Duke Energy (NYSE: DUK), headquartered in Charlotte, North Carolina, is an energy company with assets in the United States, Canada and Latin America. It is "the biggest nuclear power company in America."
Based in Charlotte, North Carolina, Duke Energy owns and operates 36,000 megawatts of base-load and peak generation in the United States, which it distributes to its 4 million customers. Duke Energy's service territory covers 47,000 square miles (120,000 km2) with 106,000 miles (171,000 km) of distribution lines. In addition, Duke Energy has more than 4,000 megawatts of electric generation in Latin America. It operates eight hydroelectric power plants in Brazil with an installed capacity of 2,307 megawatts. Almost all of Duke Energy's Midwest generation comes from coal, natural gas, or oil, while half of its Carolinas generation comes from its nuclear power plants. During 2006, Duke Energy generated 148,798,332 megawatt-hours of electrical energy.
Duke Energy Generation Services (DEGS), a subsidiary of Duke Energy, specializes in the development, ownership, and operation of various generation facilities throughout the United States. This segment of the company operates 6,600 megawatts of generation. 240 megawatts of wind generation were under construction and 1,500 additional megawatts of wind generation were in planning stages. On September 9, 2008, DEGS updated its projections for future wind power capacity. By the end of 2008, it would have over 500 MW of nameplate capacity of wind power online, and an additional 5,000 MW in development.
Duke Energy Corporation (Duke Energy) is an energy company primarily located in the Americas. Duke Energy operates in the United States primarily through its direct and indirect wholly-owned subsidiaries. Subsidiaries include Duke Energy Carolinas, LLC (Duke Energy Carolinas), Duke Energy Ohio, Inc. (Duke Energy Ohio), which includes Duke Energy Kentucky, Inc. (Duke Energy Kentucky), and Duke Energy Indiana, Inc. (Duke Energy Indiana), as well as in South America and Central America primarily through Duke Energy International, LLC. Duke Energy operates in three segments: U.S. Franchised Electric and Gas (USFE&G), Commercial Power and International Energy. In December 2010, Duke Energy completed the formation of a joint venture for DukeNet Communications, LLC (DukeNet) with investment funds managed by Alinda Capital Partners LLC (Alinda), in which Alinda acquired a 50% interest in DukeNet. On January 6, 2011, Diamond Acquisition Corporation was formed.
U.S. Franchised Electric and Gas
The Company’s USFE&G segment generates, transmits, distributes and sells electricity in central and western North Carolina, western South Carolina, southwestern Ohio, central, north central and southern Indiana, and northern Kentucky. USFE&G also transports and sells natural gas in southwestern Ohio and northern Kentucky. It conducts operations primarily through Duke Energy Carolinas, the regulated transmission and distribution operations of Duke Energy Ohio, Duke Energy Indiana and Duke Energy Kentucky, together Duke Energy Midwest.
Duke Energy’s service area covers 50,000 square miles with an estimated population of 12 million. USFE&G supplies electric service to four million residential, commercial and industrial customers over 152,200 miles of distribution lines and a 20,900 mile transmission system. USFE&G provides regulated transmission and distribution services for natural gas to 500,000 customers in southwestern Ohio and northern Kentucky through 7,200 miles of gas mains (gas distribution lines that serve as a common source of supply for more than one service line) and 6,000 miles of service lines. Electricity is also sold wholesale to incorporated municipalities, electric cooperative utilities and other load serving entities. Duke Energy Carolinas’ service area has a diversified commercial and industrial presence. During the year ended December 31, 2010, 97.8 % of the total generated energy came from USFE&G’s nuclear and coal units (61.5% coal and 36.3% nuclear).
