Proud moment for E.ON as Sam Woods wins Future Human Leader of the Year at the TLC Lions Human Awards 2026

The way we lead matters just as much as what we deliver, and creating an environment where colleagues feel valued, trusted and empowered to grow is fundamental to achieving lasting change.

Samantha Woods, Strategic Growth & Acquisitions Associate and Future Human Leadership winner at the TLC Lions Awards, embodies this belief. In a fast-paced, high-pressure commercial environment, she champions a leadership approach grounded in authenticity, advocacy and opportunity, proving that putting people first isn’t separate from performance, it’s what drives it.

What does “people-first leadership” mean to you in practice at E.ON, and how do you bring that to life day-to-day in your role?

For me, people-first leadership starts with the belief that when people feel valued and able to be their authentic selves, they perform at their best. At E.ON, particularly in my role within the Mergers & Acquisitions team, we operate in a fast-moving, high-pressure environment. Deadlines are tight, decisions are commercially significant, and the pace is constant! But behind every deal and milestone are people and that’s something I’m intentional about not losing sight of. For me, that shows up in small but deliberate actions. that means taking the time to understand how individuals work best: how they communicate, what motivates them, and where they may need stretch or support. It’s about creating space for quieter voices in meetings, being mindful of workload during intense periods, and coaching through challenges rather than stepping in to fix them. When people feel safe to contribute, ask questions and challenge constructively, the quality of thinking and decision-making improves. For me, people-first leadership isn’t separate from performance it’s what enables it.

E.ON talks a lot about being a human-centred organisation. Where have you personally seen that commitment make the biggest difference for colleagues?

Without hesitation, I’ve seen E.ON’s commitment to being human-centred most clearly through its investment in development, particularly apprenticeships and structured learning pathways. I joined E.ON as a Degree Apprentice, and that experience shaped the trajectory of my career. I wasn’t just supported through a qualification, I was trusted with real responsibility, given exposure to meaningful work, and encouraged to stretch beyond my comfort zone. That early investment built both capability and confidence and that belief from others made a lasting impact. Now, managing Degree apprentices myself, I see the effect from the other side. Watching someone grow in confidence, take ownership, and recently see one recognised at our Bright Spark Apprenticeship Awards has been incredibly rewarding. You can see the moment when someone realises their contribution genuinely matters and that’s really powerful.

As you were nominated by your peers, what behaviours or values do you think colleagues at E.ON most appreciate and respond to in leaders?

If I reflect honestly, I think three behaviours tend to resonate most. First is authenticity. I’ve always tried to show up as the same person in every room whether I’m speaking with senior leaders, apprentices or external partners. People respond to consistency and sincerity. Second is advocacy. Throughout my career, I’ve aimed to use my voice to create opportunities for others. For me, leadership isn’t about holding space, it’s about opening doors and helping others step through them. And finally, reliability. In high-pressure environments, consistency matters. Doing what you say you’ll do, following through, and being dependable builds trust over time. And trust, ultimately, is the foundation of effective leadership.

Through the Degree Apprentice scheme, how has E.ON’s investment in early careers shaped your confidence and leadership style?

It’s shaped it completely. Starting as a Degree Apprentice taught me that leadership isn’t defined by title it’s defined by impact. Early in my career, I learned that my voice mattered, even when I felt inexperienced. That belief fundamentally changed how I show up today. Because I was trusted with real responsibility from the outset, I now lead in the same way. I give apprentices meaningful ownership rather than observation, encourage stretch opportunities, and provide honest, constructive feedback. I also make sure exposure to senior stakeholders is part of development not something you have to “earn” over years. The biggest shift for me was confidence. When someone backs you before you fully back yourself, it can change your trajectory. That’s the environment I try to create for others wherever I can.

What’s one change you’ve helped drive that really reflects E.ON’s commitment to creating opportunity for everyone?

The Women in Leadership Development Series stands out most. I helped design and lead the initiative in response to a clear business challenge: while we have incredible female talent across E.ON, representation at senior levels didn’t always reflect that. Through conversations and internal insight, it became clear that progression wasn’t just about capability it was about visibility, confidence, access to networks and sponsorship. Gender equality isn’t solved by intention alone it requires deliberate, structured action. I worked to shape the series around those specific barriers. We created intentional space for development, connection and exposure bringing senior leaders into honest conversations about their career journeys, building practical leadership skills, and creating opportunities for colleagues to increase their visibility. What started as an idea grew into engagement from over 500 colleagues from all across the UK business! For me, it reflects E.ON’s commitment to opportunity because we didn’t just acknowledge a gap we acted on it. Progression shouldn’t depend on who speaks the loudest or who already has access. Designing and delivering WiL from me was about embedding inclusion into how we operate, and creating tangible pathways for talented women to step forward and progress.

For colleagues who want to lead with more empathy and inclusivity, what’s one small but powerful thing they can start doing tomorrow at E.ON?

One small but powerful thing colleagues can start doing tomorrow is to slow down and really listen. Ask an extra thoughtful question in meetings. Notice who hasn’t spoken yet. Follow up afterwards with someone who seemed hesitant. Publicly recognise someone’s contribution. These micro-moments of empathy and inclusivity matter more than we often realise. Empathy doesn’t require a new programme or big announcement it’s embedded in everyday behaviours. As we continue to grow and evolve, long-term success will be defined not just by what we deliver, but by how we make people feel along that journey.

Leading the transition together

Being truly “all about the people” means creating space for every voice, investing in future talent, and ensuring opportunity is accessible to all. Because the energy transition is a collective effort and it will only succeed if our people are empowered to lead it.

By putting people at the heart of how we work, we’re not just shaping the future of energy. We’re shaping a culture where everyone can thrive and contribute to delivering the transition.