2025 Sustainability Report: PDF

Published: 2026-04-23 14:44:07 ET PPL

Published on 04/23/2026 at 02:44 pm EDT

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About this report

This annual Sustainability Report has been prepared with reference to the Global Reporting Initiative Standards including the Electric Utility Sector Supplement. We have also addressed topics identified in the Sustainability Accounting Standards Board Electric Utilities and Power Generators and Gas Utilities and Distributors Standards as established by the International Financial Reporting Standards, the Task Force on Climate-related Financial Disclosures, the Edison Electric Institute-American Gas Association Sustainability Report and the Carbon Disclosure Project Climate and Water Questionnaires.

Our views about the company's direct and indirect impacts, risks, challenges and opportunities are presented throughout this report and in other publicly available documents. This report covers activities that occurred in calendar year 2025 and contains the best information available at time of publication. Unless otherwise noted, figures reported are through Dec. 31, 2025.

Environmental, social and governance data can be challenging to measure accurately. We correct and report errors in prior-year data when found, and we continually work to improve our data measurement, gathering and reporting processes to increase the accuracy of information presented.

The report is reviewed by the Board of Director's Governance, Nominating and Sustainability Committee and the company's leadership team, including the chief executive officer. The Corporate Audit department has conducted reviews related to the compilation of this report, including in-depth reviews of specific metrics, as part of ongoing controls related to voluntary sustainability reporting. An external audit has not been conducted.

You can find more information about PPL and our sustainability performance at pplsustainability.com.

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Table of Contents

Appendix

Governance & Management

Social Impact

Energy & Environment

About PPL

4 Message from

our president and CEO

6 About our company

8 Performance data

11 Sustainability strategy

14 Clean energy strategy

18 Investing in innovation

20 Modernizing the grid

21 Natural gas operations

24 Energy efficiency

25 Environmental management

30 Stakeholder engagement

32 Economic development

33 Community support

34 Safety

36 Emergency management

37 Customer experience

39 Workforce engagement

42 Governance

44 Enterprise risk management

45 Cybersecurity

46 Supply chain management

47 Ethics and compliance

49 Public policy

51 Voluntary Disclosures Index

68 Metrics

FORWARD-LOOKING STATEMENTS IN THIS CORPORATE SUSTAINABILITY REPORT

This Corporate Sustainability Report ("Report") contains forward-looking statements regarding, among other things, our clean energy targets and achievement

of climate commitments by certain dates, and strategies or goals related to environmental performance. These statements, and all others that reflect beliefs, plans, estimates, projections, goals, targets, expectations, strategy or any other forward-looking information, are "forward-looking statements" within the meaning of the federal securities laws. PPL Corporation believes that the forward-looking statements in this Report reflect reasonable expectations and assumptions. However,

it is important to understand that forward-looking statements, and their underlying assumptions, are subject to a wide range of risks and uncertainties, both known and unknown.

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‌Message from our President and CEO

The energy landscape is changing faster than ever, driven by the rapid increase in electricity demand from data centers and other electrification efforts combined with the economic retirement of existing generation

resources like older coal and natural gas plants. This supply and demand imbalance is creating an urgent resource adequacy issue in many parts of the United States and has driven up power prices in certain areas of the country, including Pennsylvania and Rhode Island where PPL operates. At PPL, we are committed to leading through this moment with a clear strategy: to create utilities that are stronger, smarter, cleaner, powered by cutting-edge technology and more efficient - with safety, reliability and affordability at the core.

For us, sustainability is not a separate workstream - it is how we plan, invest and operate to deliver dependable service today while strengthening our systems for the future. That means modernizing the grid to withstand more frequent and severe weather, integrating new technologies that improve performance and efficiency, and partnering with stakeholders to support growth responsibly and protect customers over the long term.

