (EIS)
Energy Management
Marketing
Victoria Ossadnik
Chief Operating Officer -
Digital
Digital Technology
Inhouse Consulting
Cyber Security
Innovation
2
Sustainability
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
Ambitious targets across all sustainability dimensions
4. Backup
Environmental
Emissions1
-50%2 scope 1 & 2 emissions by 2030
-50% scope 3 emissions by 2030
-100% scope 1 & 2 emissions by 2040
-100% scope 3 emissions by 2050
Social
Female executives
At least 32% female executives in management positions by 20313
Health and Safety
Reduce frequency of serious accidents and death <0.07% SIF by 20304
Governance
Supervisory Board Composition
At least 30% women representation5
Board remuneration
Sustainability targets embedded in STI6 and LTI6
1. Relative to 2019 figures, 2. -50% refers to E.ON's SBTi validated 2030 target in line with a 1.5-degree pathway, 3. Equivalent to the share of women in our workforce, 4. Serious injuries and fatalities (SIF) for employees: Safety incidents per 1,000,000 working hours 5.
2.1
Environment
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
E.ON's commitment to the sustainable energy transition
4. Backup
How our environmental focus is delivering impact and measurable climate resultsGoing beyond climate action
E.ON's leadership of the sustainable energy transition
Climate Action
Our energy infrastructure will deliver net-zero impact on climate by 2050
Ecosystems & Biodiversity
Initiatives to reduce the impact of our energy systems on the natural environment
Resources & Waste
Innovation in the circular economy that will decouple growth from resource usage
Our differentiated nature strategy pillars are how we are keeping nature's biodiverse ecosystems in balance with the business needs of our critical energy infrastructure
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
E.ON on its way to achieve ambitious climate targets
4. Backup
E.ON's carbon footprint
million metric tons
2
2
3
4
65
60
106
Scope 1
Scope 21
Scope 32
Avoided emissions3
119
Scope 1-2
Scope 3
E.ON's targets4
2030
2040
2050
-50%5 -100% -50% -100%6
Science Based Targets Initiative (SBTi) has confirmed E.ON short term targets until 2030 for reducing CO2emissions. E.ON is explicitly committed to the 1.5-degree target of the Paris Climate Agreement.
1. Location-based. 2. Market-based values for purchased power sold to end-customers. 3. This KPI quantifies the avoided emissions that contribute to a low-carbon economy in connection with our clients. This covers avoided GHG emissions caused by the enabling effect of our assets or solutions. 4. With reference to 2019 baseline year figures: Scope 1: 3.98m tons CO2e (inc. Baseline recalculation), Scope 2: 4.82m tons (location-based) CO2e and Scope 3:
120.27m tons CO2e (location-based). In the near term, carbon offsetting is not considered within our carbon footprint nor in measures to achieve our climate targets for 2030 as E.ON prioritizes decarbonizing within its own value chain 5. 13
50% refers to E.ON's SBTi validated 2030 target in line with a 1.5° pathway 6. Total avoidance increasing.
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
E.ON is committed to carrying out its direct and indirect public advocacy action in line with the Paris Agreement
4. Backup
Essential Positions important for Alignment with Associations and Initiatives
71 Associations on European and National level1
Croatia
Global*
Endorse the
Paris Agreement
Support EU climate ambition incl. support for the Fit-for-55 ('Ff55') package
Support sustainable finance
Support carbon
pricing
E.ON is represented in many European and national business associations and initiatives
UK
3
7
3
Europe
Romania
15
11
Poland
3
Czechia 3
Slovakia
6
18
E.ON action:
Selected the most important global European and national organizations for the topic of climate protection
Keeping close contact with our international units to ensure continuous update
8
Hungary
6
6
8
Sweden
Italy
Netherlands
*numbers in %
Includes high-level industry associations but also organizations for specific energy fields, including future topics (i. e. digitization,
e-mobility)
Lobby Approach and Role of Industry Associations and Initiatives
E.ON role
We are the advocates for a new energy world
Germany
E.ON goal
Understanding how our business activities propel the energy transition and exchanging ideas on how to balance climate goals, economic prosperity, and the distributional effects on citizens across the EU
Role of
lobbying
If a position is supported by an association - and thus usually by a large part of the companies in an industry - it becomes clear to the politicians that it is not about achieving advantages for individual companies
E.ON regularly reviews all memberships in associations and initiatives, with the Political Affairs Department overseeing this at Group level.