Electric energy for USFE&G’s customers is generated by three nuclear generating stations with a combined owned capacity of 5,173 megawatts, including Duke Energy’s 19.25% ownership in the Catawba Nuclear Station, and fifteen coal-fired stations with an overall combined owned capacity of 13,454 megawatts, including Duke Energy’s 69% ownership in the East Bend Steam Station and 50.05% ownership in Unit 5 of the Gibson Steam Station. Electric energy is also generated from thirty-one hydroelectric stations, including two pumped-storage facilities, with a combined owned capacity of 3,201 megawatts; fifteen combustion turbine (CT) stations burning natural gas, oil or other fuels with an overall combined owned capacity of 5,028 megawatts, and one CC station burning natural gas with an owned capacity of 285 megawatts. In addition, USFE&G operates a solar Distributed Generation program with nine megawatts of capacity.
Commercial Power
Commercial Power owns, operates and manages power plants and engages in the wholesale marketing and procurement of electric power, fuel and emission allowances- related to these plants, as well as other contractual positions. Commercial Power’s generation operations, excluding renewable energy generation assets, consists of primarily coal-fired generation assets located in Ohio, which are dedicated under the Duke Energy Ohio Electric Security Plan (ESP) and gas-fired non-regulated generation assets which are dispatched into wholesale markets. These assets consist of 7,550 net megawatts of power generation primarily located in the Midwestern United States. The asset portfolio has a diversified fuel mix with baseload and mid-merit coal-fired units, as well as combined cycle (CC) and peaking natural gas-fired units.
Commercial Power also has a retail sales subsidiary, Duke Energy Retail Sales, LLC (Duke Energy Retail). Duke Energy Retail serves retail electric customers in southwest, west central and northern Ohio with energy and other energy services. As of December 31, 2010, Commercial Power owned a 9% interest in Ohio Valley Electric Corporation (OVEC). Through Duke Energy Generation Services, Inc. and its affiliates (DEGS), its Commercial Power develops, owns and operates electric generation for energy consumers, municipalities, utilities and industrial facilities. DEGS manages 4,440 megawatt of power generation at 28 facilities throughout the United States. In addition, DEGS is engaged in the development, construction and operation of renewable energy projects. As of December 31, 2010, DEGS had over 5,000 megawatt of renewable energy projects in the development pipeline with 1,002 net megawatt of renewable generating capacity in operation. DEGS was also developing transmission and biomass projects.
International Energy
Duke Energy’s International Energy principally owns, operates and manages power generation facilities, and engages in sales and marketing of electric power and natural gas outside the United States. It conducts operations primarily through Duke Energy International, LLC (DEI) and its affiliates and its activities focus on power generation in Latin America. Through its wholly-owned subsidiary Aguaytia Energy del Peru S.R.L. Ltda. (Aguaytia) and its equity method investment in National Methanol Company (NMC), which is located in Saudi Arabia, International Energy also engages in the production of natural gas liquids, methanol and methyl tertiary butyl ether (MTBE). International Energy’s customers include retail distributors, electric utilities, independent power producers, marketers and industrial/commercial companies. It owns, operates or has interests in 4,500 gross megawatt of generation facilities.
Ranked in 1990 as the country's seventh largest public utility, Duke Power appeared to be situated to prosper in any future energy environment, which was a decided advantage given the fundamental changes that would sweep through its industry during the decade. The electric utility industry, like the airline, trucking, and telecommunications industries before it, was slated for deregulation. The common fear was that it would be a fitful transition, aping the trend established by other industries as they struggled to move from regulation to deregulation. The trucking industry, for example, provided justifiable cause for the concern among electric utilities facing deregulation. Of the 100 largest trucking companies in the country at the time of deregulation in 1978, only 38 were still in existence by the beginning of the 1990s, a precedent large utility companies such as Duke Power feared would be repeated. With history serving as a nagging reminder, the question of how a company responded to the forces ignited by deregulation loomed as a crucible for the future, and at Duke Power the responsibility for formulating an answer to that question fell to a new leader. The era of Lee's leadership was over.
