Duke Energy DUK

NYSE DUK

$118.24 +0.55 (+0.47%)

As of: Oct 13, 2026 · 3:59 PM EDT

Duke Energy (DUK) stock price is $118.24, up 0.47% on the day, as of Oct 13, 2026. It has a market cap of $91.91Bn and a P/E ratio of 18.08, and is classified in the Regulated Electric Utilities industry (Utilities sector).

Key Stats

Market Cap91.91 Bn

P/E18.08

P/S2.77

Div. Yield0.04

Total Debt (Qtr)90.25 Bn

Revenue Growth (1y) (Qtr)11.26

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About

Duke Energy is an energy company headquartered in Charlotte, North Carolina, operating primarily in the U. S. through its regulated public utility subsidiaries. The company generates, transmits, distributes, and sells electricity and natural gas to retail and wholesale customers across multiple states. Duke Energy is subject to regulation by the FERC and various state utility commissions overseeing its electric and gas operations. Duke Energy generates revenue through the…

Duke Energy generates revenue through the retail and wholesale sale of electricity and natural gas services. Electricity revenue comes from retail sales to residential, commercial, and industrial customers, as well as wholesale sales to municipalities, electric cooperatives, and other load-serving entities. Natural gas revenue is derived from retail distribution to residential, commercial, industrial, and power generation customers, along with wholesale transactions. The company also earns income from transmission and distribution services, competitive auctions for electricity supply in Ohio, and regulated rate recoveries approved by state and federal commissions.

The company operates through the following segments: Electric Utilities and Infrastructure (EU&I) and Gas Utilities and Infrastructure (GU&I).

Electric Utilities and Infrastructure (EU&I): This segment provides retail electric service through the generation, transmission, distribution, and sale of electricity to approximately 8.7 million customers in the Southeast and Midwest regions of the U. S. EU&I operates through the regulated public utilities of Duke Energy Carolinas, Duke Energy Progress, Duke Energy Florida, Duke Energy Indiana, and Duke Energy Ohio. The segment includes electricity sold wholesale to municipalities, electric cooperative utilities, and other load-serving entities.
Gas Utilities and Infrastructure (GU&I): This segment conducts natural gas operations primarily through the regulated public utilities of Piedmont, Duke Energy Ohio, and Duke Energy Kentucky. GU&I serves residential, commercial, industrial, and power generation natural gas customers, including municipal wholesale customers, with approximately 1.8 million total customers across the Carolinas, Tennessee, Ohio, and Kentucky. The segment is responsible for the distribution of natural gas to retail customers in its North Carolina, South Carolina, Tennessee, Ohio, and Kentucky service territories.

Duke Energy holds a dominant position in the regulated utility industry, serving as one of the largest electric power holding companies in the United States. The company competes with other utilities and merchant generators in wholesale electricity markets, while its retail operations function as the sole provider within most of its service territories due to regulated monopolies. Competitive advantages include a diverse generation portfolio comprising natural gas, nuclear, coal, hydroelectric, and solar resources, which supports reliable service and cost-effective power delivery. Duke Energy benefits from long-term fuel supply contracts, rate recovery mechanisms that mitigate fuel cost volatility, and significant investments in grid modernization and clean energy initiatives.

Duke Energy serves approximately 8.7 million electric customers and 1.8 million natural gas customers across six states in the Southeast and Midwest regions of the U. S. The electric customer base includes residential, commercial, and industrial users, along with wholesale customers such as municipalities and electric cooperatives. The natural gas customer base consists of residential, commercial, industrial, and power generation customers, including those served by municipalities in wholesale arrangements.

