Insight and perspective on our business, strategies and people | April 2018

dimensionsEm

ployee Magazine

Building tomorrow’s energy infrastructureAlso in this issue:

- Advancing our sustainability commitments

- Employee engagement key to record performance

- Honoring PPL’s dedicated volunteers

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dimensionsKevin Amerman, corporate communications specialist (610) 774-6841 | kmamerman@pplweb.com

Providing insight, perspective and analysis of PPL news, strategies and people to engage employees and retirees, encourage dialogue and generate ideas that contribute to the corporation’s success.

Comments dimensions@pplweb.com www.pplweb.com

Printed on recycled paper and recyclable.©2018 by PPL CORPORATION

CONTENTCover story3 Delivering today for a brighter tomorrow PPL’s sustainability commitments remain at core of work

Articles:4 PPL sets goal to reduce carbon dioxide emissions Company aims to cut CO2 emissions 70 percent from 2010 levels by 2050

6 LG&E and KU say farewell to power plants The historical plants are being returned to green space

8 WPD opens state-of-the-art service center New site improves operations and employee morale

10 PPL eyes earnings growth Company well-positioned to deliver dividends moving forward

11 Employee engagement key to record performance at PPL Electric Utilities Company sets records for safety, reliability and customer satisfaction

12 Customer feedback helps WPD shape future plans Engaging stakeholders helps company improve

14 Pulling together for Puerto Rico PPL utility companies part of massive restoration effort on the battered island

16 PPL honors its volunteers Meet employees from around the company who strengthen their communities

Also in this issue:18 Board spotlight Phoebe A. Wood brings long track record of leadership to PPL

20 Retiree spotlight Sandy Gentry remains active in community

22 In Memoriam

Cover: Nicholas Krecker, journeyman lineman-FS, installs a smart grid device in Coopersburg, Pa.

PPL’s Sustainability Commitments

Create extraordinary shareowner value Create long-term value for shareowners through fiscal discipline, continuous improvement, environmental stewardship and enduring strategic investments

Drive best-in-sector operational performanceExcel in safety, reliability, customer responsiveness and energy efficiency while maintaining a culture that fosters innovation

Advance a cleaner energy futureEncourage responsible stewardship in partnership with our customers and stakeholders to have a sustainable environmental impact

Build tomorrow’s energy infrastructureInvest in tomorrow’s energy infrastructure by developing a more reliable, resilient and efficient grid that fosters continued progress and a cleaner energy future

Exceed customer expectationsProvide safe, reliable and environmentally responsible energy at the lowest reasonable cost

Foster an exceptional workplaceCultivate success by energizing an inclusive, respectful and diverse workplace that rewards performance, enables professional development, encourages employee engagement and enables employees to achieve their full potential

Strengthen communitiesEmpower the success of future generations by helping to build strong communities today

April 2018 3

Cover Story

At PPL, we are driven by a determination to provide the safe, reliable, affordable energy that our customers depend on each day. This commitment isn’t just for today, but for generations to come as we work to secure a brighter energy future and seek ways to be a positive force in the communities that we serve.

This shared sense of purpose requires PPL employees to excel in day-to-day operations while fulfilling a long-term strategy for growth and success.

PPL has established seven sustainability commitments as a framework for our company to grow and innovate in responsible ways. They are: create extraordinary shareholder value; drive best-in-sector operational performance; advance a cleaner energy future; build tomorrow’s energy infrastructure; exceed customer expectations; foster an exceptional workplace; and strengthen communities.

“These commitments come to life through efforts across our business lines as we advance technology, invest in a more modern, resilient grid, strengthen our workplaces, improve our communities and care for the environment,” said Christine Martin, PPL’s public affairs and sustainability vice president.

Over the past five years, PPL has invested more than $16 billion to modernize the grid, advance a cleaner energy future and meet rising customer expectations. From 2018 through 2022, PPL will invest another $15 billion.

The company has taken a number of steps in recent years to advance its sustainability disclosures and add consistency. We adopted the Global

Reporting Initiative, the most widely used standard in the world for reporting on sustainability efforts, as the standard for the development of PPL’s annual Sustainability Report. PPL also participated in an Edison Electric Institute sustainability reporting initiative to create a template for consistent reporting of select environmental, social and governance issues by investor-owned utilities and intends to publish this template again in 2018.

In November, we published a detailed Climate Assessment analyzing the potential impacts of climate policies consistent with limiting global warming to no more than 2 degrees Celsius. PPL also recently announced a goal to cut the company’s carbon dioxide emissions 70 percent from 2010 levels by 2050.

PPL is powering its communities in other ways, as well.

The company provides family-sustaining jobs to more than 12,000 employees and has increased spending with businesses owned by women, veterans and minorities, reflecting a commitment to supplier diversity. In 2017, the company spent $169 million with nearly 300 diverse businesses. With a focus on inclusion and diversity, PPL Corporation in 2017 also scored a perfect 100 percent on the Human Rights Campaign Foundation’s Corporate Equality Index, a national benchmarking survey and report on corporate policies and practices relating to lesbian, gay, bisexual and transgender workplace equality.

PPL continues to support community programs that strengthen education, expand opportunities for those less

fortunate and help those in need in our local communities. In 2017, PPL’s operating companies and its foundations contributed more than $10 million to support community initiatives.

“As we look to the future, we will continue to take steps to minimize our impact on the environment, transform the way we generate electricity, incorporate new, lower-emitting technology at the lowest possible costs to our customers and have a positive impact on the communities we serve,” Martin said. “We will remain accountable to our sustainability commitments and we will execute plans that allow PPL to grow sustainably and responsibly to advance a cleaner energy future.”

This issue of Dimensions highlights many of the steps PPL is taking in its efforts to advance sustainability.

For more on PPL’s commitments to sustainability, visit www.pplweb.com/sustainability and view the company’s 2017 Corporate Sustainability Report, which was released April 12.

KEVIN AMERMAN

Delivering today for a brighter tomorrowSustainability commitments remain at the core of PPL’s work

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Advancing a cleaner energy future is one of the core commitments of PPL’s sustainability strategy.

In January, PPL announced a goal to cut the company’s carbon dioxide emissions 70 percent from 2010 levels by 2050 – reconfirming its commitment to grow and innovate in a responsible, reliable way for generations to come. The company plans on achieving this goal in a variety of ways through each of its utility companies. Strategies include measures from economically replacing coal-fired generation in Kentucky over time with a mix of renewables and natural gas to reducing greenhouse gas emissions from substations and reducing vehicle fleet emissions across all operations.

“As the world considers climate change and as PPL looks to the future, we will continue to take steps to minimize our impact on the environment, transform the way we generate electricity and incorporate new, lower-emitting technology,” said PPL Chairman Bill Spence.

Since 2010, Spence said PPL has cut its carbon dioxide emissions by nearly half,

spinning off its competitive generation business, including nearly 4,000 megawatts of coal-fired generation, retiring approximately 900 megawatts of coal capacity in Kentucky, and replacing much of that retired Kentucky generation with a highly efficient natural gas, combined-cycle unit that emits about 60 percent less CO2 per megawatt-hour.

In addition, Louisville Gas and Electric and Kentucky Utilities built the state’s largest universal solar facility, began offering solar options to Kentucky customers and completed the renovation and upgrade of the Ohio Falls hydroelectric facility.

Steps to reduce emissions across operations in the U.S. and U.K. will include reducing greenhouse gas emissions at substations through leak detection sensors and proactive equipment replacements; improving energy efficiency at company-owned facilities; and transitioning to a cleaner fleet of trucks and vehicles.

In the U.K., for example, Western Power Distribution is already taking significant steps to reduce its carbon footprint by

ensuring all replacement vehicles have lower carbon dioxide emissions than those they replace and by ensuring all of its new or refurbished buildings meet robust, recognized energy efficiency standards. In Pennsylvania, PPL Electric Utilities is working to replace all of its traditional bucket trucks with electric-lift models that reduce emissions.

