Dominion Energy : 2025 Sustainability Update Materials

Sustainability Update Materials November 2025

Important note for investors

This presentation contains certain forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995 regarding Dominion Energy. The statements relate to, among other things, expectations, estimates and projections concerning the business and operations of Dominion Energy. We have used the words "path", "anticipate", "believe", "could", "estimate", "expect", "intend", "may", "plan", "outlook", "predict", "project", "should", "strategy", "target", "will", "potential" and similar terms and phrases to identify forward-looking statements in this presentation. Such forward-looking statements, including operating earnings per share information and guidance, projected dividends, projected debt and equity issuances, projected cash flow, capital expenditures, operating expenses and debt information, shareholder return, and long-term growth or value, are subject to various risks and uncertainties. As outlined in our SEC filings, factors that could cause actual results to differ include, but are not limited to: unusual weather conditions and their effect on energy sales to customers and energy commodity prices; extreme weather events and other natural disasters; extraordinary external events, such as the pandemic health event resulting from COVID-19; federal, state and local legislative and regulatory developments; changes in or interpretations of federal and state tax laws and regulations; changes to regulated rates collected by Dominion Energy; risks associated with entities in which Dominion Energy shares ownership with third parties, such as a 50% noncontrolling interest in the Coastal Virginia Offshore Wind (CVOW) Commercial Project, including risks that result from lack of sole decision making authority, disputes that may arise between Dominion Energy and third party participants and difficulties in exiting these arrangements; timing and receipt of regulatory approvals necessary for planned construction or expansion projects and compliance with conditions associated with such regulatory approvals; the inability to complete planned construction projects within time frames initially anticipated; risks and uncertainties that may impact the ability to construct the CVOW Commercial Project within the currently proposed timeline, or at all, and consistent with current cost estimates along with the ability to recover such costs from customers; risks and uncertainties associated with the timely receipt of future capital contributions, including optional capital contributions, if any, from the noncontrolling financing partner associated with the construction of the CVOW Commercial Project; changes to federal, state, and local environmental laws and regulations, including those related to climate change; cost of environmental strategy and compliance, including cost related to climate change; changes in implementation and enforcement practices of regulators relating to environmental standards and litigation exposure for remedial activities; changes in operating, maintenance and construction costs; the availability of nuclear fuel, natural gas, purchase d power or other materials utilized by Dominion Energy to provide electric generation, transmission and

distribution and/or gas distribution services; additional competition in Dominion Energy's industries; changes in demand for Dominion Energy's services; risks and uncertainties associated with increased energy demand or significant accelerated growth in demand due to new data centers, including the concentration of data centers primarily in Loudoun County, Va., and the ability to obtain regulatory approvals, environmental and other permits to construct new facilities in a timely manner; the technological and economic feasibility of large-scale battery storage, carbon capture and storage, small modular reactors, hydrogen and/or other clean energy technologies; receipt of approvals for, and timing of, closing dates for acquisitions and divestitures; impacts of acquisitions, divestitures, transfers of assets by Dominion Energy to joint ventures, and retirements of assets based on asset portfolio reviews; adverse outcomes in litigation matters or regulatory proceedings; fluctuations in interest rates; changes in rating agency requirements or credit ratings and their effect on availability and cost of capital; and capital market conditions, including the availability of credit and the ability to obtain financing on reasonable terms; political and economic conditions, including tariffs, inflation and deflation. Other risk factors are detailed from time to time in Dominion Energy's quarterly reports on Form 10-Q and most recent annual report on Form 10-K filed with the U.S. Securities and Exchange Commission.

The information in this presentation was prepared as of November 20, 2025. Dominion Energy undertakes no obligation to update any forward-looking information statement to reflect developments after the statement is made. Projections or forecasts shown in this document are based on the assumptions listed in this document and are subject to chang e at any time.

This presentation shall not constitute an offer to sell or the solicitation of an offer to buy securities. Any offers to sell or solicitations of offers to buy securities will be made in accordance with the requirements of the Securities Act of 1933, as amended. This presentation has been prepared primarily for security analysts and investors in the hope that it will serve as a convenient and useful reference document. The format of this document may change in the future as we continue to try to meet the needs of security analysts and investors. This document is not intended for use in connection with any sale, offer to sell or solicitation of any offer to buy securities. This presentation includes certain financial measures that have not been prepared in accordance with U.S. generally accepted accounting principles (GAAP).

