Summer heat is driving up energy demand, as Americans crank up their air conditioners amid record-breaking heat to stay safe and comfortable. Over the past two weeks, more than 200 million Americans were under extreme heat alerts, with temperatures as high as 115°F across central and eastern parts of the United States.

This led to weekly electricity output hitting record levels in early July. America’s electric companies delivered twice as much energy in seven days as New York City uses in an entire year.

EEI’s member companies work every day to deliver reliable, affordable energy to the customers counting on them, maintaining a range of initiatives to drive efficiency and lower customer costs.

Dominion Energy

Dominion Energy’s EnergyShare assistance program gives eligible customers up to $300 from June 1 through September 30 and up to $600 October 1 through May 31 to help cover cooling and heating costs. The EnergyShare program also helps customers weatherize their homes to save money long term.

“Don’t make assumptions about whether you’re eligible or not. It’s not a lengthy or arduous process. You can check it out, see if you qualify, and if not, there are other options to explore,” said Dominion Energy spokesperson Craig Carper in a statement.

Entergy Texas

Entergy Texas’ energy efficiency team partners with local contractors each year to provide customers with free air-conditioning system tuneups. They recently worked with customers in the Orange and Dayton areas and are expanding to more communities across the state of Texas. Through the CoolSaver program, technicians optimize home cooling systems by cleaning, inspecting, and adjusting key components during tune-ups.

“We know summer heat in Southeast Texas can be intense, and inefficient cooling systems can add stress to a family’s budget,” said Entergy Texas Energy Efficiency Program Manager Weslyn Brown in a statement. “These tune-ups and upgrades help improve comfort, reduce energy use and put customers in a better position during the hottest months of the year.”

Eligible customers may also qualify for weatherization improvements, including air sealing, upgraded attic insulation, and duct sealing. These services help maintain indoor comfort by keeping cool air inside and blocking heat from entering the home. The company values these services at more than $250 per unit. Due to a high volume of applications, the CoolSaver program is not accepting new applications until next year.

Duke Energy

Duke Energy helps customers manage their summer energy use with tools and programs designed to meet customers where they are. Usage Alerts help customers stay informed about their projected energy use and estimated bill amount before their next bill arrives. Customers may also be eligible for a free home energy assessment, which offers personalized recommendations to help them better understand their home's energy use and identify opportunities to improve efficiency.

“Summer can be a challenging time for many households, and our goal is to give customers simple, practical tools that help them better understand their energy use and identify options that fit their needs, lifestyle and budget,” said Duke Energy spokesperson Caroline Fountain.

Depending on where they live, customers may also have access to time-of-use rates, bill credits through demand response programs and rebates for energy-efficient home upgrades. Together, these tools and programs help customers better understand their energy use and find options that fit their household needs, lifestyle and budget. Program availability varies by location, so customers should check the offerings available in their area.

Resources and Tips to Help Reduce Energy Bills

Electric companies across the country are also proponents of the federal Low Income Home Energy Assistance Program (LIHEAP), which helps qualifying customers with their energy bills. August is LIHEAP Action Month, when EEI and the National Energy & Utility Affordability Coalition raise awareness about LIHEAP and advocate for continued federal funding for the program.

Learn more about how EEI’s member companies keep electricity prices low during LIHEAP Action Month and throughout the year. 

There are also simple ways you can save energy and money while simultaneously keeping your home cool. EEI and our member companies encourage customers to follow these seven energy efficient tips in the summer:

• Service Your AC: Schedule a professional tune-up and replace filters as recommended.
• Use a Smart Thermostat: Program temperatures to improve comfort and reduce energy costs.
• Keep Airflow Clear: Make sure vents and the outdoor AC unit are free of obstructions.
• Cover Windows: Close blinds, curtains, or drapes on sun-facing windows to reduce heat gain.
• Switch to LEDs: Use LED bulbs and take advantage of natural daylight when possible.
• Seal Air Leaks: Caulk and weather-strip cracks and openings to keep cool air inside.
• Cook Smarter: Grill outdoors or use a microwave to minimize indoor heat.

For more tips on how to save energy during the summer, check out EEI’s More Than 100 Ways to Improve Your Electric Bill booklet.

Mutual assistance has long been part of the electric power industry’s DNA.

As electric companies, our strength is collective, and our culture of continuous improvement means we are constantly looking to improve safety, reliability, and service to customers.

While our mutual assistance work is commonly associated with storm response, our companies support one another in several other areas, including physical and cybersecurity initiatives. Amid a backdrop of geopolitical uncertainty, these collaborative resilience efforts are especially important today as our industry works to strengthen and safeguard America’s critical energy infrastructure.

Twenty years ago, we broadened our mutual assistance footprint by launching the Spare Transformer Equipment Program (STEP), ensuring we could coordinate and respond quickly following a direct attack on critical American infrastructure.

The terrorist attacks on September 11, 2001, changed so much for so many. As an industry central to the safety and security of the nation, we knew we needed to be part of the solution and, as we always do, have plans in place for worst-case scenarios.

In the years that followed the attacks, I was proud to be part of an industrywide effort to safeguard our grid against bad actors through the founding of STEP. The program provides participating companies with access to a large pool of hard-to-replace assets when, for example, a terrorist attack destroys a substation with large power transformers and causes a significant transmission outage. Members—consisting of investor-owned electric companies, public power utilities, and federal power marketing administrations—maintain a supply of spare transformers and other hard-to-replace assets that fellow members can readily access—and are required to share—in the event of an attack.

Unfortunately, electric companies know too well the long lead times associated with purchasing new transformers and new grid equipment in the event that existing assets are damaged—which is magnified during an attack or crisis event when every moment without power counts. STEP mitigates these lead times and helps ensure its members can respond quickly and efficiently.

Thankfully, in its 20 years, STEP has never seen a terrorist event cause a significant transmission outage. Even so, its members collaborate regularly and have used the STEP framework to support one another in other emergency situations. The continued strength of the program, and the robust, trusted community of industry peers that it has fostered, speaks to one of our superpowers as an industry: our commitment to preparation and collaboration.

We know that our companies and our industry power our customers’ lives and the broader U.S. economy. And, we know that, time and again, bad actors are targeting the grid to inflict maximum impact on the American people.

That means we must constantly remain on the front foot. What secures the grid and keeps our customers safe today will not remain static, and it is through programs like STEP that we plan and prepare for evolving threats to our grid and our national security.

I am proud that, 20 years after its founding, STEP remains a critical tool in our industry’s emergency response toolbox—a tool that, while we hope to never need it, is sharp and ready if we do.

Mike Innocenzo is Executive Vice President and Chief Operating Officer, Exelon and Interim President and CEO, PECO

Industry leaders, labor representatives, and members of Congress and their staff gathered for the National Lineworker Appreciation Day Reception on July 14 to recognize the dedication, skill, and sacrifice of the men and women who work every day to keep America's energy grid running. 

Hosted by the Edison Electric Institute (EEI), the International Brotherhood of Electrical Workers (IBEW), and the National Electrical Contractors Association (NECA), the event celebrated lineworkers as essential members of the nation’s energy workforce. 

EEI Chief Advocacy Officer Kiel Weaver thanked IBEW and NECA for their partnership, as well as the members of Congress who co-sponsored resolutions to honor America's lineworkers on July 10 in the U.S. House and Senate. 

“Most important, thank you to the lineworkers themselves. You are the face of this industry and the reason the lights stay on,” Weaver said. 

“America’s lineworkers are true heroes, through the wind and the hail, through bitter heat and cold, hurricanes, floods, and every kind of natural disaster you can imagine,” said IBEW International Secretary-Treasurer Paul Noble. “They do this for one reason—to keep the power going for our schools, our hospitals, our businesses, and our homes.” 

Noble also highlighted the importance of collaboration across the industry, recognizing the strong labor-management partnership between electric companies, workers, and contractors that improves safety and strengthens the electric power industry. 

NECA District 10 Executive Director Robbie Foxen emphasized that reliable electricity depends on the expertise and dedication of lineworkers. 

“Reliability doesn’t happen by chance. It happens because of the skill, dedication, and commitment of our nation’s lineworkers,” Foxen said. “Lineworkers are the first responders of the energy industry.” 

Foxen added that as America enters a new era of electrification and energy growth, lineworkers will play an increasingly important role in building, maintaining, and enhancing the electric grid. 

Congressman Donald Norcross (D-NJ), an electrician by trade and an active IBEW member, recognized the training and teamwork required to restore power during emergencies. 

“When the lights go out, when the storm comes in, we have a core group of well-trained individuals who know how to do it as part of a team,” Norcross said. 

He also acknowledged the risks lineworkers take to serve their communities. 

“The idea of putting your hands around the wire—15,000 volts—with only that glove protecting you, and going up heights of several hundred feet—this is what they do day in and day out,” Norcross said. 

The National Lineworker Reception served as a reminder that behind every light switch is a dedicated workforce committed to keeping communities powered, safe, and connected. As electric companies continue to deliver the energy of every day, lineworkers will remain essential to building and maintaining the infrastructure that powers America. 

Investor-owned electric companies power the lives of nearly 250 million people—nearly 3 in 4 Americans. Every day, they connect more than 3,200 new households and more than 200 new businesses to the grid. They account for 5 percent of U.S. GDP and power the other 95 percent.

It’s no surprise, then, that hundreds of electric company CEOs and senior executives, policymakers and regulators, and technology leaders and innovators traveled to Las Vegas in June for EEI 2026, the industry’s premier conference and thought leadership forum.

At a time when affordability, grid reliability, and rapidly rising demand are dominating policy debates in Washington and across the country, EEI 2026 convened a diverse mix of attendees and leaders to discuss how electric companies are powering the energy of every day while keeping electricity reliable and as affordable as possible.

Happenings in The Hub

From fireside chats to panel discussions and tech talks, The Hub was EEI’s center for networking and technology-driven content. Among the topics on the agenda this year: 

• Powering the Energy of Every Day: Sessions will cover how the industry is delivering customer value and innovating to meet demand growth.
• Generation Landscape: Speakers will discuss America’s generation mix, the role of nuclear technologies, and the potential of virtual power plants.
• Resilience and Reliability: Topics will include grid flexibility, balancing reliability and affordability, and lessons learned from storm seasons past.
• AI+: AI technologies are driving energy demand while reshaping how electric companies serve customers and power the economy.
• Grid-Enhancing Technologies: Panels will focus on innovations that are driving grid intelligence and making the most of existing infrastructure.

Congratulations to Duke Energy, Winners of the 2026 Edison Award!

EEI awarded Duke Energy with the 98th Edison Award for its DeBary Hydrogen Production and Storage System. Presented annually and selected by a panel of former energy industry executives, the Edison Award is the electric power industry’s highest honor. The award was presented in Las Vegas during EEI 2026, the institute’s annual conference and thought leadership forum.

“On behalf of EEI and our member companies, I am proud to congratulate Duke Energy for winning this year’s Edison Award,” said EEI President and CEO Drew Maloney. “By transforming Florida sunshine into stored, on-demand power, this hydrogen project is advancing what’s possible for clean energy storage and helping Duke Energy meet rapidly increasing energy demand while keeping customer costs as low as possible.”

Baltimore Gas & Electric and The AES Corporation were named finalists for the award.

Learn more about this year's winner and finalists.

Investor-owned electric companies will invest $1.4 trillion through 2030 to strengthen America’s energy infrastructure, increase grid resilience, and ensure reliable and affordable service to their nearly 250 million customers, according to a new capital expenditures projection released by EEI.

The data, primarily compiled from EEI member company announcements and financial statements, also shows that the industry’s annual capital expenditures hit a record $204.1 billion last year—a 14th-consecutive year of record-high investment. In 2026, capital expenditures are projected to jump 17 percent to $238.8 billion and continue climbing for the foreseeable future.

“America’s electric companies work every day to get more steel in the ground and electrons on the grid, improving reliability for customers and ensuring the United States is home to the industries, technologies, and jobs of tomorrow,” said EEI President and CEO Drew Maloney. “The grid is the most important engine in America, and these investments show our industry’s commitment to powering the U.S. economy and the lives of our customers.”

Independent studies, including recent analyses from Lawrence Berkeley National Laboratory and Charles River Associates, have found that rising energy demand can lower prices for customers by putting more electrons on the grid and spreading fixed costs across a broader base.

EEI maintains a running snapshot of $900 billion in data center and large-customer investments supported by member companies, representing more than 55 gigawatts of connected load. These investments are being supported with customers in mind, with tariffs and fair share agreements protecting American households from higher bills as a result of data centers. At the same time, these investments support reliability, resilience, and economic development opportunities in communities across the country.

The $1.4 trillion that investor-owned electric companies will invest in the grid between 2026 and 2030 is an increase from the previous projection of $1.1 trillion to be invested between 2025 and 2029. Rising energy demand driven by electrification, industrialization, the onshoring of manufacturing activity, and data centers and AI technologies are creating a need for new energy infrastructure of all kinds.

Review more of the industry’s latest financial statistics at eei.org/data.

On a new episode of The Deciders podcast, EEI President and CEO Drew Maloney joined Pulitzer Prize-winning journalist Brody Mullins and veteran D.C. strategist Lisa Camooso Miller to discuss rising electricity demand, responsible data center growth, grid innovation, and challenges facing customers in the PJM Interconnection market.

The following is edited for length and clarity:

Brody Mullins (BM): Drew, your career has spanned Capitol Hill, the Treasury, private equity, and now the Edison Electric Institute. Tell us about your journey.

Drew Maloney (DM): I grew up talking about political issues with my family. My mom worked on Capitol Hill. She was a staffer. My parents were introduced on a blind date by Senator Chris Dodd. I had an uncle that worked for Hubert Humphrey's campaign.

We always talked politics, and I knew, at some point, I wanted to get involved in politics. After college, I went down to Williamsburg, Va., and I ran a state senate campaign. It was the best experience that I had. You had to learn to make quick decisions, drive a message, and build a coalition at 22 years old.

From there, I came to Capitol Hill and got to work for some great members. Senator Roger Wicker, who was in the House at the time. Congressman Tom DeLay. What I really learned from them is how to put together coalitions.

Congressman DeLay was the Whip at the time, and he would often have Congressman John Murtha, a big Democrat at the time, and Congressman John Dingle in his office. They were trying to figure out how they could piece things together—how they could get things passed. Watching how they maneuvered and counted votes was instrumental in figuring out how to be an advocate here in Washington.

That had a natural progression toward advocacy. I was fortunate enough to go into the U.S. Treasury during the tax reform process, and then I worked in private-equity advocacy and am now here at EEI, which is the top trade association for electric utilities in the country.

It’s been a great ride. I’ve had great experience, and I love doing what I do.

BM: You worked at the Treasury Department during the first Trump Administration, and you mentioned the tax reform bill. Tell us about that journey.

DM: Looking back at 2017, you had Speaker Paul Ryan, who had probably started to think about tax reform when he was in kindergarten. You had Representative Kevin Brady, and then you had the Senate and Senator Mitch McConnell.

For 30 years, we hadn't had tax reform. You had to go back to 1986 before there was major tax reform. There was a lot of work that went into the thought process around tax reform coming into 2016-17.

You finally had in the White House a willing partner, a businessman who had been elected who understood the importance of tax reform and the economic growth that it can provide. It was a fantastic time to be part of something that was very unique. It really was a great partnership to have between House, Senate, and the White House.

Lisa Camooso Miller (LCM): Let’s talk more about your members, specifically, and what issues they’re focused on.

DM: EEI represents 63 different utilities. We have members in every state around the country, and we provide energy to 250 million Americans—75 percent of Americans get their electricity from us. There’s enormous growth, and we are there to meet that growth. That’s why we’re investing. We’re providing reliable and affordable energy.

This is an inflection point right now for the industry.

BM: Two of your biggest members recently announced a merger: NextEra Energy and Dominion Energy. Why is there consolidation in the industry right now?

DM: It's all about scale. In order to be able affordability and build out the grid to provide um a resilient system—a reliable system—you need as many resources as you can as you can capture. That’s one of the goals of the merger: You get that scale, and the beneficiary will ultimately be the customer. You can capture that and put downward pressure on rates over the long term.

LCM: What would you say is the biggest misconception about the electric utilities?

DM: The biggest misconception is that we really are innovators. If you think about the grid, it was first built about 150 years ago. It's probably the most critical economic and national security engine that we have, but it takes a lot of investment to maintain. That's why you see us investing more than a trillion dollars over the next four years in building out the grid.

What people don't see is all the innovation and technology behind the grid. We're constantly putting out new technologies that can determine whether the grid can handle more capacity so it can deliver more power to people's houses.

If you go into one of our control centers, it's like a starship inside. You can see your entire grid and know what's happening in one town versus another. If you have cold weather here and warmer weather there, you can keep moving things around to make the system as efficient as possible. You probably couldn't do that 20 years ago. It's an amazing amount of investment to make the system work better and be more resilient, more reliable for our customers

We are making the customer experience better by including information in bills that lets you figure out that it’s better to run your washer and dryer at night, or it’s better to plug in your car at night, charge your phone at night, because the electricity rate is cheaper when people are using less electricity.

One of the things that's really been critical over time is, now that we have more severe storms, whether it’s winter storms, tornadoes, hurricanes, or wildfires, we are developing these sensor technologies that can tell us when a tree is getting too close to a wire that may trigger a fire.

We can reroute systems when a line goes down so we can provide power and go around the downed line. There's so many of these technologies and so much innovation in our industry that people don't see every day.

LCM: Affordability is one thing that both parties are talking about right now. What are some of the things your members are doing to address that particular issue?

DM: I think the challenge right now is that we’re in this affordability debate where people are struggling—whether it’s groceries, food, health care, or energy prices. Every company is dealing with this and addressing it with their customers. We have programs that help customers who can’t pay their bills, that can stretch out payments. Every single company is wrestling with this issue. 

But I think what we have to do is keep reminding people of the value that we provide. If you think about your home, there are about 21 connected devices right now—your smartphones, your computers, your televisions—and on top of that, there are probably another 75 things that get plugged in… your hair dryer, your water heater, your electric toothbrush. All of this requires power. What our job during this time period is to remind people of that value—that for basically the cost of a box of cereal every day, all of those devices work. And that’s really an incredible feat.

LCM: Tell us about Energy of Every Day. What’s the message? What’s the goal of the campaign?

DM: We started this campaign about six months ago. The idea is to remind people of the value of what we provide. There's so much that happens in your daily life, from when you wake up to when you go to work to when you come home, that electricity drives.

You think about how transformational this has been over time. Thomas Edison builds his first power station in lower Manhattan to power Wall Street 150 years ago. Today, we have this enormous grid, this grid that's powering economic activity throughout the world. It's an amazing story, and that's what the Energy of Every Day campaign is telling. It's reminding them that everything they do in their lives is powered by us, and we do it as reliably and affordably as possible.

BM: We’re coming up on EEI 2026. Tell us about it.

DM: This is the leading conference for electricity leadership throughout the United States. We're going to have leaders of our companies in Las Vegas, along with leaders of tech companies, our partnerships, and government officials. It's a great opportunity to highlight some of these innovative technologies that we're using that are making the grid more reliable, safer, and keeping costs down—it's really the place to be if you're in electricity.

BM: There's a feeling that AI and data centers are really going to drive up demand for electricity and therefore increase customer bills. Is that true?

DM: It's not. A group called E3 put out a study that highlights the fact that data centers are not driving up costs. It's another one of these inflection points in the U.S. that, if you do this right, data centers can actually put downward pressure on rates.

There have been 23 states that have these large load agreements right now. If you look at those states and what happens after these data centers have been announced, you've had rate freezes in Alabama and Georgia. You've had cost reductions in Louisiana, Indiana, and Michigan. All of these states announcing these future data centers are going to see some downward pressure on their rate.

BM: And is that because the companies are paying back into the system? Where does the downward pressure come from?

DM: It's like if you have a bus, and the bus costs $100. If you have 10 people on that bus, it's $10 a person. But if you add 10 more people on that bus, it's suddenly $5 a person. The grid is a fixed-cost system. When you add a large payer on that system, it helps drive cost down for everyone on the system. It also allows for more investment so the system becomes more reliable over time.

