At Enexis, we believe we can contribute meaningfully to a more sustainable society. Our sustainability strategy focuses on making our energy network more sustainable while reducing our negative impact. We can achieve the greatest positive impact by ensuring that as many customers as possible have access to clean energy, while minimising adverse effects on people, nature, and the environment. At the same time, we remain committed to taking good care of our employees and providing high-quality service to our customers.
This Sustainability Statement addresses the material sustainability topics identified through our Double Materiality Analysis (see: Double Materiality Analysis). Based on our strategy, we focus on the following Environmental, Social, and Governance topics:
Environmental
CO₂ reduction: CO₂ emissions are a major driver of climate change. Enexis is responsible for reducing emissions across its operations and the value chain. In 2025, we set a target to reduce scope 1 and 2 CO2 emissions by more than 9% compared with 2024. This target was achieved, with emissions decreasing by 9.8%. One of the measures contributing to this result was the increased frequency of gas leak detection. By identifying and sealing leaks more quickly, we further reduced methane emissions, a potent greenhouse gas.
Climate adaptation: Climate change is no longer a future scenario but a present reality. As a vital infrastructure operator, Enexis must actively protect its assets against climate risks to prevent societal disruption. In 2025, we again updated our climate risk analysis. In parallel, we worked with industry peers at Netbeheer Nederland to develop a new methodology that provides a more detailed understanding of how climate change affects our assets, enabling more targeted, forward-looking action.
Circularity: Pressure on global raw material availability is increasing, and Enexis has a substantial raw materials footprint. By adopting a circular approach, we aim to strengthen security of supply and reduce emissions throughout the value chain. Our approach includes reducing the use of primary raw materials per unit of product, working closely with partners and suppliers, maximising reuse, and preventing waste wherever possible.
Unfortunately, we are currently behind schedule on our target to reduce the use of primary materials in components by 50% per unit of product by 2030 compared with 2014. The cable tender awarded in 2024 was implemented in 2025, and tenders for distribution transformers and control and earthing transformers were launched in 2025. Through these measures, we are steering further towards circularity and taking the necessary steps to reduce the proportion of primary materials in our components. Circularity is explicitly included in tender award criteria, with a minimum weighting of 10%. The impact of these measures will be evident in the reported figures over the coming years.
The shortfall in meeting our target is partly due to the strong emphasis we placed on ‘building, building, building,’ which has meant that circularity received less focus. In addition, our method for measuring circularity can still be improved: we do not yet have a material passport for all items, which means that in reality these products may contain more secondary material than we are currently able to demonstrate.
Our focus on reusing components and component parts continued in 2025. The avoided procurement value increased to €17.5 million, representing a rise of more than 13% compared with 2024. At the same time, we prepared for further scaling in the coming years by expanding the team Reuse and relocating to more suitable premises for storage, operating and logistics of components and parts for reuse.
Social
Energy for all customers: Our core task is to provide everyone with access to safe and reliable energy infrastructure. Due to grid congestion, however, access to energy can no longer be taken for granted. Despite investing €1,788 million in grid expansion in 2025 (+35% compared with 2024), this proved insufficient to fully meet demand. As a result, congestion, waiting lists, and long lead times persisted.
In 2025, waiting lists for transmission capacity increased further, significantly impacting our customers. Nevertheless, we were able to provide transmission capacity to 144 customers on the waiting list. A large proportion of customers, both high-volume and low-volume consumers, were satisfied with the time required to realise their connection. Our continued focus on optimizing available capacity resulted in an additional 511 MW of usable grid capacity.
Using the grid more intensively does increase the risk of outages. Although a small number of major incidental disruptions occurred, the outage duration remained within the targets set for the year. We continue to work continuously to ensure that our network remains as reliable as possible.
Attractive employer: Being an attractive employer enables us to attract and retain the talent required to deliver the energy transition. Through targeted recruitment campaigns, partnerships with educational institutions, and the recruitment of international professionals, we achieved our target for recruiting scarce technical staff. Employee satisfaction, however, fell short of the target in 2025. Factors such as top-down communication and workload imbalances had a negative impact. Targeted actions will therefore be taken in 2026 to improve employee satisfaction.
Safe working practices are an essential condition for being an attractive employer. Our safety processes and measures are well established. We know where and how additional measures are needed to ensure a safe work environment. Nevertheless, in 2025, the Lost Time Injury Frequency (LTIF) for both employees and contractors exceeded the target. This was mainly due to an increase in incidents involving minor injuries, such as falls and caught-in injuries. In 2025, we took targeted measures to reduce the number of incidents involving minor injuries, and we will continue these actions in 2026.
Diversity and inclusion also play an important role in our attractiveness as an employer. While progress has been made, there remains room for improvement. In 2025, we achieved our target for the proportion of women in management positions. We are building on this progress by raising our ambition for the coming year. Although no specific target has yet been set for cultural diversity, we are actively exploring ways to attract colleagues from a broader range of backgrounds.
Business conduct
At Enexis, we promote ethical business conduct through a strong corporate culture, clear core values, an integrity policy, and transparent reporting practices. Suppliers are selected and assessed on the basis of legal and sustainability criteria, and compliance with the Supplier Code of Conduct is required. No cases of corruption or bribery were identified in 2025.
We also engage in transparent and responsible lobbying activities aimed at accelerating the energy transition, working closely with governments and sector partners.
Cybersecurity and protection of information are addressed through an integrated, risk-based approach. Our activities are guided by a framework of standards based on ISO standards, NIS2, and applicable national legislation. Privacy is safeguarded through Data Protection Impact Assessments, our internal privacy standards framework, and clearly defined processes for managing data breaches.
About this Sustainability Statement
In this Sustainability Statement, Enexis reports on its material impacts, risks, and opportunities in accordance with the European Sustainability Reporting Standards (ESRS), as required under the Corporate Sustainability Reporting Directive (CSRD). For each material sustainability topic, we explain our covering policy, measures, metrics and targets. In addition to the report on material topics, the EU Taxonomy Report is part of the Sustainability Statement.
Changes to the 2025 Sustainability Statement compared to 2024
In 2025, parts of the Sustainability Statement were moved to the Management Report to improve the readability and coherence of both documents. The chapter layout was also revised to enhance clarity. Chapters now follow the material sustainability topics and use a consistent structure covering policy, measures, metrics and targets.
European legislation and regulations on sustainability reporting are currently evolving rapidly. Pending the Omnibus amendments, Enexis continues to report under the existing ESRS. We have made use of the Quick Fix Regulation, which allows, among other things, the deferral of reporting on the financial impacts of sustainability risks and opportunities.
Due to changes in the EU Taxonomy regulations, reporting requirements were simplified in 2025 compared with previous years. Further information can be found in the EU Taxonomy section.