Enel Spa

Governance roles

Reference: page 44 (Corporate boards, incorporated by reference).

Enel's Board of Directors comprises 9 members: Chairman Paolo Scaroni (non-executive independent), CEO and General Manager Flavio Cattaneo (executive director), and 7 further directors, of whom 6 are non-executive independent and 1 is non-executive non-independent. In 2025, non-executive directors were 8 of 9 (77.8% independent), and the Board was 44.4% women.

The Board of Statutory Auditors is chaired by Pierluigi Pace, with two further statutory auditors and three alternates. The Audit Firm is KPMG S.p.A.

Board committees referenced elsewhere in governance include the Corporate Governance and Sustainability Committee, the Control and Risk Committee and the Nomination and Compensation Committee, which respectively oversee sustainability strategy, risk (including climate-related risk) and remuneration policy.

Information provided to and sustainability matters addressed by the Board

Reference: pages 45-46, 122 (Climate change governance, incorporated by reference).

Governance of climate issues is structured with defined functions at each level: the Board of Directors approves corporate strategy "promoting a sustainable business model aimed at zero greenhouse gas emissions by 2040"; the Chairman coordinates Board activity and chairs the Corporate Governance and Sustainability Committee; the CEO manages business activities tied to the climate commitment; the Control and Risk Committee assists the Board so that climate-related risks "are correctly identified, and adequately measured, managed and monitored"; and Staff Functions and Global Business Lines support scenario analysis, strategic/financial planning and the adoption of sustainability criteria, including climate, in supply chain management.

The Group Investment Committee approves investments aligned with Enel's climate targets, and Countries and Regions management is responsible for promoting decarbonization locally.

Integration of sustainability-related performance in incentive schemes

Reference: pages 65-66 (Incentive system, incorporated by reference).

For the CEO/General Manager's 2025 short-term variable component (MBO), sustainability-linked objectives are commercial complaints received at Group level (10% weight) and the average frequency index of occupational accidents weighted by severity (20% weight), so that "the overall weight of the sustainability-related objectives... within the short-term variable remuneration of the CEO/General Manager is confirmed at 30%."

The 2025 Long-Term Incentive Plan sets three-year targets including intensity of Scope 1 and Scope 3 GHG emissions connected with the Group's Integrated Power operations (gCO2eq/kWh) in 2027 (15% weight) and percentage of women in top and middle management at end-2027 (10% weight); together the two ESG objectives carry "a total weight of 25% (38% in 2025)".

The report also discloses the CEO/GM total-remuneration pay ratio versus the Group's median employee pay: 186x in 2025 (66x in 2024, 45x in 2023).

Statement on due diligence

Reference: page 260 (mapping table), pages 44-45, 389 (Managing human rights).

Enel maps the core elements of due diligence to sections of the Sustainability Statement: (a) embedding in governance, strategy and business model – "Governance - Values and pillars of corporate ethics" and "Enel's due diligence process"; (b) engaging with affected stakeholders – "Enel's due diligence process"; (c) identifying and assessing impacts – "Double materiality - The process; Double materiality - Results; Enel's due diligence process"; (d) taking actions to mitigate impacts – "Enel's due diligence process; Affected communities"; (e) tracking effectiveness and communicating – "Enel's due diligence process; Affected communities".

The due diligence approach is anchored in Enel's Human Rights policy (first adopted 2013, updated 2025), which "identifies twelve principles divided into two macro-themes: labor practices and community relations", inspired by the UN Guiding Principles "Protect, Respect and Remedy" framework and the OECD Guidelines for Multinational Enterprises.

Risk management and internal controls over sustainability reporting

Reference: pages 59-61.

Since 2020, Enel has included sustainability-reporting risk under its internal control system on corporate reporting, using the same methodology as for financial reporting. The process runs: (1) identification of relevant companies/processes via a "Top-Down Risk-Based Approach"; (2) mapping, risk assessment and definition of "Primary Key Controls"; (3) "line monitoring" self-assessment every six months; (4) independent annual testing by the Audit function; (5) assessment of deficiencies and remediation; (6) consolidation and CEO/officer-in-charge attestation.

Named sustainability-reporting risks include: use of imprecise/incomplete data in indicator calculation; data transmission and approval errors; incomplete/incorrect preparation versus the applicable regulatory framework; lack of transparency/neutrality of estimates; and double-materiality risks (procedural errors, incorrect IRO identification, incorrect material-topic definition). Since 2024, CEO and officer-in-charge certifications extend to "the compliance of the consolidated Sustainability Statement with relevant reporting standards."

Strategy, business model and value chain

Reference: pages 23-24 (Business model, incorporated by reference), pages 56-57.

Enel "operates in an integrated manner along the entire energy value chain - generation, distribution, sales and services". Key 2025 figures: €57,182 million net financial debt (65% from sustainable sources of financing), €46,805 million total equity, €103,987 million net invested capital, €93,675 million property, plant and equipment, 61,634 people, and 168.59 TWh total energy consumption. Upstream relationships cover suppliers of works, goods and energy commodities; downstream covers residential, commercial, industrial, public-body and distribution customers, segmented in the value-chain diagram.

Enel supplies electricity to 54.4 million customers worldwide (page 372) through generation, distribution and end-user market activities, and the Group's forecast renewable share of generation capacity is 71.1% of the total in 2025 (page 104).

Interests and views of stakeholders

Reference: pages 235-237.

Enel maps stakeholder categories as part of the double materiality process: Own workforce, Suppliers, Civil society, Customers, Financial community, Institutions. Engagement methods are tabulated per category, e.g. own workforce through "meetings with workers' representatives on ESG, health and safety" and "bilateral committees on sustainability and health and safety"; suppliers through "workshops with the various supply chains on ESG and health and safety issues"; civil society through "consultations, public round tables and interviews during the ESIA evaluation phase" and grievance mechanisms.

A single Group-wide whistleblowing platform ("Ethics Point") is available to internal and external stakeholders for anonymous reports. Results of engagement feed into the DMA and are communicated to management and control bodies via Enel's governance system.

Material impacts, risks and opportunities and their interaction with strategy and business model

Reference: pages 241-249.

The 2025 double materiality analysis identified 27 material IROs: "13 of which were positive impacts, 5 negative impacts, 2 risks and 7 opportunities", spanning 11 material topics, 19 material sub-topics and 9 material sub-subtopics. Material topics "cover all ESRS topics, with the integration of a specific topic related to the management of distribution networks." Four topics show "double materiality" (both impact and financial materiality): Climate change (E1), Biodiversity and ecosystems (E4), Consumers and end-users (S4) and Business conduct (G1).