LCM: You mentioned AI data centers. That’s a hot topic. What about these discussions do you think is misleading?

DM: If you take a step back on data centers, we currently have over 4,000 data centers in the U.S. already operating. So much of our daily life involves data centers that we don’t see—online shopping, posting memes on the internet, online banking, health records.

All these activities happen in AI data centers. I think it’s overcoming that natural aversion to data centers. What we have to do is talk about the benefits to customers and dispel the myths that electricity rates are going up because of data centers — because they’re not.

LCM: Who is paying for the new infrastructure to build and maintain the data centers?

DM: The data center companies are paying for it. It’s pure and simple. They’re bringing their own power by paying for that. They’re paying for the interconnection. They’re paying for the grid upgrades. That’s why you see most of this regulated at the state level.

You’ve seen these 23 states and another handful of states pending these large-load agreements which require these data centers to pay their fair share. There’s no free ride that they’re getting. That’s a big myth. You also can’t engage early enough. I think one of the challenges we’re seeing is you have to be transparent about what you’re doing as an AI data center in a community, and you have to engage early.

We've had a history of more than 100 years in most of these communities providing power. We know what it takes to have that customer relationship, and they need to do that as well. They can partner with us in a lot of cases.

BM: Does permitting reform have a chance of passing this year?

DM: It’s the one issue Congress can actually work on that can affect the affordability debate. It takes up to a decade or longer to build transmission lines or generation facilities because of the permitting process. You’ve got to get multiple permits from multiple agencies. The agencies don’t talk to each other. This is an opportunity to fix that.

And the cost of that delay can be up to 25 percent of a project. If Congress wants to do something about affordability with electricity prices, this is a great first step.

I’m really optimistic. I’ve been here about 30 years. I have never seen an effort so focused on trying to get permitting reform done. The number of groups, the resources being put into this, the bipartisan energy trying to get this done—I’m optimistic.

Whether it gets done between now and November or now and December, I don’t know. But I feel like now is the time to do it. There’s a lot of interest on both sides of the aisle and a recognition that we do have to do something.

It’s been too long and these regulations have become too burdensome.

LCM: When you think about regulators and how they plan for short-term and long-term, how do regulators and electric utilities balance investment in long-term infrastructure versus near-term need?

DM: The good news with the utility industry is we plan over a 30- to 50-year process.

We build power plants, transmission lines, distribution systems meant to last 30 to 50 years.

That means we can spread the cost out over that amount of time, which is really better for the customer over the long term.

BM: Charles River Associates recently did a study on your industry. What did they conclude?

DM: They highlighted the fact that data centers are not driving cost for customers.

They also highlighted that about 34 states have kept their average electricity rates below the national average. The whole debate on electricity cost is different region by region. The Southeast has maintained lower rates. California has had higher rates largely because of wildfire mitigation. They’ve had to bury lines and do more to protect wires against fires. That costs money and is ultimately borne by the customer.

In PJM and the New England area, there’s just a lack of generation. It’s a deregulated market, and in a high-growth time period when you can’t control the generation build, the customer is suffering in those marketplaces.

BM: You mentioned deregulation. It sounds like after 20 years they’ve learned some things in the Northeast. Talk about that.

DM: I think the problem is the deregulated market in PJM is broken, and customers are paying the price. The power generators—which can be 50 percent or more of your bill in these markets—are unregulated. That has to get fixed. The states have no real control over them, but they have control over us.

The people getting utility bills get them from us, but more than half of the bill in PJM is not imposed by us. Everyone—including the White House—has acknowledged that the PJM market is not working and that it has to get fixed. We need more steel in the ground. We don't really care who builds it. We'll build it. They can build it. But somebody needs to start building.

If nobody’s building, the generators are going to keep making more money and customers are going to keep paying.

BM: For my entire life Republicans have said deregulation is good and leads to lower prices. Now you’re saying, in this particular case, deregulation is bad and led to higher prices.

DM: I think this is a unique time period. We’re in a very high-growth period. You need a lot of planning, and in this deregulated marketplace it’s tough to match those up.

The generators will say they’re not getting a big enough price to build more. If you think about our obligation to serve, we have to provide power to everybody. That’s why it’s historically been a regulated business. You want everybody treated equally across the system.

If you leave it to a totally deregulated model, everybody flocks to urban areas and rural areas get left behind, because it costs more money to string a wire to fewer people. It’s a model that has worked for 150 years, and we’re very proud of it and committed to our customers.

LCM: You mentioned storm response earlier. Talk about that process and where you’re seeing the greatest impact.

DM: My first experience with a storm at EEI was Winter Storm Fern, which was a huge ice storm that started in Texas and worked its way across the Mid-Atlantic and ended up here with “snowcrete.”

It was a significant event that ended up having about a million homes out of power on Day 1. Ninety percent of those homes were back up within days.

What people don't understand about our industry is we have this huge mutual assistance program. Days before the storm, we get on calls with our government partners in Washington, in states and localities, and all of our other utilities in unaffected states. We mobilized 65,000 line workers from 44 states, working 24/7 in really tough conditions. If there's a line down in a particular county, we know and we send the crew out there. It’s an enormous collective effort where everybody shares.

Not only do they share line workers and personnel, but they share equipment. If you need a transformer in Alabama and there’s one sitting in Idaho, we’ll get it down there. It’s an amazing collective effort to keep the lights on.

LCM: It’s amazing. They’re these unsung heroes that nobody realizes. They’re traveling often from three or four states over to come in and get the line back up and running.

BM: You worked in the first Trump Administration. You worked in the transition going into his second term putting many officials in place. How would you describe your work with the Administration?

DM: We’ve worked very well with the Trump Administration on energy policy issues and find the working relationship to be good. Like a lot of things, you play the long game with any Administration.

We maintain a good working relationship. There are things we don’t always agree on, but, nonetheless, we keep pursuing what we want to do, which is provide more reliable and affordable power.

BM: What decision from the past year are you most proud of?

DM: Hiring a great team. We had a great team at EEI. We built an even stronger team and integrated that team to really deliver the results in this modern-day advocacy environment. That’s been my proudest moment.

BM: What’s one thing you’d like to do over?

DM: If you look back at the year, I was so focused on dealing with everything inside EEI.

I really want to spend next year going out in the field, visiting plant facilities, going to more operations, seeing the line workers and how they actually repair lines. That’s my next-year goal: to get out there and do more in the field and get out of the Washington bubble.

BM: What’s something people in Washington are not thinking about but should be?

DM: I think right now it’s a time period where you don’t have to swat at every fly.

You have to be very calculated in what you’re going to do and you have to play a longer game. Don’t get caught up in the emotion. There’s going to be a negative tweet by somebody. There’s going to be an op-ed you don’t like. There’s going to be a quote in a story you don’t like. But don’t overreact.

You have to have a long game. You have to stay focused and don’t get knocked off it. Most Americans are not paying attention to all the little tweets, op-eds, comments, and papers.

Stay focused on your long game.

In a new interview on The Energy Gang podcast, EEI President and CEO Drew Maloney discussed rising electricity demand and the need for new generation, permitting reform, and responsible data center growth. 

Listen to full episode here. 

Managing Data Center Growth Responsibly: 

“The goal is clear: we don’t want existing ratepayers to bear the burden of new data centers,” Maloney said. “When it’s done right, these investments can actually put downward pressure on rates.” 

He pointed to the increasing number of large-load agreements and the White House’s Ratepayer Protection Pledge, designed to ensure data centers and other large customers pay their fair share and help reduce costs for local families and businesses.  

Historic Electricity Demand and Grid Investment: 

“When you look back at America’s history, the transformational infrastructure investments were railroads, the interstate highway system, and the electric grid,” Maloney said. “Today, we are once again investing in the most critical engine of our economy—the electric grid.” 

“In the last two years, we’ve seen demand growth double, and it will likely continue,” he added. “At the end of the day we need more generation and more steel in the ground.” 

Affordability and Reliability: 

“Americans are feeling cost pressures across the board—food, health care, housing, and energy,” Maloney said. 

He noted that electricity prices vary by region, but data show about 34 states have kept rates below average over the past five years. 

“When Americans flip a light switch, turn on their heat or air conditioning, or plug in their phones, they expect it to work,” he said. “That’s our commitment—to deliver reliable and affordable power every day.” 

PJM and the Need for New Generation: 

Maloney also addressed ongoing challenges in the PJM Interconnection region, highlighting concerns about rising costs and a lack of new generation in the region. 

“There’s bipartisan frustration—from FERC, the White House, and governors—because this is not sustainable,” he said.  

Permitting Reform and Building Infrastructure Faster: 

“We’re seeing momentum around solutions, including permitting reform, which is critical to getting projects built on time and at lower cost,” Maloney said. 

“It can take a decade or longer to build transmission in the United States,” he added. “That delay can increase project costs significantly—and those costs are ultimately borne by customers.” 

Convening Energy and Technology Leaders at EEI 2026 in Las Vegas (June 2-4): 

“At EEI 2026 in Las Vegas, we’ll bring together one of the largest gatherings of electricity experts and thought leaders,” Maloney said. “We’re looking forward to hearing from leaders across the energy and technology sectors as we work together to power America’s future.” 

Lawmakers on Capitol Hill put America’s transmission infrastructure front and center Wednesday during a House Energy & Commerce Committee hearing.

Policymakers and industry experts focused on permitting for, investing in, and upgrading one of the energy grid’s central pillars: the transmission network integral to moving electrons from power plants to homes, businesses, and government facilities across the country.

Southern Company Senior Vice President of System Planning Clay Rikard represented America’s investor-owned electric companies during the hearing.

Rikard stressed to lawmakers that “we are experiencing unprecedented load growth, and our electric utilities are moving with speed to provide power to our customers that is both reliable and affordable.”

Read on for highlights and key takeaways from Rikard and the other energy leaders testifying before the panel:

America’s Electric Companies are Protecting Customers Amid Data Center Buildouts

Transmission Is the Backbone of the Energy Grid

The Federal Government Has a Role to Play…

…But State- and Region-Specific Solutions Are Vital

The Regulated Business Model Puts Customers First

Federal Permitting Reform Is a Must

Since 1922, the Edison Electric Institute (EEI) has presented the Edison Award, which annually recognizes a member electric company for leadership in innovation and excellence in grid operations.

An independent panel of reviewers evaluated nominations for the 2026 Edison Award and selected The AES Corporation, Baltimore Gas & Electric, and Duke Energy as finalists.

“This year’s Edison Award finalists exemplify how EEI’s member companies are committed to developing and deploying innovative technologies and solutions that are enhancing grid reliability while lowering operating expenses,” said EEI President and CEO Drew Maloney. “Our members are meeting this critical moment in our industry through smart investments and a continued focus on powering the energy of every day for the customers and communities we serve.”

The winner of the 98^th Edison Award will be selected by a panel of former electric company chief executives and then announced during EEI 2026, the association’s annual conference and thought leadership forum, to be held June 2-4 in Las Vegas.

Read on to learn more about this year’s finalists.

The AES Corporation

• Strengthening Workplace Safety With Haven Safety AI

Crew and customer safety is a top priority for the electric power industry, and The AES Corporation has significantly strengthened workplace safety through its partnership with Haven Safety AI.

The new AI tool, which AES co-developed, takes large amounts of safety incident data and turns it into rapid, evidence-based root cause analysis (RCA) findings within hours of an incident occurring. This has reduced the amount of time AES employees spend on RCA investigations by 80 percent.

The platform’s insights also inform proactive, corrective actions across high-risk field work, which have improved the company’s prevention and operational resilience. In addition to providing incident-specific data and analysis, the platform also evaluates the data for leading indicators, emerging risks, and pathways to system-wide corrective actions.

By utilizing Haven Safety AI, AES is spending less time on incident reports and more time in the field advancing safer, smarter, and more efficient energy operations.

Baltimore Gas & Electric

• Improving Reliability Through Automatic Restoration Capabilities

Over the past six years, Baltimore Gas & Electric (BGE) has deployed motor-operated switchgear (MOS) into its auto-restoration system (ARS), expanding the system’s capabilities to underground feeders and addressing a gap in BGE’s distribution automation strategy.

MOS offers a cost-effective solution to automatically restore customers on underground feeders, which make up 66 percent of BGE’s primary distribution lines. Between 2020-2025, BGE installed 144 MOS devices onto its distribution system to monitor the technology’s performance and impact on customer reliability. After a successful field pilot, BGE incorporated the MOS devices into its ARS—a pivotal integration that created customized feeder configurations and automated restoration algorithms. The technology also seamlessly integrates with both new and existing infrastructure.

BGE’s MOS deployment has avoided more than 5,000 service interruptions for customers in the past year, underscoring how BGE has utilized these cost-effective, “self-healing” tools to improve customer reliability.

Duke Energy

• DeBary Hydrogen Production and Storage System

Duke Energy’s DeBary Hydrogen Production and Storage System is a first-of-its-kind, end-to-end facility that produces, stores, and combusts up to 100-percent green hydrogen generated from solar energy.

Powered by Duke Energy’s DeBary solar facility, two 1-megawatt (MW) electrolyzers split water into oxygen and hydrogen. The hydrogen is captured and stored on-site—then used as on-demand fuel for a peaking combustion turbine upgraded to run on a natural gas-hydrogen blend today, with the capability for 100-percent hydrogen combustion.

In December 2025, DeBary set a world record—generating 50 MW using 100-percent green hydrogen combustion—proving the technical feasibility of this approach and setting a new benchmark for the industry. By converting excess solar energy into stored hydrogen, Duke Energy’s DeBary system transforms Florida sunshine into on-demand power that strengthens grid reliability and helps keep costs as low as possible for customers.

Nelson Peeler, Duke Energy Senior Vice President for Grid Strategy, Planning, and Integration, stressed to lawmakers that “large new electricity customers, if integrated into the grid responsibly, present local economic development opportunities and can limit rate growth by spreading the fixed costs of the grid across a larger base.”

Watch a recording of the hearing, and see below for highlights and key takeaways:

1. The Regulated Business Model Benefits Customers.

Electric Perspectives:

2. Companies and Regulators Are Protecting Customers From Added Costs.

Electric Perspectives:

3. One-Size-Fits-All Data Center Solutions Are Unrealistic.

Electric Perspectives:

4. Grid Investment Will Be Critical to Meeting Demand.

Electric Perspectives:

5. Grid-Enhancing Technologies Are Making the Most of Existing Assets.

Electric Perspectives:

4 Takeaways:

1. Industry and Government Agree: Tech Companies Should Pay Their Fair Share.

Context: Electric companies and their government and regulatory partners are aligned on protecting residential customers by ensuring data centers and large loads pay for the infrastructure needed to meet their energy demand.

Many data center developers are also on board, particularly after the White House unveiled its Ratepayer Protection Pledge to ensure tech companies pay their fair share to access the grid.

EEI in March published a snapshot of the data center projects its members are engaged in, detailing 39 gigawatts of projects and $840 billion in investments. These projects are bringing economic development to communities across the country without raising customers’ bills.

Electric Perspectives:

2. Companies Are Protecting Customers.

Context: Twenty states have approved a large load tariff, charging higher, specialized rates to large load customers to ensure they fund the grid upgrades and infrastructure projects needed to meet their energy demand. Nine other states are actively considering them.

Two states where tariffs have been approved are Alabama and Georgia, where Southern Company has implemented multi-year rate freezes thanks to data center and large load development.

A recent report from Charles River Associates (CRA) found that—outside of the PJM region—data centers have not driven up residential rates.

Electric Perspectives:

3. Market Structure Matters.

Context: Vertically integrated companies that own their own generation are among the most closely regulated operations in the country, with rates and investments approved by public service commissions through open and transparent rate reviews.

Electric companies, state regulators, consumer advocates, local officials, customers, environmental groups, and other stakeholders have input on generation, transmission, and distribution decisions—which is beneficial when major investments like data centers are being considered.

Several speakers at the event noted the PJM region lacks vertical integration, exacerbating some of its recent challenges.

Electric Perspectives:

4. Companies Need to Communicate Customer Benefits.

Context: Although public sentiment on data centers is low, EEI members are leading projects that are bringing new jobs, tax revenues, energy infrastructure, and local investments to communities across the country without driving up customer bills.

Womack and Lake indicated there is no shortage of success stories nationally and that industry and government can do a better job communicating benefits directly with customers.

Electric Perspectives:

What’s Next:

• Duke President and CEO Harry Sideris will feature in the next EEI-Axios Live event scheduled for September.
• The CRA rate analysis has more information about data centers and customer impacts, detailed in a recent Electric Perspectives podcast episode.
• A recent Lawrence Berkeley National Lab report indicated growing demand from data centers and businesses can help lower costs for states and communities.
• Data centers and rising energy demand will be a key topic of conversation at EEI 2026, to be held June 2-4 at the Fontainebleau Las Vegas. Register today at eei.org/2026.

The electric grid is the backbone of America’s daily life, enabling everything from economic activity and public safety to communication and innovation. Surging energy demand, extreme weather, emerging technologies, and electrification are impacting the grid and consumer power bills, making today’s decisions matter more than ever.

EEI joined Axios Live in April to host a series of conversations about the grid and the policy, planning, and investment decisions needed to improve and maintain a resilient grid for the decades ahead.

Scroll through for highlights from the event, and watch a full video recording above or at the Axios Live YouTube channel.

Electric Perspectives (EP):

Linda Apsey (LA): One of my proudest accomplishments was making the decision to join ITC 23 years ago. ITC pioneered the independent transmission company model in the United States, emerging from the divestiture of transmission assets and growing into a leading owner and operator of high‑voltage electric infrastructure. At the time, making that move felt like a significant risk.

Still, I believed deeply in ITC’s vision and in what we were trying to build. I chose to take the risk, fully knowing that failure simply wasn’t an option. That decision not only shaped my career but also instilled a lasting sense of ownership and accountability.

That shared commitment became foundational to ITC’s culture, which is something I am incredibly proud of having had a part in creating.

EP: What are the biggest policy shifts that you have seen during your career?

LA: ITC was born out of one of the most significant policy shifts I’ve seen in my career from the Federal Energy Regulatory Commission (FERC). FERC Order No. 888 required utilities that owned transmission to provide open, non‑discriminatory access to their systems.

At the time, there was a view that vertically integrated utilities could favor their own generation by limiting transmission access. As a result, the policy encouraged functional—and, ultimately, structural—separation between generation and transmission. That shift set the stage for DTE Energy (formerly Detroit Edison) to divest its transmission assets and led to the creation of ITC.

With that singular focus on transmission, ITC had a unique perspective early on. From the beginning, we engaged in public and regulatory policy, helping shape conversations about what the future of transmission should look like. Regulators paid attention.

Many of the policies in place today around transmission planning, cost allocation, and investment incentives were informed by our early leadership and advocacy.

ITC President and CEO Linda Apsey testified before the Senate Budget Committee on July 31, 2023, highlighting the increasing need for infrastructure investment and the role policymakers can play in streamlining permitting and planning.

EP: How do we expand America’s transmission capacity to meet rising energy demand?

LA: Expanding America’s transmission capacity really starts with proactive, long‑term planning. We need to be honest about where demand is headed and make smart investments now in the infrastructure that will give us flexibility and efficiency in the future.

When we try to cut corners or delay those decisions, it doesn’t save money. It almost always pushes costs and constraints on customers down the road—and that’s not acceptable.

Policymakers, regulators, and industry leaders are increasingly recognizing that the best way to address affordability concerns is to invest in more generation and more transmission. That means modernizing the regulatory and permitting process so major transmission projects can move forward more efficiently with greater certainty and fewer delays.

Proactive planning, regulatory certainty, and sustained investment are how we build the grid of the future.

EP: How have you seen the industry’s focus on resilience evolve over the years?

LA: When ITC was first established, we acquired transmission assets that had seen little meaningful investment for 30 to 40 years. They required significant attention. Early on, we made a deliberate decision that if we were going to be a standalone, transmission‑only company, we needed to be exceptional at what we do.