In 2025, we advanced this strategy while delivering electric and natural gas service to more than 3.6 million customers. We completed

$4.4 billion in infrastructure improvements across our businesses - strengthening transmission and distribution networks, hardening and modernizing the grid, deploying

advanced technologies, upgrading natural gas

pipeline operations, and progressing the initial stages of building new generation in Kentucky. These investments are essential to meeting unprecedented load growth from economic development and electrification while maintaining reliability and long-term affordability for customers.

Safety is a top priority - and we remain focused

on strengthening our safety culture. While we are proud of the work our teams do every day to serve customers, we recognize that safety must be earned through constant vigilance, rigor in the field and leadership accountability. We continue to reinforce expectations, improve work practices, and learn from every event and

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near miss, because nothing is more important than ensuring our employees, contractors and the public remain safe.

We continued our strong focus on cost discipline as a core component of affordability.

In 2025, we exceeded our O&M savings targets, enabling us to reinvest in system improvements while reducing pressure on customer bills.

Operationally, our teams performed at a high level across the company. We delivered first-quartile or near first-quartile transmission and distribution reliability in all of our jurisdictions, top-decile generation reliability in Kentucky and we exceeded targets for gas leak response times in both Kentucky and Rhode Island. Our crews responded to more frequent severe weather events - restoring service quickly and safely. At the same time, we advanced the customer experience through expanded digital tools and streamlined processes, including a new mobile app in Pennsylvania

and AI-enabled customer support initiatives. We also progressed our advanced meter modernization strategies in Kentucky and Rhode Island - foundational steps toward a smarter, more resilient grid.

We advanced key work to support future energy needs. In Kentucky, construction is underway on new generation resources, including highly efficient natural gas units and battery storage, alongside solar development. These projects will help maintain reliability and affordability while supporting economic growth in Kentucky.

At the same time, we are addressing the broader resource adequacy challenge that is increasingly shaping customer bills and long-term affordability. In the 13-state region comprising PJM, where supply and demand dynamics are quickly tightening, the system needs new, reliable generation to meet growing demand. That is why we formed a joint venture with Blackstone Infrastructure to pursue "bring-your-own-generation" solutions that can directly support large-load data centers while aligning new costs with those who drive the need for new supply.

As demand from large commercial and industrial customers continues to grow - including data centers - we remain focused on responsible structures and stakeholder collaboration that support economic development while protecting existing customers. Done well, growth can improve system utilization over time; done poorly, it can put unnecessary pressure on the network and customer bills. Our approach is designed to support long-term system planning and reliability while keeping affordability front and center.

Beyond infrastructure, we continued to advance our commitment to environmental stewardship and community engagement. We expanded energy-efficiency programs, reduced methane emissions in our natural gas operations, and enhanced vegetation management practices that protect biodiversity. We contributed over $15 million to strengthen the communities we serve - because sustainability includes social responsibility and

long-term community resilience, not just environmental outcomes.

Looking ahead, we remain focused on delivering long-term value for shareowners and stakeholders. Our capital plan from 2026 through 2029 - approximately $23 billion - will continue to strengthen and modernize the grid, support reliability and resilience, integrate cleaner energy resources and advance innovation and continuous improvement across our operations. As we execute this plan, we will remain disciplined about costs and committed to solutions that support both customer affordability and a reliable energy future.

Thank you for your interest in PPL and our progress. I invite you to explore this report to learn more about how we are building a resilient, sustainable energy future - grounded in safety, focused on customers and designed to deliver lasting value for the communities we serve.

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‌

PPL at a glance

PPL Corporation (NYSE: PPL), headquartered in Allentown, Pennsylvania,

$9 Billion

is a leading U.S. energy company focused on providing electricity and natural gas safely, reliably and affordably to more than 3.6 million customers in the U.S.

3.6 Million

We never compromise on safety and health for our employees, contractors, customers and the public. We're committed to ensuring everyone on our properties goes home safely

at the end of every day.

Individually, and as teams, we're accountable for our actions and results. As a company, we're good stewards of the environment and we strengthen the communities we serve.

