Profile

The profile consists of four elements: strategy, organizational profile, report parameters as well as governance, commitments, and engagement. Most of these are now fully covered by E.ON. The following table lists the individual reporting elements.

Profile

Content	Reference	Status
1. Strategy and Analysis
1.1 Statement from the most senior decision maker	CR Report 2007 (p. 2)
1.2 Key impacts, risks and opportunities	CR Report 2007 (p. 8-19)
2. Organizational Profile
2.1 Name of the organization	CR Report 2007 (p. 6-7)
2.2 Brands, products and/or services	CR Report 2007 (p. 6-7, 20-33, 34-41, 42-53)
2.3 Operational structure	CR Report 2007 (p. 6-7)
2.4 Headquarter location	CR Report 2007 (p. 6-7)
2.5 Countries in operation	CR Report 2007 (p. 6-7)
2.6 Nature of ownership	CR Report 2007 (p. 6-7) AR
2.7 Markets served	CR Report 2007 (p. 6-7)
2.8 Scale of the organization	CR Report 2007 (p. 6-7) AR
2.9 Significant changes regarding size, structure, or ownership	AR
	Responsibility/Organization
2.10 Awards received	Responsibility/Customer Orientation
	Responsibility/Awards
EU1 Installed capacity (MW)	BO
EU2 Number of residential, industrial and commercial customer accounts	Responsibility/Financial Market
EU3 Length of transmission and distribution lines by voltage	BO Strategy and Key Figures 2007
EU4 Allocation of CO₂ emissions permits, broken down by country or regulatory regime	Responsibility/Emissions Trading
3. Report Parameters
3.1 Reporting period	CR Report 2007 ("About this report")
3.2 Date of most recent previous report	CR Report 2007 ("About this report")
3.3 Reporting cycle	CR Report 2007 ("About this report")
3.4 Contact point for questions	Responsibility/CR-Team
3.5 Process for defining report content	CR Report 2007 ("About this report")
3.6 Boundary of the report	CR Report 2007 ("About this report")
3.7 Limitations on the scope or boundary of the report	CR Report 2007 ("About this report")
3.8 Joint Ventures, subsidiaries, and outsourced operations	CR Report 2007 ("About this report")
3.9 Data measurement techniques*	Responsibility/Facts and Figures
3.9 Data measurement techniques*	Responsibility/GRI Content Index
3.10 Effects of re-statement of information provided in earlier reports	Responsibility/Facts and Figures
	Responsibility/GRI Content Index
3.11 Significant changes in the scope, boundary, or measurement methods	CR Report 2007 ("About this report")
	Responsibility/Facts and Figures
	Responsibility/GRI Content Index
3.12 GRI Content Index	Responsibility/GRI Content Index
3.13 External assurance	CR Report 2007 (p. 58)
4. Governance, Commitments, and Engagement
4.1 Governance structure*	CR Report 2007 (p. 14) AR
4.2 Indication whether chairperson is also executive officer	CR Report 2007 (p. 14-15) AR
4.3 Independent members at the board*	AR
4.3 Independent members at the board*	Responsibility/Organization
4.4 Mechanisms for shareholders and employees to provide recommendations to the board*	AR
	Corporate Governance/2007 Corporate Governance Report
4.5 Linkage between executive compensation and organization's performance*	Corporate Governance/Compensation Report
4.6 Processes to avoid conflicts of interest at the board*	Corporate Governance/2007 Corporate Governance Report
4.7 Expertise of board members on sustainability topics*	AR
4.7 Expertise of board members on sustainability topics*	Responsibility/Organization
4.8 Statements of mission, codes of conduct, and principles*	CR Report 2007 (p. 8-19)
	Responsibility/Standards
4.9 Procedures for board governance on management of sustainability performance	CR Report 2007 (p. 14-15)
	Corporate Governance
4.10 Processes for evaluation of the board�s sustainability performance	CR Report 2007 (p. 8-19)
4.11 Precautionary approach*	CR Report 2007 (p. 15-16)
4.11 Precautionary approach*	Responsibility/GRI Content Index
4.12 External charters, principles, or other initiatives*	CR Report 2007 (p. 11, 17)
	Responsibility/CR at E.ON
	Responsibility/Initiatives
4.13 Memberships in associations*	CR Report 2007 (p. 11, 17)
4.13 Memberships in associations*	Responsibility/Management
4.14 Stakeholder groups*	Responsibility/DialogCSR Report 06 (4-5)
4.15 Stakeholder identification and selection*	CR Report 2007 (p. 10)
4.15 Stakeholder identification and selection*	Responsibility/DialogCSR Report 06 (4-5)
4.16 Approaches to stakeholder engagement	CR Report 2007 (p. 8-19, 20-33, 34-41, 42-54, 54-55)
4.16 Approaches to stakeholder engagement	Responsibility/DialogCSR Report 06 (4-5)
4.17 Fragen und Bedenken von Stakeholdern	CR Report 2007 (p. 8-19, 20-33, 34-41)
4.17 Fragen und Bedenken von Stakeholdern	Responsibility/DialogCSR Report 06 (4-5)