Versus 2024, two negative impacts (Workers in the value chain S2; Consumers and end-users S4) and a Business conduct (G1) risk are "no longer material in 2025", while two new positive impacts emerged (vulnerable-customer solutions; supplier contractual transparency).

Description of the processes to identify and assess material impacts, risks and opportunities

Reference: pages 238-241.

Enel's double materiality analysis (DMA) follows four stages: (1) Understanding the context – internal Strategic Plan analysis, external ESG megatrend analysis, stakeholder mapping per the AA1000 Stakeholder Engagement Standard; (2) Identification of IROs – combining ESRS 1's list with Group-specific issues from context analysis and risk management, correlated to the Group risk catalogue; (3) Assessment and determination of material IROs – impact materiality scored 1-5 on scale/scope/irremediability (and likelihood for potential impacts), financial materiality scored 1-5 on magnitude and likelihood; (4) Reporting.

The 2025 process involved some 99,000 key stakeholders and used the proprietary software "e-MIA". Materiality thresholds combine likelihood, magnitude and time horizon (short <1 year, medium 1-3 years, long >3 years).

Disclosure requirements in ESRS covered by the undertaking's sustainability statement

Reference: pages 250-254 (content index), pages 232-234 (phase-in provisions).

Enel provides two tables: DRs covered by "Incorporation by Reference" to other Report on Operations sections (ESRS 2 GOV-1/2/3/5, SBM-1/2/3; all of E1 GOV-3, E1-1 to E1-6; G1 GOV-1, IRO-1, G1-1, G1-3, G1-5; S2-5), and DRs covered directly within the Sustainability Statement (ESRS 2 BP-1/2, GOV-4, SBM-2/3, IRO-1/2; E2, E3, E4, E5 topical DRs; S1, S3, S4 topical DRs; G1-1 to G1-5).

Per Delegated Act 2025/1416 (the "Quick Fix Amendment"), Enel applies phase-in relief to specific datapoints, including full deferral of E1-9, E2-6 (financial-effects datapoint), E3-5, E4-6, E5-6, S1-7, S1-8, S1-11, S1-12 and S1-15, plus partial relief on SBM-1(b)/(c), SBM-3(e) and parts of S1-14. It also applies the Quick Fix "safeguard clause" summary-disclosure option for biodiversity, own workforce, workers in the value chain, communities and consumers and end-users.

Transition plan for climate change mitigation

Reference: page 104 (Zero emissions ambition, incorporated by reference), pages 127-137 (Actions).

The Group is "committed to developing a business model in line with the Paris Agreement (COP21) goals... to limit the average global temperature increase to below 1.5°C and to achieve net zero emissions by 2040". The plan rests on four SBTi-certified targets and three business lines of action: decarbonization of the energy mix (renewable capacity from 71.1% of the total in 2025, exit from thermal generation by 2040, "absence of locked-in emissions... that could... delay and/or block the business commitments to close the plants"); electrification and phase-out of retail gas; and grid development and enhancement.

"The climate change mitigation strategy will help reduce direct and indirect greenhouse gas emissions along the entire value chain by at least 99% by 2040, compared to 2017." 2025 progress: €7 billion invested in the network, coal burned down 34.9%, and 73% of purchase-contract value covered by Carbon Footprint certification (EPD, ISO CFP).

Identification of climate-related risks and scenario analysis

Back-filled from ESRS 2 IRO-1 / SBM-3, where this content is disclosed in the FY2025 report (pages 105-107). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

Enel develops "short-, medium-, and long-term scenarios for macroeconomic, financial, energy and climate conditions", combining an energy transition scenario (power generation/consumption evolution) with a physical climate scenario. Benchmarked external scenarios include the IEA Net Zero, Stated Policies and Current Policies Scenarios and BNEF Net Zero and Economic Transition Scenarios.

For physical risk, the Group selected three IPCC-consistent scenarios tied to Shared Socioeconomic Pathways: SSP1-RCP2.6 (below 2°C by 2100, paired with the Reference and Accelerated Transition scenarios) and SSP2-RCP4.5 (about 2.7°C by 2100), among others. The Reference planning scenario itself targets "the achievement in the long term of the minimum goal of the Paris Agreement... to limit the increase in the global average temperature to less than 2°C", explicitly not reaching global Net Zero by 2050, alongside alternative "Slower Transition" and "Accelerated Transition" scenarios for commodity-price and demand sensitivity.

Resilience in relation to climate change

Back-filled from ESRS 2 IRO-1 / SBM-3 ("Adaptation: Group resilience to climate change", pages 105, 127-134). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

To guarantee decarbonization targets and asset operation, Enel groups adaptation actions into three categories: management of adverse events (short-term forecast data, personnel training, restoration procedures); enhancement of asset resilience (assessment of acute/chronic risk to inform design and existing-asset interventions); and new business options (products supporting stakeholder adaptation).

The Group "has developed quantitative models that... use climate scenario data in order to assess the impact of climate change on specific assets or activities", integrated at the planning and construction phase for new investments. Concrete resilience actions include global insurance programs covering extreme-event risk, integration of climate scenarios into asset/project evaluation, and Italy's Resilience Plan for network investment aligned with the "Guidelines for Network Resilience Enhancement Plan" policy, updated annually.

Policies related to climate change mitigation and adaptation

Reference: page 121.

Combating climate change is "a fundamental principle of the Group's Environmental Policy". A dedicated Group policy, "Climate change risks and opportunities", was published in 2021, "describing common guidelines for assessing climate change risks and opportunities, followed by specific policies for generation and distribution networks."

The policy's climate-analysis integration runs three steps: prioritizing phenomena and scenario analysis (identifying relevant physical/transition phenomena and developing scenarios); impact assessment (quantifying operational, economic and financial effects); and operational and strategic actions (feeding results into capital allocation, resilience plans, risk management, financing and new-plant development).

Actions and resources in relation to climate change policies

Reference: pages 127-137.

For the material adaptation risk of extreme weather damaging generation/distribution assets, Enel runs: "definition of actions and procedures to respond to adverse events and investment to increase resilience" (Response Management and Resiliency Measures, rolling timing); global insurance programs covering extreme-event risk (updated yearly); integration of climate change scenarios into evaluation of operational assets and new projects; and preparation of the Investment Plan, aligned with Italy's Recovery and Resilience Plan and updated annually, via the Guidelines for Network Resilience Enhancement Plan.