“We remain committed to looking for additional opportunities to reduce our carbon footprint as we help customers do the same through education and energy efficiency programs and as we work to prepare the U.K. and U.S. energy grids for more distributed energy resources,” Spence said.

Carbon dioxide reductions of about 45 percent are required from the company’s current business mix to attain the 70 percent goal by 2050 – a goal the company believes is achievable and in the best interests of customers, shareholders and the environment.

Read more about PPL’s sustainability commitments at www.pplweb.com/sustainability.

KEVIN AMERMAN

PPL Corporation sets goal to reduce carbon dioxide emissions

ADVANCING A CLEANER ENERGY FUTURE

70%Goal to cut the company’s carbon dioxide

emissions 70 percent from 2010 levels by 2050

900mw

Retired approximately 900 megawatts of coal capacity in Kentucky

Increase use of natural gas, solar options and new technology to reduce emissions.

April 2018 5

When it comes to sustainability, PPL Electric Utilities’ environmental compliance group is always looking for a new challenge.

The group is now focused on an opportunity right under your feet – terra firma.

As the utility continues capital investments, a lot of earth gets dug up, pushed around and leveled out, especially in larger projects like new substations. But ultimately, the company sometimes needs to dispose of extra soil that is unable to be reused on-site.

The amount of excess soil that is disposed of by PPL has doubled each year for the past three years. In 2017, the company disposed of more than 32,000 tons of soil. That’s enough to fill nearly 10 Olympic-sized swimming pools.

Michael Hasel, manager, environmental compliance, said a new initiative will save money and landfill space. Several vendors are being used to take away excess soils that have been tested and can be used for things like industrial redevelopment, mine or quarry reclamation and other purposes. The overall cost for the vendors is less than it would cost PPL Electric Utilities to send the unneeded soil to a landfill. If soil does have to go to a landfill, Hasel said PPL will request it be used for daily cover, a layer of soil that goes on top of trash at the end of the day. According to the Environmental Protection Agency, daily cover is required to control things like insects, blowing litter, odors, scavenging and fires.

“We’ll help to conserve valuable landfill space and at the same time reduce the need for soils to be taken from other places, like farmland,” Hasel said.

The new practice also will be made available to all of PPL’s prime electrical contractors.

“We’ll reduce our overall impact on the environment,” Hasel said. “We continue to set the bar higher. This is one area where we think we can have a large potential benefit in both improved sustainability and reduced costs for all of our customers.”

Mats play key role in protecting wetlands, other areas

One way PPL minimizes impacts during construction in wetlands or other sensitive areas is to use matting over which equipment can travel to get work done. This is done to place a temporary road over the ground surface that can be quickly installed and removed.

PPL uses both synthetic and wooden mats, depending on the situation. “There are some areas where matting is required and some areas where it’s optional,” Hasel said. “Synthetic mats are often used in wetlands, and in other places like parks. You build (the mats) as you go and many of the synthetic mats are slightly buoyant, further minimizing impacts to the environment.”

The idea, said Hasel, is to have the least impact to the customer and the environment, while ensuring timely ground restoration with little or no earth disturbance during the process.

“It’s always a balance,” he said. “The work we need to do is necessary for a strong and reliable grid, but we always conduct that work in a way that balances costs and also respects both the property owner and the environment.”

JOE NIXON

Soil initiative saves money, landfill space

Wood matting is pictured here along a PPL Electric Utilities transmission line.

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The power generation fleet of Louisville Gas and Electric and Kentucky Utilities has been the cornerstone of customer service across the utilities’ service territories for nearly a century. Soon, six of the fleet’s retired coal-fired plants will become historical legacies, as the company begins an initiative to level the facilities and transform the sites into their original green space by 2020.

“The plants and their employees served the company with distinction during historic periods of electricity demand and economic growth,” said Ralph Bowling, vice president-Power Generation. “Today, the facilities no longer serve a useful purpose, and they are expensive to maintain and could present future safety concerns. However, allowing them to fall into disrepair is a disservice, so the most

cost-effective and respectful option is to restore the sites, as much as possible, to their original states.”

Environmental regulations caused the retirement of most of the plants and some have not operated for decades. But all were pacesetters in their day.

• Pineville, in eastern Kentucky, was KU’s first coal-fired steam generating plant and the major power supplier for southeast and central Kentucky for decades. The first of three units went online in 1924. The plant could generate nearly 60 megawatts and was retired in 2002.

• LG&E purchased Canal and its generation and distribution facilities from the Louisville Railway Company in the 1930s to provide supplemental power for growing energy demands.

Canal had four units, generated nearly 50 megawatts and was retired in 1966. Canal also was the site of LG&E’s first pulverized coal unit and electrostatic precipitator.

• Paddy’s Run, in Louisville, was leveled last year. Back in the day, it was a World War II hero of sorts. LG&E ordered the plant’s first two generators before a federal ban on wartime expansion projects and, in 1942, brought two of the six units online for war production when most U.S. utilities didn’t have the generating capacity. As a result, Louisville boomed into a “national defense” city. The plant could generate nearly 300 megawatts and was retired in 1984. Paddy’s was also the site of LG&E’s first sulfur-dioxide removal system.

LG&E and KU give historic power plants respectful farewell

Pineville station and other coal-fired plants, which powered economic growth across LG&E’s and KU’s service territories, are being returned to green space.

ADVANCING A CLEANER ENERGY FUTURE

April 2018 7

LG&E and KU make it easy for employees to recycle electronics, batteries and even paintThanks to internal recycling programs, employees at Louisville Gas and Electric and Kentucky Utilities are making strides to reduce, reuse and recycle – in and out of the workplace.

The companies’ longest-running program began in 2009 when LG&E and KU offered their first E-Cycle collection event at several facilities. The annual event gives employees an opportunity to safely discard unwanted electronics — such as cellphones, laptops, microwaves and vacuum cleaners.

Since then, the companies have collected more than 200,000 pounds of electronic equipment, which is recycled by a regional company that adheres to a strict “zero-landfill” policy. The policy keeps lead and electronic material out of landfills, where they could potentially harm people, animals, water and vegetation.

“Properly disposing of objects like paint, batteries and electronics is just one way we can be better environmental stewards, not only as a responsible company, but as engaged individuals,” said Angie Evans, vice president of corporate responsibility and community affairs for LG&E and KU.

The companies rolled out a battery recycling initiative in 2012. Throwing batteries away can lead to the discharge of heavy metals, potentially contaminating soil, groundwater and air. LG&E and KU make it easy for employees to keep batteries out of landfills by providing receptacles at several locations. The companies then coordinate safe disposal with a battery recycling company.

In 2013, LG&E and KU introduced a new paint recycling effort. Since then, employees have hauled in more than 1,100 cans of unwanted paint for the popular two-day event. In 2016, “Shred Day” events were held in Lexington and Louisville to offer employees the chance to dispose of sensitive documents, which were shredded and recycled. During the events, 40 32-gallon containers were filled with unwanted paper items.

These recycling programs are just a few of the many ways that LG&E and KU employees show their commitment to helping the environment.

LE’ARTIS W. ALLEN

• Tyrone, located in the heart of Kentucky, was intended to be a wartime plant, too. Site work began in 1940, but was interrupted when the government asked KU to release Tyrone’s first generator to Russia — a U.S. ally — in the interest of national defense. Construction resumed after the war, and the first of three units went online in 1947 to support post-war demands. The plant’s generating capacity was 135 megawatts, and it was retired in 2013.

• Green River was strategically built in western Kentucky near abundant coal sources to support rapid economic growth, which helped to modernize rural Kentucky. It also was a critical power interconnection for the entire KU system. The first of four units went online in 1950. The plant’s generating capacity of 250 megawatts was, at the time, the highest rated of any plant in the eastern United States. Green River was retired in 2015.

• Cane Run was LG&E’s answer to the booming industrial demand in Louisville in the 1950s. The first unit went online in 1954, followed by five more, bringing the plant’s capacity to 1,000 megawatts before it was retired in 2015. Cane Run featured one of the nation’s first high-tech scrubbers, which prompted a visit from former President Jimmy Carter.

