Objectives and performances

Strategic goal	KPI	Target 2025		Realisation 2025	Target 2026
Future-proof energy system	Controllable public charging points	≥ 3,750		10,000	-
	Mm³ biomethane fed in Enexis service area (mln m³)	-		139	≥ 170
	Increase in number of WEQ's connected via Enexis associates	-		-	≥ 237
Dynamic system management	Created grid capacity through Flexible Utilization of the Grid (FUN) (# MW)	≥ 500		542	≥ 500
	Annual outage time (minutes)	≤ 23		18.8	≤ 25
Energy for all customers	Reduction customers on the waiting list (%)	-		-	≥ 25
	Satisfaction with execution date Low volume customers (%)	≥ 65		72	≥ 65
	Connection lead times for high-volume consumers based on requested date (%)	≥ 65		65	-
	Connection lead times for high-volume consumers in line with statutory term (%)	-		-	100
Build, build, build	Adherence to plan (%)	≥ 80		90	-
	Quantitative progress work package (€ mln)	≥ 1,800		1,980	≥ 2,400
	Technical realised grid capacity - gross (# MVA)	≥ 1,200		1,260	≥ 2,050
	Realised units work package: km cable Low voltage	≥ 1,750		770	≥ 690
	Realised units work package: km cable Mid voltage	≥ 1,000		861	≥ 480
	Realised units work package: # E-rooms	≥ 1,000		670	≥ 750
	Realised units work package: # neighbourhoods	≥ 86		14	-
	Realised units work package: # LV-addresses	-		-	≥ 45,000
Working safely	Lost Time Injury Frequency Enexis	≤ 1		2.4	≤ 1
	Lost Time Injury Frequency Contractors	≤ 2		2.7	≤ 2
Strengthening each other	Employee Net Promoter Score	≥ 37		29	≥ 35
	Net inflow # FTEs scarce technical personnel	≥ 154		164	≥ 128
	Net inflow # FTEs scarce ICT personnel	≥ 116		142	-
	Leadership positions (own personnel) filled by women (%)	≥ 30		30	≥ 32
Making a sustainable impact	CO2eq-savings scope 1 and 2 (%)	≥ 9		9.8	≥ 13
Remain financially sound	Controllable costs and revenues (€ mln)	≤ 871		849	≤ 965

A future-proof energy system

The number of controllable public charging points has significantly exceeded our target. This is largely the result of collaboration with major market players, including Vattenfall, Allego, and Equans. Their public charging points are increasingly adopting grid-aware charging. During peak periods, charging capacity is temporarily reduced to prevent overloading the electricity grid. This enables Enexis to relieve pressure on critical parts of the grid and helps to address bottlenecks in both low-voltage and medium-voltage networks.

In 2026, we will place greater emphasis on injecting biomethane into the grid and on connecting to heating networks through our associates. In this way, we contribute to a future-proof energy system in which sustainable energy sources play a substantial role alongside traditional gas and electricity supplies.

Dynamic system management

In addition to expanding grid capacity, we are focusing on using the electricity grid more efficiently. We do this by making optimal use of the technical capabilities of our assets, including the available reserve capacity of high-voltage (HV) and medium-voltage (MV) stations and cables (368 MW). We also deploy capacity more intelligently through flexible contracts (174 MW), for example contracts that allow customers access to the grid during specific periods. Through these arrangements, customers actively help reduce grid congestion. In total, these efficiency measures have delivered an additional 542 MW of capacity, enabling us to meet our target.

In 2025, the limited annual outage duration confirmed that the electricity grid remains highly reliable. Although a small number of major, exceptional disruptions occurred, the overall outage duration remained below the maximum set for the year. We remain committed to maintaining the highest possible level of reliability. The 2026 target has been adjusted slightly upward from 2025. This reflects the increasing load on MV and LV grid sections, which may result in more outages or longer outage durations.

Energy for all customers

Customer surveys show that 72% of low-volume consumers are satisfied with the time it took to set up their connection. For high-volume consumers, 65% of connections were completed on the requested date. Despite the challenges posed by grid congestion, we remain focused on delivering connections on the desired date or within the statutory time frame, while improving planning reliability so customers always know what to expect.

From 2026, we will revise the KPI ‘Connection lead times for high-volume consumers based on requested date’ to ‘Connection lead times for high-volume consumers in line with statutory deadlines’. This KPI will measure our compliance with the statutory connection time frame as set out in the ACM Grid Code. It also takes into account the level of grid congestion in the area where the application is submitted, providing a more accurate reflection of the operational reality in which Enexis operates.

From 2026 onwards, Enexis will place greater emphasis on reducing waiting lists for large business customers. We aim to reduce the number of applications on the waiting list as of 1 January 2026 by at least 25% during 2026. To achieve this, we are working more closely with our customers and increasing awareness of the available options in times of grid congestion, with the aim of encouraging more customers to move towards flexible contracts.

Build, build, build

Upgrading the electricity grid is one of the most important ways to reduce grid congestion. In 2025, we completed a record-breaking work package. This enabled us to reinforce and expand the grid while also carrying out preventive maintenance. Together, these efforts increased available grid capacity and safeguarded the reliability of our infrastructure.