Over decades of sustained investment and maintenance, we significantly improved the performance of those assets. Systems that were once third‑ or fourth‑quartile performers from a reliability standpoint have been transformed into top‑quartile— and, in many cases, top‑decile— performers today. That long‑term commitment to investment ultimately paid off when rebuilt portions of ITC’s 138‑kilovolt transmission lines in northern Michigan withstood the ice storm in spring 2025. The powerful winter system moved across much of northern and parts of south‑central Michigan, bringing severe ice accumulation and widespread outages, marking the most severe system damage in ITC Michigan’s history. Working around the clock, ITC, in coordination with distribution utilities and Michigan’s State Emergency Operations Center, repaired damage to impacted portions of the system. These restoration efforts were most recently recognized by EEI with a 2025 Emergency Response Award.

On December 16, 2023, ITC President and CEO Linda Apsey received an honorary Doctor of Business degree from Michigan State University, where she also delivered the Fall 2023 Commencement Address to graduating students across multiple colleges.

EP: Who or what has been a source of inspiration to you throughout your career?

LA: A major source of inspiration for me was ITC’s founder and first CEO, Joe Welch. Our paths first crossed at Detroit Edison, where he took me under his wing and became a mentor for much of my career. He was a visionary leader whose bold decisions and deep commitment to both the business and our people helped define ITC in its earliest days and shape the company it is today.

I was deeply saddened by his passing in the summer of 2025. Joe’s passion for the critical infrastructure we build and maintain, along with his unwavering focus on our employees, served as a constant guide when I stepped into the role of CEO in 2016. I remain grateful for the time we shared and for the belief he had in me.

EP: What can you say about the culture you've fostered at ITC Holdings Corp.?

LA: During my time at ITC, the thing I’m most proud of is the culture we’ve built, and, just as importantly, how intentional we’ve been about it. Culture doesn’t happen by accident. It takes focus, consistency, and a shared commitment to what really matters.

When I look at our values—being better together, driving value for those we serve, maintaining an unwavering commitment to safety, taking an enterprising approach, and leading with integrity and responsibility—I don’t see them as words on a wall. I see them as something that truly anchors who we are, both collectively as a company and individually. Those values guide how we show up every day, how we treat one another, and how we make decisions, especially as we look to the future.

History has also played an important role in shaping who we are. The elements that defined ITC in its early days like the grit, the sense of purpose, and the willingness to do things differently, are still very much a part of our identity today. We’ve held onto those foundational traits while continuing to evolve and I think that balance has been incredibly important.

One thing I’ve always cared deeply about is fostering a true culture of belonging. I want every employee to feel they can be successful and that they are supported along the way. We are invested in the employee experience, and, in return, our employees are invested in the company. That sense of shared success is incredibly powerful.

As I pass the baton to the next generation of leaders and employees, I hope they take all the best things we’ve created and build on them. If they can hold onto that “secret sauce”—the sense of purpose, connection, and mutual respect—I believe ITC will continue to be a place where people feel motivated, inspired, and proud of the work they do.

On October 14, 2016, ITC Holdings Corp. became a subsidiary of Fortis Inc., and Linda Apsey was named President and CEO, succeeding ITC founder and longtime leader Joe Welch.

Tracing their origins back to Thomas Edison's Pearl Street Station, America's first commercially operated power plant, electric companies have supplied the United States with the reliable, affordable energy needed to power revolutionary inventions like at-home refrigerators, television sets, central heating and air conditioning systems, personal computers, and smart phones.

“Electricity Has Built an Empire in America,” read a headline in The New York Times published June 22, 1930. “In 50 years since the incandescent lamp was invented, it has brought about a revolution of life and industry.”

The growth of electricity was rapid in the United States between 1900 and 1950. By 1908, roughly 10 percent of American households were connected to the grid. That number would expand to 90 percent by 1949.

“Electricity is a modern necessity of life, not a luxury. That necessity ought to be found in every village, in every home, and on every farm in every part of the United States,” President Franklin Delano Roosevelt said during an address in 1932.

From left to right: EEI Chief Communications Officer Emily Schillinger, Con Edison Vice President of Communications Carolyn Vadino, Con Edison New York President Matthew Ketschke, EEI President and CEO Drew Maloney, New York Stock Exchange Head of U.S. Listings Tara Dziedzic, EEI Senior Manager of Investor Relations Jacob Moshel, and EEI Executive Director of Government Affairs Kristen Siegele.

EEI President and CEO Drew Maloney, along with other EEI leaders and Con Edison New York President Matthew Ketschke, delivered an energy outlook for Wall Street investors on Thursday after ringing the Opening Bell at the New York Stock Exchange (NYSE).

“America’s investor-owned utilities are powering our nation. We are investing more than $1.1 trillion over the next four years in the energy grid to ensure adequate transmission and generation to meet the needs of America,” said Maloney on the floor of the NYSE ahead of EEI’s Wall Street Briefing. “We’re also seeing demand for more power. We are working closely with state and federal governments to ensure that we provide that power in an affordable and reliable way.”

Maloney and Ketschke were joined by NYSE Head of U.S. Listings Tara Dziedzic, EEI Chief Communications Officer Emily Schillinger, Con Edison Vice President of Communications Carolyn Vadino, and EEI Executive Director of Government Affairs Kristen Siegele as they rung the Opening Bell in celebration of EEI and its member companies delivering the energy of every day, and to recognize the more than 200-year legacy of Con Edison—the longest continuously listed company on the NYSE—serving New York City and the NYSE.

“If you think about the most important engine in America, it’s the electrical grid,” said Maloney. “If the electrical grid is not delivering power, America doesn’t work. We take that responsibility very seriously, and we want to ensure the affordability and reliability of the grid continue for the next 250 years.”

To learn more about how EEI and its member companies are providing the energy of every day and powering American innovation, visit EEI’s website.

On March 16, leaders of EEI member companies and International Brotherhood of Electrical Workers (IBEW) locals convened for the National Labor and Management Public Affairs Committee (LAMPAC) conference in Washington, D.C. 

During the conference, officials explored challenges and new opportunities facing the energy industry and its workforce. They also discussed how policies and regulatory support can drive energy infrastructure buildout as electric companies work to meet rising demand and connect large load customers to the grid. 

“The partnership between EEI and IBEW is essential to delivering reliable energy to the communities we serve across the nation,” said EEI President and CEO Drew Maloney during his opening remarks. “Ninety percent of EEI member companies’ organized labor are represented by the IBEW, and that partnership is foundational to our success.” 

“What an amazing time to be in the industry,” said IBEW Director of the Utility Department and National LAMPAC Co-President Drew Stover. “The buildout and expansion of our infrastructure and workforce ahead of us is like nothing we have seen in decades.” 

Powering Partnerships 

The first panel, “Powering Leadership and Partnerships in the Industry,” highlighted the top priorities for America’s electric companies and their workforce and reinforced the value of a strong labor-management partnership. Maloney moderated a panel featured EEI Chair and Exelon President and CEO Calvin Butler; Ameren Corporation Chairman, President and CEO Marty Lyons; IBEW International President Kenny Cooper; and IBEW International Secretary-Treasurer Paul Noble. 

When Butler was serving as president of Baltimore Gas and Electric, an Exelon subsidiary, he worked on union negotiations with Cooper, who was IBEW Vice President of the Fourth District at that time. 

“We wanted the best for our employees, our company, and our communities. When you get through all the noise, that was at the core of what was driving us and has guided our relationship,” Butler said. 

“It’s not how we agree that matters; it’s how we disagree,” Cooper said. “Most of the time, we find common ground.” 

Lyons applauded IBEW workers’ efforts to help with recovery efforts after a major storm hit communities served by Ameren last year. 

“The partnership we had with IBEW is fantastic. Last year, we had a tornado come through downtown St. Louis. When you saw the devastation this tornado left, it looked like a war zone,” Lyons said. “We had 3,000 folks come out to help with recovery. We deployed $100 million over the course of eight days. We got customers restored … at the end of the week, I was truly emotional seeing what our crews were able to do.” 

“We’re better together,” Noble agreed, “and we can accomplish a lot more together than if we go alone.” 

To learn more about National LAMPAC, visit its website. 

2026 LAMPAC Awards 

Each year, the John D. Dingell Award and the Edwin D. Hill Award are presented during the LAMPAC Award Ceremony. This year, EEI and the IBEW presented the first Edwin D. Hill Award to Ameren Missouri and IBEW Local 1439 for their partnership to advance economic development in the communities they serve. Learn more about Ameren Missouri and IBEW Local 949’s initiative. 

The second Edwin D. Hill Award was presented to Alliant Energy, IBEW Local 949, and IBEW Local 204 for their work to educate voters about a proposed ballot initiative that jeopardized union jobs and energy reliability for customers. Learn more about Alliant Energy and IBEW Locals 949 and 204’s efforts. 

The John D. Dingell Award was presented to Senators Susan Collins (R-ME) and Jack Reed (D-RI) in recognition of their steadfast support for the Low Income Home Energy Assistance Program (LIHEAP). Learn more about Senators Susan Collins (R-ME) and Jack Reed's (D-RI) work to champion LIHEAP. 

Scroll through the photo gallery below.

Left to right: NARUC President Ann Rendahl, NCTA President and CEO Cory Gardner, EEI President and CEO Drew Maloney, NRECA CEO Jim Matheson, American Water Executive Vice President and Chief Operating Officer Cheryl Norton, AGA President and CEO Karen Harbert, Florida Commissioner Mike La Rosa.

Industry-government coordination was front and center during the National Association of Regulatory Utility Commissioners (NARUC) Winter Policy Summit in Washington, D.C., in early February.

Only two weeks on from Winter Storm Fern, a historic winter weather event that impacted more than 200 million Americans and prompted the largest mutual assistance activation the United States had seen since Superstorm Sandy, mutual assistance and storm response were fresh on the minds of the of state commissioners, federal officials, electric company leaders, and other stakeholders who attended the annual gathering.

“The effort and the coordination among federal, state, local officials, our members, working across the industry, was amazing,” EEI President and CEO Drew Maloney said during a panel discussion, highlighting the significance of pre-positioning crews and resources “days before the storm hit.”

More than 65,000 workers from America’s electric companies braved frigid and hazardous conditions to restore power to impacted communities. The scale of this effort required regular and close communication with a range of stakeholders, Maloney said, highlighting industry coordination through the CEO-led Electricity Subsector Coordinating Council (ESCC) and regional mutual assistance groups, which was critical to ensuring a safe and efficient response.

“The grid is the most important engine in America. If the grid doesn’t work, America doesn’t work,” Maloney said, noting that companies are actively investing to make the grid more resilient to threats like winter storms. “Our members will be investing more than $1 trillion in the coming years to make it more reliable, more resilient, and more affordable.”

Industry response to Fern was a driver of conversation throughout the NARUC summit. During a separate keynote, Under Secretary of Energy Alex Fitzsimmons, director of the Office of Cybersecurity, Energy Security, and Emergency Response, highlighted the federal government’s work through the ESCC to ensure crews and resources deployed to the areas that needed them most.

“The bulk power system held up, and we should be proud of that. We all should be proud of that effort,” Under Secretary Fitzsimmons told the NARUC audience.

Now two weeks on from a historic winter weather event that blanketed more than 200 million Americans in ice, snow, and frigid temperatures, industry and government leaders have been outspoken about the importance of close and regular communication ahead of and during Winter Storm Fern.

“Before the winter storm began, through the mutual assistance program run through the Electricity Subsector Coordinating Council (ESCC), we had 65,000 utility workers ready to go, not just to make repairs in their own service territories, but across the entire affected area,” Deputy Secretary of Energy James Danly during a recent press briefing.

Deputy Secretary Danly noted that “we had crews moving from state to state offering assistance,” which is why workers were able to respond so quickly to “a peak of just about 1 million outages.”

“The bulk power system held up, and we should be proud of that. We all should be proud of that effort,” Acting Under Secretary of Energy Alex Fitzsimmons, director of the Office of Cybersecurity, Energy Security, and Emergency Response, said during a keynote address at the National Association of Regulatory Utility Commissioners (NARUC) Winter Policy Summit.

Under Secretary Fitzsimmons stressed the “strong partnerships” the federal government maintains through the ESCC that helped facilitate response to a storm that impacted more than 200 million Americans.

““The effort and the coordination among federal, state, local officials, our members, working across the industry, was amazing,” EEI President and CEO Drew Maloney said during a NARUC panel discussion.

Tens of thousands of workers from at least 44 states were active throughout the Southeast and Mid-Atlantic in recent weeks, working through snow and ice to perform damage assessments and begin restoration work when it was safe to do so.

“The impact from this storm cannot be overstated, and the industry’s response in the wake of Fern was extraordinary,” EEI Senior Vice President for Energy Security and Industry Operations Scott Aaronson said during a recent United States Energy Association briefing. “There is a culture of mutual assistance in this industry.”

Aaronson noted that the energy industry was working “in lockstep, from the earliest stages of the storm,” with the federal government and with state and local partners to ensure an efficient restoration process. He stressed that cross-industry partnerships are vital to restoring power to customers.

Aaronson also underscored how EEI member companies’ investments in grid resilience and smart grid technologies—in part to meet growing energy demand from AI, data centers, and the onshoring of manufacturing—enabled a faster restoration process.

“This forward planning has allowed us to better meet growing demand, and also to lessen the impact of and quickly respond to extreme weather events,” he said. “Resilience investments matter.”

In a new, wide-ranging, on-camera interview with the Washington Examiner, EEI President and CEO Drew Maloney called on Congress to streamline siting and permitting processes, which he said would “go right at the affordability issue” for customers.

“In order for us to maintain our global competitiveness, we have to be able to build generation and transmission faster than we do today,” Maloney said. “The cost imposed by permitting delays and litigation puts too much on the customer. We need [reform], and we need it as soon as possible.”

Maloney estimates red tape adds up to 25 percent to the cost of building new energy infrastructure. It also inhibits America’s global competitiveness, he said, noting that “China can build a power plant in one to two years, and it takes us more than a decade.”

Maloney also discussed the findings of a new study from Charles River Associates, which analyzed historical government data and found that electricity rates have tracked at or below inflation in 34 states during the past five years. It also found that data centers have not been a driver of rate increases in states outside of the PJM Interconnection in the Mid-Atlantic.

“Data centers really aren't driving the cost. There’s a lot of long-term planning that you see in some states—you've got it in Georgia and Louisiana, Mississippi—where they can save billions of dollars for customers over the time of the investment in the data center,” Maloney said.

Among other topics discussed:

On lowering costs for customers:

“Electric companies every day are working with their customers to identify more efficiencies in the system, whether it's grid-enhancing technologies that lower costs, software development that can ensure power is well balanced in the system.”

On partnerships with data centers:

“What these large load agreements are trying to do is protect customers. They're requiring the data centers to fund their interconnection, fund upgrades to the grid, and ultimately benefit the customer. If you look at a lot of the recent announcements that we've seen, the benefits to customers, the benefits to the local tax base are in the billions of dollars. Over the long term, this is a win-win for the communities, for the electric companies, for the customers, because we're going to get a more resilient grid.”

On permitting reform prospects:

“I think now is the time. There is a recognition that, in order for us to maintain our global competitiveness, we have to be able to build generation and transmission faster than we do today. It's the only way to address the real affordability problem, because the cost imposed by permitting delays and litigation puts too much on the customer.”

On the industry’s commitment to resilience:

“The grid is the most important engine in America. If the grid doesn't work, America doesn't work. And it requires investment. That's why you're going to see America's electric companies invest more than $1 trillion during the next four years—to make sure that the grid is reliable and as affordable as possible every single day.”

On response to Winter Storm Fern:

“You saw 65,000 lineworkers come from around the country to go down to the Southeast to work through two inches of ice to try to get wires back up and running, cut trees down, and work through the night to make sure that people had power back at their houses. That’s what we do in this industry. We pitch in. We ensure that the grid—which is the economic and, I would argue, national security backbone of the country—is always up and running.”

On electricity rate stability:

“What most people don't understand about electricity rates is they are really set at the state level. You have to look at the state averages, and there are some states—on the West Coast, especially California, and also New England and New York—that have disproportionately skewed the national average.”

On the importance of an all-of-the-above energy approach:

"We need all of the above. You look at a state like Iowa—a large percentage of their power comes from wind. Texas has a good mix of wind and solar. You see during a storm like Fern, where we became very reliant on fossil fuel as sort of base load—you need that, too. We need more nuclear. We need it all. We support it all, and, as we say, we need as many electrons on the grid as possible right now."

Americans’ electric bills have been widely protected from increases related to data center development, according to a new study from Charles River Associates (CRA) that shows average retail electricity rates have largely tracked with inflation during the past 10 years.

The report compiled data from the U.S. Energy Information Association and Federal Energy Regulatory Commission and found that while electricity rates vary widely by geographic location, “for most customers, rates have been largely stable.” Where rates did increase, “the timing and location of the rate increases that were observed are not consistent with the timeline of data center development.”

“This analysis underscores the important work America’s electric companies do every day to keep electricity reliable and make bills as low as possible,” said Drew Maloney, EEI President and CEO. “While CRA’s report makes clear that our industry is making good progress for most of the country, we also understand we have more work to do as we serve American families and local businesses.”

Among the report’s key findings:

• There is not a broad, national trend toward rising rates, which means some of the data driving national narratives are “misleading or misinterpreted.”
• In a handful of locations, rates have risen in recent years, driven by external drivers and operating expenses such as wholesale price increases, wildfire spending, and net energy metering programs.
• With the exception of some areas served by the PJM Interconnection, data centers are not driving up rates. New data center tariffs and agreements will insulate existing customers from the costs of serving data centers.

America’s investor-owned electric companies have been working with hyperscalers, regulators, and state and local officials to implement special tariffs that protect residential customers while ensuring large customers pay their fair share to access the grid. To date, 18 states have approved large load tariffs, with decisions pending in another 8 states.

Outside of the PJM Interconnection, customers have largely been protected from cost increases related to data centers. EEI and its member companies have long called for reform to PJM that would improve accountability and transparency, proactive resource planning, and procurement flexibility. EEI supported the January announcement from President Donald Trump and a bipartisan group of governors from states served by PJM calling for an emergency auction to require technology companies to fund new electricity generation needed to serve growing data center demand.

Read the full study here, and learn more about how electric companies are delivering value for customers at eei.org/affordability.

The electric power industry in January activated its largest mutual assistance effort since Hurricanes Helene and Milton in 2024.

More than 65,000 workers from at least 44 states deployed in response to Winter Storm Fern, according to EEI. The storm brought frigid arctic air, heavy snowfall, and icy conditions to more than 200 million Americans.

Through the CEO-led Electricity Subsector Coordinating Council, EEI and industry leaders coordinated with the highest levels of government, including at the U.S. Departments of Energy and Homeland Security, to ensure unity of effort in responding to the storm and restoring power to impacted communities.

EEI recently joined the American Public Power Association and the National Rural Electric Cooperative Association in issuing a joint press release highlighting the breadth of industry response, explaining the mutual assistance process, and outlining how electric companies partner during extreme weather to keep customers safe.

Read the full release below, and visit eei.org for the latest updates on Winter Storm Fern.

More than 65,000 workers from 43 states have been mobilized and are assessing damage and restoring power where it is safe to do so. That’s comparable to the historic response and recovery efforts seen during Hurricanes Helene and Milton in 2024.

“America’s electric companies are really well positioned to deal with this,” EEI President and CEO Drew Maloney said Monday morning on CNBC’s “Worldwide Exchange.”

Maloney highlighted the planning that began last week with the highest levels of industry and government, including with senior Administration officials, the Federal Emergency Management Agency, the U.S. Departments of Energy and Homeland Security, and dozens of state and local leaders, to ensure unity of effort in impacted communities.

“It’s really a unified effort,” Maloney said. “I think it’s really important for everyone to understand the coordination with federal, state, and local officials … to get power up as quickly as possible during this historic ice storm.”

While ice poses unique challenges to restoration, tens of thousands of lineworkers are braving frigid conditions across several states and will continue working around the clock to ensure power is restored to everyone who is able to receive it.

Watch Maloney’s full interview below, and visit the EEI Storm Center for the latest storm updates.

Electric Perspectives (EP): Vince, it’s been several years since you first outlined your thoughts in Electric Perspectives of PPL’s Utility of the Future strategy. How has that strategy evolved, and why is it more important than ever?