We love what we do, we bring our energy and enthusiasm to work each day, we care about each other, and we're driven to deliver long-term value for our customers and shareowners.

We are transparent, ethical and fair in all we do, and we comply with legal and regulatory requirements.

We anticipate our customers' future needs and innovate to meet them. We're agile, creative and committed to

continuous improvement.

We act as OnePPL, one company and one team. We leverage

our collective and unique talents, knowledge and experiences to deliver better results for our customers. We are committed

to inclusivity, respect and equal opportunity for all.

6,546

7,200 MW

76,000 GWh

88,000 Miles

8,000 Miles

As of Dec. 31, 2025

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Our companies

PPL's high-performing, award-winning utilities are addressing energy challenges head-on by building smarter, more resilient and more dynamic power grids and advancing sustainable energy solutions.

Louisville Gas and Electric Company (LG&E) and Kentucky Utilities Company (KU) provide essential energy services to nearly

1.4 million customers throughout Kentucky and parts of Virginia. LG&E and KU also operate about 7,200 megawatts of power generation.

PPL Electric Utilities Corporation

(PPL Electric) provides electricity distribution and transmission services to about

1.5 million customers in Pennsylvania and consistently ranks among the best

companies in the U.S. for customer service.

Rhode Island Energy (RIE) provides essential energy services to over 800,000 homes and businesses across Rhode Island through the delivery

of electricity and natural gas.

Awards and recognition

Arbor Day Foundation - 2025 Tree Line USA Utility recognition (RIE)

Champion of Board Diversity - The Forum of Executive Women (PPL)

CPA-Zicklin 2025 Trendsetter Award for political disclosures and accountability (PPL)

Edison Electric Institute's Emergency Response Assistance Award

for restoration efforts after multiple major storm events (LG&E and KU, PPL Electric, RIE)

Edison Electric Institute's National Key Accounts Award for Outstanding Customer Engagement (PPL)

Escalent - 2025 Most Trusted Brands recognition (KU)

Escalent 2025 "Easiest to Do Business With" Utility Award - Utility Trusted Brand & Customer Engagement Study (PPL Electric)

Greatest Places to Intern - PA Chamber of Business and Industry (PPL)

National Transportation Safety Board Certificate of Appreciation for response to Nov. 4, 2025 UPS Flight 2976 crash (LG&E and KU)

Newsweek - America's Greatest Workplaces in Pennsylvania 2025 (PPL)

Site Selection - Top Utility in Economic Development (LG&E and KU)

Smart Electric Power Alliance - 2025 Energy Equity Power Player of the Year (RIE)

Smart Electric Power Alliance - 2025 Resilience Power Player Award for predictive failure technology (PPL Electric)

VETS Indexes - 5-Star Employer recognition for veteran hiring and development (PPL)

Workplace Disability Inclusion - Best Place to Work (PPL)

‌Performance data

Key performance indicators in support of our sustainability efforts in 2025

ENERGY PORTFOLIO

2023

2024

2025

GENERATION

Generation capacity (MW)

7,535

7,264

Owned net generation (MWh)

29,422,636

30,697,566

31,921,436

Generation efficiency (MMBtu/owned net MWh)

9.8

10.0

EMISSIONS

Net-zero goal-related emissions (CO2e) (metric tonnes)

25,795,238

27,094,761

27,312,588

Generation carbon emissions intensity (metric tonnes/owned net MWh)

0.853

0.861

0.842

Sulfur dioxide emissions intensity (metric tonnes/owned net MWh)

0.00042

0.00051

Nitrogen dioxide emissions intensity (metric tonnes/owned net MWh)

0.00045

0.00046

Mercury emissions (Kg)

WATER

Water withdrawal (megaliters/year)

379,422

428,087

275,302

Water intensity (m3 withdrawal/owned net generation)

12.9

13.95

8.62

Volume of water recycled and reused (percent total)

92.01%

89.72%

113.4%

WASTE

Coal combustion products beneficially used (percent total)

