Good morning, everyone. Thank you for joining us today. My name is Jessica Geoffroy, Director of Investor Relations, and I would like to welcome you to the 2022 NextEra Energy and NextEra Energy Partners Investor Conference. Before we begin, I'll remind you that today's presentations contain forward-looking statements and references to certain non-GAAP financial measures. You should refer to the cautionary statements and risk factors as well as the non-GAAP reconciliations in the appendix of today's materials and our recent SEC filings. On page 3, you'll find the agenda for today's conference. After John's remarks and Eric's discussion of FPL, we'll take a short 15-minute break. Following the break and the remainder of the presentations, our entire executive team will be available to answer your questions. With that, I would like to welcome our President and CEO, John Ketchum. Well, thanks, Jessica, and welcome everyone. Boy, it is great to finally be able to see everybody together in the same room. Well, I think as most of you know, I've been at NextEra for about two decades, and I've never been more optimistic and confident about the future than I am today. We're a company that's always led from the front, and that's never been more true than it is now. It was true 20 years ago when I first joined the company. I'll never forget one of the first transactions that I worked on when I walked through the doors was we had a obligation with General Electric to buy. I can't remember the exact number. I think it might have been 30 gas turbines or 40 gas turbines. This was back in 2001, 2002 timeframe. We knew that the future was not in gas. We knew the future was in renewables. One of the first transactions I had the pleasure to work on was converting that obligation to buy 30-40 gas turbines over to an obligation to buy a wind turbine purchase agreement. That's what really got us started in a big way in the renewables business, because we saw something that really nobody else did, that the future of our industry would be in renewables. I think that's never more true than it is now. Our next move was from solar thermal to solar PV. We did it well ahead of others. We had FPL constantly making new investments. One of the first around smart meter technology. One of the first around smart grid technology. One of the first, I think the first, to build a solar facility. Both businesses have moved from those early starts around renewables into battery storage and then green hydrogen. We're always asking ourselves to think three moves ahead. Always asking, "What's the next big opportunity? What's the next big disruptor, and how can we lead?" Not afraid to think big and make bold decisions. It's in our DNA. Today, we're announcing another big decision and setting another big goal. Our vision is clear. NextEra Energy plans to lead the decarbonization of the U.S. economy. First, we plan to decarbonize ourselves. You'll hear a little bit more about that today. Second, we plan to help decarbonize the rest of the U.S. power sector. Third, we're gonna take those learnings, and we plan to lead the decarbonization of sectors outside the power business, and we set the business up well for success there. Fourth, we plan to help build the transmission backbone to support more renewables that are coming in a big way in our future. Our future is low cost renewables and transmission. That's how you should think about the business going forward, both of which are great for customers, which I'll spend a lot of time talking about today, and both of which are good for all of you in the room as shareholders with regulated and long-term growth driving the company going forward. Today, we will explain what this vision means for both NextEra Energy and NextEra Energy Partners. Today, I'm gonna spend most of my time talking about why we're set to deliver on this new vision. What's in it for you as customers or as shareholders of NextEra Energy and unitholders of NEP? It's a great story. Something I think you're gonna wanna hear, as we have a really big role to play in the future. I'll cover our playbook or our platform and our long-term and near-term visions for the business. What's good for NextEra Energy is terrific for NEP, with unparalleled growth visibility as we move forward. I'll end on our outlook for both NextEra Energy and NextEra Energy Partners. I'm sure a lot of you have read ahead. We're increasing our adjusted earnings expectations at NextEra Energy today. We're increasing our 2022 run-rate expectations for NEP today. We're extending our distribution growth at NEP by a year to line up with NextEra today, and we're flattening IDRs today. More on that later. Again, I've never been more optimistic about our future. That's because our business begins with two outstanding world-class franchises. FPL, the best utility in the country, I believe. Roughly 70% of the business on any metric that you use. Energy Resources, the world's leader in renewables. Each of those businesses pushes the other to be better every single day. Both operate off a common platform that you can see on the left-hand side. Most of you are familiar with it. It's a platform that's been built over two decades, can't be replicated, and is second to none. Scale, supply chain, operations, renewables, transmission, innovation, they are all at the core. Nobody is better positioned than us because we have the best playbook, the best skills, the best talent, a culture with a never settle, never lose, always get better mindset. In short, we are a business positioned to succeed under any market conditions, which is great for customers as FPL is extremely focused on keeping bills low. To keep bills low, it all starts on the right-hand side with O&M or our operational efficiency. You can see we're best in class really by a mile against the rest of the industry. You'll see that more in the next slide that I show. Why is that so important? It's so important to be able to take cost out of a rate-regulated utility because that creates the opportunity to make more smart capital investments, like investments in solar, which are really important in this high natural gas price environment because solar serves as a hedge against natural gas price volatility. Today, we have the largest solar portfolio of any rate-regulated utility in the United States at FPL. As good of a job as we've done, we're only getting started. Even the largest only represents 4% of our entire generation mix in Florida. We have a long ways to go. Reliability. Let's not ever forget the responsibility that we have around reliability. The responsibility that we have as a company to keep the lights on every day. If Florida were a country, we'd have the 15th largest economy in the world. We are responsible for almost $2 billion of GDP a day just in our service territory. Every day the lights aren't on, that's $2 billion of GDP we're costing Floridians in the economy. Reliability is extremely important, and it's even more important when you think about all the growth that's coming to Florida. Florida's growing faster than just about any other state in the country. We're adding more and more Floridians every day. From 2019 through 2025, we plan to add about a half a million new customer accounts. Think about that. That's basically adding a Gulf Power organically just through natural population growth in Florida, which creates significant opportunities for us going forward. It's not just about Florida. Energy Resources has grown a lot as well over the last 20 years. Take a look at this on the left. As you know, the world's leader in renewables. We were a business that was really small back in 2002, 20 years ago when I joined the company. I will never forget the first year I joined. NextEra Energy Resources made, I think, $100 million in adjusted earnings that year. Last year, we did $2.2 billion in adjusted earnings, and it's come through long-term contracted growth in renewables. Number one in wind, number one in solar, number one in storage, and it's all the other things that we do well as well. Data analytics is one of those things. We don't talk enough about it, but we have an incredible data advantage. Because we have operations in almost every state in the U.S., we have billions of pieces of data that are coming into our company every single day. Guess what? We have the people, the talent, the capability to be able to analyze it. We bought a company called NextEra Energy Analytics back in 2005, 2006. Group of big data scientists, data engineers, software engineers. All they do is take our data, design systems, technology, software products that make us better and better. We combine that capability with the market knowledge that we've amassed over two to three decades doing business in every market in this country. Those are really important skills to be able to bring to bear to be successful in renewables. Both of our main businesses have delivered on the expectations that we laid out for you three years ago back in 2019. I call this our three-year report card. Let's start with NextEra Energy. We said we'd grow at 6%-8%. We grew adjusted earnings at better than 10%. Said we'd grow the dividend 12%-14%, grew it at a little better than 12%. We've really delivered on the expectations that we gave you. Execution and quarter-by-quarter execution is so important in this business. At Florida Power & Light, we really delivered on our customer value proposition. Low bills, best-in-class O&M, a solar build-out that's been significant, reliability, outstanding customer service. You can see that best-in-class O&M translated into a lot of smart capital investments, growing rate regulated capital employed by better than 11%. Then Energy Resources. We really doubled down on renewable origination. Look at this. We had a record 3-year period on a renewable origination, over 22 GW of new renewables that we were able to originate over that 3-year period. Let me put that in perspective for you. In the first 23 years of NextEra Energy Resources, which we used to call FPL Energy way back when, first 23 years, we originated 10,000 MW. We just did 22 in 3 years. What we're doing, it's working, and when we're able to have that kind of success on the new origination activities on renewables, that really drives growth. You can see 13% adjusted EPS CAGR at Energy Resources. We've really delivered on our expectations, and not just since 2019. This is what I like to call our 15-year report card. You can see earnings growth at right around 8.5%, dividends at right around 10%. When you grow and you execute, that results in success for the shareholder. You can see the TSR outpacing the market by a very, very wide margin. The point that I wanna make out is we did this not by swinging for the fences. We did this by setting real goals that we thought were achievable, and we did it through quarter-after-quarter execution, delivering on our commitments. We've done that through good times and through bad. We did it through a global financial crisis. We did it through a worldwide pandemic. We've done it through Democratic administrations. We've done it through Republican administrations. We've done it under lots of different competing policies at the federal and the state level. We've always found a way to deliver on our expectations, not only for customers, but for shareholders. Headwinds or tailwinds, we know how to grow a company in any environment. All companies are not created equal, right? This shows kinda what we've been able to do in terms of growing earnings, but what the other top ten peers have done as well. You can see, on average, the other top ten folks we compete up against, our peers in the utility industry over the last 15 years, they've said 5%-7% or 6%-8%, but they've delivered adjusted EPS growth at less than 3%. Energy Resources said we'd grow at 5%-7%, 6%-8%, and we've done it. Grown at roughly 8.5%. We've executed and grown, and so has our market cap. We started as what was really a small rate-regulated utility when I first joined the company. I mean, you could see the market cap right there, about $10 billion. We did all the things that I'm gonna talk about next, really focusing on getting better, driving costs out of the organization, capitalizing on opportunities that we saw others didn't, a vision that became reality to grow the company into what it is today, right around $150 billion market cap. Let's talk more about what it is at NextEra Energy that makes us successful. What's in our playbook that will enable us to win in any environment for the decades ahead? For me, it starts with our team. I couldn't be more confident in Eric, Rebecca, Mark, and Kirk, all of whom you will hear from today. I also couldn't be more confident in our 15,000 employees back at home, who are some of the smartest, most innovative people in the energy industry and who execute our playbook every single day. Our playbook is also about being low cost while growing the top line, right? To really have a great business, you gotta be great at both. You gotta be great at finding growth opportunities to grow the top line. You gotta be great at while you grow, identifying opportunities to drive productivity. That's how you become profitable. That's how you create shareholder value over time. For us, it comes down to growth, execution, and innovation. If you get those right, the top happens. Productivity and profitability will occur. That's really, really important in today's rapidly changing environment. The renewable industry customer of tomorrow has much more complex needs and demands than the renewable energy customer of today. By doing those things, we really position ourselves to be able to deliver on behalf of customers and on behalf of shareholders to drive value. Let me call out a few of the things that I think we do really well, starting with operational excellence. This is a slide on FPL. You know, how have we done on O&M back to 1991? We weren't all that great back in 1991. You can see we were actually a below average utility. We were 4% worse than average. We really focused and doubled down on ways to take cost out. You can see where we are today. We operate Florida Power & Light at one-third of the cost of an average utility in the United States. That is terrific for customers. We save our customers $2 billion a year just being able to take costs out of the business. Our focus on cost, it's not just top-down, it's bottom-up because we listen to our people. I've talked to you a lot about this before. We've been doing this for roughly 10 years, 10, 11 years. We started with Project Momentum, then it was Accelerate, then it was Velocity. The names may change, but the goal remains the same, and the goal is to pull cost out of the business. We do it differently than anybody else in the industry because we listen to our people. We go to our team, who's the best in the industry, and we ask them for the ideas. We say, "Look, we have trust, we have confidence in you. You do the job every day. You know where the opportunities are to pull the cost out of the business. You know the opportunities to grow the top line. Come to us with those opportunities. Present them to the senior team. I'm proud to say after 10, 11 years of doing these exercises every year, which roll up into our financial planning process, we just had our best year ever. We took over $400 million out of the business. Guess what? We're only getting started. One of the most frequent questions I would always get asked as CFO is, "Well, John, you know, you guys do a great job on cost, but you gotta be running out of ideas. There can't be more." Absolutely, there are more. As we grow, there are incredible opportunities to become more efficient. We haven't even really started to leverage innovation as a way to take cost out. We can always get better. We are just getting started, and to have our best year after 10 years of doing it, I don't think there's any better example of a team that's focused on taking cost out of the business and having success at it than NextEra Energy. Our ability to do things better and cheaper is one of our core competitive advantages, particularly in renewables. You guys have seen this slide before, many of you. To really win in renewables. Remember, we're selling a commodity. Our electron's no better than the next guy's electron. It's gotta be cheaper. You win by being cheaper. Scale matters a lot in this business. Guess what? We have a 2- to 3-decade head start over all the Johnny-come-latelies that are trying to get into the business. That's significant, and we're able to pull that scale together. We buy cheaper, we build cheaper, we operate cheaper, we finance cheaper. It's even more than that in terms of what it takes to win with the renewable customer of tomorrow. It requires market knowledge, a data advantage, an ability to innovate, a cost of capital advantage, development expertise, a huge head start on a pipeline of inventory around every state in this nation that we could go build a renewable project tomorrow. Our transmission expertise. Don't underestimate, one of the reasons we got into the competitive transmission business is because it is very well strategically aligned with everything we do in renewables. We know so much more than the next developer in line, and it's our ability to develop solutions when you put that all together. You put it all together, we are really, really hard to beat. Serving the renewable customer tomorrow is gonna require a comprehensive set of skills that I think are unusual and unique to our company. These competitive advantages help us do many things better. One of the things it helps us do better is superior execution and construction expertise that we have in the business. We have one of the most sophisticated supply chain capabilities in our industry and in the world, for that matter. Long track record of delivering construction projects on time and under budget. It starts with our superior relationships and with our buying power. We've been one of the top 5 investors of capital in any sector in the United States, not only the last 5 years running, but the last 10 years running. There's only 4 companies that invest more capital in the U.S. than NextEra: Amazon, AT&T, Verizon, and Google, and then NextEra. That means we're almost always our supplier's number one or number two customer. We've successfully managed over 10,000 suppliers year in and year out in achieving our objectives. In the last 3 years, we've put into service over 17 GW of new renewables. In the last 15 years, we've placed over 300 major capital projects into service. On average, we put those into service $1.1 billion under budget, and we've brought those projects online two weeks early. We know how to execute. Our supply chain capabilities are particularly important in managing the challenges of today. Let me spend just a minute on this slide, which is really about some of the issues that we've been dealing with lately. I wanna start by saying we are really pleased that the Biden administration made the decision that it made last week to waive duties on solar panels for two years and to support domestic manufacturing. I couldn't be more proud of what our team accomplished. It wasn't easy getting there. We led the effort in Washington with trade associations, with labor unions, with the Biden administration, with Congress, and with other stakeholders. The circumvention issue is a good example of what makes our company a leader. When you buy NextEra, you are buying a company that leads from the front, has credibility with all stakeholders at the table. In many ways, we are the voice of the renewable energy industry. It's a small industry that has a few big players and a lot of small ones. If we don't speak up, nobody else will, and we can drive constructive outcomes to big policy challenges. As I said, the president's proclamation waives duties for 24 months. Here's why that timeframe is particularly important. Even before the circumvention filing, our suppliers were already moving a lot of their manufacturing capability around polysilicon and wafers outside of China. They're already positioned by the end of this 24-month waiver on duties to be making wafers outside of China. Why is that important? The U.S. Department of Commerce came out with a memo, I think it was dated May 2nd, May 3rd, one of those days. That memo said Commerce specifically stated that panels with wafers made outside of China are not subject to the investigation. Therefore, we don't expect to have a circumvention duty issue going forward, and we plan to support efforts to enable domestic panel manufacturing. We've done it before, right? We gave a backstop contract to one supplier to build a domestic panel manufacturing facility up in Jacksonville. We're gonna be doing more of that. We are gonna get behind the domestic manufacturing capabilities that this country needs. When you put all this together, what's the impact? It's timing for the most part, and it's all manageable. While we expect to do better for financial planning purposes, we're assuming average COD delays of up to 6 months on our 2022 and our 2023 projects. Worst case. There might be 1 GW or 2 GW of projects in our 18-GW backlog, don't forget, 18-GW backlog, that could be challenged due to circumvention delays and some inflationary pressures. We're working with those customers to reach constructive outcomes on those contracts. If we can't, and we're not 100% successful, we'll go ahead and just hold those projects for future development. I feel good about our ability to get those done. We don't expect any impacts to the timing of FPL's solar build and no impacts to NEP's expectations, which are being extended today. All of these impacts have been taken into account in our financial expectations that you'll see today, which we're raising. Obviously, because we're raising, we feel really good about where the portfolio stands. We think the circumvention issue will soon be behind us. Now let's turn to the rest of the playbook, starting with the strength of our balance sheet. That's really important in today's environment, right? A rising rate environment. Nobody has the breadth, depth, and access to capital that we do. Financial discipline is a key foundation of our success. Our balance sheet gives us access to capital, the ability to weather temporary market disruptions like what we've seen. Those are things our competitors just can't match. I expect to see a lot of folks fall away that don't have a strong balance sheet to fall back on. We have access to tax equity that nobody else has. It gives us a huge cost of capital advantage when we build projects. You just can't underestimate how important that is. Our balance sheet strength is not something that I'm ever willing to compromise. Innovation is also a huge part of our playbook. The delivery model in our industry is changing. It's changing rapidly. I keep saying the renewable customer of tomorrow has a different set of needs than the renewable customer today. The renewable customer tomorrow is coming to us and saying, "Help me. I'm in the power industry. I'm outside the power industry. I know you guys have the tools to be able to put together a plan that makes sense for our business. We wanna become carbon free 24 hours a day, 7 days a week." How do we do that? Well, if you're gonna be a one-trick pony like we've competed against in the past, it's not gonna work, right? If you can just build a wind farm or a solar project or, you know, install a battery, good luck to you. You gotta bring a lot of skills to bear to solve that problem. What do you do when the wind's not blowing? What do you do when the four-hour duration battery doesn't work? What do you do when the sun's not out during the day, right? You gotta be able to firm and shape products. You've got to be able to have a retail capability. You have to be able to come up with complex solutions and have the market knowledge on how to get the fix for the customer, so they get what they need, which is a low-cost fix to their problem, so they keep their businesses online and moving forward. Again, we have a huge data advantage. Billions of pieces coming in every single day. We've taken that data advantage, and we've put it to work. We put it to work in a way that makes us even more successful. The first thing we do is remember that company I talked about earlier, NextEra Energy Analytics. What did they do when we first bought them? Wind resource analytics. They added a capability to do solar resource analytics, then optimized batteries. Then