Regular review
Based on our analysis, the associations have a high level of agreement with E.ON positions, i.e. 65 out of 71 associations are (partly) aligned with our position towards the Paris Agreement2
Strong approval for our fundamental stances on climate protection and climate neutrality
1. Link to Climate Advocacy& Assocations Report 2024 2. Due to the highly varying character of the organizations, whose activities and priorities do not necessarily focus on climate protection and the energy transition, it was not expected that full agreement would be
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
4. Backup
In 2024 E.ONs published its 1st ESRS1 compliant sustainability report despite missing national implementation
- E.ONs sustainability reporting goes beyond legal requirements as the CSRD was not transposed into national law in Germany
It covers many more important sustainability topics and E.ONs mature management approaches and KPIs for these topics
The results of the first ESRS materiality analysis prove that E.ON is already managing the right sustainability topics. However, in addition to Climate change mitigation, energy affordability and reliable energy supply some of E.ONs so far voluntary sustainability topics were reported as material sustainability topics in financial year 2024 for the first time. Alongside the material topics E.ON continued to include voluntary sustainability topics into its Annual Report.
The results of the materiality analysis were verified by the CSO2 and E.ONs Sustainability Council as well as discussed with the group's work council and the supervisory board.
1. Understanding 2. Identification 3. Assessment 4. Validation & Report
Thorough understanding of the business, value chain and related activities
Identification and validation longlist by central departments and management units
Assessment of materiality for topics by central departments and management units
Adoption of threshold and final list of material topics incl. board and supervisory level sign off
In 2025 E.ON will not perform a full update of the materiality analysis but will instead focus on enhancing the overall report readability by improving descriptions of identified material topics (impacts, risks and opportunities) as well as a stronger alignment between the strategic and segment information provided in the general management report and ESRS disclosures in the sustainability report
2.2
Social
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
4. Backup
Deep-dive for medium/high risk supplier and on individual case basis
IDENTIFY: suppliers with a medium or high-risk exposure must do a Human Rights Due Diligence checks and a continuous risk assessment using an AI based risk monitoring solution
MITIGATE: further assessments follow where issues have been detected/become known,
e.g. audits incl. sub -suppliers. Follow-up measures to be applied to mitigate any risks
ACT: Supplier relationships will be terminated when suppliers fail to meet the
standards, or severe human rights violations have been detected
Minimum standards must be met by total supplier base
DECLARE: clear statement towards suppliers; E.ON has zero tolerance for breaching social, environmental and governance standards. All suppliers must accept the E.ON code of conduct
ASSESS: check of social accountability, business integrity and HSE conformity for all
suppliers with >25k€ spend
Further assessments
Human Rights
Due Diligence
Supplier onboarding
Supplier Code of Conduct
Business stop
E.ON applies several risk-based layers to enable continuous Human Rights risk monitoring
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
4. Backup
Vision 0: Everyone working for E.ON leaves work safe and healthy
Health & safety is a key pillar of E.ON's strategy: In pursuit of Vision Zero we improve our performance along three dimensions
Many E.ON employees perform high-risk work
(e.g., on energy networks, gas pipelines)
Stringent health and safety performance
is therefore of utmost importance
