Title of each class | Trading Symbol(s) | Name of each exchange on which registered | ||||||
N/A | N/A | N/A |
Table of Contents | |||||
GLOSSARY OF COMMON ACRONYMS.......................................................................................................................................................................................................
|
|||||
FORWARD-LOOKING INFORMATION.........................................................................................................................................................................................................
|
|||||
GENERAL INFORMATION............................................................................................................................................................................................................................
|
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PART I
|
|||||
ITEM 1. BUSINESS...................................................................................................................................................................................................................................... | |||||
The Corporation.................................................................................................................................................................................................................................
|
|||||
Service Area.......................................................................................................................................................................................................................................
|
|||||
COVID-19 Pandemic...................................................................................................................................................................................................................... | |||||
Customers..........................................................................................................................................................................................................................................
|
|||||
Rates..................................................................................................................................................................................................................................................
|
|||||
Power Supply and Load Management Resources............................................................................................................................................................................. | |||||
Fuel Supply.........................................................................................................................................................................................................................................
|
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Transmission......................................................................................................................................................................................................................................
|
|||||
Weather and Seasonality....................................................................................................................................................................................................................
|
|||||
Competition........................................................................................................................................................................................................................................
|
|||||
Research and Development...............................................................................................................................................................................................................
|
|||||
Flood Control Activities.......................................................................................................................................................................................................................
|
|||||
Environmental Stewardship Activities.................................................................................................................................................................................................
|
|||||
Economic Development Activities......................................................................................................................................................................................................
|
|||||
Regulation..........................................................................................................................................................................................................................................
|
|||||
Taxation and Tax Equivalents.............................................................................................................................................................................................................
|
|||||
Environmental Matters.......................................................................................................................................................................................................................
|
|||||
Human Capital Management.............................................................................................................................................................................................................. | |||||
ITEM 1A. RISK FACTORS............................................................................................................................................................................................................................
|
|||||
ITEM 1B. UNRESOLVED STAFF COMMENTS............................................................................................................................................................................................
|
|||||
ITEM 2. PROPERTIES..................................................................................................................................................................................................................................
|
|||||
Generating Properties........................................................................................................................................................................................................................
|
|||||
Transmission Properties.....................................................................................................................................................................................................................
|
|||||
Natural Resource Stewardship Properties.........................................................................................................................................................................................
|
|||||
Buildings.............................................................................................................................................................................................................................................
|
|||||
Disposal of Property...........................................................................................................................................................................................................................
|
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ITEM 3. LEGAL PROCEEDINGS..................................................................................................................................................................................................................
|
|||||
ITEM 4. MINE SAFETY DISCLOSURES......................................................................................................................................................................................................
|
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PART II
|
|||||
ITEM 5. MARKET FOR REGISTRANT'S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES............ | |||||
ITEM 7. MANAGEMENT'S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS................................................................... | |||||
Business and Mission......................................................................................................................................................................................................................... | |||||
Executive Overview............................................................................................................................................................................................................................
|
|||||
Results of Operations......................................................................................................................................................................................................................... | |||||
Liquidity and Capital Resources......................................................................................................................................................................................................... | |||||
Off-Balance Sheet Arrangements....................................................................................................................................................................................................... | |||||
Key Initiatives and Challenges........................................................................................................................................................................................................... | |||||
Critical Accounting Estimates.........................................................................................................................................................................................
|
|||||
New Accounting Standards and Interpretations.................................................................................................................................................................................
|
|||||
Legislative and Regulatory Matters....................................................................................................................................................................................................
|
|||||
Environmental Matters....................................................................................................................................................................................................................... | |||||
Legal Proceedings.............................................................................................................................................................................................................................. | |||||
Risk Management Activities...............................................................................................................................................................................................................
|
|||||
ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK...........................................................................................................................
|
|||||
ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA..........................................................................................................................................................
|
|||||
Consolidated Statements of Operations.............................................................................................................................................................................................
|
|||||
Consolidated Statements of Comprehensive Income (Loss).............................................................................................................................................................
|
|||||
Consolidated Statements of Cash Flows...........................................................................................................................................................................................
|
|||||
Consolidated Statements of Changes in Proprietary Capital.............................................................................................................................................................
|
|||||
Notes to Consolidated Financial Statements..................................................................................................................................................................................... | |||||
Report of Independent Registered Public Accounting Firm...............................................................................................................................................................
|
|||||