they started doing many, many more things to us because they have the talent and capability. One of the things they do is renewable site optimization. All this data allows us to, every state where we potentially wanna do business, pick out the best state with the best solar resource, the best wind resource, the best interconnection position because we know transmission better than anybody else. We heat map the entire country. We turn that over to our land team. They go lock up what we believe to be the best sites. Battery storage optimization. That is a very complex algorithm that requires a lot of market knowledge to be able to structure. Don't underestimate what that takes to be successful. That's why we have a 35% market share in battery storage because we have the ability to come up with solutions nobody else can because we have the know-how to do it. We've developed marketing tools for both our C&I customers and our power customers. One of the things we've done for C&I, we call it the NextEra 360 platform. Remember, our C&I customers outside of power, they're all operating a different business. They want a partner that can come in and take the headache off the table, and hopefully, at the same time, do it at lower cost than they're doing today and make them renewable at the same time. What a home run if you're a CFO, and you can walk in the office and say, "Hey, you know what? I just satisfied our ESG goals. And guess what? I reduced our power bill at the same time, and I made us green a lot quicker than I ever thought we could." This tool allows us to do that. We've been using that same tool with rate-regulated utilities for years. We go into a rate-regulated utility. We're not going in there to take them out to lunch or whatever. We're in there to have a very sophisticated conversation. We have the ability through a program we've developed called Integrated Resource Plan in a Box, where we go in. We've already broken down their 10-year IRP. We've done all the math. We've done all the analytics. We hand them a piece of paper that says, "Hey, we know what you told your commission in your 10-year IRP, but we think you got it wrong. This is what we would do if we were you. And if you do it now, you're gonna take 10%-20% out of your bill. And you're gonna be able to do it by pivoting to renewables. How does that sound?" Almost always leads to either a new contract or a new IRP. We're taking that same capabilities over to C&I. We do the same thing with machine learning, artificial intelligence, doubling down on innovation to take cost out of the business. We use drone technology to fly. We use photo recognition to identify problems on our transmission line, predictive maintenance, avoid truck rolls, take costs down in a way nobody else can. We use it on blade inspections, so we don't have to bring a crane out and have guys climb up the tower. It's a waste of money. If you use a drone to do it, I can do predictive maintenance. We can identify blade defects quickly. We're leveraging technology in a way nobody else is. Data is a huge advantage for us because it's being analyzed by the best team in the industry. Talent development is a huge point of focus for us. Diversity is a huge point of focus for us. When we pull it all together, we have a culture that's focused on our people, our customers, our shareholders, on setting big goals, never settling, having a will to win, getting better every single day, having accountability in absolutely everything we do. A culture of continuous improvement that is embedded in this company for over 30 years. There's no better example of the power of our playbook at work than Gulf Power. Look at this. The results speak for themselves. What we were able to do on O&M since 2018. Regulatory capital employed, being able to take those cost savings and move them into ways to make smarter investments around solar, particularly in a rising natural gas price environment. Service reliability as well, really helping to go in and harden the system and do the things that have made us so successful in South Florida. You can see the results of that. Let me take this opportunity to say just a brief word about corporate M&A and my philosophy around it. We have outstanding organic growth prospects. Corporate M&A is not a major focus for me today. I will say that our performance at Gulf Power makes me believe that our playbook could provide a lot of value in the future for customers of many utilities in the U.S. We've got the industry's best playbook, and now we're gonna leverage it in delivering on the industry's biggest goal. Our goal is to lead the energy transition by leading the decarbonization of the U.S. economy. The energy transition is happening, and it starts with the demand drivers you see on this page. Spend most of the time on economics. It's been talked about. High power prices, high oil and natural gas prices. Are now high natural gas prices going away? I don't know. We're gonna be exporting a lot of LNG to Western Europe. Pipelines are really, really tough to build, as we found out. Coal-to-gas switching isn't around anymore, right? Rail cars have been repurposed. Mining activity is low. Coal stack supplies at coal plants are at record lows. Guess what? Used to switch to coal when gas prices roared during scarcity events in the winter or the summer. Not anymore, right? What's the next cap for gas, oil? $15/MMBTU? $20/MMBTU? Gas prices don't have a ceiling in this country. That's great for renewables. We sell a deflationary product that's countercyclical to the rest of the economy, and I'm gonna talk a little bit more about that. Obvious drivers around sustainability, obvious drivers around regulatory. I'm not gonna talk a whole lot about that. The underlying philosophy of our company and what I always tell the team is, when you're going in and you're having a conversation with a customer, you have to win the conversation on the two greens. The first green always starts with an economics discussion. Can you save your customer money on their electric bill? Almost always we can. If you can get past the first green question, you can have the second green question, and that means providing electricity carbon-free from renewables. We've been really successful at doing it. Now let me spend a minute on the economic drivers of renewables. These next few slides are really important, so I'm gonna take a minute on them. The top left-hand side, you can see. You guys have seen this from us before, but renewables are cheap. That isn't gonna change. Let me explain what this top left chart is. This is pricing that we expect later this decade. I don't know, 2028, 2029, somewhere around there. This chart was based on current tax law, right? This chart is prepared assuming that we don't get reconciliation, so that the wind PTC goes away. We have a 10% solar ITC for solar and then storage if it's enabled by solar. That's what underlies this. We've assumed for gas, $4-$5 gas, right? The 10-year, you know, the 5-year strip right now is at $5.65, $5.70. Floats around very volatile. Even if we took a buck out of that, you didn't believe me, and you thought, "Hey, wow, $4-$5 gas, that sounds high," take a dollar off it, make it $3. It only takes $7/MWh off the table. Renewables are here to stay. They are the cheapest, lowest cost form of generation in the United States. The best way to take a bite out of inflation and to have a countercyclical product is to double down on renewables. We think that means a lot more renewables by 2035. Look at the lower hand pie chart. We're just getting started on renewables in this country. 13% of the U.S. generation mix. We expect, because of these economic drivers, be at about 59% by the time we get to 2035. We think that is very doable because economics will win out every single day. No company has a more comprehensive skill set, too, to deliver on this. It's one thing to have the economics, you gotta have the skills to be able to deliver it. We're all chasing a 160 GW opportunity by 2025. To do it, again, you can't be a one-trick pony. You gotta be great at all the things we talked about, but I'm not gonna go through all the blue circles. You gotta have a transmission expertise. You gotta understand hydrogen. You gotta understand mobility. You gotta understand the difference between behind the meter and in front of the meter. We're in both businesses. We do DG. We do front of the meter utility scale. We gotta have market knowledge, retail, firming and shaping capability. You gotta be able to put all those things together to be successful with a renewable energy customer tomorrow. Very few companies are. They're not ready for it. They're not positioned for it. This slide, too, is really important. This is the story that really is not being told. Told a little bit, but not, certainly not talked about enough. I keep hearing about inflation. What's inflation doing to your business? What's inflation doing to wind? What's inflation doing to solar? It's having an impact. A small impact, right? Wind's up 11%, solar's up 16%. The real question everybody should be asking is. What's it doing to your competition? Our competition is a new-build gas-fired unit, an existing gas-fired unit. With gas prices that have tripled, oh my gosh, renewables are super cheap. Look at that. New natural gas up 39%, existing up 63%. Remember, it's not just gas. To build a new gas-fired turbine, it's a lot of steel. A lot of steel goes into a new gas-fired turbine. Labor, shipping, hot gas path inspections, majors. We run them. We know how expensive they are. They're not cheap. Then look at the cost of renewables. This will really surprise you. A year ago, solar was a 38% off sale against new-build gas-fired generation. Wind was a 41% off sale. Today, solar's a 48% off sale. Wind's a 53% off sale. Yeah, inflation's had some impacts on wind and solar, but not nearly the way it's impacted our competition. We have a lot of headroom to originate a deflationary product that's countercyclical, that can make a big impact on our country, our economy. Right now, it's a choice customers should be willing to make, especially if they're looking at power prices and the cost of offsets. Left-hand side is what's happened to power prices in Texas, right? Front end of the curve's up 140%. Back end of the curve's up 43%. Look at the RECs, right-hand side. If I make a conscious decision, I have a net zero requirement, and I'm a company. I made a net zero requirement, so I'm buying power off the grid. I'm now buying power that's 140% more expensive, and I'm competing in a REC market where REC prices have gone up, right? Why have REC prices gone up? Supply and demand. In Texas, I can't even keep sites around long enough. They get snapped up like that. You know why? Because supply and demand. There aren't enough RECs to go around for the folks that have made net zero requirements. If you're selling a renewable product, we're coming in and we're saying, "Hey, don't pay 139% in higher power prices. We'll sell you renewables, you know, wind at somewhere in the 20s, solar somewhere in the 30s. We'll take a huge bite out of the electric. And guess what? You get the REC for free." You avoid both these problems. That's a powerful weapon when you're trying to sell new renewables. We see multiple drivers for renewable energy. What does our strategy look like next? It's three parts. First, we're gonna decarbonize ourselves in Florida. We're gonna be talking a lot about that today. Eric's gonna talk. We're gonna lead by example in doing that. Second, we're gonna help decarbonize the U.S. electric sector. We're gonna replicate the success that we've had over the last two decades, doing what we do every single day, doing what we plan to do in Florida as well. We're gonna take those learnings, and we're gonna help lead the decarbonization of the rest of the sectors outside of power, and we're gonna do it by building more transmission and growing the nation's number one competitive transmission business. Let's talk a little bit about transmission. Look at this. We are right now pursuing a pipeline of opportunities over $40 billion in transmission. We are in every RTO in the United States. As I said before, don't underestimate how important this is strategically to aligning transmission up with renewables and be able to identify fixes, right, that nobody else can, solutions that nobody else can. Finding the best parts in the country to interconnect our renewables. That's why we bought GridLiance. That's why we bought Trans Bay. That's why we continue to grow that business. For starters, how do we lead by example and decarbonize ourselves? Let's start there with the first piece of this. It starts today with the announcement of our industry-leading goal Real Zero. Real Zero is simple. Real Zero means zero carbon emissions with no offsets in Florida. Zero carbon emissions, zero offsets in Florida, zero incremental cost to customers relative to alternatives. We have a plan. We didn't just cross our fingers and hope it happens when we woke up. We spent a lot of time thinking about it. We came up with really defined milestones. You can go on our website. I encourage you all to do it. We have a blueprint. We call it the Real Zero blueprint. It defines exactly what we're gonna do. At FPL, that means helping take a big bite out of the bill and helping to become carbon-free over time. At Energy Resources, that means being able to take and lead by example. Imagine we come out with a Real Zero goal today. What are our peers gonna do tomorrow? Creates a lot of opportunities for Rebecca's business. What are C&I customers gonna do tomorrow? They're gonna see this Real Zero goal, and they're gonna say, "Well, wow, maybe we can do better." It means a lot more renewables in the power sector and outside the power sectors. To help drive this awareness and support for our Real Zero goal, we put together the following video. Over three decades ago, we found ourselves at a crossroads. We knew what we wanted to accomplish, but that the road to get there would be long and challenging. As the years went on, we hit some major milestones. Our inaugural solar plant, first wind site, walked away from foreign oil and coal, became the largest producer of wind and solar energy in the world, and a world leader in battery storage. We could have stopped there, but we kept going, kept pushing, kept imagining, kept innovating. Someone asked, "What's next?" The answer was clear. NextEra Energy is the first company in history committed to move past net zero all the way to real zero, as in zero carbon emissions, 100% clean energy. Our goal is ambitious, yet simple. We are striving to eliminate all carbon emissions from our own business at zero incremental cost for our customers in Florida and customers in every industry who share our vision of a sustainable carbon emissions free future. We wanna be the partner of choice for companies delivering power, transportation, manufacturing and technology across our economy. Helping each sector decarbonize their own businesses by building more renewable energy. By 2045, our goal is to achieve Real Zero carbon emissions. This is our promise to our stakeholders. A promise with a real plan that will make a real difference for our customers, our economy, and our country. Over three decades ago, we found ourselves at a crossroads. Today, with the right plan and a clear blueprint, we know we chose the right road to follow. Walk with us. Powerful. Our Real Zero goal is new, but we've led for decades. This really is what I call the why us slide. Why us to lead this? Well, because we've been doing it. We've been doing it for 2 decades. We've got a huge head start. You can see where we are right now. We're 51% better on emissions rate reductions than the rest of the industry. The rest of the industry, after 15 years, is just catching up right to where we are. This isn't a competition. It's an opportunity. We want to be able to go help our peers to become fully decarbonized over time, to do the things that we've been doing, investing in wind, investing in solar, investing in nuclear. These additions have completely transformed our fuel mix over time. You can see where we were back in 1988, right? Heavily dependent on oil. By 2001, we took a little bit of a bite out of oil. Not a big one. We started to get a little bit in, into renewables. By 2021, look at this. We're a clean energy company. 44% renewables, the other, the other part natural gas. That's where the opportunity lies. Don't be mistaken, natural gas is an important bridge. I'm gonna talk a little bit about that. It's an important bridge to get to where we wanna be by 2045. When we get to where we wanna be by 2045, we will be running all of our gas turbines at FPL off of hydrogen. There will be no stranded costs associated with the plan that we have right now. FPL has transformed its generation in the past. What does a Real Zero goal mean for the future? A ton of opportunity for FPL and its customers. 92 GW of new solar capacity, 50 GW of new battery storage capacity, 16 GW of new hydrogen. That's taking the investments that we made in new gas-fired technology, and by mid to late 2045, when the technology's there and the costs have come down, moving it over to hydrogen, right? Natural gas serves as a bridge fuel until we get there. We'll continue to leverage our nuclear expertise as well. We'll have what I call peaking capacity, roughly 6 GW of gas-fired turbines that will run on renewable natural gas, which is a space we've also been making investments in. We have a significant understanding of how RNG or renewable natural gas works. As we decarbonize FPL, we would further improve our customer value proposition. It all starts with this. These four cornerstones are at the center of what we're trying to accomplish. First, it's gotta make sense for customers. We gotta be able to do this at no incremental cost to customers relative to all terms. We think we can. We've put together a plan that we think gets us there. That's gotta be reliable, right? Solar, batteries, the ability to run natural gas-fired units off of hydrogen or off of RNG to a smaller extent, being able to leverage the existing nuclear that we have in Florida. Innovation, the technology keeps getting better. Don't ever bet against the engineer. Costs keep coming down. They're gonna continue to come down. We're gonna find better ways to do it. Look at all the money going into the electric vehicle industry. We're not slowing down. It's here. A constructive regulatory environment. We need to align ourselves with the right federal and state policies and incentives to support what it is we're trying to accomplish here. Our Real Zero goal includes several interim milestones. You can see here, we're already at 70%, right? When you put the companies together. We expect to be at 70% by 2025. We'll get to Real Zero by 2045. You can see the progression there. The bottom is where the rest of the industry is, and that's not to be critical of the rest of the industry. That's to show the opportunity we have at Energy Resources, which as I said, is significant. Our Real Zero goal opens up vast new opportunities for capital investment. This is a big Energy Resources opportunity. Look at the left-hand side here, right? As I said earlier, only 4% of the mix in Florida is solar renewables. 13% of the mix on average renewables across the U.S. That's why the number's so tiny right here, right? 2021 U.S. capacity, 210 GW. If we just focus on the middle bar, that's the power sector. That's over 3,550 GW of new opportunity. $2 trillion of new investment to decarbonize the power sector, to replicate what we've done for years in working with that investor-owned utilities, co-ops, municipalities. We would expect to have a big market share there. Rebecca will talk more about that. If we can take what has made us successful in Florida and outside of Florida and replicate that with customers outside the power sector, you double the opportunity. It's another $2 trillion. We've repositioned the business to be able to serve those customers. Rebecca will spend a lot of time talking about that today. We believe this opportunity will drive long-term growth at both FPL and Energy Resources. You can see the FPL side, right? We talked about it, 160-GW opportunity. Got to continue to focus on reliability, undergrounding, resiliency, hardening the grid. It's all being done at a time when we're having massive population growth, which creates significant opportunities to lower the bill and capitalize on the fact that we're in one of the quickest growing states in the country. On the Energy Resources, stack 'em up power. Outside the power sector, the transmission opportunity. I've talked about the numbers. These are the long-term opportunities we have for the business. What do our growth opportunities look like through 2025? We believe they are significant. We believe they are visible. In this next section, I'm gonna share our growth expectations through 2025. Under current market conditions, under current tax policy in every jurisdiction which we operate, and our near term strategy begins with a vision, right? You've seen this before. It's consistent with what we've been doing. Our goal is to be the largest, most profitable, clean energy provider in the United States. Leveraging the best skills and capabilities in the industry. We're gonna double down on FPL, on low bills, high reliability, customer service, continuing to deliver the best value proposition, we believe, of any rate regulated utility in the United States. We're gonna double down on what's made us successful at Energy Resources. More wind, more solar, more storage, more transmission. We plan to achieve our vision by leveraging our platform. A lot of gold bars here, I'm not gonna go through 'em. You guys have seen some of these before. Some new ones on the list, regulated water being one. Everything up from regulated water are basically things that we've added to be able to go decarbonize and build a lot more renewables for the folks outside of the power sector. The reason I show you this slide is that these are all the visible growth opportunities that we have. This platform is two decades in the making. Good luck to you if you're just trying to get into this industry and compete. Two decades in the making, creating this platform. Lot of visible growth opportunities. You combine this with our core strengths, operational excellence, financial strengths, the scale, the skill, the scope. Long-term competitive advantage is what it creates. Makes us really hard to beat. Here are a few examples of the businesses that we've been able to build through our toe in the water strategy. We took wind from nothing, solar from nothing. Transmission was a from scratch business that we just started, you know, investing in back in 2011. Storage, FPL Energy Services, some of the things that we do in the home. DG Solar, selling to C&I. All terrific stories of being able to put a little bit behind them, see if they can turn into big businesses, and see what the outcome of that is. Guess what? We've been able to do that pretty successfully as a company. Back in 2000, we had 1 business that generated over $100 million in net income. That was FPL. By 2021, we had 7. By 2025, we expect to have 12. A lot of visible growth opportunities for the business, a lot of levers that we have at our disposal. Our capital investment opportunities continue to grow as well. We have $85 billion-$95 billion of CapEx opportunities that we expect to deploy through 2022 and 2025. Here they are. I'm not gonna go through all the circles. Blue circles are Eric's. Eric can cover them in his deck. Green circles are Rebecca's. She can cover them in her deck. When you think about putting in perspective $85 billion-$95 billion of organic growth opportunities, that would make NextEra, just with its CapEx plan, the fifth-largest rate regulated utility in the United States in terms of total assets, just with the CapEx plan that we have through 2025. Here's our focus at FPL. No surprises here. Low bills, taking cost out, creating the opportunities for smart capital investments, doubling down on reliability. At NextEra Energy Resources, the story's the same. A lot of renewables. Wind, solar, battery storage. Continuing to invest in the backbone around transmission. 