Investment Thesis

▲ Bull case

Duke Energy is positioned to capture significant long-term value from its 7.6 gigawatts of executed electric service agreements (ESAs) with data center customers, nearly two-thirds of which are already under construction, creating a durable and growing load base that will drive rate base expansion and earnings visibility well into the 2030s. The company’s disciplined approach to contracting — including minimum demand provisions, credit support, and refundable capital advances — ensures that new large load customers pay their fair share of system costs, spreading fixed expenses over a larger base and delivering sustained customer savings while supporting incremental revenue growth. With an additional 15.4 gigawatts in its late-stage high-confidence pipeline and construction underway on the first 5 gigawatts of new data centers, Duke Energy is not only meeting but exceeding its internal load forecasts, as evidenced by the recent 2.7 gigawatt ESA signing in Q1 FY26, which surpassed the moderate development scenario outlined in its North Carolina IRP and validates the upside potential to its long-term growth trajectory. This structural shift in demand, driven by AI and advanced manufacturing, is not a temporary surge but a once-in-a-generation build cycle that Duke Energy is uniquely equipped to leverage due to its vertically integrated model, extensive transmission planning expertise, and proven ability to execute large-scale generation projects on time and on budget.
The company’s strategic monetization of over $5 billion in customer benefits — including the multiyear agreement to monetize up to $3.1 billion in clean energy tax credits through 2028 and the regulatory approval for combining its Carolina utilities, projected to save customers $2.3 billion through 2040 — represents an underappreciated catalyst for sustained affordability and regulatory constructive outcomes. These initiatives directly address customer cost concerns, which are central to rate case negotiations, and provide Duke Energy with powerful levers to mitigate potential rate increases in ongoing proceedings, such as the North Carolina rate cases for DEC and DEP. By locking in predetermined tax credit values and avoiding annual auction churn, the company has secured superior pricing compared to market alternatives, enhancing its ability to deliver on its promise of reliable power at the lowest possible cost while maintaining financial flexibility. Furthermore, the recent DOE loan application signals a proactive effort to access low-cost federal financing for grid modernization and capacity expansion, which, if approved, could further reduce financing costs and flow directly to customer savings, reinforcing the company’s competitive advantage in a rising rate environment.
Duke Energy’s nuclear fleet extension strategy, highlighted by the NRC’s approval of the subsequent license renewal for Robinson Nuclear Plant, provides a critical, underrecognized foundation for long-term clean, dispatchable generation and stable earnings. As the operator of the nation’s largest regulated nuclear fleet, the company is systematically extending the lives of its remaining reactors, securing nearly $600 million annually in production tax credits that flow directly to customers while avoiding the capital intensity and financial risk associated with new nuclear build. This approach allows Duke Energy to maximize the value of existing assets, support grid reliability during peak demand and renewable intermittency, and maintain a low-carbon generation profile without exposing investors to the cost overrun risks that have plagued new AP1000 projects. The company’s ongoing collaboration with government, hyperscalers, and industry consortia to resolve supply chain, workforce, and financial risk barriers for future nuclear development demonstrates prudent optionality — preserving the ability to pursue new build only when key risks are mitigated — while currently focusing on optimizing the performance and longevity of its current fleet, which remains a cornerstone of its energy modernization strategy and a source of durable, regulated returns.

Duke Energy is positioned to capture significant long-term value from its 7.6 gigawatts of executed electric service agreements (ESAs) with data center customers, nearly two-thirds of which are already under construction, creating a durable and growing load base that will drive rate base expansion and earnings visibility well into the 2030s. The company’s disciplined approach to contracting — including minimum demand provisions, credit support, and refundable capital advances — ensures that new large load customers pay their fair share of system costs, spreading fixed expenses over a larger base and delivering sustained customer savings while supporting incremental revenue growth. With an additional 15.4 gigawatts in its late-stage high-confidence pipeline and construction underway on the first 5 gigawatts of new data centers, Duke Energy is not only meeting but exceeding its internal load forecasts, as evidenced by the recent 2.7 gigawatt ESA signing in Q1 FY26, which surpassed the moderate development scenario outlined in its North Carolina IRP and validates the upside potential to its long-term growth trajectory. This structural shift in demand, driven by AI and advanced manufacturing, is not a temporary surge but a once-in-a-generation build cycle that Duke Energy is uniquely equipped to leverage due to its vertically integrated model, extensive transmission planning expertise, and proven ability to execute large-scale generation projects on time and on budget.
The company’s strategic monetization of over $5 billion in customer benefits — including the multiyear agreement to monetize up to $3.1 billion in clean energy tax credits through 2028 and the regulatory approval for combining its Carolina utilities, projected to save customers $2.3 billion through 2040 — represents an underappreciated catalyst for sustained affordability and regulatory constructive outcomes. These initiatives directly address customer cost concerns, which are central to rate case negotiations, and provide Duke Energy with powerful levers to mitigate potential rate increases in ongoing proceedings, such as the North Carolina rate cases for DEC and DEP. By locking in predetermined tax credit values and avoiding annual auction churn, the company has secured superior pricing compared to market alternatives, enhancing its ability to deliver on its promise of reliable power at the lowest possible cost while maintaining financial flexibility. Furthermore, the recent DOE loan application signals a proactive effort to access low-cost federal financing for grid modernization and capacity expansion, which, if approved, could further reduce financing costs and flow directly to customer savings, reinforcing the company’s competitive advantage in a rising rate environment.
Duke Energy’s nuclear fleet extension strategy, highlighted by the NRC’s approval of the subsequent license renewal for Robinson Nuclear Plant, provides a critical, underrecognized foundation for long-term clean, dispatchable generation and stable earnings. As the operator of the nation’s largest regulated nuclear fleet, the company is systematically extending the lives of its remaining reactors, securing nearly $600 million annually in production tax credits that flow directly to customers while avoiding the capital intensity and financial risk associated with new nuclear build. This approach allows Duke Energy to maximize the value of existing assets, support grid reliability during peak demand and renewable intermittency, and maintain a low-carbon generation profile without exposing investors to the cost overrun risks that have plagued new AP1000 projects. The company’s ongoing collaboration with government, hyperscalers, and industry consortia to resolve supply chain, workforce, and financial risk barriers for future nuclear development demonstrates prudent optionality — preserving the ability to pursue new build only when key risks are mitigated — while currently focusing on optimizing the performance and longevity of its current fleet, which remains a cornerstone of its energy modernization strategy and a source of durable, regulated returns.