Vince Sorgi (VS): Our original Utility of the Future strategy to get stronger, smarter, cleaner, more resilient, and highly efficient remains largely intact, but two major industry shifts have required us to update and sharpen our approach.

First, we’re seeing massive data center requests to connect to our grids in Pennsylvania and Kentucky—demand at a scale we hadn’t anticipated just a few years ago. For example, in our Pennsylvania service territory, we have more than 20 gigawatts (GW) of data center projects in advanced planning—nearly triple the current peak demand that took more than a century to reach.

Second, while affordability has always been part of our strategy, business and household budgets have tightened further in recent years, making affordability a front-and-center issue in policy discussions and even gubernatorial races.

To create headroom for needed investments, becoming more efficient as a company and as an industry is more critical than ever. To address these shifts, we’ve updated our strategy to prioritize building highly reliable, gas-fired, combined-cycle generation. This is evidenced by our regulatory filings in Kentucky and our joint venture with Blackstone Infrastructure to build generation to serve new data centers in Pennsylvania.

In addition, we’ve doubled down on deploying advanced technology and AI—AI that will be key to enabling the next wave of operational efficiency. In short, our strategy continues to evolve so we can deliver safe, reliable, affordable, and sustainable energy for our customers no matter how the landscape changes

EP: What are the key components of PPL’s strategy today? And how are you defining “utility of the future”?

VS: Our Utility of the Future strategy centers on five primary objectives:

1. Improve the reliability and resiliency of our electric and gas networks through system hardening, smart grid technology, and automation.
2. Advance a cleaner energy future affordably and reliably. This includes building natural gas combined-cycle generation, renewables, and battery storage while accelerating clean energy research and development (R&D).
3. Deliver operational efficiencies to support affordability. Every dollar we save in operations and maintenance expenses is $8 that we can invest to improve infrastructure without impacting customer bills.
4. Empower our customers through digital solutions. There is tremendous potential to improve the customer experience through connected tech and AI.
5. Develop and empower our employees to thrive in a rapidly changing energy landscape, equipping them with the skills, tools, and mindset to lead and adapt as our industry evolves.

The future we envision is generation that’s cleaner, more diverse and less-centralized, including substantial behind-the-meter generation enabled by our networks. It’s transmission and distribution that’s intelligent, more reliable, resistant to increased storms and flooding, self-healing, and able to detect failing equipment before outages occur.

It’s decision-making driven by powerful analytics and deep insights mined from a wealth of sensor-driven data. It’s highly efficient operations using technology and AI to deliver better results at lower costs.

And, it’s technology-enabled talent, next-generation digital architecture, and a dynamic, engaging, and highly collaborative workplace shaping the future of energy.

In a nutshell, the utility of the future is one that’s ready for anything—and always ready to deliver for our customers, our communities, and our shareowners.

EP: What can you share about the progress you are making with this strategy and what you’re doing to position the company for success?

VS: We recognized early on that to implement our Utility of the Future strategy, we needed to change every aspect of our business without jeopardizing the critical services we provide. That began with how the company was organized and who we had leading it. So, over the past few years, we’ve completed a dramatic transformation of PPL—one that’s set the stage for everything we’re accomplishing now.

We built a strong, experienced, and highly collaborative leadership team aligned around a clear vision, mission, and set of new corporate values. We restructured our organization to break down silos, speed the adoption of best practices across the enterprise, and drive continuous improvement. We developed common design and operations standards across our utilities to consistently drive advanced technology and more robust engineering and construction specs. Every part of our capital plan was scrutinized and realigned to ensure it fully supports our strategy and delivers value.

Importantly, we also made bold moves on the technology front. We hired a new Executive Vice President of Technology and Innovation reporting directly to me. We launched an ambitious Business Reinvention initiative and have since begun partnering with some of the biggest and brightest technology firms in the world to help us achieve our vision, deploy digital solutions, and incorporate AI. This includes firms like Accenture, Microsoft, SAP, GE Vernova, Landis & Gyr, ServiceNow, and Quant.

These are not just technology providers—they are strategic partners who have signed up to help us achieve our strategy. The level of partnership and engagement with these firms is like nothing I’ve ever experienced before, and it will be one of the enabling factors in achieving our vision. And, just as importantly, we established a change management center of excellence to help our teams better embrace and lead through this change.

Setting the stage in this way was not easy and took a lot of time and commitment, including from me as the CEO of the company, but we’re already seeing the benefits: faster execution, greater efficiency, and a culture that’s energized and ready to tackle the challenges and opportunities ahead.

EP: The intersection of AI and energy is one of the hottest topics in our industry these days. How is PPL enabling the AI revolution, and how do you see AI fitting into your overall strategy?

VS: AI is like the industrial revolution 2.0 on steroids. It is reshaping the landscape, bringing new hurdles to overcome, but also opening doors to transform our operations and support our strategy in ways we couldn’t have imagined a few years ago.

At PPL, we’ve made it a strategic priority to serve this new data center demand, and our strategy is twofold. First, enable speed to market and rapidly connect data centers to the grid through industry-leading responsiveness and agility. Second, support the development of new generation to meet this growing demand.

To achieve the first objective, we’ve put in place an interconnection process that allows us to deliver a high-level scope and estimates to developers within 5–10 days, provide a full feasibility report within two months, and support construction in 6–12 months, pending required regulatory approvals. Thanks to investments we’ve made and continue to make in a highly reliable grid, we’re able to quickly connect these large customers, often with minimal additional transmission work.

On the generation side, PPL recently formed a joint venture with Blackstone Infrastructure to build generation to serve new data center demand in Pennsylvania in a way that directly supports economic development, helps to mitigate rising electricity prices for customers, delivers value for our shareowners, and helps—not hurts—resource adequacy in PJM.

In addition, we’re supporting legislation in Pennsylvania that would allow regulated utilities to build and own generation again, given the PJM market, alone, is failing to deliver the generation needed to meet growing demand.

We believe unprecedented demand growth requires an unprecedented response. Given the pace and scale of new data center demand, we need everyone who is willing and able to build generation to do so as soon as possible.

Sorgi joins members of the PPL Corporation team in ringing the closing bell at the New York Stock Exchange.

EP: How is PPL dealing with speculation around data center demand projections?

VS: We know that demand forecasting is a critical component of system planning. In Pennsylvania, for example, our PPL Electric Utilities subsidiary collaborates closely with developers and PJM to validate the demand of proposed data center projects. 

This starts with evaluating the technical and financial feasibility of a project, as well as established land control. To ensure an accurate representation of emerging demand, only data center projects with advanced agreements are included in the annual load forecast that PPL Electric provides to PJM. To be clear, these are advanced agreements with hyperscalers or developers authorizing grid connection work—agreements with enforceable cost recovery that escalates as milestones are met, often reaching tens of millions of dollars.

Additionally, PJM is discounting the large demand forecast that we provide by up to 30 percent. In addition, we are working with other transmission owners in PJM and engaging in focused conversations with regulators to ensure consistency and confidence in load forecasts.

EP: There’s growing concern that competitive markets like PJM aren’t incentivizing new generation fast enough to meet surging demand. There has also been pushback from Independent Power Producers (IPPs) about reopening the door to regulated utility ownership of generation. What are PPL’s views on the matter?

VS: This is one of the most urgent issues facing our industry right now. All of the signals and all of the forecasts point to a problem—generation is just not being built, or built fast enough, to satisfy future demand.

PJM has warned of a capacity shortage as early as the 2026/2027 delivery year, citing accelerating retirements and slow replacement build-out. The North American Electric Reliability Corporation has repeatedly warned that resource adequacy risks are rising, especially in regions relying heavily on market signals. Despite record-breaking capacity prices, PJM’s market is failing to deliver the new generation needed to meet rising demand—proving that price signals, alone, just aren’t enough. And, of the more than 800 GW of total capacity that has entered PJM’s queue since 1998, only about 11 percent has actually gone into service.

Bottom line: proposals don’t power homes and businesses. Steel in the ground does. While this is often positioned in the media as an “us versus them” debate between regulated utilities and IPPs, that’s not how we view it at PPL, and it doesn’t need to be that way. Ultimately, the grid doesn’t care who wins that debate—it just needs solutions. In a world of surging demand and evolving risks, securing our energy future requires an all-of-the-above approach, with every tool, every partner, and every solution on the table. PPL is committed to being proactive, not reactive, in addressing resource adequacy and ensuring our infrastructure keeps pace with economic growth and technological change.

The legislation introduced in Pennsylvania would allow utility-owned generation to complement the market, not replace it. It would allow utilities to build generation only when the reserve margin isn’t met through market mechanisms, with robust regulatory review and opportunities for market comparison.

In other words, utility-owned generation is only a backstop if the market doesn’t deliver. If the market delivers, then the utilities will never own generation in rate base. And, if the utility does end up owning generation, and that generation produces excess revenue, 100 percent of that net revenue would be returned to customers, ensuring customers benefit from any upside while being shielded from downside risk.

The other key aspect of the legislation is permitting long-term contracts between the state’s utilities and the IPPs to help derisk IPP construction of new generation should they want to go that route versus just relying on market price signals. In short, the proposed legislation contains the kind of smart solutions and ideas we need more of, and we’re hopeful such legislation can gain lawmakers’ support.

A recent PJM proposal to incentivize large customers to “bring their own generation” and encourage demand flexibility is also something that we think has merit, and we’ll be involved in fleshing out details to advance that concept as a workable proposal.

Markets worked when demand was flat and supply was abundant—but that world has been flipped on its head. We’re entering an era of explosive growth and shifting reliability needs, and we believe it is time to stop looking in the rearview mirror and start planning for the road ahead.

EP: Powering AI is clearly one piece of the equation for PPL. On the flip side, how are you thinking about using AI to deliver better outcomes?

VS: AI isn’t just the next wave of innovation—it’s a tidal force promising to reshape our entire industry. The more we learn about the possibilities of AI, the more we see how truly transformational it will be and how it can accelerate our strategy.

Ultimately, our vision is to embed AI as a core capability in every aspect of our business. We’re not just talking about classical and generative AI, but agentic AI that adapts and acts, and maybe even one day physical AI—think, for example, of robots performing or assisting with some of our most dangerous work.

As part of our Reinvention effort, we’ve launched cross-functional teams to advance new technology and AI in four key value streams: Advanced Customer Ops and Engagement, Predictive Field Ops and Asset Management, Grid and Pipeline of the Future, and Next Generation Enterprise Services.

In each of these areas, we’re either already using or exploring the use of AI. For example, in customer service, we’re piloting a multilingual, AI-powered digital customer service agent—Alex—that we’re incredibly excited about. Alex will eventually be available 24/7 to handle routine customer inquiries in 70-plus languages, freeing up our representatives for more complex issues.

In addition, we’re deploying an AI-driven platform that will incorporate AI at every step of the customer experience. This includes handling the initial customer contact, seamlessly handing it off to the best-fit agent, delivering AI coaching and insights to our agents, providing automated summaries post-call, and triggering backend workflows so our agents can spend less time typing and more time listening and assisting.

In our grid and field operations, we’re using AI to monitor equipment health, predict failures, dispatch crews proactively, and optimize crew routing, outage response, and vegetation management. We’re working on AI agents to help us optimize protective settings in grid operations to enhance reliability and fault response. We’re also developing digital agents that will deliver job-specific safety messages, providing tailored reminders about hazards before crews begin a job.

Among other examples, we’re exploring the use of AI agents to lighten the heavy lift associated with complex regulatory filings. These agents will be able to assist with pre- and post-filing work, including responses to third-party discovery requests that can be incredibly time-consuming and require quick turnaround. This could trim thousands of labor hours to help keep energy affordable.

And finally, we’ve begun to roll out Copilot for Microsoft 365 to our employees, helping them work smarter and more efficiently. We have only just begun to scratch the surface of what’s possible here.

“AI isn’t just the next wave of innovation—it’s a tidal force promising to reshape our entire industry.”

EP: What’s your message to investors and analysts attending the EEI Financial Conference in November?

VS: My message is simple: PPL is not just keeping up with change—we’re leading it. Our industry is positioned at the intersection of some of the most important trends taking place in our country. And, at PPL, we have a clear strategy, a strong track record of execution, and a culture that embraces innovation.

We’re thinking bigger, we’re thinking bolder, and we have an opportunity, both as a company and as an industry, to build utilities of the future that are stronger, smarter, cleaner, and ready to power the next century of progress. The key is to enable all of this progress while, at the same time, keeping energy affordable for customers. That has been a core component of our strategy since we launched the new PPL in 2022, and it remains a core part of the strategy going forward.

EP: Any closing thoughts on what it will take to succeed in this new era?

VS: Innovation. Agility. The foresight to seize opportunities created by next-generation digital architecture, cloud solutions, and advanced technology. Enhanced collaboration across the industry, in R&D, with technology partners, and with a wide array of stakeholders, including the IPPs. And, above all, the courage to embrace change.

The challenges we face are complex, but in every challenge lies opportunity. At PPL, we’re building the utility of the future today, and we’re excited to help shape the energy future for our customers, our communities, and our shareowners.

This year, EEI was thrilled to welcome CNBC Senior National Correspondent Brian Sullivan, co-anchor of “Power Lunch," to EEI's Financial Conference. Sullivan interviewed industry leaders throughout the event, hosted a CEO leadership panel, and brought the event's critical conversations to a national audience.

Scroll through for highlights from EEI member company leaders' interviews with CNBC:

EEI President and CEO Drew Maloney

Pacific Gas & Electric Company CEO Patti Poppe

NextEra Energy Chairman, President, and CEO John Ketchum

Duke Energy President and CEO Harry Sideris

EEI Chair Calvin Butler, President and CEO of Exelon

Edison International President and CEO Pedro J. Pizarro

Standing in a field surrounded by dozens of 40-foot power poles, hundreds of lineworkers, and thousands of spectators, Eversource Energy linemen Bob Michaud and Jason Henley looked and spoke as if they’d just wrapped another day at the office.

In some sense, they had.

“We did pretty well this year,” said Michaud, underselling his and Henley’s ability to scale power poles to retrieve eggs, place them in their mouths, and descend without cracking them more quickly than any of the roughly 300 teams they competed against in mid-October at the 41st International Linemans’ Rodeo.

The annual gathering in Bonner Springs, Kan., celebrates the lineworking trade and the more than 100,000 brave men and women who build and maintain America’s energy grid as electrical lineworkers. A group of 19 investor-owned electric companies sponsored this year’s event, and they and many others regularly send their best crews.

Teams of lineworkers compete in a series of skills challenges—including the pole climb, or “egg climb,” and the hurtman rescue, in which lineworkers retrieve suspended manikins to simulate assisting an injured crewmember. Contestants also compete in a series of mystery events that aren’t revealed until the night before the rodeo.

“The weather played in our favor. It was a nice warm day, maybe a little too hot,” Michaud said following his and Henley’s first-place finish in the pole climb. “Thank God it didn’t rain. We’ve had that in the past. We’ve had freezing cold weather. That all plays a part.”

Michaud and Henley have 42 years of collective experience between them maintaining energy grid infrastructure and 30 trips down to Kansas for the International Lineman’s Rodeo. They were far from the most senior lineworkers competing for bragging rights and recognition at the annual post-rodeo banquet. But, they were hardly the youngest, either, with apprentice linemen in their 20s also testing their mettle against peers from across the United States and Canada.

“This rodeo is a celebration of a craft that many would never venture into,” Virgil White, a distribution line construction supervisor at Evergy, said to rodeo participants during the opening ceremony. “Life literally is energized by the work provided by each one of you.”

‘We Do This Work Every Single Day’

Adam Beene, a restoration field operations manager with Pacific Gas & Electric Company (PG&E), competed in his 12th rodeo over the weekend. He and many other participants attended company-specific or regional rodeos earlier in the year to qualify for the International Lineman’s Rodeo. Interest in competing is high among lineworkers, competition is fierce, and team spots are limited.

Although there’s some practice associated with individual events, Beene stressed that there isn’t much competitors see at the rodeo that they don’t see out on the job.

“What we do every day is great training. We do this work every single day as linemen building and maintaining powerlines,” Beene said.

Beene joined PG&E 24 years ago, describing lineworking as a “great trade that’s been really good for me and my family.”

“My grandpa was a lineman. My dad was a lineman. My brother is a foreman. Combined, we have something like 150 years total service in the field as linemen working for PG&E,” Beene says. “It’s a lifesaving service that we do. We keep society going.”

Those familial ties are common among lineworkers, adding to the sense of pride and tradition associated with the job.

“My father-in-law worked on a line crew. I found it very interesting, because I like working outside and working in the elements,” says Sandy Barnhill, a 37-year lineworking veteran and distribution engineering manager at Duke Energy. “If you love helping people, helping your community, and being an integral part of your community, this is a great career.”

Barnhill and others note that, although the rodeo is meant to be a fun and informative display of skill, the work is not easy, and the risk of injury is ever-present.

“Anybody that gets into this trade, if you have a passion for linework, you’ll excel. But, make sure you have the passion for it. This is a deadly job,” says Eversource Energy’s Michaud.

To drive home the emphasis on safety, judges at the rodeo watch contestants closely and deduct points if they perform maneuvers deemed to be unsafe.

“What makes anyone good at this job is safety. That is the most important thing,” says Chad Guthrie, director of distribution construction operations at OG&E. “There are years of training, and it’s not just training that happens one time early in your career. It happens constantly throughout your career.”

‘Today, We Have Focused on Today’

Barnhill, whose Duke Energy team placed first in the 45-and-up senior division this year, first attended the rodeo in 2001 but hasn’t made it every year. Based out of Fuquay-Varina, N.C., near Raleigh, Barnhill and his colleagues are regularly called when storms strike the East Coast, which isn’t uncommon this time of year.

That was the case in 2024, when Hurricanes Helene and Milton devastated portions of Duke Energy’s service territory and the broader East Coast. Instead of traveling to Kansas, Barnhill and his colleagues were focused on recovery and restoration, particularly in western North Carolina, where storm damage was catastrophic.

“We worked all in the mountain zone, around Spruce Pine, Burnsville, Asheville, back towards Black Mountain. The devastation that was there was mind blowing—something like I had never seen,” says Barnhill, who grew up in the Asheville area. “I’ve worked storms my whole career, going all the way back to Hurricane Hugo in 1989. This one was more impactful than anything I had ever seen.”

An army of more than 50,000 workers from all over the United States and Canada deployed to the Southeastern United States last year to assist the response to Hurricanes Helene and Milton. Crews spent weeks—in some cases months—helping communities rebuild following the storms. Those efforts and the devastation those crews worked through was still top of mind for many in Kansas.

“Today, we have focused on today. We have been ecstatic over the course the hurricanes and storms have taken this year,” says Barnhill, noting that this has been a quieter storm season on the East Coast.

Mutual assistance work is a hallmark of the lineworking trade, and, although they work in dangerous and difficult conditions, many lineworkers develop friendships over the years that they’re able to spark up again at events like the rodeo.

“You get all the companies out here that you go to work with during storms and hurricanes. There might be times you meet people during storms or at other events, so there’s a lot of camaraderie here,” says Chris Bristol, an OG&E manager of distribution construction. “There’s a little bit of trash talking that goes on. But, it’s all camaraderie.”

‘It’s a Big Family’

Todd Scheitel, a MidAmerican Energy transmission and distribution construction manager from Council Bluffs, Iowa, pulled into the parking lot of the rodeo grounds at 4:15 a.m. the day of the competition.

“We started cooking breakfast to get meals ready for all the competitors, the support staff, the family members,” said Scheitel, stepping away from the grill he would later use to cook a lunch of hamburgers and bratwurst for the MidAmerican Energy group and the broader team from parent company Berkshire Hathaway Energy.

Scheitel is a former rodeo competitor who attended his first event in 2003. He’s now one of hundreds who travels to Kansas each year in a support role, helping handle food and logistics for lineworkers competing in what many of them consider to be their Super Bowl.

“My favorite part of this rodeo is the camaraderie, the family, the friends. There are some guys who I only get to see this time of year,” he said. “To see the guys I used to work with, climb poles with, do transmission and distribution work with, it’s fun. It’s a big family.”

