2026 Annual Report 2025 Proxy Statement

Building on

Progress

2026 PROXY STATEMENT

Notice of 2026 Annual Meeting

of Shareholders

Date and Time

Tuesday, May 5, 2026 9:30 a.m. Eastern Time

Items of Business

Location

Exclusively online via webcast at https://www.virtualshareholdermeeting.com/D2026

Record Date

February 27, 2026

VOTING

Each share of Dominion Energy, Inc. (Dominion Energy, the company, we, our or us) common stock is entitled to one vote on each matter properly brought before the meeting. Please vote by proxy as soon as possible. Your vote is very important to us, and we want your shares to be represented at the meeting.

HOW TO VOTE

By Internet www.proxyvote.com/dominion(before the meeting)

https://www.virtualshareholdermeeting.com/D2026 (during the meeting)

By Telephone

Call (800) 690-6903 if you are a registered shareholder or an employee 401(k) plan participant. If you are a beneficial owner, call the number provided by the bank or broker holding your shares.

By Mail

You can vote by mail by marking, dating and signing your proxy card or voting instruction form and returning it in the postage-paid envelope.

This Notice of 2026 Annual Meeting of

Shareholders (Notice) and accompanying proxy materials are being made available to shareholders electronically on or about March 19, 2026, or mailed on or about the same date to those shareholders who have previously requested printed materials.

The Board recommends a vote FOR the following Items:

Item 1: Election of the 11 director nominees named in this Proxy Statement

Item 2: Advisory vote on approval of executive compensation (Say on Pay)

Item 3: Ratification of the appointment of Deloitte & Touche LLP as our independent registered public accounting firm for fiscal year ending December 31, 2026

The Board recommends a vote AGAINST the following Item:

Item 4: Shareholder proposal - Request for the Board of Directors to adopt a policy for an independent chair, if properly presented

Item 5: Shareholder proposal - Request for a report on environmental, social and governance (ESG) and diversity, equity and inclusion (DEI) goals in executive compensation plans, if properly presented

Item 6: Shareholder proposal - Request for a report on additional shareholder engagement channels, if properly presented

Shareholders will also consider any other business properly presented at the meeting. More information about how to attend the meeting is under Questions and Answers About the 2026 Annual Meeting and Voting on page 88.

By Order of the Board of Directors,

Carlos M. Brown

Executive Vice President, Chief Administrative and Projects Officer and Corporate Secretary

March 19, 2026

Important Notice Regarding the Availability of Proxy Materials for the 2026 Annual Meeting of Shareholders to be held on May 5, 2026:

Dominion Energy's Notice, 2026 Proxy Statement, 2025 Annual Report and Annual Report on Form 10-K for the year ended December 31, 2025 (2025 Annual Report on Form 10-K) are available on our website at investors.dominionenergy.com/proxy.

Table of Contents

FORWARD-LOOKING STATEMENTS

Certain statements contained in this Proxy Statement constitute "forward-looking" statements within the meaning of the Private Securities Litigation Reform Act. All statements other than statements of historical or current facts, including statements regarding future earnings and operations, our strategy, our environmental and other sustainability plans and goals and statements regarding ongoing and future projects and the expected availability and benefits of such projects, are forward-looking statements. The words "believe," "may," "will," "estimate," "continue," "anticipate," "intend," "expect" and similar expressions are intended to identify forward-looking statements. Our statements about the future are subject to various risks and uncertainties. For factors that could cause actual results to differ materially from expected results, see the risks and uncertainties described throughout our 2025 Annual Report on Form 10-K and particularly in Item 1A. Risk Factors and Forward-Looking Statements in Item 7. Management's Discussion and Analysis of Financial Condition and Results of Operations. These forward-looking statements speak only as of the date of this Proxy Statement. Dominion Energy, and our wholly owned subsidiaries, Virginia Electric and Power Company (Dominion Energy Virginia or DEV) and Dominion Energy South Carolina, Inc. (Dominion Energy South Carolina or DESC), assume no obligation to provide revisions or updates for any projections and forward-looking statements contained herein.

Dominion Energy ............................................................................................... 1

Voting Roadmap ................................................................................................ 5

Item 1: Election of Directors............................................................. 9

Director Nominees 10

Corporate Governance 22

Director Nominations and Board Refreshment 22

Board and Committee Evaluations 23

Director Independence 24

Board Leadership Structure 25

2025 Meetings and Attendance 26

The Committees of the Board 27

Our Board's Oversight Role 30

Shareholder Engagement Highlights 34

Other Governance Practices and Policies 35

Compensation of Non-Employee Directors 37

Director Compensation Plan and Benefits 38

Non-Employee Director Stock Ownership 38

Item 2: Advisory Vote on Approval of Executive Compensation (Say on Pay) 39

Executive Compensation 40

Compensation Discussion and Analysis 40

Executive Summary 40

Our Performance 42

Our Compensation Elements 43

Our Process 56

Our Compensation Practices and Policies 58

Compensation and Talent Development Committee Report 60

Executive Compensation Tables 61

Equity Compensation Plans 73

CEO Pay Ratio 73

Pay versus Performance 74

Item 3: Ratification of Appointment of Independent Auditor 76

Audit Committee Matters 76

Auditor Fees and Pre-Approval Policy 76

Audit Committee Report 77

Item 4: Shareholder Proposal - Independent Chair 78

Item 5: Shareholder Proposal - ESG and DEI Metrics in Executive Compensation Plans 81

Item 6: Shareholder Proposal - Additional Shareholder Engagement Channels 83

Security Ownership of Certain Beneficial Owners and Management 86

Questions and Answers About the 2026 Annual Meeting and

Voting 88

Other Information 93

Appendix A - Reconciliation of Reported Earnings (GAAP) to

Operating Earnings (non-GAAP).................................................................... A-1

‌Dominion Energy, headquartered in Richmond, Virginia, provides service to approximately

4.1 million primarily electric utility customers in Virginia, North Carolina and South Carolina. We are one of the nation's leading developers and operators of regulated offshore wind and solar power and the largest producer of carbon-free electricity in New England. Our mission is to provide the reliable, affordable and increasingly clean energy that powers our customers every day.1

Our Core Values

Our core values are fundamental to who we are. We do what is right. We do it well. We do it together. Doing so helps ensure we maintain trust with those who matter most: our customers, investors, employees, communities, regulators and other stakeholders. Our customers rely on us to power their every day, so we deliver on our commitments.

Safety- Our first and most important goal is to send every employee home safe and sound, every day.

Ethics- We do not take shortcuts when reaching for our goals and fulfilling our obligations. Our reputation depends on ethical behavior.

2025 Financial Highlights

$3.45 Reported earnings per share

$3.42 Operating earnings per share2

13.9% Total shareholder return in 2025

Performance Highlights

0.26

OSHA recordable injury rate, the best in the company's history

increase in weather-normal sales

Excellence- We work toward continuous improvement in all areas of our business.

Embrace Change- By welcoming new ideas, Dominion Energy champions innovation. Through innovation, we expect to prosper in the years ahead.

One Dominion Energy- Our shared mission and purpose transcend organizational boundaries. Teamwork leads to strong, sustainable performance.

5.4%

33+GW

38

46%

99.98%

in Dominion Energy Virginia's

transmission and distribution service areas

of new generation investment expected in Virginia over the next 20 years

of PJM's DOM Zone3top 50 all time-peaks in customer demand have occurred since January 1, 2025

reduction in Scope 1 carbon emissions from electric generation from 2005 through 2024

power availability, excluding major storms, in our Virginia and Carolinas service areas

1As of March 1, 2026.

2See Reconciliation of Reported Earnings (Generally Accepted Accounting Principles (GAAP)) to Operating Earnings (non-GAAP) in Appendix A.

3The Dominion Zone (DOM Zone) includes Dominion Energy Virginia's transmission and distribution service areas within our regional transmission organization, PJM Interconnection, L.L.C. (PJM).

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

Dominion Energy provides service to approximately 4.1 million primarily electric utility customers in Virginia, North Carolina and South Carolina

Electric Gas Electric & Gas

The company is one of the nation's leading developers and operators of regulated offshore wind and solar power and the largest producer of carbon-free electricity in New England

30.7

GW of electric generating capacity

~7.8 GW

10,800

miles of electric transmission lines

of solar generation in service or under development as of the end of 2025

~2.6 GW

expected to be provided by the Coastal Virginia Offshore Wind (CVOW) commercial project under construction

90+%

of Connecticut's carbon-free electricity provided by Millstone Power Station

80,400

miles of electric distribution lines

Based on available data as of December 31, 2025.

Dominion Energy. Powering Your Every Day.

Select Highlights

In 2025, we reached our financial goals, delivered on our forecasts and retained our strong credit profile while achieving

$3.45 per share in reported earnings and $3.42 per share in operating earnings.1As we begin 2026, Dominion Energy's core value of excellence continues to drive our execution of projects large and small, including:

• Installing all 176 monopile foundations, 126 of the 176 transition pieces that connect the monopiles to the turbine towers, all three offshore substations and all deepwater offshore export cables for our CVOW commercial project (as of late February 2026); and

• Charybdis, the nation's first Jones Act-compliant offshore wind turbine installation vessel, is now based at Virginia's Portsmouth Marine Terminal, where it is supporting the CVOW commercial project construction.

  We continue to safely execute our mission and our all-of-the-above energy strategy, serve our customers well, achieve constructive regulatory outcomes, and offer a helping hand to others.

  5.4%average peak annual load growth in our PJM Virginia delivery zone expected over the next decade

  
  
  

  Supported $7.4 billion in new economic development and 3,640 new jobs in Virginia, North Carolina and South Carolina through our work

  Placed ~2,700 miles of the most outage-prone distribution lines underground from 2014 to 2025

  Brought 256 MW of new solar online and sought approval for 11 solar and battery projects totaling $2.9 billion

  
  
  

  $40+ millioncontributed to social betterment through our charitable foundation, energy assistance, and other programs in 2025

  
  
  

  116,000+hours volunteered by our employees in 2025

  Obtained a 20-year license extension for

  
  
  

  V.C. Summer nuclear power station, allowing it to operate until 2062 and celebrated 50 years of service by Millstone Power Station Unit 2

  Obtained approval for a new rate class for high-energy users, including data centers, as well as new consumer protections intended to have these customers continue to pay the full cost of their service

  Executed definitive agreements with Commonwealth Fusion Systems, which is developing what it hopes will be the first commercial fusion reactor on land owned by Dominion Energy

  Welcomed 11,077 new electric customers, for a growth rate of 1.4%, and 12,605 new gas customers, for a growth rate of 2.7%, in South Carolina

  
  
  

  Connected 11 data centers with a combined capacity of 744 MW, and had more than 48 GW of capacity in various stages of contracting as of December 2025

  Guided by our core values, we also built on the progress made in previous years, positioning the company for continued success in the years to come.

