Deal Timeline

Plotted by close date where disclosed, otherwise announcement. Select any marker to jump to the deal entry.

The Acquisition Playbook.

Three patterns run through PPL's acquisitions — what it looks for, how it pays, and how it folds in what it buys.

01
Acquisition criteria
Large, transformational regulated platforms over frequent tuck-ins.
PPL's M&A is built on a handful of multi-billion-dollar deals that each reshaped the company, rather than a stream of small acquisitions. The ~$7.6 billion E.ON U.S. purchase increased PPL's regulated business by roughly 130 percent, and management repeatedly framed both the E.ON U.S. and Central Networks deals as transformational transactions that improved the company's business mix and scale.
E.ON U.S. LLC (Louisville Gas and Electric Company and Kentucky Utilities Company)Central Networks (Central Networks East plc and Central Networks West plc)The Narragansett Electric Company (Rhode Island Energy)Safari EnergyAES Ironwood, L.L.C. and AES Prescott, L.L.C. (AES Ironwood power plant)
02
Capital deployment
Buying regulated, lower-risk earnings to shift the business mix.
Each acquisition added regulated electric or gas utility operations with steadier, regulator-set returns, deliberately rebalancing PPL away from its competitive generation fleet. PPL described the E.ON U.S. deal as immediately improving its business mix by adding high-performing regulated operations, and characterized Narragansett Electric as an attractive utility in a constructive regulatory jurisdiction.
E.ON U.S. LLC (Louisville Gas and Electric Company and Kentucky Utilities Company)Central Networks (Central Networks East plc and Central Networks West plc)The Narragansett Electric Company (Rhode Island Energy)Safari EnergyAES Ironwood, L.L.C. and AES Prescott, L.L.C. (AES Ironwood power plant)
03
Integration approach
Acquiring from larger strategic sellers and reshaping the portfolio around them.
PPL repeatedly bought utilities being divested by bigger players, E.ON U.S. and Central Networks from Germany's E.ON, and Narragansett Electric from National Grid, then reorganized around them. The Central Networks acquisition was combined with PPL's existing Western Power Distribution to form the U.K.'s largest electricity network, while the Narragansett purchase, paired with the sale of that same U.K. business, completed PPL's repositioning into a purely U.S.-focused utility.
E.ON U.S. LLC (Louisville Gas and Electric Company and Kentucky Utilities Company)Central Networks (Central Networks East plc and Central Networks West plc)The Narragansett Electric Company (Rhode Island Energy)Safari EnergyAES Ironwood, L.L.C. and AES Prescott, L.L.C. (AES Ironwood power plant)

The Full Deal Book

5 acquisitions — each with the deal value, financing structure, target revenue, and executive commentary where disclosed.

01 E.ON U.S. LLC (Louisville Gas and Electric Company and Kentucky Utilities Company) · Louisville, Kentucky, USA (serving ~1.2 million customers principally in Kentucky) $7.625B
Announced Apr 2010 Closed Nov 2010 All cash
regulated electric distribution and generationregulated natural gas distribution~8100 megawatts of regulated generating capacity in Kentucky

E.ON U.S. LLC was the parent company of Louisville Gas and Electric Company (LG&E) and Kentucky Utilities Company (KU), Kentucky's two major regulated utilities serving approximately 1.2 million customers principally in Kentucky. On closing, E.ON U.S. was renamed LG&E and KU Energy LLC (Kentucky Holdings). PPL acquired the business from a wholly owned subsidiary of E.ON AG. Approximately $7.625 billion total purchase price at announcement (effective purchase price ~$7.175 billion after ~$450 million present-value tax benefits); ~$7.59 billion at close, including the assumption of approximately $764 million of indebtedness.

Why it was attractive
  • High-performing regulated electric and gas utilities that increased PPL's regulated business by roughly 130 percent and diversified the company geographically while preserving upside from its competitive generation fleet
This is a transformational, value-rich transaction, which will immediately improve PPL's business mix by adding high-performing regulated utility operations to our already strong combination of excellent regulated businesses and our high-value competitive generation fleet. We are adding scale, creating a much stronger and more diversified enterprise while providing additional opportunities for regulated-business growth and, importantly, retaining the upside benefits of our competitive fleet when wholesale power market prices improve.James H. Miller — Chairman, President and CEO, PPL Corporation
With this acquisition of high-performing assets, we've added significant scale and enhanced our ability to be successful over the long term. This acquisition increases the size of our regulated business by 130 percent and, importantly, retains the upside from our competitive generation business during periods of increased wholesale electricity prices and demand.James H. Miller — Chairman, President and CEO, PPL Corporation (at close)
02 Central Networks (Central Networks East plc and Central Networks West plc) · Midlands, central England, United Kingdom (serving ~5 million customers) $4.1B
Announced Mar 2011 Closed Apr 2011 All cash
regulated electricity distribution network operationsU.K. distribution network management serving the Midlands