It’s a big family event, to be sure. Many companies encourage lineworkers to bring their loved ones to join in the festivities and get a front-row seat to what they do on the job. There are hayrides, bucket truck lifts, and children's events throughout the day to keep what could be the next generation of lineworkers interested and entertained.

“A good part of the rodeo is that you get to show the skills you learn on the job. The best part of the rodeo is that your families get to see what you do every day,” says OG&E’s Bristol. “There’s such a family atmosphere here. You’re competing to show that you’re better than everyone else. But, your family gets to see it, as well. That’s the best thing for me.”

As rodeo competitors, judges, support crews, families, and spectators began packing up for the day, Eversource Energy’s Henley stood in front of the poles he and Michaud had successfully scaled earlier that day.

Henley speaks with humility—until asked about his son, a 21-year-old overhead lineman apprentice in his first year on the job.

“Every day he comes home, it’s great conversation. We get to talk about what he did, and it brings me back to when I was an apprentice,” Henley says.

Henley’s son was not at the International Lineman's Rodeo this year but has recently competed in smaller rodeos. “I think I was more nervous than him” during his first event, Henley says. “He did a great job.”

“I just want to put my stuff on and go climbing with him. He’s doing his thing and working his way up, and I hope he does just as well or better than me,” he says.

The electric power industry is a key economic driver for the United States, accounting for 1 in 20 American jobs and 5 percent of U.S. GDP. Workforce development is a top priority for electric companies as they expand and strengthen the grid and power the jobs and industries of the future.

FirstEnergy Pennsylvania President John Hawkins and Center for Energy Workforce Development (CEWD) Executive Director Missy Henriksen recently joined an episode of the Electric Perspectives podcast to share their thoughts on attracting, retaining, and developing a skilled energy workforce. The episode was hosted by EEI President and CEO Drew Maloney.

Following is an abbreviated transcript, lightly edited for length and clarity. To listen to the full episode and catch up with other recent interviews, visit electricperspectives.com/podcast.

Drew Maloney (DM): Missy, can you give us a snapshot of the current energy workforce and the role that it plays in supporting our economy?

Missy Henriksen (MH): Absolutely. The U.S. Energy and Employment report that the U.S. Department of Energy (DOE) recently published found that there were 8.5 million people working directly in energy jobs in 2024.

We often talk about the electric power industry being 5 percent of the GDP—the first 5 percent, of course, because nothing works without energy. That holds true on the human capital side, as well. We account for 5 percent of the jobs in this country, keeping the lights on and keeping things moving for the nation.

DM: John, you lead one of the largest electric companies in Pennsylvania. What does a highly skilled workforce mean for ensuring reliability and serving your customers?

John Hawkins (JH): Our communities rely on a resilient and reliable electric grid, so we have to have a workforce that has advanced skills and expertise to deliver on those expectations—especially during this period of rapid industry transformation.

At FirstEnergy, we serve 6 million-plus customers in six states. We're investing $28 billion across our footprint through 2029. In Pennsylvania, that includes $15 billion in infrastructure enhancements, people, processes, and facilities—and the key word there is “people.”

We have to have a highly skilled workforce to complete this work safely and efficiently, allowing us to meet those expectations of our customers and communities.

DM: Missy, let me turn back to you. CEWD regularly publishes reports about the energy workforce. What trends are you seeing, and what do they mean for the next generation of energy professionals?

MH: We’re really seeing employers looking at their hiring practices with a great deal of innovation as they think about workforce development differently. It’s no longer, “Hey, HR, we need to hire some people,” but it’s an increasing commitment to the long game and attracting talent.

We’re seeing companies work together more closely in these efforts so that a rising tide will lift all boats. We're seeing, increasingly, a commitment to sector solutions and working together on major workforce opportunities and challenges, instead of every company looking at moving mountains on their own.

About 50 percent of the workforce is expected to retire in the next 5 to 10 years, which is evoking a need to focus on knowledge transfer and making sure we've got a strong talent pipeline to follow those exiting the workforce.

We're also seeing major conversation around the increasing reliance on digital skills and what that means for pre-employment training and upskilling the existing workforce. These are just some of the conversations driving significant industry action.

DM: You also were the former chair of the 21st Century Energy Workforce Advisory Board (EWAB), helping to shape the future energy workforce from the federal level. Can you share more about your work with EWAB and how you worked with DOE on workforce development strategies?

MH: Absolutely. EWAB was formed under the Infrastructure Investment and Jobs Act to advise the U.S. Secretary of Energy on developing a skilled energy workforce to meet current and future labor needs.

We were thrilled to be called on early in the current Administration’s transition to support Energy Secretary Chris Wright and his team with recommendations to develop and implement workforce strategy. We worked really closely with the Office of Energy Jobs within DOE, and they were tremendous thought and action partners in our work.

Our recommendations to Secretary Wright included providing significant support to scale pathways for well-paying, high-quality energy jobs. We focused on new ways to get people into energy roles, including through career and technical education, apprenticeships, and other earn-and-learn models.

The Administration is focusing a lot of emphasis on the importance of registered apprenticeship programs, so we're also making recommendations on the importance of increasing awareness and excitement around energy careers—for career-ready adults and for students.

Also, our recommendations focused on positioning DOE as a leader for innovative, effective, non-siloed solutions to support the development of the workforce as a sector. I think DOE is really making the commitment that they're not just focusing on the technology side of the industry—but, certainly, the people side, as well.

We are thrilled to know that Secretary Wright actually concurred with the overarching recommendations that we put forward. He has committed to developing an energy workforce strategy that enables effective workforce planning and supports the development of a highly skilled workforce. We're excited to see what comes out of that and we're expecting it to be published this fall.

DM: John, coming back to you, FirstEnergy has been recognized for its workforce development and apprenticeship programs, including your Power Systems Institute. Can you tell us how these programs work and what makes them successful?

JH: At FirstEnergy, we are growing and investing in our team, which we know to be the heart of operating a modern grid. We have more than 11,500 FirstEnergy employees dedicated to safety, reliability, and operational excellence.

Through our Power Systems Institute, we've trained nearly 2,600 line and substation workers. This model was unpaid, because we were paying for workers’ education to understand the theory part of the equation. During the summer, enrollees would get paid on-the-job training.

What we found with that model is that it was challenging for some who had families. So, in 2023, we transitioned to a paid apprenticeship model, more in-step with today's competitive labor market. Now, candidates are hired at the onset of the apprenticeship program, so that makes it more accessible to a lot more individuals.

We’re also targeting our hiring to keep workers in areas where they want to be, which helps minimize turnover. We have a lot of opportunities here. Our apprentices can obtain a college degree with financial assistance that we provide. We are working to get our program certified by the Department of Labor, which will make it nationally recognized and increase the appeal to candidates. It will also allow us to access funding and incentives and build union confidence, which is really critical to a successful program.

DM: Missy, CEWD supports programs across the country that help companies replicate successful workforce models like what John’s describing at FirstEnergy. What guidance would you give to electric companies that are working on building their own workforce pipelines?

MH: The first answer would be to call John and his team. You all are doing some incredible work up there. I really appreciate hearing more about the focus you've put on apprenticeships and now DOL-registered apprenticeship programs. I think that will be a game changer as we move forward in the industry.

I also can't stress enough the importance of partnerships. There's a lot of work to be done—a lot of opportunities for the industry to attract a highly skilled energy workforce—that is best done through partnerships.

Community outreach and engagement is important, because workforce development is a long game. The more we build effective partnerships—effective relationships with community-based organizations, community colleges, technical schools, workforce boards, and workforce systems and communities—those efforts will go a long way in making sure that there's fruit on those trees as we get down the road.

The other thing that is a game changer for workforce development is the introduction of the new Energy and Natural Resources Career Cluster, which is providing the first opportunity the industry has had in 25 years to more easily get energy curriculum into classrooms.

As companies are preparing for their future workforce strategies, perhaps putting the fine print on what they'll be doing in 2026, I can't stress enough the importance of the opportunities that are being enabled by that Career Cluster.

DM: John, is there any advice you would give to your energy company colleagues out there on how to pursue programs like this?

JH: I think Missy and I are reading from the same playbook. One of the keys to making this possible is the partnerships, and one of our industry’s most important partnerships is with our partners in organized labor.

When we set out on developing our new apprenticeship program, we engaged and partnered with both our International Brotherhood of Electrical Workers and Utility Workers Union of America partners. The entire way, they were part of building a curriculum, the evaluation process, the interviews to ensure that together we are aligned on the candidates who will lead us forward. These aren't just jobs. These are careers, and we felt this wouldn't have been possible without our union partners. We're extremely grateful for their partnership.

DM: John, as we look to the future, new technologies are creating new kinds of energy jobs. What are some of the emerging opportunities that you’re seeing?

JH: Technology really has the potential to reduce manual and hazardous tasks, so we can allow folks to focus on high-value activities, especially with a focus on improving safety and job satisfaction. Using drones, for example, has been impactful, helping us with aerial inspections during storms or during day-to-day work.

When you think about our service territory in West Virginia and Pennsylvania, we’ve got mountains. Drones help speed our bias for action when we have events, and we're using some AI-driven advanced analytics when it comes to vegetation.

We have a lot of poles, we have a lot of wires, and we also have a lot of trees. We know how impactful trees can be to our electric service quality, so we have an advanced vegetation analytics tool that we've designed to predict and reduce tree-related outages before they occur. Through machine learning and taking internal data; external data on soil, weather, outage records, and geographical topography; and aerial photos, we can identify problematic trees so to minimize outages and manage our crews more effectively.

DM: For each of you, what do you believe will make the biggest impact on strengthening America's energy workforce in the next several years?

JH: Two words: Act now. It takes four to five years to develop a certified lineworker. Based on the level of demand growth we're seeing, we can't waste another moment in ensuring that we're prepared to deliver on the needs of our customers and communities.

And, it's not just lineworkers. There are a lot of important positions to fill in this space. As we're thinking about the future, we need to consider how we can best be positioned to lead on technology and AI.

MH: Prioritizing workforce development is a Page One issue. You also need to engage not just on your own, but through sector strategies—working with others at the state and national level. And, get involved with the Energy and Natural Resources Career Cluster. Just make sure, as John said, to act now. Make workforce development a priority.

The CenterPoint Energy Foundation in August donated $1 million to the Salvation Army to support emergency response in the Greater Houston area—part of investor-owned electric companies’ broader efforts to build and support crisis-response frameworks in the communities they serve.

“The CenterPoint Energy Foundation believes in the power of collaboration to build stronger, more resilient communities,” CenterPoint Energy's Executive Vice President and General Counsel Monica Karuturi said in a statement. “We know that these emergency situations can happen at any time.”

The five-year grant will help the Salvation Army serve vulnerable populations, including families, youth, seniors, and the unsheltered during crises and extreme weather events.

It’s the foundation’s latest effort to foster resilience across CenterPoint Energy’s service territory. Earlier this year, the CenterPoint Energy Foundation facilitated the donation of more than 20 backup generators to strategically significant locations throughout Houston and the surrounding counties. The foundation worked with state and local officials and Texas Offices of Emergency Management to ensure these generators would support the distribution of essential services like medical care, water, and food during emergencies.

EEI member companies invest heavily in the energy grid, building and fortifying critical energy infrastructure to withstand threats of all kinds. Additionally, lineworkers from EEI member companies are on the front lines during storms and other disasters, working to quickly restore power and hope when Mother Nature is at her worst. EEI issued its annual Emergency Response Awards in September, recognizing more than two dozen member companies that put forth outstanding efforts to safely and efficiently restore service to the public following a storm or natural disaster.

Behind the scenes, however, CenterPoint Energy is one of many electric companies investing heavily in their communities. During National Preparedness Month in September and throughout the year, EEI member companies are critical to crisis planning and community resilience projects, supporting local response networks and first responders.

The Duke Energy Foundation in June announced plans to commit $1.5 million through the 2025 Helping Emergency Response Organizations (HERO) grant program to boost community readiness and resilience, supporting local agencies and the American Red Cross throughout the company’s service territory in North Carolina, South Carolina, Indiana, Florida, Ohio, and Kentucky.

The grants will support first responder training and the purchase of lifesaving equipment and technology to help during weather-related disaster planning and response.

“These grants are an investment in the resilience of our communities,” said Duke Energy Foundation President Amy Strecker. “When the unexpected strikes, our partners on the front lines need resources they can rely on—and we’re proud to help power their efforts.”

In September, Black Hills Energy issued $135,000 in Funds for Firefighters safety grants across Arkansas, Colorado, Iowa, Kansas, Nebraska, South Dakota, and Wyoming. The grants are designed to help local fire departments purchase protective equipment, specialized tools, and other first responder essentials.

“At Black Hills Energy, we believe that when we invest in those who protect our communities, we’re building a stronger, safer future for everyone,” Kevin Jarosz, vice president of Black Hills Energy Nebraska and Iowa operations, said in a statement.

Similarly, the We Energies Foundation announced in August that it would issue grants totaling $100,000 to help local first responders purchase lifesaving equipment and strengthen public safety. Since 2020, the We Energies Foundation has donated $500,000 to help police, fire, and emergency medical services agencies improve public safety across Wisconsin and Michigan.

“We are honored to continue our support of public safety agencies and the invaluable impact they make every day,” said We Energies Foundation President Beth Straka. “The important tools we help provide our first responders—from vital medical devices to heavy-duty equipment—can be critical in keeping people and our communities safe.”

Electric company-led community resilience projects can take many forms. Some come as one-time donations or grants, while others are set up to provide ongoing financial support over a longer period of time. The Portland General Electric Foundation in 2021 established the Responsive Philanthropy Fund to swiftly address community needs following crises. During a winter ice storm last year, the Fund distributed $50,000 to nonprofits that provided warming shelters and basic needs like food, clothing, and housing assistance to impacted customers.

Additionally, 2025 marked the eighth year of an ongoing partnership involving Pacific Gas and Electric Company (PG&E) and the California Fire Foundation. Through the partnership, $950,000 in grants will be issued this year to California-based fire departments and community organizations in support of wildfire safety and preparedness projects. And, PG&E and the PG&E Foundation committed $1.65 million to support the state’s Wildfire Safety and Preparedness Program, which raises public awareness about wildfire safety and delivers resources to underserved communities in high fire-risk areas.

“The projects that these grants fund, such as creating defensible space, enabling fuel-reduction programs, and conducting fire-safety outreach campaigns, are essential across our service area and especially within underserved communities,” PG&E Senior Vice President for Wildfire, Emergency, and Operations Mark Quinlan said in a statement.

EEI member companies know that resilience is a team sport—and that effective and productive partnerships with government officials and local leaders produce better outcomes for customers when disaster strikes.

“These partnerships help ensure an efficient response, using the strengths and resources of both industry and government to restore power quickly and to support storm-affected communities and customers,” Southern Company Executive Vice President and Chief Operating Officer Stan Connally wrote in an article for Electric Perspectives earlier this year. “By working together, we can mitigate the impact of disasters, enhance resilience, and expedite recovery efforts.”

Through their long-standing partnerships with federal, state, and local leaders and their ongoing engagement in mutual assistance, EEI member companies are actively engaged in crisis preparation and response efforts throughout the year. And, their engagement with the CEO-led Electricity Subsector Coordinating Council allows them to coordinate with government partners at the U.S. Departments of Energy and Homeland Security and the National Security Council to ensure industry and government alignment in preparing for and responding to national-level disasters and threats.

Learn more about the industry’s resilience initiatives at eei.org/mutual-assistance.

Harry Sideris is president and CEO of Duke Energy, having served in various leadership roles at the organization for nearly three decades.

Sideris recently joined the Electric Perspectives podcast to discuss his vision for Duke Energy and reflect on the devastating 2024 hurricane season.

Following is an abbreviated transcript, lightly edited for length and clarity. To listen to the full episode and catch up with other recent interviews, visit electricperspectives.com/podcast.

Electric Perspectives (EP): You’ve had a long career in the energy industry and at Duke Energy. Tell us about your career journey and how your background is shaping your leadership of the company?

Harry Sideris (HS): I've had the honor and privilege of working for Duke Energy and its predecessors for almost 30 years. It all started with responding to a classified ad in the newspaper. I know that's a foreign concept to people today. That's how I ended up getting my job at Carolina Power & Light (CP&L) back in 1996.

As an engineer, I thought I was applying for a job at a power plant, solving mechanical, chemical, and process issues. I quickly learned there was so much more to working at CP&L and in the power industry. Our product is so vital to life. I fell in love with the sense of purpose I got coming to work every day, knowing that I was making a difference and that our product had a real impact.

At Duke Energy, our purpose is to power the lives of our customers and the vitality of our communities. Throughout my 30 years here, I have seen our employees volunteer with their communities, teach children about electricity at schools, and support vulnerable customers working to provide for their families. Seeing those efforts firsthand is something that I love about our company.

I've had 20 different roles at this company. I've done a little bit of everything, so I feel perfectly suited to running each and every aspect of our business, providing reliable and affordable service to our customers.

EP: What is your vision for Duke Energy, particularly as the energy landscape continues to rapidly evolve?

HS: My vision for Duke Energy is simple: We want to continue to operate as the premier electric company, with a reputation for reliable and affordable service for our customers. We want to be the company that people want to work for, where they can build meaningful and prosperous careers and feel empowered to make decisions that serve their communities.

We put customers first in everything that we do. We're ensuring reliability while serving our customers at the lowest possible cost. We are a company that's there for customers, both when a storm hits and when times are good.

We are mindful of the vast array of stakeholders out there, including regulators, politicians, large customers. We want to be known as an honest broker that contributes to energy policy discussions while looking for ways to make the communities and the states we serve better through economic development.

Finally, we strive to be a company that investors believe in and trust to deliver results and value—that they want to be invested in for the long term. With the demand growth that we're seeing, we're blessed to serve some of the fastest-growing states in the country. We are prepared for this moment, serving our customers and meeting this dynamic growth.

We are working directly with stakeholders and our states, and we're doing some great things. Earlier this year, we announced a contract with GE Vernova that will allow us to reserve gas turbines, which will allow us to move quickly and meet this explosive growth. In June, we announced the largest economic development project in the history of North Carolina, partnering with Amazon Web Services on a data center campus in Richmond County. It's a $10 billion investment that will create 500-plus jobs. Particularly in a rural community, that's going to have a huge impact.

EP: You’ve been outspoken about Duke Energy’s storm response work. Last year, Hurricane Helene’s destructive winds and catastrophic flooding devastated the Carolinas and several other states that you serve. What can you share about Duke Energy’s response and recovery efforts following Helene and how that informs your work today?

HS: We had quite the fall last year. We had three storms back-to-back-to-back: Debby, Helene, and Milton. All hit Florida, and all moved up the coast into the Carolinas. Helene, which was the most destructive of the three, hit all seven states that we serve. We saw 3.4 million outages during Helene and 5 million across the three storms combined.

I'm so proud of our team and how they responded to all these storms, particularly Helene. No one could have imagined the destruction that we saw in western North Carolina and upstate South Carolina. I grew up in Asheville, N.C., so it was personal for me to see the destruction, to think about 18 feet of water coming down the valley, washing out our substations, our poles, our homes, and our cars. It was just so devastating. In upstate South Carolina, there aren’t very many trees left from that storm. It seemed like every one of them was toppled last fall.

I joined our teams on the ground soon after the storms passed. It was heartbreaking to see some of the sites where, as a kid and as a teenager, I used to drive around. Seeing the destruction where my dad worked, where I set up my first bank account when I was 5 years old—it was very impactful to us.

We have a mantra here at Duke Energy that everybody has a storm role. So, when something like this happens, all 26,000 people at the company get behind it and work tirelessly, sometimes 16-plus hours a day, to make sure that we're getting the lights back on for our customers. That’s what really helps them find a sense of normalcy to start rebuilding.

The Duke Energy Foundation also did a tremendous job supporting our local communities—supporting food banks, many of which were washed out by floodwaters. We partnered with these communities that we've been a part of, in some cases, for more than 100 years, making sure they rebuilt and rebuilt well. We've been at it for the past year, because this work doesn't end when you get the lights on.

EP: Following the storms, Duke Energy replaced 16,000 poles, 13,000 transformers, and more than 9 million feet of wire. That’s a tremendous amount of work that your team undertook.