  Bob Blue| Chair, President and CEO

  1See Reconciliation of Reported Earnings (GAAP) to Operating Earnings (non-GAAP) in Appendix A.

  Human Capital Management

  Every day we depend on our approximately 15,2001Dominion Energy colleagues to provide reliable, affordable and increasingly clean energy to the customers we serve. To sustain that valuable workforce, we focus on attracting talent, developing our employees and future leaders and providing a safe and supportive environment.

  	Safety
  	Attracting, Retaining and Developing Talent
  	Employee Feedback

  • Our focus on safety starts at the top with our Board of Directors (Board or Board of Directors), which receives a report on the company's safety performance at every regularly scheduled Board meeting.

  • We foster a safety-conscious culture among our employees by including a safety performance measure in the annual incentive plans for all employees.2

  • We attract and retain employees by offering competitive compensation and benefits packages, including healthcare, retirement, paid time off, parental leave and other benefits.

  • We develop talent through learning opportunities, including tuition assistance programs, professional development resources and leadership development programs.

  • We sponsor 10 employee resource groups enabling employees to work together to create community and promote excellent performance, including a Parent & Caregiver Employee Resource Group launched in 2025.

  • We are an equal opportunity employer committed to non-discrimination in all operations and periodically review our workforce representation to ensure we are casting a wide net for the best and brightest talent.

  • We create opportunities for our employees to engage with leaders and each other through respectful two-way conversations that help employees and leaders learn from one another, share insights and opinions and broaden their perspectives regarding what matters to customers.

  • We prioritize employee engagement and routinely seek feedback through surveys, focus groups and other means. The feedback informs management decisions, enhances support for employees and improves customer service.

  • Our Board reviews the results from our companywide engagement surveys and the action plans that are developed in response to feedback from the surveys.

  Awards and Recognitions

  Our dedication to excellence in innovation, leadership and workplace engagement is regularly recognized.

  America's Most Responsible Companies Newsweek	Best Large Employers Forbes	World's Most Admired Companies Fortune	Veteran Workforce Opportunity Champion Award Virginia Work
  Military Friendly Employer	Top 25 Veteran Employers	Best Practices Award (SMB Engagement)	Virginia STAR (Surry Nuclear Power
  (since 2010)	(since 2010)		Station)
  G.I. Jobs Magazine	Military.com	Smart Energy Consumer Collaborative	Virginia Voluntary Protection
  			Program

  1As of December 31, 2025.

  2Except when restricted by any collective bargaining agreements.

  ‌Voting Roadmap

  ITEM

  1

  Election of Directors

  You are being asked to vote on the election of 11 director nominees. Additional information about each director's background, business experience and qualifications appears under the heading Item 1 -Election of Directors beginning on page 9.

  Your Board of Directors recommends that you vote FOReach director nominee.

  45%

  EXPERIENCE OF OUR DIRECTOR NOMINEES

  Industry

  73%

  Government, Public Policy or Legal

  100%

  Human Capital/Talent Management

  82%

  
  
  

  Innovation and Technology

  64%

  Environmental

  91%

  
  
  

  Customer and Community

  100%

  Leadership

  100%

  Financial or Accounting

  91%

  
  
  

  Corporate Governance

  100%

  Risk Management

  CORPORATE GOVERNANCE HIGHLIGHTS

  Board Composition and Independence

  • All independent directors except for Board Chair

  • Independent Lead Director with clearly defined role and responsibilities

  • 100% independent Board committees

  • Independent directors meet in non-management executive session at each regularly scheduled Board meeting

    Robust Shareholder Rights

  • Annual election of all directors

  • Majority voting standard for uncontested elections of directors with a resignation policy for directors who fail to receive majority support

  • Ability for shareholders to call a special shareholder meeting

  • Ability for shareholders to nominate directors through proxy access

    Board and Committee Governance Practices

  • Updated Bylaws to facilitate succession planning in 2025

  • Refreshed committee structure and membership in 2024

  • Regular Board refreshment and a resignation policy for directors who reach the age of 75

  • Annual Board and committee evaluations, including individual director interviews led by the independent Lead Director

  • Robust director and executive share ownership guidelines

COMPOSITION OF OUR DIRECTOR NOMINEES1

91%

Independent

8.5 Average Years Tenure

0-5 yrs

6-10 yrs

11+ yrs

63.9 Average Age

<60 yrs

61-65 yrs

66+ yrs

Demographics

27% African American or Black

73% White or Caucasian

36% Female

64% Male

1As of March 1, 2026.

Nominees for the Board of Directors

James A. Bennett

INDEPENDENT

Age:64

Director Since:2019

Executive Director of External Affairs, First-Citizens Bank & Trust Company

Mark J. Kington

INDEPENDENT

Age:66

Director Since:2005 Managing Director, Kington Management, LP

Joseph M. Rigby

INDEPENDENT

Age:69

Director Since:2017

Retired Chairman, President and CEO, Pepco Holdings, Inc.

Susan N. Story

INDEPENDENT LEAD DIRECTOR

Age:66

Director Since:2017 Retired President and CEO,

American Water Works Company, Inc.

Robert M. Blue

CHAIR, PRESIDENT AND CEO, DOMINION ENERGY, INC.

Age:58

Director Since:2020

Kristin G. Lovejoy

INDEPENDENT

Age:59

Director Since:2022

Global Security and Resilience Practice Leader, Kyndryl Holdings, Inc.

Pamela J. Royal, M.D.

INDEPENDENT

Age:63

Director Since:2013 President, Royal Dermatology and Aesthetic Skin Care, Inc.

Vanessa Allen Sutherland

INDEPENDENT

Age:54

Director Since:2023

Executive Vice President, Governmental Affairs, General Counsel and Corporate Secretary, Phillips 66 Company

D. Maybank Hagood

INDEPENDENT

Age:64

Director Since:2019 Chairman and CEO,

Southern Diversified Distributors, Inc.

Jeffrey J. Lyash

INDEPENDENT

Age:64

Director Since:2025 Retired President and CEO, Tennessee Valley Authority

Robert H. Spilman, Jr.

INDEPENDENT

Age:69

Director Since:2009 Chairman, President and CEO, Bassett Furniture Industries, Inc.

Ages as of March 1, 2026

ITEM

2

Advisory Vote on Approval of Executive Compensation (Say on Pay)

You are being asked to vote on an advisory basis on the compensation paid to the company's named executive officers (NEOs) as described in Item 2 of this Proxy Statement, including the Compensation Discussion and Analysis (CD&A), compensation tables and narrative discussion, beginning on page 39.

Your Board of Directors recommends that you vote FORthis item.

COMPENSATION BEST PRACTICES

What We Do

Place a substantial portion of NEO pay at risk and tied to enhanced shareholder value

Balance short-term and long-term incentives

Require significant stock ownership for our CEO, other NEOs and all other officers

Tie equity and cash-based incentive compensation to a clawback policy

Consider shareholder feedback, including results of prior year's Say on Pay vote

What We Don't Do

Offer long-term or indefinite employment agreements to our executive officers

Permit officers to hedge or pledge shares of our common stock

Offer excessive perquisites or provide tax gross-ups on executive

perquisites, except for certain benefits provided through the

company's relocation program

Offer excessive change in control severance benefits

COMPENSATION SNAPSHOT

The charts below illustrate the components of the annualized target total direct compensation opportunities provided to our CEO and target total direct compensation opportunities provided to the other NEOs in 2025:

CEO

~90%

Performance

Based

10% Base Salary

15% Annual Incentive

75% Long-Term Incentive

NEO

~75%

Performance

Based

25% Base Salary

21% Annual Incentive

54% Long-Term Incentive

ITEM

1

Election of Directors

You are being asked to vote on the election of the following 11 director nominees. Information about each director's background, business experience and qualifications is provided on the following pages.

Your Board of Directors recommends that you vote FOReach director nominee.

‌Our Board of Directors, based on the recommendation of the Nominating, Governance and Sustainability Committee (NGS Committee), has nominated 11 directors for election at the 2026 Annual Meeting to hold office until the next annual meeting and until their respective successors are duly elected or appointed and qualified. All nominees are currently directors and all directors were elected by shareholders at the 2025 Annual Meeting, except for Mr. Lyash, who was elected to our Board effective June 25, 2025. Mr. Lyash was identified as a potential director candidate by the NGS Committee and recommended to the Board as a director nominee. Mr. Lyash brings more than four decades of experience in utility operations and construction, and public policy and regulatory matters (particularly in nuclear energy) to the Board.

Each nominee has agreed to be named in this Proxy Statement and to serve as director for another term, if elected. For additional information regarding the voting requirements to elect directors, see What are the voting requirements to elect the directors and to approve each of the other items in this Proxy Statement and what is the effect of abstentions and broker non-votes? on page 89.

The nominees are 11 current and former leaders from organizations in the utilities, technology, financial services, medical, manufacturing, political and governmental sectors. Many of the nominees serve or have served on other public company boards, enabling our Board to stay apprised of best practices implemented at other companies and promoting informed and effective governance. In these leadership and oversight roles, we believe they have exemplified the integrity and acumen necessary to monitor and appraise management's strategy and the company's operations and performance.

Most nominees have roots in our communities, providing valuable feedback and insight into the impacts of Board decisions on customers, and all nominees have unique perspectives informed by their experiences and backgrounds. We believe that this group of experienced, collegial, thoughtful, responsible and intelligent leaders provides quality advice and counsel to Dominion Energy's management and effectively oversees the business and long-term interests of shareholders.

The Board evaluates and vets candidates for election as directors as part of its normal course of business as described under Director Nominations and Board Refreshment on page 22. Proxies cannot be voted for a greater number of individuals than the number of nominees. Although it is not anticipated that any of the individuals named below will be unable or unwilling to stand for election, in the event of such an occurrence, a proxy may be voted for a substitute designated by our Board, or, in lieu of designating a substitute, our Board may reduce the number of directors.

1Shares equal in value to five times the annual cash and stock retainers combined.

‌Director Nominees

Bennett

Hagood

Kington

Lovejoy

Spilman

Sutherland

The matrix below highlights the mix of key skills, qualifications, attributes and experiences that each director nominee brings to our Board. Nominees developed competencies in these skills through education, direct experience and oversight responsibilities. The Board believes that Dominion Energy directors should possess these skills, qualifications, attributes and experiences to provide oversight in line with our mission, core values and strategic plans. Because the matrix is a summary, it is not intended to be a complete description of all the key skills, qualifications, attributes and experiences of each director.