12% growth in adjusted earnings. As we see the growth at NextEra Energy, we also see significant growth opportunities at NextEra Energy Partners. Like I said before, we believe it has never been more true than it is today that what is good for NextEra Energy is terrific for NEP. Let me take a few minutes to talk about NEP. We laid out some objectives three years ago. Like at NextEra Energy, we really delivered on those objectives. We delivered on our financial expectations, our growth expectations, maintained significant financial flexibility. NEP has come a long way since our IPO back in 2014. If you look at the story, right, no surprise, we've gotten there through a lot of renewable investments. We've been able to grow the distribution at 290%. Due to our track record of execution, we've also been able to deliver terrific unitholder return. You can see the results here. Doubling up, really, the market and the YieldCo average. NEP is also now a pretty big renewable company in its own on its own. Look at this. NextEra Energy Partners today, excluding NextEra Energy, there are only 10 other companies in the world that have a larger renewable portfolio. The NextEra Energy Partners. NEP can continue to grow because it's also got a terrific playbook. That playbook obviously has, no surprise, a lot of, a lot in common with the NextEra Energy playbook. Terrific growth visibility, financial discipline, flexibility, operational excellence, being a low-cost operator, being able to leverage the talent, the market knowledge, the innovation, the know-how that we have at NextEra Energy. Driven by its playbook, NEP has outstanding growth prospects. We've said it before, NEP can grow in three ways. We've evidenced that over the past, not only acquisitions from NextEra Energy Resources, but organic growth opportunities in wind and in solar and in batteries. Lot of opportunities there to continue to grow the portfolio as we go forward. Third-party acquisitions. I'm proud to say we've completed our first two renewable acquisitions last year. We look to do more. The organic growth opportunities that are coming. Through 2035, 1,400 GW of opportunities. That is terrific growth visibility for NEP. You can see the CAGR there at 15%. I'm excited to say that today we're announcing a structural modification, as I said earlier, for NEP as well around IDRs. It's pretty simple. We're gonna cap them out at $157 million. That means 3.05 a unit. For this, you know, the way I view it is there's really no IDRs on any future asset drops that end up in NEP. We're locking it down from this point forward. We expect the modification to create significant value for both companies, similar to what we were able to accomplish back in 2017. For NEP, provides a lower cost of capital, lower asset and equity needs going forward, and more cash for LP unitholders. For NEE, it increases the value of the ownership potentially in NextEra Energy Partners, and it extends the expectations for DPU growth, helping us extend the runway going forward. We believe that NEP and NEE will continue to complement each other. You know, first from NEE on what it offers NextEra Energy Partners, outstanding growth visibility, an experienced management team, a best-in-class operational experience. NEP offers NEE capital recycling in a really very tax-efficient way. Mark will spend time talking about that. As well as the ability to highlight the value of contracted renewables together with attractive ongoing cash flow growth over time. We are very excited about the future of NEP. Along those lines, let's now turn to our updated financial expectations. Let me start with our financial expectations for NextEra Energy Partners. On the left-hand side, we're extending our best-in-class distribution growth expectations by an additional year through 2025, which now lines up with NextEra Energy. We're raising our year-end 2022 run rate adjusted EBITDA and CAFD expectations by $10 million. Just to be clear, Mark will cover it, NEP could achieve these financial expectations, if necessary, without any solar or storage projects that are currently in the Energy Resources backlog. There is no company in the S&P 500 that has the kind of visibility and distribution growth that NEP does. We also feel very good about our financial expectations at NextEra Energy, so let me take a minute to talk about this. First, we're raising our adjusted EPS ranges. Feel really good about where the business sits. We're raising them by $0.05 in 2022, $0.05 in 2023, $0.10 in 2024, $0.10 in 2025. We get to the $0.10 in 2025 because we're gonna grow at 6%-8% off the rebased 2024 number. As always, we'd be disappointed not to be at the high end of our new revised expectation ranges. We believe we have the drivers to get there. We have very visible growth opportunities at FPL and Energy Resources for all the reasons that I've taken you through today. Circumvention impacts that we believe are manageable at Energy Resources. Over $400 million in run rate savings that we were able to recognize taking costs out of the business. That's just in one year, an exercise in one year, right? We do this every year. There's significant opportunities going forward. We're just getting started. These are just to name a few of the things that give us confidence in the expectations that we're laying out today. No one in our industry offers the kind of attractive risk-adjusted total return that we do. Our future is very bright. We see tons of opportunities and some challenges as well. With uncertainty also comes opportunity, and no company thrives like we do in market disruption. We have the playbook and the platform to win in any environment. We have the team and the culture to achieve the bold vision that we are laying out today. Nobody is better positioned than NextEra to serve the clean energy customer of tomorrow. For our customers, our vision means an even better customer value proposition. For NextEra Energy shareholders and NEP unit holders, that means even more growth visibility for years to come. I couldn't be more confident in our team, our ability to execute, our growth, our financial expectations, and our vision to help decarbonize the U.S. economy. Eric, over to you. Thank you. Well, good morning, everybody. Gosh, John, I feel like you should just, like, drop the mic, and we should just take questions. It's great to see everybody in person, and frankly, to see everybody's face without masks on. Is it an understatement to say we've all been through a lot in the last three years? With so much going on, I really appreciate you taking the time to be with us today. I'm gonna go through how we've been at FPL and what's going on in the state of Florida. Needless to say, it's been a really interesting last three years since we've last gotten together. At FPL, we have grown significantly. In three years, we've added almost 700,000 new customers to the system through the acquisition of Gulf, bringing them into the FPL family, and organic growth, significantly increasing the amount of generation that we've added to the fleet and the total assets that we now have at the company. Importantly, in 2019, I made a series of commitments to you on what our plans were going forward, and the team has done a great job on executing on those plans. We have continued to provide our customers with bills that are well below the national average, despite a lot of challenges in the last three years. We have continued to provide customers with reliability that's not just the best in Florida by a big margin, but the best in the United States, despite, again, a lot of challenges given what we've all gone through in the last three years. We've continued to focus on the business and taking costs out on our O&M despite all of the challenges. We've continued to execute across a very, very robust capital plan. $Billions every year implemented and executed on time, on budget, year in and year out. We integrated FPL, excuse me, Gulf into the FPL family. See, I already talk about them now. They're just FPL. Gulf's gone. Without any hiccups. Deployed over $2 billion of capital in the Panhandle, again, projects being on time and on budget, while reducing their O&M by 40% and improving reliability in the Panhandle by 60%. Those are tremendous values for our customers. Wasn't easy, but the team really focused on the core thing that we do every single day and how we really run the business, and that is providing our customers with superior value proposition. Those are low bills, high reliability, great customer service, and yes, a clean emissions profile, which by the way, in the Panhandle, we also focused on and significantly reduced the emissions profile of former Gulf territory. All of that, when you do it well, leads to higher customer satisfaction, which in turn leads to a much more constructive regulatory environment. It's really not complicated. If your customers are relatively happy and understand what you're doing, then you get more support from your regulators and other stakeholders because you're delivering on the promise that you made. When that happens, you're able to get the kind of support that we've gotten from the Commission to undertake projects and investments, which in turn lead to the opportunity to provide our customers, again, with low bills and high reliability, and kind of around the circle you go. It's not particularly complicated, but it is a challenge because you have to execute around it every single day. It really starts with generation, 'cause ultimately that's what we're doing. We're generating an electron and delivering it to customers, so they can keep the lights on and the air conditioners going. We've been really focused on how can we continue to improve our generation fleet, make it more productive, make it more cost-effective, yes, make it cleaner. It has been a march that's been ongoing for decades. Look, it wasn't but a few years ago that we made an announcement. Some called it an audacious goal of installing 30 million panels by 2030 solar energy in Florida because it was the most cost-effective means to be able to provide generation to customers. We now have the largest solar fleet in operation in the United States. 50 MW-75 MW solar projects are currently in operation, all built on time, all within budget. Many of them constructed during a very challenging time, right, because of COVID. Really proud of how the team was able to do this, and we're ahead of schedule by years. We'll be done with our 30 by 30 plan by 2025. Continuing to deliver customers a value because we're now displacing a very volatile-priced fuel in natural gas. It's also been, though, a march to modernize our fleet by taking other fossil generation out. We now have no more coal in all of peninsular Florida. We have retired every single coal plant that we have. I'm proud to say we actually blew them up. We're actually building a solar site on one. I'm waiting for the Sierra Club to put a bronze bust of Jim Robo there, so they can remember that there used to be a coal plant here. You know, seriously, this is about having a vision that John talked about, being bold, being decisive, and then being able to actually execute. The value to customers is significant, both from a price perspective, but also from an emission standpoint. Look, being clean is good business. Being fuel efficient is really good business and good for customers. What we've delivered to customers has been nothing short of tremendous for their pocketbooks. By moving away from foreign oil, retiring our coal, putting in much more fuel-efficient plants, we've saved customers $12.5 billion in fuel that we simply didn't purchase because our plants are more efficient. All of you are feeling it, although some of you probably don't have cars because you live in the city. For those who have cars, you feel it every time you go to the gas pump. I'll put it in terms you can understand. This is about fuel efficiency. This is not about the spread between the price of oil and gas. This is just our fuel efficiency at our plants. Think about not taking the Suburban to the gas pump and instead your Toyota Camry. The savings that you have by going the same mileage but for less gas is what we've saved customers. In Florida, fuel is a pass-through, which means we don't profit from fuel and whatever we pay for it, customers pay. If we pay a dollar more, customers pay a dollar more. If we save a dollar, they save a dollar. That's why this is so important. Finding ways to reduce your fuel bill is massively important to customers. $12.5 billion and counting that has stayed in customers' pockets. $12 and a half billion and counting that has stayed in Florida's economy and allowed our customers to be able to focus on spending their money on things they want to do rather than paying extra for fuel. The emissions impacts have been tremendous as well. John talked about this on a fleet-wide basis at FPL. It's been great. We continue to drive our emissions profile down at a time when, by the way, we're growing. You know, it's easier to actually reduce your emissions profile if you're an electric utility that's shrinking because you can just close a plant. At FPL, we're building incremental generation and driving down our emissions profile. From a base where we are already significantly lower than the national average to even further improvement, 28% below the national average, and we're nowhere near done. It's not just carbon, by the way. We've effectively eliminated our SOx. The industry average is 35 times higher than where we are right now. On NOx, the industry average is 4 times higher than where we are now. Our investments are paying off every single day for our customers in carbon as well as greenhouse gases. Look, Florida and a clean environment, they go hand in hand for being good business. Being clean is the right thing to do on a lot of levels for our customers. It's the right thing to do for the next generation. It's the right thing to do for our kids to not have to deal with this going forward. It's also really, really good business for the state of Florida. One in eight jobs is tied to tourism in Florida. Most people have to save all year long in order to take that family vacation. I don't know what the numbers will be at the end of this year, but every prediction is we're going to have more tourists in Florida this year than we did pre-COVID. Pre-COVID, it was 127 million people visited the state of Florida. 127 million. That makes Florida the number one tourist destination in the world. When you've saved all year long to take that family vacation, the last thing you want to do is penetrate a smog bank flying into Orlando or go on the beach and get tar on your feet. Because if you do that, you're not coming back. Now, if you've worked your whole life somewhere else so you can actually retire somewhere beautiful and you can't breathe the air, you're not going to retire there. If that happens, Florida's economy is in trouble. I know this might upset a few of you, but I'm going to let you know that I don't pay a state income tax, which gives me great pleasure. You can also not pay state income tax, by the way, just, right? The reason I don't pay a state income tax is because we have 127 million tourists visit Florida. That's why this is also good business and important for the state of Florida. It's why the decarbonization opportunity that John has talked about is so critically important for both the economy as well as the climate and the country and the world. The opportunity is tremendous. We have the technology to do this. Solar and battery storage, we know how to do this. We've demonstrated at FPL. We've executed on these projects on time, on budget, through very challenging times. We're just getting started. Solar and battery storage effectively acts like a physical hedge on gas because the more we put in, the less gas we have to purchase. Right now, FPL purchases 600 billion cubic feet of gas a year to power our generation. You can do the math at today's prices. That's real money. By putting in more solar and storage, we can reduce that fuel component, dampen that volatility that customers are currently feeling, and eventually eliminate it. It's not a sprint. Just like how we've migrated our fleet off of foreign oil and coal, this is gonna be a march. It's a march we've been on for decades. It's a march that the company knows how to do efficiently, productively, and in a way that actually helps customers manage through it, so there's not severe impacts to their bills. They see the benefits day in and day out, which makes it more politically sustainable. Again, this is not new to us. Yes, what John announced today in Real Zero, that is another audacious goal. We actually have a plan, a blueprint to get there because we've been there, and we know how to do this. I'm gonna show you a little more through a video that we put together. At Florida Power & Light, we've been on a decades-long journey to a new place, a better place, where the skies are cleaner and the future brighter. A place where the focus isn't on net zero this or carbon offset that, but rather on winning the game for our customers, not just asking for them to settle for a tie. We're part of NextEra Energy, the first company in history to do everything it takes to go beyond net zero all the way to Real Zero. Our focus is on 100% clean energy with Real Zero emissions. You know, the type of emissions that nobody misses. As the nation's largest electric utility, we serve over 12 million Floridians, not just by talking about our vision to be more affordable, more reliable, and yes, cleaner, but by doing it. Just as we've been doing for decades. We didn't just talk about replacing foreign oil and coal with cleaner American-produced natural gas, we did it. We didn't just talk about expanding into solar energy, we did it. We didn't just talk about building the world's largest solar-powered battery, we did it and continue to do it. Even when the sun's not shining. We aren't just talking about converting solar and water into 100% carbon-free fuel to replace natural gas, we're actually working to make it happen today. At the same time, we're not just talking about energy being cleaner, we're finding ways to make it cheaper. The economic impact, sweeter, no matter what the weather. There's a difference between talking about affordable, clean energy goals and actually achieving them, which is why in Florida, we're decarbonizing the nation's largest electric utility as a model for the industry, the country, and the world. It starts here. Join us. Come forward and walk with us as we lead the way to clean, reliable, and affordable energy independence. Not with words, but action. Because at FPL, that's where we're putting our energy. Look, this is not gonna be falling out of bed, as Jim Robo used to like to say, right? This is gonna be a challenge. We have a really thoughtful plan of how to do this. We've spent a lot of time really understanding what the technology that's available today and the technology that we're already working on developing for tomorrow. It's not a sprint, as I said before, it's a march, but it's a march that we have to do and that we believe we can get there. I believe nobody's more prepared and has the team in place to be able to do this. That's why we've set out this path with actually interim goals and objectives to be measured by, to making sure that this is just not some goal that you put out there and let the next management team try to achieve. This is about actually setting very specific objectives that you could be measured by and demonstrate the progress that's been made, so you can make sure that you're actually getting to the ultimate goal of 100% Real Zero with no incremental cost to customers compared to what we were gonna do anyway in order to meet their needs. 'Cause remember, we're growing. We have to install new generation. We have to install new transmission and distribution to meet the needs of customers. The question is, how do you do all this and then be able to meet the needs without incremental costs? That means a lot of different technologies because there's not one silver bullet. Solar and storage is gonna play an incredibly important part. To get to that last 10%-20% you have to have other technologies that's dispatchable. That's where green hydrogen comes in place. Look, splitting a water molecule and creating hydrogen is not new. Electrolyzers have been around for quite some time, or other forms to split the water molecule, right? Electrolyzers today use electricity that is generated by some other fossil fuel being typically burned. What we're gonna do, though, is couple it with solar energy. We know how to build and operate solar. We do it every day. We know how to operate an electrolyzer. We're simply taking the technologies and putting them together. We're gonna blend it into the gas stream in an existing gas plant. When you do that, you burn less of methane, the fossil fuel. You burn hydrogen, which has an emissions of water vapor, and you blend it up to eventually 100%. The trick is getting it done where it's affordable and reliable. That's why we're building the pilot that we're building today. Again, this isn't pie in the sky. We're already out there doing it today. Our $65 million investment in this pilot, it's not small. We'll be operational next year. At that point, we will start burning hydrogen in an existing gas plant. This is really important because not only does it take a new fuel source, but it also leverages existing assets that we've already paid for, that customers are already relying on today. We're not stranding assets, we're actually leveraging assets that are gonna be available to us for further expansion. It's what we've done for decades, smartly deploying capital, leveraging existing technology, improving upon it, rolling in new technology as it becomes available, and in the process, taking costs out of the business. Look, spending money, that's not hard. I could argue just taking costs out of a business without paying attention to any of the consequences, that's not hard either. You could just cut costs. I could just stop trimming trees tomorrow and take $70 million out of our budget as an example. Customers would suffer. Growing the business while taking costs out, that's not easy. That's what this company has demonstrated an ability to do year in, year out, decade in, decade out. That's why I'm so confident that we're gonna be able to do this, because we've demonstrated it. Customers have benefited from this over and over and over again. Look at how our bills compare to other utilities in Florida, the national average, and yes, other sectors of the economy. Look, FPL is subject to inflation pressures like everybody else, right? Price of medical care for our employees has not gone down. Cost of trucks, cost of fuel for those trucks. We're getting less because we're electrifying our trucks, but you can see how significantly some of these sectors have impacted customers' pocketbooks compared to FPL. On average, since 2006, our bill's up less than 1%. That's significantly less just than inflation. While, by the way, we have invested tens and tens of billions of dollars into the system. Not at the expense, again, of other parts of the business. Reliability. At the same time, while we've been investing in technology and driving bills down, we've been improving reliability. We haven't been just cutting costs and hurting customers. We've been actually improving their experience. You can see here, no matter how you want to measure it, whether it's SAIDI, whether it's frequency, whether it's momentaries, which truthfully most utilities don't even measure, right? We have significantly improved the customer experience. In a system, frankly, that's challenged a lot of times. We have more lightning strikes than anybody in the U.S. by far, among the highest in the world. We have a lot of salt in the air. Thankfully, it means we're close to the beach, right? That's a challenge. Of course, we have storms. Our investments in our resiliency, our transmission, our distribution system, right, has paid off for customers in so many ways. Yes, day-to-day in a very significant way. Particularly when it comes down to storms. It's not a question of whether or not we're gonna be subject to adverse weather. By the way, this is not just Florida too, as all of you know who live up here, right? Adverse weather is becoming, unfortunately, more frequent. It's paid off for customers in Florida at FPL in a very, very meaningful way. On an objective measurement, you can really, really see the difference. Hurricane Irma, when it hit us in 2017, was the largest hurricane ever to hit FPL's service territory, both in size and in