HS: It was unbelievable. We had to move poles in with helicopters, because roads were washed out. The amount of wire that we replaced would have been long enough to stretch from Charlotte to Denver.

And, in a lot of these impacted areas, the level of damage was just something we had never experienced before. Roads were completely washed out. Crew quarters didn't have running water, because Asheville did not have water for almost two months. We made it a priority to serve our lineworkers and our employees on the ground, making sure they had what they needed to be successful in their restoration.

EP: What can you share about the grid enhancements and broader resilience work that Duke Energy is leading now?

HS: I always say that the grid is the eighth wonder of the world. It is truly an engineering marvel in how it handles the puts and takes of the system—how it serves customers and handles extreme weather, particularly during hurricane season but also during ice season.

We've invested $70 billion to upgrade the grid across our service territory. We are installing smart devices, replacing wooden poles with concrete and metal poles, building flood protection around our substations.

We're also continuing to invest in technology. Our self-optimizing grid technology is something we've been focused on—I call it the GPS for the grid. When something happens, it's able to reroute power around the issue, saving many, many hours of customer outages. Last year alone, we avoided 1.5 million outages by quickly rerouting power.

We plan to invest more than $100 billion in our grid during the next decade, continuing to strengthen it, make it smarter, and help us meet demand growth. We're all in on making sure that eighth wonder of the world continues to operate reliably and affordably for our customers.

EP: How do you and your team think about balancing the investments that are needed today with maintaining affordability for customers? And, how are you discussing this with customers?

HS: : Affordability is front and center on every customer's mind. A lot of folks are struggling to make ends meet. We've always focused on reliability and affordability as we meet our customers’ needs, and it's no different now. We always look at what is the most reliable solution—but also what is the lowest-cost way we can deliver that reliability.

We continue to look for other opportunities to support our customers and lower their bills. Earlier this year, we worked with our partners in Washington to ensure that the $500 million in tax credits earned by our nuclear plants—which are safe, reliable, and cost effective—flow directly back to customers annually to help offset investment.

We're also focused on working with data centers and other customers with substantial energy demands. We are making sure that these large loads pay their portion of infrastructure investments, so that work doesn’t drive up bills for residential customers.

And, we spend a lot of time focusing on our vulnerable customers—those that have the greatest financial need. We distribute more than $130 million per year in federal and local assistance to help customers pay their bills, and the Duke Energy Foundation works directly in our communities to help vulnerable customers working to make ends meet. Electricity is a vital part of everybody's life.

EP: Duke Energy is a key driver of economic development in your service territory. How are you meeting growing energy demand while supporting and creating new opportunities for your communities?

HS: We are truly blessed to serve the communities that we do in the Southeast and Midwest. They are some of the fastest growing regions in the country. We have added more than 200,000 customers two years in a row, and we are on pace to do so again this year.

A lot of people are migrating here. We also have a lot of manufacturing facilities going in, and plants and data centers are expanding. It feels like everywhere we turn, there are opportunities to add data centers. We are focused on moving quicker, working with customers, and meeting the moment.

We are truly at the front and center of economic development. We will help create more than 160,000 jobs on an annual basis, based on our investment plan going forward. That activity will generate more than $130 billion in labor income and $370 billion in overall economic impact.

EP: “Calm is contagious” is one of your mantras. What does that phrase mean to you, and how does it influence your leadership style?

HS: I wish I had made that up myself. I stole it from the Navy Seals. That is their mantra as well. Calm is contagious because, when you're on a mission, you don't need people to be nervous. You don't need people to overreact. You want to be in lockstep. You want to have clarity of thought as you're making decisions. I think that's a core leadership principle here at Duke Energy.

We're in a high-stakes industry, and we have to have clear thinking, sound decision making, and effective action, particularly during a storm or when we’re under pressure. We need to stay calm, involve all stakeholders, talk to customers and regulators, and make sure our employees have a voice. That empowers everybody to come up with the right decision and avoid the bad decisions. “Calm is contagious” is something I've always subscribed to in my career, and I think it serves us well.

This summer, EEI welcomed Drew Maloney as its new president and CEO. Maloney has spent the past 30 years at the cross-section of politics and policy.

He previously served as president and CEO of the American Investment Council (AIC), where he built a reputation for effective industry advocacy and strategic leadership. Prior to that, he was unanimously confirmed by the U.S. Senate to serve as Assistant Secretary of the Treasury for Legislative Affairs.

Maloney appeared on the Electric Perspectives podcast to discuss his priorities for EEI; the electric power industry’s commitment to providing reliable, affordable energy for customers nationwide; and how the industry is strengthening America’s energy dominance.

Electric Perspectives (EP): During your first few months in your role, what are your first impressions of the work underway at EEI and with its member companies?

Drew Maloney (DM): This is a tremendous time to be involved in the electric power industry. I have been impressed with the amount of work underway, and the commitment to energy policy, here at EEI.

Member engagement is one of the unique values that EEI has, and members are really engaged in policy discussion.

An example of the commitment our members have to the customers they serve is the annual EEI Emergency Response Awards. What some of these members have done for disaster relief in their communities is just amazing. In a matter of days, they've rebuilt millions and billions of dollars of infrastructure that was impacted by storms, wildfires, or extreme weather. This kind of response—and this type of commitment to communities—really stands out for our members.

EP: What led you to EEI, and how will you leverage your background and expertise as EEI and its members engage in policy discussions?

DM: When I started my young career as a staffer on Capitol Hill, energy was one of the first areas with which I was involved. I was working for a lawmaker from Mississippi, and I distinctly remember Southern Company and Entergy coming into our offices to educate me on energy policy.

Ever since, I've had a fondness for energy. I later ended up working for an oil and gas company and am now leading EEI. This is the culmination of my policy background—understanding how Washington works and how to navigate that to achieve outcomes that help our members serve their customers in a reliable, affordable way.

EP: What insights can you share about cutting through the noise in Washington and working with our partners on Capitol Hill?

DM: Washington has become a very noisy place. It requires you to stay focused on what your message is and to repeat your message, because so many other people are out there with their own messages.

A lot of people make the mistake of being too complicated in their messaging. You really need to focus on your one pager. 

The other thing to remember is that you have to build champions to achieve the legislative outcomes that you want in Washington, and those champions aren't always built in Washington. EEI’s secret sauce is that we build those champions in every community across America. That's how you are ultimately successful in advancing policy goals.

EP: Things also change quickly in Washington. How are you making sure EEI is ready to engage and to create opportunities for changing the conversation?

DM: I've given a lot of thought to what makes a trade association successful. In today's very complex and noisy environment, you have to be very proactive, very nimble, and very impactful. That's the culture that I want to build out at EEI.

We have to be ahead of the curve. In the current construct, you could have state policies, federal policies, or engagement on Capitol Hill switching on a dime. As an organization, you have to be able to act quickly.

You also need to create a “surround sound” supporting your advocacy. It used to be that you just had a team of lobbyists that would advocate on your behalf. Today, you not only need that team of lobbyists—you need support from third-party advocates. You need partners out there who are supporting you.

You have other trade associations working with you. You have a social media plan. You have research. You have all these other items out there that complement what you’re doing. You have to make sure they’re all working in concert to deliver the message and deliver the value and the advocacy that you need.

You have to be a results-oriented organization. That’s exactly what I intend EEI to be. I can already see, as we’re responding to different needs with the Administration, how we’re being proactive and how we’re being nimble. That’s how you get the impact that you want here in Washington.

EP: Earlier this summer, you attended the Pennsylvania Energy and Innovation Summit, which was hosted by Sen. Dave McCormick (R-PA). What did you think of the event? How were attendees thinking about the role that electric companies play in these conversations?

DM: We are at a unique moment in time, with unprecedented growth in the energy sector. You have the reshoring of manufacturing that's requiring more energy. You have AI and innovation requiring more energy. You're seeing electrification—whether that involves cars or homes—raising demand for energy.

We have a critical role to play, and we are playing that critical role to meet demand. What that event allowed us to do is highlight the investments we're making and show the partnerships we're forging in the private sector to deliver power in a reliable and responsible way.

EP: Earlier this summer, you attended the Pennsylvania Energy and Innovation Summit, which was hosted by Sen. Dave McCormick (R-PA). What did you think of the event? How were attendees thinking about the role that electric companies play in these conversations?

DM: We are at a unique moment in time, with unprecedented growth in the energy sector. You have the reshoring of manufacturing that's requiring more energy. You have AI and innovation requiring more energy. You're seeing electrification—whether that involves cars or homes—raising demand for energy.

We have a critical role to play, and we are playing that critical role to meet demand. What that event allowed us to do is highlight the investments we're making and show the partnerships we're forging in the private sector to deliver power in a reliable and responsible way.

EP: Was it encouraging to see participation from President Donald Trump?

DM: Yes, and there was an incredible turnout. We also had Gov. Josh Shapiro, the Democratic governor of Pennsylvania. Sen. John Fetterman (D-Pa.) was there. It really showed a bipartisan breadth of support for innovation and for energy. We also had several of our Pennsylvania members in attendance talking about the investments and commitments they're making to drive innovation and economic activity.

EP: EEI recently published its annual Financial Review, which detailed the industry’s financial performance during the past year. What are your key takeaways from the report?

DM: What stood out to me is the scale of investment planned in the years ahead. We’re projected to invest more than $1.1 trillion into energy infrastructure across America during the next five years. And, I actually think that number could be conservative.

That demonstrates that we are a partner for local communities. We're a partner for the government. We are working with a spectrum of stakeholders to meet energy demand in our communities while prioritizing affordability for customers, for small businesses, for farmers, all while meeting our nation’s growth and innovation needs.

EP: Earlier, you mentioned the importance of strategic communication and storytelling in Washington. How did you think about these priorities at AIC, and what do you think can be applied to your work at EEI?

DM: A great example of an opportunity for EEI would be the Emergency Response Awards, highlighting what our member companies have done in their communities to respond to natural disasters—or partnerships that we have with different groups that enhance or demonstrate our customer solutions.

Every industry is challenged with getting their story out, especially in Washington, where everyone is trying to tell their own story. You just can't tell your story often enough, and that’s what we’re going to focus on.

I want to improve our storytelling. I want to tell our stories more often. I want to be louder about it. I want to make sure that the stories we're telling are being told in the communities that our members serve. Then, we need to translate those stories in Washington, because these are great stories. We're great community partners, and we need to be better about highlighting our stories.

EP: For many years, EEI’s tagline has been Power by Association^SM. What does that concept mean to you as you think about delivering value to EEI’s members?

DM: EEI’s CEO engagement is unique. Our member companies want to see their message and their policy successful here in Washington. What EEI's mantra—“Power by Association”—means is that we can accomplish a lot more by working together. When the most successful companies in Washington can come together with one single voice, they are so much more effective. 

As a former government worker, having worked on Capitol Hill and in a previous Administration, I would go to trade associations when I wanted to get a view on energy or financial services. They represent the collective voice, and it's easier for a policymaker to go one-stop shopping as opposed to piecing together the views of different member companies.

When we as EEI come in, we bring member companies, and we bring one unified voice. That is a real value add that we have at EEI.

EP: Switching gears, you serve as Vice Chair of the Board of Trustees for the Meridian International Center. You and your wife established the Klein-Maloney Fellowship for Women in the Sciences at your alma mater, Randolph-Macon College. What more can you share about your philanthropic work and life outside of EEI?

DM: My wife and I met in college. She's a very accomplished scientist at Johns Hopkins University. She studies women's health, and she noticed a need for more women going into scientific fields. We decided to create a fellowship at our alma mater, encouraging women to perform research projects during the summer that we fund.

It's very exciting for her and for me, as well. We're the parents of two daughters, so we're committed to making sure that they have a path forward in life. We thought it was important to give back, because our college was instrumental in our lives.

The Meridian International Center’s global diplomacy work also is very important. While most of our activities at EEI are focused on domestic markets, what happens overseas and the trends that you see internationally are important and ultimately influence what happens in the United States.

I have always been interested in that sort of work, and it helps make me a better advocate who has a better grasp on what's happening in other regions of the world that may influence what we do here at home.

EP: During EEI 2025 in New Orleans, you mentioned that your first job was a sheep and poultry farm worker. Did you learn any lessons in that role that still guide you today?

DM: You have to get up early to finish your chores on a farm. I'm glad that, today, I don't have the same chores that I did when I was a young 4-H and FFA member. But, that sort of work does teach you responsibility early on.

I grew up in a rural part of Virginia, and I've lived in Washington, D.C., for most of my adult life. I appreciate having that perspective, understanding the challenges faced by people on a farm where I grew up. I have a better understanding of what and how to communicate with different audiences, because I feel like I've lived in different places.

I really do treasure growing up on a farm, raising sheep, going to the county fair. It was a lot of fun, and I wish my kids had that same opportunity.

Like many of you, I have strong emotions about the 20th anniversary of Hurricane Katrina and its impact on the city we call home—New Orleans. I remain in awe of nature’s raw power on that fateful day and deeply sad about the tragedy brought by the storm to so many. Considering Katrina, and its equally terrifying counterpart, Hurricane Rita—which struck the Louisiana/Texas border just a few weeks later—I’m also inspired by how our recovery showed the power and resilience of the human spirit and what determined people coming together can achieve.

Then, as now, New Orleans was the home to Entergy’s corporate headquarters. Thousands of our employees and their families lived in the places hardest hit by Katrina. I’m honored that our employees met the challenge head on, from those working at our generation plants and headquarters to those restoring power at Entergy New Orleans, our local operating company. Many of them helped the region recover even as they suffered their own personal losses.

The lessons learned after Hurricane Katrina made us a stronger, more customer-focused company, and to this day, we know that progress requires dedication and power—for homes, businesses, communities, and our lives. The spirit of that day endures in our vision statement, “We Power Life,” as we channel those lessons into the work that we do every day, even 20 years later from that impactful time.

Today, we’re a leader across our industry and in our hometown. Our utility workers are nationally recognized for storm response. In fact, during a major storm anywhere in the country, there’s a good chance Entergy will be called on for expertise and support.

We are a leader in corporate giving. For the 10th year, Entergy was named to The Civic 50, the Points of Light's prestigious annual list that recognizes top companies for employee volunteerism and community investment. In 2024 alone, we contributed $4.3 million to more than 100 New Orleans nonprofits.

And, we are a leader in economic development, collaborating to help Louisiana secure major new investments in the data center, liquefied natural gas, steel, and petrochemical industries. Earlier this year, we served as founding partner for the Super Bowl 59 Host Committee, contributing millions of dollars to host this major event that brought more than $1.25 billion in economic impact to our state, region, and city.

We continue our work in close collaboration with our regulators and communities as we build energy infrastructure that makes the grid stronger and more resilient for years to come—an energy grid designed to withstand the harshest conditions. That work balances affordability, reliability, and sustainability on behalf of all our customers.

In New Orleans, the City Council recently approved Phase 1 of our proposed resilience plan, which includes strengthening more than 3,000 structures and upgrading more than 60 miles of electric lines.

The Louisiana Public Service Commission also approved the first phase of those efforts, which includes 2,100 incremental Entergy projects across the state. By reinforcing our grid ahead of severe weather, Louisiana customers will save an estimated $1.2 billion in storm costs.

The Public Utility Commission of Texas approved an investment of $137 million in projects to strengthen the Southeast Texas power grid, reduce storm-related outages, and save customers millions in restoration costs for decades.

And, while we are making these needed investments, we are mindful that 40 percent of our residential customers live at or below the poverty level. That reality is part of each business decision we make in New Orleans and everywhere we serve. As a result, we continue to maintain some of the lowest electric rates in the country and work hard every day to keep bills as low as possible.

Twenty years on, the lessons of Katrina endure, and the resilience of this community continues to inspire. New Orleans remains our home as we work for everyone and honor our commitment to safely serve our city and the region. The people of Entergy are optimistic about the future, ready for anything, and striving to lead the way to a brighter future for all of us.

Read about how Entergy restored more than just power at entergy.com/Katrina20.

Drew Marsh is Chair and CEO of Entergy.

EEI President and CEO Drew Maloney on Tuesday wrote to Congressional leaders urging them to advance siting and permitting legislation that would “help end needless litigation, ensure reliability at the lowest cost, and fuel economic growth.”

“Electric companies are focused on building new generation and transmission projects quickly and without unnecessary delays and costs,” said Maloney. “Current siting and permitting processes—and the protracted litigation they often entail—can stop projects in their tracks or add years to deployment timelines, saddling customers with needless costs and slowing economic growth.”

Speaking on behalf of America’s investor-owned electric companies, which serve more than 250 million Americans, support more than 7 million jobs across the country, and plan to invest more than $1.1 trillion during the next five years to power economic prosperity, Maloney called on Congress to:

• Streamline the National Environmental Policy Act (NEPA) to ensure speed and certainty for NEPA reviews and set reasonable bounds for legal challenges. Passing the Standardizing Permitting and Expediting Economic Development (SPEED) Act introduced by U.S. House Committee on Natural Resources Chairman Bruce Westerman (R-AR) and Rep. Jared Goldman (D-ME) is a necessary first step.
• Strengthen and extend nationwide permitting under Clean Water Act (CWA) Section 404/Rivers and Harbors Act Section 10. Codify and expand this already working permit program.
• Speed up and focus state water quality certifications under CWA Section 401. Center these certifications on direct discharges and establish appropriate timelines for state action.
• Right-size the scope of the National Historic Preservation Act Section 106 to both ensure historic preservation and the ability to grow and deploy new infrastructure.

Permitting reform is slated to be a key topic on Capitol Hill in the months ahead, with a U.S. House Committee on Energy and Commerce’s Environment Subcommittee hearing on permitting reform under the Clean Air Act scheduled for Tuesday afternoon.

Reform would “unleash America’s electric companies,” Maloney wrote, voicing support for “bipartisan, common-sense reforms to achieve energy dominance, win the AI race, and allow electric companies to meet increasing energy demand reliably and affordably.”

Scroll down to read Maloney’s full letter to lawmakers.

Customer affordability has long been a priority for investor-owned electric companies, particularly during summer months when air conditioning and energy use tend to spike, putting upward pressure on energy bills.

As artificial intelligence (AI) and data centers, increased industrialization and the reshoring of manufacturing activity, and the broader electrification of the economy continue to push electricity demand higher, EEI member companies are proactively developing customer support programs and raising awareness of existing federal, state, and company-specific resources to help ensure customers who need financial assistance are able to access it.

Each August, EEI and the National Energy & Utility Affordability Coalition observe Low Income Home Energy Assistance Program (LIHEAP) Action Month, to help raise awareness of and advocate for federal funding for LIHEAP. The program plays a critical role in helping low-income customers manage their energy bills, providing essential heating and cooling assistance to eligible families. EEI is actively engaging with our partners on Capitol Hill to stress the importance of the program.

Additionally, many EEI member companies also are rolling out innovative financial assistance tools and relief programs to help keep customer bills as low as possible.

In June, Exelon Corporation and its local affiliate companies—Atlantic City Electric, BGE, ComEd, Delmarva Power, and Pepco—rolled out a $50-million Customer Relief Fund, partnering with local nonprofits to help limited- and middle-income customers in need of energy bill assistance this summer.

“Exelon understands that high energy bills, caused by increased supply costs, are extremely stressful for low- and middle-income customers—which includes many seniors, small business owners, and families experiencing challenges,” Exelon President and CEO Calvin Butler, who also currently serves as EEI Chair, said in a statement announcing his company’s Customer Relief Fund.

Similarly, Pacific Gas & Electric Company (PG&E) in July announced it would commit $50 million to new and existing financial assistance programs. It also announced a new dollar-for-dollar matching program up to $1,000 to help eligible customers pay past-due bills. An estimated 400,000 customers are expected to be eligible for the new program based on federal income guidelines.

Exelon and PG&E are among EEI’s largest member companies, but electricity providers of all sizes are shining a spotlight on similar initiatives to support the customers and communities they serve.

Developing Innovative Solutions

Among the new EEI member-led financial support initiatives to launch this summer is the Public Service Electric and Gas Company’s (PSE&G’s) Summer Relief Initiative, designed to protect residential customers from higher energy bills. PSE&G in June received approval from the New Jersey Board of Public Utilities to issue temporary credits to customers, partially offsetting higher energy prices in the region. The company also issued a Summer Moratorium on disconnections for qualified customers and is waiving reconnection fees.