71.9%

69.7%

68.1%

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INFRASTRUCTURE

2023

2024

2025

ELECTRICITY

Miles of distribution lines

75,601

77,059

77,438

Miles of transmission lines

10,419

10,433

10,445

NATURAL GAS

Miles of gas distribution mains

7,674

7,686

7,695

Miles of gas transmission mains

359

343

OPERATIONAL PERFORMANCE

EMPLOYEE SAFETY

Total hours worked

13,058,862

13,176,701

12,895,361

Number of lost-day cases

Lost-time incident rate

0.38

0.53

0.6

Recordable incident rate

1.33

1.41

Work-related fatalities

RELIABILTY

SAIDI - Average outage duration (in minutes)

78.84

84.15

99.77

SAIFI - Average number of interruptions

0.67

0.73

0.81

CAIDI - Average restoration time (in minutes)

118.32

114.61

123.32

Average plant availability factor

87.71%

85.42%

86.7%

Unplanned outage rate

5.15%

4.71%

5.08%

Equivalent forced outage rate

1.64%

2.04%

2.7%

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RESOURCES AND COMMUNITY

2023

2024

2025

CUSTOMERS

Customer count (at end of year)

3,618,844

3,642,154

3,660,553

ENERGY EFFICIENCY

Incremental annual electricity savings from energy-efficiency measures (MWh)

367,908

434,103

411,567

Natural Gas Energy Efficiency Measures (MMBtu)

318,621

241,414

286,662

Total rebates (in millions $)

$120.77

$128.15

$111.60

BOARD OF DIRECTORS AND WORKFORCE

Female representation, Board of Directors (percentage)

40%

Ethnically and racially diverse representation, Board of Directors (percentage)

30%

Female representation, executives/senior managers (percentage)

36%

38%

35%

Ethnically and racially diverse representation, executive/senior managers (percentage)

17%

14%

12%

Total workforce

6,629

6,653

6,546

Female representation, workforce (percentage)

26%

Ethnically and racially diverse representation, workforce (percentage)

13%

SUPPLY CHAIN

Total spent on diverse businesses (in millions $)

$399

$500

Number of diverse businesses

231

193

202

COMMUNITY SUPPORT

Total charitable giving in communities served, including Foundation donations (in millions $)

$13.6

$14.2

$15.1

Total volunteer hours

31,829

30,715

28,457

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SUSTAINABILITY STRATEGY

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Our sustainability strategy

We're focused on an economical and sustainable transition to cleaner energy sources through innovation, responsible resource management and investments in infrastructure that support a more reliable, resilient and efficient grid.

PPL collaborates with utility industry partners and benchmarks its sustainability practices and environmental, social and governance performance through the Electric Power Research Institute Sustainability Interest Group and the Edison Electric Institute's Sustainability Committee.

The company took a leadership role in developing the Edison Electric Institute and American Gas Association Sustainability reporting template for investor-owned utilities. PPL's transparent, voluntary sustainability disclosures align with the Task Force on Climate-Related Financial Disclosures, Sustainability Accounting Standards Board and the United Nations Sustainable Development Goals frameworks.

SUSTAINABILITY GOVERNANCE

GOVERNANCE, NOMINATING AND SUSTAINABILITY COMMITTEE, BOARD OF DIRECTORS

Oversees the company's practices and positions to further its sustainability strategy and corporate governance, including specific environmental and corporate social responsibility initiatives.

CORPORATE LEADERSHIP COUNCIL AND KEY LEADERS

Review, provide strategic input on and approve the company's sustainability strategy and priorities. Executive leadership (CEO,

CFO, COO, CTIO, CLO, CHRO), business segment presidents, the sustainability officer, and chief security officer guide the development of the sustainability strategy and enable the integration of sustainability across the enterprise and in the corporate strategy.

CORPORATE SUSTAINABILITY COMMITTEE

Provides oversight of and establishes the priorities and performance metrics. This committee is led by the senior sustainability officer and includes senior leadership membership from operating companies, human resources, compliance, risk, investor relations, controller, legal, supply chain and corporate audit.

