Diversity and non-discrimination

Policy for diversity and non-discrimination

Enexis is characterised by highly engaged and supportive employees. This is one of the reasons why our network has been so reliable for so many years. However, implementing the energy transition requires more: a lot of extra people, different perspectives, and new ways of thinking and working. We strongly believe that bringing together different perspectives leads to better solutions and ideas. That is why inclusiveness is a core value at Enexis. Our policy focuses on preventing discrimination and harassment and promoting equal opportunities, diversity, and inclusiveness. We want to include all talents, opinions, backgrounds, and ways of thinking and acting. Working inclusively also means that we are a good reflection of society. We want everyone to feel at home with us, regardless of where they were born, who they love, how they identify, their age, or whether they face physical or mental challenges. We stand for ‘An Enexis for everyone’. The Executive Board adopted this policy in October 2022, which is available on the intranet.^{(ESRS 2 par. 65 a-c) (ESRS S1 par. 24 a-c)}

Within the policy, we identify five specific target groups: age, gender, cultural diversity, employability, and LGBTIQ+. Specific targets are in place for gender and cultural diversity. While no specific targets have been set for the other groups, they are supported through the activities of network groups, which have a budget to carry out these activities.  ^{(ESRS 2 par. 65 b-e) (ESRS S1 par. 19, 24c)}

Consultation with employees on diversity and non-discrimination

Our employees are highly committed – to their work and to each other. Every quarter, we conduct the online Enexis Employee Survey (EES). It enables us to measure the employer’s Net Promoter Score (e-NPS), cooperation, and engagement. In the first three quarters, one-third of Enexis employees are contacted each time to participate. In the fourth quarter, all colleagues are surveyed. The Executive Board, the Works Council, management, all leaders and HR business partners discuss the results of the surveys. We share the results of the overall measurement with everyone. ^{(ESRS S1 par. 47b)} Currently, the EES only includes indirect questions on diversity and non-discrimination.

Since January 2025, we have been using a new system. It allows employees to view their results immediately after completing the survey. Alongside their results, they receive practical recommendations and tips to help them take the next steps. At present, these consist of interventions provided by the supplier, such as informational content and short instructional videos. Over time, we plan to complement these with offerings developed by Enexis. Managers also gain immediate insight into their team’s results, provided that at least 10 employees participate, with anonymity and confidentiality ensured. This enables managers to respond quickly and take targeted action to improve employee satisfaction. ^{(ESRS S1 par. 27, 28, 29) (ESRS S1 par. 47c)}

Measures for diversity and non-discrimination

Our Code of Conduct is an important measure for promoting diversity and tackling discrimination. The company regulations define discrimination as any form of unequal treatment based on characteristics such as race and ethnic origin, colour, gender, sexual orientation, gender identity, disability, age, religion, political opinion, or national or social origin.

In addition, our Code of Conduct explicitly refers to the Sexual Harassment Complaints Procedure and addresses issues such as sexual harassment, aggression, bullying, and violence. ^{(ESRS S1 par. 24b) (ESRS 2 par. 68 a-c) (ESRS S1 par. 37, 38 c-d, 40)} We also apply a compliance protocol that sets out clear standards of conduct for all employees. Upon joining Enexis, employees sign a declaration confirming their commitment to the protocol and complete a mandatory e-learning course. Each year, we publish a compliance report outlining how the protocol has been implemented and which measures have been taken.  ^{(ESRS S1 par. 24d) (ESRS 2 par. 65a en 65d)}

Although the European Pay Transparency Directive has been postponed by one year, we have already taken several preparatory steps. Ensuring equal pay for men and women performing comparable work is a key priority. We are working to ensure our recruitment processes are free from discrimination, to provide transparency into the criteria for pay levels and development, and to give employees insight into how their remuneration compares with that of colleagues in similar roles.

To strengthen cultural diversity and raise awareness, we launched several initiatives in 2025. In collaboration with Alliander, TenneT, and the Refugee Talent Hub, we organised a preparatory programme for status holders to familiarise them with the energy sector. Participants develop technical skills, gain knowledge of safety requirements and Dutch technical terminology, and are introduced to Dutch working culture. This Energy Skills programme prepares participants for a career as a technician with a grid operator or subcontractor. In 2025, four status holders started the programme at Enexis, and we aim to increase this number in the coming years. In addition, in partnership with the Refugee Talent Hub, we facilitate work experience placements for status holders; three individuals participated in this initiative in 2025.

Managers and recruiters are supported in achieving gender balance and cultural diversity objectives through the Objective Recruitment and Selection training programme. This training helps participants recognise and address unconscious bias and apply objective selection criteria. The programme was delivered five times in 2025. ^{(ESRS 2 par. 65 f) (S1-1 par. 24 d)}

To promote ‘An Enexis for everyone’, we work with several internal network groups. Each network has a board and a community group where members share experiences and ideas. These networks strengthen our learning capacity, enhance internal collaboration, and support personal development. They also help our organisation to innovate and grow. Enexis currently has the following networks: ‘ZIJ!’ (women), ‘Next’ (younger generation), ‘Proud’ (LGBTIQ +), and ‘Connect’ (cultural diversity). ^{(ESRS S1 par. 24c) (ESRS S1 par. 37, 38 c)}

Targets for diversity and non-discrimination

We work with an annual plan to achieve our diversity and inclusion targets. This plan includes KPIs for gender balance on the Executive Board and in senior, middle, and other management roles, as well as targets for recruiting employees from culturally diverse backgrounds.  ^{(ESRS S1 par. 46)}Our ambition for the male–female balance aligns with our broader goal of promoting equal opportunities and fostering an inclusive work environment. 

Specifically, we aim to achieve a minimum representation of 40% for each gender on the Executive Board and among directors, and 30% in middle management roles. In the recruitment of a new Chief Transition Officer, we take this aim of achieving a balanced composition of the executive board into account. In 2025, we met our target of 30% female representation in other management positions. Building on this progress, we have raised our 2026 target to 32%. 

By setting targets at different organisational levels, we encourage sustainable growth towards a balanced representation of men and women on the Executive Board over time. These targets apply across all business activities through 2030 and are not linked to a specific base year or baseline value. ^{(ESRS 2  par. 80d en 80e)} Progress on gender diversity is monitored via an internal diversity dashboard and discussed with the Executive Board on a quarterly basis. ^{(ESRS S1 par. 47b)}

Diversity metrics

At Enexis Groep, senior management means lower management positions (N-1). These include directors and managers at a level directly below the Executive Board. The gender breakdown at this level is as follows: ^{(ESRS S1-9 par. 64 en 66a)}

For the diversity of the Executive Board and Supervisory Board, please see the explanation in GOV-1.

In addition, we aim to have 10% of new recruits from diverse cultural backgrounds. At present, however, we do not have the tools to measure this target directly or to monitor progress continuously. In 2025, we therefore requested origin classification data from the CBS Cultural Diversity Barometer. The figures received relate to 2024. We also requested comparable data in 2022. At the time, 11% of employees had a country of origin other than the Netherlands (4% from Europe and 7% from outside Europe). By 2024, this share had increased to 12%, indicating a gradual increase in cultural diversity within our workforce.