Blue

Lyash

Rigby

Royal

Story

Skills, Qualifications, Attributes and Experiences

Information about each director nominee is presented on the following pages, including specific key experience and qualifications that led the NGS Committee and our Board to nominate him or her to serve as a director.

James A. Bennett

Age:64

Director Since:2019

Independent

Committees:

Finance

Safety, Technology, Nuclear and Operations (Chair)

Experience

Mr. Bennett has served as Executive Director of External Affairs for First-Citizens Bank & Trust Company (First Citizens) in Columbia, South Carolina since January 2024, having previously served as South Region Mid-South Area Executive from January 2015 to January 2024, in addition to other leadership roles with First Citizens. Before joining First Citizens, Mr. Bennett became the youngest bank president in South Carolina when he was named President of Victory Savings Bank in 1989.

Mr. Bennett has been actively involved with the Columbia Urban League for more than 35 years, serving previously as League Chairman, and is a former chairman of the board of Claflin University, a private, historically black university located in Orangeburg, South Carolina. Mr. Bennett currently serves on the Executive Committee of the Midlands Business Leadership Group and as a member of the University of South Carolina Educational Foundation and Development Foundation. He is a member of the board of directors of Blue Cross Blue Shield of South Carolina and former chair of the South Carolina Bankers Association.

Mr. Bennett received his undergraduate degree from the University of South Carolina and is a graduate of the South Carolina Bankers School.

Qualifications, Attributes and Skills

Mr. Bennett has extensive leadership and talent management skills from his management and operating responsibilities in the banking industry, which helps our Board with strategic planning and with its oversight of the company's efforts to develop and retain a talented workforce.

He has financial and risk management expertise and familiarity with public policy and customer service concerns from his work in the regulated financial services sector, developing the skills needed to oversee the company's financial needs and risk management.

He has demonstrated a commitment to the community and non-profit organizations within South Carolina, fostering connections with our customers.

Through his tenure on the board of directors of SCANA Corporation (SCANA), Mr. Bennett has relevant corporate governance and public company board experience, assisting our Board with transparency, accountability and effectiveness.

Robert M. Blue

Age:58

Director Since:2020

Chair, President and Chief Executive Officer, Dominion Energy

Experience

Mr. Blue has served as Chair of the Board of Dominion Energy since April 2021 and as President and Chief Executive Officer since October 2020, having previously served as Executive Vice President and Co-Chief Operating Officer from December 2019 through September 2020. He served as Executive Vice President and President & Chief Executive

Officer - Power Delivery Group from May 2017 through November 2019, and in various Senior Vice President roles prior to that. Mr. Blue has also served as a director for Dominion Energy Virginia and Dominion Energy South Carolina, both wholly owned operating subsidiaries of Dominion Energy, since November 2018 and October 2020, respectively.

Prior to joining Dominion Energy in 2005, Mr. Blue served as Counselor and Director of Policy for the Governor of Virginia and as an attorney at Hogan & Hartson (now Hogan Lovells).

Mr. Blue currently serves as chair of the board of directors of the Institute of Nuclear Power Operations. He also is a member of the board of directors for the Edison Electric Institute, the Nuclear Energy Institute, AEGIS Insurance Services, Inc., the Federal Reserve Bank of Richmond, the Greater Washington Partnership, Sports Backers, and Communities in Schools of Virginia.

Mr. Blue received his undergraduate degree and Master of Business Administration from the University of Virginia and his law degree from Yale University.

Qualifications, Attributes and Skills

Mr. Blue has in-depth knowledge of the company's industry, business and operations, with more than 20 years of experience at Dominion Energy.

As Dominion Energy's Chair, President and CEO, Mr. Blue has demonstrated his leadership, financial, risk management, talent management and corporate governance skills in leading the company through the execution of its strategic business review in 2024.

He possesses an understanding of the environmental, regulatory, operational, legal, governmental and public policy issues central to our core utility businesses, helping the company monitor and advocate for policy and legislative initiatives that protect our industry and our customers. In addition, he has oversight experience of cybersecurity and technological trends. The Board believes Mr. Blue's qualifications are key in leading the company in our mission of providing reliable, affordable and increasingly clean energy to our customers.

He has demonstrated a commitment to the communities we serve, fostering connections with our customers and other stakeholders.

D. Maybank Hagood

Age:64

Director Since:2019

Independent

Committees:

Finance

Nominating, Governance and Sustainability

Experience

Mr. Hagood has served as Chief Executive Officer of Southern Diversified Distributors, Inc. (SDD) since 2003 and as Chairman since 2012. SDD is the parent company of William M. Bird and Company, Inc. and TranSouth Logistics, LLC, providers of floor covering distribution and supplies, warehousing, logistics and transportation throughout the Southeast.

Mr. Hagood chairs the board of directors of the Lamb Institute, a non-profit organization based in Charleston, South Carolina. The Lamb Institute funds several ministries in Honduras providing funding, volunteer resources and support to schools, an orphanage and various other programs. He also serves on the board of Bravo Services, LLC, a consortium of 12 North American flooring companies representing over $2 billion in annual sales of floor covering and related supply products.

Mr. Hagood received both his undergraduate degree and Master of Business Administration from the University of Virginia.

Qualifications, Attributes and Skills

Mr. Hagood brings leadership, talent management, risk management and financial operations skills from his role as the CEO of SDD, which helps our Board with strategic planning, its oversight of the company's efforts to develop and retain a talented workforce and its oversight of financial reporting and internal controls.

In his role as CEO of SDD, Mr. Hagood is responsible for overseeing its corporate information technology systems and strategy, customer service operations, supply chain management and marketing as well as addressing changing consumer preferences, which increases our Board's understanding of cybersecurity issues as well as customer and community expectations.

Through his tenure as a member of the board of directors of SCANA, Mr. Hagood also brings relevant corporate governance and public company board experience, assisting our Board with transparency, accountability and effectiveness.

Mark J. Kington

Age:66

Director Since:2005

Independent

Committees:

Compensation and Talent Development Finance (Chair)

Experience

Mr. Kington has been managing director of Kington Management, LP, a private investment firm, and its predecessor since 2012. He was managing director of X-10 Capital Management, LLC, a private investment firm, from 2004 to 2012.

Mr. Kington is and has been the principal officer and investor in several communications firms and was a founding member of Columbia Capital, LLC, a venture capital firm specializing in the communications and information technology industries.

He currently serves on the board of the University of Virginia Darden School Foundation. He also has served on the boards of Colonial Williamsburg, the National Trust for Historic Preservation, the Nature Conservancy in Virginia and the NPR Foundation.

Mr. Kington received his undergraduate degree from the University of Tennessee and Master of Business Administration from the University of Virginia.

Qualifications, Attributes and Skills

Mr. Kington has extensive experience in information technology, investment management and corporate finance, including derivatives and capital markets, which is valuable as the Chair of the Finance Committee and helps our Board oversee the company's financial performance, as well as navigate the energy and financial markets.

He also has regulatory and governmental expertise acquired during his tenure in the highly regulated telecommunications industry, helping our Board oversee policies and legislative initiatives.

Through his service as a managing director, Mr. Kington brings leadership, talent management, corporate governance and risk management experience, assisting our Board with its oversight of the company's efforts to develop and retain a talented workforce and overseeing the company's financial needs and risks.

Mr. Kington also has demonstrated a commitment to community and non-profit organizations within Virginia, fostering connections with our customers and other stakeholders.

Kristin G. Lovejoy

Age:59

Director Since:2022

Independent

Committees:

Audit

Safety, Technology, Nuclear and Operations

Experience

Ms. Lovejoy has been Global Security and Resilience Practice Leader for Kyndryl Holdings, Inc. (Kyndryl), a multinational, New York Stock Exchange (NYSE) listed information technology infrastructure services company, since November 2021.

Prior to joining Kyndryl, Ms. Lovejoy served as Global Cybersecurity Leader for Ernst & Young from February 2019 to November 2021, and was the founder and Chief Executive Officer of BluVector Inc. (BluVector), an artificial intelligence powered, sense-and-respond platform, from January 2017 through January 2019. Prior to that, she held senior positions at IBM, serving as Global Chief Information Security Officer and General Manager of IBM's Security Services Division, and was charged with building end-to-end security programs for IBM's global clients.

Ms. Lovejoy holds U.S. and EU patents in areas around risk management and was named The Consulting Report's "Top Cybersecurity Leader of 2021," and one of the "Top 10 Guardians of Cyberspace" by The Cyber Express in 2022.

She currently serves as a director of Radiant Logic and as a technology mentor for the Columbia University Center for Technology Management.

Ms. Lovejoy received her undergraduate degree from Lafayette College.

Qualifications, Attributes and Skills

Ms. Lovejoy is a recognized thought leader in the fields of technology, risk management, resilience, compliance and governance. Ms. Lovejoy's cybersecurity experience and leadership of an artificial intelligence platform are invaluable to a utility company such as Dominion Energy, which seeks to pursue innovative technology solutions, maintain the security and reliability of the electric grid and prevent interruptions in service due to cyberattacks.

Ms. Lovejoy brings innovation and technological experience as her other roles require her to stay abreast of developing technology and public policy trends, including cyber tactics, strategies, best practices and issue resolution.

Ms. Lovejoy also has leadership, talent management, environmental, financial and risk management experience acquired through her senior roles at Kyndryl and IBM, and as founder and CEO of BluVector, assisting our Board with reviewing the company's efforts to develop and retain a talented workforce and overseeing financial reporting and internal controls.

Jeffrey J. Lyash

Age:64

Director Since:2025

Independent

Committees:

Safety, Technology, Nuclear and Operations

Experience

Mr. Lyash served as President and Chief Executive Officer of the Knoxville-based Tennessee Valley Authority (TVA), the nation's largest public utility, from April 2019 until his retirement in April 2025. Prior to joining TVA, he served as President and CEO of Ontario Power Generation, President of CB&I Power, Executive Vice President of Energy Supply for Duke Energy Corporation and its predecessor Progress Energy Corporation, and President and CEO of Progress Energy Florida, among other leadership roles. Mr. Lyash began his energy sector career at the U.S. Nuclear Regulatory Commission (NRC), where he served in senior technical and management positions.

Mr. Lyash is the immediate past chair of the Institute of Nuclear Power Operations and of the Nuclear Energy Institute. He has also served on the board of directors of Granite Construction Incorporated, a civil construction company and aggregate producer based in Watsonville, California.