ITEM 9. CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL DISCLOSURE...............................................................
|
ITEM 9A. CONTROLS AND PROCEDURES...............................................................................................................................................................................................
|
|||||
Disclosure Controls and Procedures..................................................................................................................................................................................................
|
|||||
Internal Control over Financial Reporting...........................................................................................................................................................................................
|
|||||
Report of Independent Registered Public Accounting Firm................................................................................................................................................................
|
|||||
ITEM 9B. OTHER INFORMATION................................................................................................................................................................................................................
|
|||||
PART III
|
|||||
ITEM 10. DIRECTORS, EXECUTIVE OFFICERS, AND CORPORATE GOVERNANCE.............................................................................................................................
|
|||||
Directors.............................................................................................................................................................................................................................................. | |||||
Executive Officers............................................................................................................................................................................................................................... | |||||
Disclosure and Financial Code of Ethics............................................................................................................................................................................................ | |||||
Committees of the TVA Board............................................................................................................................................................................................................ | |||||
ITEM 11. EXECUTIVE COMPENSATION.....................................................................................................................................................................................................
|
|||||
Compensation Discussion and Analysis............................................................................................................................................................................................. | |||||
CEO Pay Ratio Disclosure................................................................................................................................................................................................................. | |||||
Executive Compensation Tables and Narrative Disclosures.............................................................................................................................................................. | |||||
Retirement and Pension Plans........................................................................................................................................................................................................... | |||||
Nonqualified Deferred Compensation................................................................................................................................................................................................ | |||||
Potential Payments on Account of Resignation, Retirement, Termination without Cause, Termination with Cause, Death, or Disability........................................... | |||||
Other Agreements.............................................................................................................................................................................................................................. | |||||
Director Compensation....................................................................................................................................................................................................................... | |||||
Compensation Committee Interlocks and Insider Participation.......................................................................................................................................................... | |||||
Compensation Committee Report...................................................................................................................................................................................................... | |||||
ITEM 12. SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND RELATED STOCKHOLDER MATTERS......................................
|
|||||
ITEM 13. CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR INDEPENDENCE.........................................................................................
|
|||||
Director Independence....................................................................................................................................................................................................................... | |||||
Related Party Transactions................................................................................................................................................................................................................ | |||||
ITEM 14. PRINCIPAL ACCOUNTANT FEES AND SERVICES......................................................................................................................................................................
|
|||||
PART IV
|
|||||
ITEM 15. EXHIBITS, FINANCIAL STATEMENT SCHEDULES.....................................................................................................................................................................
|
|||||
ITEM 16. FORM 10-K SUMMARY................................................................................................................................................................................................................. | |||||
SIGNATURES................................................................................................................................................................................................................................................
|
MD&A | Management's Discussion and Analysis of Financial Condition and Results of Operations | |||||||
MLGW | Memphis Light, Gas and Water Division | |||||||
mmBtu | Million British thermal unit(s) | |||||||
MtM | Mark-to-market | |||||||
MW | Megawatts | |||||||
NAAQS | National Ambient Air Quality Standards | |||||||
NAV | Net asset value | |||||||
NDT | Nuclear Decommissioning Trust | |||||||
NEIL | Nuclear Electric Insurance Limited | |||||||
NEPA | National Environmental Policy Act | |||||||
NERC | North American Electric Reliability Corporation | |||||||
NES | Nashville Electric Service | |||||||
NOx
|
Nitrogen oxides | |||||||
NPDES | National Pollutant Discharge Elimination System | |||||||
NRC | Nuclear Regulatory Commission | |||||||
NSR | New Source Review | |||||||
Nuclear Development | Nuclear Development, LLC | |||||||
NWP | Nationwide Permit | |||||||
NYSE | New York Stock Exchange | |||||||
OCI | Other comprehensive income (loss) | |||||||
OMB | Office of Management and Budget | |||||||
PARRS | Putable Automatic Rate Reset Securities | |||||||
PM | Particulate matter | |||||||
QTE | Qualified technological equipment and software | |||||||
RCRA | Resource Conservation and Recovery Act | |||||||
RECs | Renewable Energy Certificates | |||||||
REIT | Real Estate Investment Trust | |||||||
RSO | Renewable Standard Offer | |||||||
SCCG | Southaven Combined Cycle Generation LLC | |||||||
SCRs | Selective catalytic reduction systems | |||||||
SEC | Securities and Exchange Commission | |||||||
SELC | Southern Environmental Law Center | |||||||
SERP | Supplemental Executive Retirement Plan | |||||||
SHLLC | Southaven Holdco LLC | |||||||
SIPs | State implementation plans | |||||||
SMR | Small modular reactor(s) | |||||||
SO2
|
Sulfur dioxide | |||||||
SPC | Summer Place Complex | |||||||
SOA | Society of Actuaries | |||||||
SSSL | Seven States Southaven, LLC | |||||||
TDEC | Tennessee Department of Environment & Conservation | |||||||
TIPS | Treasury Inflation-Protected Securities | |||||||
TVA Act | The Tennessee Valley Authority Act of 1933, as amended | |||||||
TVA Board | TVA Board of Directors | |||||||
TVARS | Tennessee Valley Authority Retirement System | |||||||
U.S. Treasury | United States Department of the Treasury | |||||||
USACE | U.S. Army Corps of Engineers | |||||||
VIE | Variable interest entity | |||||||
XBRL | eXtensible Business Reporting Language |
TVA Nuclear Power
At September 30, 2021
|
||||||||||||||||||||
Nuclear Unit
|
Summer Net Capability (MW) |
Net Capacity
Factor for
2021 (%)
|
Date of Expiration
of Operating License |
|||||||||||||||||
Browns Ferry Unit 1(1)
|
1,227 | 87.7 | 2033 | |||||||||||||||||
Browns Ferry Unit 2(1)
|
1,208 | 83.3 | 2034 | |||||||||||||||||
Browns Ferry Unit 3(1)
|
1,227 | 99.3 | 2036 | |||||||||||||||||
Sequoyah Unit 1 | 1,152 | 85.9 | 2040 | |||||||||||||||||
Sequoyah Unit 2 | 1,140 | 97.2 | 2041 | |||||||||||||||||
Watts Bar Unit 1 | 1,157 | 95.4 | 2035 | |||||||||||||||||
Watts Bar Unit 2 | 1,164 | 74.8 | 2055 |
Power Purchase Agreements
At September 30, 2021
|
||||||||||||||||||||||||||
Type of Facility | Location | Number of Contracts |
Summer Net Capability
(MW) |
Contract Termination Date | ||||||||||||||||||||||
Renewable PPAs | ||||||||||||||||||||||||||
Operating | ||||||||||||||||||||||||||
Solar | Tennessee | 2 | 58 | 2032 - 2039 | ||||||||||||||||||||||
Solar(1)
|
Alabama | 2 | 302 | 2037 - 2041 | ||||||||||||||||||||||
Total Operating Solar | 4 | 360 | ||||||||||||||||||||||||
Wind | Tennessee | 1 | 27 | 2025 | ||||||||||||||||||||||
Wind | Iowa | 2 | 299 | 2030 - 2031 | ||||||||||||||||||||||
Wind | Kansas | 2 | 366 | 2032 - 2033 | ||||||||||||||||||||||
Wind | Illinois | 3 | 550 | 2032 - 2033 | ||||||||||||||||||||||
Total Operating Wind | 8 | 1,242 | ||||||||||||||||||||||||
Hydroelectric | Tennessee and Kentucky | 1 | 402 | Upon three years' notice | ||||||||||||||||||||||
Landfill Gas | Tennessee | 1 | 5 | 2031 | ||||||||||||||||||||||
Subtotal Operating | 14 | 2,009 | ||||||||||||||||||||||||
Contract Renewable Resources(2)
|
326 | |||||||||||||||||||||||||
Total Operating | 2,335 | |||||||||||||||||||||||||
Contracted | ||||||||||||||||||||||||||
Solar(3)
|
Tennessee | 11 | 1,186 | 2038 - 2045 | ||||||||||||||||||||||
Solar(4)
|
Kentucky | 2 | 242 | 2038 - 2043 | ||||||||||||||||||||||
Solar(4)
|
Mississippi | 3 | 550 | 2043 | ||||||||||||||||||||||
Total Contracted | 16 | 1,978 | ||||||||||||||||||||||||
Total Renewable PPAs | 30 | 4,313 | ||||||||||||||||||||||||
Nonrenewable PPAs | ||||||||||||||||||||||||||
Operating | ||||||||||||||||||||||||||
Diesel | Tennessee | 4 | 59 | 2023 - 2032 | ||||||||||||||||||||||
Diesel | Alabama | 1 | 10 | 2035 | ||||||||||||||||||||||
Diesel | Mississippi | 2 | 46 | 2023 - 2028 | ||||||||||||||||||||||
Total Operating Diesel | 7 | 115 | ||||||||||||||||||||||||
Natural Gas | Alabama | 4 | 2,573 | 2022 - 2033 | ||||||||||||||||||||||
Lignite | Mississippi | 1 | 440 | 2032 | ||||||||||||||||||||||
Total Operating | 12 | 3,128 | ||||||||||||||||||||||||
Contracted | ||||||||||||||||||||||||||
Battery Storage(5)
|
Tennessee | 1 | 66 | 2045 | ||||||||||||||||||||||
Battery Storage(4)
|
Kentucky | 1 | 30 | 2043 | ||||||||||||||||||||||
Battery Storage(4)
|
Mississippi | 3 | 150 | 2043 | ||||||||||||||||||||||
Total Contracted | 5 | 246 | ||||||||||||||||||||||||
Total Nonrenewable PPAs | 17 | 3,374 | ||||||||||||||||||||||||
Emissions and Intensity Rates (1)
|
2020 | 2019 | |||||||||||||||||||||
Nitrogen Oxide (NOx)(2)
|
|||||||||||||||||||||||
Total NOx Emissions (MT)
|
12,577 | 19,430 | |||||||||||||||||||||
Total NOx Emissions Intensity (MT/Net MWh)
|
0.000094 | 0.000140 | |||||||||||||||||||||
Sulfur Dioxide (SO2)(2)
|
|||||||||||||||||||||||
Total SO2 Emissions (MT)
|
17,082 | 26,972 | |||||||||||||||||||||
Total SO2 Emissions Intensity (MT/Net MWh)
|
0.000127 | 0.000194 | |||||||||||||||||||||
Mercury (Hg) | |||||||||||||||||||||||
Total Hg Emissions (kg) | 17.5 | 50.1 | |||||||||||||||||||||
Total Hg Emissions Intensity (kg/Net MWh) | 0.0000001 | 0.0000004 | |||||||||||||||||||||
Estimated Potential Environmental Expenditures(1)(2)
For the years ended September 30, 2021
(in millions)
|
|||||||||||||||||||||||
2022 | 2023 |
Thereafter(3)(4)
|
Total | ||||||||||||||||||||
Coal Combustion Residual Program(5)
|
$ | 232 | $ | 189 | $ | 368 | $ | 789 | |||||||||||||||
