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For career starters, we primarily offer formats for individual potential development with a focus on safe experimentation with forward-looking topics and technologies.

• Career entry: With over 800 dual students and apprentices (German Ausbildung program), the EnBW Group is one of the largest vocational training providers in Baden-Württemberg.. We support our junior staff in learning the skills of the future with state-of-the-art workshops and the latest technologies such as 3D printing, drones, and robotics. In addition, trained coaches provide social support.

We provide all skilled professionals with tools for orientation that enable them to identify their own strengths and potential, and work on them in a targeted manner. In doing so, we focus on providing business-relevant learning content.

• Mandatory development-related reviews: As part of the mandatory annual employee reviews, talented individuals and managers discuss individual development. Career goals, skill requirements, and specific measures are defined.
• Development dialogue: Optionally, the employee review can be conducted as a development dialogue. EnBW provides a digital tool for this purpose, in which employees and development partners jointly define business needs and development goals, determine target competencies, and use AI to find suitable development measures and record them in a development plan.
• Competency model: Our interdisciplinary competency model defines eight skill profiles that are relevant for the future of the company and the employability of the workforce. Learning paths for these profiles are currently being developed and made available.
• Diverse training offerings: Our digital learning platform provides all employees with access to a wide range of content and events (online and in-person training courses and self-study content), some of which are provided by external providers and some by internal staff. In addition, internal events organized by colleagues for colleagues can be booked on an ongoing basis. Knowledge hubs bundle offerings on topics that are particularly relevant to the business (currently AI, for example). Additional e-training content is added through links to modern learning platforms such as Udemy and Good Habbitz. 76% of the Group's workforce already uses the digital learning platform. On average, approximately 24 hours per employee were spent learning in 2024. In addition, training courses are offered to the Group by commercial and technical employees through network-based training. Employees in production receive further training through a cooperation with the power plant school.
• Promotion of further training and certification: Employees are supported in participating in external further training measures such as training courses, certifications, and master's programs. EnBW covers up to 100% of the costs for further training courses and offers flexible working time arrangements for part-time studies.
• Mentoring: Mentoring programs are offered to all employees to ease the transition from studying and training to professional practice. These programs also enable experienced colleagues to pass on their knowledge to junior staff. In addition, there are special programs exclusively for women.
• Knowledge events: Different departments organize focus events to share knowledge within the Group. For example, the IT department's “Data for Business Days” provide training on the business relevance of data. The “Mental Health Days” in the healthcare sector teach mindful everyday living.
• EPG: EnBW Perspektiven GmbH offers various formats for reorientation and retraining within the group and provides individual support to skilled workers who are starting afresh within the group.

For our managers, we focus on formats that strengthen the decision-making and implementation skills of our sustainable leadership in order to shape a successful and future-proof EnBW. With a broad spectrum of targeted development programs and offerings, as well as the targeted identification and selection of qualified successors, we are shaping a leadership model that sets the framework for achieving our strategic goals.

• Leadership Development Journey: As part of the Leadership Development Journey, more than 300 executives took part in 121 digital or in-person workshops and training sessions in 2024, where they intensively explored the requirements and principles of modern leadership. Our goal is to empower executives and potential leaders in their actions and equip them with the necessary mindset and appropriate skills — from tools and resources to abilities — required to perform their roles optimally.
• Leadership Future Journey: The Leadership Future Journey was developed specifically for upper and top management: The program focuses on the ability to master areas of conflict, actively shape change, and provide guidance to people—especially in the current times. The aim is to empower managers to make the 2030 strategy tangible, initiate transformation processes, and take responsibility for change.
• Corporate Program for Junior Managers: (Rollout in 2026): The 12-month development program offers the opportunity to specifically prepare high-potential employees within the Group for future leadership roles in middle management.
• People Conference: this tool provides comprehensive feedback on skills, potential, and performance contributions. It forms the basis for needs-based learning and personal development and is therefore used for succession planning.
• Individual development opportunities for managers: (Junior) managers in particular have the opportunity to reflect on confidential topics with a coach according to their individual needs – for example, to further develop their leadership role, clarify specific challenges, or strengthen their effectiveness in a business context. In addition, mentoring, career counseling, and support for transformation processes are also available.

• An annual survey on satisfaction with continuing education shows a value of 72% positive feedback in 2024.
• All programs are open to full-time and part-time employees as well as temporary workers.
• EnBW is thus making a demonstrable contribution to securing the long-term employability of its employees, strengthening motivation and loyalty, and at the same time sustainably expanding the company's innovation and competitiveness.