Mr. Lyash received his undergraduate degree in mechanical engineering from Drexel University, where he serves as a member of the board of trustees. He has held a senior reactor operating license from the NRC. Mr. Lyash also holds the NACD.DC certification from the National Association of Corporate Directors.

Qualifications, Attributes and Skills

Mr. Lyash brings deep industry expertise in utility, energy and nuclear operations, having served as CEO of TVA and Ontario Power Generation, where he oversaw complex energy systems, regulatory compliance and external affairs.

Mr. Lyash's experience with nuclear energy and advanced technologies, such as the development program for small modular reactors during his time with TVA, supports our Board's oversight of innovation and emerging opportunities in the energy sector. His leadership in environmental matters comes from TVA's stewardship of 11,000 miles of shoreline and 293,000 acres of public lands along the Tennessee River and its tributaries. His early career at the NRC and leadership of a federally affiliated organization provide valuable insight into government relations, legislative initiatives and administrative rulemaking and enforcement.

He has demonstrated strong leadership and talent management capabilities through his executive roles, guiding large workforces and fostering organizational transformation in his executive roles in the utility industry.

Mr. Lyash also brings financial and risk management experience from overseeing the budget, financial reporting and operational risks of a public utility. His customer and community focus, developed through leading public-facing utilities and leading nuclear organizations, enhances our Board's understanding of stakeholder expectations. Additionally, his service as the CEO of TVA and on industry and corporate boards contributes to our governance practices and accountability.

Public Company Board Experience

• Aecon Group Inc. (since 2026) • Granite Construction Incorporated (2018-2023)

  
  
  

  Joseph M. Rigby

  Age:69

  Director Since:2017

  Independent

  Committees:

  Audit (Chair)

  Compensation and Talent Development Safety, Technology, Nuclear and Operations

  Experience

  Mr. Rigby served as Chairman, President and Chief Executive Officer of Pepco Holdings, Inc. (PHI), an energy delivery company serving the mid-Atlantic region, from May 2009 to March 2016. Prior to that, Mr. Rigby held other executive officer positions with PHI and its subsidiaries, including chief operating officer and chief financial officer. He served as non-executive Chairman of South Jersey Industries, Inc. (South Jersey), an energy delivery company headquartered in Folsom, New Jersey, from 2020 to February 2025, including during South Jersey's private acquisition in 2023.

  The New Jersey Chapter of the National Association of Corporate Directors recognized Mr. Rigby with a Lifetime Achievement in Governance award in 2024.

  Mr. Rigby has served on the boards of the Edison Electric Institute and the U.S. Chamber of Commerce, and on the Rutgers University Advisory Board, among others.

  He received his undergraduate degree in accounting from Rutgers University and Master of Business Administration from Monmouth University, and was a Certified Public Accountant.

  Qualifications, Attributes and Skills

  Mr. Rigby has extensive utility industry expertise, with in-depth knowledge of electric transmission and distribution operations and strategic planning for providing reliable and affordable electricity to customers, acquired through more than 37 years of service with PHI and its subsidiaries. This experience also includes utility construction and operations, which encompasses environmental permitting and compliance.

  From his role as CEO of PHI, he brings leadership, risk management, governmental, customer experience, talent management and finance skills, among other business disciplines. Mr. Rigby has expertise in mergers and acquisitions and was integrally involved in the merger of PHI with Exelon Corporation in March 2016.

  As CEO of PHI, Mr. Rigby has direct experience advancing policy and legislative initiatives, including with respect to rate case proceedings.

  Mr. Rigby also provides financial and accounting expertise from his service as the CFO of PHI and his utility accounting background.

  Through his tenure on the boards of PHI and South Jersey, Mr. Rigby has extensive experience with public company corporate governance requirements, assisting our Board with transparency, accountability and effectiveness.

  Public Company Board Experience

• South Jersey Industries, Inc. (2016-2023)

  
  
  

  Pamela J. Royal, M.D.

  Age:63

  Director Since:2013

  Independent

  Committees:

  Audit

  Nominating, Governance and Sustainability (Chair)

  Experience

  Dr. Royal has been the owner and President of Royal Dermatology and Aesthetic Skin Care, Inc. since 1990. She is also a practicing physician.

  Dr. Royal currently serves on the boards of The Valentine Museum (former chair), the Virginia Museum of Fine Arts (vice president) and the YMCA of Greater Richmond. She previously served on numerous other boards, including the local Advisory Board of Truist Bank, The Community Foundation (former chair), the Executive Committee of Venture Richmond (secretary), Bon Secours Richmond Health System, St. Christopher's School, the United Way of Greater Richmond and Petersburg (former chair), CenterStage Foundation (former vice chair), the Greater Richmond Chamber of Commerce, J. Sargeant Reynolds Community College Foundation and the Virginia Early Childhood Foundation.

  Dr. Royal received her undergraduate degree from Hampton University and medical degree from Eastern Virginia Medical School.

  Qualifications, Attributes and Skills

  Dr. Royal provides leadership, management and analytical skills to our Board as a recognized leader in the business and civic community and as president of her own medical practice in her native Richmond, Virginia, where the company is headquartered.

  She also brings broad experience with financial, risk management and regulatory matters, including privacy and cybersecurity technology and insurance expertise, developed through her experience running a successful business for over 30 years in the highly regulated medical industry.

  Dr. Royal also has corporate governance oversight, talent management and management accountability experience through running her own business, leadership roles of numerous non-profit boards and her service on our Board.

  As a business owner familiar with the local economies and the communities we serve, Dr. Royal represents a unique customer centric view on our Board and understands the critical importance of meeting customer, community and other stakeholder expectations and the value of maintaining and building our brand and reputation.

  
  
  

  Robert H. Spilman, Jr.

  Age:69

  Director Since:2009

  Independent

  Committees:

  Compensation and Talent Development (Chair) Nominating, Governance and Sustainability

  Experience

  Mr. Spilman has been President and Chief Executive Officer of Bassett Furniture Industries, Incorporated (Bassett), a NASDAQ listed furniture manufacturer and distributor, since 2000. He has also served as Chairman of the Board of Bassett since 2016 and served as our independent Lead Director from 2020 to 2024.

  Mr. Spilman serves on the board of trustees of Virginia Foundation for Independent Colleges and previously served as chairman of the board of directors of New College Institute. He also served as a director of Harris Teeter Supermarkets, Inc. (Harris Teeter) from 2002 to 2014, including as lead director from 2012 to 2014.

  Mr. Spilman received his undergraduate degree from Vanderbilt University.

  Qualifications, Attributes and Skills

  Mr. Spilman has knowledge of and expertise in customer expectations, brand management, product development and competitive consumer markets as CEO of a publicly traded national retailer, manufacturer and marketer of branded home furnishings.

  In this role, he has provided strategic oversight of talent management, information technology and environmental impact concerns associated with manufacturing and retail operations, including e-commerce. Mr. Spilman provides financial, risk management, leadership and investor relations skills from his experience as the current CEO and Chair of a public company.

  He also brings public company board and corporate governance experience as a former lead director of Harris Teeter and current Chairman of the Board of Bassett. This experience includes transparency, accountability and board effectiveness.

  Public Company Board Experience

• Bassett Furniture Industries, Incorporated (since 1997)

  
  
  

  Susan N. Story

  Age:66

  Director Since:2017

  Independent Lead Director

  Committees:

  Compensation and Talent Development Safety, Technology, Nuclear and Operations

  Experience

  Ms. Story served as President and Chief Executive Officer of American Water Works Company, Inc. (American Water), an NYSE listed company, from May 2014 to April 2020, after joining American Water as Senior Vice President and Chief Financial Officer in 2013.

  Prior to American Water, Ms. Story served as Executive Vice President of Southern Company (Southern), an NYSE listed electric power generation, transmission and distribution company, from 2003 through 2013, and in other executive positions with subsidiaries of Southern, including President and CEO of Southern Company Services from January 2011 to April 2013 and President of Gulf Power Company from April 2003 through December 2010.

  Ms. Story serves or has served on a number of boards, including the Bipartisan Policy Center, the NYSE Board Advisory Council, the Council of CEOs, the Moffitt Cancer Center Advisory Board, the Alliance to Save Energy and the Electric Power Research Institute Advisory Council.

  Ms. Story received her undergraduate degree in Industrial Engineering from Auburn University and Master of Business Administration from the University of Alabama.

  Qualifications, Attributes and Skills

  During Ms. Story's time at American Water and Southern, she developed extensive industry experience, addressing many issues also faced by Dominion Energy, including government and public policy issues, talent management, customer experience, nuclear operations, cybersecurity threats, regulatory compliance requirements, changing workforce demographics, strategic workforce planning and insurance management. In addition, these roles provided Ms. Story with experience in leadership, operations, strategic planning, environmental, technology, and financial strategy and risk management experience.

  As the former lead director of Raymond James Financial, Inc. (Raymond James), a former director of American Water and Newmont Corporation and a current board member of Carrier Global Corporation, Ms. Story has significant experience with public company corporate governance requirements, including transparency, accountability and board effectiveness.

  Public Company Board Experience

• Carrier Global Corporation (since 2023)

• Newmont Corporation (2020-2025)

• American Water Works Company, Inc. (2014-2020)

• Raymond James Financial, Inc. (2008-2023)

  
  
  

  Vanessa Allen Sutherland

  Age:54

  Director Since:2023

  Independent

  Committees:

  Audit

  Nominating, Governance and Sustainability

  Experience

  Ms. Sutherland has served as Executive Vice President, Government Affairs, General Counsel and Corporate Secretary at Phillips 66 Company (Phillips 66), a Fortune 50 diversified energy manufacturing and logistics company, since February 2022. Prior to her role at Phillips 66, Ms. Sutherland was Executive Vice President and Chief Legal Officer for Norfolk Southern Corporation (Norfolk Southern), a rail transportation and logistics company, from March 2020 through January 2022, having previously served in other executive roles with Norfolk Southern from June 2018 to March 2020. She also previously served in senior legal counsel roles for Altria Group, Inc. and Digex, Inc.

  In addition, Ms. Sutherland served as Chairperson and Chief Executive Officer of the U.S. Chemical Safety and Hazard Investigation Board from 2015 to 2018 and as Chief Counsel at the U.S. Department of Transportation's Pipeline and Hazardous Materials Safety Administration. She serves on the Virginia Symphony Orchestra Board in Norfolk, Virginia, and served as a member of the board of trustees of The Woodruff Arts Center in Atlanta, Georgia.

  Ms. Sutherland received her undergraduate degree from Drew University and her law degree and Master of Business Administration from American University.