Clean Air Act control projects(6)
|
31 | 38 | 90 | 159 | |||||||||||||||||||
Clean Water Act requirements(7)
|
77 | 64 | 7 | 148 |
•medical, vision, dental, life, accident, and disability insurance
|
•paid time-off
•leave donation
|
•health savings accounts
•flexible spending accounts
|
||||||
•tuition reimbursement
|
•401(k) retirement
|
•dependent scholarships
|
||||||
•flexible work schedules
|
•wellness incentives
|
•employee assistance programs
|
•individual learning-ability
|
•team learning
|
•mentoring
|
||||||
•career pathing, including rotational development
|
•professional, technical, and leadership career pathways
|
•over 5,000 on-line learning courses
|
•Forbes America's Best Large Employers 2021 - #2 in Utilities industry
•Forbes Best Employers by State 2021 - Top 5 in Tennessee for third consecutive year
•2021 Diversity Impact AwardsTM Top 10 Diversity Action Award
|
•Ranked in Top 100 - 2021 America's Most Loved Workplaces® (Newsweek in partnership with Best Practice Institute)
•2021 Military Friendly® Employer Top 10
•Best in Class 401(k) Plan
•One of the largest U.S. Contributor to Helmets to Hardhats Program
|
Goal | Actual | |||||||||||||||||||||||||
Performance Measure | 2022 | 2021 | 2020 | |||||||||||||||||||||||
People of color representation in leadership (%) (1)
|
10.0 | % | 9.6 | % | 9.0 | % | ||||||||||||||||||||
Female representation in leadership (%) (1)
|
20.0 | % | 18.0 | % | 18.0 | % | ||||||||||||||||||||
Diverse external hires (%) (2)
|
33.0 | % | 39.4 | % | 34.8 | % | ||||||||||||||||||||
Regrettable losses (%) (3)
|
N/A | 1.6 | % | 1.0 | % | |||||||||||||||||||||
Voluntary attrition (%) (3)
|
1.5 | % | 1.5 | % | 1.9 | % | ||||||||||||||||||||
Engagement (100 point scale) (4)
|
82 | 82 | 80 | |||||||||||||||||||||||
Inclusion (100 point scale) (5)
|
76 | 74 | 72 | |||||||||||||||||||||||
Recordable injuries (#) (6)
|
0 | 29 | 39 |
Employee Demographics | 2021 | 2020 | ||||||||||||
Number of employees on September 30 | 10,192 | 9,989 | ||||||||||||
Represented by collective bargaining unit | 60% Represented, or approximately 6,000 employees | 60% Represented, or approximately 6,000 employees | ||||||||||||
Trades and labor employees | 3,261 | 3,287 | ||||||||||||
Average tenure (years) | 13 | 13 | ||||||||||||
Average age | 44.1 | 45.2 | ||||||||||||
All Employees | Leadership | New Hires | |||||||||||||||||||||||||||||||||||||||
2021 | 2020 | 2021 | 2020 | 2021 | 2020 | ||||||||||||||||||||||||||||||||||||
Female | 2,076 | 2,006 | 270 | 254 | 211 | 156 | |||||||||||||||||||||||||||||||||||
People of Color | 1,146 | 1,098 | 143 | 133 | 122 | 83 | |||||||||||||||||||||||||||||||||||
Military, Veteran | 1,822 | 1,804 | 318 | 322 | 107 | 78 |
SUMMER NET CAPABILITY(1)
At September 30, 2021
|
|||||||||||||||||||||||||||||
Source of Capability
|
Location
|
Number
of Units |
Summer Net Capability (MW) | Date First Unit Placed in Service (CY) | Date Last Unit Placed in Service (CY) | ||||||||||||||||||||||||
TVA-Operated Generating Facilities | |||||||||||||||||||||||||||||
Nuclear | |||||||||||||||||||||||||||||
Browns Ferry | Alabama | 3 | 3,662 | 1974 | 1977 | ||||||||||||||||||||||||
Sequoyah | Tennessee | 2 | 2,292 | 1981 | 1982 | ||||||||||||||||||||||||
Watts Bar | Tennessee | 2 | 2,321 | 1996 | 2016 | ||||||||||||||||||||||||
Total Nuclear
|
7 | 8,275 | |||||||||||||||||||||||||||
Coal-Fired | |||||||||||||||||||||||||||||
Bull Run | Tennessee | 1 | 765 | 1967 | 1967 | ||||||||||||||||||||||||
Cumberland | Tennessee | 2 | 2,470 | 1973 | 1973 | ||||||||||||||||||||||||
Gallatin | Tennessee | 4 | 976 | 1956 | 1959 | ||||||||||||||||||||||||
Kingston | Tennessee | 9 | 1,298 | 1954 | 1955 | ||||||||||||||||||||||||
Shawnee | Kentucky | 9 | 1,071 | 1953 | 1955 | ||||||||||||||||||||||||
Total Coal-Fired | 25 | 6,580 | |||||||||||||||||||||||||||
Natural Gas and/or Oil-Fired(2)(3)
|
|||||||||||||||||||||||||||||
Simple-Cycle Combustion Turbine | |||||||||||||||||||||||||||||
Allen | Tennessee | 20 | 456 | 1971 | 1972 | ||||||||||||||||||||||||
Brownsville | Tennessee | 4 | 456 | 1999 | 1999 | ||||||||||||||||||||||||
Colbert | Alabama | 8 | 392 | 1972 | 1972 | ||||||||||||||||||||||||
Gallatin | Tennessee | 8 | 612 | 1975 | 2000 | ||||||||||||||||||||||||
Gleason | Tennessee | 3 | 485 | 2000 | 2000 | ||||||||||||||||||||||||
Johnsonville | Tennessee | 19 | 1,088 | 1975 | 2000 | ||||||||||||||||||||||||
Kemper | Mississippi | 4 | 312 | 2002 | 2002 | ||||||||||||||||||||||||
Lagoon Creek | Tennessee | 12 | 932 | 2001 | 2002 | ||||||||||||||||||||||||
Marshall County | Kentucky | 8 | 592 | 2002 | 2002 | ||||||||||||||||||||||||
Subtotal Simple-Cycle Combustion Turbine | 86 | 5,325 | |||||||||||||||||||||||||||
Combined-Cycle Combustion Turbine | |||||||||||||||||||||||||||||
Ackerman(4)
|
Mississippi | 1 | 713 | 2007 | 2007 | ||||||||||||||||||||||||
Allen(5)
|
Tennessee | 1 | 1,106 | 2018 | 2018 | ||||||||||||||||||||||||
Caledonia(6)
|
Mississippi | 3 | 765 | 2003 | 2003 | ||||||||||||||||||||||||
John Sevier(7)
|
Tennessee | 1 | 871 | 2012 | 2012 | ||||||||||||||||||||||||
Lagoon Creek(8)
|
Tennessee | 1 | 525 | 2010 | 2010 | ||||||||||||||||||||||||
Magnolia | Mississippi | 3 | 918 | 2003 | 2003 | ||||||||||||||||||||||||
Paradise(9)
|
Kentucky | 1 | 1,100 | 2017 | 2017 | ||||||||||||||||||||||||
Southaven | Mississippi | 3 | 780 | 2003 | 2003 | ||||||||||||||||||||||||
Subtotal Combined-Cycle Combustion Turbine | 14 | 6,778 | |||||||||||||||||||||||||||
Co-Generation | |||||||||||||||||||||||||||||
Johnsonville | Tennessee | 1 | 80 | 1975 | 2000 | ||||||||||||||||||||||||
Total Natural Gas and/or Oil-Fired | 101 | 12,183 | |||||||||||||||||||||||||||
Hydroelectric | |||||||||||||||||||||||||||||
Conventional Plants | Alabama | 36 | 1,176 | 1925 | 1962 | ||||||||||||||||||||||||
Georgia | 2 | 35 | 1931 | 1956 | |||||||||||||||||||||||||
Kentucky | 5 | 223 | 1944 | 1948 | |||||||||||||||||||||||||
North Carolina | 6 | 492 | 1940 | 1956 | |||||||||||||||||||||||||
Tennessee(10)
|
60 | 1,824 | 1912 | 1972 | |||||||||||||||||||||||||
Pumped-Storage(11)
|
Tennessee | 4 | 1,635 | 1978 | 1979 | ||||||||||||||||||||||||
Total Hydroelectric | 113 | 5,385 | |||||||||||||||||||||||||||
Diesel Generator | |||||||||||||||||||||||||||||
Meridian | Mississippi | 5 | 9 | 1998 | 1998 | ||||||||||||||||||||||||
TVA Non-hydro Renewable Resources(12)
|
1 | ||||||||||||||||||||||||||||
Total TVA-Operated Generating Facilities | 32,433 | ||||||||||||||||||||||||||||
Contract Renewable Resources(13)
|
326 | ||||||||||||||||||||||||||||
Power Purchase and Other Agreements - Renewable(14)
|
2,009 | ||||||||||||||||||||||||||||
Power Purchase and Other Agreements - Nonrenewable(14)
|
3,128 | ||||||||||||||||||||||||||||
Total Summer Net Capability | 37,896 |
ENERGY | ENVIRONMENT | ECONOMIC DEVELOPMENT |
Enhance our Role as a Community Leader and Trusted Partner | Create a Culture that Lives up to TVA's Values | Nation’s Top Nuclear Fleet by 2025 | Advance Energy Transformation in the Valley through Innovation | Deliver Value to Enhance Prosperity in the Valley | ||||||||||||||||||||||
Champion the Unique Value of the Valley Public Power Model | Accelerate the Impact of Inclusion with Diversity within TVA and the Communities TVA Serves | Evolve TVA's Reliable and Clean Energy Supply into the Energy System of the Future | Establish a Focused Innovation Framework and Mindset | Balance Commitments & Obligations | ||||||||||||||||||||||
Region’s Top Choice for Business and Industry | Lead the Industry in Cost-effective Carbon Reduction | Develop Long-Term Business Model | ||||||||||||||||||||||||
Meet Resource and Environmental Stewardship Commitments | Build the Integrated and Reliable Grid of Tomorrow | Achieve Sustainable Debt Level |
2021 Corporate Measure | Weight | Actual | Threshold | Target | Stretch | ||||||||||||
TVA total spending ($ millions) | 40% | $ | 5,144 | $ | 5,488 | $ | 5,333 | $ | 5,178 | ||||||||
Load not served (system minutes) | 30% | 3.2 | 4.6 | 3.9 | 3.4 | ||||||||||||
Annualized nuclear unit capability factor (%) | 15% | 90.5 | % | 89.5 | % | 90.2 | % | 91.9 | % | ||||||||
Combined cycle equivalent availability factor (%) | 10% | 85.3 | % | 75.9 | % | 80.9 | % | 85.8 | % | ||||||||
Coal equivalent availability factor (%) | 5% | 71.6 | % | 59.0 | % | 64.0 | % | 82.1 | % |
2022 Corporate Measure | Weight | Threshold | Target | Stretch | |||||||||||||
TVA total spending ($ millions) | 40% | Budget | |||||||||||||||
Load not served (system minutes) | 30% | 4.5 | 3.9 | 3.2 | |||||||||||||
Annualized nuclear online reliability loss factor (%) | 15% | 3.73 | % | 2.71 | % | 1.69 | % | ||||||||||
Combined cycle equivalent availability factor (%) | 10% | 77.6 | % | 82.6 | % | 84.9 | % | ||||||||||
Coal equivalent availability factor (%) | 5% | 58.2 | % | 63.2 | % | 69.6 | % |
Sales of Electricity | ||||||||
For the years ended September 30 | ||||||||
(millions of kWh) |
Degree Days | |||||||||||||||||||||||||||||||||||||||||||||||||||||
2021 | Normal | Percent Variation | 2020 | Normal | Percent Variation | 2021 | 2020 | Percent Change | |||||||||||||||||||||||||||||||||||||||||||||
Heating Degree Days | 3,216 | 3,360 | (4.3) | % | 3,056 | 3,369 | (9.3) | % | 3,216 | 3,056 | 5.2 | % | |||||||||||||||||||||||||||||||||||||||||
Cooling Degree Days | 1,611 | 1,686 | (4.4) | % | 1,688 | 1,691 | (0.2) | % | 1,611 | 1,688 | (4.6) | % | |||||||||||||||||||||||||||||||||||||||||
Summary Consolidated Statements of Operations
(in millions)
|
|||||||||||||||||||||||||||||
2021 | 2020 | Change | Percent Change | ||||||||||||||||||||||||||
Operating revenues | $ | 10,503 | $ | 10,249 | $ | 254 | 2.5 | % | |||||||||||||||||||||
Operating expenses | 7,658 | 7,538 | 120 | 1.6 | % | ||||||||||||||||||||||||
Operating income | 2,845 | 2,711 | 134 | 4.9 | % | ||||||||||||||||||||||||
Other income (expense), net | 13 | 36 | (23) | (63.9) | % | ||||||||||||||||||||||||
Other net periodic benefit cost | 258 | 253 | 5 | 2.0 | % | ||||||||||||||||||||||||
Interest expense | 1,088 | 1,142 | (54) | (4.7) | % | ||||||||||||||||||||||||
Net income | $ | 1,512 | $ | 1,352 | $ | 160 | 11.8 | % |
Changes in Revenue Components
For the years ended September 30
(in millions)
|
||||||||||||||||||||||||||||||||
2021 | 2020 | Change | ||||||||||||||||||||||||||||||
Base revenue | ||||||||||||||||||||||||||||||||
Energy revenue | $ | 4,719 | $ | 4,546 | $ | 173 | ||||||||||||||||||||||||||
Demand revenue | 3,478 | 3,426 | 52 | |||||||||||||||||||||||||||||
Grid access charge | 596 | 597 | (1) | |||||||||||||||||||||||||||||
Long-term partnership credits for LPCs | (189) | (163) | (26) | |||||||||||||||||||||||||||||
Pandemic relief credits | (221) | — | (221) | |||||||||||||||||||||||||||||
Other charges and credits(1)
|
(631) | (616) | (15) | |||||||||||||||||||||||||||||
Total base revenue | 7,752 | 7,790 | (38) | |||||||||||||||||||||||||||||
Fuel cost recovery | 2,601 | 2,310 | 291 | |||||||||||||||||||||||||||||
Off-system sales | 4 | 4 | — | |||||||||||||||||||||||||||||
Revenue from sales of electricity | 10,357 | 10,104 | 253 | |||||||||||||||||||||||||||||
Other revenue | 146 | 145 | 1 | |||||||||||||||||||||||||||||
Total operating revenues | $ | 10,503 | $ | 10,249 | $ | 254 |
Operating Expenses
(in millions)
|
|||||||||||||||||||||||||||||||||||
2021 | 2020 | Change | Percent Change | ||||||||||||||||||||||||||||||||
Operating expenses | |||||||||||||||||||||||||||||||||||
Fuel | $ | 1,737 | $ | 1,584 | $ | 153 | 9.7 | % | |||||||||||||||||||||||||||
Purchased power | 984 | 880 | 104 | 11.8 | % | ||||||||||||||||||||||||||||||
Operating and maintenance | 2,890 | 2,720 | 170 | 6.3 | % | ||||||||||||||||||||||||||||||
Depreciation and amortization | 1,533 | 1,826 | (293) | (16.0) | % | ||||||||||||||||||||||||||||||
Tax equivalents | 514 | 528 | (14) | (2.7) | % | ||||||||||||||||||||||||||||||
Total operating expenses | $ | 7,658 | $ | 7,538 | $ | 120 | 1.6 | % |
Fuel Expense for TVA-Owned Facilities(1)
For the years ended September 30
|
|||||||||||||||||||||||||||||||||||
Fuel Expense By Source |
Cost per kWh(4)
|
||||||||||||||||||||||||||||||||||
2021 | 2020 | 2021 | 2020 | ||||||||||||||||||||||||||||||||
Coal(2)
|
$ | 577 | $ | 533 | $ | 2.46 | $ | 2.69 | |||||||||||||||||||||||||||
Natural gas and/or oil-fired(3)
|
841 | 660 | 2.52 | 1.96 | |||||||||||||||||||||||||||||||
Nuclear fuel | 363 | 378 | 0.55 | 0.58 | |||||||||||||||||||||||||||||||
Total fuel | $ | 1,781 | $ | 1,571 | $ | 1.44 | $ | 1.33 |
Total Power Supply by Generating Source
For the years ended September 30
(millions of kWh)
|
||||||||||||||||||||||||||||||||||||||
2021 | 2020 | |||||||||||||||||||||||||||||||||||||
Nuclear | 66,265 | 41 | % | 64,531 | 42 | % | ||||||||||||||||||||||||||||||||
Natural gas and/or oil-fired | 33,290 | 21 | % | 33,479 | 22 | % | ||||||||||||||||||||||||||||||||
Coal-fired | 23,391 | 15 | % | 19,732 | 13 | % | ||||||||||||||||||||||||||||||||
Hydroelectric | 16,354 | 10 | % | 16,644 | 10 | % | ||||||||||||||||||||||||||||||||
Total TVA-operated generation facilities(1)(2)
|
139,300 | 87 | % | 134,386 | 87 | % | ||||||||||||||||||||||||||||||||