Although the plants and associated facilities will be leveled, the electric transmission and distribution facilities at each site will remain intact. LG&E and KU’s current fleet consists of four coal-fired plants, two hydro plants and one natural gas-fired generating plant, a solar facility and 13 gas-fired combustion turbines that are used for peaking purposes.

CLAUDIA HENDRICKS

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Western Power Distribution in September opened a new state-of-the-art service center, which now houses 220 workers in the Birmingham area.

The nearly $14 million investment (£10 million) had been two years in the making and has WPD employees raving about how much it has improved operations – and morale.

“The depot has given everyone a lift and there is a great team spirit,” said Janet Coffey, a team support employee.

The new site is in the West Midlands region and serves one of WPD’s largest customer bases. The service center – located in England’s second most populated city – serves more than 580,000 of the region’s 2.5 million customers.

Operational efficiency

The new triangular-shaped service center combines two former WPD service centers that had operated in the city – Summer Lane and Warstock Road – and features a full range of services such as a garage, occupational health and meeting rooms, and all equipment needed to support its operations. The service center houses all the trucks, equipment and employees – such as engineers and lineworkers – who work on and build power lines. The workers stationed there previously had to travel to other service centers to perform some tasks, including vehicle maintenance. But they can now perform all the necessary duties at the new location.

“All of our teams can now work under one roof, which will give us greater

visibility and better communications and allow colleagues to work together, share knowledge and offer guidance and learning,” said Lee Harrison, WPD’s Birmingham City team manager. “The efficiency of one site means that all activities can be better managed.”

Sustainability and reliability

The new site also gained BREEAM certification, an assessment founded in England and based on sustainability metrics related to environmental categories like energy, pollution, waste and water. BREEAM, short for Building Research Establishment Environmental Assessment Method, measures a building’s environmental, social and economic sustainability performance through third-party certification. The goal is to enhance the well-being of people who live and work in the buildings and help protect surrounding natural resources. The site earned a “very good” BREEAM rating.

Environmentally friendly aspects of the service center include LED lighting in the office which reacts to natural sunlight. So, the more natural sunlight shining in, the less power is needed for the lights.

Also, solar panels on the roof of the service center power the building’s heating, cooling, ventilation, lighting, water heating and other aspects.

The new service center has breathed new life into the property. The new site had been a bus station and before that, it was part of a railway property that housed a locomotive turntable to allow trains to move back in the direction from which they came.

Building tomorrow’s energy infrastructure

The service centers where the workers at the new site had worked are now changing uses.

The Warstock Road service center is in the process of being sold to a developer. The Summer Lane service center is being converted into a substation to house electrical equipment for the network.

That Summer Lane conversion is no small feat – it’s an $8.4 million investment project (£6 million) to upgrade much of the equipment at the main site and spread the load with a second location.

The Summer Lane site supplies electricity to the center of Birmingham and its financial quarter which includes big businesses such as Prudential, HSBC, Aston University and the Paradise Circus redevelopment. A new primary substation at Hockley is supporting half of the original customers that had been fed from Summer Lane.

“Configuring the network across two sites not only offers greater flexibility in case of faults and maintenance but also provides the opportunity to build extra capacity for growth in the future,” said WPD Projects Engineer Barry Organ, who is overseeing the project.

The work at the Summer Lane site is expected to continue until the end of 2018.

KEVIN AMERMAN

WPD improves operations and employee morale with state-of-the-art service center

ADVANCING A CLEANER ENERGY FUTURE

April 2018 9

The former service center on Summer Lane in Birmingham is being converted into a substation.

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PPL is well-positioned to deliver competitive earnings growth and dividends moving forward as the company continues to invest in the future.

That’s the message PPL leaders are sharing this spring as they meet with current and prospective shareowners.

In February, the company announced it expects to deliver 5 to 6 percent compound annual earnings per share growth through 2020 off of a 2018 earnings forecast midpoint of $2.30 per share. Continued infrastructure investment and timely cost recovery are key to delivering that growth.

In all, PPL plans to invest more than $10 billion through 2020 to modernize the grid and make environmental upgrades at its Kentucky coal-fired power plants. It expects to receive near real-time recovery for about 80 percent of that investment.

Tax reform impact

PPL’s 2018 earnings forecast and growth projections incorporate updates the company made to its long-range business plans in January to reflect the impacts of U.S. tax reform.

Tax reform is expected to negatively impact earnings by about $0.03 per share. The most significant negative impact of tax reform is that it reduces utility cash flow, putting pressure on PPL’s credit metrics. To mitigate this impact, PPL expects to issue about $1 billion of equity in 2018, rather than the $350 million previously planned, and between $500 million to $1 billion in equity in 2019 and 2020.

The company remains confident it can achieve its 5 to 6 percent earnings

growth projections even if the additional equity issuances are at the high end of the ranges.

Dividend growth

In February, PPL raised its annualized dividend about 4 percent from $1.58 per share to $1.64 per share. The increase, payable April 2 to shareowners of record as of March 9, was the company’s 16th dividend increase in 17 years.

PPL has paid a dividend in every quarter since 1946. The company remains committed to dividend growth going forward and plans to increase the cash it repatriates from the U.K. to support the corporate dividend.

Strategy for success

Looking forward, the company’s strategy for success is clear: deliver best-in-sector operational performance, invest responsibly in a sustainable energy future, maintain a strong financial foundation, and engage and develop our people.

This focus, combined with strong execution of our business plans, will create long-term value for shareowners and customers alike.

RYAN HILL

PPL eyes earnings growth as company invests in the future

CREATE EXTRAORDINARY SHAREOWNER VALUE

UK Higher foreign currency exchange rates and higher pension income

Higher taxes and share dilution

PA Higher transmission earnings and lower operation and maintenance expense

Higher depreciation expense, higher interest expense and share dilution

KY Higher operation and maintenance expense, higher depreciation, higher interest expense and share dilution

Return to normal weather and higher base electricity and gas rates

FACTORS EXPECTED TO DRIVE YEAR-OVER-YEAR EARNINGS CHANGES

April 2018 11

Engaging employees in improving the business really paid off for PPL Electric Utilities in 2017, when the company set records in three key performance areas: safety, reliability and customer satisfaction.

Employees had the fewest lost-time accidents ever. Customers experienced the lowest number of outages in the company’s history. And customer satisfaction reached its highest level since the current survey method began.

“We set those records because employees around the company – in every service center and in every office and control center – did their very best every day to do their jobs

well, and to get engaged in making our company better,” said Greg Dudkin, president.

Getting employees involved in improving the business is at the heart of the PPL Electric Utilities constructive culture. It is the way the company will achieve its ultimate goal of being the best utility in the country.

“We can reach our goals only through the relentless pursuit of ideas, big and small,” said Dudkin. “That is the way to continue to improve in our key business objectives: safety, customer satisfaction, reliability and costs.”

The culture is visible in the innovation that happens around the company, as well as in the innovation lab – a unique space for teams to come up with new ideas to solve business problems. The culture also is visible in the grit, adaptability and resilience of the work force. In addition, the culture fosters an inclusive environment that leverages the full diversity of people and their ideas.

“Our constructive culture is foundational to our success,” Dudkin said. “It is our true competitive advantage.”

PAUL WIRTH

At PPL Electric Utilities, employee engagement is the key to record performance

0.60

0.64

CSAT CUSTOMER SATISFACTIONThe company won its sixth straight J.D. Power award for residential customer satisfaction in 2017. Improving reliability, making it easier for customers to do business with PPL Electric Utilities, and resolving customer issues quickly contributed to the record performance.

RELIABILITY SAIFI INTERRUPTION FREQUENCYThe smart grid system – which automatically reroutes power around damage and restores many customers in minutes – played a key role in this record, along with better tree clearing, since trees are the main cause of power outages in storms.

COSTS O&M DOLLARS/CUSTOMER While the company’s cost performance did not set a record in 2017, it showed significant improvement. PPL Electric Utilities strives to operate more efficiently and keep its costs low so electric bills remain affordable for customers. A key measure is Operating and Maintenance Cost per Customer, which was $172.60 in 2017, down about 5 percent from the 2016 level.