strength when you look at all of it together. It was 50% bigger than Hurricane Wilma, which hit us in 2005. Wilma, along with the previous five storms that hit us in 2004, was really a seminal moment for us that we changed the way we looked at resiliency and started investing in the system. When Irma hit, you could really see the difference. We had a storm that was 50% more powerful, yet we were able to actually restore customers 8 days faster. We took 3 days completely out of the storm response. The things that we were able to improve upon were phenomenal. We had 2.5 million customers who were restored in 24 hours or less. Which by the way, in an economy the size of Florida, makes a huge difference, as well as obviously in customers' lives. It's one of the reasons, again, that we're able to get the kind of support from the Commission because they see the benefits when customers need us most, and even on a day-to-day basis. Of course, look, we're a company of human beings. We do have Mother Nature, so we're not perfect. The lights do go out, and when it happens, we want our customers to have as much information at their fingertips as possible. It's one of the reasons we've invested so much in customer service from a standpoint of being able to give them the information they need so they can make the decisions best for them. How do I save on my electric bill? How do I use less electric power? Where is the usage in the house? How do I communicate with the utility when I want information? I know you'll find this shocking, but not everybody wants to talk to a customer service agent. They'd rather go online and just get the information. Right? Not everybody wants to mail a bill. We still have customers who like to put it in the mail, but the majority of our customers do it online now. It's better for them. It's also better for us. Makes the whole system more efficient. Again, it's that whole approach to the customer of empowering them, doing everything we can to make them happy, and frankly, making it so they don't have to think about us, 'cause the bills are low, the lights are on, and when we do touch them every month, right, it doesn't really change their world, and they're able to communicate with us easily. All of that leads to a regulatory environment that gives us the kind of support to be able to make these investments. It's not by accident that our settlement agreement occurred with interveners across the spectrum, that the Commission approved an ROE that really reflected the kind of performance that we've delivered in the last four years, allowed us to maintain a strong capital structure, which allows us to have a strong balance sheet to make sure that we can continue to make these investments and attract capital at very favorable rates. They give us permission to do things that nobody else has done, like investing in a green hydrogen pilot, which is going to lead us on this path that nobody else has been able to achieve today. It's why it's so important for the team to continue to execute every single day. Talking about all these things is relatively easy. Doing it is a real challenge. We're doing it in a state that continues to grow significantly. Florida is now a $1.2 trillion economy. John talked about this. This makes Florida actually larger than Mexico economically. Twice as big as Saudi Arabia, and growing at about $100 billion a year. I mean, to put that in perspective, that is adding the economy of Mississippi every single year. We're adding about 1,000 people a day in the state. I won't be at all surprised if we see numbers that are actually bigger than that, 'cause it sure feels like that right now. With real estate in Florida, it's crazy. Everybody seems to wanna come down. I think people who came down for COVID have figured out they can work from there, not pay that state income tax, and look out on the beach or go to the beach when they have a little bit of free time. We're blessed in many ways with growth, but that means you also have the duty and the responsibility to manage that growth, to plan for that growth, to meet the needs of the customers that are here today and that are coming every single day. It is a duty that we have to serve. When I think about it in economic terms, it means that every single day, we're responsible for keeping the lights on at least $2 billion worth of GDP every day at FPL. Every metric that I've been able to find on economic growth in Florida says that we're back to pre-COVID and growing. Whether it's unemployment, I already talked about GDP, whether it's consumer confidence. You look at the building permits, and importantly, I look at housing starts. Pulling a permit, well, that's one level of commitment. Actually turning dirt, that's a whole different level of commitment. They're all way up, which means we're adding a lot of customers, which means we're having to invest every day just for backbone, we call it, transmission, distribution, making sure we can meet the customer's needs day in and day out because people are moving from all over the country, but particularly your friends and neighbors, right? From Connecticut, New Jersey, and here in New York, they're coming down and they're staying. Migration patterns, this is not new, but what I am seeing is more and more consistency from the red states coming down, not just people, but bringing down their investments and bringing down their businesses. This is not just retirees. Matter of fact, it's much more than retirees. These are people moving their businesses coming down. We've seen expansion across Florida's business community. We have over 3,000 aerospace companies. We have over 15,000 IT companies now in Florida. The financial services sector exploding. Just in Palm Beach County, hundreds of private equity groups, hedge funds, financial services firms, they've moved. They've moved out of this area, they've moved out of Chicago, and they're permanently coming to Florida. Why? Again, a variety of reasons. Taxes, regulatory environment, business climate. A university system that's now, for 6 years in a row, been ranked number one in America. A diverse economy. Speaks a lot of different languages, so it's a great platform for international business as well. Of course, it's not a bad place to be from the standpoint if you love the outdoors and enjoy the environment. It's why we're, again, blessed with growth and why we're focused on growth. I mean, as a company, we're also a big investor in Florida. As you can see, just in the last 10 years, FPL's invested $50 billion in the state of Florida. It makes us the largest investor, actually, in the state. We paid over $20 billion in taxes. We do pay a lot of property taxes, right? We've actually been one of the engines of growth for the state, and our efforts to decarbonize are only gonna accelerate that. We've worked very closely with a number of different folks, but particularly I've been working with McKinsey on what will be the economic impact in Florida from our decarbonization efforts. Just in Florida, we're looking at probably 180,000 jobs, $15 billion or so a year in GDP impact just in the state of Florida. It's a tremendous opportunity for Florida to actually lead, to showcase the technology and the innovation that the state has really always had, that people just typically overlook because it was viewed as a state that you came to vacation or retire. It's an opportunity, again, to really put a marker in the ground and say, "Florida's gonna lead the way, and FPL is gonna do that." It's why we have an economic development department and why we actually have started an innovation hub right in FPL, because we're really focused on how do we continue to expand Florida in different directions. We actually created an innovation hub called 35 Mules. Now some of you say, "Why 35 Mules?" Well, you know, it's a little bit of a tip of the hat to how far FPL has come in the almost 100 years that we've been serving. Because we actually serve in the state of Florida. We actually started out as a company that had an ice house, a sponge boat, and 35 mules. 35 mules, that was high-tech way of delivering ice back in the day. We named our innovation hub 35 Mules, and we just graduated, I'm proud to say, our first cohort of entrepreneurs that came from around the world. We launched right before March 2020. Think of where you were, right? Yet we were still able to have entrepreneurs from around the world, their teams come in and really do some exciting work, create new products and businesses, attract $15 million in outside investment. Importantly, now they are starting companies, new companies, right in the state of Florida. By the way, it was pretty great for us too, because we got a look at new technologies, really cutting edge, and an opportunity to see some things that we're thinking, "That's pretty cool. We may actually deploy some of that within our own business." A really good way for the company and these entrepreneurs to work together and to keep our employees always thinking ahead, always staying sharp, never being satisfied, and always being challenged. 'Cause it's important that we never kinda get comfortable, because our customers continue. Again, because of growth, we're using more power. Our usage is up, and we have to figure out better ways to continue to provide them with the power they need and the reliability that they demand in order to meet their needs, which is growing year in and year out. John touched on this, but I just wanna reiterate it. I mean, you look at the organic growth we have. We expect to add another 500,000 customers since the investor conference before to 2025. That is more than Gulf Power brought. It's adding another Gulf Power effectively every 5 years. It's a tremendous opportunity that also provides, truthfully, a lot of challenges, which is why we have to stay so religiously focused on keeping costs out and finding new ways to be even more efficient. I've shown you this slide every single time you've been at investor conference. It has changed. The players change, but what hasn't changed is we are still best in class. Bottom right-hand corner, right? The difference that John talked about this is tremendous for customers. The delta between where we are and being average, which I could probably go to Tallahassee under oath and say, "You know, we're in the middle of the pack, commissioners, we're doing fine," is $2 billion a year in O&M. It's $2 billion a year. We simply don't charge customers for O&M. By the way, if we did that, the electron that we deliver to customers wouldn't be any shinier or brighter or faster. It'd be the same exact product. It would just be $2 billion more expensive, 20% higher on their bill on average. If you think it's just by accident or just scale that makes the difference, well, look over to the left and see what we were able to do at Gulf in 3 years. That was Gulf's position before they became part of the FPL family. Pretty much average. In three years, we took, as you can see, 40% of O&M out of the business. While don't forget, we improved reliability by 60%. It's a significant savings that allows us, again, to be able to take that and roll it back into the business in capital, smart capital, which allows us, again, to find new ways to be even more efficient and more productive. I cannot tell you how many times I get asked, "Well, but, you know, Aren't you at the end of the line for that?" No, not even close. Because there are so many people in the company that are smarter than me that come up with so many incredible ideas. It never ceases to amaze me when we go through our annual process of taking costs out, of how we actually are able to identify new technologies that we never even thought about applying before or doing it differently that helps save customers money. It's truly amazing. A lot of this, by the way, are not technologies specifically invented for the electric sector. They're just taking things that were invented for other reasons and applying them in different ways, right? We didn't invent the drone at FPL. We didn't invent the gyro-stabilized high-definition camera. We didn't invent Google Maps, which we had, right? Or the iPad, which we had. We use all those technologies in order to run the business very differently and take costs out every single day in order to be able to provide our customers a better deal. That's what's so exciting. That's why I'm confident, actually, that we're gonna be able to execute on this goal of Real Zero, because we know how to do this stuff. It's not easy, but you can really do it. The low-hanging fruit on cost, that's gone, right? We got those years ago. Really driving down and looking at all the different opportunities to leverage technology and data and processes and think differently, right? That is still here. It really is all rooted in a culture that's different. It's a culture that the employees have of excellence, continuous improvement, and honestly, just never being satisfied, right? Kind of like, you know, excellence just comes from intensity, and there's a level of intensity that our employees have about really trying to be the best. They're just not satisfied. That's where these savings come from. The opportunity set is tremendous because of it. Right? John talked about solar penetration. Holy cow, we're only at 4% in Florida. The opportunity set on solar and storage, fantastic. We'll save customers billions of dollars because we're gonna replace fossil fuel. It's gonna, over the course of the years, while we get to full elimination, it's gonna dampen the volatility that they currently have. The resiliency, keeping the lights on in a 1.2 and growing trillion-dollar economy, critically important. Embracing new technologies and innovative approaches so our customers get what they want, what they demand. Obviously, they want electricity 24/7 uninterrupted, but they also want, as we know, to do things like drive electric vehicles. Again, the opportunity set is tremendous. Just between now and 2025, it represents $32 billion-$34 billion across a wide variety of different investments that will provide value for the customers. Solar, big part of it. Again, an area that we have a lot of expertise in because nobody has built, owns or operates more solar in the United States than FPL. Nobody. We have the land, we have the interconnect, we have the panels to do all of our projects. 2022, our 2022 solar projects, they're operational today. They're done. Our 2023, they're already in construction. Circumvention is no issue for us from a standpoint of being able to get our projects. In 2022, they're done. In 2023, they are on their way. No issues whatsoever. Now that we've cleared that hurdle. I see no impediments to the rest of the solar build that we have in 2024 or 2025, which allows us to, again, deliver on the promise that we've made to customers, including, by the way, building the largest community solar program in America and now doubling it. Because demand is so strong that customers say, "We want even more." We could do even more if we had permission. We're already sold out on phase two for our SolarTogether program. It also requires a continuous investment in transmission and distribution, including our undergrounding, which we have legislation that was passed several years ago for systematic programmatic undergrounding approach across our entire system. We have over 70,000 miles of lines, 40% of which are currently underground, 60% which remain to be done. It is a huge capital investment over decades that will occur, that will provide customers with value every single day. Floridians have made it clear they want their electric vehicles. We have the second-highest penetration of any state outside of California, and it's growing. We have been investing in electric vehicle charging points and finding creative ways to provide customers with things like tariffs, where they can actually have flat type of fixed tariffs for charging their vehicles and have the predictability and the certainty they need so they can do the planning. Storage, a critically important part of our solar program. We have a lot of expertise in this. Started out as a pilot program the previous rate case. Two rate cases ago, actually, is when we first started talking about it. We started out with small batteries, less than 1 MW, then 1 MW, then 5, then 10, up until now. That's a 409-MW, 40-acre battery in operation today. Largest in the world, powered by a solar facility which is just there right next to it. The future is here today. We know how to do this, and we're gonna continue to do it. Meeting customers' needs across the board is really important. It's why we're actually building now a water treatment facility right outside of our Turkey Point complex. Why? Because Miami-Dade County, a very important customer of ours, had a problem. They needed to figure out ways to treat gray water because of law changes. We stepped up with a solution for them that also helps customers, electric customers, because we drought-proofed Turkey Point Complex, and we stopped using well water, which helps the aquifer, helps the environment, saves customers money, and solves a problem for one of our big customers, how to dispose of gray water. Again, the subset of opportunities are tremendous. When you roll it up, it is a real opportunity for us to smartly deploy capital across a variety of different projects between now and 2025. It allows for about a 9% CAGR on our regulatory capital employed, again, across a variety of different projects, but never, ever losing sight of what we must and have a duty to provide our customers. That is exceptional reliability. That's the goal, right? Our job, our requirement is reliable power, but we really strive for exceptional, best-in-class, finding new creative ways to be even more efficient, keeping bills low, well below the national average. Yes, continuously reducing our emissions profile all the way down now to Real Zero. Thank you very much. All right. Well, I am thrilled to be here as the CEO of NextEra Energy Resources. As I look back at the last 15 years of our company, there is so much about which to be proud, so many successes during that time and of course, before that time as well. As I stand here today, I am so confident that the best is very much yet ahead for us as a company. If you think about what John Ketchum announced today, our ambition for Real Zero, and what Eric just spent time laying out for you, our plan, our real plan to achieve Real Zero. Hopefully, you're already excited about what that means for Energy Resources, and it means it's an enormous opportunity. We are well-positioned for our customers inside the power sector and our customers outside of the power sector in broader parts of the U.S. economy to be their solution partner of choice. We have deep expertise in this industry, ongoing investments in innovation, and an ability to execute. That doesn't mean it's all going to be easy. As Eric laid out, it's a march, not a sprint. There are challenges along the road, and there will be speed bumps, just like we've seen in the last couple of years. We have the vision, the culture, the passion to be the best that's gonna serve us well along the way. I've been looking forward to sharing some of our plans with you today. Energy Resources is already the leader in electricity from the wind and sun, and a global leader in battery storage. We have investments across the United States and into Canada, but our company is so much more than just a collection of assets in the ground. It is more differentiated than just the number of megawatts that we've placed into service. I'm gonna talk a lot more about that in the first part of my remarks. One of the core differentiators for us is our culture and commitment to doing what we say and saying what we do. Since our last investor conference where we laid out significant plans for renewables growth and growth in our business, we have delivered. During that time, we placed 12 GW of new wind repowering, solar, and storage into service just in that timeframe. We originated 22 GW of new renewables opportunity. We grew NextEra Energy Transmission 120% in adjusted earnings during this timeframe. It's more than just a collection of big numbers of megawatts being built and placed in service. We've also reinvested in our best-in-class development platform, honing the differentiating value creation opportunities that we've long talked about with you and we've only made better. I am gonna spend more time talking about that in a couple of minutes. I'm also really proud that the team has expanded our relationships with commercial and industrial customers. Of those 22 GW of new renewables that we've originated in just the last couple of years, 25% of it were with new commercial and industrial customers and existing commercial industrial customers where we've expanded those relationships. We'll talk more about the opportunity in C&I customers in a couple of minutes. I love showing this chart, and not just because of the big bar to the left, which we are, but there's actually a lot more to take from this data than it first might appear. This is a stacked bar chart of solar, wind, and storage origination just over the last three years, and stacked up our company versus the other competitive developers in the industry. We are four times larger than our next largest competitor. We are roughly ten times larger than the next largest competitor after that, and more, you know, roughly ten times or more after all the other competitors. When we've shown you this data in the past, the chart looks remarkably similar. There's a couple of developers who are the largest, couple of developers that are large, and then a lot of small folks thereafter. These are the two guys in Navis car that our former head of development used to reference all the time. Driving in and out of the dataset, sometimes never to be seen again. I want you to keep this chart in mind as I go through the remainder of my remarks. This is not just a sign of our success. This is an enabler of our success. Because we are bigger than those with whom we compete, we are able to make investments in data and technology that they simply can't make. In some cases, they simply don't have the data, in many cases. In other cases, they can't make the investments in technology because they don't have the platform over which they can leverage those investments. Success enables success, so long as we continue to invest in our culture and our capabilities, which I can assure you that we are. Another part of our doing what we say and saying what we do is delivering on our financial expectations that we've laid out for you all. We've been doing that for now decades. Decades of consistent growth materializing year in and year out as we've been building on these opportunities. We delivered roughly 14% growth in adjusted earnings since our last investor conference, exceeding the expectations that we laid out at the time. Now let me dive into the competitive differentiators. There's a lot of competitive differentiators that I could highlight, a lot of words that we've articulated in this slide. But I think a couple of key takeaways. One, there is no one single differentiator that is the most important or singularly important. They don't all have to come together in every opportunity, but collectively, they really differentiate who we are and how we're able to compete in this marketplace. If there is one common theme on here, I would say it's our people. I genuinely believe we have the best team in the industry, and I am proud that not only they've delivered the success that we've seen in the past, but every day they challenge themselves and each other to keep getting better. That's a key part of what enables our success over a long period of time. You know, John often refers to our competitive advantages as buy cheaper, build cheaper, operate cheaper, and finance cheaper. I will have to admit that's much catchier than this. I wanna articulate some of what those things translate into because it is meaningful, not just for us in our power sector, but also why it will make a difference for us as we compete in this broader market opportunity that I'll spend time talking about today. I'm gonna dive into a number of these, competitive differentiators. One of them is our size. Over the last decade, we NextEra Energy have invested $113 billion in America's energy infrastructure. As John highlighted, that makes us one of the top five capital investors during that timeframe. Not just one year where we invested a lot of money, but consistently year in and year out. We really are our suppliers' largest customers in most circumstances. Certainly if they're a meaningful supplier to us, we're in that top one or two spot for them. That enables us to buy cheaper. That enables better terms and conditions. That enables better response when things haven't gone well, and occasionally they don't go well. We've seen some of that in the last couple of years. Whose call do you think they took in the middle of the night when things weren't going well? Do you think they took ours, investing $113 billion in America's energy infrastructure, investing year in and year out, not driving in and out of the dataset, but driving real value year in and year out? I can tell you whose call that they took. Not only did they take our call because we're investing a lot with them, but as John highlighted, we've actually cleared roadblocks for them, enabled business opportunities, enabled them to reconfigure their own supply chains in ways that are meaningful, not just for today, but in the years ahead. That's something that we can do uniquely in this industry, and we've been doing it, and we will keep doing it. It also enables us to develop and invest in our broad pipeline of development opportunities. By the end of this year, I expect our team to have 95 GW of land positions on which we can build new renewables in the coming years. 