Purchased power (natural gas and/or oil-fired)(3)
|
10,836 | 7 | % | 9,343 | 6 | % | ||||||||||||||||||||||||||||||||
Purchased power (other renewables)(4)
|
5,113 | 3 | % | 4,784 | 3 | % | ||||||||||||||||||||||||||||||||
Purchased power (hydroelectric) | 2,156 | 2 | % | 2,899 | 2 | % | ||||||||||||||||||||||||||||||||
Purchased power (coal-fired) | 2,373 | 1 | % | 2,409 | 2 | % | ||||||||||||||||||||||||||||||||
Total purchased power(2)
|
20,478 | 13 | % | 19,435 | 13 | % | ||||||||||||||||||||||||||||||||
Total power supply | 159,778 | 100 | % | 153,821 | 100 | % |
Interest Expense and Rates
For the years ended September 30 |
|||||||||||||||||||||||||||||
2021 | 2020 | Percent Change | |||||||||||||||||||||||||||
Interest expense(1)
|
$ | 1,088 | $ | 1,142 | (4.7) | % | |||||||||||||||||||||||
Average blended debt balance(2)
|
$ | 20,916 | $ | 21,978 | (4.8) | % | |||||||||||||||||||||||
Average blended interest rate(3)
|
5.06 | % | 5.05 | % | 0.2 | % |
Short-Term Borrowing Table | |||||||||||||||||||||||||||||||||||
At September 30, 2021 | For the year ended September 30, 2021 | At September 30, 2020 | For the year ended September 30, 2020 | ||||||||||||||||||||||||||||||||
Gross Amount Outstanding (at End of Period) or Average Gross Amount Outstanding (During Period) | |||||||||||||||||||||||||||||||||||
Discount notes | $ | 780 | $ | 876 | $ | 57 | $ | 812 | |||||||||||||||||||||||||||
Maximum Month-End Gross Amount Outstanding (During Period) | |||||||||||||||||||||||||||||||||||
Discount notes | N/A | $ | 1,598 | N/A | $ | 1,875 | |||||||||||||||||||||||||||||
Weighted Average Interest Rate | |||||||||||||||||||||||||||||||||||
Discount notes | 0.03 | % | 0.03 | % | 0.06 | % | 0.77 | % |
Capital Expenditures
For the years ended September 30
|
|||||||||||||||||||||||
Actual |
Estimated Capital Expenditures(1)
|
||||||||||||||||||||||
2021 | 2022 | 2023 | 2024 | ||||||||||||||||||||
Capacity expansion expenditures | $ | 588 | $ | 1,322 | $ | 1,102 | $ | 845 | |||||||||||||||
Environmental expenditures | 126 | 134 | 75 | 11 | |||||||||||||||||||
Nuclear fuel | 445 | 298 | 284 | 334 | |||||||||||||||||||
Transmission expenditures | 473 | 516 | 458 | 498 | |||||||||||||||||||
Other capital expenditures(2)
|
933 | 919 | 933 | 868 | |||||||||||||||||||
Total capital expenditures | $ | 2,565 |
(3)
|
$ | 3,189 | $ | 2,852 | $ | 2,556 |
Other Commitments and Contingencies
Payments due for the years ending September 30
|
|||||||||||||||||||||||||||||||||||||||||
2022 | 2023 | 2024 | 2025 | 2026 | Thereafter | Total | |||||||||||||||||||||||||||||||||||
Interest payments relating to debt(1)
|
$ | 958 | $ | 936 | $ | 935 | $ | 906 | $ | 852 | $ | 12,250 | $ | 16,837 | |||||||||||||||||||||||||||
Interest payments relating to debt of VIEs | 49 | 47 | 45 | 44 | 42 | 363 | 590 | ||||||||||||||||||||||||||||||||||
Interest payments relating to membership interests of VIEs subject to mandatory redemption | 2 | 1 | 1 | 1 | 1 | 5 | 11 | ||||||||||||||||||||||||||||||||||
Purchase obligations | |||||||||||||||||||||||||||||||||||||||||
Power(2)
|
313 | 224 | 237 | 196 | 177 | 1,222 | 2,369 | ||||||||||||||||||||||||||||||||||
Fuel(3)
|
1,525 | 759 | 506 | 402 | 242 | 1,060 | 4,494 | ||||||||||||||||||||||||||||||||||
Other(4)
|
171 | 90 | 44 | 28 | 52 | 201 | 586 | ||||||||||||||||||||||||||||||||||
Flood response commitment to NRC | 27 | — | — | — | — | — | 27 | ||||||||||||||||||||||||||||||||||
Total | $ | 3,045 | $ | 2,057 | $ | 1,768 | $ | 1,577 | $ | 1,366 | $ | 15,101 | $ | 24,914 |
2021 | 2020 | 2019 | |||||||||||||||
Operating revenues | |||||||||||||||||
Revenue from sales of electricity | $ | 10,357 | $ | 10,104 | $ | 11,159 | |||||||||||
Other revenue | 146 | 145 | 159 | ||||||||||||||
Total operating revenues | 10,503 | 10,249 | 11,318 | ||||||||||||||
Operating expenses | |||||||||||||||||
Fuel | 1,737 | 1,584 | 1,896 | ||||||||||||||
Purchased power | 984 | 880 | 1,007 | ||||||||||||||
Operating and maintenance | 2,890 | 2,720 | 3,090 | ||||||||||||||
Depreciation and amortization | 1,533 | 1,826 | 1,973 | ||||||||||||||
Tax equivalents | 514 | 528 | 541 | ||||||||||||||
Total operating expenses | 7,658 | 7,538 | 8,507 | ||||||||||||||
Operating income | 2,845 | 2,711 | 2,811 | ||||||||||||||
Other income (expense), net | 13 | 36 | 62 | ||||||||||||||
Other net periodic benefit cost | 258 | 253 | 258 | ||||||||||||||
Interest expense | |||||||||||||||||
Interest expense | 1,088 | 1,142 | 1,198 | ||||||||||||||
Net income (loss) | $ | 1,512 | $ | 1,352 | $ | 1,417 | |||||||||||
The accompanying notes are an integral part of these consolidated financial statements. |
ASSETS | ||||||||||||||
2021 | 2020 | |||||||||||||
Current assets | ||||||||||||||
Cash and cash equivalents | $ | 499 | $ | 500 | ||||||||||
Accounts receivable, net | 1,566 | 1,529 | ||||||||||||
Inventories, net | 950 | 1,003 | ||||||||||||
Regulatory assets | 196 | 130 | ||||||||||||
Other current assets | 287 | 84 | ||||||||||||
Total current assets | 3,498 | 3,246 | ||||||||||||
Property, plant, and equipment | ||||||||||||||
Completed plant | 66,411 | 64,970 | ||||||||||||
Less accumulated depreciation | (34,663) | (33,550) | ||||||||||||
Net completed plant | 31,748 | 31,420 | ||||||||||||
Construction in progress | 2,458 | 2,139 | ||||||||||||
Nuclear fuel | 1,566 | 1,504 | ||||||||||||
Finance leases | 692 | 516 | ||||||||||||
Total property, plant, and equipment, net | 36,464 | 35,579 | ||||||||||||
Investment funds | 4,053 | 3,198 | ||||||||||||
Regulatory and other long-term assets | ||||||||||||||
Regulatory assets | 7,956 | 10,245 | ||||||||||||
Operating lease assets, net of amortization | 165 | 232 | ||||||||||||
Other long-term assets | 320 | 325 | ||||||||||||
Total regulatory and other long-term assets | 8,441 | 10,802 | ||||||||||||
Total assets | $ | 52,456 | $ | 52,825 | ||||||||||
The accompanying notes are an integral part of these consolidated financial statements. |
LIABILITIES AND PROPRIETARY CAPITAL | |||||||||||
2021 | 2020 | ||||||||||
Current liabilities | |||||||||||
Accounts payable and accrued liabilities | $ | 2,215 | $ | 1,844 | |||||||
Accrued interest | 282 | 298 | |||||||||
Asset retirement obligations | 266 | 345 | |||||||||
Current portion of leaseback obligations | 25 | 198 | |||||||||
Regulatory liabilities | 340 | 141 | |||||||||
Short-term debt, net | 780 | 57 | |||||||||
Current maturities of power bonds | 1,028 | 1,787 | |||||||||
Current maturities of long-term debt of variable interest entities | 43 | 41 | |||||||||
Total current liabilities | 4,979 | 4,711 | |||||||||
Other liabilities | |||||||||||
Post-retirement and post-employment benefit obligations | 5,045 | 6,617 | |||||||||
Asset retirement obligations | 6,736 | 6,440 | |||||||||
Finance lease liabilities | 687 | 525 | |||||||||
Other long-term liabilities | 2,041 | 2,548 | |||||||||
Leaseback obligations | — | 25 | |||||||||
Regulatory liabilities | 40 | 23 | |||||||||
Total other liabilities | 14,549 | 16,178 | |||||||||
Long-term debt, net | |||||||||||
Long-term power bonds, net | 17,457 | 17,956 | |||||||||
Long-term debt of variable interest entities, net | 1,006 | 1,048 | |||||||||
Total long-term debt, net | 18,463 | 19,004 | |||||||||
Total liabilities | 37,991 | 39,893 | |||||||||
Commitments and contingencies (Note 23)
|
|||||||||||
Proprietary capital | |||||||||||
Power program appropriation investment | 258 | 258 | |||||||||
Power program retained earnings | 13,689 | 12,177 | |||||||||
Total power program proprietary capital | 13,947 | 12,435 | |||||||||
Nonpower programs appropriation investment, net | 540 | 548 | |||||||||
Accumulated other comprehensive income (loss) | (22) | (51) | |||||||||
Total proprietary capital | 14,465 | 12,932 | |||||||||
Total liabilities and proprietary capital | $ | 52,456 | $ | 52,825 | |||||||
The accompanying notes are an integral part of these consolidated financial statements. |
2021 | 2020 | 2019 | |||||||||||||||
Net income (loss) | $ | 1,512 | $ | 1,352 | $ | 1,417 | |||||||||||
Other comprehensive income (loss) | |||||||||||||||||
Net unrealized gain (loss) on cash flow hedges | 126 | (1) | (114) | ||||||||||||||
Net unrealized (gain) loss reclassified to earnings from cash flow hedges | (97) | (38) | 45 | ||||||||||||||
Total other comprehensive income (loss) | 29 | (39) | (69) | ||||||||||||||
Total comprehensive income (loss) | $ | 1,541 | $ | 1,313 | $ | 1,348 | |||||||||||
The accompanying notes are an integral part of these consolidated financial statements. |
2021 | 2020 | 2019 | |||||||||||||||
Cash flows from operating activities | |||||||||||||||||
Net income (loss) | $ | 1,512 | $ | 1,352 | $ | 1,417 | |||||||||||
Adjustments to reconcile net income (loss) to net cash provided by operating activities | |||||||||||||||||
Depreciation and amortization(1)
|
1,555 | 1,848 | 1,993 | ||||||||||||||
Amortization of nuclear fuel cost | 383 | 388 | 379 | ||||||||||||||
Non-cash retirement benefit expense | 333 | 324 | 314 | ||||||||||||||
Prepayment credits applied to revenue | — | — | (10) | ||||||||||||||
Other regulatory amortization and deferrals | (72) | (21) | 261 | ||||||||||||||
Changes in current assets and liabilities | |||||||||||||||||
Accounts receivable, net | (18) | 259 | (40) | ||||||||||||||
Inventories and other current assets, net | 42 | (12) | (87) | ||||||||||||||
Accounts payable and accrued liabilities | 178 | (38) | (155) | ||||||||||||||
Accrued interest | (18) | 1 | (8) | ||||||||||||||
Pension contributions | (306) | (305) | (307) | ||||||||||||||
Settlements of asset retirement obligations | (242) | (114) | (89) | ||||||||||||||
Other, net | (91) | (46) | 52 | ||||||||||||||
Net cash provided by operating activities | 3,256 | 3,636 | 3,720 | ||||||||||||||
Cash flows from investing activities | |||||||||||||||||
Construction expenditures | (1,963) | (1,643) | (1,700) | ||||||||||||||
Nuclear fuel expenditures | (354) | (342) | (474) | ||||||||||||||
Purchases of investments | (50) | (49) | (48) | ||||||||||||||
Loans and other receivables | |||||||||||||||||
Advances | (7) | (8) | (10) | ||||||||||||||
Repayments | 9 | 7 | 11 | ||||||||||||||
Other, net | 27 | 20 | (22) | ||||||||||||||
Net cash used in investing activities | (2,338) | (2,015) | (2,243) | ||||||||||||||
Cash flows from financing activities | |||||||||||||||||
Long-term debt | |||||||||||||||||
Issues of power bonds | 500 | 997 | — | ||||||||||||||
Redemptions and repurchases of power bonds | (1,860) | (1,427) | (1,035) | ||||||||||||||
Payments on debt of variable interest entities | (41) | (39) | (38) | ||||||||||||||
Redemptions of notes payable | — | (23) | (46) | ||||||||||||||
Short-term debt issues (redemptions), net | 723 | (865) | (294) | ||||||||||||||
Payments on leases and leasebacks | (250) | (55) | (43) | ||||||||||||||
Financing costs, net | (2) | (4) | — | ||||||||||||||
Other, net | 9 | (6) | (21) | ||||||||||||||
Net cash (used in) provided by financing activities | (921) | (1,422) | (1,477) | ||||||||||||||
Net change in cash, cash equivalents, and restricted cash | (3) | 199 | — | ||||||||||||||
Cash, cash equivalents, and restricted cash at beginning of year | 521 | 322 | 322 | ||||||||||||||
Cash, cash equivalents, and restricted cash at end of year | $ | 518 | $ | 521 | $ | 322 | |||||||||||
Note
(1) Including amortization of debt issuance costs and premiums/discounts.
|
|||||||||||||||||
The accompanying notes are an integral part of these consolidated financial statements. |
Power Program Appropriation Investment |
Power Program Retained Earnings |
Nonpower Programs Appropriation Investment, Net | Accumulated Other Comprehensive Income (Loss) |
Total |
|||||||||||||||||||||||||
Balance at September 30, 2018 | $ | 258 | $ | 9,404 | $ | 564 | $ | 57 | $ | 10,283 | |||||||||||||||||||
Net income (loss) | — | 1,425 | (8) | — | 1,417 | ||||||||||||||||||||||||
Total other comprehensive income (loss) | — | — | — | (69) | (69) | ||||||||||||||||||||||||
Return on power program appropriation investment | — | (6) | — | — | (6) | ||||||||||||||||||||||||
Balance at September 30, 2019 | $ | 258 | $ | 10,823 | $ | 556 | $ | (12) | $ | 11,625 | |||||||||||||||||||
Net income (loss) | — | 1,360 | (8) | — | 1,352 | ||||||||||||||||||||||||
Total other comprehensive income (loss) | — | — | — | (39) | (39) | ||||||||||||||||||||||||
Return on power program appropriation investment | — | (6) | — | — | (6) | ||||||||||||||||||||||||
Balance at September 30, 2020 | $ | 258 | $ | 12,177 | $ | 548 | $ | (51) | $ | 12,932 | |||||||||||||||||||
Net income (loss) | — | 1,520 | (8) | — | 1,512 | ||||||||||||||||||||||||
Total other comprehensive income (loss) | — | — | — | 29 | 29 | ||||||||||||||||||||||||
Return on power program appropriation investment | — | (4) | — | — | (4) | ||||||||||||||||||||||||
Implementation of new accounting standard(1)
|
— | (4) | — | — | (4) | ||||||||||||||||||||||||
Balance at September 30, 2021 | $ | 258 | $ | 13,689 | $ | 540 | $ | (22) | $ | 14,465 | |||||||||||||||||||
Note
(1) See Note 2 — Impact of New Accounting Standards and Interpretations.