87%

5%DOWN

Constructive culture improves

performance

DRIVE BEST-IN-SECTOR OPERATIONAL PERFORMANCE

SAFETY DART INJURY RATEPPL Electric Utilities recorded the lowest number of Days Away Restricted Transferred (DART) injuries in its history, through using human performance tools, taking advantage of the Occupational Athletics program, and most of all, by caring for – and watching out for – each other. The ultimate goal is to have no injuries.

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For Western Power Distribution, customers don’t just consume electricity; they play an active role in shaping what the future electricity network will look like.

Inevitably as equipment ages, new technologies are developed and future challenges such as climate change emerge, carefully planned investment is required to maintain WPD’s high standards.

The company’s detailed business plan explains where and how WPD will invest to build a stronger, more reliable and modern electricity network that meets customer needs for years to come.

The rates its customers pay allow WPD to execute on that business plan and reinvest in the network. The company understands that the stakes are high for its customers and they expect the highest possible standard of service at

the best value – and WPD is focused on delivering.

That’s why WPD is committed to providing opportunities for its stakeholders to provide feedback on services and help shape plans for the future.

Engaging stakeholders

For WPD, improvement in customer service, network performance and business efficiency must come from understanding the areas where the company can do better.

WPD holds consultations and workshops to gain a better understanding of its stakeholders’ views. The annual sessions generate feedback on topics such as investment priorities, how the company is delivering on promises, the time frame for business changes and improvements to the company’s operations.

Attendees of the sessions could be any of the 7.8 million people who rely on WPD to power their homes and businesses, or any other individuals or organizations affected by WPD’s activities. This includes residential and business customers and other stakeholders such as housing developers, charities or consumer interest organizations, local authorities and environmental groups.

“The events enable us to get feedback,” said WPD Stakeholder Engagement Manager Alex Wilkes. “We want to be the best company at what we do and we want to be recognized by customers as the best.

“We want to know how stakeholders think we are doing, if we are doing the right thing and what we can do in the future so we don’t stagnate. The commitment we make every year is to do something with the feedback.”

Customer feedback helps WPD shape future plans

DRIVE BEST-IN-SECTOR OPERATIONAL PERFORMANCE

WPD Stakeholder Engagement Manager Alex Wilkes leads a discussion during a stakeholder engagement workshop.

April 2018 13

Informing the business plan

WPD’s current business plan, which was confirmed as part of U.K. regulator Ofgem’s RIIO-ED1 regulatory price review period, sets out the company’s investment plans for 2015-2023.

Prior to plan approval, stakeholders were asked to weigh in on its targets to improve customer service and network performance, which included enhancements to services for vulnerable customers and innovations to build a smarter, more efficient network.

Each year, WPD engages with stakeholders to gauge its progress and gain feedback about customer preferences and priorities.

“Regularly talking to stakeholders is only worthwhile if we use their feedback to shape our plans for the future and to change the way we do things,” said Wilkes. “To demonstrate this, we publish all the materials and actions from our stakeholder workshops.”

In 2017, stakeholder engagement workshops led to almost 40 direct actions, such as the creation of a customer data privacy policy and a new policy to ramp up customer service capacity during longer storms, enabling greater assistance to customers and ensuring vulnerable customers are given priority service.

The 2018 road show

In February, WPD wrapped up the annual stakeholder engagement cycle. More than 250 customers and stakeholders attended one of six workshops held at locations throughout its service territory.

This year, customers were asked their views on six key performance categories: reliability, customer satisfaction, safety, environment, connections and social obligations.

Another element of this year’s roadshow asked stakeholders to look beyond 2023 to the next business plan and regulatory review period, titled RIIO-2 by Ofgem.

“The good thing about WPD’s stakeholder events is that they genuinely listen to our views and act on them,” said Cathy Tibbles, WPD customer and member of Whitwick Parish Council. “Every view is seen as valid. They are thinking about the future and planning ahead, which is very important and not something you see enough of.”

Audiences at each event were asked to rank on a scale of 1-10 the issues they felt were the most important for WPD to address. Stakeholders ranked cybersecurity and electric vehicles as top priorities this year. In terms of assisting vulnerable customers, stakeholders agreed that providing customized options for outreach was the best approach.

WPD has committed to creating additions to the business plan, but these will be reviewed and evaluated by additional customer panels before they are confirmed.

Read more about WPD’s stakeholder engagement process on its website at: www.westernpower.co.uk/About-us/Stakeholder-information.aspx.

LOUISE BIRKETTE, DANA BURNS

The votes are in Stakeholders rank the most important issues for WPD to address.* (scale of 1 to 10):

8.2 Cybersecurity

7.9 Electric vehicles

7.1 Transition to DSO role

7.05 Flood risk planning

7.04 Alternative connections

How/when should WPD contact a vulnerable customer in the event of a power outage:

0% Between 8 a.m. and 8 p.m.

8% Immediately

30% Enable customers to select from a list of predetermined options

62% Enable customers to

customize the call times

*Combined results from all six 2018 events.

WPD customer Cathy Tibbles appreciates the opportunity to provide feedback to WPD and said the company “genuinely listens” to their views and acts on them.

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Screaming winds reached 155 miles per hour, snapping thousands of utility poles and trees, and slinging trash cans and other debris like missiles into the black, rain-filled sky.

Hurricane Maria didn’t just slam into Puerto Rico in September 2017, the massive storm blasted it into utter darkness and devastation, dumping more than 30 inches of rain and causing billions of dollars in damage to a U.S. territory already struggling through an economic recession. Maria is regarded as the island’s worst natural disaster on record.

In response, PPL Electric Utilities, Louisville Gas and Electric and Kentucky Utilities answered the call to join utility companies from around the country in a massive mutual assistance effort coordinated by the Edison Electric Institute (EEI).

All told, 18 utility companies helped restore power to more than 1.4 million customers, according to EEI, an industry trade group that worked in conjunction with the Puerto Rico Electric Power Authority.

Mutual aid is nothing new for PPL. But this marked the first time the company sent its utilities outside of the continental U.S. to help restore power.

“From a logistics and planning perspective, this is an unprecedented mobilization effort for our company and the industry as a whole,” said John Wolfe, LG&E and KU vice president-distribution and co-chair of the EEI Mutual Assistance Executive Committee. “We know the value of mutual assistance partnerships and are proud to step up and lend our resources and expertise to this initiative to help

get Puerto Rico back on its feet.”

The hilly topography, jungle-like setting and the extent of damage made the work especially challenging. Line workers had to carry and set poles entirely by hand, because the machinery they usually use couldn’t reach work sites. Transportation mechanics were also busy repairing a variety of issues with PPL vehicles.

Safety, as always, was an important focus. Crews were briefed on various concerns, including potential backfeed

from generators, safe driving, sun exposure, insect bite care, staying hydrated, and even walking carefully on storm-damaged sidewalks.

Residents in Puerto Rico greeted workers from PPL’s utility companies with cheers and even hugs as they restored power to schools, nursing homes, churches, businesses and houses.

Students and teachers at Escuela Alfonso Lopez O’Neill elementary school shouted loud cheers of thanks on Feb. 8 to PPL Electric Utilities crews after they restored power to the building, which had been without electricity for five months. Some of the teachers had tears in their eyes.

“People in Puerto Rico were very appreciative of our efforts,” said Brian Matweecha, manager-Safety Operations for PPL Electric Utilities.

Back home, PPL employees did their part to help in the restoration efforts.

Employees in Pennsylvania raised more than $11,000 – beating a goal of $10,000 – to support the Salvation Army’s Hurricane Maria relief efforts. The campaign was sponsored by LEAD, PPL’s Business Resource Group for Latino employees. The Salvation Army took no administrative costs from the donations: 100 percent of the funds were earmarked for the victims.

“Our donations will make a real difference in the lives of people who still need food, water, shelter and supplies,” said Chris Cardenas, customer services vice president for PPL Electric Utilities and executive sponsor of LEAD.