Mitigation actions include reduction of GHG intensity for power generation and integrated power (SBTi-tracked), supplier carbon-footprint certification requirements, and electrification/grid-investment programs described under E1-1 and E1-4, all monitored on a rolling basis aligned with business processes.

Targets related to climate change mitigation and adaptation

Reference: pages 132-137.

Enel tracks four SBTi-validated targets (1.5°C-aligned, "Absolute Contraction Approach", target to be achieved "without using carbon-removal technologies"):

• Scope 1 GHG intensity, Power Generation: 108 gCO2eq/kWh in 2025 (101 in 2024 restated).
• Scope 1+3 GHG intensity, Integrated Power.
• Absolute Scope 3 GHG emissions from gas sales to end-user market: 2025 result 12.7 MtCO2eq, targets 12.5 (2028, -55% vs 2017), 10.3 (2030, -55%), 0 (2040, -100%).
• Additional Scope 1, 2 and 3 GHG emissions: 2025 result 10.9 MtCO2eq (2017-2030 scope) / 12.7 MtCO2eq (2017-2040 scope), driven by €26bn 2026-2028 grid investment, 75% supplier carbon-footprint-certification coverage target, and coal phase-out.

Combined, the total absolute Scope 1+2+3 target trajectory runs from ~190 (2017) to 63 (2025, -68%) toward <2.5 MtCO2eq by 2040 ("Zero emissions").

Energy consumption and mix

Reference: page 150.

"In 2025, energy consumption totaled 168.59 TWh, down 1.1% on 2024", of which primary sources were 165.68 TWh and final electricity consumption 2.92 TWh (up 14.7%, of which 5% covered by European guarantees of origin).

2025 consumption of fossil fuel decreased 1.4% "due to lower electricity generation from thermoelectric sources."

Gross Scopes 1, 2, 3 and Total GHG emissions

Reference: pages 143-146.

"In 2025, direct and indirect absolute emissions (Scope 1, 2 and 3) totaled 62.53 MtCO2eq, confirming the reduction trend and reaching the lowest volume ever", down 10.3% from 69.69 MtCO2eq (location-based); market-based total was 64.44 MtCO2eq (-9.8% from 71.46).

Methodology follows the GHG Protocol Corporate Accounting and Reporting Standard, using IPCC AR6 GWPs; Scope 3 excludes categories 5, 8, 9, 10, 12 and 15 as "irrelevant" or not applicable. The inventory is verified by DNV GL, "reasonable" assurance for Scope 1/2 and "limited" for Scope 3. Primary drivers: Scope 1 fell on the closure of gas-dependent capacity; Scope 2 fell on renewable PPA growth and a 28% lower market-based emission factor.

Policies related to pollution

Reference: page 278.

"The prevention of air, water and soil pollution represents one of the strategic objectives of Enel's Environmental policy", pursued through "constant commitment to prevent and control the pollutant load in environmental matrices, the application of the best available technologies and practices, including minimizing and, where possible, replacing the use of hazardous substances." The Group has also "defined suitable and adequate measures for the prevention and management of environmental emergencies" and for environmental restoration where necessary.

Per the DMA, Enel's only material E2 sub-topic is air pollution: "the general pollution topic is not material" in the sense that substances of concern are not separately flagged, and general pollution management is addressed through the decarbonization plan and best-available-technique adoption at thermal plants.

Actions and resources related to pollution

Reference: pages 278-279.

The Group's action plan targets SO2, NOx, dust and mercury emissions at thermoelectric production sites: reduced emissions of SO2, NOx, dust and mercury via "the decarbonization and energy transition plan", scope Italy/Chile/Spain, monitored through ISO 14001 environmental management systems and Group KPI monitoring, target timing 2030; and application of best practices (BAT-AEL) for air-pollutant abatement/control technology, in line with each country's permitting requirements.

"The decarbonization plan, with the gradual shift from thermal production plants to renewable ones, also allows the reduction of the Group's pollutant emissions." E-PRTR threshold exceedances for 2024 were assessed as "insignificant", limited to a few punctual organic/inorganic micropollutant exceedances at diesel-fueled assets and SF6/HCFC leaks from accidental events subject to immediate remedial maintenance.

Targets related to pollution

Reference: page 281.

Voluntary targets versus a 2017 baseline for thermal generation plants: SO2 -85% by 2030 (2025 actual: 0.05 g/kWh, -85% vs 2017, "Achieved"); NOx -70% by 2030 (2025 actual: 0.24 g/kWh, -56% vs 2017, "Not In line" against the 2030 goal though "In line" with the 2028 interim milestone); dust -60% by 2030 (2025 actual: 0.004 g/kWh, -69% vs 2017); and mercury (coal-fired plants in Italy, Chile, Spain) -100% by 2030 from a 378 kg baseline (2025 actual: 4 kg, -99%).

Targets follow BAT-AEL guidance and EU frameworks (Industrial Emissions Directive 2010/75/EU, WHO air-quality guidelines, ISO 14001:2015) and are "shared with the governments and stakeholders affected" during plant permitting.

Pollution of air, water and soil

Reference: pages 281-282.

"The absolute emissions of the main pollutants in the atmosphere for the year 2025 were all lower than in 2024."

The SO2 and dust reductions reflect "the reduction of the Group's coal-fired production in 2025, particularly in Colombia." Macro-pollutants are measured via continuous concentration monitoring at most plants, validated semi-annually in the Group data-collection tool; micropollutants are measured quarterly/semi-annually and reported to E-PRTR where relevant.

Anticipated financial effects from pollution-related risks and opportunities

Reference: page 282.

"In the past year, there were no environmental incidents classified as 'severe' according to the Group's policy for the classification and analysis of environmental incidents, that caused pollution of the environmental matrix."

For decommissioning/remediation liabilities, "the Enel Group has evaluated and recognized the related expected financial effects within the 'provision for disposal, removal and site remediation', which accommodates the present value of the estimated cost of decommissioning, removal of non-nuclear plants, and site remediation in the presence of legal or implied obligations" (cross-referenced to Note 39, "Provisions for risks and charges", in the consolidated financial statements). Note: this datapoint is also named on Enel's Quick Fix phase-in list (page 233), so the disclosure above represents the limited/summary content the Group has chosen to give under that relief rather than a full quantified breakdown.

Policies related to water and marine resources

Reference: page 283.

Enel's internal Water management policy complements the Group Environmental policy, defining "guidelines for the use and supply of water and marine resources, considering the entire life cycle of the assets, with particular attention to water-stressed areas", in line with the EU Water Framework Directive.