The work package included the construction and replacement of high-voltage and medium-voltage substations, which are essential for increasing grid capacity. The KPI ‘Technically realised grid capacity’ captures this expansion through the installation or replacement of HV/MV substations. Despite lengthy permitting procedures, we met our 2025 target, realising 1,260 MVA of grid capacity. In addition, we made substantial investments in the underlying network in 2025. While these investments did not immediately translate into higher technically realised grid capacity, they lay the groundwork for further capacity growth. As a result, more grid capacity will be realised in 2026, and the target for that year has been increased compared with 2025.

Another important element of the work package is the number of realised units that support the expansion of the electricity grid. The KPIs for realised units are below the 2025 targets. This is mainly because the targets were originally based on a gross increase, while during the year, we decided to measure these KPIs on a net basis going forward. This approach provides a more accurate picture of the actual expansion and reinforcement of the grid, as it also accounts for components that are removed or replaced. The targets, however, have not been retrospectively adjusted to reflect this change.

When comparing realised units with the overall work package, a difference becomes apparent. While the work package has been comfortably achieved, realised units are lagging behind. The shift to net measurement means that the removal of existing assets has a negative effect on the number of realised units, even though it contributes to completing the work package. In addition, some cables and substations installed in 2025 were not yet operational by year-end. These assets are therefore included in the realisation of the work package, but not yet counted as realised units.

The work package also includes 10 major investment projects. Their progress is monitored against the 2025 investment plan using the KPI ‘Adherence to plan’. During the reporting period, five projects were successfully commissioned. Four projects were postponed to 2026 due to dependencies on TenneT’s planning, and one project was delayed due to internal planning adjustments. As this KPI does not provide sufficient insight, it will no longer be reported from 2026 onwards. Instead, from 2026, we will place greater emphasis on reducing waiting lists, as described in the section ‘Energy for all customers’.

Working safely

Safety remains our top priority. In 2024, we achieved level 4 on the Safety Ladder, reflecting a proactive approach to safety with a strong focus on learning and continuous improvement. Despite this progress, LTIF scores increased in 2025 due to a higher number of incidents that resulted in absenteeism. Fortunately, most of these incidents led only to minor injuries, such as falls and caught-in injuries. This development does not call for a change in policy. Ongoing attention to safety and strict adherence to agreed procedures remain central. At the same time, we took targeted measures in 2025 to reduce the number of incidents involving minor injuries, and we will continue these actions in 2026. Communication on working safely is being intensified.

Strengthening each other

We aim to take good care of our employees and to remain an attractive employer. Employee satisfaction is measured using the Employee Net Promoter Score. In 2025, our score was below the target. Employees indicated that top-down communication and both excessive and insufficient work pressure negatively affected their satisfaction.

In 2026, Enexis will address these issues by paying closer attention to factors that negatively affect satisfaction, while at the same time explicitly strengthening positive drivers such as learning and development opportunities. HR business partners will discuss the results with management teams and develop concrete action plans to further improve employee satisfaction.

To manage our record work package and continue the digitalisation of Enexis, we have focused on improving efficiency and recruiting additional technical and ICT colleagues. Despite the tight labour market, we are proud to have met our recruitment targets. The KPI ‘Net growth in scarce ICT personnel’ is under control and will therefore be moved from the Enexis KPI chart back to the departmental chart from 2026 onwards.

We are committed to achieving a balanced male–female ratio in management positions. This has been supported by raising awareness and actively applying this objective during selection procedures. In addition, we have provided training across the organisation on unbiased recruitment and selection, and have actively encouraged the appointment of women to management roles.

Making a sustainable impact

The reduction in CO₂ equivalents is mainly driven by the detection of gas leaks, the electrification of the lease car fleet, and lower SF₆ emissions¹. The leak detection programme is ahead of schedule, while the electrification programme is progressing as planned. Our objective is to maintain the number of stations with SF₆ emissions at a stable level. Together, these measures resulted in savings of 9.8% in 2025 compared with 2024. Further details on our policy and the measures we are taking are provided in the ‘Climate change’ section of the Sustainability Statement.

Remaining financially sound

Our expenditures are largely driven by the strong growth of our work package. To safeguard affordability for our customers, we are broadly implementing measures that support the efficient execution of our statutory tasks. In doing so, we explicitly consider all options to improve affordability without compromising on safety, quality or the necessary accelerated expansion of the energy system. To manage this expenditure development, a cost‑saving target of €220 million was set for the period 2022–2026. By the end of 2025, we had already more than achieved this target—one year earlier than planned. These realised savings make a substantial contribution to sustainable cost control, and the efficiency measures introduced will be continued. When we refer to ‘efficiency’, we mean increasing labour productivity, with the work package growing faster than the associated expenditures. Efficiency therefore does not mean doing less, but being able to deliver more while expenditures grow at a less‑than‑proportional rate. This supports both customer affordability and our societal responsibility to expand the energy system in time. In 2026, we are developing a new method to demonstrate that we continue to spend every euro wisely in the period after 2026.

Controllable costs in 2025 were €22 million lower than previously forecast. Despite delivering more work than initially planned, costs remained in line with expectations. This reflects efficient processes and the optimal use of resources, and meant that we stayed within the 2025 target.