We constantly improve our health & safety performance along three dimensions
Clear Vision and Targets
Steering with clear vision, core beliefs and proactive Health & Safety targets
Governance Approach
Ensuring minimum requirements with H&S policies, standards and management systems
Cultural development
Improvement of Health & Safety culture with concrete actions (see examples on next slide)
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
4. Backup
Bradley Curve
"I follow the rules
because I have to"
"I follow the rules
because I want to"
Stage 1
Reactive
Stage 2
Dependent
Stage 3
Stage 4
Independent Interdependent
Bradley Curve Assessments
External assessment of safety culture
Bradley Curve as globally recognized
safety culture maturity model
>25 E.ON Units with more than
50.000 employees assessed so far
Accidents
We want to reach our Vision Zero: Examples for concrete initiatives show the high priority given to Health & Safety at E.ON
Group-wide Live Stream
Focus on recent accidents, risks, pre-
ventive measures & upcoming event
One hour and two Board Members
>30.000 live viewers
Translation in 12 languages
Life Saving Rules
Raising awareness for high-risk work
10 easy to understand rules
Groupwide standard for all units
Intensive communication with trainings, flyers, posters, calendars
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
4. Backup
E.ON takes a holistic approach for Diversity, Equity & Inclusion (DEI)
Activities 2025
•
•
•
•
•
•
•
Sponsorship of DEI networks by Board members
Continuation of CEO Listening Tour
Conceptualization of Inclusive Leadership Training for executives
Communication campaigns (Diversity Day, etc.) CEO Awards for Diversity, Equity & Inclusion Evaluation of results of pilot Diversity Survey
Network conference (women@eon, Pride
network)
Successes 2025
•
•
•
•
•
Silver Pride Champion seal: Uhlala Pride Index Completion of LGBT+ Roadmap
E.ON's first DEI Networks event at E.ON
headquarters
Positive development of share of female executives
Podcast, InclusiON AIR, to increase knowledge of our DEI & external networks
Activities 2026
•
•
•
•
•
Setting global DEI Strategy 2030
Roll Out Inclusive Leadership Training
Communication campaigns on key diversity topics (e. g. Diversity Day etc.)
Continuation of CEO Listening Tour
CEO Awards for Diversity, Equity & Inclusion
2025
2026
3
Governance
3.1
Supervisory Board and Committee Work
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
E.ON Supervisory Board: Experienced, diverse and independent
4. Backup
16 Board Members1
8
8
Independent Shareholder
Representatives
Employee Representatives
Member of the E.ON Supervisory Board for2
7
4
1
4
<2 Years
2 - 4 Years
5 - 7 years
>7 years
Age3
Nationality 3
44%
Female representatives5
International experience6
Management and
su ce
pervisory experien
7
31%
25%
31%
13%
13%
69%
63%
38%
100%
88%
88%
>65
55-65
<55
German
Other Nationalities
Independent
Female
Male
With experience
Without experience
With experience
Without experience
Independence4
1. Minimum target of 30% female board members fulfilled 2. As of December 31st, 2025 3. Differences may occur due to rounding, as of December 31st, 2025 4. Independence in accordance with the European Sustainability Reporting Standards (ESRS) as well as the German Corporate Governance Code for shareholder representatives 5. Share of 38% holds across both, shareholder representatives and employee representatives 6. Refers to shareholder representatives 7. Refers to shareholder
1. E.ON Equity Story
Ulrich Grillo
Deputy Chairman of the Supervisory Board Born 1959, German
Member since 2019
Excellent network in German industry, management and strategy expertise
Klaus Fröhlich
Born 1960, German
Member since 2018
Expert in brand and product strategies and digitization; particular focus on e-mobility
Anke Groth
Born 1970, German
Member since 2022
Extensive management and finance expertise,
in-depth knowledge of the energy sector
Andreas Schmitz
Born 1960, German
Member since 2016
Particular expertise in financial analysis and capital markets, financial expert