Content:	*	Explanations can be found below the table

Reference:	1-62	CR Report pages
	AR	Annual Report
	BO	Business Overview
		Link to the respective information

Status:		fully covered
		partly covered
		not covered
		not material
	x	not applicable

3.9

The regulations of our financial market oriented reporting were applied. These have not essentially changed since the delisting on the NYSE. Where specific measurement methods were used or special explanations of indicator calculation are required, they are noted in the respective diagrams and graphics.

4.1

E.ON�s governance is based on a dual system comprising the Supervisory Board and the Board of Management at the executive level. E.ON complies with the German Corporate Governance Code. This safeguards the corporation�s and shareholders� interests as well as the independency of the Supervisory Board.

4.3	17 out of 20 Supervisory Board members are independent, including representatives of employees (trade union and/or workers� council representatives who are protected from dismissal). This is regulated by the German Corporate Governance Code and the German law of �Mitbestimmung�.

4.4

The following possibilities exist for shareholders and employees to make recommendations or pass on information to the Board of Management and the Supervisory Board:

Shareholders: According to the law on limited companies shareholders have the possibility of submitting requests in the annual shareholders meeting as well as making recommendations and asking questions to the Board of Management and the Supervisory Board.
Employees: Fifty percent of E.ON Supervisory Board members are workers� representatives. These representatives can passes on recommendations to the Board. Recommendations to the Board of Management/Supervisory Board can also be made through the Workers� Council. In addition, employee decision documents can be submitted to the Board.

4.5

The variable annual wage (short-term incentive) of E.ON managers is dependent on individual and company performance. When judging company performance, the responsible position of E.ON Group as well as the achievement of financial targets and management performance is also taken into consideration, this includes aspects like environmentally conscious operations and the company�s social positioning.

4.6	Regulated by the German Corporate Governance Code.

4.7	The performance of the top executive body is assessed by the Supervisory Board, which takes environmental and CR-related aspects into account (see answer to 4.5). The top executive body is referred to as the Board of Management.

4.8	The following internally developed guidelines, behavioral codes and principles exist at E.ON: Code of ethics Code of conduct Commitment to corporate social responsibility E.ON values Corporate social responsibility principles (basic beliefs)

4.11

In general, E.ON operates on a long term perspective in all business areas. The precautionary principle is embodied in the environmental protection field, in everyday business life as well as in the impact assessments for investment measures. In addition, our risk management system takes into account environmental and social risks. In the future, these aspects will be integrated more systematically in all market units.

4.12	E.ON plays an active role in the following initiatives among others: GRI Global Compact WBCSD G8/World Economic Forum � Climate Statement Econsense Forum for the Future � Business Network Basic Services Human Rights Network

4.13	E.ON is involved in the following organizations and lobbies among others: BDEW BDI Eurelectric Eurogas

4.14	Explained in more detail in the 2006 CSR Report. The further development is planned as a focus in the coming years as part of the CR strategy development.

4.15	Explained in more detail in the 2006 CSR Report. The further development is planned as a focus in the coming years as part of the CR strategy development.