70 GW of new interconnect positions. Just from our existing fleet of wind and solar assets that are already in the ground today, we have the opportunity to build 23 GW of storage facilities just in the existing platform that we have of operating assets today. Now, I love big numbers as much as the next person. Probably remember I used to be the CFO, and I like big numbers. The big numbers alone don't enable a sustained competitive advantage over time, doesn't enable us to have the leading position year in and year out. It's not just that we get a lot of stuff in the pipeline. We do market analysis from the top down, from the bottoms up. As John highlighted, we look at our customer set and identify where they could actually invest that may better suit their customers than where they plan to invest today. We're in a position to go and articulate that to them. I can assure you, before the team shows up for that meeting, apparently we aren't gonna eat lunch. Before we show up for that meeting, we make sure that we have the right projects in the pipeline that serve the very needs that will create that value, that were low costs for their customers, enable them to meet their sustainability goals even faster than what they had intended. We also have deep transmission expertise. Engineers that actually understand the physics of the grid, but also understand the nuances of the regional transmission grid operations, how they think about the system, how they run the system, so that when we identify projects, they can interconnect to the grid and create the value that they're intended to create for our customers. Not only do we build and identify sites in the right place, but we then make sure that when we build the projects, we design them in the best possible way. Do in-depth resource analytics, unparalleled capabilities in the industry. Some of the things you've heard from our peers in the industry in recent years that they're just now learning, I can tell you we learned 5, if not 10 or more years ago. That's from this team that does unparalleled resource analytics capabilities. We also translate this into micrositing for the projects, taking tens, if not hundreds of variables with complex algorithms, and then run scenarios tens, if not hundreds of millions of times to find the best design for a single 100-MW wind farm or solar facility. Far better optimization than our humans, who are very talented, could do in the time frames required to be commercial with our customers. This is the type of capability that we've been able to build over time and leverage in our development process. We've also created opportunities on the operation and maintenance side. You know, talk about being proud of our team. This team that runs our renewables fleet is the best in the industry, delivers best-in-class performance. What I'm most proud of is that every year they invest in figuring out how they can get better. The key way that they can do that, as John and Eric have highlighted, is to invest in technology. Our work management system, our digitized AI-driven work management system now makes sure that our technicians can go to the right turbine with the right tools, with the right work plan in order to restore our equipment back into service. Sometimes with analytics, be able to keep the equipment from going out of service in the first place. We've cross-trained all of our technicians. We don't have wind techs and solar techs or battery storage professionals. We have team members that can go wherever is needed, and that creates a level of efficiency that has continued to bring our costs down. What you don't even see on this slide is continue to assure increased revenue production over time to ensure that our fleet is online more than anyone else's is. You've heard me say a lot, data analytics tools. It's not like we're building stuff on the side of someone's desk or on a single professional's machine. We are taking these investments in data and technology and creating software platforms for them. Initially, to focus on our own operations, which is a great example or two on the left, Omni and our AI enabled work management system. Omni, I'm not even sure we've ever talked about with you before, but we've digitized the development process. I would have told you a decade ago, this is probably one of the most human capital-driven parts of what we do. But I can tell you a digitized process has enabled us to get better information faster in order to be more responsive to our customers and has enabled us to scale over time and give me confidence today to say I believe we can scale going forward. The Center of Work Excellence Operating System not only is the operating system you'll see when you come to see the Renewable Operation Control Center operating all of our renewable turbines and panels and battery storage facilities. You'll see our technicians actually using this application to run our fleet to ensure that we have better performance than others in the industry. As much as we focus internally and optimize our own portfolio, we've identified the value to turn that externally, to make these tools available for customers so that they can optimize their own energy platform. John referenced the Integrated Resource Plan in a Box. That's that type of technology, enabling customers to be able to use these tools to identify the opportunities to make their systems better. One of the things I'm most excited about on this slide is NextEra 360, which I'm gonna talk about more in a couple of minutes. It's our energy optimization platform to enable customers to start and manage their journey of managing their energy use and ultimately their decarbonization journey. It's a really exciting development for serving a huge part of the opportunity set that we see ahead. Why do you need an energy optimization platform anyway? Well, some of what we do, you know this, some of what we do is not actually all that easy. Being able to have the experience in a wide variety of geographies, a wide variety of technologies, in different market constructs, with different customers, different offerings to our customers. That experience over time, three decades' worth, enables us to be positioned to offer unique solutions, unique insights to our customers, as we go forward in all the opportunity set that we see. John spent a couple of minutes talking about the energy transition across the U.S. economy. There are three key areas that are each enormous for Energy Resources. To decarbonize the power sector, partnering with our existing customers, enabling them to do this work together and decarbonize their own fleets. It's to decarbonize the U.S. economy, and it's also to enable transmission, which is really important for enabling both of these prior opportunities for decarbonization. New incremental transmission is needed in the U.S. today. The energy transition alone, both the power sector and the U.S. economy, is about a $4 trillion opportunity, and we believe the clearest path is through renewables. Predominantly opportunities to install wind, solar, storage in the form of batteries, storage in the form of green hydrogen. It's being driven by cost, and it's also being driven by society-wide drivers driving us towards the path of decarbonization. Let me first take the power sector in turn before turning to the broader part of the U.S. economy. This alone is a $2 trillion investment opportunity. If you just take our historical win rates, wind, solar, battery storage, and you apply that to the $2 trillion opportunity comprised of those technologies, that's $450 billion of market opportunity for us to go after in the coming decades. That's 800 GW of new renewables. This is the bread and butter of what we do as a company day in and day out, work with our customers, provide them solutions that give them the best renewables project they can to lower their costs and decarbonize their own generation platform. Increasingly, we're talking to them about how this is a hedge against inflationary pressures. If you think about new renewables, there's the initial capital cost, but then extremely low O&M, and of course, no fuel costs, which will help in decreasing volatility as customers, our customers think about how do they create value for their customers. We're already on the path of energy transition. If you go back to 2006, renewables only accounted for approximately 1% of all generation in the U.S. We're now up to 13%. If you believe what we believe, we believe it's possible that we get up to nearly 60% of all U.S. generation being served by renewables by 2035. If we're right, that's a 15% compound annual growth rate between now and then. A substantial visible growth opportunity for Energy Resources to pursue just in the power sector. As I mentioned, and John highlighted, it's being driven predominantly by cost. Renewables are still the least cost form of generation in many, if not most parts of the U.S. today. As we look out into the future, and this is a picture of the late 2020s, we believe they will continue to be the least cost form of generation, even if the existing incentive regime follows course as it's currently anticipated and is not extended. We believe wind is in the range of the mid-$20s to low $30s, solar in the low $30s to mid-$30s/MWh. Both of those are with the storage adder that, to get from what our customers would perceive to be a nearly firm product that would compare against other technologies that they otherwise might consider deploying for their customers. It compares favorably to existing generation, just operating existing plants in the ground, and it compares favorably against new build opportunities. That's if you could even build a new combined cycle natural gas plant in the U.S. today. In some parts of this country, that is going to be a real challenge. That's the other driver, is this broader decarbonization pathway that many parts, and we hope more parts of the country are going down. That's the drive towards renewables, not just because they're low cost, but because they have these additional benefits of lower impacts, if not no impacts to the environment like you see with some of the alternatives. This bottom right chart, there's a select group of companies that have pledged to only pursue, only procure 100% renewable energy to serve their electricity needs by sometime before 2050. Look at the demand for RECs that creates. That's a lot of renewables just from this select group of companies. This has taken root in the country and is really driving the demand that we see from our customer base. Let me now turn to that second part of the opportunity, which is the broader decarbonization of the U.S. economy. Another $2 trillion opportunity. Another is our market share, $450 billion or 800 GW of renewables that we can pursue over the coming decades. Even including being driven by cost and this broader sustainability drive, we believe that the right path, the smartest path that we can see today for our customers in the economy to pursue this decarbonization is primarily through electrification, powered by renewables, and also through low and no carbon fuels, which are predominantly created from renewables, and hence the significant renewables generation build opportunity that we see. You know, I don't think there are very many times in someone's life where you can actually see the world changing around you. I honestly believe this is one of those times. I believe a broad decarbonization of the U.S. economy is possible and on a path that makes sense for customers and makes sense for the economy. We've laid out a bold ambition, starting with the decarbonization of our own company. We have a real plan. We have real experience in doing this, and we have a commitment to enabling this for others in our industry and beyond. We are asking companies if they'd like to join us on that path. More than 60 years ago, our country set an ambitious goal to put a man on the moon, and we achieved it by thinking bigger, by challenging convention, and by leveraging the best minds of the day. Today, NextEra Energy Resources is announcing its own leap for mankind, a leap to a U.S. economy powered by renewable energy, fueled from the wind, the sun, battery storage, and soon, green hydrogen. It's an audacious goal to help companies succeed in reducing and ultimately eliminating carbon emissions from our economy. As the world's leader in renewable energy generation, and with our zero carbon blueprint, NextEra Energy Resources is well-equipped with a plan and the tools to make it happen. We are the ideal partner to help you reach your sustainability goals and address questions like, how does a corporate powerhouse cost-effectively decarbonize their entire operations while staying competitive in their industry? Is it possible for a fleet of vehicles traveling hundreds of miles a day to run efficiently and entirely on clean energy? And how can we optimize our energy footprint across vast geographies? Whatever it takes to accelerate your decarbonization journey, NextEra Energy Resources has the answers, the tools, and decades of experience to help you get there. It's not often that we get a moment like this to be part of something bigger than any one person or any one company. Will you walk with us? There are companies that have already made some sort of sustainability commitment, obviously. Roughly 70% of the Fortune 500 have already made some commitment to move closer to decarbonization by 2050 or earlier. It's being driven by a wide variety of factors, not the least of which is ever-present stories about the impacts of climate change, including the headlines you could read today, whether that's heatwaves in the broader part of the U.S., drought, fires, and of course, top of mind for us every day, are hurricanes. It's also driven by the investment community. You're having focus in driving C-suite executives and their boards of directors to focus on climate change. It also has potential regulatory factors. It's a broad set of drivers that we think are likely to be sustained and continue on and accelerate in the future. We believe there's an opportunity for commercial industrial demand to grow at a 24% compound annual growth rate, roughly 130 GW-300 GW by 2035. That's across all sectors. Of course, we've talked a lot about the power sector, but it's also industrial, agricultural, other areas of the U.S. economy that have the opportunity to decarbonize. Generally, companies are looking at it in a couple of different ways. Importantly, emissions from their own operations and also emissions from the energy that they procure, including electricity. As I highlighted before, the key driver we believe to successful decarbonization is really at the heart of the deployment of renewable energy. We have an unparalleled platform to be able to help those customers solve those challenges. Of course, traditionally, you know, from their electricity purchase, offer renewable energy in front of and behind the meter, and with their existing operations, start to have unique solutions powered by renewable energy to solve their problems. We hosted our inaugural sustainability summit earlier this year. We had 170 attendees from 70 different companies attend this conference, and they were Fortune 500 companies, CEOs, chief sustainability officers, chief marketing officers, all there to collaborate with us, learn from us, share with us their ideas around their decarbonization journey. We were talking about solutions like this. How do we deploy renewable energy in front of and behind the meter paired with battery storage to decarbonize corporate facilities and data centers? A lot of discussion around data centers, as you might expect with technology companies. Working with industrial customers to really map out how do you deploy green hydrogen, both the use of the green, of the green attributes, the renewables to create the hydrogen, but also practically, how do you incorporate that into your facilities? How do you ensure that you remain cost competitive? What do you need to assume and rely on in order to make that happen today? It's also with vehicle fleet operators. Using technology that we have purchased and integrated into our platform to map out when does it make sense to electrify your fleet? What do you need to do with charging infrastructure? How do you actually charge these vehicles and ensure that there's no disruption to your business operations? We aren't doing this alone, by the way. Of course, we're buying some technology. We're leveraging our own deep expertise in this industry, but we're also partnering with other technology providers. We're also leveraging other solution partners that can help bring the solutions together for our customers. I'm excited about a recent collaboration that we've just started with BCG, leading consulting firm, to work with our Fortune 500 customers to accelerate their sustainability journey more cost effectively and at a faster timeframe than they might have originally anticipated. When we talk to all of these customers, there are a couple of things that we end up spending more time talking about, the troubles, the challenges that they're experiencing. Remember when I told you that roughly 70% of Fortune 500 companies have established some sort of sustainability goal? It's estimated only 20% of them are on target. Part of those challenges are things like, how do I actually get started? How do I figure out where my energy consumption is coming from? Where is my carbon emissions today? Where can I reasonably expect it to be over time, and what do I need to do in order to track my progress? Another set of questions is around, I've already made some investments, and I'm not sure I'm getting the value from them. As I talked about early on in my comments, I was really excited about NextEra 360. As we've leveraged all the tools and experience that we have managing our own business, we are now turning that towards customer-facing platforms like NextEra 360 to solve those very questions. Think about that first set of questions. How do I get started? Well, we incorporate the data from our customers into NextEra 360. We help them see, visualize where their energy usage is actually coming today. We help them calculate their carbon emissions. We help them set plans. We help them manage those plans over time. Let me also talk about that second set of questions. How do I actually leverage the investments that we've already made? A recent big box retailer that we've been working with had installed a battery storage system from somebody else, and they weren't getting the value out of that battery storage system. We incorporated them into NextEra 360, and the quote from the customer is, "Within the first month, I see a notable difference." Over the next couple of months, we proved out that we generated 10% incremental net energy savings versus what they were achieving before. We got 30% better battery performance than what they were accomplishing before. That lowers their overall total cost of ownership. Also gives them confidence today to go make more investments because they have more confidence they're actually gonna see the value that they had been promised and they were expecting and they had committed to internally. I mentioned that we are partnering with others. We're leveraging a lot of tools. This platform is already being utilized to operate $50 billion worth of assets. Now a lot of those are ours, and I'd say those are some of the best learnings in the industry. We're also leveraging the learnings from our customers that we've already integrated on platform. This is a small select set of those that we're already working with. I'm really excited about how this positions us in the long term. That long-term opportunity, 7,000 GW of new renewables. You know, Eric highlighted in his remarks the economic development impact just in Florida of NextEra's specific goal to achieve Real Zero. We also work with McKinsey on, if you broaden that, you think about a broader decarbonization of the U.S. economy. You know what that translates into, their estimates? $1.9 trillion in annual GDP. 15 million jobs. Now we've thrown around trillion a lot today, and I'm afraid it's starting to lose value for me and for everybody. Let me put that $1.9 trillion in context. If you think about all GDP for the United States, and you assume that over time, we've grown GDP roughly 2-3 percentage points per year, this economic impact alone is roughly 25 basis points. Another incremental 10% contribution to the growth of annual GDP. That's terrific. That's a sign that we can do this on a path that's good for customers and good for the economy. Those McKinsey numbers do assume a significant build-out of transmission in the U.S. in order to bring these renewables into service. Not everything needs to be grid-connected, but a lot does in order to fully unlock the value that we're seeing across the United States. We are excited that we already have a leading competitive transmission company in our business today, fully integrated with who we are and what we do every day in the marketplace. As I highlighted at the beginning of remarks, we've already grown adjusted earnings from this business 120% since the last investor conference. I'm planning to invest 18% per year incremental growth in this business between now and 2025. If you look at our success rate going back all the way to 2009, about all of the awards of competitive transmission that haven't gone to an incumbent utility, we've run 40% of them. That's through or we've enabled as part of that organic growth. It also has been leveraged through acquiring investments, including Trans Bay Cable and GridLiance. Across this platform, we're leveraging everything we can from NextEra Energy as a whole. Not only that it is significant capital investment planned every day and all of the purchasing power that that provides, but our deep experience, not just going back a couple of decades, but going back 100 years at Florida Power & Light Company of successfully bringing in large energy projects into service. That's unique in this industry, as Eric highlighted. I can assure you, I see that every day in our own experience. As excited I am about everything that we've accomplished, John highlighted, we see a tangible pipeline today of $40 billion of investment opportunity. That's the biggest pipeline we've ever seen at NextEra Energy Transmission by far. That pales in comparison to the opportunities that we see ahead, again, in order to unlock this opportunity of broad decarbonization of the U.S. economy. Let me translate that to near-term expectations. Similarly to what we've already experienced and what FPL has highlighted, the growth in renewables, while terrific today, accelerates over time. We believe over the next couple of years, from 2022 to 2025, there will be approximately 30 GW-50 GW of new renewables installed annually, and that grows over time, accelerating into the 2030s and beyond. Now, as I said at the very beginning, I am really excited about this. I am really optimistic about what's ahead, but that doesn't mean that there won't ever be challenges. There