Main contents: criteria for wastewater treatment/reuse with regular monitoring; risk identification, mitigation and emergency management with periodic water-quality checks; promotion of sustainable technology to "minimize water impacts and conserve marine resources throughout the entire value chain"; a commitment to reduce consumption in water-prone areas using the WRI Aqueduct water-stress tool; and recommended targets/action plans "aimed at limiting fresh water withdrawals and protecting natural habitats and local communities." Scope covers assets under Enel's operational control and the entire value chain; the IRO covered is water withdrawals.

Actions and resources related to water and marine resources

Reference: pages 284-285.

The material negative impact is water withdrawal for thermoelectric/nuclear cooling and emission-abatement systems. Actions: reduction of specific fresh water withdrawal via the decarbonization/energy-transition plan (thermal plants, including water-stressed areas, 2030 timing, monitored through ISO 14001 and Group KPIs); and water management plans for hydroelectric reservoirs, shared with watershed authorities and local communities to "protect the good ecological and chemical status of water" and "ensure minimum viable runoff and protection of local habitats."

Enel prioritizes withdrawals from "non-scarce" sources (treated/recovered wastewater, seawater for open-cycle cooling or desalination), turning to "scarce" sources (fresh surface water, groundwater, potable water) only when necessary. Mapping of sites in water-stressed areas follows GRI 303 (2018) criteria against the WRI Aqueduct Water Risk Atlas.

Targets related to water and marine resources

Reference: page 285.

Enel has a voluntary target to reduce specific fresh water withdrawal for electricity generation by 65% by 2030 versus a 2017 baseline of 0.43 l/kWh, using SBTN Technical Guidance 2023 (Step 3, Freshwater). Own generation activities in all geographies, including water-stressed areas, are in scope.

2025 actual: 0.18 l/kWh, a 58% reduction versus 2017, marked "Not In line" against the 2030 target of 0.15 l/kWh (-65%) though within reach of the 2028 interim milestone of 0.17 l/kWh (-60%). The target accounts for future water-resource availability under IPCC/RCP climate scenarios and is shared with local authorities and stakeholders at plant permitting and technology renewal.

Metrics: water withdrawal, water effluent and consumption

Reference: pages 286-287.

"Water consumption in 2025... in line with the withdrawal data for generation" partly reflects "increased generation of some combined-cycle and nuclear power plants with closed-cycle cooling... in Spain in 2025 as a result of the rebalancing needs of the national grid following the blackout event that occurred."58% of data is measured directly, 27% calculated, 15% estimated.

Transition plan and consideration of biodiversity and ecosystems in strategy and business model

Reference: pages 289, 293-294.

Enel "has adopted an integrated approach to defining nature and biodiversity transition plans within its climate transition plan, in line with the TNFD guidelines", structured consistent with the GFANZ methodological framework (strategic objectives, implementation measures, monitoring metrics and targets, governance/accountability), and informed by WWF best practice.

The Group's biodiversity commitments are: achieving No Net Loss (NNL) for new infrastructure by 2030 (50% of new capacity expected to meet NNL by 2028); No Net Deforestation for new infrastructure by 2030; and a standing commitment made in 2021 not to build new generation infrastructure in UNESCO World Heritage Natural Sites. The IRO analysis identified 54 priority "hotspot" sites, of which "only 5 sites turned out to be relevant" (three hydroelectric plants in Colombia, a solar park and a hydroelectric plant in Brazil).

Policies related to biodiversity and ecosystems

Reference: pages 289-290.

Enel adopted a Public Biodiversity Policy in 2015 (updated 2023, Board-approved), aligned with the Kunming-Montreal Global Biodiversity Framework (COP15) and the EU Biodiversity Strategy, committing to "applying the principle of the mitigation hierarchy" and to "No Net Loss" / "No Net Deforestation". A companion Biodiversity Management Policy defines the analyses used to identify impacts, dependencies and risks, covering "assets under Enel's operational control, including those owned, leased or managed assets and entire value chain", addressing changes in land, freshwater and sea use and population size of species.

Both policies are publicly available (enel.com) and were developed with governments, research centers, environmental/social associations and international stakeholders "as partners in conservation, restoration, and sustainable use of resources."

Actions and resources related to biodiversity and ecosystems

Reference: pages 291-293.

Actions: minimization of biodiversity impacts in new infrastructure and existing-asset management, applying the Mitigation Hierarchy in all design/operation phases, roadmap target 2030 with steps from 2025, monitored via KPIs on georeferenced habitat/species impacts; and integration of nature-based solutions (NBS) into products/services for industrial and public customers.

Technology-specific examples: wind plants test bird/bat detection-and-deterrent systems in South Africa, Spain and Italy; hydroelectric plants restock fish populations and restored over 11,000 ha at the El Quimbo plant, Colombia; the Guayepo III solar plant (Colombia) restores 557 ha of Tropical Dry Forest under a Biodiversity Action Plan; distribution networks retrofitted 40 facilities with anti-collision devices under the "Eremita" project in Spain's Aiguamolls de l'Empordà Natural Park, and reforested over 25 hectares with 21,000+ native saplings in São Paulo, Brazil.

Targets related to biodiversity and ecosystems

Reference: pages 293-294.

Enel commits to achieving No Net Loss (NNL) for new infrastructure by 2030 (baseline 2024; milestone 50% of new capacity by 2028; status "In line") and No Net Deforestation for new infrastructure by 2030 (status "Not In line", no interim milestone recorded). Both are voluntary targets set in 2021, using IFC Performance Standard 6 and SBTN Technical Guidance 2024 (Land).

Implementation uses a quantitative NNL methodology developed in 2022 (part of the Biodiversity Management Policy), applying the Mitigation Hierarchy first to avoid construction in natural habitats, then defining compensation criteria for priority species where habitats cannot be avoided. In 2025, NNL was applied to new capacity including the Guayepo III solar plant (Colombia, ~500 ha, 10% natural habitat, near the RAMSAR Ciénaga Grande / Isla De Salamanca / Sabana Grande Biosphere Reserve).

Impact metrics related to biodiversity and ecosystems change

Reference: page 294.

2025 headline metrics: 2.3% of operating generation-plant surface and 3.1% of operating distribution-plant surface fall within protected areas, and there were more than 250 species/habitat protection projects at operating plants and construction sites (2024: 2.3%, 2.9%, >240 respectively).