Many other companies are partnering with local nonprofits and philanthropic organizations to ensure resources flow to the most vulnerable. The Duke Energy Foundation, for example, committed $400,000 in June to its Share the Light Fund, which supports customers facing financial hardship across the six states that Duke Energy serves. Through the Share the Light Fund, Duke Energy works with local nonprofit agencies that can help connect individual customers with the resources and aid for which they qualify. The foundation’s latest contribution builds on the $11 million that Duke Energy, its foundation, its employees, and its customers have committed to such efforts during the past three years.

“We know that behind every request for assistance is a story—a family, a friend, a community member working to get through a tough time,” Duke Energy Foundation President Amy Strecker said in a statement. “Through the Share the Light Fund and our local partners, we’re able to support our neighbors in their moment of need.”

Driving Energy Efficiency

EEI member companies also are working directly with corporate and residential customers to help them improve their energy efficiency, do more with less electricity, and lower their monthly bills. Dominion Energy Senior Policy Director Tonya Byrd wrote in Electric Perspectives earlier this year about her company’s energy efficiency renovation efforts, describing a project that involved upgrading a local senior citizen’s aging HVAC system, heat pump, ducts, and light fixtures.

Similarly, Entergy Texas earlier this year hosted a series of community events in Cleveland and Huntsville to provide no-cost air conditioning tune-ups to eligible customers. Some customers also received free energy efficiency products and home weatherization upgrades.

The air conditioning work is part of the company’s broader CoolSaver program, which provides free HVAC services valued at more than $200 per home. Qualified technicians clean and calibrate the output of existing systems to improve performance and help customers reduce their energy usage.

“We know the Texas summer heat can be relentless, and so can high energy bills if systems aren’t running efficiently,” Entergy Texas Energy Efficiency Program Manager Mark Delavan said in a statement. “These tune-ups can make a big difference in the homes and wallets of our customers.”

Raising Customer Awareness

Six in seven families eligible for LIHEAP assistance are not actively enrolled in the program, largely because they are unfamiliar with the resources available to them. Many EEI member companies see similar barriers to enrollment in state- and company-specific programs and are actively working to educate customers and streamline application processes.

Xcel Energy’s Resources. Education. Delivered. (RED) Truck launched in 2023 to bring information about financial assistance directly to customers. The RED Truck travels to fairs and community events, where bilingual Xcel Energy account representatives can help customers understand the resources available to them and answer questions about their accounts.

“By connecting with our customers where they live, work, and play, the RED Truck ensures their voices are heard and their needs are met, aligning with our mission to deliver safe, reliable, and affordable service,” Xcel Energy—Colorado President Robert Kenney said in a statement. “The RED Truck initiative lets our customers know they can rely on us to be where they need us to answer questions and provide support.”

PNM raises awareness of its Good Neighbor Fund by participating in community resource events across Albuquerque and its wider service territory. The PNM Good Neighbor Fund provides electric bill assistance to low-income and income-qualified customers, including seniors and other vulnerable groups.

The fund, which is distributed through a partnership with the Rio Grande Food Project, helps qualified customers stay connected to electricity during challenging times. PNM hosts several on-site bill assistance events throughout the year to provide customers and community members with direct access to these vital resources. During the events, PNM team members are available to answer questions, review customer eligibility, and help customers with bill assistance applications.

Electricity customers looking for assistance can visit EEI’s Energy Affordability hub for more information about what local resources may be available in their community, including federal LIHEAP eligibility, and for EEI’s guide to more than 100 ways to improve your electric bill, including energy efficiency updates and actions that customers can take to help lower energy bills.

Lineworkers are essential to the electric power industry’s efforts to enhance and strengthen the energy grid. They play a key role in building, installing, and maintaining the critical energy infrastructure and smart grid technologies that are helping to reduce outage times and to keep customer bills as low as possible. They work around the clock and in dangerous conditions after hurricanes, wildfires, tornadoes, and other extreme weather events to restore power and hope to impacted communities. 

Electric Perspectives spoke with five lineworkers who are members of IBEW Local chapters and who work for EEI member companies to learn more about the day-to-day realities of the trade. These highly skilled workers power our economy and our way of life, and we are grateful for their service.

On a recent episode of the

Following is an abbreviated writeup of Anthony’s interview with EP, lightly edited for length and clarity. To catch up with other recent interviews, visit electricperspectives.com/podcast.

Electric Perspectives (EP): Tell us a little bit about your background.

Tyler Anthony (TA): I've spent more than three decades in the energy industry, with more than 20 years in nuclear and 15 years on the transmission and distribution side of the business. That perspective has shaped how I approach this role at Pepco Holdings, where we serve more than 2 million customers across Maryland, Delaware, New Jersey, and here in Washington, D.C., including some of the country's most critical government and institutional facilities.

We take that responsibility very seriously at Pepco. It's an honor to serve this area. Our mission is to deliver safe, reliable, and affordable power to these communities, and that includes ensuring continuity for the institutions that keep our region and our nation running.

We're doing all of this at a time when the energy landscape is undergoing, frankly, unprecedented change. In the last five years, we've seen more transformation than we had in the previous 50. From the rapid growth of data centers and electric vehicles to the impacts of climate change and evolving customer expectations, our grid is under more pressure than ever. 

At the same time, exciting opportunities are emerging. We're seeing a resurgence of interest in clean, baseload generation like nuclear. I'm looking forward to talking more about how we're responding to surging demand, especially from areas like AI and data centers, how we're investing in grid modernization to prepare for what's ahead, and how we're building the workforce needed to power this transformation in a way that's equitable and lasting.

EP: The rapid growth of AI and data centers is accelerating grid transformation. At the same time, the industry is navigating rising electricity demand and extreme weather events. How is Pepco developing long-term plans to power its communities in the face of all of these sometimes-competing dynamics?

TA: We're at an inflection point. The convergence of AI, data center growth, electrification, and extreme weather is transforming the energy system faster than anything I've seen in my 30-plus years in the industry. As an example, battery storage at scale in the United States is poised to more than double during the next two years and will close out 2026 at nearly 65 gigawatts (GW). When you put that in perspective, it's a rapid rise from the 17 GW in the first quarter projected for 2024. A gigawatt is roughly equivalent to building an entire nuclear power station.

At Pepco, we're focused on energy security as older baseload resources that operate 24/7 retire and new energy resources come online. We've retired all the fossil generation in New Jersey. We've just retired the last fossil plant in Delaware in December of last year. That just means the need for renewables will continue as we build these larger baseload, 24/7 resources.

We also are advocating for market and policy reforms that ensure large-scale users like data centers pay their fair share, and that customers aren't left shouldering the costs of rapid transformation. Both Pepco and Exelon Corporation support co-location of data centers with energy generation. We see that as a key part of the solution, but it has to be done responsibly. We need to ensure that it doesn't drive up costs for residents and small businesses while also helping position the United States to lead in the global race for AI.

This is all about national security. And, it's about striking the right balance between growth and accountability, innovation, and equality. As long as we're working together—electric companies, policymakers, regulators, as well as our partners in labor in our communities—we can solve these issues and continue to advance improvements to the grid. I can't stress enough the importance of partnerships.

This moment calls for urgency but also discipline. We can move fast and still do it the right way. 

EP: Can you tell us more about Pepco’s Capital Grid project?

TA: I mentioned the importance of partnerships. The Capital Grid project pulled all of our regional partnerships together to essentially set a foundation with our stakeholders to put a $1.6-billion investment in the future of energy in Washington, D.C.

It's going to serve as a springboard to our long-term strategy to enhance the energy grid. The project was a once-in-a-lifetime opportunity for our employees to work on something that is transformative for our customers, our communities, and our partners. It essentially puts 230 kilovolts 25 feet into the ground across the entire District of Columbia, increasing capacity and replacing aged infrastructure.

The Capital Grid project started in 2016, and we're quickly coming to its conclusion.

EP: Exelon, which is the parent company of Pepco, recently announced a $50-million charitable contribution to help customers in need of financial assistance across its network. Can you tell us about Pepco's role in this program and how it will help customers?

TA: This is one of the reasons I'm so proud to work for Exelon. We spend a great amount of time in our communities, and that builds a level of trust. What we've seen across the different jurisdictions, as supply costs have increased, is that our customers’ bills are increasing.

Exelon and companies like Pepco asked ourselves: What more can we do? How can we be part of the solution? This was a step in that direction—to say to our customers, ‘We're here for you.’ We're part of the broader community. It's very important that we show up when our customers are in need in any way that we can. This is another step in that direction—to build that trust with our community and our customers.

EP: What can you tell us about your focus on ensuring customer bills are as low as possible? 

TA: This is probably the top issue facing our industry, facing Exelon, and facing Pepco. We're taking it very seriously. Our relief fund is a big step in the right direction. However, there's a lot more going on behind the scenes as we try to drive costs down.

There are four areas that we're focused on currently. One is reforms on the supply side with the PJM Interconnection, looking at how we keep dispatchable resources affordable and available for customers.

The second is our internal costs, looking at how we keep these as low as possible and get the most out of every dollar we spend.

Third, we're working to educate customers. In our customer portal, customers can get weekly and daily updates on the energy they're using, how it compares over time, and how much they're spending. This keeps them more active, because nobody wants a surprise bill. In Washington, D.C., where temperatures can get close to 100 degrees this time of year, more energy will go toward running air conditioners. We have to keep customers informed and help them manage their energy.

Our fourth and final area of focus relates to our regulators and our partners and includes energy efficiency programs, energy efficiency audits, what we're doing around rate structure for low- to moderate-income customers, the Low Income Home Energy Assistance Program and federal programs, and how we’re connecting all of this to customers. 

As the new leader of the Electricity Information Sharing Analysis Center (E-ISAC), I come into the role with a sense of enthusiasm and energy. Not only do I get to continue the mission, vision, and focus I had in my previous role at Berkshire Hathaway Energy (BHE), I also get to work with another exceptional and highly respected team. I see nothing but potential as we build on the E-ISAC’s historic successes—one of which is GridEx, the largest grid security exercise in North America.

Hosted every two years by the North American Electric Reliability Corporation and the E-ISAC, GridEx was launched in 2011. Hundreds of organizations and thousands of individuals have participated. GridEx simulates the response and recovery from a coordinated attack on critical infrastructure and is designed as a decentralized, distributed play exercise. Organizations that take part can scale their own participation up or down to meet their unique objectives while coordinating their response with external partners. This year, GridEx VIII (to be held November 18-19) promises to be another major step forward in advancing industry-wide preparedness and resilience against evolving cyber and physical security threats.

Although I have been with the E-ISAC for a relatively short time, I already am struck by the scale and scope of the exercise and the level of industry and government planning, collaboration, and coordination that goes into staging this important event.

In my previous role, I participated in all seven exercises. I always saw them as an opportunity to exercise at scale and to test and continually strengthen our resilience. While GridEx is only one of many exercises that entities take part in, its unique flexibility is an asset and provides a broader view across industry, government, and stakeholder perspectives.

And, importantly, it serves as a call to action to engage and build relationships across those groups before a real event occurs. Planning and engagement include working with federal government partners, such as the U.S. Department of Energy, the Cybersecurity and Infrastructure Security Agency, the U.S. Department of Defense, and the Canadian Centre for Cybersecurity—organizations that would be instrumental in responding to a national-level crisis.

Of course, the real impacts of any attack are realized in local communities, making strong relationships among the investor-owned electric companies, electric cooperatives, public power entities and municipalities, local government, and emergency services vital to recovery efforts. GridEx promotes bringing these organizations together to build and strengthen relationships, as participants work together to enhance our collective resilience.

I firmly believe that the E-ISAC’s role in building and coordinating this exercise is about continuously advancing the resilience of our industry. Every exercise should move the needle forward, challenging our plans and capabilities and identifying opportunities to strengthen and improve, because that is the real benefit. At the end of the day, we cannot prevent everything, but we can reduce the likelihood and impact of physical and cyber attacks—and we can ensure that the partnerships and processes are in place to effectively respond and recover.

Participating with BHE in the past provided a valuable perspective and shaped my thinking on how participants should approach the exercise. I believe the aim should be to challenge existing plans, degrade resources, and test assumptions to the point of failure—it is at the point of failure where the lessons are really learned. Effective exercises using challenging scenarios and the resulting lessons learned are what lead to measurable improvement for each participating organization.

The E-ISAC publishes its own Lessons Learned Report following each GridEx, which is posted on the E-ISAC website. A major outcome of the 2023 exercise was the need for the electric sector to improve the resilience of its communications systems. Through document reviews and interviews with subject matter experts, the E-ISAC developed a full report with extensive recommendations for the Electricity Subsector Coordinating Council.

The E-ISAC also developed two communications references: an in-depth case study on the unique communications challenges encountered during Hurricane Helene in North Carolina; and a Resilient Communications Technical Crosswalk document, which serves as a quick reference for comparing different resilient communications technologies currently in use across the grid. These references, which are available on the E-ISAC website, are provided to help members as they improve their crisis communications plans and elevate their communications technologies.

Enhanced accessibility was another recommendation identified during GridEx 2023. As a direct result, the E-ISAC has expanded participation options for the upcoming exercise to make it even easier for smaller organizations and first-time participants to get involved. To facilitate their participation, two new formats have been introduced this year:

• GridEx in a Box: A streamlined version designed as a functional exercise, ideal for smaller planning teams or organizations with limited resources.
• GridEx Tabletop: A flexible, discussion-based format designed to be “plug and play” with a slide deck and a facilitator guide.

With more than 300 organizations already registered, GridEx VIII is an opportunity to strengthen internal response capabilities, build relationships across the industry and with other sectors, and help enhance the overall resilience of the bulk power system. More information and registration details are available on the E-ISAC website.

Michael Ball is senior vice president at the North American Electric Reliability Corporation and CEO of the Electricity Information Sharing Analysis Center.

In July, representatives from EEI, CenterPoint Energy, Dominion Energy, Duke Energy, Entergy, Florida Power & Light, Southern Company, and TECO Energy traveled to Capitol Hill to meet with federal lawmakers and their staff for the third annual Congressional Hurricane Preparedness and Recovery Symposium.

The symposium showcased the vital role of industry-government partnerships and mutual assistance networks. The event also emphasized the electric power industry's commitment to disaster preparedness and recovery, highlighting how technological advancements enable faster, more efficient responses as lineworkers and first responders restore power and hope to impacted communities.

During the event, electric companies showcased their disaster preparedness and resilience plans and tools, including:

• Dominion Energy’s grid upgrades that are enhancing resilience, including automatic sectionalizers that help restore power more quickly when outages occur.
• Duke Energy’s grid modernization plans, including investments in weather-resilient power poles, smart grid technologies, and unmanned aerial systems and helicopters to monitor the grid.
• Entergy's Damage Assessment Collecting Tool, which streamlines the damage assessment process and allows field assessors to access online maps to relay the exact location of where repairs need to be made.
• TECO Energy’s lineworker equipment, which highlighted the difficult task lineworkers face every day as they maintain, repair, and upgrade critical energy infrastructure and restore power after extreme weather events.
• Florida Power & Light’s drones, which optimize grid assessment efforts and allow crews to gain visibility into hard-to-access sites.

Power of Partnerships

The event's fireside chat, which featured American Red Cross Vice President for Disaster Programs Jennifer Pipa and EEI Senior Vice President for Energy Security and Industry Operations Scott Aaronson showcased the vital role of partnerships and mutual assistance networks across sectors.

“Electric companies are critical to national security and critical to health and safety. We appreciate the support of our government partners, and our mantra is to be better today than we were yesterday—and better tomorrow than we are today,” said Aaronson.

“When things occur, what we do is look to the entire network [of regional American Red Cross organizations] and ask each one of them to put forward their volunteers, so that we can bring them together and then deploy them down to the disaster area. It's the exact same kind of mutual aid assistance model [as the electric power sector],” Pipa said.

U.S. Representatives Troy Carter (D-LA) and Jared Moskowitz (D-FL), co-chairs of the Congressional Disaster Preparedness and Recovery Caucus, emphasized the importance of disaster preparedness and partnerships that support recovery efforts.

“These storms, high winds, and high waters, they don’t know zip codes, socioeconomic status, or political affiliation,” Rep. Carter said. “They are equal opportunity havoc wreakers. We thank you all for your partnership, and we stand ready to support you.”

Disaster preparedness and recovery requires “absolute partnership,” said Rep. Moskowitz, noting that the Caucus supports the electric power industry and emergency management officials.

To learn more about how EEI’s member companies respond to extreme weather events and other disasters, visit EEI’s website.

EEI on Wednesday published its 2024 Financial Review, a wide-ranging report showcasing investor-owned electric companies’ strong financial footing.

EEI member companies invested a record $178.2 billion last year to make the energy grid smarter, stronger, more dynamic, and more secure, according to the report. This was the 13th-consecutive year of record capital investment for EEI member companies, with more than $30 billion allocated to adaptation, hardening, and resilience projects to strengthen the nation’s transmission and distribution infrastructure for all customers.

“Importantly, EEI member companies are projected to make similar investments of more than $1.1 trillion between 2025 and 2029, creating millions of jobs and supporting local economies across the country,” EEI President and CEO Drew Maloney said in a statement. “As always, we remain committed to keeping customer bills as low as possible as we work to deliver the reliable, secure electricity that is enabling innovation and enhancing the energy leadership of the United States.”

EEI member companies are continuing to invest to support growing electricity demand driven by artificial intelligence and data center expansion, industrialization and the reshoring of manufacturing activity, and the electrification of the broader economy. The sector is the most capital-intensive in the U.S. economy, and these investments support local jobs, empower communities, and drive economic development.

The report also showed that the industry’s average credit rating at the parent company level remained at BBB+ for the 11th-consecutive year, having increased from BBB in 2014, among other financial metrics.

The electric power industry accounts for at least 5 percent of U.S. GDP and supports more than 7 million jobs across the country. Its financial health is critical to unlocking the capital necessary to build new critical energy infrastructure of all kinds.

Visit eei.org to read through the report.

EEI President and CEO Drew Maloney and CEOs from four EEI member companies convened with industry, government, and technology leaders at the Pennsylvania Energy and Innovation Summit in Pittsburgh, where it was announced that the Commonwealth will see an influx of more than $90 billion in artificial intelligence (AI) and energy infrastructure investments in the coming years.

Maloney joined President Donald J. Trump, U.S. Senator Dave McCormick, U.S. Energy Secretary Chris Wright, Pennsylvania Governor Josh Shapiro, and other senior officials at the event, which emphasized the essential role electricity plays in powering the nation’s economy and advancing technologies like AI.

“We applaud Senator McCormick for convening today’s event with President Trump and for shining a bright light on the critical role electricity plays in powering innovation and driving economic growth,” said Maloney. “The more than $90 billion in new investments announced today will help fund energy infrastructure projects, connect data centers as quickly as they are built, and create thousands of jobs. These types of investments highlight the commitment of America’s electric companies to delivering the reliable, affordable electricity that makes innovation possible.”

During the summit, EEI member company PPL Corporation announced the formation of a joint venture with Blackstone Infrastructure to build, own, and operate new natural gas-based, combined-cycle generation stations to power data centers under long-term energy services agreements with regulated-like risk profiles that do not expose the companies to merchant energy and capacity price volatility.

“We are committed to developing creative solutions to some of the most pressing challenges we face in today’s changing energy landscape. And in Blackstone Infrastructure, we’ve found a tremendous partner and long-term energy infrastructure investor that not only has deep expertise in data center development and power generation but also shares our passion to deliver America’s AI dominance and to help address resource adequacy concerns within PJM,” PPL President and CEO Vincent Sorgi said in a statement.

As the hometown electric company, Duquesne Light thanked the organizers of the summit and emphasized the company’s economic impact in Pittsburgh and throughout western Pennsylvania.

Five EEI member companies—Duquesne Light, FirstEnergy Corporation, PECO, PPL Electric Utilities, and UGI Utilities—collectively serve more than 5.9 million customers in Pennsylvania. Their investments in grid infrastructure in Pennsylvania are projected to more than double during the next four years to meet customer demand, boosting economic development and job growth in local communities.