DANIEL LOWRY, KEVIN AMERMAN, KURT BLUMENAU

Pulling together for Puerto RicoPPL deploys massive team effort to help repower island

BUILD TOMORROW’S ENERGY INFRASTRUCTURE

Crews from PPL Electric Utilities, Louisville Gas and Electric, and Kentucky Utilities took part in a massive effort to restore power in Puerto Rico.

April 2018 15

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WPD employee gets royal treatment for volunteerism A Western Power Distribution employee was rewarded for a quarter century of volunteering by getting an invitation to Buckingham Palace for a day.

Youth and community volunteer Mohammed Kathrada, a team support worker at a service center in Gloucester, attended one of the queen’s garden parties in May 2017.

For 25 years, Kathrada has been an influential member of The Friendship Cafe, helping organize and supervise activities such as self-defense classes, archery and swimming for children and their families. He also volunteers for other organizations, including Feed the Homeless, which raises funds for the homeless in the Gloucester area and

supplies them with clothing and other goods.

“It was a lovely day and I was delighted to represent all the volunteers who support their local communities,” Kathrada said. “The food and surroundings were all wonderful and I will remember this for a very long time.”

Kathrada was one of five employees to recently win a WPD Community Volunteer Award for community service.

KEVIN AMERMAN

PPL honors its volunteersSince April is National Volunteer Month, PPL is profiling four volunteers across its business lines who are making differences in their communities.

In 2017, PPL employees donated nearly 70,000 hours of volunteer work to their communities – 13,000 of which occurred at company-sponsored events. Strengthening our communities is a major priority for PPL and we salute the employees who dedicate their time to this important initiative.

STRENGTHEN COMMUNITIES

Puppy love: LG&E IT engineer has fostered about 20 pooches Tom Lewis knew something was wrong.

He put the leash on Merlin and took him out, like he always did for his early walk. It was the spring of 2012, and the morning air was bright and clean.

But Merlin had been lethargic lately, and he was nowhere near the bundle of energy that he had been as a puppy when Lewis first got him.

Lewis, an IT systems engineer for Louisville Gas and Electric, remembers the day he purchased Merlin from a breeder. When he walked in the room, the little whippet puppy jumped up and ran to him. A smaller version of a greyhound, Merlin was the runt of the litter.

After 14 years, Lewis knew Merlin’s days were numbered. Then, on that sunny spring morning, right there on the sidewalk, Merlin collapsed.

Lewis carried Merlin to his car and rushed him to the veterinarian, but Merlin’s heart had stopped forever.

About a year later, Lewis decided to get a pet again. He adopted a

greyhound named Laila, who had been a racing dog.

After that, Lewis got involved with the Louisville chapter of Greyhound Pets of America (GPA). He fosters a greyhound until it is adopted by a permanent owner. Sometimes that can be a couple weeks, other times it’s a few months.

“It’s our job to take care of any other medical treatments, train them and housebreak them,” Lewis said.

Since 2013, Lewis has fostered about 20 greyhounds, spending up to 1,800 hours a year as a volunteer in the program. For Lewis, it’s time well spent.

“From all this I’ve learned that what you give, you shall receive. You give love and you will get love,” he said.

DANIEL LOWRY

Tom Lewis sits with Laila, his first adopted greyhound. He has since adopted about 20 others.

Mohammed Kathrada attending the Queen’s garden party at Buckingham Palace

April 2018 17

PPL attorney’s passion for environment and community spurs her volunteerism Tinku Khanwalkar’s passion for the environment has led her to serve on not one, but two government boards focusing on improving her community’s natural features.

And that’s just the beginning of her volunteer work.

Khanwalkar, a senior counsel and corporate compliance director for PPL Services Corporation, also spends time mentoring youth, taking on pro bono legal work and chipping in to help various other charities.

Khanwalkar chairs Allentown’s Environmental Advisory Council and also serves on the city’s Water and Sewer Compliance Review Board.

Khanwalkar said our society has made “big leaps” toward being more environmentally conscious, but there’s still much work to be done.

“It certainly is nice to at least be engaged in the conversation,” she said.

When she’s not dealing with environmental issues, Khanwalkar spends time trying to improve the lives of those in the community.

She’s an individual mentor at Community Bike Works in Allentown, a program for underprivileged children. Kids in the program learn how to maintain and repair bicycles with a goal of earning their own refurbished bicycle. Khanwalkar is mentoring a girl in the third grade.

“The bond we have formed in just a few sessions together is so great,” Khanwalkar said. “We have wide-ranging discussions. It’s just so much fun.”

Khanwalkar has also provided volunteer legal work over the years in guardianship, custody and abuse cases. She co-founded PPL’s Asian Connection for Employees (ACE) Business Resource Group and remains on the steering committee.

“It’s very satisfying to be involved in things I feel are making a meaningful difference to people,” Khanwalkar said. “It feels really good.”

KEVIN AMERMAN

No borders: PPL Electric Utilities engineer helps design projects in West Africa Jose Silverio likes to give time to help others when he gets the chance. So much so that, in January, he traveled

almost 4,500 miles to lend a hand.

Silverio was one of five engineers from the Lehigh Valley who spent two weeks in the West African town of Mattru, Sierra Leone, as part of an Engineers Without Borders work trip. Engineers Without Borders designs and builds projects to help communities meet basic needs, such as water and reliable energy.

During long days of hands-on work, the engineers built a toilet facility for outpatients at a hospital. They also checked in on an earlier project at a school involving a solar electricity installation, a clean water connection and sanitation facilities.

“When we do something for communities, we want it to be sustainable, so they can maintain whatever we built,” said Silverio, a PPL Electric Utilities support engineer. “We wanted to make sure all the facilities were working and they were maintaining them.”

“It’s a really poor place. They need a lot of support — educational support, as well as monetary,” Silverio said. “I would definitely go back on another trip if the opportunity arose.”

KURT BLUMENAU

Jose Silverio at the Mattru Hospital. Back row (Herb Klotz, Joan Schork, Jose Silverio, Tom Portland) Front row (Allison Blechschmidt, Chris Blechschmidt, Joe Abu, Emilia Blechschmidt)

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FOSTER AN EXCEPTIONAL WORKPLACE

Phoebe A. Wood, the newest addition to PPL’s diverse Board of Directors, has honed her leadership style during an impressive career spanning more than three decades.

She has been successful in many different roles – from financial management to business development – and has sharpened her skills in positions in California, England and even Alaska. She has negotiated agreements in Indonesia and Venezuela, and lived just outside of London for five years.

Wood has a long track record of leading diverse, high-performing teams. She attributes this success to strong ethics and a deep respect for others that was instilled in her from an early age.

“The most important characteristic of a leader is their ability to set a vision for the team or company,” said Wood. “It doesn’t matter if you are coaching a little league team or working with a nonprofit or a large corporation, a leader must understand what the group needs to accomplish and then have the ability to get others to work together toward a common goal.”

Wood’s approach to success centers on teamwork, communication and a clear understanding of the problem that needs to be solved. Talking with her team at every stage – from analyzing the problem to proposing solutions, testing them and readjusting – is integral.

“You cannot be successful by yourself. It isn’t the visionary leader alone. It isn’t the analyst alone. It isn’t the

communicator alone,” she said. “Success comes from getting all team members rowing in the same direction and knowing where they are going.”

In the past 10 years, Wood has put her business skills to the test by advising and investing in early stage companies. A venture that started out when a friend enlisted her help to develop the financing plan for a new startup led to the formation of her current business, CompaniesWood.

When evaluating a startup company’s potential, Wood looks to leadership as a primary indicator of its early success.

“The most important thing I look for is the quality of the leader because, in a startup, it is paramount,” said Wood. “It’s critical that the leader be tenacious while still remaining flexible to adjust to the inevitable ups and down of a new company.”

For Wood, business is her passion and she is using it to ignite that passion in others – especially young women. As a member of the Committee of 200 (C200), an organization of women business leaders committed to advancing the role of women in business, she is encouraging and advocating for young women to get involved in business.