Lee was succeeded in 1994 by William H. Grigg, a Duke employee since 1963 and the company's chief financial officer for the previous two decades. In several important respects, Grigg was the opposite of Lee. Lee was charismatic, possessing the type of personality that shined at social functions. Grigg was described as detail-oriented, known for spending 14 to 16 hours a day in his office, devoting his time to pouring over the practical details of business and pondering pragmatic solutions. Grigg was only four years away from Duke's mandatory retirement age of 65 when he was named chief executive officer, leading observers to speculate that the replacement of the visionary Lee with the more myopic Grigg merely gave the company time to groom a younger, more dynamic leader from within its executive ranks. Grigg surprised outside observers, however, by dispelling the perception that he was a caretaker appointed to maintain the status quo. Under Grigg's leadership, Duke Power made the boldest move in its history, completing an acquisition that ranked as the largest of its kind in the history of business. Grigg, few could disclaim, had inherited the scepter of a visionary and wielded it like no other before him.
The inexorable approach of deregulation prompted Grigg's uncharacteristic response. "I really believe," he stated, "that any electric utility that keeps doing what it's been doing is in a slow, downward spiral." From his vantage point, Grigg saw a need to consolidate to avoid the fate the majority of large trucking companies suffered in their postderegulation era. He declared to Forbes magazine in early 1995: "We plan to expand our business through acquisitions." He then attempted to follow through on that statement by examining a series of other electric utilities as acquisition candidates before considering a more profound move. In July 1996 he approached executives of Houston-based PanEnergy Corp. about working together, without specifically stating his intentions. PanEnergy officials surmised Duke Power was interested in a possible joint venture, but Grigg was envisioning a deal on a much grander scale. PanEnergy was the third largest natural gas company in North America, operating in 33 states through more than 37,000 miles of pipeline stretching as far west as Montana and north to Massachusetts. Grigg wanted all of PanEnergy, and he began working toward his goal of uniting the two companies to create an energy giant.
When it became apparent to PanEnergy officials that Grigg's "appetite was a little bigger than just a discussion of a potential joint venture," as one PanEnergy official termed it, a series of meetings ensued. As representatives from the two companies labored over the details of a merger, the negotiations were kept a close secret at Duke Power, referred to only as "Project Venus" or "Wayne." The last detail to be negotiated was the most staggering--the price--agreed to by both parties in late November 1996. The deal was valued at $7.7 billion according to a stock-swap to be completed once the merger was announced. With this last stumbling block cleared, Duke Power and PanEnergy executives checked into New York City hotels under assumed names, and then the secret became public knowledge. It was the largest merger of an electric utility and a gas company ever. The announcement stirred investor interest, with one analyst's comments characterizing the reaction: "Duke saw the future and realized it couldn't remain one of the world's best utilities by staying in the Carolinas. To grow earnings, they had to go out and become a big factor in the North American market. To succeed you have to be a complete player."
The merged companies became Duke Energy Corporation, a company with three times the revenue volume of Duke Power. Overnight, the old Duke Power was transformed from an electric utility with 1.8 million customers along the Interstate 85 corridor in North and South Carolina into a national energy services company--the "complete player" to which the analyst had referred. Grigg stepped down as chief executive officer once the merger was completed, paving the way for Duke Energy's first chief executive officer, Richard B. Priory. During the first six months of Priory's leadership, Duke Energy continued to move forward on the acquisition front, though on a far less ambitious scale. The company acquired three West Coast power plants from San Francisco's PG&E Corp. for $500 million. Although Priory was not planning on another multibillion deal before the end of the 1990s, he did intend to acquire parts of other companies, both domestically and abroad. As Duke Energy prepared for the 21st century, therefore, future acquisitions seemed highly likely.
Principal Subsidiaries: Duke Energy Group Inc.; Duke Energy Power SVC; DukeSolutions, Inc.; Duke Energy International; Duke Energy Trading and Marketing L.L.C.; Duke Energy Marketing Limited Partnership (Canada); Duke/Louis/Dreyfus L.L.C.; Algonquin Gas Transmission Co.; Nantahala Power and Light Company; Crescent Resources, Inc.; Duke Energy Corp.; Duke Engineering & Services, Inc.; Duke/Fluor Daniel, Inc.
