We want to integrate CR more closely into our core business. That’s why we updated our CR strategy in 2007 on the basis of a comprehensive 2007 review of CR-relevant topics from the business environment. Expert opinions and CR trends were given just as much consideration as benchmarks, our rating and ranking results from 2006 and experience gained from stakeholder dialog.

In order to deduce strategic solutions from the review, we compiled the results in a materiality analysis. Based on different criteria such as the key principles of our CR strategy and risk management, the fields of action were evaluated and subsequently divided into new concept categories. Four matrix fields classify results as "important" or "very important" for E.ON and its stakeholders. The placement in these fields is not determined by hierarchal meaning. Compared to 2006 there have only been minor changes to the relevance of the topic areas as a result of the new revaluation.

The three main strategic work areas of the new CR strategy are to organize, manage and focus.

Organize = building the framework. We need to make it possible for our employees groupwide to accept personal responsibility for CR. A primary emphasis of our CR strategy is therefore the creation of conditions that sensitize our employees to social and environmentally relevant issues, reinforced by producing corresponding solutions. Embedding corporate responsibility more firmly groupwide will form the basis for responsible corporate action in all business units and departments.

Manage = managing risks and meeting expectations. In this action field the objective is to identify CR-relevant risks at an early stage and to introduce preventative measures. To do this we are developing answers and solutions to the issues that have a specific and tangible effect on our core business. Our commitment to environmental protection is just as much an element of this action field as the rights of our employees and the struggle against corruption or dealing with questions on local or regional work safety issues. We continue to place particular value on employee awareness and observance of our Code of Conduct. To make sure we keep our house in order we manage opportunities and risks in line with the expectations of our stakeholders.

Focus = defining E.ON’s CR profile more clearly. In some of our key CR-related areas we aim to set and push the agenda. This requires a focus on a selected number of topics where we feel we need to and can add value. These core topics for E.ON’s CR profile are currently under development and being discussed with stakeholders.

These fields will be developed and implemented during 2008 within the framework of our CR activity and communication: after all, they stem from the very nature of E.ON’s business sector and at the same time represent the greatest societal challenges today. What’s more, we also see these topics as key drivers for innovating our business.