From ambition to action

Marten Bunnemann, CEO of E.ON Energy Infrastructure Solutions

It’s been nearly a year since Marten Bunnemann took over as CEO of E.ON Energy Infrastructure Solutions – the business at the heart of E.ON’s mission to drive the energy transition across cities and industries. Under his leadership, E.ON Energy Infrastructure Solutions has sharpened its focus and strengthened its position as a European partner of choice for integrated, decentralized energy systems. Today, infrastructure must do more than deliver energy; it must balance affordability, reliability, and sustainability. That requires not just technical innovation, but speed, resilience, and a deep understanding of customer needs. E.ON Energy Infrastructure Solutions is building that future, with solutions that work on the ground, today and tomorrow. We spoke with him about embracing complexity, leading change from day one, and why infrastructure needs a completely new mindset.

Mr. Bunnemann, it’s been almost exactly a year since you took over the leadership of E.ON Energy Infrastructure Solutions (EIS). Looking back, what did this year of change teach you, and how do you personally define your role in shaping the transformation of energy infrastructure?

Marten Bunnemann: EIS is the newest segment within E.ON – alongside Energy Networks and Energy Retail – and it already brings together around 8,000 colleagues across 14 European countries. That scale gives us a strong foundation in both capability and market presence. But it also means we need a shared culture, one that enables speed, innovation, and alignment across very different teams and contexts. That’s why culture is a core pillar of our transformation work. We’re supporting a more entrepreneurial, customer-focused, diverse, and collaborative way of working – across all levels of the organization.

Looking back, this first year confirmed one thing for me: progress requires focus. Building on that cultural foundation, we sharpened our strategy, fixed the basics, and are now laying the foundations for future growth. My role is to ensure that our ambition translates into measurable impact – commercially, operationally, and for our customers.

Turning this ambition into action means thinking in systems – not isolated projects – and building long-term partnerships. We deliver integrated solutions that work long term. From design to operation, we develop energy systems that reflect the complexity of real customer environments – from cities and municipalities to industrial sites.

The transformation of energy infrastructure is driven by our customers’ challenges, and my clear goal is to help them turn those challenges into powerful, future-proof solutions.

The energy transition is often called the project of the century, full of complexity and competing priorities. How does EIS turn bold ambition into measurable impact, and what sets you apart in the European energy transition?

Marten Bunnemann: “Being bold is not about taking risks for the sake of it; it’s about making deliberate choices and acting with speed and conviction. In this market, timing matters as much as direction.”

At EIS, boldness means clarity of purpose, the courage to move first, and the discipline to follow through. We don’t just operate assets, we solve complexity. With over 6,000 assets and half a million customers, we bring engineering precision, regulatory insight, and local execution together to deliver integrated energy ecosystems.

Our transformation is in full motion: we’ve sharpened our strategy for our customers, focused on performance, and built a culture of unity. With more than €5 billion in planned investments until 2028 and a clear growth path, EIS is not just participating in the energy transition – we are shaping it.

In a time of growing complexity and pressure, what do your customers expect from a partner like EIS, and how do you respond?

Marten Bunnemann: At EIS, we understand the growing challenges our customers face, from decarbonization and energy security to rising costs, all within complex regulatory frameworks. We enable our customers to navigate the energy trilemma with solutions that strike the right balance between cost efficiency, security of supply, and climate responsibility. What helps us make a difference is our ability to turn complexity into action, through long-term partnerships and a strong understanding of both local needs and the broader European context.

As part of the E.ON Group, we aim to be more than a service provider. We strive to be a reliable partner for the next 10 to 15 years. That kind of trust is built over time, through consistency, openness, and collaboration.

And let’s be clear: we know we don’t have all the answers. That’s exactly why we listen carefully, stay curious, and work closely with our customers every step of the way.

Customer centricity is not a given, but something we have to earn and reinforce every day. I truly believe that only in close partnership with our customers can we create solutions that deliver real, lasting value.

That’s also why more and more customers choose EIS to support their energy transition, with the full innovative strength of the entire E.ON Group at their side.

Decarbonized infrastructure is the backbone of a resilient, future-proof economy. In your view, what does it mean to truly rethink infrastructure today?

Marten Bunnemann: It means moving from single assets to integrated ecosystems. It means designing systems that deliver heat, cooling, and electricity – not in isolation, but together. But it also means understanding the bigger picture: regulation, supply chains, customer business models, and keeping focus on balancing the trilemma of affordability, security of supply, and sustainability. Our strength lies in combining local insight with European expertise to create infrastructure that works where it matters most: on the ground.

You lead a growing, high-visibility business segment within a major utility group. How do you ensure that transformation is not only managed top-down, but truly lived across the organization?

Marten Bunnemann: Transformation must be embedded in the DNA of the organization, not just led from the top.

“As leaders, we set the direction and remove obstacles, but lasting change only happens when every individual sees themselves as part of the journey.”

When I look at EIS, I see a growth story — and every growth story is built on tough decisions. As a personal learning from my previous jobs, I am aware that our responsibility is to guide our people through this change with clarity, presence, and trust. That means open communication, visible leadership, and a culture where people feel safe to speak up.

“Transformation is not a project. It’s a mindset.”

It must be lived at every level, encouraging new behaviors and inspiring change. And it must strike the right balance: delivering quick wins while allowing space for human reaction. Only then can we create the conditions for real, sustainable transformation.

Energy issues today are no longer purely technical – they’re increasingly social and political. How does that shape your approach to leadership and public communication?

Marten Bunnemann: Energy has always been political, but you’re right: the energy transition is under pressure – in all our markets. That’s why leadership today means more than technical or commercial competence. It also requires empathy, presence, and the willingness to engage. We’re not just providing energy infrastructure. We’re enabling industry to stay competitive. We’re helping cities reach their climate goals. But ultimately, we’re also changing the environment in which people live and work – and that demands trust. I know from my seven years as CEO of one of Germany’s largest regional utilities how critical stakeholder dialogue is – both in formal political processes and in day-to-day conversations with citizens. It’s about taking people seriously, involving them, and addressing their concerns.

That’s why I place particular emphasis on authentic communication – as direct and unfiltered as possible.

Sometimes that means facing uncomfortable discussions. Sometimes it means translating complexity into something tangible and real for people. But I firmly believe building and preserving trust – in our business and our people – is a key success factor.

And that trust is created when communication is transparent, leadership is consistent, and actions follow words.

If we look ahead to 2030: How will you personally measure the success of EIS – and your own leadership performance?

Marten Bunnemann: Success for me has two dimensions. First, impact: Have we become the partner of choice for cities and industries to support them with their energy challenges? Across Europe, and with many proof points that show we have the right and powerful solutions for our customers that make a difference. Have we proven ourselves on the Capital Markets that we are capable of meeting our ambitious financial targets?

Second, culture & people: Did we attract the right people to drive our business, and do they feel ownership, energy, and purpose? Have we built a business that’s high-performing, deeply customer-focused, and ready to scale, with a culture people want to work in and contribute to?

This article is part of our AFRY Insights publication series, where experts from AFRY Management Consulting share their insights into emerging global trends across the energy and bioindustry sectors, as well as sustainability transformation.