“I love being in business. I have had the opportunity to work with great people and engage in solving real issues all over the world,” said Wood. “So, as a group, C200 is mentoring and advocating for women business leaders. We are talking about all of the great

opportunities for women in business, using our own experiences as proof.”

For all those aspiring to business success, Wood offers the same career advice. “Develop excellent skills and then go out and practice them. Always seek feedback to improve. Don’t sit back – step up, engage and get involved. Seek ways to solve company problems and contribute meaningfully. Develop and encourage good people to come along with you.”

As a newcomer to PPL, Wood is excited to heed her own advice.

“Working on PPL’s Board of Directors is an opportunity to learn about a critical part of the economy and our role in it,” said Wood. “What we are doing is so important, and as a representative of the shareholders, it’s important that we do it well. I am really looking forward to meeting the current and future leaders and learning how I can contribute to ensuring the long-term success of PPL. I have been to four locations in Kentucky so far and expect to be in Pennsylvania this spring and in England in the summer or fall. I am grateful for all of the time that is being invested in me.”

DANA BURNS

Board spotlight: Phoebe A. Wood brings leadership into focus

April 2018 19

What does a successful career look like? To some employees, “success” is synonymous with “promotion.” For others, it’s having a long-term role that allows them to continuously grow their job skills. Still others want the freedom to move into new areas and learn new skills.

Career success was an important theme for LG&E and KU employees in the 2017 Employee Opinion Survey. In response to employee feedback, the company has taken a multi-pronged

approach to address growth and development, giving employees tools, resources and training to be successful in their current jobs and position them for future career success.

Getting the word out A series of communications — including nearly 20 articles, 10 videos and two SharePoint sites — detailed the company’s strategy for employee growth and development. Topics ranged from job posting and recruitment to how advancement opportunities are awarded.

Career training for all Human Resources also rolled out training in 2018 to provide employees with tools to enhance career discussions.

“Career Conversations” In this course, LG&E and KU leaders learn how to have effective career conversations with their employees. The feedback for these sessions has been positive. According to one participant, Trimble County Station Operations Crew Supervisor Justin McCoy, “The classes will be very helpful in guiding our current employees to better understand career paths and educate them with information to reach their goals.”

“My Career Journey” This course offers tools and resources for employees who want to grow their careers. It asks employees to assess themselves regarding their career, seek feedback, tailor a plan for career growth and track their progress.

Vice President-Human Resources Greg Meiman notes the courses are particularly relevant against the backdrop of significant workforce change at LG&E and KU.

“These sessions give leaders and employees the resources they need for meaningful career conversations,” he said. “In light of the many retirements and new hires at the company and throughout the industry, it’s essential that we provide employees and management with every available resource to make good career decisions for themselves and their teams.”

ANNALEE CATO WORTHINGTON

Career growth and development take center stage at LG&E and KU

“Career Conversations” participants take part in a topic discussion at Trimble County Station.

Tips for Taking Career Ownership Director of Human Resources Sharon Johnson encourages employees considering a new role to take responsibility for achieving it. The company offers numerous resources for exploring growth and development offerings, including Talent Management training programs, the company’s “Tools for Success” resume and interview courses, and college tuition reimbursement.

Johnson recommends a few tips for employees seeking a new role.

How do I prepare for a different role in the future? Think about the type of work you like to do and make a list of reasons why. Take time to learn about other company areas. What about those areas do you find interesting? Ask what your manager considers to be your strengths and areas for development, and together discuss development options to help you be ready for future roles.

How can I advance my career? First, be a top performer in your current role. Next, look at ways to take on different responsibilities to help your team, department and/or company, while still maintaining high standards in your current role.

How can I excel in my current role? Let your manager know you want to excel in your current role. Ask your manager for feedback — find out one thing you can improve, and one thing you do really well. Listen carefully and then create a plan to continue what you do well, and learn ways to improve in the identified area.

Sandy Gentry spent her LG&E and KU career building bridges between the company and communities, winning awards and endearing herself to employees and retirees. Now, 35 years later — one into retirement — she’s still going strong.

Sandy started work in 1983 for LG&E’s Power Generation business, supporting the departmental office staff and multiple power plant engineers who soon realized she was special.

“She was fast, organized, methodical, and went above and beyond in every-thing she did,” said Chris Hermann, retired senior vice president of Energy Delivery, who spent much of his career in generation, working closely with Sandy. “What everyone appreciated most, though, was she always spoke her mind. Amazingly, people listened and acted on what she said because her down-to-earth opinion and charm made sense.”

The generation business evolved and so did Sandy. Her organizational and interpersonal skills and way with words were put to good use as internal and external special events coordinator. She soon became a positive conduit between local communities concerned about potential environmental issues and LG&E and its plants — especially Cane Run and Mill Creek, which are located in the heart of residential and business areas.

Sandy helped foster relationships through a wide range of initiatives, many of which endure today. They included plant tours and open houses; environmental education and mentoring initiatives; a Community Advisory Council of local residents, businesses and plant personnel; and numerous company-sponsored community events. Most notable is the Southwest

Community Festival, a one-day event held near Mill Creek that draws nearly 30,000 visitors annually. Sandy has volunteered with the festival for 25 years and served as the planning committee president multiple times.

For all her impact on the community and the company, many power plant employees and retirees remember Sandy’s greatest contributions to be her selflessness. For employees who typically worked long hours and days away from family, Sandy brought an ear to listen, a shoulder to lean on, words of wisdom and occasional homemade

treats from her kitchen. Holidays seemed like home because Sandy ensured everyone had at least one good meal. And in summer, frozen treats were a must for her “guys and gals” who worked in 100-plus degree temperatures.

Sandy is retired from LG&E and KU, but her presence lives on through those friendships and volunteer efforts. As for the future, she will be busy — as usual — increasing her work as a Kentucky Colonel and supporting the Southwest Festival.

CLAUDIA HENDRICKS

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PPL Retiree Club ContactsLE-GEN: Jim Carr, president, 484-375-5121, jhcarr@ptd.netHazleton/NE Region: Larry Piehota, president, 570-450-6903, lpiehota@ptd.netLancaster: Merle Farmer, president, 717-786-0125, mfarmer13@comcast.netHarrisburg: Corrin Aughenbaugh, president, 717-697-3146; contact Connie Etzweiler, cele3155@comcast.net Montoursville/Susquehanna: Richard DiGiacomo, 570-275-3831, rdigi@ptd.netScranton/Northeast: Anthony DePaola, president, 570-347-6324, tonypsu@comcast.netLexington: Kim Gentry, 859-367-1362, Kim.Gentry@lge-ku.comLouisville: Charlotte Self, 502-627-4790, charlotte.self@lge-ku.com

Retir

ee S

potlig

ht Sandy Gentry: She just keeps on going!

Sandy Gentry’s career of award-winning community support continues into “retirement.”

April 2018 21

Vic Staffieri, the long-time leader of LG&E and KU Energy, retired in March as chairman and CEO

of Kentucky’s largest utility.

Staffieri had been in LG&E and KU’s top role since 2001 and was instrumental in the strategic transformation of the utilities. Known for his company focus on safety, the development of employees and commitment to customer service, Staffieri was likewise a dedicated

community leader with a long history of civic involvement.

During his 26-year career at LG&E and KU, Staffieri served as president and Chief Operating Officer, Chief Financial Officer and general counsel. He was a principal negotiator in the mergers with Kentucky Utilities (1998) and Powergen (2000), and oversaw the company’s later transactions with E.ON and PPL. Staffieri also guided the largest construction program in company history. Over the last 17 years, LG&E and KU have tripled in size while investing more than $13 billion to provide safe, reliable service to customers.

“When presented with the opportunity to come to Kentucky from New York,

my wife, Kim, and I had no idea what to expect. It has been one of the best decisions we’ve made,” Staffieri told employees. “We feel blessed to be part of a welcoming community and to be surrounded by talented colleagues. I have been fortunate to work on ventures and projects that have helped grow this company, and you have worked hard every day to provide affordable energy to our community. Through it all, your commitment to this company, our customers and safety has been the most important aspect.”