always are, and there have been in the last couple of years. As John's highlighted, we have seen some supply chain disruption. We have seen some inflationary impacts and some disruption related to tariff uncertainty. On average, we now think our solar build for 2022 and 2023 may experience a six-month delay. I'm working, we are actively working with all of our customers to come up with reasonable, acceptable commercial solutions to all of these challenges, both with our customers and with our suppliers. I'm actually optimistic that we're gonna be successful across the board. There is a chance that a couple of the GW in our backlog, 1 GW-2 GW of our entire 18-GW backlog, could be canceled. We have factored all of that into the development expectations that I'm gonna talk about in just a second. Fortunately, it's against a backdrop of continuing strong renewables demand, even today. It's driven by continuing cost advantages. It's driven by all the things we talked about in terms of decarbonization. It's driven by the fact that natural gas prices have increased significantly, creating uncertainty and even more attractiveness to the renewables that we like to offer to our customers. I'm pleased with all that as a backdrop to not only be extending our development expectations range out to 2025, but increasing those development expectations. We now believe between 2022 and 2025 that we will place into service 28 GW-37 GW of new renewables. Now, if you remember our prior range, which was a different timeframe, 2021-2024, we were expecting to deploy 23 GW-30 GW. If you compare midpoint to midpoint, that's an over 20% increase. I am thrilled with the development opportunities that we see ahead, and of course, that translates into significant capital investment opportunities. We see our capital investment portfolio growing from $11 billion-$12 billion annually to about $15 billion-$16 billion over this timeframe. Of course, the vast majority of that being in new renewables and in transmission. Of course, commensurate investments in other parts of our business, consistent with the size and growing them, along with the rest of the Energy Resources business. Both for adjusted EBITDA and for adjusted earnings, we see significant growth between 2021 and 2025. Of course, predominantly, both for adjusted EBITDA and adjusted earnings in new renewables. That translates to a compound annual growth rate of 12% per year between 2021 and 2025. Now, I am so excited about what's ahead for Energy Resources. As I highlighted at the beginning of the remarks and emphasized in the video, we are at a terrifically exciting point in time for our company and for our industry. We have a bold vision, a bold plan to get to Real Zero, and that translates to a remarkable opportunity for Energy Resources, which we believe we are uniquely positioned to deliver against. Now, let me turn it over to Mark Hickson to talk more about how this opportunity set translates to a terrific outlook for NextEra Energy Partners. Thank you, Rebecca, and good morning, everyone. I am going to take you through an overview of NextEra Energy Partners. I'm gonna provide you with an outlook for the business through 2025 and beyond, as well as our expectations through 2025. Before I do that, John obviously gave comments to put his 20 years at NextEra into context. That gave me the idea of putting my 10 years at NextEra into context. I've been at this company for a decade, and I can easily say that the current renewable energy environment is one of the best, if not the best, in my entire 10-year period at NextEra Energy. Renewable energy costs have come down substantially over the course of the last decade. Technology has improved, leading to substantial increases in capacity factors and generation for wind and solar, and significantly improved energy storage performance. Federal, state, and local incentives, goals, and standards support continued renewable energy growth and are expected to continue to do so. Importantly, as Rebecca pointed out in her presentation, C&I demand over the last few years has increased significantly as those customers focus on meeting their ESG goals cost effectively. In short, the current renewable energy environment in the U.S. is pretty great. Customers, all customers, recognize the cost competitiveness of renewables relative to all alternatives, and increasingly, those customers are valuing zero fuel cost generation, particularly in this market. Last, customers are adopting renewables and demand renewables because it's the right thing to do for the environment. These trends have driven substantial growth at NEP over the last 8 years and are expected to continue to do so through 2025 and beyond. For these reasons, we announced this morning that we are extending NEP's 12%-15% distribution expectations through the year 2025. In addition, we announced that we are increasing NEP's year-end 2022 run rate CAFD guidance. Last but not least, despite the positive trends that I've seen in renewables in the U.S. economy, as well as the comments that John and Eric and Rebecca made about the tailwinds associated with renewables from the standpoint of being able to decarbonize the entire U.S. economy, we also announced this morning that we are flattening the IDRs for NEP as of Q2 2022 at a level of $3.05. For those of you who have followed NEP for a few years, you will know that in 2017 we had an IDR modification. In that instance, we reduced the top end from 50% to 25% without any purchase or delivery by NEP of shares or units to NextEra Energy. We simply modified the IDR. This modification is very similar to that. As of $3.05 Q2 of 2022, from that point on, as the distributions increase, there will be no incremental IDR fees by NextEra, and there's no share exchange or units coming to NextEra. Very positive development for NextEra Energy Partners. NextEra Energy Partners is very well-positioned to achieve its growth objectives and expectations that are laid out here in the presentation, and now I wanna take you through it. We did the IPO of NEP 8 years ago. We set out to create a leading clean energy company. Boy, are we on our way to doing so. In 8 years, by more than 8 times, we have increased the renewable energy capacity from 1 GW to 8 GW with a mix of wind, solar, and storage. Now I get questions from investors from time to time. Does NEP have a desired or targeted mix of wind, solar, and storage as a percentage of capacity, percentage of EBITDA, CAFD? My response has always been that NEP's renewable energy portfolio mix is representative of the underlying development trends taking place in the U.S. If you go back 10, 20 years ago, predominantly wind generation was the renewable generation being built in this country. 5-10 years ago, solar generation increased substantially. Over the last 5 years, energy storage took off. There's no surprise that when you look at the NEP portfolio today, the renewables in that portfolio from a capacity standpoint is predominantly wind. Now I would expect that if we move through this decade, you're going to see an increasing share of solar and storage added to the mix because, as I mentioned before, that is representative of the industry dynamics that are taking place with respect to renewable energy. In addition to that, given the comments that John and Rebecca made around the decarbonization of the U.S. economy and the additional technologies that we see are needed in order to enable that decarbonization, I expect additional technologies to be available for NextEra Energy Partners down the road. For example, hydrogen is a possibility. As we move through time, NEP's portfolio is going to continue to expand from a technology perspective. Sorry, I need to get a water. Now I'm not gonna go through each one of these because John touched on them, but there's a couple that I really, really wanna highlight. Obviously, NEP achieved its objectives set out at the 2019 investor conference. But there's a, there's one or two in particular that I'm pretty excited about. The first is the 12%-15% distribution growth through the year 2024. NEP has achieved a 15% compounded annual growth rate, not only since the June 2019 investor conference, but since the IPO. There are very few publicly traded companies in any industry that can say that they've grown distributions or dividends to shareholders or unit holders by 15% with an expectation of 12%-15% through the year 2025. Very proud of what NEP has been able to do from a growth standpoint for its unit holders. The second thing I want to touch on this page is the fact that NEP acquired 3 GW of renewable energy generation since the June 2019 investor conference. What's notable about that for me, and John touched on this a little bit, is the fact that NEP last year was successful in third-party renewable energy M&A. 500 MW approximately acquired by NEP through two transactions. I'm gonna take you through in a second while we feel very good about NEP's potential to continue to be successful in the third party M&A market. There are a number of competitive advantages that NEP has as a result of its contractual relationships with NextEra Energy, and I'm gonna take you through what those are and why we are particularly optimistic about this year and the coming years as from the standpoint of NEP's continued success in third-party renewables. I talked about technology diversity. Well, NEP over the last 8 years also has significantly broadened its geographic diversity from 5 states to 29 states. Very similar to my comments around the potential for additional technologies as we go through this decarbonization of the entire U.S. economy. I believe that more customers in various states are going to participate in this decarbonization, and that is going to continue to open up opportunities for NEP to continue to broaden its geographic reach. NEP has acquired about 1 GW a year, and one of the important features of that is that NEP has been able to do that while maintaining its counterparty credit quality, BBB+. The fact that, as all of you know, NEP has a focus on long-term contracted assets to maintain that cash flow stability. Having a weighted average life of 14 years is particularly attractive. It's another page John touched on, but this one is really worth hitting again. Another thing that given the fact that I've been around NEP since inception, I'm very excited about it. As I mentioned, when we did the IPO, we set out to build a leading clean energy company. The fact of the matter is we are on our way. I said, "Oh boy, we're on our way to doing so." This page really puts that into perspective. Other than NextEra Energy, NEP is now a top 10 renewable energy company based on generation. Given the comments, the pages I'm gonna take you through, showing you the competitive advantages that NextEra Energy Partners has relative to the competitors on this page, I expect that as we move through time, NEP's position is going to continue to improve. Rebecca talked about the fact that she loves showing pie charts with, especially where we're on the left-hand side of the chart, NEP has got some work to do to get there, but we wanna only be second to NextEra Energy. Structural tax advantages. Many of you are aware of the fact that from a structural perspective, NextEra Energy Partners is a partnership, but it is a C corp for tax purposes, and therefore, technically, it is a federal taxpayer. But because of the attributes of assets acquired by NEP, namely renewable energy assets that are purchased, where NEP is able to create a step-up in basis of the asset, creating accelerated depreciation, NEP effectively brings its earnings and profits for tax purposes to zero. As a result, NEP hasn't paid meaningful federal tax and is not expected to pay meaningful federal tax for at least 15 years. Because NEP has no current earnings and profits, distributions to unit holders are treated as a return of capital and not taxable dividend. From our perspective, when you look at the total unit holder return potential, that is a competitive advantage versus those companies who pay dividends who do not or cannot afford themselves the same treatment. Last but not least, because it's a C corp, investors receive a 1099 versus a K-1, and we believe that this broadens the investor base of NEP and increases the liquidity for LP unit holders. I touched on this. I'm not gonna spend a lot of time on it because Rebecca did a fantastic job in talking about the competitive advantages that Energy Resources has in the marketplace. I loved hearing every part of it. You know why? Because as anyone sitting where I sit from an NEP standpoint, we have contractual relationships, O&M agreements, administrative services agreements, management services agreements. All of the low cost development expertise, all of the AI and data analytics, I love it because it makes NEP very competitive, not only when purchasing assets for Energy Resources, but also third parties, as I'm gonna talk about with you in a second. That coupled with the financing flexibility that NEP has, and we have always, for the entire eight years that we have had NEP as a publicly traded company, we have had the best minds focused on NEP, financial minds in the company. That is something that Jim has always said, and it continues to be the case today. The combination of partnering with NextEra Energy Resources, the contractual relationship, the financing expertise, and the competitive advantage are our people, is gonna make a huge difference in terms of NEP's success going forward. Now I'm gonna talk about growing NEP. This is a chart that's similar to what we've had in the past, and I love that consistency because the characteristics of the types of assets that make sense for NEP have been consistent. The long-term contracts, stable cash flows, creditworthy counterparty, staples for NEP in any asset that it looks to acquire. What has evolved over time is the types of assets that are suitable for the NEP portfolio. We've had wind and solar since inception. We've recently added battery storage, distributed generation, but I am particularly excited about the other technologies on this page. Green hydrogen. Like couple years ago, our former CEO kinda declared green hydrogen is here, right? We've spent a bunch of time on green hydrogen, but I will tell you where we've spent more time, which is on projects that are almost 100% green. You know what's great about them? You've seen some. I'm not gonna do any name plugs of investments that we've made in almost 100% green companies. What I will tell you that what they have in common with 100% green hydrogen is they use a lot of renewables. We have a lot of promising situations where we have the ability to enter into long-term contracts with companies who have very promising, either 100% green or nearly 100% green technology. Very excited about that. I'm also excited about the fact that we have increasingly seen some interesting activity in the water space. For those of you who have attended the conference in the past, you'll know that these bubbles have changed slightly, but I think that I'm particularly excited about the blue, given what we expect to happen and the technologies that we think that the market has to bring to bear to achieve this decarbonization of the U.S. economy. I'm gonna talk about growth avenues. This is a page that, well, it's the same, but it's different. It's the same because it's the same three avenues that NextEra Energy Partners has to be able to grow. Acquisition of assets from Energy Resources, acquisition of assets from third parties, acquisition, I mean, organic growth. But it's different because the opportunity set is so much greater than when I stood in front of you back in 2019. If you look at the top end of opportunity from Energy Resources, 51 GW. In June of 2019, that was 29. It's significant increase in the opportunity set of acquisitions available from Energy Resources, despite the fact that over that three-year period of time, Energy Resources sold assets to NEP as well as third parties. As Rebecca pointed out, given our competitive advantages and our market share and skill, NextEra Energy Resources is developing assets and adding to the backlog and development outlook at an amazing clip. Second, I will tell you that that's the first chart, all of these charts are primarily an outlook through 2025. The first one is through 2025. Third-party acquisitions is through 2025, and then obviously organic growth is the current portfolio. This is an outlook for NEP's growth opportunities just through 2025. This is forgetting about the decarbonization, everything that John and Eric and Rebecca talked about. This is just current state of the market. Wonderful opportunities for NextEra Energy Resources. Third-party acquisitions has also gone up tremendously over the last three years. As I mentioned, we have redoubled our efforts on third-party acquisitions, and so I'm very excited about that. Then organic growth opportunities. This gives you a much more detailed snapshot of the potential assets that are available for acquisition by NEP from Energy Resources. 16 GW of operating renewables, 16 GW backlog, as Rebecca talked about, and then you have this, potential additional growth. As I mentioned on the last page, this opportunity set is 80% higher than what we showed you in June of 2019. Incredible. This is another page that's the same, but it's different. What's really cool from my perspective, and John touched on this in his presentation, is the tagline on this page. Because of the substantial growth at Energy Resources, NEP has the ability to grow at 12%-15% through the year 2025 without any solar or storage in the backlog and without any additional wind development pipeline. I mean, it is pretty incredible what Energy Resources has done the last time that we were able to get together. Third-party M&A. I touched on this. Two transactions last year, about 500 MW. We have serious competitive advantages as a result of our relationship with NextEra Energy Resources. The operating platform, low cost of capital, Rebecca touched on this. And it shows up on this page. Look at what we've been able to do at Energy Resources from a cost standpoint, from an operating cost standpoint, the wind fleet, the solar fleet. As we look at third-party M&A, the bars on the right-hand side are what we see that we're able to do versus what the sellers have in their forecast. This isn't something where we're just kind of making up numbers. We are actively working on multiple transactions that are going on in the marketplace. We have real data behind the fact that we believe that we consistently see about a 25% O&M savings relative to the market. This is a huge competitive advantage along with our financing advantages. The fact that we have redoubled our efforts on third-party M&A and the level of activity that we see currently. Very excited about that. Organic growth through repowering. Last investor conference, we announced that we were doing 275 MW of repowerings at two of our projects. We executed on those in 2020. A number of benefits, as you can see on this page, for the NEP unit holder. What those benefits translate into, if you were to look at acquisition of assets from Energy Resources, acquisition of assets from third parties, and compare that to the economics of NEP investing in organic growth opportunities in its own business, it's superior for NEP to do these types of transactions. We are very focused on these types of opportunities for NEP. As NEP's portfolio continues to expand over time, there are going to be more of these types of opportunities. The thing I should have touched on on the prior page is there's 8 GW of renewable energy assets in the current portfolio. Last investor conference it was around 5. We have a 60% increase in the suite of assets that we're evaluating for organic growth opportunities at NEP. If we are able to get some extension of federal tax incentives for the PTC at or near the current levels, that is really gonna open up the opportunity set for NextEra Energy Partners. Another organic growth opportunity that we have been evaluating for NEP is energy storage. Now, obviously, today, you build energy storage at a solar facility, you're able to avail yourself of the ITC. If you remember my prior chart, it showed that we have only about 1.5 GW of solar out of the 8 GW in the portfolio, the 8 GW you see on this page. I'll make another plug for tax incentives, which is simply to say, to the extent that we're able to get standalone storage ITC, it is really going to open up the suite of opportunities at our wind sites for energy storage. Very attractive opportunity. All of the pages that I touched on, hopefully I was very careful to communicate to you that all of them focused on expectations through the year 2025. This page is really dealing with what Rebecca spent a lot of time talking about, which is the decarbonization of the entire U.S. economy. In my remarks at the beginning, I talked about outlook through 2025 and beyond. Expectations through 2025 and beyond. This page is the beyond part of the outlook for NEP. As I mentioned before, as we move through this decarbonization of the U.S. economy, and we bring additional technologies to bear, some of those technologies are gonna need renewables, quite honestly. Some of them are going to be renewables-related, like hydrogen, right? That suite of opportunities is going to continue to create tailwinds for NextEra Energy Partners beyond 2025. I'm gonna talk about financing. I touched on this, but again, our IDR fee modification that we announced this morning is very similar to the one that we did in 2017. From the standpoint of NextEra Energy did not require any shares or any purchase, anything of that nature. We simply flattened that $3.05, and from that point forward, the IDR fee is zero. Another tailwind for NEP's 12%-15% distribution growth through 2025. You can see here what we expect the additional cash flow to be available for the NEP unit holder, going from about 80% to about 90% in 2025. You can see the numerous expected benefits for the NEP unit holder. Financing flexibility. I'm gonna try, 'cause I'm running out of time, but I'm gonna try to touch on this page really quickly. This is another page that I'm really excited about. I know there are some people that say NEP is complicated, it's got a lot of things going on. We have created a ton of value for unit holders through our financing flexibility. We started from the IPO to 2016 doing common equity issuances, typically at a discount, and as soon as you issued a common, you got the requirement to pay the dividend, you got the IDR fees, all of those things. In starting in 2017, we said, "Is there a way for us to allow the NEP unit holder to retain more of that cash?" We started in the first half of 2017 with a $550 million convertible debt. It was up 15% versus a 5% discount. We moved from there to convertible debt, up twenty anywhere from 25%-50%, depending on whether you include the cap call. Then we moved to what is my favorite, which is the convertible equity portfolio financing. We've gone from up 15 to up 25 to up 50 to up, you know, more than that by virtue of availing ourselves to this convertible equity portfolio financing. We have, in my opinion, really truly demonstrated tremendous financial flexibility at NEP, and we still have all of the suite of financing opportunities available to us. CEPFs. I'm not gonna go into it in detail. I think we spent a decent amount of time on this in the past, but needless to say, and I touched on this in the last page, it is really a benefit to the NEP unit holder in terms of not having to pay the, you know, the common dividend and the IDRs when we have the IDRs out of the box and retaining that upside, as well as the ability to layer in equity over time without a discount. We announced the upsizing of the revolver to $2.5 billion. Obviously, in this market it's good to have a decent-sized revolver, so we're extremely happy about that. Outlook. 