40 Top Executives Changes in our market environment as well as our own Per- formtoWin program also affect our top executives. We intend to reduce the number of management positions by adjusting our management structures to market realities. Enhancing our focus on performance will require a substantial contribu- tion from all executives. To assess their individual performance with greater precision, we have expanded our use of key performance indicators and increased the performance-based component of variable compensation and long-term incen- tive programs. Compensation, Pension Plans, Employee Participation Attractive compensation and appealing fringe benefits are essential to a competitive work environment. Company con- tributions to employee pension plans represent an impor- tant component of an employee's compensation package and have long had a prominent place in the E.ON Group. They are an important foundation of employees' future financial security and also foster employee retention. E.ON companies supplement their company pension plans with attractive programs to help their employees save for the future. Another factor in employee retention is enabling them to participate in their company's success. Since 2007, Level 3 senior manag- ers in Germany pursuant to our Group-wide job-grading sys- tem have been included in the E.ON Share Performance Plan, broadening access to the program beyond top executives. Our employee stock purchase program became even more attractive through an increase in the tax-free company con- tribution. In 2009, 22,091 employees purchased a total of 925,282 shares of E.ON stock; 57 percent of employees partic- ipated in the program, down slightly from 58 percent in 2008. Overview of the Compensation Systems for the Board of Management and Supervisory Board We have compiled a Compensation Report for the 2009 finan- cial year which provides an overview of the compensation plans for the Board of Management and Supervisory Board and each board member's E.ON Group compensation. The report applies the regulations of the German Commercial Code amended to reflect the Management Board Compensa- tion Disclosure Law as well as the principles of the German Corporate Governance Code. The Compensation Report, which is part of this Combined Group Management Report, can be found on pages 148­155. Apprentice Programs E.ON has always placed great emphasis on apprentice pro- grams. In 2009, apprentices accounted for about 7 percent of the E.ON Group's workforce in Germany, almost unchanged from the prior year. Established in 2003, the E.ON training initiative to combat youth unemployment was continued in 2009. Beyond our regular apprenticeship programs, over 950 young people in Germany were offered prospects for the future through vocational training, an internship to prepare them for training, and school projects. Research and Development ("R&D") In 2009, E.ON further enhanced its R&D activities. We have long taken a two-pronged approach to our wide range of R&D activities. First, we optimize our existing facilities and processes in order to find innovative solutions for operational challenges and to operate our facilities efficiently and economically across their lifecycle. Apprentices in Germany Dec. 31, 2009 Central Europe 2,220 Pan-European Gas 221 E.ON AG/Other1 115 E.ON Group 2,556 1Includes E.ON IS.