Longtime company leader Paul W. Thompson succeeded Staffieri as chairman, CEO and president.

CINDY STAIRS

LG&E and KU Energy Chairman and CEO Vic Staffieri retires

Dave DeCampli took over as PPL Electric Utilities president in 2007 at a critical time for the utility.

PPL Electric had filed for a rate increase three days prior to DeCampli becoming president. The company’s distribution and transmission system was aging. And waiting on the horizon, although a few years away, was the prospect of a major increase in customers’ electricity bills once 10 years of generation rate caps expired.

Under DeCampli, the company would navigate the end of rate caps and a

nearly 30 percent increase in the average customer’s electric bill with barely a dip in customer satisfaction – the result of a multi-year campaign to educate customers and give them options. PPL Electric would also develop its “asset optimization strategy” – crafting the business case for an unprecedented period of infrastructure investment that continues today. In addition, the company would also launch a smart grid pilot and help customers understand the “new” world of electric competition.

DeCampli would go on to serve as president of PPL Energy Supply and PPL Generation, taking over at a time of significant headwinds for the competitive supply business, and then as PPL’s Chief Transition Officer, leading the restructuring efforts before and

after the spinoff of the supply business on June 1, 2015. Following the spinoff, he became PPL’s first Global Chief Compliance Officer.

In December, DeCampli announced his plans to retire after a replacement is in place. It will bring to a close a career that spanned more than 30 years with the utility industry, the last 11 with PPL.

“My work with PPL has been incredibly challenging, fulfilling and diverse, far exceeding my expectations,” DeCampli said. “I will certainly miss the day-to-day interactions with such extraordinary colleagues across all of our business lines. Please accept my sincere thanks for everyone’s friendship and collaboration over the last 11 years.”

RYAN HILL

DeCampli to retire in 2018 after more than 30 years in utility business

EMPLOYEESJoseph J. Dancho, of Hazle Township, Pa., died Oct. 22, 2017. Dancho was electrician leader - FS-Subs, PPL Electric Utilities.Dennis L. Huff, of West Milton, Pa., died Jan. 24, 2018. Huff was a facilities management worker, EU Services.Barry Lutz, died Jan. 27, 2018. Lutz was a team leader in Meter Assets at KU’s Earlington Operations Center.Donny Peek, died Dec. 20, 2017. Peek was a lead material handling operator at LG&E’s Mill Creek Generating Station.Deborah L. Tabone, of Eynon, Pa., died Dec. 19, 2017. Tabone was a customer service representative, PPL Electric Utilities.

RETIREESGerald S. Bagdonas, of Honesdale, Pa., died Dec. 4, 2017. Bagdonas retired in 2003 as a foreman T&D from PPL Electric Utilities.Luther A. Beaver Jr., of Bloomsburg, Pa., died Dec. 27, 2017. Beaver retired in 2012 as a lineman leader – FS from PPL Electric Utilities.Geary L. Bell, of Jessup, Pa., died Nov. 24, 2017. Bell retired in 1995 as a lineman 1/C from the former PP&L.Joseph Bell Jr., of Lexington, Ky., died Nov. 12, 2017. Bell retired from KU in 1994.Richard Bell, of Louisville, Ky., died Jan. 14, 2018. Bell retired in 2004 from LG&E as a mechanic repair technician.Charles E. Betsker, of Danville, Pa., died Jan. 3, 2018. Betsker retired in 1983 as a master mechanic-structural from the former PP&L.James O. Betz, of Washingtonville, Pa., died Oct. 16, 2017. Betz retired in 1989 as a utility man-yard, from the former PP&L.

Stephen Bincarowsky, of York, Pa., died Nov. 1, 2017. Bincarowsky retired in 1982 as a station repairman from the former PP&L.Robert S. Bingaman, of Milton, Pa., died Oct. 3, 2017. Bingaman retired in 1983 as an equipment operator from the former PP&L.Roger L. Bray, of Allentown, Pa., died Oct. 25, 2017. Bray retired in 1991 as a regional security representative from the former PP&L.William Brooks, of Louisville, Ky., died Nov. 20, 2017. Brooks retired in 2001 from LG&E as a lead construction and maintenance mechanic.Marjorie Brown, of Maysville, Ky., died Jan. 10, 2018. Brown retired in 1995 from KU.Ira L. Carpenter, of Lock Haven, Pa., died Feb. 19, 2018. Carpenter retired in 1989 as a residential consultant - level II from the former PP&L.Kenneth A. Clauser, of Allentown, Pa., died Feb. 17, 2018. Clauser retired in 1992 as a senior audio/visual spec from the former PP&L.Harley L. Collins, of Nazareth, Pa., died Dec. 12, 2017. Collins retired in 1983 as a senior VP-system power & engineering from the former PP&L.Jay A. Dentler, of Boiling Springs, Pa., died Feb. 12, 2018. Dentler retired in 1991 as a lineman leader from the former PP&L.Robert W. Diener, of Annville, Pa., died Nov. 4, 2017. Diener retired in 1998 as a regional warehouse supervisor from the former PP&L.Gus Dix, of Hudson, Ky., died Dec. 25, 2017. Dix retired from LG&E in 1990.Lawrence A. Downing, of Augustine, Fla., died Oct. 11, 2017. Downing retired in 2002 as a regional community relations director from PPL Electric Utilities.Thomas Wilson Drake, of Stroudsburg, Pa., died Feb. 3, 2018. Drake retired in 2007 as a journeyman lineman FS from PPL Electric Utilities.

Edward Duffy, of Louisville, Ky., died Nov. 10, 2017. Duffy retired in 1989 from LG&E.Samuel Eury Jr., of Louisville, Ky., died Dec. 17, 2017. Eury retired in 1998 from LG&E.Kenneth Evans, of Lawrenceburg, Ky., died Dec. 27, 2017. Evans retired from KU in 1995.Harry J. Farmer Jr., of Bethany Beach, Del., died Jan. 21, 2018. Farmer retired in 1986 as a lineman leader from the former PP&L.Robert R. Finger, of Lancaster, Pa., died Dec. 21, 2017. Finger retired in 1995 as a business consultant from the former PP&L.Robert L. Fry, of Hazleton, Pa., died Dec. 10, 2017. Fry retired in 1994 as a material substation-foreman from the former PP&L.Phyllis Fryberger, of Louisville, Ky., died Nov. 21, 2017. Fryberger retired in 1992 from LG&E.Richard R. Gaugler, of Alburtis, Pa., died Jan. 13, 2018. Gaugler retired in 1994 as a transportation mechanic from the former PP&L.Robert R. Geist, of Bethlehem, Pa., died Nov. 16, 2017. Geist retired in 1986 as a business consultant from the former PP&L.Archibald M. Hammacher Jr., of Hummelstown, Pa., died Dec. 1, 2017. Hammacher retired in 1986 as a lineman leader from the former PP&L.David G. Hellwig, of Mertztown, Pa., died Oct. 5, 2017. Hellwig retired in 2007 as a foreman-electrical from PPL Electric Utilities.John Herndon, of Louisville, Ky., died Dec. 5, 2017. Herndon retired from LG&E in 1992.Harold E. Higgins, of San Carlos, Calif., died Jan. 30, 2018. Higgins retired in 1982 as a community service manager from the former PP&L.