  Qualifications, Attributes and Skills

  Ms. Sutherland has industry, environmental, leadership, financial, customer and talent management experience from her governmental roles and service as a chief legal officer for a Fortune 50 energy company, assisting our Board's oversight of the company's strategies that address energy, financial, environmental and workforce matters.

  She has in-depth risk management, legal and corporate governance knowledge from serving in legal roles in the energy industry, assisting our Board's oversight of risk while increasing transparency, accountability and effectiveness.

  Ms. Sutherland brings substantial knowledge of government and public policy matters from her roles with the U.S. government, assisting our Board's oversight of the company's policy and legislative initiatives.

  Ms. Sutherland provides technology expertise as a Certified Information Privacy Professional, assisting our Board's oversight of the company's efforts to ensure the security of the electric grid and prevent interruptions in service due to cyberattacks.

  She has demonstrated a commitment to the Virginia community, fostering connections with our customers through her charitable board service in our communities.

  Public Company Board Experience

• Southern Company Gas, a subsidiary of Southern Company (2021-2023)

• Eastman Chemical Corporation (2021)

  ‌Corporate Governance

  Director Nominations and Board Refreshment

  The NGS Committee is responsible for assessing the size and composition of our Board, determining whether its composition is appropriate for the company's current and future strategic needs and identifying, evaluating and recommending nominees for election to the Board.

  As part of its assessment of the size and composition of the Board, the NGS Committee considers a variety of factors, including:

• Feedback on attributes and performance through Board assessments and executive session discussions;

• The existing and desired skills and experiences that would be beneficial to our Board and its committees;

• The results of the Board's evaluation process and identified areas of expertise of current directors;

• Changes in our business strategy and operating environment;

• Tenure of current Board members, with the goal of striking a balance between the knowledge, continuity and other benefits that longer-tenured directors provide to the Board with the fresh experience, insights and perspectives that new directors contribute; and

• Anticipated director retirements.

  When identifying potential nominees, the NGS Committee considers candidates recommended by current members of the Board, members of management or shareholders, as well as any other well-qualified candidates who may come to the NGS Committee's attention. At times, the NGS Committee also uses an independent, third-party search firm to assist with ongoing identification and vetting of potential candidates.

  In evaluating a director candidate, the NGS Committee considers, among other things:

• The candidate's business or other relevant experience;

• Whether the candidate's skills and competencies align with the company's strategic opportunities and challenges;

• The candidate's character, judgment, diversity of experience, business acumen and ability to act on behalf of shareholders;

• The interplay of the candidate's expertise, skills, knowledge and experience in comparison to other members of our Board; and

• The candidate's ability to dedicate sufficient time and energy to contribute to the effectiveness of the Board.

BOARD

REFRESHMENT PROCESS

Board composition,

1 andincludingfuturecurrentneeds,

is regularly analyzed

2

Candidate list is

developed and refreshed, including any candidates recommended by directors, management and shareholders

3

Personal qualities, skills

and background of potential candidates are considered. Candidates are screened for independence and potential conflicts

NGS Committee

4 andevaluatesrecommendscandidates

nominees to the Board

5

Board evaluates the

candidates, analyzes independence and potential conflicts and selects nominees

Once a potential candidate is identified, the NGS Committee reviews the background of the candidate for potential conflicts and to determine whether the candidate would be independent under the independence standards of Dominion Energy and the NYSE. The Board then typically meets with the candidate in small and large groups of directors and in informal and formal settings to allow for personal interaction and assessment. Both the NGS Committee and the Board meet in executive sessions to discuss the qualifications of the director candidate before the NGS Committee makes a final recommendation to the Board.

As required by the company's Corporate Governance Guidelines, the NGS Committee is charged with selecting candidates who represent a mix of backgrounds and experiences that will enhance the quality of the Board's deliberations and decisions as well as those of its five committees. The NGS Committee recognizes that a Board with different skills, experiences and perspectives helps encourage critical thinking and innovative, strategic discussions, which in turn is expected to contribute to the continued success of the company. Representation of different perspectives promotes the Board's understanding of the needs and viewpoints of our investors, customers, employees, suppliers, communities and other stakeholders.

‌Shareholder Director Candidate Recommendations

Any shareholder wishing to recommend a director candidate for consideration by the NGS Committee should send a written statement to the Corporate Secretary, identifying the candidate and providing relevant qualifications and biographical information. The Corporate Secretary may require the candidate to provide additional information necessary for the NGS Committee to make its recommendation to the Board. Shareholder recommendations are reviewed on the same basis as candidates identified by or recommended to the NGS Committee.

Shareholder-Nominated Director Candidates

Dominion Energy's Bylaws allow a shareholder, or a group of up to 20 shareholders, owning collectively 3% or more of the company's outstanding common stock continuously for at least the previous three years, to nominate and include in the company's proxy materials director nominees constituting up to the greater of 20% of the Board or two nominees provided that such shareholder(s) and nominee(s) satisfy the requirements set forth in Article XII of our Bylaws.

Our Bylaws also allow a shareholder to nominate persons for election as directors provided that the shareholder satisfies the requirements specified in Article XI of our Bylaws.

For additional information, see Business Proposals and Nominations by Shareholders on page 94.

Board and Committee Evaluations

Our Board conducts an annual evaluation designed to enhance its effectiveness and performance. Our Lead Director, together with the NGS Committee, oversees the Board's annual evaluation process, including the review of overall Board performance, the Board's understanding of the company's core businesses and strategy, Board and committee responsibilities, CEO and senior management succession planning, the flow of information from management and Board meeting agenda topics.

EVALUATION QUESTIONNAIRES

Anonymous submission of evaluation questionnaires allows candid input by each director regarding the performance and effectiveness of the Board.

INDIVIDUAL DIRECTOR

INTERVIEW

Independent Lead Director has in-depth discussions with each independent director to gather suggestions for improving Board effectiveness and to solicit input

on a range of issues.

FEEDBACK INCORPORATED

The Board and each of its committees develop plans to act based on the results, as

appropriate. Dialogue continues throughout the year regarding any identified focus item and any new topics that may arise. Board policies and practices are updated as appropriate as a result of feedback provided.

BOARD DISCUSSION

Responses from Board questionnaires and insights from the independent Lead Director

interviews are discussed in executive session with directors only,

and potential areas to enhance the Board's

effectiveness are identified.

Each Board committee also conducts an annual evaluation of its effectiveness and performance. Each committee member anonymously completes a written questionnaire soliciting feedback on topics such as committee size, member expertise, responsibilities, meeting materials provided by management and performance. A compilation of the responses is reviewed and discussed by each committee in executive session and a summary of all committee assessment results is provided to the NGS Committee for its review and discussion. During 2025, the Board modified the evaluations process to include ranked responses, in addition to narrative ones, in order to better track the effectiveness and performance of the Board over time.

‌Director Independence

Our Corporate Governance Guidelines and the NYSE listing standards require that the Board be composed of a majority of independent directors. To assist in assessing director independence, the Board adopted independence standards that also meet the independence requirements of the NYSE listing standards. In applying our independence standards and applicable Securities and Exchange Commission (SEC) and NYSE criteria, the Board considers all relevant facts and circumstances.

Our independence analysis also identifies certain types of commercial and charitable relationships that are immaterial and, therefore, do not affect a director's independence. As such, these categorical relationships are not considered by the Board when determining independence, though they are reported to the NGS Committee annually. The Board may determine that a director is independent even if that director has a relationship that does not fit within these categorical standards, provided that the relationship does not violate our independence standards or NYSE independence standards. If such a decision is made, the basis for the Board's determination will be explained in the proxy statement for our next annual meeting of shareholders. Our independence standards are included in the appendix to our Corporate Governance Guidelines. The corporate governance documents referred to in this Proxy Statement can be found on our website. See Corporate Governance Materials Available on Our Website on page 93.

Based on the NYSE's and Dominion Energy's independence standards, and considering all relevant facts and circumstances, the Board affirmatively determined that the following director nominees are independent: Messrs. Bennett, Hagood, Kington, Lyash, Rigby and Spilman, Dr. Royal and Mses. Lovejoy, Story and Sutherland. Although Mr. Paul Dabbar resigned from the Board last year upon his confirmation as Deputy Secretary of Commerce, the Board also affirmatively determined that he was independent during his service as director.

Additional Independence Requirements for the Audit Committee and Compensation and Talent Development (CTD) Committee Members. Our Audit Committee charter also contains additional independence requirements, including prohibiting its members from receiving any compensation from Dominion Energy, except in their capacity as a director or committee member, or as permitted by SEC rules with respect to fixed amounts of compensation under a retirement plan for prior services. Our CTD Committee charter also requires directors who serve on the CTD Committee to satisfy the independence requirements under Rule 16b-3 under the Securities Exchange Act of 1934, as amended (Exchange Act).

‌Board Leadership Structure

Our Board regularly evaluates its leadership structure and considers alternative approaches as appropriate. The Board believes the company and its shareholders are best served by the Board retaining the flexibility to determine the appropriate leadership structure based on its assessment of company needs and circumstances, including whether the same individual should be Chair and CEO. Our Corporate Governance Guidelines provide that the Board will determine whether to combine or separate these roles, taking into consideration the needs of the company, succession planning, the skills and experience of the individual or individuals filling these positions and other relevant factors.

The Board believes there is no single best leadership structure that is the most effective in all circumstances and that a rigid leadership structure could impede the Board's effectiveness and ability to act in the best interests of the company, its shareholders and the customers and communities we serve. The backgrounds and experiences of our directors provide the Board with broad perspectives from which to determine the leadership structure best suited for the company and the long-term interests of its shareholders.

2025 Governance Review

As part of its ongoing review of governance during 2025, the Board considered a variety of matters, including the company's performance since the 2024 governance review and its strategy and plans for the future, the Board's leadership structure, the election of the Chair and independent Lead Director, peer practices, governance trends, investor feedback and the results of Board evaluations.

During the review, the Board determined that the company and its shareholders continue to be best served by having Mr. Blue as Chair and CEO. The Board believes that a combined Chair and CEO role allows the company to effectively convey its business strategy and core values to shareholders, employees, customers and other stakeholders in a single, consistent voice. Since Mr. Blue's election as CEO in 2020, the company has faced challenges and sought opportunities that required quick and nimble decision-making and steady leadership. During his tenure, the company began addressing unprecedented load growth in our service area, conducted a transparent business review, advanced the CVOW commercial project, grew our clean energy portfolio and had some of the safest years for our employees in the company's history. His actions during this period have reaffirmed the Board's trust in his leadership and their confidence in the combined Chair and CEO role at this time.