OVERALL
Beta: 0.45
Market Cap (Mil.): $25,090.98
Shares Outstanding (Mil.): 1,331.09
Annual Dividend: 0.98
Yield (%): 5.20
FINANCIALS
DUK Industry Sector
P/E (TTM): 18.10 22.42 21.65
EPS (TTM): 16.31 -- --
ROI: 2.56 0.98 1.26
ROE: 6.18 2.23 2.82
Statistics:
Public Company
Incorporated: 1905 as The Southern Power Company
Employees: 23,000
Sales: $16.30 billion (1997)
Stock Exchanges: New York
Ticker Symbol: DUK
SICs: 4911 Electric Services; 4922 Natural Gas Transmission; 1311 Crude Petroleum & Natural Gas; 1321 Natural Gas Liquids
Name Age Since Current Position
Rogers, James 63 2007 Chairman of the Board, President, Chief Executive Officer
Good, Lynn 51 2009 Group Executive, Chief Financial Officer
Trent, B. Keith 51 2009 Group Executive, President - Commercial Businesses
De May, Stephen 48 2009 Senior Vice President - Investor Relations, Treasurer
Young, Steven 52 2006 Senior Vice President, Controller
Manly, Marc 58 2008 Group Executive, Chief Legal Officer, Corporate Secretary
Jamil, Dhiaa 54 2009 Group Executive, Chief Generation Officer and Chief Nuclear Officer
Weber, Jennifer 44 2011 Group Executive - Human Resources and Corporate Relations
Gray, Ann 65 2006 Lead Independent Director
Reinsch, E. James 67 2009 Director
Bernhardt, George 67 1991 Independent Director
Rhodes, James 69 2001 Independent Director
Hance, James 66 2005 Independent Director
Barnet, William 68 2005 Independent Director
Browning, Michael 64 1990 Independent Director
DiMicco, Daniel 60 2007 Independent Director
Sharp, Philip 68 2007 Independent Director
Forsgren, John 64 2009 Independent Director
Address:
422 South Church Street
Charlotte, North Carolina 28242
U.S.A.
Based in Charlotte, North Carolina, Duke Energy owns and operates 36,000 megawatts of base-load and peak generation in the United States, which it distributes to its 4 million customers. Duke Energy's service territory covers 47,000 square miles (120,000 km2) with 106,000 miles (171,000 km) of distribution lines. In addition, Duke Energy has more than 4,000 megawatts of electric generation in Latin America. It operates eight hydroelectric power plants in Brazil with an installed capacity of 2,307 megawatts. Almost all of Duke Energy's Midwest generation comes from coal, natural gas, or oil, while half of its Carolinas generation comes from its nuclear power plants. During 2006, Duke Energy generated 148,798,332 megawatt-hours of electrical energy.
Duke Energy Generation Services (DEGS), a subsidiary of Duke Energy, specializes in the development, ownership, and operation of various generation facilities throughout the United States. This segment of the company operates 6,600 megawatts of generation. 240 megawatts of wind generation were under construction and 1,500 additional megawatts of wind generation were in planning stages. On September 9, 2008, DEGS updated its projections for future wind power capacity. By the end of 2008, it would have over 500 MW of nameplate capacity of wind power online, and an additional 5,000 MW in development.
Duke Energy Corporation (Duke Energy) is an energy company primarily located in the Americas. Duke Energy operates in the United States primarily through its direct and indirect wholly-owned subsidiaries. Subsidiaries include Duke Energy Carolinas, LLC (Duke Energy Carolinas), Duke Energy Ohio, Inc. (Duke Energy Ohio), which includes Duke Energy Kentucky, Inc. (Duke Energy Kentucky), and Duke Energy Indiana, Inc. (Duke Energy Indiana), as well as in South America and Central America primarily through Duke Energy International, LLC. Duke Energy operates in three segments: U.S. Franchised Electric and Gas (USFE&G), Commercial Power and International Energy. In December 2010, Duke Energy completed the formation of a joint venture for DukeNet Communications, LLC (DukeNet) with investment funds managed by Alinda Capital Partners LLC (Alinda), in which Alinda acquired a 50% interest in DukeNet. On January 6, 2011, Diamond Acquisition Corporation was formed.