A listing of such non-GAAP measures with their GAAP equivalents are as follows: Operating earnings per share (non-GAAP) which has a GAAP equivalent of reported net income per share.

Reconciliations of such non-GAAP measures to their GAAP equivalents have been made available to the extent possible on our investor relations website. With regards to projections, estimates or guidance included in this presentation related to such non-GAAP measures, reconciliations of such projected or estimated non-GAAP measures to applicable GAAP measures are not provided, because the company cannot, without unreasonable effort, estimate or predict with certainty various components of net income.

Please continue to regularly check Dominion Energy's website at https://http://investors.dominionenergy.com/.

Letter from the Chair¹

"To Dominion Energy, operating sustainably means meeting our

stakeholders' needs today, while also preparing for the challenges of tomorrow. As a company that's been serving the needs of customers and communities since the early 20th century, we appreciate the value of taking the long view. Today, we are innovating for the future - investing in all forms of energy, improving the customer experience, and exploring new technologies as we carry out our mission to deliver the reliable, affordable, and increasingly clean energy that powers our customers every day."

Robert M. Blue

Chair, President, and Chief Executive Officer November 17, 2025

¹ https://sustainability.dominionenergy.com/SCR-Report-2024.pdf

Sustainability highlights

Reliability

Affordability²

Increasingly

clean

People &

communities³

Governance

Dominion Energy Virginia (DEV) and Dominion Energy South Carolina (DESC) customers had power

99.98%

of the time in 2024¹

DEV rates are 9% below the national average

DESC rates are 11% below the national average

46% reduction in Scope 1 carbon emissions from electric operations

since 2005³

83%

of 5-year capital plan is in zero-carbon generation and wires

0.42

OSHA recordable

incident rate

$46.3M

contributed to social

betterment

Record participation rate in 2025 employee engagement survey

Continued best practice of Board refreshment

97.1

2025 CPA-Zicklin Index

"Trendsetter"

Our mission is to deliver the reliable, affordable, and increasingly clean energy that powers our customers every day

¹ Excluding major storms ² DEV and DESC rates as of October 2025; current US average rate per EIA August 2025 estimates, table 5.6.A. ³ As of year-end 2024

Sustainability reporting

Topic	Overview	Latest published & link
Sustainability and Corporate Responsibility	"Flagship" sustainability disclosure with detailed reporting on sustainability strategy including governance, performance, comprehensive carbon metrics, and focus areas; maps to GRI, SASB Includes EEI and AGA templates with key GHG emissions and portfolio metrics	2024 SCR Report
CDP	Responses report into the world's largest environmental dataset for climate information	2025 CDP
Integrated Resource Plans (IRP)	State-regulated utility filings disclose long-term system planning details	2025 VA IRP 2025 SC IRP
Sustainability website	Comprehensive repository of sustainability reporting including: EEI and AGA templates and GHG inventory assurance Just Transition Highlights report Selected policies including Human Rights, Environmental Justice, and Supplier Code of Ethics A link to the leadership and governance website	Sustainability website

Board of Directors

Board expertise (% of directors)

Composition

Leadership Financial or accounting Risk management

Human capital/talent management

Corporate governance Customer and community

Innovation and technology

100%

100%

100%

100%

91%

91%

82%

New Director in June 2025, Jeff Lyash

• Retired President and CEO

  of Tennessee Valley Authority

• Experience in utility operations, power operations, generation construction, and public policy and regulatory matters (particularly in nuclear energy)

4 4

African American/Black (27%)

White/Caucasian (73%)

Female (37%)

Male (63%)