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The PPL family has sadly said goodbye to some of our colleagues. We pay tribute to them here.In

Mem

oria

m

April 2018 23

Cleon W. Hilliar, of Columbia, Pa., died Dec. 6, 2017. Hilliar retired in 1994 as a pole inspector from the former PP&L.Daniel Hoskins, of Kettle Island, Ky., died Jan. 3, 2018. Hoskins retired in 1990 from KU.Michael Hudson, of Louisville, Ky., died Jan. 24, 2018. Hudson retired in 2015 from LG&E as a mechanic repair technician at Cane Run Generating Station.Joseph G. Jurgill, of Wilburton, Pa., died Nov. 30, 1989. Jurgill retired in 1989 as an equipment operator from the former PP&L.Peter Kalandiak, of Coral Gables, Fla., died Nov. 14, 2017. Kalandiak retired in 1986 as an economic development consultant, from the former PP&L.David M. Kern, of Bethlehem, Pa., died Nov. 1, 2017. Kern retired in 2002 as a senior clerk from PPL Electric Utilities.William J. Kline, of Pottsville, Pa., died Jan. 31, 2018. Kline retired in 2010 as a utility materials manager from PPL Services.Fred Kratz, of Louisville, Ky., died Jan. 2, 2018. Kratz retired from LG&E in 1992.John F. Laylo, of Mcadoo, Pa., died Nov. 15, 2017. Laylo retired in 1994 as a stock clerk-materials mgt. from the former PP&L.Joyce L. Long, of Cumberland, Pa., died Nov. 16, 2017. Long retired in 1991 as a steno/clerk - general from the former PP&L.Dino A. Luperi, of Allentown, Pa., died Oct. 23, 2017. Luperi retired in 1991 as a lineman 1/C from the former PP&L.Arthur W. McClellan, of Montoursville, Pa., died Jan. 19, 2018. McClellan retired in 1989 as a consultant from the former PP&L.Anita D. Messick, of Cocoa, Fla., died Nov. 22, 2017. Messick retired in 2011 as a customer service representative-shift from PPL Electric Utilities.Emil F. Mitman, of Willow Street, Pa., died Nov. 29, 2017. Mitman retired in 1989 as a division operating manager from the former PP&L.Raymond Moncavage, of Mount Carmel, Pa., died Jan. 17, 2018. Moncavage retired in 1994 as a material handler from the former PP&L.

David L. Nickel, of Mechanicsburg, Pa., died Oct. 18, 2017. Nickel retired in 1993 as a customer service clerk from the former PP&L.Richard L. Noakes, of Taylor, Pa., died Dec. 21, 2017. Noakes retired in 2014 as a material handler – RM from PPL Services.Michael H. Ohl, of Walnutport, Pa., died Nov. 25, 2017. Ohl retired in 1994 as a project engineer-power plant engineering from the former PP&L.John Osborne Jr., of Middlesboro, Ky., died Nov. 21, 2017. Osborne retired from KU in 1990.James Pardue, of Louisville, Ky., died Jan. 16, 2018. Pardue retired in 2001 from LG&E as an engineering design technician.David P. Parsons, of Allentown, Pa., died Dec. 5, 2017. Parsons retired in 2001 as a supervisor-project management & modification services from SSES.Jerry Pepper, of Corydon, Ind., died Nov. 19, 2017. Pepper retired from LG&E in 2008.Robert M. Petrulsky, of Mcadoo, Pa., died Dec. 18, 2017. Petrulsky retired in 1994 as a construction foreman-line from the former PP&L.Thomas Phelps, of Louisville, Ky., died Feb. 8, 2018. Phelps retired from LG&E in 1992.Carl Podwoski, of Brooklyn, N.Y., died Dec. 16, 2017. Podwoski retired in 2001 from LG&E and KU as manager, business development.Sidney F. Richard, of Center Valley, Pa., died Oct. 17, 2017. Richard retired in 1992 as a transition coordinator from the former PP&L.Thomas Rivera, of Bethlehem, Pa., died Dec. 21, 2017. Rivera retired in 1994 as a lineman 1/C from the former PP&L.Thomas S. Robinson, of Honesdale, Pa., died Jan. 30, 2018. Robinson retired in 1994 as a foreman-overhead/underground labor crew from the former PP&L.William A. Ruwedel, of Bethlehem, Pa., died Jan. 18, 2018. Ruwedel retired in 1983 as a clerk-level III from the former PP&L.Joe Sanders, of Burgin, Ky., died Nov. 22, 2017. Sanders retired in 1996 from KU.

Raymond A. Sannie, of Allentown, Pa., died Jan. 9, 2018. Sannie retired in 1993 as a supervisor-accounting & scheduling operator from the former PP&L.Emmett Sauter, of Louisville, Ky., died Nov. 27, 2017. Sauter retired from LG&E in 1988.Edwin R. Seace, of Lititz, Pa., died Dec. 19, 2017. Seace retired in 1983 as an assistant chief local system operator from the former PP&L.Richard Seiple, of Hunlock Creek, Pa., died Dec. 11, 2017. Seiple retired in 1993 as a station mechanic from the former PP&L.John Spratt, of Louisville, Ky., died Nov. 19, 2017. Spratt retired from LG&E in 1989.Strother Stark, of Carrollton, Ky., died Dec. 22, 2017. Stark retired in 1995 from KU.Richard Sullivan, of Lebanon, Ky., died Feb. 1, 2018. Sullivan retired from LG&E in 1991.George Thompson, of Crestwood, Ky., died Dec. 5, 2017. Thompson retired in 1999 from LG&E.Gerald Thompson, of Louisville, Ky., died Dec. 12, 2017. Thompson retired from LG&E in 2000.Donald L. Walker, of Chesterfield, Va., died Dec. 27, 2017. Walker retired in 1989 as a procurement specialist from the former PP&L.Samuel C. Washington, of Northampton, Pa., died Oct. 24, 2017. Washington retired in 2015 as an operator-office services from PPL Services.Leroy R. Wilson, of Bethlehem, Pa., died Nov. 16, 2017. Wilson retired in 1990 as a coordinating engineering-NQA from the former PP&L.Reginald A. Wright, of Bloomsburg, Pa., died Nov. 26, 2017. Wright retired in 2002 as a line maintenance inspector from the former PP&L.Nicholas J. Yackanicz, of Whitehall, Pa., died Nov. 7, 2017. Yackanicz retired in 1993 as a senior accountant from the former PP&L.Michael S. Zakis, of New Bloomfield, Pa., died Sept. 17, 2017. Zakis retired in 1994 as a material handler from the former PP&L.John C. Zima, of Kutztown, Pa., died Nov. 7, 2017. Zima retired in 1994 as a relay technician leader from the former PP&L.

Presorted StandardU.S. Postage

PAIDLehigh Valley, PAPermit No. 104

Statements contained in this issue of Dimensions are “forward-looking statements” within the meaning of the federal securities laws. Although PPL Corporation believes that the expectations and assumptions reflected in these forward-looking statements are reasonable, these statements involve a number of risks and uncertainties, and actual results may differ materially from the results discussed in the statements.

Any such forward-looking statements should be considered in light of such important factors and in conjunction with PPL Corporation’s Form 10-K and other reports on file with the Securities and Exchange Commission.

LOUISVILLE GAS AND ELECTRIC AND KENTUCKY UTILITIES

LG&E and KU to convert to dry storage

Louisville Gas and Electric and Kentucky Utilities are on track to fully convert next year to dry storage for coal combustion residuals — eliminating the use of ash ponds and other storage impoundments at their four coal-fired power plants.

LG&E and KU’s E.W. Brown, Ghent and Mill Creek power plants already operate using dry storage, and a new dry storage facility is under construction at Trimble County power plant. LG&E and KU are also at various stages of closing their coal combustion residual ponds throughout Kentucky with approximately one-fourth already closed and half under contract for closure.

Once processed, the dry materials will be stored on site at the power plants or beneficially reused for materials such as concrete, wallboard or fertilizer.

PPL ELECTRIC UTILITIES

Magazine recognizes PPL Electric Utilities among top training companies

PPL Electric Utilities has been recognized again for its training programs by Training Magazine, which analyzes and ranks corporate training and development programs in the United States.

It’s the fourth consecutive year that PPL has been included on the Training Top 125. Companies on the list are chosen based on their total training budget, number of training hours per employee,

goals, evaluation and measurement, and workplace surveys. This year, PPL Electric Utilities ranked 103 out of 125 companies, a 15-point improvement over last year.

WESTERN POWER DISTRIBUTION

Record number of guests flock to WPD’s annual stakeholder engagement

WPD’s annual stakeholder engagement roadshow saw more than 350 guests attend – the largest number in the event’s history. The annual roadshow is made up of six workshops that take place throughout the WPD region.

See page 12 for more on WPD’s stakeholder engagement.

KEVIN AMERMAN

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