Enel calculates biodiversity impact indicators using geo-referenced tools: the GIS Portal for generation assets (plant layout) and the PUC (Portale Unico Cartografico) for distribution assets (linear representation for MV/HV networks, point representation for substations), correlating global species/habitat maps against infrastructure location. These indicators feed site-selection and preliminary-impact analysis at the design phase, the prioritization analysis of operating assets, and Group-level reporting.

Policies related to resource use and circular economy

Reference: pages 298-299.

Waste reduction and optimal management are "strategic objectives of the Group's Environmental policy". In 2025 Enel renewed its Waste management policy, "confirming and further strengthening its commitment to reinforce the reuse, recycling and recovery of waste and end-of-life goods, with a view to a circular economy of resources and in line with the European waste management hierarchy" (prevention, reuse, recycling, recovery, disposal).

The policy also: implements circular-economy practices "aimed at maximizing the value of end-of-life assets and reintegrating secondary materials into production cycles", extended to contracted activities; defines roles/responsibilities and control procedures for legal compliance; and sets qualification and consequence-management procedures for waste-handling contractors and sub-contractors. Scope covers assets under Enel's operational control and the entire value chain.

Action plan for the management of material IROs

Reference: pages 299-301.

Since 2017 Enel held a voluntary target to reduce O&M waste (direct and contractor) by 3.0 Mt by 2030 (-55% vs 2017), "substantially achieved" with 2023-2024 volumes near that level. As "the ongoing phase-out of coal-fired plants allows for a drastic reduction in related process wastes (ash, gypsum, sludge)" already occurred, in 2025 Enel renewed the target to focus on maximizing the total waste recovery rate, extending scope from O&M-only to include Engineering & Construction (E&C) activities.

Actions: reduction of waste generation from O&M (already achieved via decarbonization); increasing the percentage of waste recovery through dedicated recovery/recycling programs (2030 timing); extended producer responsibility, including contractor-generated waste in the Group target; and end-of-life take-back/recovery of customer-installed equipment under an Extended Producer Responsibility model.

Targets

Reference: page 301.

Enel's renewed 2025 target: 90% of total industrial waste recovered by 2030, versus a 2024 baseline of 85%. 2025 actual: 87%, marked "In line" against the 2030 goal (scope: direct and indirect O&M, construction and demolition activities in all countries and regions; waste from exogenous factors such as extreme weather or contaminated brownfield acquisitions is excluded).

"This is a particularly challenging undertaking, aimed at confirming and further improving the performance achieved by Enel in recent years", reflecting the shift of the Group's target basis from the (largely achieved) O&M waste-volume reduction goal toward a broader recovery-rate metric spanning O&M and construction/demolition activities together.

Resource outflows

Reference: pages 302-303.

"The total amount of waste generated by the Group during 2025 amounted to 4,611,277 tons, of which 3,963,539 came from O&M activities (86%) and 647,738 from construction and demolition activities... while the recovery rate of the total waste produced was 87%, two percentage points higher than the 2024 baseline value."

O&M waste rose 50.4% (2,634,863 to 3,963,539 tons), "mainly attributable to the increase in stone aggregates and excavated soil and rocks, produced by the operation and modernization of electricity grids in Italy as part of the National Recovery and Resilience Plan"; 99% of it is non-hazardous, with a recovery rate of 94.8% (up from 88.6%). Construction/demolition waste fell 43.2% to 647,738 tons, mostly non-hazardous inert material from renewable-plant construction and thermal-plant demolition.

Waste

Reference: pages 302-303 (tables), page 302 (accounting note).

Radioactive waste: 258 m3 in 2025 (235 m3 in 2024, +9.8%). Hazardous O&M waste sent for disposal was 15,451 tons (29.1% of the 53,060-ton hazardous total). Ash and gypsum from generation are "now marginal" at 144,231 tons, with recovery down 6 points to 19% "due to the lower quality of the residual waste." Data are largely from direct weighing at delivery/generation points, with contractor waste tracked via transport documentation and validated semi-annually.

Policies related to own workforce / Health and safety policies

Reference: pages 327, 342.

Enel's Human Rights policy (2013, updated 2025 with the Code of Ethics) defines "the fundamental principles guiding corporate conduct: impartiality, non-discrimination, legality, transparency, dignity, physical and moral integrity", including ethical criteria for AI use, and reaffirms "the Group's commitment to promote responsible conduct throughout the value chain... and the protection of fair, inclusive and safe working conditions that reject all forms of harassment, violence or intimidation." The DEIB Policy (2024, ISO 30415:2021-aligned) covers parenting/caregiving, gender and pay equality, different abilities, neurodiversity and generational/cultural difference.

Separately, a Health and Safety Policy, "shared with the Board and signed by the Chief Executive Officer", governs occupational health, safety and psychophysical integrity for own workers and contracting-company personnel alike.

Processes for engaging with own workers

Reference: page 330.

In 2025 Enel launched the Global Climate Survey / Inside Enel 2025 Survey: "84.8% of the Group's employees responded", recording overall job satisfaction (engagement) of 85.1%, well-being of 82.3% and inclusion of 89%; "a comprehensive plan of improvement actions was defined for implementation in 2026."

People Business Partners – "strategic People & Organization figures who represent an essential connection point between people and the organization" – provide structured listening and continuous dialogue to understand individual aspirations and support development paths. Collective employee representation runs through the European Works Council (EWC) Enel Agreement (2016, extended 2022) and the Global Framework Agreement (GFA) (Rome 2013, renewed 2023 with Industrial and Public Services International), establishing a Global Works Council.

Whistleblowing and stakeholder reporting channel

Reference: page 382.

Internal and external stakeholders "can report, even anonymously, any violation – or suspected violation – of the Compliance Programs" through the single Group-wide platform "Ethics Point" (www.enel.ethicspoint.com), available in English, Italian, Spanish and Portuguese, by web form, phone, or in-person meeting.

Key protections: "protection of confidentiality", "protection against any form of retaliation against the reporter", and "protection against unfounded allegations made with malice or gross negligence". Reports are received and investigated by the Audit Function, which "ensures uniform treatment at Group level" and escalates significant cases to the Control and Risk Committee, the Chairman and the CEO. In 2025 there were 264 reports received (Code of Ethics) and 41 violations (214 and 56 respectively in 2024).

Action plan for the management of material IROs

Reference: pages 331-332.

Actions include Performance management (comprehensive evaluation supporting remuneration policy) and Succession plans (annual global process, up to 3 "Ready" and 3 "Pipeline" successors per Position Holder, with women-representation percentage targets).