SUSTAINABILITY CORE TEAM

Cross-functional and enterprise-wide team of subject matter experts that conducts analyses of sustainability priority issues and environmental, social and governance trends, and is responsible for developing environmental, social and governance disclosures.

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Our sustainability priorities

PPL's sustainability strategy is informed by regular priority issues assessments, stakeholder outreach and peer benchmarking.

Assessments are conducted every two to three years to identify the issues most helpful to stakeholders in evaluating the company's environmental, social and governance performance and overall sustainability.

Presented in alphabetical order.

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Advancing a cleaner energy future

PPL remains firmly committed to achieving net-zero carbon emissions by 2050 across our direct and indirect emissions, consistent with the

Greenhouse Gas Protocol and guidance referenced by the EPA Center for Corporate Climate Leadership. This goal aligns with our mission to deliver safe, affordable, reliable and sustainable energy to the customers and communities we serve. As we advance toward 2050, we will continue to work with regulators to retire uneconomic generation, deploy newer and more efficient technologies, and invest in research and innovation to support a cost-effective and reliable transition.

At the same time, we recognize that the pathway to net-zero will continue to evolve. Factors outside of our control - including the potential for significant load growth from large customers, changing federal and state policies, technological developments and the future cost and availability of new generation resources - may influence the pace and trajectory of emissions reductions over time. We will continue to regularly evaluate our approach and, as part of our next Climate Assessment Report in 2026, reassess our interim carbon targets to ensure they appropriately reflect prevailing market conditions while maintaining our focus on reliability and affordability for the customers we serve.

SCOPE 3

89%

SCOPE 2

79%

SCOPE 1

56%

Percentage Decrease in Goal-Related Carbon Emissions Since 2010

Factors such as shareowner and consumer preferences as well as market, technology and regulatory changes can drive substantial changes in

PPL's business model, including its services and portfolio of assets.

Over the past decade, PPL has evolved its portfolio to align with long-term energy system needs. Today, the company is heavily weighted toward electricity transmission and distribution, positioning PPL to pursue significant investment opportunities in grid infrastructure. At the same time, PPL is well positioned to further invest in generation assets as needed to meet growing customer demand and support system reliability.

As we advance toward 2050, we will continue to work with regulators to retire uneconomic generation, deploy newer and more efficient technologies, and invest in research and innovation to support a

cost-effective and reliable transition.

As PPL looks to the future, we will continue to take steps to identify, understand and manage risks and opportunities associated with climate change and the changing energy landscape. These steps include evaluating different options to inform business strategy, using modeling and input from our internal experts and third parties, as needed, and reviewing assessments with senior management and our board on an ongoing basis.

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Risks

Our businesses are subject to physical, market and economic risks relating to potential effects of climate change. Climate change may produce changes in weather or other environmental conditions, including temperature or precipitation levels, and thus may impact consumer demand for electricity and gas. In certain jurisdictions, regulatory mechanisms and market structures can partially mitigate these demand-related and operational risks across our enterprise.

In addition, the potential physical effects of climate change, such as increased frequency and severity of storms, floods and other climatic

events, could disrupt our operations and cause us to incur significant costs to prepare for or respond to these effects. Climate change may also contribute to heightened risk or severity of wildfires, which could disrupt our operations and cause us to incur significant costs. Although the annual Federal Emergency Management Agency's National Risk Index for wildfires in the jurisdictions in which we provide service is very low to relatively moderate, we've implemented wildfire mitigation plans in each of our service territories. These or other meteorological changes could lead to increased operating costs, capital expenses or power purchase costs.

PPL anticipates substantial increases in electricity demand driven largely by economic development growth, creating a corresponding need for significant new generation and transmission infrastructure. This rapid growth brings important risks, including uncertainties around actual long-term demand and resource adequacy to meet such demand. If demand increases more quickly than forecast, PPL could face challenges maintaining adequate generation capacity and grid reliability. PPL's new joint venture with Blackstone Infrastructure aims to address resource adequacy concerns while protecting retail customer affordability through long-term energy service agreements.