12%-15% through 2025. Touched on the fact that we raised our year-end 2022 CAFD guidance for all of the reasons that I mentioned. A really exciting time for NEP. As Rebecca said a number of times, there's challenges, there's bumps along the way, but when you look at things over a longer period of time, you recognize that things are pretty great in the renewable industry. This chart is the sum total reflection of what's going on in renewables in the U.S. This is my chart of beyond, primarily beyond 2025. This is 2025 and beyond 2025. We got the three growth avenues, and as Rebecca talked about, we have growth for decades to come on the decarbonization of the U.S. economy. I've talked about all of the attributes that NEP has to successfully compete in the renewable energy market and continue to grow for the benefit of the LP unit holders. I'm excited for what's to come for NEP, and I hope you all are as well. Kirk? Thanks. All right, good morning. It's great to see so many of you in person instead of over Zoom. One of the best parts of my new job is I get to sit with people and share with them our incredible story. We have certainly shared a lot of information with you today about our story. I think it makes sense to pause for just a moment and let me summarize the key takeaways from what you've heard today. I wanna begin where John began at roughly 8:30 A.M. this morning, which is NextEra Energy is going to help lead the decarbonization of the U.S. economy. We can accomplish that vision in four ways. We're gonna decarbonize ourselves, and you heard our plans at FPL from Eric. We're gonna decarbonize the power sector, helping IOUs, munis, and co-ops add renewables to their footprint. We're gonna decarbonize all other sectors, helping C&I customers meet their sustainability goals by delivering to them clean energy solutions and building them a ton of renewables. We're going to invest in our competitive transmission business to support the renewable penetration we expect to see as a result of the decarbonization effort. Now, that is a multi-decade vision. Let's narrow it down to what you heard from John, Eric, and Rebecca about what to expect over the next four years. Beginning with John and our strategy, we're gonna continue to focus on our core businesses. At FPL, that means growing regulatory capital employed to improve the customer value proposition, right? Low bills, high reliability, outstanding customer service. At NextEra Energy Resources, it means expanding our leadership position in renewables, building wind and solar and storage and transmission. Now, as Eric shared with you, we are seeing just a tremendous amount of organic growth in Florida. On the current pace, we're projected to add 500,000 customer accounts through 2025. With a constructive four-year settlement agreement, we have the opportunity to deploy smart capital for the benefit of our customers. Over the next four years, we're gonna deploy capital. We're gonna invest roughly $6 billion to add just under 5 GW of solar. As we shared with you today, solar is a deflationary product, and it serves as a hedge against higher natural gas prices. We're also going to invest in T&D infrastructure and underground to support the $2 billion a day of GDP we're responsible for, which translates to roughly $18-$20 billion of capital. All of these investments are good for customers. They make bills more affordable, and they improve reliability. Now, with respect to Energy Resources, Rebecca shared with you, as did John, all the tailwinds that support a terrific renewable environment. While there are a number of drivers, the most compelling one in my mind is that renewables are the most economic form of generation. As you've heard today, we're particularly excited about the $4 trillion opportunity to decarbonize the U.S. economy. I don't believe anyone is better positioned to lead that clean energy transition than Energy Resources. You've heard about all our competitive advantages today. 30 years of experience, an industry-leading development platform, huge data advantages in terms of the amount of data we own, but also our analytic capabilities, right? We've invested in innovative technologies and businesses that are strategically linked to building renewables. Market expertise from being in 49 states, huge O&M efficiencies and advantages. As we shared with you today, over the next 4 years, we could see up to 160 GW of renewable demand. If you take 160 GW of renewable demand by Energy Resources' average market share, it translates into roughly 32 GW. 32 GW at Energy Resources is awesome for NextEra Energy, but it's also awesome for NextEra Energy Partners. Now, Mark just took you through the NextEra Energy Partners story and plan and the key objectives, so I'm not gonna repeat them. Let me just say that we are really excited about the opportunities at NextEra Energy Partners, and we have tremendous visibility into being able to grow LP unit distributions. We've shared with you over the years we can grow LP unit distributions in three ways. Organically, through acquisitions from Energy Resources, and through acquisitions from third parties. As Mark just told you, we're particularly excited about renewable M&A from third parties, giving our low cost of capital and O&M efficiencies. Now, as we think about those opportunities to continue to grow LP unit distributions, I want you to also realize that as we think about the future, okay, and we think about all those growth prospects, including at Energy Resources. At NextEra Energy Resources, where we have the operating portfolio, we have the backlog and those 32 GW of opportunities, we are confident that we can continue to grow LP unit distributions by 12%-15% per year through at least 2025. Interestingly, since 2015, NextEra Energy Partners has delivered DPU growth expectations of over 19%, which is more than 6.5 times the average rate of other Yieldcos. Yet, our 2025 forward distribution yield is one of the highest among our peers. I want you to look at this slide and think about this for a moment 'cause it doesn't make a lot of sense to me. Maybe it will make some sense to you. If I look at this slide, NextEra Energy Partners has DPU growth expectations of 12%-15% through 2025, far superior than any other YieldCos on the page. If you think about the track record, it has a history of delivering DPU growth of greater than 19%, which is more than, which is better than the historic growth rate of 3% compared to the peers. Yet it has a high forward distribution yield. As you think about whether that makes sense to you, I want you to also consider this. If you took the S&P 1000 companies and you evaluated all of them against these growth and value characteristics on the left side of the slide, you would conclude that there's only one company that meets all of these criteria, and it's NextEra Energy Partners. If I take the distribution growth plus the distribution yield, plus the benefits that Mark talked to you about, it translates into a total potential return per year of 16%-20%. There is no YieldCo that has the visibility into growth as NextEra Energy Partners, and I believe it presents a compelling investment opportunity. Before shifting gears to NextEra Energy, let me just add, we are really optimistic about the future. We're really excited, and we are confident in our ability to grow LP unit distributions. Now, turning to NextEra Energy, and John, Eric, and Rebecca shared with you our key objectives. Given the growth visibility we have at FPL and at Energy Resources, we are raising NextEra Energy's adjusted EPS expectations by $0.05 in 2022, $0.05 in 2023, an additional $0.05 in 2024. And an additional $0.05 in 2024 for a total of ten cents and growing 6%-8% off that revised adjusted base. Keep in mind, we're raising adjusted EPS on the heels of raising adjusted EPS just five months ago in January by $0.10. Oh, thank you. Keep in mind, we're raising adjusted EPS on the heels of a ten cent increase this past January. Putting that all together, it reflects a 10% compound annual growth from 2021 to the high end of 2025 on the adjusted EPS expectation ranges. As John said, we'd be disappointed if we're unable to deliver financial results at or near the top end of the adjusted EPS expectation ranges through now 2025. We're also doing that with 70% of our business being regulated and maintaining a strong balance sheet. Now, others have suggested to you that they can grow at 6%-8%. As you think about that as an investor, I'd consider a few questions. Who do you believe can deliver 6%-8% growth? Who has a plan to deliver 6%-8% growth? Who has a history of delivering 6%-8% growth? That's something you can certainly evaluate, but I know where I would put my money to work. Now, growing at 6%-8% requires a great strategy. It requires a strong balance sheet, and it also requires financial discipline. We have shown over the years a commitment to maintaining a strong balance sheet and being financially disciplined. If you look to the right side of the slide, because of our commitment to maintaining a strong balance sheet, we now find ourselves uniquely positioned on the left side of a bell curve. As a result of our commitment to maintaining the strong balance sheet, we have one of the strongest credit positions among large rate-regulated electric utility holding companies. I want you to consider how challenging it must be for those who have weakened their balance sheet in the light of the inflationary environment that we're in and the higher natural gas prices. You can expect us to continue to remain committed to the financial, remain financially disciplined, committed to the balance sheet. Now, interestingly, on the left side of the slide, despite having one of the higher downgrade thresholds compared to the average of the top 10 IOUs, we've demonstrated year after year, we have the ability to finance our growth, deliver value to shareholders, and still maintain our strong balance sheet. While others have sacrificed their rating, we haven't. We've been focused on not just maintaining ours, but improving our overall credit quality. Last year, S&P lowered its FFO to debt downgrade threshold from 21% to 20% in recognition of our business strength as well as our leading position on ESG factors. I certainly believe that our goal to achieve Real Zero carbon emissions by no later than 2045 will further enhance our ESG profile. As ESG disclosures become required and as, banks begin to allocate capital based on ESG positions, I'm convinced that being a leader in ESG will serve as a real competitive advantage. Now, keep in mind, our goal to achieve Real Zero is expected to lower costs for our customers, but it will also help maintain our banking relationships and give us greater access to capital, and not just access to capital, but access to efficient capital. Now, before talking about how we are going to finance our growth, let me just add an exclamation point on one of the things that we've talked about often today, which is how our balance sheet is such a competitive advantage for us. I want you to think back to one of the slides that Rebecca shared with you. It was the market share slide, where NextEra Energy is on the far left, we're the tall bar chart, and then to the right are over 45 of our competitors. Of those 45 competitors, if we attach the developers' names to those bar charts, you would likely not recognize most of them. Here's a few ways that we're able to leverage our balance sheet to win in renewables. We can use our balance sheet to fund over 70 GW of interconnect positions. We can use our balance sheet to secure over 95 GW of land. We can use our balance sheet to secure over $2 billion in safe harbor equipment. We can use our balance sheet to invest in innovative technologies that translates into over a 40 basis point IRR improvement. Those are a few ways that we're able to leverage the balance sheet to win in renewables. We also use the balance sheet to help both businesses in terms of our buying power, in terms of our ability to manage disruption, but also in terms of our ability to finance our growth, which is a good segue into how to think about how we plan to finance the growth. It starts with having the strongest banking relationships in the industry. We have secured over $36 billion in credit from over 100 banks across 18 countries. Because of that, we also have the strongest corporate credit facilities in the industry. We've secured over $20 billion in corporate credit facilities, which is more than 2 times our largest peer. Having these corporate credit facilities is a key component to our financing strategy. It allows us to be opportunistic. It allows us to be flexible, and that has produced outstanding results. Compared to the industry average, we have a longer weighted average debt tenor, and yet we have a lower weighted average interest rate by more than 75 basis points. Now, we finance the businesses a little bit differently. At FPL, the strategy is to focus on long-dated maturities, but to give ourselves the flexibility of entering into short duration. Capital Holdings, which I believe you all know is the financing vehicle for Energy Resources, we build all our renewable projects on balance sheet, and we tap into all the available products that we can access through Capital Holdings to build on balance sheet at a low cost of capital. As those renewable projects reach commercial operations, we'll enter into long-term financing, either project debt or tax equity, and then restore the balance sheet. We also recycle capital as a source of funding. Right? We recycle capital, selling assets to NextEra Energy Partners or assets to other third parties. One of the sources of funding that's often overlooked is how strong our operating cash flows are. We've deployed capital smartly over the years, investing in regulated businesses as well as in long-term assets with strong contractual cash flows. As a result of that, we generate a terrific amount of cash flow. Right? We are a cash-producing machine. That's really good since, as you heard from John, we plan on deploying roughly $85 billion-$95 billion of capital over the next four years. Okay. Which means, as we shared with you before, we're gonna operate in a free cash flow deficit. We're okay with that. It means we have great investment opportunities, and those great investment opportunities will translate into long-term growth for our shareholders. Now, this is a slide we've shared in the past. It's our extreme no-growth scenario. I think it really demonstrates how strong our cash flows are. In this scenario, assume that we don't grow. Assume that there's no capital recycling. Assume that we don't deploy capital. Our CapEx is converted into maintenance CapEx. Our operating existing businesses will generate terrific cash flow. It's a ton of cash to the tune of roughly $8.4 billion. In this hypothetical scenario, we could take the $8.4 billion of free cash flow, return it to shareholders, and still meet the financial expectations that we've laid out today. I think that certainly serves as a floor for a terrific investment opportunity. Now, having strong cash flows is great for the dividend. As you know, the dividend is a board decision, and earlier this year, the board approved a DPS growth policy of roughly 10% through 2024 off of a 2022 base. With a payout ratio of roughly 60%, we are well-positioned to continue to deliver terrific, a terrific growth profile versus our peers. I want you to think about a DPS growth policy of 10% and adjusted EPS expectation growth of 6%-8%, put all that together, and it represents a fantastic potential total return. Despite that fantastic potential total return, if you look at our PEG ratio, NextEra Energy has the lowest PEG ratio among top 10 power companies by market cap. I want that to sink in for a few moments. It's very rare that we will show you a valuation slide where we're on the far right of the chart. It's even more rare that we'll show you one where we're below the average. This certainly suggests to me that we are trading at a very attractive valuation, particularly given our long-term growth prospects. Think about this, evaluate whether it makes any sense to you. While you're doing that, consider this. We took the S&P 500, and we identified all the companies with investment-grade credit. Then we identified all the companies with a market cap greater than $60 billion. Then we said, let's look for those in that grouping that has delivered adjusted EPS growth of greater than 8% for the last 15 years. Then we consider total return greater than 10%, DPS growth of roughly 10%, and then let's risk adjust it. Let's think about it on a risk-adjusted basis and select companies that have a five-year beta of 0.75 or less. One company meets all of those criteria, and it's NextEra Energy. We offer what we believe is a best-in-class investor value proposition on a risk-adjusted basis. We have two outstanding businesses, the best utility in the world and the best renewable developer in the world. FPL is gonna continue to build renewables and invest in transmission and distribution infrastructure for the benefit of our customers. Energy Resources is gonna build renewables with long-term contracts and invest in regulated transmission. We're excited about not just the next four years, but the next three decades as we lead the decarbonization of the U.S. economy. In closing, let me just add a bookend to John's opening remarks. We've never been as optimistic about the future as we are today. Our team is laser-focused on executing, and we are confident in our ability to deliver on our financial expectations. Thank you for your kind attention today. We really appreciate it. We're gonna take about 30 minutes of Q&A. With that, let me ask John, Eric, Rebecca, and Mark to join me on stage. Just a housekeeping note. If you wouldn't mind just raising your hand, and we'll make sure we get microphones to you so you can ask your questions where everyone can hear. Please also announce your name before you ask your question. Okay. Thank you. Thank you. All right. Hang on one second. I left my water. That's yours. It is. Do you want it? Oh. Oh. These are the chairs to sit on. Okay. Don't be shy. Who's first? Julien. Surprise. Thank you, guys. Congratulations again. Well done, team. Again, Julien Dumoulin-Smith of BofA. Let's just rewind the script here. You guys said a lot over the last few hours. Just wanna come back to where we started some of this. Let's talk about the comfort that you guys articulated in dealing with all the supply chain issues cumulatively, right? I wanna state this sort of clearly, right? Status quo, right? Based on what you guys have announced today, even if the AD/CVD case continues past August, even if it expands the scope to wafer, right? You all feel comfortable not just through the 2024 time period, but beyond that time period in addressing the totality or substantively the total of your solar procurement. I just wanna make sure that this comes across. Yeah. Fairly clearly. That's right, Julien. Let me just take it in pieces. The first piece is we got 24 months, right? 24-month waiver on duties. Second, our supply chain was already moving out of China, right? And we have some of our supply chain this month that's capable of making wafers outside of China. The rest will come over the next 24 months. We really expect most of our suppliers to be capable of producing all their wafers outside of China by early 2024. The way I think about the circumvention issue is that with the 24-month waiver that we just received from the Biden administration, it's not an issue for us going forward. Got it. Excellent. Does that make sense? Absolutely. Thank you for clarifying that. If I can throw one other big macro question to you. I mean, all of what you said, you caveated that, it does not include any of the tax extension, extenders, BBB, et cetera, et cetera. To the extent to which that something like that materializes, again, I'm not asking to weigh probabilities, but simply the flex points, right? A solar PTC, hydrogen, storage ITC, et cetera. Can you help put parameters around what moves the needle and perhaps to what extent it does, as well as just to what extent that could shift around your megawatts, right? For instance, could we see a push out in the total megawatts in 2024, 2025, the extent to which that something happens and maybe demand is a little bit more flatlined? Yeah, let me take those in pieces too. First of all, you know, all of our financial expectations that we showed you today assume current tax law. I wanna make that very clear. Current tax law and the financial expectations that we shared with you today. You asked about what parts of the business would benefit most if we were able to get tax reform. I think I mean, look, the first thing I would answer is when you have a very large renewable platform like we do, all the wind, all the solar that exists today, and if you're able to get a standalone storage ITC, imagine the opportunity set that provides with the existing fleet, right? With wind and with solar, and then with the standalone storage opportunity, as well. That's the first piece. The second piece is obviously a storage PTC, moving from an ITC to a PTC would provide significant economic opportunities for us as well. It plays right into our hydrogen strategy. You've heard a little bit about it around Real Zero, the plan that we have with FPL. We haven't been shy about talking about all the other hydrogen pilot opportunities that we've been exploring at Energy Resources. We've been working on a number of initiatives there. The transmission ITC. We talked a lot about transmission today, but the ability to add on top of that a 30% transmission ITC obviously is a big driver for the business. If you did get tax reform, then your second question I think you asked Julien was about the demand. How would we expect the shape of the demand to potentially change over time? The way I would answer that is, look, if you had a 10-year PTC around wind and solar in today's natural gas price environment, I still think you're gonna see a lot of wind and solar get built near term with or without tax reform, because it's a hedge against a rising natural gas price environment, and you get the offset for free. When you talk about all these entities that have net zero requirements, the ability to really lower the electric bill, get the renewable energy credit for free as part of buying wind, as part of buying solar, that's a pretty easy economic discussion to have with a customer. We feel like we're positioned well both ways. I mean, obviously, as an industry, I think, you know, the opportunity to get tax reform is significant. If we don't get it, I still think we are very well positioned. Thank you. Hey, guys. It's Shar, Guggenheim. Rebecca, can you just maybe elaborate a little bit more on the two gigawatts of potential project cancellations, especially given tariff risks subsiding and potentially supply chain issues being transitory? What's the dialogue you're having with the offtakers? And if the projects are sustained, could you deliver above plan in 2023 and 2024? The expectations include all assessments of contracts existing in the portfolio and what we think the new demand is. I think that's the key takeaway. To the first part of the conversation or the question, as I highlighted, I mean, it's a confluence of all those factors, supply chain disruption, inflationary pressures, and the disruption around the uncertainty for tariffs. That contributes to the delays in the project and also the broader commercial discussion that we have to have. We're having discussions with both suppliers and customers. As I highlighted in the comments, I am actually very optimistic about getting to reasonable solutions. The reason for that, as you think about the position that our customers are in, which is they want renewables to be incorporated into their portfolio, and you think about what John highlighted and what I highlighted in terms of the alternatives. The alternatives are not particularly attractive for the customers. There is a huge incentive for them to work with us to find the right solutions to the challenges that we've seen. Those are all going well. I did wanna, for full transparency, indicate that there's some amount of risk. I think it's really small. It may not even be as big as 1 GW-2 GW as we highlighted today. That risk is absolutely factored into the expectations. I feel really good about where we stand today for the expectations outlook that we provided for the next four years, and the demand remains very strong. Got it. Just, Eric, just one question on sales growth. What's, you know, that you're embedding in plan, what's the- Which one are these? The sales growth that you're embedding in plan 1%. Yeah. What's the reality of what you're seeing in your footprint, especially given sort of the tailwinds that you've highlighted in your state? Is there any sort of assumption around EV penetrations in that number? Yeah. No. Well, what we're seeing actually