|
|||||||||||||||||||||||||||||
The accompanying notes are an integral part of these consolidated financial statements. |
Note | Page No. | ||||||||||
1 | Summary of Significant Accounting Policies | ||||||||||
2 | Impact of New Accounting Standards and Interpretations | ||||||||||
3 | Accounts Receivable, Net | ||||||||||
4 | Inventories, Net | ||||||||||
5 | Other Current Assets | ||||||||||
6 | Net Completed Plant | ||||||||||
7 | Plant Closures | ||||||||||
8 | Leases | ||||||||||
9 | Other Long-Term Assets | ||||||||||
10 | Regulatory Assets and Liabilities | ||||||||||
11 | Variable Interest Entities | ||||||||||
12 | Other Long-Term Liabilities | ||||||||||
13 | Asset Retirement Obligations | ||||||||||
14 | Debt and Other Obligations | ||||||||||
15 | Accumulated Other Comprehensive Income (Loss) | ||||||||||
16 | Risk Management Activities and Derivative Transactions | ||||||||||
17 | Fair Value Measurements | ||||||||||
18 | Revenue | ||||||||||
19 | Proprietary Capital | ||||||||||
20 | Other Income (Expense), Net | ||||||||||
21 | Supplemental Cash Flow Information | ||||||||||
22 | Benefit Plans | ||||||||||
23 | Commitments and Contingencies | ||||||||||
24 | Related Parties | ||||||||||
Cash, Cash Equivalents, and Restricted Cash
At September 30 |
|||||||||||
2021 | 2020 | ||||||||||
Cash and cash equivalents | $ | 499 | $ | 500 | |||||||
Restricted cash and cash equivalents included in Other long-term assets | 19 | 21 | |||||||||
Total cash, cash equivalents, and restricted cash | $ | 518 | $ | 521 |
2021 | 2020 | 2019 | |||||||||||||||
Asset Class | |||||||||||||||||
Nuclear | 2.38 | 2.38 | 2.38 | ||||||||||||||
Coal-fired(1)
|
1.95 | 3.62 | 4.96 | ||||||||||||||
Hydroelectric | 1.60 | 1.60 | 1.61 | ||||||||||||||
Gas and oil-fired | 2.98 | 3.04 | 3.00 | ||||||||||||||
Transmission | 1.34 | 1.34 | 1.34 | ||||||||||||||
Other | 7.12 | 7.26 | 7.16 |
Accounts Receivable, Net
At September 30
|
|||||||||||
2021 | 2020 | ||||||||||
Power receivables | $ | 1,480 | $ | 1,401 | |||||||
Other receivables | 86 | 128 | |||||||||
Accounts receivable, net(1)
|
$ | 1,566 | $ | 1,529 |
Inventories, Net
At September 30
|
|||||||||||
2021 | 2020 | ||||||||||
Materials and supplies inventory | $ | 775 | $ | 770 | |||||||
Fuel inventory | 198 | 253 | |||||||||
Renewable energy certificates inventory, net | 12 | 15 | |||||||||
Allowance for inventory obsolescence | (35) | (35) | |||||||||
Inventories, net | $ | 950 | $ | 1,003 |
Other Current Assets
At September 30
|
|||||||||||
2021 | 2020 | ||||||||||
Commodity contract derivative assets | $ | 210 | $ | 26 | |||||||
Other | 77 | 58 | |||||||||
Other current assets | $ | 287 | $ | 84 |
Net Completed Plant
At September 30
|
|||||||||||||||||||||||||||||||||||
2021 | 2020 | ||||||||||||||||||||||||||||||||||
Cost | Accumulated Depreciation |
Net |
Cost | Accumulated Depreciation | Net | ||||||||||||||||||||||||||||||
Coal-fired(1)(2)
|
$ | 19,319 | $ | 14,357 | $ | 4,962 | $ | 18,613 | $ | 13,944 | $ | 4,669 | |||||||||||||||||||||||
Gas and oil-fired | 6,076 | 1,824 | 4,252 | 6,010 | 1,696 | 4,314 | |||||||||||||||||||||||||||||
Nuclear | 26,024 | 12,632 | 13,392 | 25,741 | 12,141 | 13,600 | |||||||||||||||||||||||||||||
Transmission | 8,597 | 3,215 | 5,382 | 8,283 | 3,140 | 5,143 | |||||||||||||||||||||||||||||
Hydroelectric | 3,525 | 1,135 | 2,390 | 3,410 | 1,090 | 2,320 | |||||||||||||||||||||||||||||
Other electrical plant | 1,940 | 1,101 | 839 | 1,981 | 1,146 | 835 | |||||||||||||||||||||||||||||
Intangible software | 3 | 2 | 1 | 3 | 2 | 1 | |||||||||||||||||||||||||||||
Multipurpose dams | 900 | 388 | 512 | 900 | 381 | 519 | |||||||||||||||||||||||||||||
Other stewardship | 27 | 9 | 18 | 29 | 10 | 19 | |||||||||||||||||||||||||||||
Total | $ | 66,411 | $ | 34,663 | $ | 31,748 | $ | 64,970 | $ | 33,550 | $ | 31,420 |
Amounts Recognized on TVA's Consolidated Balance Sheets
At September 30 |
||||||||||||||
2021 | 2020 | |||||||||||||
Assets | ||||||||||||||
Operating | Operating lease assets, net of amortization | $ | 165 | $ | 232 | |||||||||
Finance | Finance leases | 692 | 516 | |||||||||||
Total lease assets | $ | 857 | $ | 748 | ||||||||||
Liabilities | ||||||||||||||
Current | ||||||||||||||
Operating | Accounts payable and accrued liabilities | $ | 40 | $ | 63 | |||||||||
Finance | Accounts payable and accrued liabilities | 60 | 41 | |||||||||||
Non-current | ||||||||||||||
Operating | Other long-term liabilities | 122 | 171 | |||||||||||
Finance | Finance lease liabilities | 687 | 525 | |||||||||||
Total lease liabilities | $ | 909 | $ | 800 |
Weighted Averages
At September 30
|
|||||||||||
2021 | 2020 | ||||||||||
Weighted average remaining lease terms | |||||||||||
Operating leases | 5 years | 5 years | |||||||||
Finance leases | 12 years | 12 years | |||||||||
Weighted average discount rate(1)
|
|||||||||||
Operating leases | 1.5% | 1.6% | |||||||||
Finance leases | 17.7% | 21.8% |
Future Minimum Lease Payments
Minimum Payments Due at September 30, 2021
|
|||||
Operating leases | |||||
2022 | $ | 42 | |||
2023 | 40 | ||||
2024 | 37 | ||||
2025 | 34 | ||||
2026 | 10 | ||||
Thereafter | 5 | ||||
Minimum annual payments | 168 | ||||
Less: present value discount | (6) | ||||
Operating present value of net minimum lease payments | $ | 162 | |||
Finance leases | |||||
2022 | $ | 115 | |||
2023 | 112 | ||||
2024 | 107 | ||||
2025 | 106 | ||||
2026 | 105 | ||||
Thereafter | 656 | ||||
Minimum annual payments | 1,201 | ||||
Less: amount representing interest | (454) | ||||
Finance present value of net minimum lease payments | $ | 747 |
Other Long-Term Assets
At September 30
|
|||||||||||
2021 |
2020(1)
|
||||||||||
Loans and other long-term receivables, net | $ | 96 | $ | 100 | |||||||
EnergyRight® receivables, net
|
57 | 69 | |||||||||
Prepaid long-term service agreements | 44 | 42 | |||||||||
Commodity contract derivative assets | 40 | 23 | |||||||||
Other | 83 | 91 | |||||||||
Total other long-term assets | $ | 320 | $ | 325 |
Allowance Components
At September 30, 2021
(in millions)
|
|||||
EnergyRight® loan reserve
|
$ | 1 | |||
Economic development loan collective reserve | 1 | ||||
Economic development loan specific loan reserve | 2 | ||||
Total allowance for loan losses | $ | 4 |
Regulatory Assets and Liabilities
At September 30
|
|||||||||||
2021 | 2020 | ||||||||||
Current regulatory assets | |||||||||||
Unrealized losses on interest rate derivatives | $ | 114 | $ | 114 | |||||||
Unrealized losses on commodity derivatives | 3 | 4 | |||||||||
Fuel cost adjustment receivable | 79 | 12 | |||||||||
Total current regulatory assets | 196 | 130 | |||||||||
Non-current regulatory assets | |||||||||||
Deferred pension costs and other post-retirement benefits costs | 3,668 | 5,193 | |||||||||
Non-nuclear decommissioning costs | 2,653 | 2,512 | |||||||||
Unrealized losses on interest rate derivatives | 1,122 | 1,506 | |||||||||
Nuclear decommissioning costs | 363 | 896 | |||||||||
Other non-current regulatory assets | 150 | 138 | |||||||||
Total non-current regulatory assets | 7,956 | 10,245 | |||||||||
Total regulatory assets | $ | 8,152 | $ | 10,375 | |||||||
Current regulatory liabilities | |||||||||||
Fuel cost adjustment tax equivalents | $ | 130 | $ | 115 | |||||||
Unrealized gains on commodity derivatives | 210 | 26 | |||||||||
Total current regulatory liabilities | 340 | 141 | |||||||||
Non-current regulatory liabilities | |||||||||||
Unrealized gains on commodity derivatives | 40 | 23 | |||||||||
Total non-current regulatory liabilities | 40 | 23 | |||||||||
Total regulatory liabilities | $ | 380 | $ | 164 |
Summary of Impact of VIEs on Consolidated Balance Sheets
At September 30
|
|||||||||||
2021 | 2020 | ||||||||||
Current liabilities | |||||||||||
Accrued interest | $ | 10 | $ | 10 | |||||||
Accounts payable and accrued liabilities | 3 | 3 | |||||||||
Current maturities of long-term debt of variable interest entities | 43 | 41 | |||||||||
Total current liabilities
|
56 | 54 | |||||||||
Other liabilities | |||||||||||
Other long-term liabilities | 20 | 23 | |||||||||
Long-term debt, net | |||||||||||
Long-term debt of variable interest entities, net | 1,006 | 1,048 | |||||||||
Total liabilities | $ | 1,082 | $ | 1,125 |
Maturities Due in the Year Ending September 30 | ||||||||||||||||||||||||||||||||||||||
2022 | 2023 | 2024 | 2025 | 2026 | Thereafter | |||||||||||||||||||||||||||||||||
Long-term debt of VIEs including current maturities(1)
|
$ | 43 | $ | 40 | $ | 36 | $ | 37 | $ | 39 | $ | 861 | ||||||||||||||||||||||||||
Membership interests of variable interest entity subject to mandatory redemption | 3 | 2 | 1 | 1 | 1 | 15 | ||||||||||||||||||||||||||||||||
Other Long-Term Liabilities
At September 30
|
|||||||||||
2021 |
2020(1)
|
||||||||||
Interest rate swap liabilities | $ | 1,524 | $ | 1,927 | |||||||
Operating lease liabilities | 122 | 171 | |||||||||
Currency swap liabilities | 76 | 123 | |||||||||
EnergyRight® financing obligation | 66 | 78 | |||||||||
Long-term deferred compensation | 42 | 38 | |||||||||
Long-term deferred revenue | 42 | 38 | |||||||||
Accrued long-term service agreements | 29 | 56 | |||||||||
Other | 140 | 117 | |||||||||
Total other long-term liabilities | $ | 2,041 | $ | 2,548 |
Asset Retirement Obligation Activity | ||||||||||||||||||||
Nuclear | Non-Nuclear | Total | ||||||||||||||||||
Balance at September 30, 2019 | $ | 3,136 | $ | 2,480 | $ | 5,616 | ||||||||||||||
Settlements | (1) | (113) | (114) | |||||||||||||||||
Revisions in estimate | — | 1,077 | 1,077 | |||||||||||||||||
Accretion (recorded as regulatory asset) | 143 | 63 | 206 | |||||||||||||||||
Balance at September 30, 2020 | 3,278 | 3,507 | 6,785 |
(1)
|
||||||||||||||||
Settlements | (11) | (231) | (242) | |||||||||||||||||
Revisions in estimate | 12 | 191 | 203 | |||||||||||||||||
Additional obligations | — | 43 | 43 | |||||||||||||||||
Accretion (recorded as regulatory asset) | 149 | 64 | 213 | |||||||||||||||||
Balance at September 30, 2021 | $ | 3,428 | $ | 3,574 | $ | 7,002 |
(1)
|
Short-term Borrowings
At September 30
|
|||||||||||||||||
2021 | 2020 | 2019 | |||||||||||||||
Gross amount outstanding - discount notes | $ | 780 | $ | 57 | $ | 922 | |||||||||||
Weighted average interest rate - discount notes | 0.03 | % | 0.06 | % | 2.15 | % |
Debt Securities Activity
For the years ended September 30
|
||||||||||||||
2021 | 2020 | |||||||||||||
Issues | ||||||||||||||
2020 Series A(1)
|
$ | — | $ | 1,000 | ||||||||||
2021 Series A(2)
|
500 | — | ||||||||||||
Discount on debt issues | — | (3) | ||||||||||||
Total | $ | 500 | $ | 997 | ||||||||||
Redemptions/Maturities(3)
|
||||||||||||||
electronotes®
|
$ | — | $ | 219 | ||||||||||
2009 Series B | 29 | 28 | ||||||||||||
2018 Series A | — | 1,000 | ||||||||||||
1999 Series A PARRS (TVE) | — | 23 | ||||||||||||
1998 Series D PARRS (TVC) | — | 17 | ||||||||||||
1995 Series B | — | 140 | ||||||||||||
2011 Series A | 1,500 | — | ||||||||||||
1998 Series H | 331 | — | ||||||||||||
Total redemptions/maturities of power bonds | 1,860 | 1,427 | ||||||||||||
Notes payable | — | 23 | ||||||||||||
Variable interest entities | 41 | 39 | ||||||||||||
Total | $ | 1,901 | $ | 1,489 |
Short-Term Debt
At September 30 |
|||||||||||||||||||||||||||||||||||
CUSIP or Other Identifier
|
Maturity
|
Call/(Put) Date |
Coupon Rate |