Susan N. Story

Independent Lead Director since May 2024

Retired President and CEO, American Water Works Company, Inc.

Former Lead Director, Raymond James Financial, Inc.

The Board believes that a primarily independent Board (with Mr. Blue as the only non-independent board member) and a robust independent Lead Director role ensures engaged, independent oversight from the Board.

Their leadership is supplemented by engaged and experienced committee chairs along with independent-minded, skilled and committed directors.

As part of the ongoing governance review and board refreshment, the independent directors reelected Ms. Story as independent Lead Director. In her time as Lead Director, she has had a strong presence and has been an effective leader in the boardroom. The Board originally selected Ms.

Story due in part to her successful tenure as the former CEO of American Water, the largest publicly-traded water and wastewater utility company in the United States, and her time with Southern, where she served as Executive Vice President among other roles after originally joining Southern as a nuclear power plant engineer. With her experience in overseeing other public companies as a director, including as lead director of Raymond James and roles on a variety of board committees, the Board believes Ms. Story provides strong independent Board leadership.

The Board has determined that having Mr. Blue serve as Chair and CEO is appropriate at this time. However, as part of its ongoing governance review, the Board will continue to evaluate its leadership structure, taking into account the company's specific needs and strategic objectives, as well as considering evolving industry norms and best practices.

‌Independent Lead Director

Under our Corporate Governance Guidelines, the Board annually elects a Chair of the Board, and if the Chair is not independent, the independent directors of the Board will elect one of their own to serve as the Lead Director.

Our Board believes that an active, empowered independent Lead Director with well-defined duties is key to providing strong, independent leadership for the Board. The independent Lead Director's responsibilities include:

Ms. Story currently serves as the independent Lead Director and does not chair any Board committees, which allows her to focus on her Lead Director responsibilities.

97%

2025 Meetings and Attendance

The Board met seven times in 2025. Each director serving in 2025 attended at least 75% of all Board meetings and the respective meetings of the committees on which he or she was a member during the period for which he or she served as a director. As outlined in our Corporate Governance Guidelines, directors are expected to attend all Board and committee meetings. In addition, directors are expected to attend all annual meetings of shareholders. All of our directors standing for re-election at the 2026 Annual Meeting attended the 2025 Annual

Meeting.

Meetings of Independent Directors

Executive sessions of our independent directors are held at each regularly scheduled Board meeting and are presided over by our independent Lead Director.

2025 OVERALL AVERAGE BOARD ATTENDANCE

‌The Committees of the Board

The Board established five standing committees (Audit, CTD, Finance, NGS and Safety, Technology, Nuclear and Operations (Operations)) to assist it with the performance of its responsibilities. Our NGS Committee reviews the chairs and membership of each committee on an annual basis, including with respect to succession planning, and makes recommendations to the full Board. Our Board committees are composed of independent directors and are governed by charters adopted by the Board. See Corporate Governance Materials Available on Our Website on page 93.

The Board elects the members of these committees and the committee chairs annually at its meeting following our annual meeting of shareholders, taking into consideration the input of the NGS Committee. The chair of each committee develops the meeting agendas for that committee with management. After each meeting, each committee provides a full report to our Board.

Details about the primary role, responsibilities and number of meetings held during 2025 of each committee are provided below.

Audit Committee MEETINGS HELD IN 2025: SEVEN

ROLE & RESPONSIBILITIES

The Audit Committee's primary responsibilities include:

• Overseeing the integrity of the company's financial statements and financial reporting practices;

• Overseeing the company's compliance with legal and regulatory requirements and our systems of disclosure controls and internal control over financial reporting;

• Appointing and retaining the independent auditor and evaluating its qualification, independence, performance and fees;

• Overseeing the performance of the company's internal audit function;

• Overseeing the company's policies with respect to risk assessment and risk management; and

• Overseeing the company's Ethics & Compliance program.

  The Audit Committee periodically meets with both the independent auditor and internal auditor in separate sessions without management present and consults with the independent and internal auditors regarding audits of the company's consolidated financial statements and adequacy of internal control over financial reporting. The Audit Committee's report is on page 77.

  Each member meets the financial literacy requirements for Audit Committee membership under the NYSE's rules and the rules and regulations of the SEC. The Board has determined that Dr. Royal, Ms. Sutherland and Mr. Rigby are "audit committee financial experts," as defined under SEC rules.

  Compensation and Talent Development Committee MEETINGS HELD IN 2025: FIVE

  Robert H. Spilman, Jr. (Chair)

  Mark J. Kington Joseph M. Rigby Susan N. Story

ROLE & RESPONSIBILITIES

The CTD Committee's primary responsibilities include:

• Overseeing the company's executive compensation plan, policies and programs;

• Reviewing and evaluating the performance and compensation of the CEO;

• Reviewing the management succession plans for the CEO and other senior executive positions with the CEO; and

• Overseeing strategies and policies related to human capital management, including hiring, employee engagement and employee recruitment, retention and development.

  The CTD Committee also annually reviews and assesses the compensation paid to Board members and recommends to the Board any changes to compensation and benefit plans it believes are appropriate.

  The CTD Committee consults directly with its independent compensation consultant, as needed, in reviewing and approving the company's executive compensation program and the compensation paid to Board members. This includes the executive compensation program's philosophy and strategy and ensuring that the program is based on sound compensation practices. For more information on the responsibilities and activities of the CTD Committee, see CD&A beginning on page 40. The CTD Committee's report to shareholders is on page 60.

  Compensation Committee Interlocks and Insider Participation

  No member of the CTD Committee has served as an officer or employee of Dominion Energy at any time. No Dominion Energy executive officer serves as a member of the compensation committee or on the board of directors of any company at which a member of Dominion Energy's CTD Committee or the Board serves as an executive officer.

  Finance Committee MEETINGS HELD IN 2025: THREE

  Mark J. Kington (Chair)

  James A. Bennett

  D. Maybank Hagood

ROLE & RESPONSIBILITIES

The Finance Committee's primary responsibilities include:

• Overseeing the company's short-term and long-term financial policies, objectives and performance;

• Reviewing the company's capital structure and financing flexibility as well as the company's historical and proposed financing activities;

• Reviewing and making recommendations to the Board regarding the company's dividend policy;

• Reviewing, approving and recommending to the Board the amounts, timing, types and terms of public and private stock issuances and plans, as well as recommending to the Board any stock repurchase programs and periodically reviewing such programs and activities; and

• Reviewing the company's insurance coverage, investor relations program and, in a non-fiduciary capacity, the performance of the company's pension, nuclear decommissioning trust and other investment funds.

  Nominating, Governance and Sustainability Committee MEETINGS HELD IN 2025: FOUR

  Pamela J. Royal, M.D. (Chair)

  D. Maybank Hagood Robert H. Spilman, Jr. Vanessa Allen Sutherland

ROLE & RESPONSIBILITIES

The NGS Committee's primary responsibilities include:

• Directing the search for, evaluating the qualifications of and recommending candidates for nomination to the Board;

• Reviewing and making recommendations to the Board concerning the appointment and composition of each Board committee and its chair;

• Overseeing the annual self-evaluation of the Board's effectiveness and the overall evaluation process;

• Assisting the Board in its oversight of the company's performance as a sustainable organization and responsible corporate citizen;

• Reviewing the company's policies, programs and activities related to sustainability and governance, including the Sustainability & Corporate Responsibility Report;

• Receiving reports on the state of Dominion Energy's relationships with key stakeholders, such as the matters raised by shareholders through the company's shareholder engagement program;

• Reviewing sustainability goals established by Dominion Energy and reports from management on the company's progress in achieving those goals; and

• Reviewing and overseeing compliance with our Corporate Governance Guidelines.

  The NGS Committee is also briefed on any relevant regulatory or administrative requirements or developments (NYSE, SEC, etc.) and provides updates to the full Board on potential impacts and next steps.

  Safety, Technology, Nuclear and Operations Committee MEETINGS HELD IN 2025: FOUR

  James A. Bennett (Chair)

  Kristin G. Lovejoy Jeffrey J. Lyash Joseph M. Rigby Susan N. Story

ROLE & RESPONSIBILITIES

The Operations Committee's primary responsibilities include:

• Reviewing the company's overall safety performance and results and any significant changes to policies or practices with respect to health and safety;

• Reviewing key performance indicators for the company's operations and significant events related to operations, facilities and assets as well as customer service;

• Reviewing any changes to the long-term strategies and major plans relating to the company's generation facilities and transmission and distribution programs;

• Reviewing reports on the status of the company's major capital projects and programs related to generation facilities and transmission and distribution systems;

• Reviewing and discussing reports with management pertaining to oversight of the company's nuclear operations;

• Overseeing the company's programs, policies, initiatives and strategies relating to cybersecurity;

• Reviewing the company's overall environmental performance and results and any significant changes to policies, practices or programs with respect to climate change (including climate reports) and the protection and improvement of the quality of the environment; and

• Overseeing the company's initiatives to support technology.

‌Our Board's Oversight Role

Shareholders elect the Board to oversee management and the long-term health and overall success of the company. In fulfilling this role, each director must exercise their good faith business judgment of the best interests of the company and its shareholders. The Board and its committees work closely with management to balance and align strategy and risk with other areas while considering feedback from shareholders. A transparent and active dialogue between the Board and its committees and management is essential to the Board's oversight role.

Oversight of Strategy

Oversight of the company's business strategy and strategic planning is a key responsibility of the Board. The Board believes that overseeing and monitoring strategy is a continuous process and involves a multilayered approach. While the Board oversees strategic planning, management is charged with developing and executing the company's business strategy. The Board's oversight and management's execution of our business strategy are viewed with a long-term mindset and a focus on assessing opportunities and potential risks to the company.

The Board monitors strategy through ongoing robust and constructive engagement with management, taking into consideration the company's key priorities, trends impacting our business and industry and regulatory developments, among other things. The Board recognizes that the true measure of its stewardship is an effective long-term growth strategy that addresses the interests of shareholders and other constituencies, including customers, employees, suppliers and neighbors in the communities we serve and the environment.

Given the iterative nature of strategy development, the Board's oversight of strategy is ongoing and embedded in its governance activities throughout the year, including review of:

Short-term and long-term financial plans and investor expectations

The company's operations, safety, sustainability, customer experience, workforce development and innovation efforts

Major construction and infrastructure initiatives

Public policy updates covering new regulations and ongoing policy initiatives

The company's

Net Zero strategy and progress and associated reporting

The company's Ethics & Compliance program and compliance activities

Outside regularly scheduled meetings, management provides the Board with monthly updates on key metrics and the Chair communicates with Board members regarding important opportunities and developments that could affect the company's strategy and any other matters regarding the company's operations that deserve the Board's prompt attention. The Chair and the independent Lead Director also encourage informal discussion among the directors.