is about 1.4% and taking out about 0.4% 'cause of energy efficiency. Particularly, remember, in Florida, we have a lot of new construction, so you have a tight building envelope probably because of wind loading requirements, etc. Also, in Florida, you end up replacing your air conditioners typically every 10-12 years, and so you end up with more energy efficient units that are coming in. All that said, net, it's about 1%. We have some projections of EV growth. That's really not moving those numbers at all. We're gonna see how actually. Yeah. How much comes in. Yeah. Yeah. There's no doubt about it. What you'll see is the vast majority of customers on the residential side are gonna be charging their vehicles at night. What you'll actually get is greater utilization of the existing fleet in the evening hours. Now, as we migrate into more on commercial fleets, then you'll see more usage during the day as well. Hi, it's Andy Levy from Height Hedge. Just first thank you guys for doing this in-person event. It's been a lot of fun, I think, for everybody here. Appreciate that a lot. I guess the first question I have is just around the growth rate, 'cause if you go to page 177, you talk about a growth rate of 9.8% through 2024, and then it kind of reverts back to the 6%-8%. What is the catalyst of, I guess, that higher growth rate? I don't know if people kind of missed that in the presentation. Then the opportunity to maybe continue. Again, I know it's 6%-8%, and it's always high end, but to continue that kind of higher growth rate beyond 2024. Sure. Andy, I'll take that. First of all, just to be clear on what the expectations are. $0.05 up in 2022, $0.05 up in 2023, $0.10 up in 2024, $0.10 up in 2025. We wanted to be very clear how we got to the $0.10 in 2025. We got there by growing off of our rebase in 2024, which is now up a dime, growing that 6%-8% to get to the increase of a dime in the range for 2025. What are the catalysts for it? We feel terrific about the way the business is operating today. All the opportunities that we discussed around Energy Resources, around Florida Power & Light, the ability to take a significant amount of cost out of the business. Like I said before, we're just getting started. I mean, you know, we've been doing our Project Accelerate, Momentum now. We call it Velocity for, you know, 10 or 11 years, to have a record year. Record year, 10 years in, of over $400 million, and it's an exercise we do every single year. That was just this year's results. Imagine what we might be able to do in 2023 or 2024 or in 2025. Those are a couple of examples. Then, you know, really having the circumvention issue behind us, Rebecca talked about it. All of the things that we've seen in analyzing all of our contracts, it's all embedded in those financial expectations. So when you put those three pieces together with, you know, a handful of others, you know, we feel terrific about the growth prospects that we have at the company. Very confident in our financial expectations. Just to be clear, you're saying basically through 2024, it's close to a 10% growth rate, right? That's what that slide's saying? Yeah. When you put it all together from 2021 through 2025, that's about a 10% growth rate. Got it. That's correct. Okay. Moving on to a different subject. I would say. Okay. You say it. Go. From an investor value proposition, I would challenge you, right, to find a company that's growing at 10%, 70% of which is a rate-regulated utility. You saw the P/E ratio slide that Kirk had up at the end. Okay. I can't think of any, so we're on the same page there. Okay, the second question I have, it's really around the data advantage that you talk about, on the renewable side, 'cause I think that's also another thing that's kind of underappreciated. 'Cause, you know, people can build things. Obviously, you have an advantage as far as your balance sheet and knowledge and all that and your name. But I think also the data advantage and what you've accumulated over the last 15 years. You know, if you look at some of your smaller competitors, they always talk about, without mentioning names, talk about their data. But they obviously don't have that accumulation of information. Could you just talk about how that lowers the cost to your potential customers, whether it's on the FPL side or on the non-regulated side. I would think that's a significant number. Again, you probably can't put an exact number. Yeah. How that really helps you and your customers. Yeah, I would think of it really in two ways. One, it does drive the project returns because we're able to do things a lot more efficiently because of the things that we've learned over time. For example, I'll give you a couple of examples. One, how we dispatch the battery. The market knowledge we have on hours of the day to charge, hours of the day to discharge, understanding how gas is correlated to power in different markets, all of that matters. Our transmission understanding as well. How we set up the array, right? How you space wind turbines, where you put the solar panels on a site, selecting the right sites. All of those have a significant driver in the IRR and the NPV that you are earning off of those renewable projects. Let me address the first part, Andy, that you talked a little bit about, which is other companies talking about data advantage this, data advantage that, and, you know, maybe design some tools. We've been at it for 2 decades. We have a 25 GW portfolio. You saw the slides. We're looking to double it, be up around 52 GW. Nobody even comes close to the data advantage that we have. We have a land pipeline with sites and interconnection already locked up across the entire country that was selected leveraging that data, and then being able to go in and design solutions for customers. I think this is an industry, and one of the things I hope you took away from today is it's an industry that's changing rapidly, and it's changing from a customer standpoint. What the customer wants and needs today requires a partner that has a sophisticated understanding about how to solve a clean energy problem for that customer, not only if they're in the power sector, but even if they're outside the power sector. Think about our Real Zero announcement today. How many other folks do you think in our industry will try to replicate that, right? Our announcement's real. Go to our Real Zero blueprint. It has real milestones on how we plan to get there. A lot of work went into that, a lot of algorithms, a lot of design, a lot of know-how and thinking about how to solve that complex problem. We can use those same skill sets, which are really a data and innovation advantage, to help others in our industry solve that same complex problem. If others in our industry come forward with a Real Zero or aggressive net zero opportunity, that means a lot more renewables for Rebecca's business. Then think about when we start going outside the power sector, and we present ourselves as we're the world's leader in renewables, battery, solar, wind. We bring all the pieces together. We're the first energy company to come out with a Real Zero goal. We've thought through how to do it. We're the perfect partner to help you think through it as well. Because in thinking through it, you need a partner that can do two things. One is take cost out of the bill. If we can go into a customer and say, "I could take 10%-20% off your bill right off the top," the renewable discussion's easy because I'm gonna do it by moving them over to renewables. 'Cause renewables, as our company is, I think, you know, demonstrated over a number of years, does not have to mean low cost. It actually almost every time means lower cost, lower cost solutions. We think we have something to offer that's unusual. We think we have something to offer with our data and innovation skills that really is unique in our industry and that really nobody has. When you combine it with all the other skills that we have, feel terrific about our opportunity to go after what we see as a massive opportunity to build more renewables. And then just- Let me jump in for a second here too, just to give you a couple examples of what John's talking about on the competitive advantage and what it matters for our customers. You know, because of the decades of experience, we're able to take that experience and that data, if you will, and continuously learn from it because fundamentally, we have a culture in the company that's not satisfied and making sure that we're actually taking the data and then learning from it and improving. It informs all of our decision-making on which technology we choose for a site, how we site wind turbines, solar facilities, battery storage, whether or not you put a 4-hour battery, a 2-hour battery, no battery at all. Whether or not you put in fixed panels or tracking panels. All that data makes a huge difference. On the FPL side, it informs every decision we make, including how we run our plants. I mean, you know, our gas turbines are the most fuel efficient in the world, as well as we have the best reliability on our gas turbines in the United States, probably in the world. People don't report it. We didn't invent these gas turbines. We're just operating them using the data we have, and a lot of what we're doing is taking that data, and now we're predicting failures before they occur. That translates every single day into value for our customers, whether it's customers at FPL or whether it's Rebecca's customers, so she could actually then solve their problems rather than saying, "Here's what you need." We actually listen to what they say and solve it. When I used to run our business in Texas, I was amazed how many wind turbines from others I would drive by and see them either not spinning or see them arrayed in a way that I knew they were getting wake. Their output was nowhere near what it should be, which is basically hidden. You don't ever see that, but it's a loss of revenue that they're not getting every single day, and their customers aren't seeing. The data is tremendously important, but what you do with the data is really what's critical. Thanks. Thank you. Steve Fleishman from Wolfe Research. This question probably for Rebecca. Thinking about, I think you made a good case on the relative economics of renewables in this inflationary environment, but just some of the disruptions from AD/CVD and that case still going on and lithium prices, you know, various price increases. Just how should we think about backlog in terms of new projects and when you know, will there be momentum in backlog, you know, right now? Or do we need to wait a little bit to see kinda backlog start accelerating again just so that, you know, customers get used to the environment we're in? Yeah, let me start bigger, and then I will come back to answer more directly the question. I feel very good about the four-year development expectations that we laid out, which are significant. There's a lot for our team to go and do, but it was with a lot of thought that we built what those expectations look like. Just like what I laid out for how we think about our development platform, top-down analysis, bottom-up analysis, talking to the individual developers that talk with these customers every day to get a sense of where we think they're going to need renewables and where we think they're gonna buy renewables in the near term. Overall, feel great about the expectations. I think sometimes you all want a very, very linear cadence of signing contracts and having a specific announcement every quarter. If I take just a one step back, the demand trends are terrific. They continue to have robust discussions across our customer base on the IOUs, muni co-op, and on the commercial industrial side. Exactly what's gonna happen in the next quarter versus the quarter after that, I don't know, but the trends look terrific, and I feel great. Hopefully that's the answer. Yes, in our customer discussions, we are having all types of conversations like that. As soon as the antidumping and countervailing duties case was opened, the investigation initiated, I can assure you, we were immediately on the phone with our customers. I would hesitate to say all of them, 'cause I'm sure there's one that knew about it, but the vast majority of them, we were the first person to call them and tell them, you know, this was happening and here are what the potential impacts are. That involves a lot of discussion with customers. They understand it. Fortunately, they know that these are exogenous events that are outside of our control, and we are actively working together to solve the problems. Just to follow up on that, there's so many questions to ask, but the, I guess, to ask that another way, do we need to see the preliminary decision in that case in terms of like for, again, future backlog after the two years? Yeah. As John highlighted. No? The announcement of the delay from the Biden administration, which we very much appreciate, and John articulated really well, I think we were instrumental in terms of bringing that to fruition, is very helpful with the discussions with customers. There's a level of visibility now that's good. We still need to work with the suppliers in order to ensure that we're gonna get the panels exactly in the time frames in which we anticipated. Those types of discussions are why I still think there's roughly a six-month delay on average for our 2022 and 2023 storage and solar build. I feel the tone and tenor of the conversations are terrific, the demand is awesome, and I'm really excited about what's ahead. Steve, just adding one thing to that. I don't know if part of your question was about where things stand with the order. I mean, it's done. You know, we've looked at it, our lawyers have looked at it. President had authority to sign the Defense Production Act. It's done. Jonathan Arnold from Vertical Research Partners. Just, on your slide, John, you talked about the cash flow forecast being, you know, around in line with earnings. Before I think it used to say or, you know, at or above. Is that to do with the change in the IDR or something else going on there? Jonathan, I'm not sure I caught the last piece of that. Well, one thing I thought maybe it could be, you know, the IDR reflected. You're talking about NEP on the increase in the expectations. More the question is, you know, you previously had cash flow, OCF growing, you know, at or above EPS, and now it's saying about in line. I'm just curious if there's a change there. Jonathan, to be clear, that's NextEra Energy Partners or NextEra? No, sorry, NextEra. Okay. For NextEra. No, I mean, I think they're roughly in line with each other. That's historically. If you go back over the last 10 or 20 years, I think we've very historically grown earnings and cash flow together. That's pretty much what you see. Perfect. Thank you. We don't expect any change there. Behind you. Richard, behind you. Hello, Sophie Karp, KeyBanc Capital Markets. Thank you for taking my question. Just a question on the markets where you're present. You're already in 43 states, so I guess do you plan to cover the entire map and color it green, or is there anything in the other states that's not attractive? In the same vein, could you maybe describe the relative attractiveness of the markets where you're currently in, maybe with the focus on the big ones such as Texas and, you know, MISO and PJM? Thank you. I'm laughing because we had a lot of debate about exactly what states to color green. We finally centered on the ones we actually have operating assets or have assets by the end of this year. If you think about where we actually have activity, it's 49 out of 50 states. I'm heavily debating whether or not we send someone to Alaska next week, so next time I show the slide, it'll be all green. That's the only one we're missing, where I can't credibly tell you that we have, you know, already interests or significant activity already in place. I'll go up there in the summer. Okay, perfect. We got time then. In terms of where we're operating, I think it's, you know, it is indicative of where we're operating, which is across the United States and into Canada. We still remain very North American-centric. As we laid out today, the opportunities are really enormous for now decades ahead of us. I think it's broad-based. I think it's all of the markets in which we've operated in the past. I think with the focus on commercial and industrial customers, as they start to decarbonize, that may enable us to move in some of the states and some of the regions where we've been less interested in the past, because we continue to focus on long-term contracted cash flows, credit-worthy counterparties, things that are consistent with what you've heard from us in the past. In some markets, it's a little bit harder to do. Like that Mid-Atlantic and to some extent, the Northeast, I think will be increasingly terrific opportunity for us. When you're talking about 2 trillion, 2 trillion plus an enormous number of trillions as well on the transmission side, that's gonna be across the U.S. I have a quick question on slide 186. It's sort of a clarification. There's a lot of concern about the economic forecast. I'm wondering what your economic forecast is and whether or not, if I heard you correctly, in your sort of no growth, the 186, is that no-growth slide, are you guys indicating essentially that you're recession-proof on an absolute basis? In other words, you know, if we have a recession or what have you, and you guys, for whatever reason, you know, things change, that if I heard you correctly, I think you said that you could meet your financial targets. I just wanted to clarify, is that, did I hear you correctly, or could you elaborate a little bit on that in terms of how should we look at you guys? Sure. Yeah. Because people are worried out there about a recession in a high interest rate environment and that kind of thing. Yeah. Let me take that first, and I'll turn it over to Kirk to add on. First of all, that's a slide that we've had, you know, I think dating back, I don't know, three- A very long time. 3 or 4. It's the go-to-the-beach scenario. 3 or 5. Yeah. In investor conferences. Here's the way that I look at, Steve, is that it's basically, one, we feel great about our growth expectations, right? We look at our economic forecast, feel very good about our ability to deliver on our growth expectations. What we like to do in showing that slide is don't ever forget, we are a cash flow machine. We are able to generate a ton of cash. So, as a floor on the investor proposition, if you were ever concerned about the growth maybe slipping a little bit, which we are not, then remember, the CapEx opportunities would go down at the same time. We'd be enormously free cash flow positive, and we would be able to buy back shares and achieve our EPS expectations for some time. I think that's the point that we're trying to make there. We don't expect to ever have to rely on it. We feel very good, very confident about the growth expectations that we have in the plan, but just don't ever forget the amount of cash flow this business generates. Good answer. Just on offshore wind, I didn't hear you guys really discuss that much, but with the higher fossil prices and everything out there, any change in your interest in that? No. Okay. Okay, great. I'm just gonna say no. We do like transmission that may support connecting some of these offshore wind projects into the states in which they've been procured. Yes, we do. Any other questions? I think we might have time for one more. Hey, guys. Michael Lapides of Goldman Sachs here. I had two questions. One's probably for Kirk, and one's kind of for John and the board. For Kirk, you know, the base case shows a pretty sizable free cash flow deficit, kind of in the $8-$12 billion a year, and that's before dividends. The real number after dividends is a bigger number than that, I think. How do you think about financing that? Like, is that just being financed, you know, with a mix of FPL debt, holdco debt, near debt, project debt? How do you think about the equity side of financing that to maintain the credit metrics? Sure. That's the first question, and then I'll follow up. Yeah. Sure. I would start with you know, the slide that we shared with you that demonstrated how having a strong balance sheet has been a really competitive advantage to us. I'd start there. We're gonna always maintain a strong balance sheet. As we also shared with you, we have great banking relationships, over 100 banking relationships. We've demonstrated over the years a way to finance the growth, maintain the balance sheet, and deliver on expectations. We have a lot of tools in the toolkit. We have lots of different ways to finance it from Capital Holdings. We have a number of different ways that we think we can do it. We've always, as a financing strategy, been extremely flexible and opportunistic about what shows up and when. That's one of the benefits of having the large corporate credit facilities, is it gives us that flexibility. To the last question, as John was mentioning, we have terrific cash flows. Since 2012, we financed 70% of our CapEx through operating cash flows and capital recycling. We've been able, over the years, to manage the growth and finance it in a very opportunistic way that keeps cost of capital low, and we'll deploy the same strategy to meet the $85 billion-$95 billion of capital we plan to deploy. Yeah. A few things that I would add on to that. The first is we've always operated at a free cash flow deficit, right? This is nothing new. The second thing I would say is, NextEra Energy Partners, right, we have the ability to recycle capital. We've done that very successfully, I think, over the past few years. You can see the benefits it has for NextEra Energy, the benefits it has for NextEra Energy Partners as well, having the strong balance sheet, having the cost of capital advantage, having the access to 101 different banks, having the flexibility of the different things that we can do. That A- balance sheet is really important, particularly when you start thinking about the renewable business. We compete against a lot of really small players who don't have the access to capital and the cost of capital advantage that we do. I would argue that a little higher interest rate environment creates even a bigger competitive moat for us because it gives us even more headroom when we go to compete against the unrated wind developer, the unrated solar developer, the unrated storage developer. One thing we don't talk about at all, you guys have seen it in our financial statements, we have billions of dollars of interest rate hedges. Don't forget that. Yeah. John, if you don't mind, one follow-up. Just curious, I mean, it's a difficult time in the equity markets across all sectors pretty much. How do you and the board, in the conversations with the board, think about kind of, what's the trigger mechanism where you might put the brakes a little bit on growth and actually implement that, you know, the slide where you would consider buying back stock given how much your existing asset base, whether it's FPL upstreaming cash or the renewables that you've already in service generating a ton of cash. Kind of that trigger mechanism for where you might look at, you know, reallocating from growth into your own equity. Yeah. I mean, I would say we're not capital constrained, right? We have terrific access to capital, but returns have to be there, and they have been there. We've had terrific returns in the wind business. We've had solid returns in the solar business, as well. As long as the returns are there that support good capital investment opportunities. Remember, those returns are taken into account as interest rates are going up and financing costs are going up. Those are all evaluated as a part of the puzzle. I think right now, and Rebecca touched upon it, we're in an environment where costs are going up. Inflation's. You saw the slide I had. Solar's up 11% or 16%. Wind's up 11%. Look at where gas is. There's a lot of room to work and get deals done with customers. We have a PTC and an ITC right now that help enable that. Even when those go away, costs continue to come down, and we think will come down over time. We're seeing some inflationary pressure right now, but over the long term, renewables are gonna get cheaper and cheaper and cheaper. That's how we think about it. Is that? Yeah. Any other questions? Okay. Great. Thank you. Thanks, you all. All right. Thank you.