2021 | 2020 | ||||||||||||||||||||||||||||||
Short-term debt, net of discounts | $ | 780 | $ | 57 | |||||||||||||||||||||||||||||||
Current maturities of long-term debt of VIEs issued at par | 43 | 41 | |||||||||||||||||||||||||||||||||
Current maturities of notes payable | — | — | |||||||||||||||||||||||||||||||||
Current maturities of power bonds issued at par | |||||||||||||||||||||||||||||||||||
880591EN8
|
8/15/2022 | 1.875% | 1,000 | — | |||||||||||||||||||||||||||||||
880591EF5 | 12/15/2021 | 3.770% | 1 | 1 | |||||||||||||||||||||||||||||||
880591EF5 | 6/15/2022 | 3.770% | 27 | 28 | |||||||||||||||||||||||||||||||
880591EL2 | 2/15/2021 | 3.875% | — | 1,500 | |||||||||||||||||||||||||||||||
880591DC3 | 6/7/2021 | 5.805% | — | 258 |
(1)
|
||||||||||||||||||||||||||||||
Total current maturities of power bonds issued at par | 1,028 | 1,787 | |||||||||||||||||||||||||||||||||
Total current debt outstanding, net | $ | 1,851 | $ | 1,885 |
Long-Term Debt
At September 30
|
||||||||||||||||||||||||||||||||||||||
CUSIP or Other Identifier
|
Maturity
|
Coupon
Rate |
Effective Call Date | 2021 Par | 2020 Par | Stock Exchange Listings | ||||||||||||||||||||||||||||||||
880591EN8 | 8/15/2022 | 1.875% | $ | — | $ | 1,000 | New York | |||||||||||||||||||||||||||||||
880591ER9 | 9/15/2024 | 2.875% | 1,000 | 1,000 | New York | |||||||||||||||||||||||||||||||||
880591EW8 | 5/15/2025 | 0.750% | 1,000 | 1,000 | New York | |||||||||||||||||||||||||||||||||
880591CJ9 | 11/1/2025 | 6.750% | 1,350 | 1,350 | New York, Hong Kong, Luxembourg, Singapore | |||||||||||||||||||||||||||||||||
880591EU2 | 2/1/2027 | 2.875% | 1,000 | 1,000 | New York | |||||||||||||||||||||||||||||||||
880591300(3)
|
6/1/2028 | 2.134% | 256 | 256 | New York | |||||||||||||||||||||||||||||||||
880591409(3)
|
5/1/2029 | 2.216% | 208 | 208 | New York | |||||||||||||||||||||||||||||||||
880591DM1 | 5/1/2030 | 7.125% | 1,000 | 1,000 | New York, Luxembourg | |||||||||||||||||||||||||||||||||
880591EX6 | 9/15/2031 | 1.500% | 500 | — | New York | |||||||||||||||||||||||||||||||||
880591DP4 | 6/7/2032 | 6.587% |
(2)
|
337 |
(1)
|
323 |
(1)
|
New York, Luxembourg | ||||||||||||||||||||||||||||||
880591DV1 | 7/15/2033 | 4.700% | 472 | 472 | New York, Luxembourg | |||||||||||||||||||||||||||||||||
880591EF5 | 6/15/2034 | 3.770% | 190 | 218 | None | |||||||||||||||||||||||||||||||||
880591DX7 | 6/15/2035 | 4.650% | 436 | 436 | New York | |||||||||||||||||||||||||||||||||
880591CK6 | 4/1/2036 | 5.980% | 121 | 121 | New York | |||||||||||||||||||||||||||||||||
880591CS9 | 4/1/2036 | 5.880% | 1,500 | 1,500 | New York | |||||||||||||||||||||||||||||||||
880591CP5 | 1/15/2038 | 6.150% | 1,000 | 1,000 | New York | |||||||||||||||||||||||||||||||||
880591ED0 | 6/15/2038 | 5.500% | 500 | 500 | New York | |||||||||||||||||||||||||||||||||
880591EH1 | 9/15/2039 | 5.250% | 2,000 | 2,000 | New York | |||||||||||||||||||||||||||||||||
880591EP3 | 12/15/2042 | 3.500% | 1,000 | 1,000 | New York | |||||||||||||||||||||||||||||||||
880591DU3 | 6/7/2043 | 4.962% |
(2)
|
202 |
(1)
|
194 |
(1)
|
New York, Luxembourg | ||||||||||||||||||||||||||||||
880591EB4 | 1/15/2048 | 4.875% | 500 | 500 | New York, Luxembourg | |||||||||||||||||||||||||||||||||
880591DZ2 | 4/1/2056 | 5.375% | 1,000 | 1,000 | New York | |||||||||||||||||||||||||||||||||
880591EJ7 | 9/15/2060 | 4.625% | 1,000 | 1,000 | New York | |||||||||||||||||||||||||||||||||
880591ES7 | 9/15/2065 | 4.250% | 1,000 | 1,000 | New York | |||||||||||||||||||||||||||||||||
Subtotal | 17,572 | 18,078 | ||||||||||||||||||||||||||||||||||||
Unamortized discounts, premiums, issue costs, and other | (115) | (122) | ||||||||||||||||||||||||||||||||||||
Total long-term outstanding power bonds, net | 17,457 | 17,956 | ||||||||||||||||||||||||||||||||||||
Long-term debt of VIEs, net | 1,006 | 1,048 | ||||||||||||||||||||||||||||||||||||
Total long-term debt, net | $ | 18,463 | $ | 19,004 |
Maturities Due in the Year Ending September 30 | |||||||||||||||||||||||||||||||||||||||||
2022 | 2023 | 2024 | 2025 | 2026 | Thereafter | Total | |||||||||||||||||||||||||||||||||||
Long-term power bonds including current maturities(1)
|
$ | 1,028 | $ | 29 | $ | 1,022 | $ | 1,022 | $ | 1,370 | $ | 14,187 | $ | 18,658 | |||||||||||||||||||||||||||
Short-term debt, net of discounts | 780 | — | — | — | — | — | 780 |
Summary of Long-Term Credit Facilities
At September 30, 2021
|
||||||||||||||||||||||||||
Maturity Date | Facility Limit | Letters of Credit Outstanding | Cash Borrowings | Availability | ||||||||||||||||||||||
September 2023 | $ | 1,000 | $ | 328 | $ | — | $ | 672 | ||||||||||||||||||
February 2024 | 150 | 38 | — | 112 | ||||||||||||||||||||||
February 2025 | 500 | 500 | — | — | ||||||||||||||||||||||
September 2026 | 1,000 | 301 | — | 699 | ||||||||||||||||||||||
Total | $ | 2,650 | $ | 1,167 | $ | — | $ | 1,483 |
Summary of Derivative Instruments That Receive Hedge Accounting Treatment (part 2)(1)
Amount of Gain (Loss) Reclassified from Accumulated Other Comprehensive Income (Loss) to Interest Expense
For the years ended September 30
|
||||||||||||||
Derivatives in Cash Flow Hedging Relationship | 2021 | 2020 | ||||||||||||
Currency swaps | $ | 97 | $ | 38 |
Summary of Derivative Instruments That Do Not Receive Hedge Accounting Treatment
Amount of Gain (Loss) Recognized in Income on Derivatives(1)
For the years ended September 30
|
||||||||||||||||||||||||||
Derivative Type |
Objective of Derivative(2)
|
Accounting for Derivative Instrument | 2021 | 2020 | ||||||||||||||||||||||
Interest rate swaps | To fix short-term debt variable rate to a fixed rate (interest rate risk) |
Mark-to-market gains and losses are recorded as regulatory assets or liabilities
Realized gains and losses are recognized in Interest expense when incurred during the settlement period and are presented in operating cash flow |
$ | (115) | $ | (97) | ||||||||||||||||||||
Commodity contract derivatives | To protect against fluctuations in market prices of purchased coal or natural gas (price risk) |
Mark-to-market gains and losses are recorded as regulatory assets or liabilities
Realized gains and losses due to contract settlements are recognized in Fuel expense as incurred |
— | (1) | ||||||||||||||||||||||
Fair Values of TVA Derivatives
At September 30
|
|||||||||||||||||||||||
2021 | 2020 | ||||||||||||||||||||||
Derivatives That Receive Hedge Accounting Treatment: | |||||||||||||||||||||||
Balance | Balance Sheet Presentation | Balance | Balance Sheet Presentation | ||||||||||||||||||||
Currency swaps | |||||||||||||||||||||||
£200 million Sterling(1)
|
$ | — |
$—
|
$ | (78) |
Accounts payable and accrued liabilities $(78)
|
|||||||||||||||||
£250 million Sterling
|
(36) |
Accounts payable and accrued liabilities $(4); Other long-term liabilities $(32)
|
(63) |
Accounts payable and accrued liabilities $(5); Other long-term liabilities $(58)
|
|||||||||||||||||||
£150 million Sterling
|
(47) |
Accounts payable and accrued liabilities $(3); Other long-term liabilities $(44)
|
(68) |
Accounts payable and accrued liabilities $(3); Other long-term liabilities $(65)
|
|||||||||||||||||||
Derivatives That Do Not Receive Hedge Accounting Treatment: | |||||||||||||||||||||||
Balance | Balance Sheet Presentation | Balance | Balance Sheet Presentation | ||||||||||||||||||||
Interest rate swaps | |||||||||||||||||||||||
$1.0 billion notional
|
$ | (1,182) |
Accounts payable and accrued liabilities $(44); Accrued interest $(37); Other long-term liabilities $(1,101)
|
$ | (1,449) |
Accounts payable and
accrued liabilities $(43); Accrued interest $(37);
Other long-term liabilities
$(1,369)
|
|||||||||||||||||
$476 million notional
|
(455) |
Accounts payable and accrued liabilities $(22); Accrued interest $(10); Other long-term liabilities $(423)
|
(588) |
Accounts payable and
accrued liabilities $(22); Accrued interest $(10);
Other long-term liabilities
$(556)
|
|||||||||||||||||||
$42 million notional(2)
|
(2) |
Accounts payable and accrued liabilities $(1); Accrued interest $(1)
|
(4) |
Accounts payable and
accrued liabilities $(2); Other long-term liabilities $(2)
|
|||||||||||||||||||
Commodity contract derivatives | 247 |
Other current assets $210; Other long-term assets $40; Accounts payable and accrued liabilities $(3)
|
46 |
Other current assets $26; Other long-term assets $23; Accounts payable and accrued liabilities $(3)
|
Currency Swaps Outstanding | ||||||||||||||||||||
Effective Date of Currency Swap Contract | Associated TVA Bond Issues Currency Exposure | Expiration Date of Swap |
Overall Effective
Cost to TVA |
|||||||||||||||||
2001 | £250 million | 2032 | 6.59% | |||||||||||||||||
2003 | £150 million | 2043 | 4.96% |
Commodity Contract Derivatives
At September 30
|
|||||||||||||||||||||||||||||||||||
2021 | 2020 | ||||||||||||||||||||||||||||||||||
Number of Contracts
|
Notional Amount | Fair Value (MtM) | Number of Contracts | Notional Amount |
Fair Value (MtM)
|
||||||||||||||||||||||||||||||
Natural gas contract derivatives | 40 | 263 million mmBtu | $ | 247 | 42 | 302 million mmBtu | $ | 46 |
Derivative Assets and Liabilities(1)
(in millions)
|
|||||||||||||||||
At September 30, 2021
|
At September 30, 2020
|
||||||||||||||||
Assets | |||||||||||||||||
Commodity derivatives not subject to master netting or similar arrangement | $ | 250 | $ | 49 | |||||||||||||
Liabilities | |||||||||||||||||
Currency swaps(2)
|
$ | 83 | $ | 209 | |||||||||||||
Interest rate swaps(2)
|
1,639 | 2,041 | |||||||||||||||
Total derivatives subject to master netting or similar arrangement | 1,722 | 2,250 | |||||||||||||||
Commodity derivatives not subject to master netting or similar arrangement | 3 | 3 | |||||||||||||||
Total liabilities | $ | 1,725 | $ | 2,253 | |||||||||||||
Level 1 |
—
|
Unadjusted quoted prices in active markets accessible by the reporting entity for identical assets or liabilities. Active markets are those in which transactions for the asset or liability occur with sufficient frequency and volume to provide pricing. | |||||||||
Level 2
|
—
|
Pricing inputs other than quoted market prices included in Level 1 that are based on observable market data and that are directly or indirectly observable for substantially the full term of the asset or liability. These include quoted market prices for similar assets or liabilities, quoted market prices for identical or similar assets in markets that are not active, adjusted quoted market prices, inputs from observable data such as interest rate and yield curves, volatilities and default rates observable at commonly quoted intervals, and inputs derived from observable market data by correlation or other means. | |||||||||
Level 3 |
—
|
Pricing inputs that are unobservable, or less observable, from objective sources. Unobservable inputs are only to be used to the extent observable inputs are not available. These inputs maintain the concept of an exit price from the perspective of a market participant and should reflect assumptions of other market participants. An entity should consider all market participant assumptions that are available without unreasonable cost and effort. These are given the lowest priority and are generally used in internally developed methodologies to generate management's best estimate of the fair value when no observable market data is available.