U.S. Franchised Electric and Gas
The Company’s USFE&G segment generates, transmits, distributes and sells electricity in central and western North Carolina, western South Carolina, southwestern Ohio, central, north central and southern Indiana, and northern Kentucky. USFE&G also transports and sells natural gas in southwestern Ohio and northern Kentucky. It conducts operations primarily through Duke Energy Carolinas, the regulated transmission and distribution operations of Duke Energy Ohio, Duke Energy Indiana and Duke Energy Kentucky, together Duke Energy Midwest.
Duke Energy’s service area covers 50,000 square miles with an estimated population of 12 million. USFE&G supplies electric service to four million residential, commercial and industrial customers over 152,200 miles of distribution lines and a 20,900 mile transmission system. USFE&G provides regulated transmission and distribution services for natural gas to 500,000 customers in southwestern Ohio and northern Kentucky through 7,200 miles of gas mains (gas distribution lines that serve as a common source of supply for more than one service line) and 6,000 miles of service lines. Electricity is also sold wholesale to incorporated municipalities, electric cooperative utilities and other load serving entities. Duke Energy Carolinas’ service area has a diversified commercial and industrial presence. During the year ended December 31, 2010, 97.8 % of the total generated energy came from USFE&G’s nuclear and coal units (61.5% coal and 36.3% nuclear).
Electric energy for USFE&G’s customers is generated by three nuclear generating stations with a combined owned capacity of 5,173 megawatts, including Duke Energy’s 19.25% ownership in the Catawba Nuclear Station, and fifteen coal-fired stations with an overall combined owned capacity of 13,454 megawatts, including Duke Energy’s 69% ownership in the East Bend Steam Station and 50.05% ownership in Unit 5 of the Gibson Steam Station. Electric energy is also generated from thirty-one hydroelectric stations, including two pumped-storage facilities, with a combined owned capacity of 3,201 megawatts; fifteen combustion turbine (CT) stations burning natural gas, oil or other fuels with an overall combined owned capacity of 5,028 megawatts, and one CC station burning natural gas with an owned capacity of 285 megawatts. In addition, USFE&G operates a solar Distributed Generation program with nine megawatts of capacity.
Commercial Power
Commercial Power owns, operates and manages power plants and engages in the wholesale marketing and procurement of electric power, fuel and emission allowances- related to these plants, as well as other contractual positions. Commercial Power’s generation operations, excluding renewable energy generation assets, consists of primarily coal-fired generation assets located in Ohio, which are dedicated under the Duke Energy Ohio Electric Security Plan (ESP) and gas-fired non-regulated generation assets which are dispatched into wholesale markets. These assets consist of 7,550 net megawatts of power generation primarily located in the Midwestern United States. The asset portfolio has a diversified fuel mix with baseload and mid-merit coal-fired units, as well as combined cycle (CC) and peaking natural gas-fired units.
Commercial Power also has a retail sales subsidiary, Duke Energy Retail Sales, LLC (Duke Energy Retail). Duke Energy Retail serves retail electric customers in southwest, west central and northern Ohio with energy and other energy services. As of December 31, 2010, Commercial Power owned a 9% interest in Ohio Valley Electric Corporation (OVEC). Through Duke Energy Generation Services, Inc. and its affiliates (DEGS), its Commercial Power develops, owns and operates electric generation for energy consumers, municipalities, utilities and industrial facilities. DEGS manages 4,440 megawatt of power generation at 28 facilities throughout the United States. In addition, DEGS is engaged in the development, construction and operation of renewable energy projects. As of December 31, 2010, DEGS had over 5,000 megawatt of renewable energy projects in the development pipeline with 1,002 net megawatt of renewable generating capacity in operation. DEGS was also developing transmission and biomass projects.