Government, public policy or legal

Environmental

Industry

45%

73%

64%

0-5 yrs 5-10 yrs 11+ yrs

8.1

3

years avg tenure

5

<60 yrs 60-65 yrs 66+ yrs

63

3

3

avg

age

Best practices

• Independent: 10 of 11 directors (incl. lead) and 100% of Committee members

• Performance Assessments: Annually at Board and Committee level

• Ownership: Robust director and executive share ownership guidelines

• Annual Election of Directors: Majority vote standard

• Refreshed Committee Structure: Adopted in 2024, following a holistic review

• Refreshment: More than half of the directors have joined the Board since 2019

• Proxy Access: Adopted in 2015

• Say on Pay: Annual advisory vote

• Right to call special meeting: 15% threshold

  Note: All data as of October 1, 2025

  Role of Independent Lead Director¹

  Board leadership

• Presiding over the non-management executive session held at each Board meeting

• Calling meetings of the independent directors, as needed

• Conferring with the committee chairs and the Chair on agenda planning to ensure coverage of key strategic issues

• Ensuring the Board's ability to periodically review and provide input on and monitor management's execution of the company's

  long-term strategy

• Serving as the independent directors' representative in crisis situations

• Acting as a key advisor to the CEO

• Being authorized, in consultation with the Board, to retain independent advisors

• Engaging directly with key members of the leadership team

  Board culture

• Serving as liaison between the Chair and the independent directors

• Facilitating discussion among the independent directors on key issues and concerns

• Ensuring Board discussions demonstrate constructive questioning of management

• Promoting teamwork and communication among the independent directors

• Fostering an environment that allows for engagement and commitment of Board members

  Board meetings

• Approving meeting agendas and information sent to the Board

• Approving meeting schedules and working with the Chair and committee chairs to ensure there is sufficient time for discussion of all agenda items

• Presiding at all meetings or executive sessions of the Board at which the Chair is not present

  Performance and development

• Leading, in conjunction with the CTD Committee, the annual performance assessment of the CEO

• Facilitating the Board's engagement with the CEO and CEO succession planning

• Leading the Board's annual self-assessment and recommendations for improvement, if any

  Shareholder engagement

• Being available for direct engagement on matters related to Board governance and oversight, if requested by major shareholders

• Providing appropriate Board oversight of key stakeholder and investor engagement and disclosures

  ¹ See page 26 of Dominion Energy's 2025 Proxy Statement

  Responding to shareholder feedback: recent updates to executive compensation

  How we responded

  What we heard

Support for alignment between CEO pay and financial performance

Since 2023:

• 100% of CEO Long-Term Incentive Program (LTIP) has been performance based

• At least 65% of CEO LTIP target payout has been based on Total Shareholder Return, with a 65thpercentile target

  Mix between equity and performance awards in Long-Term Incentive Program (LTIP)

Since 2024:

• The cash performance grant component has been replaced with performance share units (PSUs), to further align compensation with shareholder outcomes

• The restricted stock grant component has been reduced from 40% to 30%, with 70% attributable to the new PSU grant

  Since 2023:

• Our CEO has received a performance share award in lieu of the restricted stock component

  Use of the LTIP P/E ratio modifier

• The ability to earn any payout based on our relative P/E ratio modifier was eliminated for the CEO in 2023 and for all officers starting with the 2024 LTIP

Accountability driven by aligned incentives focusing on business strategy

Short-term incentive scoring criteria

Robust stock-ownership requirements for officers

Customer Experience 10%

Safety 25%

Compliance 25%

Reliability

40%

• We believe that continuing to focus incentive goals on our business strategy will result in higher long-term returns (including stock price performance) for shareholders

• Thus, higher than sector average officer stock ownership requirements create alignment between management financial interests and successful execution of our business strategy

  All employees share four common goal categories and funding level is based on consolidated operating EPS (non-GAAP)

• Require significant stock ownership, including 6x base salary for our CEO, 4x base salary for our Executive Vice Presidents and 3x base salary for our other Named Executive Officers

Pay for performance, placing a substantial portion of CEO compensation at risk

CEO target direct compensation mix (2025) CEO long-term incentive compensation (2025)

90%

Performance-based compensation

LTIP is 100%

performance-based

10% Salary 15% Annual Incentive 75% Long-Term Incentive

65% TSR

28% Operating EPS (non-GAAP)

7% Non-Carbon Emitting Generating Capacity