On gender equality: "Women managers represent 27.3% in 2025 (27.2% in 2024) and hold 27% of executive positions (CEO-1), or 4 out of 15 roles"; women middle managers are 34.6%; women in Executive management (CEO-1/CEO-2) reached 23.8%; the candidate pool is 50.2% female. The Equal Remuneration Ratio (ERR) Adjusted stands at 94.0% (93.8% in 2024). A fully overhauled global Parental Program was rolled out in 2025, alongside inclusion initiatives for people with different abilities and neurodiversity (e.g. APADEA certification in Argentina, ERGs in Italy, Spain, Mexico, USA & Canada).

Targets

Reference: pages 334-335.

"In 2025, the Group made significant progress in gender balance, exceeding the target set for the final year of the 2025-2027 Plan... (33.9% at the end of 2025, compared to the 33.6% forecast for 2027)." Targets for 2026-2028 have since been redefined into three separate monitoring curves.

Characteristics of the employees

Reference: page 336.

"In 2025 Enel employs 61,634 people, belonging to 83 nationalities and speaking 17 languages. The workforce increased by 1,275, mainly due to the strengthening of core areas in line with the Group's Strategic Plan."

By category (2025 vs 2024): Manager 1,215 (2.0%, down from 1,256/2.10%); Middle Manager 12,011 (19.5%); White collar 27,805 (45.1%, down from 47.0%); Blue collar 20,603 (33.4%, up from 31.0%, +10.2%). By age: under-30 7,978 (12.9%), 30-50 35,652 (57.8%), over-50 18,004 (29.2%); average age 43.5 years, unchanged year on year.

Diversity metrics

Reference: page 338.

Workforce by category and gender (2025): Manager 883 men / 332 women; Middle Manager 7,861 men / 4,150 women; White collar 19,878 men / 7,927 women; Blue collar 20,146 men / 457 women. Women within Top Management (CEO-1/CEO-2): 23.8% (20.0% in 2024). Women in selection processes: 50.2%. Number of female managers and middle managers: 4,482 (33.9% of the total), up from 4,422 (33.3%) in 2024.

Metrics on people with disabilities: 2,134 employees with recognized/certified disabilities, 3.5% of the global population (2,040 / 3.4% in 2024); "approximately 73% work in Italy, confirming the country as the main area of reference for this dimension."

Training and skills development metrics

Reference: page 339.

"Total training hours" reached 3,369,000 hours in 2025 (3,202,000 in 2024, +5.2%). Training hours per employee: 55.5 (53.1 in 2024, +4.5%; men 58.5, women 44.5). Performance-assessment dissemination reached 88.5% (87.3% in 2024; men 87.6%, women 92.1%).

2025 focus areas included the redefined Competence Model, structured Talent Strategy training paths, expanded Artificial Intelligence training (covering the AI Act, ethics, strategic implications and enabling technologies) to build "an integrated training ecosystem", upskilling/reskilling for the Group's insourcing plan, and a new neurodivergence-focused DEIB pathway introduced in 2025.

Health and safety metrics

Reference: page 351.

LTI FR (Lost Time Injury Frequency Rate, Enel + contractors): 0.51 in 2025 (0.58 in 2024, -12.1%); average injury frequency rate weighted by severity 0.32 (0.64 in 2024); 96.5% of own workforce covered by a certified (ISO 45001) health-and-safety management system (96.0% in 2024).

Total Lost Time Injuries fell 9.6% to 178 (197 in 2024). Total Recordable Injuries rose 9.5% to 741, driven by increased first-aid reporting. Severe accidents (Fatal, Life Changing, High Potential) fell from 40 to 21; fatalities fell from 14 to 4, all four involving contractor personnel (two falls from height in Italy/Spain, two electrocutions in Spain/Italy during grid work); there were no "Life Changing" accidents in 2025 (2 in 2024).

Whistleblowing and stakeholder reporting channel

Reference: page 382.

Reports "handled following a specific process set out in the policy for handling whistleblowers' reports", running: submission (multiple channels, anonymity guaranteed) → analysis (Audit Function investigation) → action on confirmed violations (corporate structures define consequent measures/action plans) → management and monitoring (information system tracking reports and violations, escalated to the Control and Risk Committee, Chairman and CEO).

2025: 264 reports received (Code of Ethics) and 41 violations confirmed (214 reports / 56 violations in 2024); 93.5% (2024) versus 75.2% (2025) of employees trained on anti-corruption policies and procedures. The Ethics Channel "can also be used to send reports regarding the Group's commitments regarding human rights."

Policies related to value chain workers

Reference: page 356.

"In line with the Group's Human Rights policy... Enel's partners are required to adopt best practices in terms of human rights and working conditions (including appropriate working hours, forced or child labor, respect for personal dignity, non-discrimination and inclusion of diversity, freedom of association and collective bargaining), occupational health and safety, environmental responsibility and respect for privacy by design and by default."

"100% of the purchased product categories are continually monitored in terms of risk, based on human, environmental, social and economic rights criteria." Enel also "supports its partners to increase their resilience, promoting practices to support a just transition." During 2025, procurement covered approximately €16.2 billion of contracted business.

Processes for engaging with value chain workers and channels of communication

Reference: page 356.

As part of the human rights due diligence process, Enel runs "a perceived risk assessment... to identify the so-called salient issues", involving stakeholders and experts including civil society and academic institutions; "indirect workers are also consulted, through 'questionnaires' administered to the Group's main suppliers in order to gather their perspective on human rights issues".

The Global Framework Agreement (GFA) extends to suppliers, requiring compliance with local labor, health, safety, environment and human-rights law. In 2025 Enel "organized several training meetings and workshops with suppliers", including sessions on double materiality and the updated Ethics Package, "involving some 2,400 suppliers".

Channels of communication and remedy

Reference: page 356.

The Group "has activated and monitors various channels of dialogue with its suppliers in order to report actual or potential negative impacts on workers in the value chain", including: the whistleblowing channel ("Ethics Point", available to external stakeholders including value-chain workers); specific references of Global Procurement at the qualification/tender stage; and contract managers of the various business lines during contract execution.

These channels sit alongside the Supplier Performance Management (SPM) process, under which "about 7,000 suppliers have been monitored over the past year", with a "consequence management" model applying corrective, risk-reduction or reward actions depending on performance.

Action plan for the management of material IROs

Reference: pages 357-361.