Dr. Rolf Martin Schmitz
Born 1957, German
Member since 2019
Extensive management and strategy
expertise paired with technical knowledge
Deborah Wilkens
Born 1971, German and US-American
Member since 2019
Proven capital market expert specialized in the energy sector
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
E.ON Supervisory Board: Shareholder representatives
4. Backup
Erich Clementi
Chairman of the Supervisory Board Born 1958, Italian and US-American Member since 2016
Expert in digital transformation and strategy
Nadège Petit
Born 1980, French
Member since 2023
Extensive international management, transformation and innovation expertise
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
E.ON Supervisory Board: Employee representatives
4. Backup
Frank Werneke
Deputy Chairman of the Supervisory Board Born 1967, German
Member since 2024
Expert on politics and co-determination
Stefan May
Born 1970, German
Member since 2019
Technical expertise as well as extensive knowledge in co-determination
Katja Bauer
Born 1971, German
Member since 2022
In-depth knowledge of human resources plus extensive experience in sales and customer solutions
René Pöhls
Born 1970, German
Member since 2019
Expert in network operation, HR and experience in co-determination
Eugen-Gheorghe Luha
Born 1957, Romanian
Member since 2012
Profound expertise in the gas business
Elisabeth Wallbaum
Born 1975, German
Member since 2016
Expertise in Energy generation and IT-based process control
Szilvia Pinczésné Márton
Born 1969, Hungarian
Member since 2018
In-depth knowledge of the network business and co-determination matters
Axel Winterwerber
Born 1982, German
Member since 2023
Expertise in grid and sales operations and HR management
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
4. Backup
Different terms in the staggered board of E.ON SE (elections in 2023 and 2025)
3 years
Rolf Martin Schmitz
3 years
Deborah Wilkens
Erich Clementi, Chairman Nadège Petit
Andreas Schmitz
Klaus Fröhlich
Ulrich Grillo
Anke Groth
4 years
2023
AGM
2024
AGM
2025
AGM
2026
AGM
2027
AGM
2028
AGM
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
4. Backup
Composition of shareholder representatives ensures superior governance and committee work
7/8
6/8
7/8
7/8
5/8
4/8
3/8
Competencies
Several years of experience in the strategic management or monitoring
of listed organizations1
Capital and financial market expertise
Sales and retail business
4/8
4/8
3/8
6/8
8/8
Auditing
Accounting
Energy sector
Law and compliance
HR, cultural change
Regulated industries
Sustainability1
New technologies,
digitalisation, IT and cyber security1, 2
New business models, innovation, disruption
General objectives3
Independence4
Overboarding provisions/ sufficient time
Maximum rule
membership duration
Age limit
Diversity
International experience
Representation of women
Age diversity
1. Amended according to the revised 2025 skills profile 2. Including artificial intelligence (AI) 3. According to Rules of Procedure for the Supervisory Board of E.ON SE and objectives of its composition (recommendation C.1 of the German Corporate Governance Code)
4. Independence in accordance with the German Corporate Governance Code and the European Sustainability Reporting Standards (ESRS) 27
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
Shareholder representatives' qualification matrix
4. Backup
Clementi | Fröhlich | Grillo | Groth | Petit | A. Schmitz | R. Schmitz | Wilkens | ||
rship | Member since | 2016 | 2018 | 2019 | 2022 | 2023 | 2016 | 2019 | 2019 |
mbe | End of term in | 2027 | 2026 | 2026 | 2026 | 2027 | 2027 | 2028 | 2028 |
Me | Committee Membership1 | EC (C), NC (C) | I&S (C) | EC, NC | ARC | I&S | ARC (C), NC | EC | ARC |
neral tives | Independence2 | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |
Ge objec | No Overboarding3 | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |
Year of birth | 1958 | 1960 | 1959 | 1970 | 1980 | 1960 | 1957 | 1971 | |
sity | Gender | male | male | male | female | female | male | male | female |
Diver
Nationality(ies) Italian, US-
