Our objectives and our performance

Future-proof energy system

In the first half of 2026, 88 million m³ of biomethane was fed into Enexis' service area by 52 biomethane feed-in customers. Of these, 15 were connected in 2026. Achieving the 2026 target will require further growth in the second half of the year, both in the number of biomethane feed-in customers and in the volume of biomethane fed into the network by each customer.

In the first half of 2026, new connections equivalent to 182 housing equivalents (WEQs) were completed. These connections contribute to the further development of a future-proof energy system.

Dynamic system management

To make the most efficient use of the existing electricity grid, we focus on the responsible use of reserve capacity at high-voltage/medium-voltage (HV/MV) substations and on cables (118 MW), as well as on making smarter use of capacity through flexibility contracts (101 MW). Under these contracts, customers cannot use the grid at all times. In the first half of 2026, this created 219 MW of additional capacity. Although this is below the 239 MW achieved in the first half of 2025, we will continue to work with our customers in the second half of 2026 to achieve the 2026 target through the wider use of flexibility contracts.

Although we expect the annual outage duration for 2026 to be higher than in 2025, outage duration in the first half of the year remained well below both the target and the level recorded a year earlier. At 8.5 minutes, it was lower than the 10.5 minutes recorded in the first half of 2025, despite several major and exceptional faults. This underlines the reliability of our electricity grid and our ability to restore power quickly when outages occur.

Energy for all customers

In the first half of 2026, we reduced the number of customer applications on the waiting list as at year-end 2025 by 4%. This was achieved in part through the release of grid capacity in North Brabant and Limburg. We do not expect to achieve the target by the end of the year. Due to grid-related technical constraints, expanding grid capacity does not immediately create sufficient capacity to remove customers from the waiting list. We continue to focus on offering flexible contracts to customers on the waiting list in order to serve as many customers as possible. Together, we must make more efficient and intelligent use of the electricity grid. For some customers, an earlier connection may be possible if they adapt their consumption or feed-in patterns to periods when capacity is available on the grid.
The inflow of new requests in the first half of 2026 was greater than the 4% reduction. The inflow amounted to 1,150, while the reduction in the first half of the year was 416. As a result, the total number of customer requests on the waiting list had increased to 11,128 by mid-2026 (year-end 2025: 10,394).

Customer surveys show that 68% of low-volume consumers are satisfied with the time taken to complete their connection. This is slightly lower than in the first half of 2025, when the figure was 71%.

For high-volume consumers, 99% of connections were completed within the statutory time frame. Two connections were completed later in consultation with the customer. Despite the challenges posed by grid congestion, we remain committed to completing connections on time and improving planning reliability for our customers.

Build, build, build

We are working flat out to expand our electricity grid. In addition to expanding the grid, we are also upgrading existing infrastructure and carrying out maintenance. In doing so, we are creating additional grid capacity to connect more customers. We are on track to achieve our work package target. In the first half of 2026, we added 1,150 MVA of grid capacity. This is substantially more than the 520 MVA added in the first half of 2025.

The realised figures for low-voltage (LV) and medium-voltage (MV) grid length are also in line with the target, reflecting continued investment in our work programme. Both KPIs are ahead of where they were at the same point in 2025. The number of completed e-rooms is still slightly below target, partly due to the wintry weather at the start of the year, but it remains higher than in the first half of 2025. We therefore expect to achieve this target by the end of 2026. Progress on the KPI for LV addresses is more gradual because addresses are only reported as completed once an entire neighbourhood has been completed, meaning progress becomes visible in stages. Despite our efforts, we do not expect to eliminate the current shortfall in time to achieve our 2026 target.

Working safely

Unfortunately, our Lost Time Injury Frequency (LTIF) scores in 2026 remain above target. At Enexis, the number of accidents resulting in absence in the first half of the year was virtually the same as in the same period last year. Among our contractors, the score is even further above target. We continue to strengthen safety practices both within Enexis and among our contractors. During the 2026 Safety Days, for example, we will focus specifically on tripping and stumbling, the leading cause of absence at Enexis. By continuing to draw attention to this issue, we aim to increase safety awareness and reduce the number of accidents. Among our contractors, accidents are mainly caused by entrapment and falling objects. The more severe incidents are investigated by the contractors so lessons can be learned and shared during joint meetings.

Strengthening each other

We want to remain an attractive employer and take good care of our people. We measure employee satisfaction using the Employee Net Promoter Score (eNPS). In the first half of 2026, the score remained below target and was lower than both the same period in 2025 and the full-year score for 2025. The results show that internal communication is one of the factors contributing to the lower score. This relates, among other things, to the timely, clear and consistent sharing of important information that is relevant to employees. This way, employees have a better understanding of what is going on and what it means for them. We are therefore taking action on this topic. For example, we are organising meetings with management teams to encourage more open discussions of the results within teams and translate these into concrete improvement measures. By giving this attention, we aim to increase employee satisfaction and further strengthen employee engagement.

We are on track to meet our recruitment target for technical staff. At the same time, we continue to focus strongly on reducing turnover among technical staff. In the first half of 2026, net growth reached 61 FTE, compared with 49 FTE in the same period of 2025. This helps ensure we have the capacity needed to achieve the objectives under our strategic goal, ‘Build, build, build’.

We are also working towards a more balanced gender ratio in management positions. We are on track to meet our 2026 target, with steady progress towards the year-end objective. In the first half of 2026, women held 32% of senior EP positions. This represents another increase over the first half of 2025, when the figure stood at 29%.

Making a sustainable impact

At Enexis, our most significant contribution to sustainability lies in our key role in delivering the energy transition. In addition, we take responsibility for reducing our own CO₂-footprint. Our target for 2026 is to reduce CO₂-equivalent (CO₂-eq) emissions by 13% compared with 2024. CO₂-eq savings are measured on an annual basis and are therefore not available at this moment. The underlying policy focuses on detecting gas leaks so they can be identified and repaired as quickly as possible, and on electrifying our lease car fleet. We monitor progress on the measures to reduce our CO₂-eq emissions every quarter. Progress on our policy in the first half of 2026 was as follows:

• The frequency of gas leak detection has increased from an average of once every four years to once every three years per kilometre of gas pipeline. As a result, leaks remain undetected for shorter periods, reducing methane emissions. Methane emissions in 2026 are therefore expected to be lower than in 2024.

• The transition to a greener lease car fleet is slightly behind schedule for passenger cars. Our policy is now to use only fully electric passenger cars. The roll-out of electric company vans is behind schedule. We do not expect to fully recover this delay by the end of the year.

Remaining financially sound

Controllable costs and revenues for the first half of 2026 were lower than previously forecast. Although expenditure within the scope of work was higher, overall costs remained below target. As a result, the development of the controllable costs and revenues for the first half of the year was better than the expected level.

Risk management

As at 30 June 2026, we concluded that our overall risk position had not changed significantly compared with the risks presented in the 2025 Annual Report (pages 109–116).