As part of its ongoing oversight of strategy, including meetings focused on strategy and long-term planning, the Board discusses with management the development and execution of our strategic and financial plans, as well as events that may impact those plans. The Board also reviews and approves major project investments, which includes management's assessment of project risks and related mitigation/controls. To enhance the Board's understanding of the company's future, the Board meets periodically with outside consultants and industry leaders.

The Board also conducts visits to operational sites to learn more about the company's operations, technologies and workforce. In 2025, members of the Board visited Millstone Power Station and the CVOW commercial project, including offshore construction activities and onshore staging at the Portsmouth Marine Terminal.

Oversight of Risk

Responsible stewardship of our business strategy includes oversight of potential risks to the company. The Board oversees the company's risk profile and management's processes for assessing and managing risk, through both the whole Board and its committees. Dominion Energy has implemented comprehensive enterprise risk management processes across the organization to identify, assess and manage risks. Management reports and mitigates these risks in accordance with our risk management policies. The Board oversees the company's risk profile and management's risk assessment and mitigation processes, both as a whole and through its committees. In performing its oversight responsibilities, the Board has implemented a risk governance framework designed to help the directors:

Understand critical

risks to the company's business and its strategic plan

Allocate

responsibilities for risk oversight among the full Board and its committees

Evaluate the

company's risk management processes and whether they are functioning adequately

Facilitate regular and

open dialogue between management and directors

Foster a culture of

risk awareness throughout the company

The Board and its committees regularly receive and discuss reports from members of management, including the most senior risk officer and others involved in risk assessment and risk management. At least annually, management identifies and assesses and reports to the Board about the major risks and related mitigation strategies associated with each of our key business segments and our nuclear operations. Risk assessments and reports are also conducted at a corporate level for Dominion Energy and reported to the Board. These assessments include a wide range of educated assumptions about current and future potential risks to the company, especially regarding external factors outside our control. The Board is also offered educational opportunities to learn more about the risks that may affect the company and our industry in meetings and at external educational offerings.

To learn more about risks facing the company, you can review the risks described in Item 1A. Risk Factors in the 2025 Annual Report on Form 10-K. The risks described in the 2025 Annual Report on Form 10-K are not the only risks facing the company. Additional risks and uncertainties also may materially adversely affect the company's business, financial condition or results of operations in future periods.

Oversight of Succession Planning

The Board maintains a rigorous and ongoing process for management succession planning to ensure leadership continuity and sustained execution of the company's long-term strategy. Guided by our Corporate Governance Guidelines, the CEO is responsible for developing and maintaining a process to plan for successor chief executive officers, as well as for other key senior management positions. The CTD Committee, in collaboration with the independent Lead Director, reviews these succession plans for the CEO and other senior executives as part of its broader oversight of talent management. This review process is further reinforced through the Board's annual

self-evaluation, which includes consideration of the effectiveness of succession planning and the Board's opportunities to interact with other members of management.

As part of this process, the company amended and restated its Bylaws in June 2025 to clarify the process for the Board to designate successor officers in the case the office of any officer becomes vacant by reason of death, disability, resignation, removal, disqualification or otherwise.

Oversight of Technology and Cybersecurity Risk

Recognizing both existing information technology and emerging technologies as key risks for the company, the Board devotes significant time and attention to monitoring technology and reviewing data and systems protection, including cybersecurity and information security risk. The company uses a converged security model that brings together cybersecurity, physical security and threat intelligence within one department led by the Chief Security Officer, who joined the company from the Federal Bureau of Investigation after a more than 20-year career focused on criminal, counter-terrorism, counter-intelligence and cyber investigations. In 2025, the company created a new Chief Technology Officer role to focus specifically on how technology can be an accelerant to the company's mission of providing the reliable, affordable and increasingly clean energy that powers our customers every day. In 2026, we launched our Artificial Intelligence Policy, which emphasizes accountability, safety, validity, fairness, privacy and transparency in AI deployment and aligns AI use with our core values.

The Board, the Operations Committee, and when appropriate, the Audit Committee receive presentations and reports throughout the year on information technology, cybersecurity and information security risk from management, including the company's Chief Administrative and Projects Officer, Chief Security Officer, Vice President of Cybersecurity, Chief Information Officer and Chief Technology Officer. These presentations and reports address a broad range of topics, including the development of the company's technology plans, the company's cyber risk management program, recent cybersecurity threats and incidents across the industry, policies and practices, industry trends, threat environment and vulnerability assessments, specific and ongoing efforts to prevent, detect and respond to internal and external critical threats and the company's practical exercises with external federal, state and local incident response partners. In addition, the Board receives briefings from time to time from outside experts for an independent view on cybersecurity risks, including assessments by independent consulting firms and legal counsel of our readiness and resilience.

Presentations to the Board and the appropriate Committees include updates on emerging technologies, like advanced forms of automation and artificial intelligence and the company's plans for developing and implementing technological transformations.

With cyber tactics and strategies constantly evolving, our educational and refreshment processes are structured so that the Board can evaluate management's and the company's efforts to protect and preserve the confidentiality, integrity and availability of data and systems.

Management also has an executive Cyber Risk Council, which includes executive officers responsible for administrative services, corporate affairs, supply chain and corporate risk along with legal counsel and the corporate secretary. The company maintains a robust, tested and regularly revised Cyber Security Incident Response Plan and a Vendor Compromise Response Plan that provide clear direction for escalation of information to leadership, including to the Board as appropriate. To learn more about the company's risk management, strategy and governance matters related to cybersecurity, review the information described in Item 1C. Cybersecurity in the 2025 Annual Report on Form 10-K.

Oversight of Sustainability and Corporate Responsibility

Consistent with the prominent role of increasingly clean energy in our business strategy, sustainability and corporate responsibility are key areas of Board oversight. The Board receives and discusses regular reports on sustainability and corporate responsibility matters, including those related to safety, implementation of the company's Net Zero strategy, environmental compliance, innovation and technology and sustainability initiatives across the company. Our NGS Committee oversees the company's approach to sustainability and reputational matters, including the company's charitable contribution and community service program, political participation and contributions, updates on carbon and methane emissions reduction goals and other sustainability-related matters.

Under the oversight of the NGS Committee, in November 2025, the company published its annual Sustainability & Corporate Responsibility Report, which provides updates on our sustainability priorities and performance. For additional information, see Sustainability and Our Path to Net Zero beginning on page 36.

In support of effective climate governance, our Operations Committee oversees the company's overall environmental performance and results and policies, practices and programs with respect to climate change (including climate reports) and the protection and improvement of the quality of the environment. Dominion Energy also operates an executive-level Climate Council supported by working groups and strategy teams in developing and overseeing climate-related strategy and performance. To evaluate the alignment of our capital investments with our business strategy to provide reliable, affordable and increasingly clean energy, we have an executive-level Investment Review Committee that oversees the review of all significant proposed investments with advice from management.

Oversight of Political Contributions and Lobbying

Ethics is one of our five core values and the driver of our commitment to transparency in what we do. Our transparency of political disclosure and spending accountability has been recognized as a "trendsetter" by the Center for Political Accountability - Zicklin Index of Corporate Political Disclosure since 2018. We have a lobbying and political contributions policy, which governs Dominion Energy's lobbying activities, including direct, indirect and grassroots lobbying, our participation in trade associations and our political contributions. Our policy includes a prohibition on contributions to independent-only political expenditure committees in support of or in opposition to a campaign (also known as Super PACs). As a company whose operations are subject to extensive regulation throughout its multi-state service areas, Dominion Energy actively participates in political processes at local, state and national levels. Our goal is to contribute to legislative and rule-making activities affecting our business consistent with our corporate values and strategies, and to educate and inform public officials of the practical effects of public policy decisions and objectives they consider. Our efforts consistently balance several primary and related goals: to create and preserve long-term shareholder value; to provide reliable, affordable and increasingly clean energy to our customers; and to preserve and improve the natural environment consistent with our corporate commitments.

We strive to conduct our business transparently, build public trust and form lasting and mutually beneficial relationships by engaging with public officials, regulators, our community, business leaders and environmental and safety agencies and advocates. In addition, we align our lobbying activities and trade association participation with our core business and our bedrock principles of environmental sustainability, energy reliability, customer affordability and shareholder value. On an annual basis, our Senior Vice President - Corporate Affairs & Communications reports to the NGS Committee (composed of independent directors) on the company's political and lobbying activities, expenditures and governing policies. This includes payments to trade associations and other tax-exempt organizations that may be used for political purposes.

To promote transparency of our political activity, we also publish the following information on our website: (i) all contributions to 527 tax-exempt political organizations; (ii) contributions to certain 501(c)(4) tax-exempt organizations that appear to utilize some funds for political purposes; (iii) with respect to trade associations and other tax-exempt organizations to which we contribute $50,000 or more, the portions of our payments attributable to lobbying;

1. payments greater than $50,000 in the aggregate to national 501(c)(3) tax-exempt organizations whose predominant purpose is to provide venues for the exchange of ideas on matters of public policy; and (v) political contributions by our state and federal political action committee.

   ‌Shareholder Engagement Highlights

   We believe a robust shareholder engagement program is an essential component of effective corporate governance. Our approach to engaging openly with our shareholders provides increased accountability and transparency and ultimately drives long-term value.

   YEAR-ROUND OUTREACH

   AND ENGAGEMENT

   A cross-functional team from management and subject matter employees engage on a regular basis with shareholders to gain their perspectives and to share our views on current issues and priorities. In addition, our directors also participate in select shareholder engagements to hear feedback directly from our top investors. This outreach includes:

   • Engagement with sponsors of shareholder proposals

   • Meetings with institutional investors to discuss company performance, corporate governance, executive compensation, environmental and other matters

   • Investor and industry conferences

   • Annual meeting of shareholders with Q&A session

   • Quarterly earnings calls with Q&A session

     ONGOING REVIEW AND FEEDBACK

     We assess and share the feedback we receive from shareholders with our management and the Board, while taking into consideration best practices and industry practices.

     The Board discusses and evaluates the voting results of each annual meeting of shareholders and uses such results to inform potential actions to be taken. Based on the feedback received, we evaluate potential enhancements to policies, practices and disclosures, as appropriate.