American
German German German French German German German, US-
American
International experience ✓ ✓ ✓ ✓ ✓ ✓ ✓
Several years of experience in the strategic management
or monitoring of listed organizations4
✓ ✓ ✓ ✓ ✓ ✓ ✓
Capital and financial market expertise ✓ ✓ ✓ ✓ ✓ ✓
Energy sector ✓ ✓ ✓ ✓ ✓ ✓ ✓
Competencies
Sales and retail business ✓ ✓ ✓ ✓ ✓ ✓ ✓
Regulated industries ✓ ✓ ✓ ✓ ✓
New technologies, digitalisation, IT and cyber security4, 5 ✓ ✓ ✓ ✓
New business models, innovation, disruption ✓ ✓ ✓
Accounting ✓ ✓ ✓ ✓
Auditing ✓ ✓ ✓ ✓
Law and compliance ✓ ✓ ✓
Human resources, cultural change ✓ ✓ ✓ ✓ ✓ ✓
Sustainability4 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
1. Executive Committee (EC), Audit and Risk Committee (ARC), Innovation and Sustainability Committee (I&S), Nomination Committee (NC), Committee Chair (C) 2. Independence in accordance with the German Corporate Governance Code (GCGC) and the European Sustainability Reporting Standards (ESRS) 3. In accordance with the GCGC 4. Amended according to the revised 2025 skills profile 5. Including artificial intelligence (AI) 28
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
Annual self-assessment:
4. Backup
Constructive culture and trustful collaboration remain key enablers
Self-assessment in line with the German Corporate Governance Code, based on an online questionnaire completed by all members
Feedback discussion between the Chair of the Supervisory Board and the Corporate Office as facilitator to identify relevant focus areas
Key results and improvement suggestions are presented and discussed in a Supervisory Board Meeting
The positive result of the self-assessment - averaging a score of 5.521 - exceeds the previous year's very high average score of 5.341
A high level of satisfaction was expressed with the successful implementation of the recommendations from last year's self-assessment, in particular the strategic discussion held as part of a supervisory board meeting to address long-term strategic topics
Core Strengths
Constructive culture and trustful collaboration within the Supervisory Board
- Cooperative relationship between the Supervisory Board and the Management Board
Competent and effective leadership of the Supervisory Board and
its committees
Pursued Measures
Ongoing advancement of the recommendations derived from the
2024 self-assessment
Focusing information events on the topics of AI, cyber security and competition
Allocation of more capacity for free discussions during meetings
1. Scale reaching from 1 ("Do not agree") to 6 ("Agree") 29
1. E.ON Equity Story
2. Sustainability | Environment | Social | 3. Governance | Supervisory Board and Committee Work | Remuneration | Risk |
Supervisory Board committee setup
4. Backup
Executive Committee
Prepares management personnel decisions and management remuneration, approves investment, M&A and financing transactions
Advises the Board of Management on e.g. strategic developments
Members
Erich Clementi, Chairman Ulrich Grillo
Rolf Martin Schmitz
Frank Werneke, Deputy Chairman René Pöhls
Axel Winterwerber
Audit and Risk Committee
Monitors the accounting process and internal control systems
Examines effectiveness of internal control and risk management systems,
including cyber security
Members
Andreas Schmitz, Chairman Anke Groth
Deborah Wilkens
René Pöhls, Deputy Chairman Katja Bauer
Elisabeth Wallbaum
Innovation and Sustainability Committee
Advises the Management on innovation and disruption / new businesses
Advises the Management relating to sustainability topics
Members
Klaus Fröhlich, Chairman Nadège Petit
Stefan May, Deputy Chairman Axel Winterwerber
Nomination Committee
Recommends candidates for election to the Supervisory Board by the
Annual Shareholders Meeting
Members
Erich Clementi, Chairman Ulrich Grillo, Deputy Chairman Andreas Schmitz
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E.ON SE published this content on January 22, 2026, and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT), unedited and unaltered, on January 22, 2026 at 16:06 UTC.