Although future projections vary, experts agree that Pennsylvania’s and America’s appetite for electricity is only moving in one direction: up. Nationally, EEI member companies are projected to make more than $202 billion in grid investments this year alone.

“Through 2029, FirstEnergy is investing more than $28 billion in capital systemwide to modernize local distribution systems and strengthen the transmission network. In Pennsylvania, that includes spending $15 billion in the infrastructure enhancements, people, processes, and facilities needed to deliver safe, reliable power,” FirstEnergy Corporation Board Chair, President, and CEO Brian X. Tierney said in a statement. “This year alone, more than 40 new journey-level hires and apprentices will join our Pennsylvania team in well-paying, meaningful careers with long-term growth opportunity.”

Additionally:

• Duquesne Light plans to invest $2.7 billion during the next five years to upgrade the safety, reliability, and resilience of its service and grid infrastructure.
• PECO is investing approximately $9.3 billion during the next five years across its electric and natural gas systems to complete targeted system enhancements and corrective maintenance, invest in new equipment, inspect equipment, and perform enhanced tree trimming and other vegetation management. 
• PPL Electric Utilities, PPL’s regulated utility subsidiary in Pennsylvania, has made more than $13 billion in grid investments since 2013 and plans to invest nearly $7 billion more through 2028.
• Between the company’s 2023 and 2025 fiscal years, capital expenditures for UGI Utilities are projected to reach nearly $1.4 billion.

These investments allow electric companies to meet new and rising demand from data centers and AI technologies, industrialization and the reshoring of manufacturing activity, and the electrification of the transportation sector, among other drivers. Just last month, PECO committed to partnering with Amazon Web Services to support data center development in southeastern Pennsylvania.

Investor-owned electric companies also are increasingly embracing AI-enabled tools to power their operations, drive efficiency, and keep customer bills as low as possible. FirstEnergy is among several EEI member companies to use AI technology to inform its vegetation management strategy to help prevent wildfires and mitigate storm damage. Duquesne Light last year announced it would install an AI-powered system to help make underground grid maintenance safer and more efficient. 

This trend of electric company AI adoption extends well beyond Pennsylvania’s borders. Last month at EEI 2025, Southern California Edison was awarded the 97th Edison Award for its Advanced Waveform Anomaly Recognition system, which uses advanced sensors and AI models to detect faults and reduce the number and length of outages within SCE’s service territory. Learn more about the project and catch up on highlights from EEI’s annual thought leadership forum at eei.org/2025.

On July 9, industry and labor leaders and representatives gathered at the Rayburn House Office Building to honor the brave men and women who help maintain America’s energy grid and power our nation. The Lineworker Appreciation Day Reception, held ahead of the annual National Lineworker Appreciation Day on July 10, celebrated workers’ commitment to service and dedication to their communities.

Representatives from the Edison Electric Institute (EEI), the International Brotherhood of Electrical Workers (IBEW), the National Electrical Contractors Association (NECA), and Pepco Holdings thanked the more than 150 members of Congress who cosponsored resolutions honoring lineworkers. The resolution was championed by U.S. Representatives Linda Sánchez (D-CA), Rob Bresnahan (R-PA), Donald Norcross (D-NJ), and Brian Fitzpatrick (R-PA), and by U.S. Senators Kevin Cramer (R-ND) and Catherine Cortez Masto (D-NV).

Those at the event also saluted lineworkers across the country, including those in attendance from Pepco (members of IBEW Local #1900) and Entergy (members of IBEW Local #2286).

“These brave men and women are the face of our industry. They are essential to keeping the lights on for the customers and the communities we proudly serve,” said EEI President and CEO Drew Maloney. “They're the first responders who head towards danger when others are moving away and work around the clock to restore power.”

Maloney also commended lineworkers for their role in helping advance EEI member companies’ collective vision for a safe, reliable, and secure energy future.

IBEW Utility Director Drew Stover recounted the life of Henry Miller, a union organizer, lineworker, and the first president of the IBEW, who died on July 10, 1896, while restoring power in Washington, D.C. National Lineworker Appreciation Day is observed on July 10 to honor his legacy.

“He would be proud that there has been so much progress—not just in safety conditions, but in the IBEW’s partnership with management and with elected officials to bring about those changes,” Stover said. “You all meet every challenge and literally power America.”

NECA CEO David Long thanked EEI and the IBEW for their partnership and emphasized efforts to improve worker safety. “We’ve been able to reduce accidents and deaths on the job, and we’ll continue to have an impact, because we want to make sure that each one of you goes home every day,” he said.

Pepco Holdings President and CEO Tyler Anthony thanked IBEW Local #1900 leaders for their partnership on workforce development programs, as well as the lineworkers in attendance for working long days and in challenging conditions to ensure reliability during recent storms and a severe heatwave. “These lineworkers put their skills to work every day, and they are committed to maintaining and improving critical grid infrastructure,” he said.

Be sure to #ThankALineworker today and every day for their unwavering dedication.

Drew Maloney started today as the new president and CEO of the Edison Electric Institute (EEI).

Maloney joins EEI from the American Investment Council (AIC), where he served as President and CEO since 2018, building a reputation for effective industry advocacy and strategic leadership, including efforts to promote investment in American energy production and critical infrastructure.

Prior to leading AIC, Maloney was unanimously confirmed by the Senate to serve as the Assistant Secretary of the Treasury for Legislative Affairs, where he worked on issues including tax policy and energy infrastructure investment policy.

“As AI transforms our industries, manufacturers return to our shores, and daily life becomes more electrified, the strength and resilience of America’s energy grid is more critical than ever,” said Maloney when he was announced as EEI's incoming leader earlier this year.

“EEI’s member companies make up an innovative and dynamic industry, and I am excited to work with them to lay out and execute policies to support critical infrastructure investment, accelerate the deployment of domestic energy sources, and keep energy affordable and reliable for customers. I am confident that, working with the Trump Administration and Congress, we will advance and strengthen American energy independence, national security, economic prosperity, and global leadership.”

Read his full bio here.

Dive into part one of the EEI 2025 highlights series on the latest Electric Perspectives podcast episode, featuring EEI Chair Calvin Butler, president and CEO of Exelon; Entergy Chair and CEO Drew Marsh; and Entergy Louisiana President and CEO Phillip May.

Congratulations to the 2025 Edison Award Winners!

Edison International and Southern California Edison are winners of the domestic Edison Award, and Fortis, Inc. has won the international Edison Award.

During EEI 2025, EEI interim President and CEO Pat Vincent-Collawn presented the 97th Edison Award, the electric power industry's highest honor.

The award is selected each year by a panel of former energy industry executives in recognition of distinguished leadership, innovation, and contributions to the advancement of the electric power industry. 

Learn more about this year's winners and finalists.

Electric Perspectives (EP): How has customer demand evolved during your three years as Entergy CEO and in the nearly three decades that you have been with the company?

Drew Marsh (DM): The demand growth that’s taking place across the country and in Entergy’s service area is unlike anything we have seen in recent history—and, in some ways, ever.

Not only is the need for electricity at an all-time high, there’s also an explosion of economic activity in the Gulf South that is bringing new opportunities, new industries, and new customers to the region we serve. It is an exciting time to be leading Entergy. We’re in a unique position to respond to several favorable trends—including technological advancement and the buildout of data centers, the onshoring of industrial and manufacturing activity, increased demand for clean energy, and electrification throughout the economy.

I am proud of our work to develop a customer-led plan that will drive continued growth, reliability, and resilience in the years ahead. Through 2028, we plan to invest $37 billion in critical energy infrastructure, including generation, transmission, and distribution. We’re also building new natural gas infrastructure across our service area, with regulatory approval pending on a series of combustion turbine plants in Arkansas, Louisiana, and Texas that include accommodations for carbon capture technologies. We need to continue to embrace new technologies and to lead with innovation when it comes to powering the lives of our customers.

What has not changed for Entergy is our customer and community focus. For more than 100 years, we have been committed to serving our customers and to keeping their energy costs as low as possible—which is especially important in our region, with 40 percent of our residential customers living at or below the poverty line.

It’s our responsibility to balance building and strengthening the energy grid of the future with the needs and realities in our communities. We do this in a number of ways. Last year, Entergy launched the Leading Energy Affordability for All Task Force, which works with external partners to ensure our customers benefit from the $1.1 billion in grants, rebates, and funds available across our service area, including home energy rebates. While each of our Entergy operating companies has unique regulatory requirements for offering support through energy efficiency and demand response programs, we are united in our efforts to provide reliable, affordable, and increasingly clean energy to the customers and communities we serve.

EP: You mentioned your region’s industrial growth and new data center customers. What do you see as the key drivers of interest and investment in Entergy’s service territory?

DM: There are a number of natural advantages along the Gulf Coast and the Mississippi River. We are home to the largest industrial base in the United States. People all over the world are looking at the United States for investment opportunities, and our access to global markets matters for our industrial customers—as does our ease of access to ports, pipelines, rail lines, and domestic markets and supply chains.

Low energy costs and abundant energy transportation have long been drivers of economic activity in our region. They’re part of the reason why Meta is investing $10 billion to build a 1,500-megawatt (MW) data center in Richland Parish, La., why Amazon Web Services is dedicating $16 billion to a 650-MW data center project in Madison County, Miss., and why Hyundai Motor Group is planning to build a $5.8-billion steel manufacturing facility in Donaldsonville, La.

In our conversations with these customers, we discussed how Entergy offers benefits to them through our vertical integration and deep ties to our communities. We’re able to convene diverse groups of stakeholders when speaking with new customers, bringing elected officials, community leaders, and local vendors to the table. This is the power of partnership, and the aligned vision across all parties involved helps bring new jobs and dollars to the states we serve. The economic impact to our communities is significant.

Speed-to-market matters, particularly to our data center customers, and we’re able to collaborate and move quickly and comprehensively to bring new opportunities to our communities. Our customers also benefit from Entergy’s diverse energy mix. Modern natural gas accounted for 43 percent of our generating capacity last year—with carbon-free generation sources, including nuclear energy and a growing portfolio of renewables, accounting for nearly 25 percent.

Entergy has 1,600 MW of renewable capacity in service and brought more than 700 MW of solar online in 2024 alone, with the goal of advancing an additional 5,000 MW through 2028.

Many of our customers have their own emissions reduction goals, and our diversity of generation makes us a valuable partner that can provide reliable and affordable service.

In January, Marsh joined Entergy's executive leadership team to ring the New York Stock Exchange's closing bell.

EP: Building a secure and weather-resilient grid has become one of the industry’s top priorities. How are the hardening and resilience initiatives that you are leading at Entergy helping to protect your customers and communities?

DM: Much of Entergy’s footprint sits along or close to the Gulf Coast. While the geography offers unique advantages, it also makes us susceptible to hurricanes, floods, wildfires, and other severe weather events.

The energy grid we operate today was mostly built decades ago to a different standard and expectation than today’s modern life. That means it’s up to us and our government and regulatory partners to maintain and build a reliable and resilient grid for our customers with current weather patterns in mind.

Last year, Entergy Louisiana launched a five-year, $1.9-billion resilience plan that will see more than 2,100 projects aimed at hardening Louisiana’s energy transmission and distribution infrastructure. In January, Entergy Texas received approval for the first phase of a three-year, $137-million effort to reduce storm-related outages and to harden the Southeast Texas grid. Similar efforts in Arkansas, Mississippi, and throughout our region demonstrate our commitment to ensuring customers have access to power when they need it most.

Across our service area, we have invested more than $10 billion during the past five years to strengthen our transmission and distribution infrastructure, and we plan to make similar investments of $16 billion through 2028 to further support reliability and resilience.

Just last year, we received accelerated resilience approvals from our regulatory partners in Texas, Louisiana, and in New Orleans, specifically, that exceeded $2 billion. That allowed us to move forward with 73 distribution hardening projects and another 11 transmission projects. Some of these projects were in large economic hubs like New Orleans, but others were in more sparsely populated rural and coastal communities.

This work ranges from standard blocking-and-tackling efforts like hardening poles against high winds to integrating self-healing grid technologies that enhance our communication capabilities and allow us to restore power more quickly or to avoid outages altogether. We also ensure that all new substation structures and rebuilt infrastructure along the coast can withstand wind gusts of up to 150 miles per hour, as well as storm surge flooding.

I’m particularly proud of a 230-kilovolt transmission line that we completed in the Greater New Orleans area in 2022 that runs across the Mississippi River. The line and the towers that support it went from development to energization in less than one year—a significant accomplishment—and are capable of withstanding winds of up to 175 miles per hour.

EP: August will mark the 20th anniversary of Hurricane Katrina, which devastated New Orleans and large swaths of Entergy’s service territory. Entergy spent years leading the rebuilding and restoration efforts. How have you seen the industry’s perspective on extreme weather change over time?

DM: Hurricane Katrina was a defining moment for our industry and our company. An estimated 1.1 million of our customers were impacted by Katrina—effectively one third of our service area. Roughly 90,000 square miles of the Gulf Coast was devastated by the storm, and much of New Orleans was submerged by floodwaters and storm surge that, in some areas, eclipsed 15 feet. More than 1,000 people lost their lives during Katrina, and it remains one of the most catastrophic storms ever recorded.

I’d been with Entergy for seven years prior to the storm, and I vividly remember our employees and crews—many of whom were personally impacted by Katrina—working day and night during and following the storm, first to lead response and recovery efforts and later to support a long and strategic rebuild. It was a true display of human resilience and heroic work in the face of horrific conditions, and it was essential to bringing back our communities by powering schools, grocery stores, gas stations, businesses, and homes.

I take pride in knowing our work helped turn the Gulf Coast into one of the nation’s greatest comeback stories in recent memory, and I know just how much work went into getting us there. Since that time, Entergy has invested billions of dollars into building weather-resilient infrastructure and hardening our grid to withstand Mother Nature’s worst.

Recovery from a storm like Hurricane Katrina does not happen overnight. However, our customers, industries, opportunity, and hope returned to the region, and the Gulf South today is the envy of much of the country and the world.

We’ve been tested plenty of times during recent years, including by Hurricanes Francine and Beryl just last year and by Ike, Harvey, Laura, Zeta, Ida, and many others in years prior. Our team captures lessons learned from every storm and every restoration effort as we work to improve customer outcomes and harden our infrastructure against future threats. We were proud to receive our 50th EEI Emergency Response Award earlier this year, recognizing the dedication and excellence of our power restoration workers during and after Francine.

“I take pride in knowing our work helped turn the Gulf Coast into one of the nation's greatest comeback stories in recent memory…”

EP: Can you discuss the culture that you’ve instilled at Entergy during your time as CEO?

DM: Our vision at Entergy is: “We power life.” That includes, but extends well beyond, the essential power that we provide for our customers and communities. It means we actively pursue economic development opportunities to improve the quality of life in the communities we serve. It also means we provide our employees with competitive compensation, opportunities for professional development, and work that makes a difference. And, it means we support our communities through a variety of philanthropic and advocacy efforts.

We are committed to upholding a system of shared values that guides our interactions with customers, employees, and other stakeholders. These values reflect the acronym STAIR: safety, teamwork, always learning, integrity, and respect. This serves as the backbone of our workplace culture and allows us to deliver long-term, sustainable value for every stakeholder on our path to becoming the premier electric company.

At Entergy, we also adhere to what we call our Code of Entegrity. This isn’t just a set of rules for employees—it’s an embodiment of our collective commitment to ethical conduct, fair business practices, and steadfast integrity. In all our interactions, we prioritize honesty and transparency, and we know that commitment starts from the top down. All our employees, myself included, are expected to demonstrate behaviors like making our customers more successful, continuously seeking improvement, collaborating and sharing knowledge, being accountable for results, and recognizing and rewarding outcomes.

It’s these sorts of commitments that have shaped Entergy into the institution that it is today. Earlier this year, we were honored to be named to Fortune Magazine’s World’s Most Admired Companies list and the JUST 100 rankings by JUST Capital and CNBC, recognizing the top 100 companies in the United States for serving customers, employees, communities, the environment, and other stakeholders. It’s validating to receive this recognition, and it’s rewarding to see the impact that a strong culture has on our employees and our communities.

EP: You mentioned service to your communities. Service is foundational to Entergy as a company and to the industry as a whole. Can you share more about your community engagement strategies and how you give back in the areas that you serve?

DM: Giving back to those we serve is in our DNA, and we’ve aligned our corporate social responsibility and philanthropic efforts with the significant needs of our region. I mentioned that 40 percent of those we serve live at or below the poverty line. About half of our 3 million customers have a combined household income below $60,000 per year.

Through strategic partnerships with our community advocates, we implemented a range of initiatives aimed at addressing poverty, promoting education and workforce development, providing financial assistance to vulnerable customers, improving our communities, and caring for the environment.

Since 2018, we’ve delivered more than $100 million annually in economic benefits to our communities through philanthropy, volunteerism, and advocacy. These efforts come through in a number of ways. When temperatures soared last summer, we donated $3 million to help low-income customers become more energy efficient and save money on their bills. Our Beat the Heat program helped our most vulnerable customers receive bill payment assistance, cooling fans, energy efficiency kits, home weatherization improvements, and support from our community partners.

Employee engagement has been critical to our impact as an organization. Entergy employees contributed more than 122,000 volunteer hours last year to a variety of local organizations working to make a meaningful difference and improve the quality of life in our communities. Our legal department alone contributed more than 4,900 hours of community service, collaborating with EEI and the Pro Bono Institute to organize EmPOWERING Pro Bono Day, offering customers pro bono legal assistance on a range of issues.

Additionally, our focus on supporting education and workforce development is critical to our communities—and to our industrial customers, who are bringing new opportunities that demand specialized skillsets. Through our Power of Prosperity program, we support Historically Black Colleges and Universities (HBCUs) and students through academic scholarships, facility grants and endowments, workforce development programs, internship opportunities, and access to resources and financial assistance.

Last year, we announced a 10-year, $20-million commitment to elevate and empower HBCUs and their students across Arkansas, Louisiana, Mississippi, and Texas. The Entergy Charitable Foundation also issued a $2-million grant to Jackson State University to develop a cybersecurity workforce training hub, which will help prepare students to fill the critical security positions that will be vital to our industry’s success as we move forward.

EP: You joined Entergy 27 years ago as an associate in strategic planning and special projects and subsequently advanced through the company. What advice would you give young workers today who may aspire to be among the next generation of energy leaders?

DM: It’s an inspiring time to be in the energy industry—electrification is on the rise, new industry demands are becoming a reality, and we’re facing more natural disasters than ever before. Thirty years ago, when I began my career at Entergy, the excitement was different but also there. For those considering a lifelong career at an electric company, I’d say: Never become comfortable in what you do. The environment will always evolve. The job will change, but the criticality of what we deliver requires a steadfast passion. It’s what brings me great joy in coming to work every day—deeply respecting what we do for our customers and communities, and complete admiration for my fellow teammates who show up day after day to keep the machine going.

We believe that a top-performing, highly skilled workforce that draws employees from a wide variety of backgrounds, experiences, and perspectives allows Entergy to build a stronger team and enables us to better serve our customers. By creating a culture where everyone is given the tools, resources, support, and opportunity to contribute and thrive, we will reap the benefits for all our stakeholders of an engaged and empowered workforce—supported by a network of local suppliers—to deliver energy for a better future.

Powering and empowering the people in our region is one of the best ways Entergy can contribute to an improved quality of life in our communities.

“The job will change, but the criticality of what we deliver requires a steadfast passion.”

EP: Throughout your career, where have you looked for advice or inspiration?

DM: I have found advice and inspiration from many diverse places in my career. I have been privileged to have tremendous leaders and peers who taught me about our business, risk, and people. I have drawn inspiration from unconventional sources, like my children’s elementary school teachers on something as simple as how to make meetings more effective or timely.

I have had terrific partners outside of the company who have taught me how to navigate tricky projects or manage transformative initiatives. My family has taught me about the importance of community, how to think about what the community is experiencing, and how it might impact my coworkers.

And, I read a lot, so I pick things up from books, as well. I really value the notion that I can get ideas from anywhere. That gives me the ability, and sometimes the permission, to engage the world while also thinking about what I do professionally.