Enel's supplier qualification system organizes suppliers by product group (PG), with checks (regardless of PG risk level) on legal/reputational compliance, economic-financial viability, sustainability (including a "Safety Self-Assessment"), environmental criteria and human rights (labor practices, community relations). At December 31, 2025, "100% of qualified suppliers were assessed according to social, environmental and safety criteria"; the Supplier Register held approximately 13,900 qualified suppliers, of which 6,200 had an active contract.

Supplier-development initiatives include "Energies for Growth" (some 4,500 people trained in network infrastructure since 2022, ~2,900 hired) and the Enel OLTRE Supplier Development Program (open to over 5,800 Italian suppliers, ~1,500 services activated, mostly financial instruments and training).

Targets related to managing material negative impacts, advancing positive impacts and managing material risks and opportunities

Incorporated by reference to "Actions for managing the impacts, risks and opportunities related with climate change" (page 137), per Enel's IRO-2 content index.

Enel's supplier-facing decarbonization target: "75% of the value of purchase contracts covered by the Carbon Footprint certification requirements (EPD, ISO CFP)", part of the Group's "Additional Scope 1, 2 and 3 emissions" GHG target, achieved by "supporting dialogue with manufacturers and other utilities to define effective decarbonization strategies" and by "increasing the number of contracts that include the measurement of the carbon footprint of products and services purchased by Enel by incentivizing their reduction in a decarbonization process shared with suppliers."

2025 result: "73% value of purchase contracts covered by Carbon Footprint certification (EPD, ISO CFP)."

Policies related to affected communities

Reference: page 364.

Enel applies "the public commitment made by the Group through the adoption of the Human Rights policy and the application of corporate policies in line with major international standards, such as the Environmental Social Impact Assessment (ESIA)", to "assess, identify and manage potential environmental and social risks as well as impacts throughout the life cycle of new infrastructure projects", with "special attention to indigenous and tribal peoples, in accordance with International Labour Organization (ILO) Convention no. 169."

The closure of thermal power plants is "managed through a structured process of environmental and social impact assessment, aimed at identifying and implementing actions to minimize the possible repercussions on local communities and employment levels", using mitigation first, with compensation initiatives residually.

Processes for engaging with affected communities and channels for dialogue

Reference: pages 364-365.

Community engagement "begins in the early stages of a project's development and continues throughout its life cycle", coordinated by the Sustainability function, in four steps: background analysis and stakeholder mapping; proactive consultation (with independent third parties involved for negotiation expertise); continuous dialogue on project risks/impacts and mitigation; and listening and remedy channels ("grievance mechanisms" via local teams, toll-free numbers, online platforms or community leaders in isolated rural areas).

For coal-plant closures, "dialogue with local communities has intensified through national, regional, and local round table discussions"; in Spain, the 2020 "Agreement for a fair energy transition of coal-fired power plants under closure" involved national ministries and trade unions.

Processes to remediate negative impacts and channels for affected communities to raise concerns

Reference: page 365.

"Grievance mechanisms and related remedial systems are key tools for gathering reports, concerns and requests, ensuring an adequate degree of involvement of potentially impacted communities, with particular attention to vulnerable groups, such as indigenous peoples or people with disabilities."

Community grievance channels operate through local teams, toll-free numbers, online platforms and community leaders in isolated rural areas, alongside the Group-wide whistleblowing platform ("Ethics Point"), which is explicitly open to representatives of local communities. "More details regarding remedial processes can be found in the section 'Business conduct'."

Action plan for the management of material IROs

Reference: pages 365-366.

Enel's community interventions align to SDG 7 (reliable, sustainable energy), SDG 8 (sustainable economic growth and social inclusion) and SDG 4 (inclusive quality education), and include "expansion of infrastructure to training programs, to initiatives for social inclusion and projects aimed at supporting local cultural life as well as interventions to protect the environment."

For thermal-plant closures, actions run through employer/trade-union collaboration on new business lines and worker reconversion (e.g. Italy) and the Spanish coal-transition agreement. The "New Life" program (active since 2020) gives obsolete or decommissioned components new destinations – "internal reuse, sale, donation or recycling" – including inter-company transfers such as between the Montalto di Castro plant and the Chilean Atacama plant.

Metrics and targets

Reference: page 371.

KPI: community projects, millions of beneficiaries connected to projects related to Clean and Affordable Energy (SDG 7). Baseline 1.25 million beneficiaries (2023); 2025 actual 1.16 million beneficiaries (0.96 million in 2024); target 3.2 million beneficiaries (cumulative 2024-2030), status "Not in line".

Measurement covers direct beneficiaries (e.g. new electrical connections, appliances, energy-consumption education) and indirect beneficiaries (dependents, calculated using average household size – 3 in Europe, 4 elsewhere, per World Bank data). Governing policies: the Human Rights policy, "Policy 1351 – Sustainability Integrated Model for Project Governance and Competence Center" and "Global Procedure No. 2817 – Donations".

Policies related to consumers and end users

Reference: page 373.

The Group's Human Rights policy "enshrines Enel's commitment to respond always to any suggestions, reports and complaints from customers and the associations that protect them, making use of appropriate and timely communication systems (e.g. call center, digital channels, email, and AI-powered chatbots)... with a particular focus on vulnerable individuals", including a process for reporting alleged policy violations that protects whistleblower identity.

A separate internal policy "provides guidelines on the process of monitoring and classifying complaints in order to maximize service quality and increase customer satisfaction."

Processes for engaging with consumers and end users and channels for dialogue

Reference: pages 373-374.

The "Voice of Customer" platform "enables the collection of over 2.5 million feedbacks per year" from residential and small-business customers. Enel applies the global Net Promoter Score (NPS) standard, surveyed twice yearly: Global NPS improved from +3.3 (Q4 2024) to +9.5 (Q4 2025) on a -100/+100 scale. Transactional satisfaction is measured via Customer Satisfaction (CSAT) at specific "moments of truth" (activation, contact-center interaction, billing, power increase).

Since 2024, "Enel proactively contact[s] customers who have given low ratings in satisfaction surveys in order to identify and resolve any issues", with a later follow-up contact to reassess satisfaction.

Channels for dialogue and complaint handling

Reference: pages 374-375.

Enel provides "dedicated channels, including a telephone channel with profiled number recognition, a web channel for managing information requests or submitting complaints, and a dedicated email address for Institutional Affairs to handle the most complex or urgent cases." For distribution-service users, "Enel provides 24/7 toll-free numbers to report faults and power outages" plus web and app channels.