▼ Bear case

Duke Energy’s reliance on rate case outcomes to recover rising operational and capital costs presents a material risk that is being underestimated by the market, particularly in light of the company’s recent filing in North Carolina to recoup over $800 million in higher purchase costs from an extreme winter cold snap, which, if approved, would increase average monthly bills by roughly $6.90 and $7.88 for DEC and DEP customers starting June 1. Despite management’s emphasis on constructive regulatory outcomes, the intervenor testimony deadline at the end of May signals increasing scrutiny, and the company’s acknowledgment that it remains open to settlement — while expressing confidence in litigating a strong case — suggests potential for protracted proceedings or unfavorable compromises that could delay or reduce expected recoveries. The growing political and public sensitivity to affordability, amplified by legislative discussions on data center tax incentives and fuel cost-sharing mechanisms, introduces uncertainty into the regulatory environment that could constrain Duke Energy’s ability to pass through costs, even as it faces inflationary pressure on O&M, depreciation, and fuel expenses tied to its expanding asset base from the $103 billion capital plan.
While Duke Energy highlights the growth potential of its 7.6 gigawatts of executed ESAs and 15.4 gigawatts of pipeline data center load, the company has not adequately addressed the risk that a significant portion of these projects may fail to materialize on schedule due to persistent challenges in securing permits, zoning approvals, or grid interconnection agreements — issues that are often exacerbated by local opposition or environmental reviews. Although management states that ESAs require zoning and permits to be “nailed down” before signing, the recent acceleration of interest in regions like Southern Indiana and the Charlotte area, coupled with the acknowledgment that teams are working to accelerate bridge power to customers, implies that execution risks remain non-trivial, particularly for projects in the later stages of the pipeline. Furthermore, the company’s reliance on EPC contractors like Zachry to stage regional workforces and develop local craft pools introduces execution risk tied to labor availability, wage inflation, and supply chain delays for long-lead equipment, which could disrupt construction timelines and push back the expected ramp of new load into the early to mid-2030s, thereby delaying the earnings uplift that is currently priced into the stock.
Duke Energy’s strategy of leveraging its scale and scope to monetize tax credits and pursue federal loans, while presented as a customer benefit, may mask underlying financial engineering risks that could erode long-term value creation. The multiyear tax credit monetization agreement, though framed as locking in value for customers, involves selling future tax credits at a predetermined discount, which accelerates cash flow but permanently forfeits the upside potential of those credits if tax policy becomes more favorable or if the company’s tax appetite changes. Similarly, the DOE loan application, while positioned as a low-cost financing tool, increases leverage on the balance sheet and introduces execution risk tied to federal stipulations, reporting requirements, and potential delays in fund disbursement — all of which could constrain financial flexibility if market conditions deteriorate. The company’s recent issuance of $1.5 billion in convertible senior notes at a 3% coupon, while providing interest savings, adds complexity to the capital structure and may signal concern about accessing traditional debt markets at favorable rates, particularly as interest rates remain elevated and the company seeks to fund its $103 billion capital plan. These tactics, while prudent in the short term, may reflect a growing reliance on non-traditional financing mechanisms to sustain growth targets, raising questions about the organic sustainability of its 5% to 7% long-term EPS growth guidance through 2030.