Central Networks was the second-largest electricity distribution business in the United Kingdom, serving approximately 5 million customers in the Midlands area of central England through Central Networks East plc and Central Networks West plc. PPL acquired the business, through its U.K. subsidiaries, from E.ON UK plc. Approximately £4.1 billion total at close, comprising approximately £3.6 billion ($5.7 billion) in cash plus approximately £500 million ($800 million) of assumed existing public debt.

Why it was attractive
  • The second-largest U.K. electricity distribution network
  • contiguous with PPL's existing Western Power Distribution territory
  • offering significant synergies and immediate earnings accretion in a stable
  • regulated business
This strategic, transformational transaction allows us to further expand our regulated electricity operations in a way that enhances shareowner value and is immediately accretive to 2011 earnings and cash flow. Our highly successful, best-in-class U.K. management team is prepared to implement operational improvements and other efficiencies that will benefit customers and contribute additional accretion to PPL earnings in 2012 and beyond.James H. Miller — Chairman, President and CEO, PPL Corporation
03 The Narragansett Electric Company (Rhode Island Energy) · Rhode Island, USA (Rhode Island's primary electric and gas utility) $3.8B
Announced Mar 2021 Closed May 2022 All cash
regulated electric transmission and distributionregulated natural gas distributionRhode Island utility operations

The Narragansett Electric Company is Rhode Island's primary regulated electric and natural gas utility, acquired from National Grid USA (a subsidiary of National Grid plc). PPL purchased 100% of the outstanding common stock of Narragansett Electric through its indirect subsidiary PPL Rhode Island Holdings, LLC. Following the closing, the business continued to provide service under the name Rhode Island Energy. Approximately $3.8 billion in cash at announcement; approximately $3.82 billion in cash at close, subject to customary post-closing adjustments.

Why it was attractive
  • An attractive electric and natural gas utility in a constructive regulatory jurisdiction that complemented PPL's existing high-performing U.S. utilities and completed its transition to a purely U.S.-focused company
The strategic transactions we are announcing today immediately unlock value for shareowners and achieve the objectives we set out in launching the process to sell our U.K. utility business. They will refocus our business.Vincent Sorgi — President and CEO, PPL Corporation
Together, the sale of WPD and the acquisition of Narragansett Electric will better position PPL for long-term growth and success by simplifying our business mix, strengthening our credit metrics, improving our prospects for long-term earnings growth, and providing us greater financial flexibility to invest in sustainable energy solutions.Vincent Sorgi — President and CEO, PPL Corporation
04 Safari Energy, LLC · United States (headquartered in New York City) Not disclosed
Announced May 2018 Closed May 2018 Acquisition of Safari Energy, LLC

PPL acquired Safari Energy, LLC, a leading U.S. provider of solar energy solutions for commercial customers. Safari Energy delivers turnkey solar projects for its clients, managing all phases from inception through financing, design, engineering, permitting, construction, interconnection and asset management, and had completed over 200 solar installations by the time of the deal. PPL described the acquisition as a low-risk way to support a cleaner energy future and the growth of distributed energy resources, including energy storage.

05 AES Ironwood, L.L.C. and AES Prescott, L.L.C. (AES Ironwood power plant) · United States (Lebanon, Pennsylvania; PJM market) $302M
Announced Feb 2012 Closed Apr 2012 Acquisition of the AES Ironwood and AES Prescott entities from a subsidiary of The AES Corporation; cash plus assumed net project indebtedness

PPL's competitive generation subsidiary, PPL Generation, LLC, acquired AES Ironwood, L.L.C. and AES Prescott, L.L.C. from a subsidiary of The AES Corporation. Together the entities own and operate the 705-megawatt AES Ironwood combined-cycle natural gas-fired power plant in Lebanon, Pennsylvania, which began operating in 2001 and was renamed PPL Ironwood after the deal. For the prior four years, PPL EnergyPlus had supplied natural gas to the plant under a tolling agreement securing its full output.

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