|
Unrealized Investment Gains (Losses)
At or for the years ended September 30 |
|||||||||||||||||
Fund | Financial Statement Presentation | 2021 | 2020 | ||||||||||||||
NDT | Regulatory asset | $ | 279 | $ | 37 | ||||||||||||
ART | Regulatory asset | 145 | 32 | ||||||||||||||
SERP | Other income (expense) | 7 | 3 | ||||||||||||||
DCP | Other income (expense) | 1 | 2 |
Fair Value Measurements
At September 30, 2021
|
|||||||||||||||||||||||
Quoted Prices in Active
Markets for Identical Assets (Level 1) |
Significant Other
Observable Inputs (Level 2) |
Significant
Unobservable Inputs (Level 3) |
Total | ||||||||||||||||||||
Assets | |||||||||||||||||||||||
Investments | |||||||||||||||||||||||
Equity securities | $ | 634 | $ | — | $ | — | $ | 634 | |||||||||||||||
Government debt securities(1)
|
573 | 24 | — | 597 | |||||||||||||||||||
Corporate debt securities(2)
|
— | 411 | — | 411 | |||||||||||||||||||
Mortgage and asset-backed securities | — | 63 | — | 63 | |||||||||||||||||||
Institutional mutual funds | 225 | — | — | 225 | |||||||||||||||||||
Forward debt securities contracts | — | 2 | — | 2 | |||||||||||||||||||
Private equity funds measured at net asset value(3)
|
— | — | — | 357 | |||||||||||||||||||
Private real asset funds measured at net asset value(3)
|
— | — | — | 272 | |||||||||||||||||||
Private credit measured at net asset value(3)
|
— | — | — | 71 | |||||||||||||||||||
Commingled funds measured at net asset value(3)
|
— | — | — | 1,421 | |||||||||||||||||||
Total investments | 1,432 | 500 | — | 4,053 | |||||||||||||||||||
Commodity contract derivatives | — | 250 | — | 250 | |||||||||||||||||||
Total | $ | 1,432 | $ | 750 | $ | — | $ | 4,303 | |||||||||||||||
Quoted Prices in Active Markets for Identical Liabilities
(Level 1) |
Significant Other
Observable Inputs (Level 2) |
Significant
Unobservable Inputs (Level 3) |
Total | ||||||||||||||||||||
Liabilities | |||||||||||||||||||||||
Currency swaps(4)
|
$ | — | $ | 83 | $ | — | $ | 83 | |||||||||||||||
Interest rate swaps | — | 1,639 | — | 1,639 | |||||||||||||||||||
Commodity contract derivatives | — | 3 | — | 3 | |||||||||||||||||||
Total | $ | — | $ | 1,725 | $ | — | $ | 1,725 |
Fair Value Measurements
At September 30, 2020 |
|||||||||||||||||||||||
Quoted Prices in Active
Markets for Identical Assets (Level 1) |
Significant Other
Observable Inputs (Level 2) |
Significant
Unobservable Inputs (Level 3) |
Total | ||||||||||||||||||||
Assets | |||||||||||||||||||||||
Investments | |||||||||||||||||||||||
Equity securities | $ | 500 | $ | — | $ | — | $ | 500 | |||||||||||||||
Government debt securities(1)
|
485 | 40 | — | 525 | |||||||||||||||||||
Corporate debt securities(2)
|
— | 356 | — | 356 | |||||||||||||||||||
Mortgage and asset-backed securities | — | 27 | — | 27 | |||||||||||||||||||
Institutional mutual funds | 188 | — | — | 188 | |||||||||||||||||||
Forward debt securities contracts | — | 13 | — | 13 | |||||||||||||||||||
Private equity funds measured at net asset value(3)
|
— | — | — | 194 | |||||||||||||||||||
Private real asset funds measured at net asset value(3)
|
— | — | — | 168 | |||||||||||||||||||
Private credit measured at net asset value(3)
|
— | — | — | 53 | |||||||||||||||||||
Commingled funds measured at net asset value(3)
|
— | — | — | 1,174 | |||||||||||||||||||
Total investments | 1,173 | 436 | — | 3,198 | |||||||||||||||||||
Commodity contract derivatives | — | 49 | — | 49 | |||||||||||||||||||
Total | $ | 1,173 | $ | 485 | $ | — | $ | 3,247 | |||||||||||||||
Quoted Prices in Active Markets for Identical Liabilities
(Level 1) |
Significant Other
Observable Inputs (Level 2) |
Significant
Unobservable Inputs (Level 3) |
Total | ||||||||||||||||||||
Liabilities | |||||||||||||||||||||||
Currency swaps(4)
|
$ | — | $ | 209 | $ | — | $ | 209 | |||||||||||||||
Interest rate swaps | — | 2,041 | — | 2,041 | |||||||||||||||||||
Commodity contract derivatives | — | 3 | — | 3 | |||||||||||||||||||
Total | $ | — | $ | 2,253 | $ | — | $ | 2,253 |
Fair Value Measurements Using Significant Unobservable Inputs
(in millions)
|
|||||
Commodity Contract Derivatives(1)
|
|||||
Balance at October 1, 2019 | $ | (4) | |||
Settlements | (1) | ||||
Change in net unrealized gains (losses) deferred as regulatory assets and liabilities | 5 | ||||
Balance at September 30, 2020 | $ | — | |||
LPC sales |
Approximately 92 percent of TVA's revenue from sales of electricity for the year ended September 30, 2021 was to LPCs, which then distribute the power to their customers using their own distribution systems. Power is delivered to each LPC at delivery points within the LPC's service territory. TVA recognizes revenue when the customer takes possession of the power at the delivery point. For power sales, the performance obligation to deliver power is satisfied in a series over time because the sales of electricity over the term of the customer contract are a series of distinct goods that are substantially the same and have the same pattern of transfer to the customer. TVA has no continuing performance obligations subsequent to delivery. Using the output method for revenue recognition provides a faithful depiction of the transfer of electricity as customers obtain control of the power and benefit from its use at delivery. Additionally, TVA has an enforceable right to consideration for energy delivered at any discrete point in time and will recognize revenue at an amount that reflects the consideration to which TVA is entitled for the energy delivered.
The amount of revenue is based on contractual prices approved by the TVA Board. Customers are invoiced monthly for power delivered as measured by meters located at the delivery points. The net transaction price is offset by certain credits available to customers that are known at the time of billing. Credits are designed to achieve objectives of the TVA Act and include items such as hydro preference credits for residential customers of LPCs, economic development credits to promote growth in the Tennessee Valley, wholesale bill credits to maintain long-term partnerships with LPCs, pandemic credits created to support LPCs and strengthen the public power response to the COVID-19 pandemic, and demand response credits allowing TVA to reduce industrial customer usage in periods of peak demand to balance system demand. Payments are typically due within approximately one month of invoice issuance. |
||||
Directly served customers |
Directly served customers, including industrial customers, federal agencies, and other customers, take power for their own consumption. Similar to LPCs, power is delivered to a delivery point, at which time the customer takes possession and TVA recognizes revenue. For all power sales, the performance obligation to deliver power is satisfied in a series over time since the sales of electricity over the term of the customer contract are a series of distinct goods that are substantially the same and have the same pattern of transfer to the customer. TVA has no continuing performance obligations subsequent to delivery. Using the output method for revenue recognition provides a faithful depiction of the transfer of electricity as customers obtain control of the power and benefit from its use at delivery. Additionally, TVA has an enforceable right to consideration for energy delivered at any discrete point in time and will recognize revenue at an amount that reflects the consideration to which TVA is entitled for the energy delivered.