Duke Energy’s reliance on rate case outcomes to recover rising operational and capital costs presents a material risk that is being underestimated by the market, particularly in light of the company’s recent filing in North Carolina to recoup over $800 million in higher purchase costs from an extreme winter cold snap, which, if approved, would increase average monthly bills by roughly $6.90 and $7.88 for DEC and DEP customers starting June 1. Despite management’s emphasis on constructive regulatory outcomes, the intervenor testimony deadline at the end of May signals increasing scrutiny, and the company’s acknowledgment that it remains open to settlement — while expressing confidence in litigating a strong case — suggests potential for protracted proceedings or unfavorable compromises that could delay or reduce expected recoveries. The growing political and public sensitivity to affordability, amplified by legislative discussions on data center tax incentives and fuel cost-sharing mechanisms, introduces uncertainty into the regulatory environment that could constrain Duke Energy’s ability to pass through costs, even as it faces inflationary pressure on O&M, depreciation, and fuel expenses tied to its expanding asset base from the $103 billion capital plan.
While Duke Energy highlights the growth potential of its 7.6 gigawatts of executed ESAs and 15.4 gigawatts of pipeline data center load, the company has not adequately addressed the risk that a significant portion of these projects may fail to materialize on schedule due to persistent challenges in securing permits, zoning approvals, or grid interconnection agreements — issues that are often exacerbated by local opposition or environmental reviews. Although management states that ESAs require zoning and permits to be “nailed down” before signing, the recent acceleration of interest in regions like Southern Indiana and the Charlotte area, coupled with the acknowledgment that teams are working to accelerate bridge power to customers, implies that execution risks remain non-trivial, particularly for projects in the later stages of the pipeline. Furthermore, the company’s reliance on EPC contractors like Zachry to stage regional workforces and develop local craft pools introduces execution risk tied to labor availability, wage inflation, and supply chain delays for long-lead equipment, which could disrupt construction timelines and push back the expected ramp of new load into the early to mid-2030s, thereby delaying the earnings uplift that is currently priced into the stock.
Duke Energy’s strategy of leveraging its scale and scope to monetize tax credits and pursue federal loans, while presented as a customer benefit, may mask underlying financial engineering risks that could erode long-term value creation. The multiyear tax credit monetization agreement, though framed as locking in value for customers, involves selling future tax credits at a predetermined discount, which accelerates cash flow but permanently forfeits the upside potential of those credits if tax policy becomes more favorable or if the company’s tax appetite changes. Similarly, the DOE loan application, while positioned as a low-cost financing tool, increases leverage on the balance sheet and introduces execution risk tied to federal stipulations, reporting requirements, and potential delays in fund disbursement — all of which could constrain financial flexibility if market conditions deteriorate. The company’s recent issuance of $1.5 billion in convertible senior notes at a 3% coupon, while providing interest savings, adds complexity to the capital structure and may signal concern about accessing traditional debt markets at favorable rates, particularly as interest rates remain elevated and the company seeks to fund its $103 billion capital plan. These tactics, while prudent in the short term, may reflect a growing reliance on non-traditional financing mechanisms to sustain growth targets, raising questions about the organic sustainability of its 5% to 7% long-term EPS growth guidance through 2030.

Goodwill by Segment Breakdown of Revenue (2011)

History

Statement, Geographical Breakdown of Revenue (2011)

History

Peer group

Peer Comparison

Companies in the Regulated Electric Utilities

View all peers

S.No.	Ticker	Company	Market Cap	P/E	P/S	Total Debt (Qtr)
1	NEE	Nextera Energy Inc	162.78 Bn	17.51	5.67	108.46 Bn
2	SO	Southern Co	100.19 Bn	21.51	3.32	75.58 Bn
3	DUK	Duke Energy CORP	91.91 Bn	18.08	2.77	90.25 Bn
4	NGG	National Grid Plc	77.40 Bn	17.41	3.35	61.59 Bn
5	AEP	American Electric Power Co Inc	68.36 Bn	24.76	3.00	52.84 Bn
6	D	Dominion Energy, Inc	54.82 Bn	21.64	3.03	53.22 Bn
7	SRE	Sempra	53.87 Bn	23.81	3.97	36.66 Bn
8	ETR	Entergy Corp /De/	48.18 Bn	26.81	3.57	34.63 Bn

Duke Energy DUK

About

Investment Thesis

Goodwill by Segment Breakdown of Revenue (2011)

Statement, Geographical Breakdown of Revenue (2011)

Peer Comparison

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