We recognise the importance of tackling the impacts of our legacy business, as locked-in emissions pose a significant transition challenge if left unaddressed. To guide progress toward our net-zero goals, we have set an absolute emissions reduction target for scope 3 emissions from gas sales, aiming to reduce emissions by ~67% by 2030 (baseline 2018) and by ~90% by 2040. To mitigate potential risks associated with locked-in emissions, we focus on measurable performance and avoiding additional locked-in emissions by not entering into new gas sourcing agreements that would contribute to additional locked-in emissions.

Incorporating climate-related considerations into the executive remuneration framework ensures that incentives are aligned with both financial performance and climate objectives. As a renewable energy company, our financial metrics inherently reflect climate performance, reinforcing the link between executive pay and our decarbonisation efforts. A key financial metric linked to executive remuneration is EBITDA. The majority of EBITDA (91 %) is taxonomy-aligned, generated through activities that contribute to climate change mitigation under the EU taxonomy framework. This highlights the connection between executive remuneration and renewable energy growth, supporting our long-term decarbonisation ambition. Beyond financial performance, a portion of executive remuneration is linked to climate-specific considerations, including our scope 1-2 emissions intensity target. The proportion of recognised remuneration linked to these climate-specific considerations was 1.9% for the CEO, with corresponding figures for the Executive Board as follows: 1.6% for the CCO, 1.4% for the CFO, and 1.5% for the Chief HR Officer. Further details on the methodology, including how climate-related performance is factored into remuneration, can be found in our remuneration report.