For vulnerable customers, tools include video interpreting for deaf customers, simultaneous translation for non-native speakers, and tactile pod routes for visually impaired customers in main Italian shops. In 2025 a dedicated anti-fraud toll-free short number, "140", was launched.

Action plan for the management of material IROs

Reference: pages 375-376.

Actions include: clear and transparent communication, via the "Plain Language" project (international-standard-aligned, monitored through dashboards on terminology adherence and Voice of Customer insight analysis, global scope, rolling timing); and strengthening the direct relationship, through greater territorial presence and the "close the loop" project (proactive contact with dissatisfied customers).

On network reliability, Enel "has allocated €29.3 billion for the three-year period 2026-2028, an increase of 13% over the previous plan, focused on improving service quality, climate resilience and new connections", built on three pillars: preventing severe-weather impacts, increasing service-restoration capacity, and ensuring network-component reliability via preventive maintenance and digitization (smart meters, remote control).

Targets

Reference: pages 372, 378-379.

Commercial claims: 122.5 per 10,000 customers in 2025 (167 in 2024). SAIDI (System Average Interruption Duration Index): 188.4 average minutes in 2025 (179.2 in 2024 restated to exclude outages caused by customers, accidental contact, or third-party damage to conductors).

Vulnerable-customer initiatives target: products/services activated or enhanced during the year, e.g. a discounted air-conditioner offer for elderly customers in Chile and the "Luce 360 Asistencia" income-protection service in Colombia. Both KPIs are tracked country-by-country via Enel's CRM and "Global Customer Room" near-real-time monitoring systems, with annual targets incorporating planned improvement actions.

Values and pillars of corporate ethics

Reference: page 67 (incorporated by reference), pages 381, 389.

Enel's compliance system rests on the Code of Ethics (adopted 2002, "expresses the Company's ethical responsibilities and commitments"), the Compliance Model under Legislative Decree 231/2001 (Enel was "the first Italian company to adopt" such a model, 2002), the Enel Global Compliance Program (EGCP, approved September 2016, targeting corruption, false accounting, money laundering, workplace-safety and environmental offenses abroad) and the "Zero-Tolerance-of-Corruption" Plan (ZTC Plan, 2006).

The Human Rights policy (2013, updated 2025) "identifies twelve principles divided into two macro-themes: labor practices and community relations", and Enel maintains a specific Engagement policy (adopted March 2021) governing dialogue with shareholders, bondholders and institutional investors "based on principles of fairness and transparency."

Relationships with suppliers

Reference: pages 357-360.

"In addition to ensuring the necessary quality standards, suppliers performance must include their commitment to adopting best practices in accordance with the highest sustainability criteria." Enel's supplier qualification system organizes suppliers by Product Group and checks legal/reputational, economic-financial, sustainability, environmental and human-rights criteria; medium-high-risk categories get on-site assessment, "also performed by independent third parties."

Standard contract clauses require compliance with ILO Conventions, prohibit forced/child labor, and require adherence to the UN Global Compact's Ten Principles, the Human Rights policy, the Code of Ethics and the Zero-Tolerance-of-Corruption Plan; CSDD-aligned clauses map supply chains for key strategic commodities (e.g. wind turbines, inverters, batteries, cables). "General Terms and Conditions provide specific regulation of payment terms to suppliers." Supplier Performance Management monitored approximately 7,000 suppliers in 2025.

Fight against corruption and bribery

Reference: pages 385-386.

Enel's Anti-Bribery control System, certified to ISO 37001, is based on the Zero-Tolerance-of-Corruption Plan, the Code of Ethics, the Models for Prevention of Major Criminal Risks and the Enel Global Compliance Program. Since Enel SpA's 2017 ISO 37001 certification, coverage has been "progressively extended... to reach 93.2% coverage in 2025." All company functions are considered potentially exposed to corruption risk and are therefore training recipients: 100.0% of functions-at-risk were covered by anti-corruption training programs (unchanged from 2024).

In 2025, the Audit Function's plan included "an analysis of the suitability of the Anti-Bribery Internal Control System for all Group business lines and Staff Functions", with three-year coverage of main at-risk business processes.

Targets related to business conduct

Backfilled from the G1 "Fight against corruption and bribery" chapter (pages 385-386), since a standalone G1-3 targets section did not exist under the 2023 ESRS the report was prepared against; business conduct targets/effectiveness tracking fell under MDR-T.

Enel does not state a numeric reduction target for corruption incidents, but tracks the effectiveness of its anti-corruption actions through two recurring metrics: "Percentage of functions-at-risk covered by training programs against active and passive corruption": 100.0% in both 2025 and 2024; and "Training on anti-corruption policies and procedures": 75.2% of employees in 2025 (93.5% in 2024, down as "a significant part of the company population has already fulfilled its mandatory training in previous years", since courses "are valid for more than one year").

An "Anti-corruption improvement plan" monitors dissemination and attendance of training via e-learning platform data, "reported to the supervisory bodies on a semi-annual basis."

Fight against corruption and bribery – incidents

Reference: page 385.

"During the year, 18 cases of 'Corruption/conflict of interest' were established with the involvement of internal staff and/or contractors and the consequent adoption of 17 measures, of which 13 were against Enel staff (e.g. dismissals, suspensions, reprimands) and 4 against contractors (including: termination of contractual relations, fines or other types of sanctions against suppliers)."

Of the 7 corruption violations, 2 came from the whistleblowing channel and 5 from audits/law enforcement. No fines for corruption or conflict of interest were recorded in either year, and the established cases "have not involved convictions or financial penalties to the detriment of the Group's listed companies."

Political influence and lobbying activities

Reference: pages 387-388.

Enel "conducts advocacy on climate change and nature protection to promote policies consistent with the Paris Agreement and the Company's commitment to the goals of the Kunming-Montreal Global Biodiversity Framework, as well as social issues (diversity and equal opportunity, human rights) and governance", coordinated via the Legal Corporate Regulatory and Antitrust function and the CEO Office. Enel is registered on the EU Transparency Register (no. 6256831207-27).

2025 direct advocacy included input to the EU Water Resilience Strategy (published June 2025) and participation in the EU Water Forum as a member of the EU Hydropower Alliance. Indirect advocacy runs through WBCSD, CSR Europe, the UN Global Compact (member since 2004), GRI (biodiversity-standard "early adopter"), TNFD (member since 2021) and BSR. "Enel does not finance parties either in Italy or abroad... or make sponsorships of congresses or parties that have an exclusive purpose of political propaganda."