Reduced economic and consumer activity in our service areas - both generally and specific to certain industries and consumers accustomed to previously lower-cost power - could reduce demand for the power we generate and deliver. Demand for our energy-related services could be similarly lowered by consumers' preferences or market factors favoring energy efficiency, low-carbon power sources or reduced electricity usage. Key categories of risk stem from uncertainties related to the way customers

use electricity, the performance of generation units, the price of fuel and other commodities, and the future impact of new state and federal regulations.

In Kentucky, LG&E and KU prepare an Integrated Resource Plan (IRP) every three years and submit the plan to the Kentucky Public Service Commission. With a planning horizon of 15 years, the primary focus of resource planning is to ensure reasonable least-cost, reliable service, thus mitigating the risk of insufficient generation supply. Through the IRP process, LG&E and KU model the most reliable and affordable way to meet current and future demand, including considering demand-side management, energy efficiency, renewable resources, environmental policies and carbon pricing.

Opportunities

Additional enhancements to the grid are necessary to make it stronger, more resilient and better able to withstand increasingly frequent severe storm events to enable increased connection of distributed renewable and low-carbon generation sources. Under current regulation, PPL's utilities earn a return on these types of investments, which supports long-term earnings growth.

Data centers and their growing demand for energy could provide new investment opportunities. PPL is projecting strong load growth driven by a surge in electricity demand from data centers and a resurgence in domestic manufacturing across our service territories. PPL continues to support this growth through grid modernization and targeted transmission and distribution investments, while maintaining a strong focus on customer affordability.

We work closely with regulators and policymakers to ensure that new or expanded infrastructure is planned and implemented in a manner that balances reliability, economic development and cost impacts for customers.

Approximately 66% of PPL's planned capital investments between now and 2029 are focused on transmission and distribution updates to promote grid modernization and resiliency throughout our service territories. The

remaining planned capital investment is focused on improvements to natural gas operations in Kentucky and Rhode Island and building new generation in Kentucky. As is typical for regulated utilities, we expect these prudent capital expenditures to produce a return on equity consistent with regulatory approvals in each jurisdiction.

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Maintaining reliability and affordable service for our Kentucky customers and supporting economic development are critical components to modernizing our generation fleet and reducing our carbon intensity.

We continue to work with regulators to economically retire end-of-life

coal-fired generation, build new natural gas combined-cycle generation and solar generation, implement environmental upgrades at existing generation facilities and support critical R&D into new low-carbon generation solutions.

In 2025, the Kentucky Public Service Commission approved LG&E and KU's proposal to construct two new, highly efficient 645-megawatt natural gas combined-cycle units and upgrade environmental technologies at an existing generating station.

GENERATION RESOURCE MIX

Capacity Mix (percentage)

2025

2035

2040

2050

Coal

61%

39%

37%

28%

Combined-Cycle Combustion Turbine

10%

27%

26%

33%

Simple-Cycle Combustion Turbine

28%

20%

23%

25%

Battery Energy Storage System

10%

Solar

0.1%

Hydro

PPL is working to reduce emissions associated with operations of our electric and natural gas delivery networks.

We are assessing opportunities for efficiency and renewable self-generation to reduce energy usage at our owned buildings by 28% by 2030 (compared to a 2019 baseline for PPL and LG&E and KU; 2022 baseline for RIE).

We're making system enhancements necessary to meet electricity demand over the long term to support electrification efforts by our customers, including the adoption of electric vehicle transportation. We are also working to reduce our own carbon footprint, taking a common-sense approach to electrification of our fleet vehicles through the following efforts:

Through these efforts, PPL expects to reduce fleet emissions by 41% by 2035 (compared to a 2021 baseline) without negatively impacting customer costs.