International Energy
Duke Energy’s International Energy principally owns, operates and manages power generation facilities, and engages in sales and marketing of electric power and natural gas outside the United States. It conducts operations primarily through Duke Energy International, LLC (DEI) and its affiliates and its activities focus on power generation in Latin America. Through its wholly-owned subsidiary Aguaytia Energy del Peru S.R.L. Ltda. (Aguaytia) and its equity method investment in National Methanol Company (NMC), which is located in Saudi Arabia, International Energy also engages in the production of natural gas liquids, methanol and methyl tertiary butyl ether (MTBE). International Energy’s customers include retail distributors, electric utilities, independent power producers, marketers and industrial/commercial companies. It owns, operates or has interests in 4,500 gross megawatt of generation facilities.
Ranked in 1990 as the country's seventh largest public utility, Duke Power appeared to be situated to prosper in any future energy environment, which was a decided advantage given the fundamental changes that would sweep through its industry during the decade. The electric utility industry, like the airline, trucking, and telecommunications industries before it, was slated for deregulation. The common fear was that it would be a fitful transition, aping the trend established by other industries as they struggled to move from regulation to deregulation. The trucking industry, for example, provided justifiable cause for the concern among electric utilities facing deregulation. Of the 100 largest trucking companies in the country at the time of deregulation in 1978, only 38 were still in existence by the beginning of the 1990s, a precedent large utility companies such as Duke Power feared would be repeated. With history serving as a nagging reminder, the question of how a company responded to the forces ignited by deregulation loomed as a crucible for the future, and at Duke Power the responsibility for formulating an answer to that question fell to a new leader. The era of Lee's leadership was over.
Lee was succeeded in 1994 by William H. Grigg, a Duke employee since 1963 and the company's chief financial officer for the previous two decades. In several important respects, Grigg was the opposite of Lee. Lee was charismatic, possessing the type of personality that shined at social functions. Grigg was described as detail-oriented, known for spending 14 to 16 hours a day in his office, devoting his time to pouring over the practical details of business and pondering pragmatic solutions. Grigg was only four years away from Duke's mandatory retirement age of 65 when he was named chief executive officer, leading observers to speculate that the replacement of the visionary Lee with the more myopic Grigg merely gave the company time to groom a younger, more dynamic leader from within its executive ranks. Grigg surprised outside observers, however, by dispelling the perception that he was a caretaker appointed to maintain the status quo. Under Grigg's leadership, Duke Power made the boldest move in its history, completing an acquisition that ranked as the largest of its kind in the history of business. Grigg, few could disclaim, had inherited the scepter of a visionary and wielded it like no other before him.
The inexorable approach of deregulation prompted Grigg's uncharacteristic response. "I really believe," he stated, "that any electric utility that keeps doing what it's been doing is in a slow, downward spiral." From his vantage point, Grigg saw a need to consolidate to avoid the fate the majority of large trucking companies suffered in their postderegulation era. He declared to Forbes magazine in early 1995: "We plan to expand our business through acquisitions." He then attempted to follow through on that statement by examining a series of other electric utilities as acquisition candidates before considering a more profound move. In July 1996 he approached executives of Houston-based PanEnergy Corp. about working together, without specifically stating his intentions. PanEnergy officials surmised Duke Power was interested in a possible joint venture, but Grigg was envisioning a deal on a much grander scale. PanEnergy was the third largest natural gas company in North America, operating in 33 states through more than 37,000 miles of pipeline stretching as far west as Montana and north to Massachusetts. Grigg wanted all of PanEnergy, and he began working toward his goal of uniting the two companies to create an energy giant.
