The company plans to deploy approximately $190 billion to $200 billion of capital into its regulated businesses over the next decade, focusing on grid and generation modernization. This highlights a long-term growth strategy with a focus on infrastructure development.

The company is focused on a transition out of coal by 2035 and is investing in renewable energy resources. This indicates a commitment to cleaner energy and sustainable growth.

The company is focused on cost management and has identified opportunities to reduce operating costs. This suggests a proactive approach to improving profitability and efficiency.

The company demonstrated strong operational efficiency in responding to severe weather events, restoring power to 5.5 million customers. This demonstrates effective management and operational capabilities.

The company emphasizes operational excellence and safety, with a focus on achieving an event-free and injury-free workplace. This indicates a commitment to high standards of performance and safety.

Lynn Good will retire as CEO and Chair of the Board of Directors, effective April 1, 2025, and Harry Sideris has been appointed as the President and Chief Executive Officer. This indicates a change in leadership and potential strategic shifts.

The company's future results could be adversely affected if it is unable to implement its business strategy due to business, policy, regulatory, technology, economic and competitive uncertainties and contingencies. This highlights the inherent risks in executing long-term strategic plans.

The company's regulated utility revenues are dependent on state legislation and regulation that affect electric generation, electric and natural gas transmission, distribution and related activities, which may limit their ability to recover costs. This highlights the risk of regulatory changes impacting profitability.

The company's results of operations may be negatively affected by overall market, economic and other conditions that are beyond their control. This highlights the impact of external factors on the company's performance.

Competition in the regulated electric distribution business is primarily from the development and deployment of alternative energy sources including on-site generation from industrial customers and distributed generation, such as private solar, at residential, commercial and/or industrial customer sites. This highlights the competitive pressure from alternative energy sources.

Duke Energy competes with other utilities and merchant generators for bulk power sales, sales to municipalities and cooperatives and wholesale transactions under primarily cost-based contracts approved by FERC. The principal factors in competing for these sales are availability of capacity and power, reliability of service and price. This highlights the competitive pressure in the wholesale market.

In residential, commercial and industrial customer markets, natural gas distribution operations compete with other companies that supply energy, primarily electric companies, propane and fuel oil dealers, renewable energy providers and coal companies in relation to sources of energy for electric power plants, as well as nuclear energy. This highlights the competitive pressure in natural gas markets.

The foundation for our growth and success is our continued focus on operational excellence, the leading indicator of which is safety. As such, the safety of our workforce remains our top priority. This highlights the company's commitment to operational efficiency and safety.

Duke Energy has a demonstrated track record of executing on our business plans while driving efficiencies and productivity in the business. Despite higher interest rates and navigating the operational and financial impacts of unprecedented hurricanes across our service territories, we achieved financial results within our adjusted EPS guidance and continued our cost-management journey with a focus on driving productivity, increasing flexibility and prioritizing spend based on risk and strategic value to our customers and investors. This highlights the company's focus on cost management.

We continue to enhance our customers' experience with the Self-Optimizing Grid (SOG), our flagship grid improvement program spanning all of Duke Energy's regulated utilities. In 2024, our SOG investments helped to avoid approximately 925,000 customer interruptions across our six-state electric service area, preventing customers from having more than 8.6 million hours of lost outage time during major events. This highlights the company's focus on operational efficiency.

Duke Energy believes the digital transformation of its business is key to driving internal efficiencies as well as providing additional capabilities to customers. This highlights the company's focus on innovation and technology.

We are leveraging new technology, digital tools and data analytics across the business in response to a transforming landscape and our grid improvement programs continue to be a key component of our growth strategy. Modernization of the electric grid, including smart meters, storm hardening, self-healing and targeted undergrounding, helps to ensure the system is better prepared for severe weather, improves the system's reliability and flexibility, and provides better information and services for our customers. This highlights the company's focus on innovation and technology.

In our LDC business, we remain focused on reducing methane emissions, leveraging our partnerships, emissions platform, sensors and other technologies to find and fix leaks in near real time. We also use cross compression to avoid releasing natural gas into the atmosphere during certain operational activities. This highlights the company's focus on innovation and technology.

The company plans to deploy between approximately $190 billion and $200 billion of capital into its regulated businesses over the next decade. This highlights a focus on infrastructure development.

The company is focused on a transition out of coal by 2035 and is investing in renewable energy resources. This indicates a commitment to cleaner energy and sustainable growth.

The company is focused on cost management and has identified opportunities to reduce operating costs. This suggests a proactive approach to improving profitability and efficiency.

The company is committed to reducing carbon emissions from electricity generation by 50% by 2030, 80% by 2040, and net zero by 2050. This highlights a strong commitment to environmental sustainability.

Duke Energy has a goal to achieve net-zero methane emissions from its natural gas distribution business by 2030. This highlights a strong commitment to environmental sustainability.

Duke Energy is committed to continuing to build a workforce that reflects the communities we serve while strengthening a culture of inclusion where all employees and customers feel respected and valued. This highlights the company's commitment to social responsibility.

The level of economic development success and growth experienced in our service territories is significantly above what we have experienced over the last two decades. We successfully worked with our state partners to win 78 economic development projects in 2024 alone, representing approximately $26 billion in new capital investment and over 16,000 new jobs within our service territories. This highlights the company's focus on economic growth.

Revenues and costs are influenced by seasonal weather patterns. Peak sales of electricity occur during the summer and winter months, which results in higher revenue and cash flows during these periods. By contrast, lower sales of electricity occur during the spring and fall, allowing for scheduled plant maintenance. This highlights the impact of external factors on the company's performance.

The state utility commissions approve rates for Duke Energy's retail electric service within their respective states. The state utility commissions, to varying degrees, have authority over the construction and operation of EU&I's generating facilities. This highlights the impact of regulatory factors on the company's performance.