     RESULTS AND ENHANCEMENTS

     Past enhancements informed by shareholder input include:

   • The ability for shareholders to call a special meeting

   • The ability for shareholders to nominate directors through proxy access

   • Adjustments to the long-term incentives for our executives

   • Adjustments to our sustainability priorities and goals for our performance in these areas

     Participants:

     52%

     A cross-functional team-including members of management from the corporate secretary, investor relations, sustainability, environmental, public policy and executive compensation teams-participates in shareholder engagement efforts. At times, some of our independent directors participate in some shareholder meetings.

     Topics Discussed:

     In 2025, we reached out to

     shareholders representing approximately 52% of our outstanding common stock.

     We held meetings with holders of approximately 31% of our outstanding common stock.

   • Outcomes since the company's strategic business review

   • Corporate governance, including Board leadership structure, composition, refreshment and oversight and amendments to the company's Bylaws

   • Executive compensation, including short and long-term incentive plan metrics

   • Environmental matters, including climate-related disclosures, emissions reduction goals, the impact of data centers and load growth and clean energy investments, such as offshore wind and small modular reactors

‌Other Governance Practices and Policies

Corporate Governance Guidelines

Dominion Energy's Corporate Governance Guidelines are intended to support the Board in its oversight role and in fulfilling its obligation to shareholders.

Our Corporate Governance Guidelines address, among other things:

• The composition and responsibilities of the Board;

• Director independence standards;

• The duties and responsibilities of our Lead Director;

• Share ownership requirements and compensation of non-employee directors;

• Risk oversight;

• Management succession planning; and

• The recovery of performance-based compensation in the event financial results are restated due to fraud or intentional misconduct.

  Our Corporate Governance Guidelines can be found on our website. See Corporate Governance Materials Available on Our Website on page 93.

  Certain Relationships and Related Party Transactions

  The Board adopted Related Party Transaction Guidelines for the purpose of identifying potential conflicts of interest arising out of financial transactions, arrangements and relationships between Dominion Energy and any related person. Under our guidelines, a related person is a director, executive officer, director nominee, beneficial owner of more than 5% of Dominion Energy's common stock or any immediate family member of one of the foregoing persons. A related party transaction is any financial transaction, arrangement or relationship (including any indebtedness or guarantee of indebtedness) or any series of similar transactions, arrangements or relationships in excess of $120,000 in which Dominion Energy (and/or any of its consolidated subsidiaries) is a participant and in which a related person has or will have a direct or indirect material interest. The full text of the guidelines can be found on our website. See Corporate Governance Materials Available on Our Website on page 93.

  The NGS Committee conducts a reasonable prior review of all related party transactions and considers the relevant facts and circumstances in determining whether to approve a related party transaction. The NGS Committee approves only those transactions that are in, or are not inconsistent with, the best interests of Dominion Energy and its shareholders and that comply with our Code of Ethics and Business Conduct.

  Other than as described below, since January 1, 2025, there have been no related party transactions that were required to be approved under Dominion Energy's Related Party Transaction Guidelines or reported under the SEC's related party transaction rules.

  During 2025, four providers of asset management services to Dominion Energy were also beneficial owners of at least 5% of Dominion Energy common stock: The Vanguard Group (Vanguard), BlackRock, Inc. (BlackRock), Capital Research Global Investor (Capital Group) and Wellington Management Group LLP (Wellington). The nature and value of services provided by these 5% shareholders and their affiliates are described below.

• Affiliates of Vanguard provided asset management services to various trusts associated with the company's employee benefit plans and received approximately $800,000 in fees for such services during 2025.

• Affiliates of BlackRock provided asset management services to various trusts associated with the company's employee benefit plans and received approximately $1,500,000 in fees for such services during 2025.

• Affiliates of Capital Group provided asset management services to various trusts associated with the company's employee benefit plans and received approximately $1,200,000 in fees for such services during 2025.

• Affiliates of Wellington provided asset management services to various trusts associated with the company's employee benefit plans and received approximately $1,990,000 in fees for such services during 2025.

In each of these cases, the investment management agreements were entered into on an arm's-length basis in the ordinary course of business. These transactions were reviewed and approved in accordance with Dominion Energy's Related Party Transaction Guidelines.

Code of Ethics and Business Conduct

At Dominion Energy, our core value of ethics reminds us that doing the right thing is imperative to maintaining the trust of investors, customers, regulators, co-workers and others. To that end, the company has a Code of Ethics and Business Conduct that applies to our Board, our principal executive, financial and accounting officers and all other employees.

The Code of Ethics and Business Conduct is intended to promote lawful and ethical behavior by all Dominion Energy employees and Board members. It covers a wide range of professional conduct, including conflicts of interest, unfair or unethical use of corporate opportunities, protection of confidential information, compliance with applicable laws and regulations and oversight of ethics and compliance by employees of the company. Additionally, it details each individual's duty to report any unethical behavior or other violation of company policy or law and how to make such reports, including anonymously through the Dominion Energy Compliance Line or electronically through the Dominion Energy Compliance Line Online.

The Code of Ethics and Business Conduct, which was most recently reviewed and updated in 2023, can be found on our website. See Corporate Governance Materials Available on Our Website on page 93.

Any waivers or changes to the Code of Ethics and Business Conduct relating to our executive officers will be posted to our website.

Securities Trading Policy

We have adopted and maintain a Securities Trading Policy and related procedures applicable to our directors, officers and employees, and have implemented processes for the company that we believe are reasonably designed to promote compliance with insider trading laws, rules and regulations and NYSE listing standards. The Securities Trading Policy also prohibits trading in securities of another company when in possession of material, non-public information about that company if the material, non-public information was obtained in the course of, or as a result of, an employment or other relationship with the company, referred to as "shadow trading." More information regarding our securities trading policy and related procedures can be found in our Securities Trading Policy, which is filed as Exhibit 19 to our Annual Report on Form 10-K for the year ended December 31, 2024.

Sustainability and Our Path to Net Zero

As a company that has been serving the needs of customers and communities since the early 20thcentury, we appreciate the value of taking the long view. 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.

We are working to achieve Net Zero carbon and methane emissions by 2050, including Scope 1 and Scope 2 emissions and material categories of Scope 3 emissions.1Reliability and affordability are fundamental to our clean-energy strategy, because the energy transition can only succeed if customers can count on reliable, affordable service. In addition, we are focused on limiting our impact on our communities and are working towards a just transition for our employees, communities and other stakeholders.

While we continue to advance our decarbonization goals, our path to Net Zero will not be linear. Year-over-year, variations in weather, load growth, and other economic factors contributing to demand can cause fluctuations within our emissions reduction journey. Following the sale of natural gas distribution assets to Enbridge, we updated our emissions inventory to exclude emissions from these assets in 2024. As of December 31, 2024, Scope 1 emissions from electric operations made up more than 99% of our overall Scope 1 inventory and the only natural gas distribution company remaining in our portfolio is Dominion Energy South Carolina. From 2005 through 2024, we achieved a 46% reduction in carbon emissions related to our electric business, while generating approximately 10% more megawatt hours of energy from 2023 to 2024 and experiencing six all-time summer electricity demand peaks at Dominion Energy Virginia in 2024. Over the next 20 years, we expect to add another 33 GW of generation and storage in Virginia, roughly 75% of which we estimate will come from carbon-free generation, the rest from natural gas-fired generation.

We take pride in our transparent reporting on sustainability matters. In November 2025, we continued our efforts to provide relevant and actionable information to our investors by publishing our Sustainability & Corporate Responsibility Report. We also remain committed to disclosing methane emissions data on our sustainability disclosures website, despite the much smaller footprint following the sale of many of our natural gas distribution assets to Enbridge in 2024.

Find links to our sustainability disclosures at sustainability.dominionenergy.com. Information on our website is not incorporated by reference into this Proxy Statement.

1Net Zero does not mean we will eliminate all carbon and methane emissions. Our approach prioritizes emissions reduction without compromising reliability, to the extent enabled by technological capabilities and customer affordability, with residual emissions addressed through carbon-beneficial initiatives. Net Zero includes carbon and methane emissions within our direct control (known as Scope 1 emissions), as well as Scope 2 and material categories of Scope 3 emissions, including: electricity purchased to power the grid, fossil fuel purchased for our power stations and gas distribution systems and consumption of gas sold to our end-use customers.

‌Compensation of Non-Employee

Directors

Our non-employee director compensation program is designed to attract and retain highly qualified directors and align their interests with those of our shareholders. We compensate our non-employee directors with a combination of cash and equity awards, along with certain other benefits as described below.

During its annual review of the non-employee director compensation program for 2025, the CTD Committee considered the time expended by, and the skill level required of, each non-employee director in fulfilling his or her duties on the Board and each director's role and involvement on the Board and its committees. The CTD Committee also considered an analysis prepared by its independent consultant, Frederic W. Cook & Co., Inc. (FW Cook). The analysis summarized director compensation trends for non-employee directors and pay levels at the same peer companies used to evaluate the compensation of our NEOs. Based on the analysis by FW Cook, the CTD Committee recommended, and the Board approved, increasing the annual stock retainer to $177,500.

For 2025, our non-employee director compensation program consisted of the following:

Annual Retainer Additional Annual Cash Retainers and Fees

~60%

Equity Based

$177,500 Annual stock retainer

$2,000

Excess meeting fee to each director who attends more than 25 meetings per calendar year, including Board and committee meetings, but not special education sessions

The following table and footnotes reflect the compensation and fees received in 2025 by our non-employee directors for their services. Mr. Blue does not receive any separate compensation for service as a director.

1. Mses. Lovejoy, Story and Sutherland and Messrs. Kington and Spilman deferred their 2025 annual cash retainer, and Mr. Rigby deferred 20% of his 2025 annual cash retainer, to a stock unit account in lieu of cash.

2. Each non-employee director who was elected at the 2025 Annual Meeting received an annual stock retainer valued at $177,491, which was equal to 3,246 shares, valued at $54.68 per share based on the closing price of Dominion Energy common stock on May 6, 2025. Directors may defer all or a portion of this stock retainer. See the Security Ownership of Certain Beneficial Owners and Management table on page 86 for March 10, 2026 share ownership balances. 32,460 shares of stock, in aggregate, were distributed to these directors, or to a trust account for deferrals, for their annual stock retainers. No options have been granted to directors since 2001.

3. All amounts in this column represent matching gift contributions made by the Dominion Energy Charitable Foundation as described under Matching Gifts Program.

4. Mr. Dabbar resigned from the Board upon his confirmation as Deputy Secretary of Commerce during 2025.

5. Mr. Lyash was elected to the Board effective June 25, 2025 and received pro-rated compensation for his service through the date of the 2026 Annual Meeting, which was equal to 2,907 shares, valued at $55.98 per share based on the closing price of Dominion Energy common stock on June 24, 2025.