When it became apparent to PanEnergy officials that Grigg's "appetite was a little bigger than just a discussion of a potential joint venture," as one PanEnergy official termed it, a series of meetings ensued. As representatives from the two companies labored over the details of a merger, the negotiations were kept a close secret at Duke Power, referred to only as "Project Venus" or "Wayne." The last detail to be negotiated was the most staggering--the price--agreed to by both parties in late November 1996. The deal was valued at $7.7 billion according to a stock-swap to be completed once the merger was announced. With this last stumbling block cleared, Duke Power and PanEnergy executives checked into New York City hotels under assumed names, and then the secret became public knowledge. It was the largest merger of an electric utility and a gas company ever. The announcement stirred investor interest, with one analyst's comments characterizing the reaction: "Duke saw the future and realized it couldn't remain one of the world's best utilities by staying in the Carolinas. To grow earnings, they had to go out and become a big factor in the North American market. To succeed you have to be a complete player."
The merged companies became Duke Energy Corporation, a company with three times the revenue volume of Duke Power. Overnight, the old Duke Power was transformed from an electric utility with 1.8 million customers along the Interstate 85 corridor in North and South Carolina into a national energy services company--the "complete player" to which the analyst had referred. Grigg stepped down as chief executive officer once the merger was completed, paving the way for Duke Energy's first chief executive officer, Richard B. Priory. During the first six months of Priory's leadership, Duke Energy continued to move forward on the acquisition front, though on a far less ambitious scale. The company acquired three West Coast power plants from San Francisco's PG&E Corp. for $500 million. Although Priory was not planning on another multibillion deal before the end of the 1990s, he did intend to acquire parts of other companies, both domestically and abroad. As Duke Energy prepared for the 21st century, therefore, future acquisitions seemed highly likely.
Principal Subsidiaries: Duke Energy Group Inc.; Duke Energy Power SVC; DukeSolutions, Inc.; Duke Energy International; Duke Energy Trading and Marketing L.L.C.; Duke Energy Marketing Limited Partnership (Canada); Duke/Louis/Dreyfus L.L.C.; Algonquin Gas Transmission Co.; Nantahala Power and Light Company; Crescent Resources, Inc.; Duke Energy Corp.; Duke Engineering & Services, Inc.; Duke/Fluor Daniel, Inc.
OVERALL
Beta: 0.45
Market Cap (Mil.): $25,090.98
Shares Outstanding (Mil.): 1,331.09
Annual Dividend: 0.98
Yield (%): 5.20
FINANCIALS
DUK Industry Sector
P/E (TTM): 18.10 22.42 21.65
EPS (TTM): 16.31 -- --
ROI: 2.56 0.98 1.26
ROE: 6.18 2.23 2.82
Statistics:
Public Company
Incorporated: 1905 as The Southern Power Company
Employees: 23,000
Sales: $16.30 billion (1997)
Stock Exchanges: New York
Ticker Symbol: DUK
SICs: 4911 Electric Services; 4922 Natural Gas Transmission; 1311 Crude Petroleum & Natural Gas; 1321 Natural Gas Liquids
Name Age Since Current Position
Rogers, James 63 2007 Chairman of the Board, President, Chief Executive Officer
Good, Lynn 51 2009 Group Executive, Chief Financial Officer
Trent, B. Keith 51 2009 Group Executive, President - Commercial Businesses
De May, Stephen 48 2009 Senior Vice President - Investor Relations, Treasurer
Young, Steven 52 2006 Senior Vice President, Controller
Manly, Marc 58 2008 Group Executive, Chief Legal Officer, Corporate Secretary
Jamil, Dhiaa 54 2009 Group Executive, Chief Generation Officer and Chief Nuclear Officer
Weber, Jennifer 44 2011 Group Executive - Human Resources and Corporate Relations
Gray, Ann 65 2006 Lead Independent Director
Reinsch, E. James 67 2009 Director
Bernhardt, George 67 1991 Independent Director
Rhodes, James 69 2001 Independent Director
Hance, James 66 2005 Independent Director
Barnet, William 68 2005 Independent Director
Browning, Michael 64 1990 Independent Director
DiMicco, Daniel 60 2007 Independent Director
Sharp, Philip 68 2007 Independent Director
Forsgren, John 64 2009 Independent Director
Address:
422 South Church Street
Charlotte, North Carolina 28242
U.S.A.