35%

100%

41%

28%

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‌Investing in innovation

PPL is advancing grid reliability, resiliency and flexibility through strategic investments in research and development (R&D) and partnerships that enable the transition to a low-carbon energy future. Our innovation strategy targets critical technologies, including carbon capture, advanced nuclear as a zero-carbon dispatchable resource, long-duration energy storage, advanced renewables and zero-carbon fuels.

We are actively engaged in over 180 research projects and collaborate with leading industry and academic partners to enable deep decarbonization.

Academic Collaborations: Our longstanding partnership with the University of Kentucky focuses on battery energy storage, renewable energy integration, and net-negative CO2 technologies for natural gas plants. We expanded our partnership with the University of Rhode Island on research in offshore wind, climate resilience and geothermal technology. Additionally, we continued our partnership with Kentucky State University.

- EV chargers, heat pumps, solar panels and residential batteries - enhancing grid efficiency and resilience.

A global collaboration of industry leaders, researchers and technology providers working to leverage AI to innovate how electricity is produced, managed and delivered across the power sector.

Carbon Capture: Developing a large-scale CO2 capture system at the Cane Run Natural Gas Combined Cycle unit, in partnership with the University of Kentucky and Electric Power Research Institute. Plans include a full-scale system producing 99.9% pure CO2 for industrial reuse.

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PPL HOSTS INAUGURAL INNOVATION SUMMIT

Nearly 300 attendees - including leading technology innovators, research partners and state officials - gathered in November at the University of Kentucky for PPL's first-ever Innovation Summit, a milestone event dedicated to reimagining the future of energy.

Throughout the day, attendees heard from leaders of PPL, Amazon, Google, Microsoft, Accenture, Quant, X-energy, Electric Power Research Institute, The Westly Group and Rye Development. Panel discussions explored the rapidly changing energy landscape, the explosive growth of data centers, and the critical role of utilities in enabling clean, reliable power for digital infrastructure.

Strategic partnerships and policy innovation were recurring themes, underscoring the importance of collaboration to meet hyperscale demand and advance cleaner energy solutions without sacrificing reliability and affordable service.

The summit also featured exhibits from dozens of technology companies and research partners, including interactive demonstrations of AI-driven grid optimization, advanced storage solutions and cutting-edge vegetation management.

Attendees had the opportunity to engage with partners such as Accenture, Quant, and the University of Kentucky, who showcased collaborative projects in carbon capture, battery integration and renewable energy.

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‌Modernizing the grid

PPL's operating companies conduct rigorous transmission and distribution planning each year to meet federal, state and industry standards, ensuring safe, reliable energy delivery while positioning PPL to support the clean energy future.

In 2025, PPL advanced its Utility of the Future strategy, completing

$4.4 billion in capital investments to strengthen grid resilience against increasingly severe storms, accelerate restoration when outages occur and enable a cleaner, more sustainable energy mix. Looking ahead, PPL's $23 billion investment plan for 2026-2029 will build on this progress, further modernizing infrastructure and enhancing reliability.

A significant portion of these investments focuses on technology integration and system hardening to withstand weather-related impacts and improve operational flexibility. Advanced technologies allow us to monitor real-time grid conditions, isolate issues quickly and reroute power to minimize customer disruptions.

We are deploying smart sensors, relays and reclosers across the network to provide actionable data for faster response and improved reliability.

To reduce maintenance costs and optimize asset life, PPL leverages digital science and predictive analytics to anticipate equipment needs before failures occur.

Additionally, we are applying lessons learned from building our industry-leading smart grid in Pennsylvania to our utilities in Kentucky and Rhode Island - expanding automation, improving service quality and keeping energy affordable across our footprint.

Electric Generation (coal-fired)

Gas Operations (LDC)

35%

Electric Transmission

18%

Electric Generation (non-coal)

$23

Billion

31%

Electric Distribution

2% Other

Disclaimer

PPL Corporation published this content on April 23, 2026, and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT), unedited and unaltered, on April 23, 2026 at 18:43 UTC.