The amount of revenue is based on contractual prices approved by the TVA Board. Customers are invoiced monthly for power delivered as measured by meters located at the delivery points. The net transaction price is offset by certain credits available to customers that are known at the time of billing. Examples of credits include items such as economic development credits to promote growth in the Tennessee Valley, pandemic credits created to support directly served customers in response to the COVID-19 pandemic, and demand response credits allowing TVA to reduce industrial customer usage in periods of peak demand to balance system demand. Payments are typically due within approximately one month of invoice issuance. |
Operating Revenues By State
For the years ended September 30
(in millions)
|
|||||||||||||||||
2021 | 2020 | 2019 | |||||||||||||||
Alabama
|
$ | 1,508 | $ | 1,439 | $ | 1,593 | |||||||||||
Georgia
|
254 | 249 | 270 | ||||||||||||||
Kentucky
|
655 | 624 | 691 | ||||||||||||||
Mississippi
|
984 | 941 | 1,063 | ||||||||||||||
North Carolina
|
66 | 65 | 74 | ||||||||||||||
Tennessee
|
6,841 | 6,740 | 7,419 | ||||||||||||||
Virginia
|
42 | 42 | 45 | ||||||||||||||
Subtotal | 10,350 | 10,100 | 11,155 | ||||||||||||||
Off-system sales | 7 | 4 | 4 | ||||||||||||||
Revenue from sales of electricity | 10,357 | 10,104 | 11,159 | ||||||||||||||
Other revenue | 146 | 145 | 159 | ||||||||||||||
Total operating revenues | $ | 10,503 | $ | 10,249 | $ | 11,318 |
Operating Revenues by Customer Type
For the years ended September 30
(in millions)
|
|||||||||||||||||
2021 | 2020 | 2019 | |||||||||||||||
Revenue from sales of electricity | |||||||||||||||||
Local power companies | $ | 9,534 | $ | 9,406 | $ | 10,351 | |||||||||||
Industries directly served | 707 | 588 | 686 | ||||||||||||||
Federal agencies and other | 116 | 110 | 122 | ||||||||||||||
Revenue from sales of electricity | 10,357 | 10,104 | 11,159 | ||||||||||||||
Other revenue | 146 | 145 | 159 | ||||||||||||||
Total operating revenues | $ | 10,503 | $ | 10,249 | $ | 11,318 |
TVA Local Power Company Contracts
At or for the year ended September 30, 2021 |
|||||||||||||||||
Contract Arrangements(1)
|
Number of LPCs |
Revenue from Sales of Electricity to LPCs
(in millions) |
Percentage of Total Operating Revenues | ||||||||||||||
20-year termination notice | 145 | $ | 7,987 | 76.0 | % | ||||||||||||
5-year termination notice | 8 | 1,547 | 14.7 | % | |||||||||||||
Total | 153 | $ | 9,534 | 90.7 | % |
Summary of Proprietary Capital Activity
At or for the years ended September 30
|
|||||||||||||||||||||||
2021 | 2020 | ||||||||||||||||||||||
Power Program |
Nonpower
Programs |
Power Program |
Nonpower
Programs |
||||||||||||||||||||
Appropriation Investment | $ | 258 | $ | 4,351 | $ | 258 | $ | 4,351 | |||||||||||||||
Proprietary Capital | |||||||||||||||||||||||
Balance at beginning of year | 12,177 | (3,803) | 10,823 | (3,795) | |||||||||||||||||||
Net income (loss) for year | 1,520 | (8) | 1,360 | (8) | |||||||||||||||||||
Return on power program appropriation investment | (4) | — | (6) | — | |||||||||||||||||||
Implementation of new accounting standard(1)
|
(4) | — | — | — | |||||||||||||||||||
Balance at end of year | 13,689 | (3,811) | 12,177 | (3,803) | |||||||||||||||||||
Net proprietary capital at September 30 | $ | 13,947 | $ | 540 | $ | 12,435 | $ | 548 |
Other Income (Expense), Net
For the years ended September 30
|
|||||||||||||||||
2021 | 2020 | 2019 | |||||||||||||||
Bellefonte | $ | (28) | $ | — | $ | 21 | |||||||||||
Interest income | 12 | 18 | 25 | ||||||||||||||
External services | 13 | 12 | 13 | ||||||||||||||
Gains (losses) on investments | 16 | 9 | 3 | ||||||||||||||
Miscellaneous | — | (3) | — | ||||||||||||||
Total other income (expense), net | $ | 13 | $ | 36 | $ | 62 |
Obligations and Funded Status
For the years ended September 30 |
|||||||||||||||||||||||
911,000,000 | Pension Benefits | Other Post-Retirement Benefits | |||||||||||||||||||||
2021 | 2020 | 2021 | 2020 | ||||||||||||||||||||
Change in benefit obligation | |||||||||||||||||||||||
Benefit obligation at beginning of year | $ | 13,675 | $ | 13,312 | $ | 544 | $ | 499 | |||||||||||||||
Service cost | 57 | 55 | 18 | 16 | |||||||||||||||||||
Interest cost | 368 | 415 | 16 | 16 | |||||||||||||||||||
Plan participants' contributions | 5 | 6 | — | — | |||||||||||||||||||
Collections(1)
|
— | — | 17 | 20 | |||||||||||||||||||
Actuarial (gain) loss | (25) | 614 | (53) | 39 | |||||||||||||||||||
Plan change | — | 2 | — | — | |||||||||||||||||||
Net transfers (to) from variable fund/401(k) plan | 2 | 2 | — | — | |||||||||||||||||||
Expenses paid | (6) | (5) | — | — | |||||||||||||||||||
Benefits paid | (728) | (726) | (44) | (46) | |||||||||||||||||||
Benefit obligation at end of year | 13,348 | 13,675 | 498 | 544 | |||||||||||||||||||
Change in plan assets | |||||||||||||||||||||||
Fair value of net plan assets at beginning of year | 7,959 | 7,980 | — | — | |||||||||||||||||||
Actual return on plan assets | 1,572 | 397 | — | — | |||||||||||||||||||
Plan participants' contributions | 5 | 6 | — | — | |||||||||||||||||||
Collections(1)
|
— | — | 17 | 20 | |||||||||||||||||||
Net transfers (to) from variable fund/401(k) plan | 2 | 2 | — | — | |||||||||||||||||||
Employer contributions | 306 | 305 | 27 | 26 | |||||||||||||||||||
Expenses paid | (6) | (5) | — | — | |||||||||||||||||||
Benefits paid | (728) | (726) | (44) | (46) | |||||||||||||||||||
Fair value of net plan assets at end of year | 9,110 | 7,959 | — | — | |||||||||||||||||||
Funded status | $ | (4,238) | $ | (5,716) | $ | (498) | $ | (544) |
Post-Retirement Benefit Costs Deferred as Regulatory Assets (Liabilities)
At September 30
|
|||||||||||||||||||||||
Pension Benefits | Other Post-Retirement Benefits | ||||||||||||||||||||||
2021 | 2020 | 2021 | 2020 | ||||||||||||||||||||
Unrecognized prior service credit | $ | (517) | $ | (615) | $ | (93) | $ | (112) | |||||||||||||||
Unrecognized net loss | 4,062 | 5,620 | 125 | 190 | |||||||||||||||||||
Amount capitalized due to actions of regulator | 91 | 110 | — | — | |||||||||||||||||||
Total regulatory assets (liabilities) | $ | 3,636 | $ | 5,115 | $ | 32 | $ | 78 |
Accumulated Benefit Obligations in Excess of Plan Assets
At September 30
|
|||||||||||
2021 | 2020 | ||||||||||
Accumulated benefit obligation | $ | 13,299 | $ | 13,613 | |||||||
Fair value of net plan assets | 9,110 | 7,959 |
Components of Net Periodic Benefit Cost
For the years ended September 30
|
|||||||||||||||||||||||||||||||||||
Pension Benefits | Other Post-Retirement Benefits | ||||||||||||||||||||||||||||||||||
2021 | 2020 | 2019 | 2021 | 2020 | 2019 | ||||||||||||||||||||||||||||||
Service cost | $ | 57 | $ | 55 | $ | 44 | $ | 18 | $ | 16 | $ | 11 | |||||||||||||||||||||||
Interest cost | 368 | 415 | 499 | 16 | 16 | 18 | |||||||||||||||||||||||||||||
Expected return on plan assets | (493) | (488) | (477) | — | — | — | |||||||||||||||||||||||||||||
Amortization of prior service credit | (97) | (97) | (99) | (18) | (24) | (24) | |||||||||||||||||||||||||||||
Recognized net actuarial loss | 452 | 436 | 336 | 11 | 10 | 4 | |||||||||||||||||||||||||||||
Total net periodic benefit cost as actuarially determined | 287 | 321 | 303 | 27 | 18 | 9 | |||||||||||||||||||||||||||||
Amount expensed (capitalized) due to actions of regulator | 19 | (15) | 1 | — | — | — | |||||||||||||||||||||||||||||
Net periodic benefit cost | $ | 306 | $ | 306 | $ | 304 | $ | 27 | $ | 18 | $ | 9 |
Mortality Assumptions
At September 30
|
|||||||||||||||||
2021 | 2020 | 2019 | |||||||||||||||
Mortality table | PRI-2012 table (adjusted) | PRI-2012 table (adjusted) | RP-2014 table (adjusted) | ||||||||||||||
Improvement scale | MP-2020 (modified) | MP-2019 (modified) | MP-2018 (modified) |
Asset Holdings of TVARS
At September 30
|
||||||||||||||||||||
Plan Assets at September 30 | ||||||||||||||||||||
Asset Category | Target Allocation | 2021 | 2020 | |||||||||||||||||
Growth assets | 17 | % | 18 | % | 44 | % | ||||||||||||||
Defensive growth assets | 38 | % | 35 | % | 20 | % | ||||||||||||||
Defensive assets | 20 | % | 20 | % | 18 | % | ||||||||||||||
Inflation-sensitive assets | 25 | % | 27 | % | 18 | % | ||||||||||||||
Total | 100 | % | 100 | % | 100 | % |
TVA Retirement System
At September 30, 2021
|
|||||||||||||||||||||||
Total(1)(2)
|
Quoted Prices in Active Markets for Identical
Assets/Liabilities (Level 1) |
Significant Other
Observable Inputs (Level 2) |
Significant
Unobservable Inputs (Level 3) |
||||||||||||||||||||
Assets | |||||||||||||||||||||||
Equity securities | $ | 992 | $ | 990 | $ | — | $ | 2 | |||||||||||||||
Preferred securities | 9 | 2 | 6 | 1 | |||||||||||||||||||
Debt securities | |||||||||||||||||||||||
Corporate debt securities | 1,360 | — | 1,359 | 1 | |||||||||||||||||||
Residential mortgage-backed securities | 275 | — | 267 | 8 | |||||||||||||||||||
Debt securities issued by U.S. Treasury | 741 | 741 | — | — | |||||||||||||||||||
Debt securities issued by foreign governments
|
204 | — | 200 | 4 | |||||||||||||||||||
Asset-backed securities
|
151 | — | 110 | 41 | |||||||||||||||||||
Debt securities issued by state/local governments
|
28 | — | 28 | — | |||||||||||||||||||
Commercial mortgage-backed securities
|
168 | — | 151 | 17 | |||||||||||||||||||
Commingled funds measured at net asset value(3)
|
|||||||||||||||||||||||
Equity | 619 | — | — | — | |||||||||||||||||||
Debt | 881 | — | — | — | |||||||||||||||||||
Blended | 105 | — | — | — | |||||||||||||||||||
Institutional mutual funds | 841 | 841 | — | — | |||||||||||||||||||
Cash equivalents and other short-term investments | 710 | 323 | 387 | — | |||||||||||||||||||
Private credit measured at net asset value(3)
|
324 | — | — | — | |||||||||||||||||||
Private equity measured at net asset value(3)
|
1,333 | — | — | — | |||||||||||||||||||
Private real assets measured at net asset value(3)
|
760 | — | — | — | |||||||||||||||||||
Securities lending collateral | 240 | — | 240 | — | |||||||||||||||||||
Derivatives | |||||||||||||||||||||||
Futures
|
1 | 1 | — | — | |||||||||||||||||||
Swaps | 6 | — | 6 | — | |||||||||||||||||||
Foreign currency forward receivable | 1 | — | 1 | — | |||||||||||||||||||
Total assets | $ | 9,749 | $ | 2,898 | $ | 2,755 | $ | 74 | |||||||||||||||
Liabilities | |||||||||||||||||||||||
Derivatives | |||||||||||||||||||||||
Futures | $ | 4 | $ | 4 | $ | — | $ | — | |||||||||||||||
Foreign currency forward payable | 1 | — | 1 | — | |||||||||||||||||||
Swaps | 23 | — | 23 | — | |||||||||||||||||||
Securities sold under agreements to repurchase | 108 | — | 108 | — | |||||||||||||||||||
Total liabilities | $ | 136 | $ | 4 | $ | 132 | $ | — |
TVA Retirement System
At September 30, 2020
|
|||||||||||||||||||||||
Total(1)(2)
|
Quoted Prices in Active Markets for Identical
Assets/Liabilities (Level 1) |
Significant Other
Observable Inputs (Level 2) |
Significant
Unobservable Inputs (Level 3) |
||||||||||||||||||||
Assets | |||||||||||||||||||||||
Equity securities | $ | 1,624 | $ | 1,621 | $ | — | $ | 3 | |||||||||||||||
Preferred securities | 11 | — | 11 | — | |||||||||||||||||||
Debt securities | |||||||||||||||||||||||
Corporate debt securities | 1,421 | — | 1,418 | 3 | |||||||||||||||||||
Residential mortgage-backed securities | 317 | — | 314 | 3 | |||||||||||||||||||
Debt securities issued by U.S. Treasury | 701 | 701 | — | — | |||||||||||||||||||
Debt securities issued by foreign governments | 231 | — | 179 | 52 | |||||||||||||||||||
Asset-backed securities | 116 | — | 88 | 28 | |||||||||||||||||||
Debt securities issued by state/local governments | 23 | — | 23 | — | |||||||||||||||||||
Commercial mortgage-backed securities
|
91 | — | 86 | 5 | |||||||||||||||||||
Commingled funds measured at net asset value(3)
|
|||||||||||||||||||||||
Equity | 931 | — | — | — | |||||||||||||||||||
Debt | 203 | — | — | — | |||||||||||||||||||
Blended | 102 | — | — | — | |||||||||||||||||||
Institutional mutual funds | 277 | 277 | — | — | |||||||||||||||||||
Cash equivalents and other short-term investments | 338 | 77 | 261 | — | |||||||||||||||||||
Private credit measured at net asset value(3)
|
166 | — | — | — | |||||||||||||||||||
Private equity measured at net asset value(3)
|
1,003 | — | — | — | |||||||||||||||||||
Private real assets measured at net asset value(3)
|
629 | — | — | — | |||||||||||||||||||
Securities lending collateral | 167 | — | 167 | — | |||||||||||||||||||
Derivatives | |||||||||||||||||||||||
Futures
|
3 | 3 | — | — | |||||||||||||||||||
Swaps
|
10 | — | 10 | — | |||||||||||||||||||
Options | 2 | — | 2 | — | |||||||||||||||||||
Foreign currency forward receivable | 2 | — | 2 | — | |||||||||||||||||||
Total assets | $ | 8,368 | $ | 2,679 | $ | 2,561 | $ | 94 | |||||||||||||||
Liabilities | |||||||||||||||||||||||
Derivatives | |||||||||||||||||||||||
Futures | $ | 1 | $ | 1 | $ | — | $ | — | |||||||||||||||
Foreign currency forward payable | 3 | — | 3 | — | |||||||||||||||||||
Swaps | 6 | — | 6 | — | |||||||||||||||||||
Options | 2 | — | 2 | — | |||||||||||||||||||
Securities sold under agreements to repurchase | 123 | — | 123 | — | |||||||||||||||||||
Total liabilities | $ | 135 | $ | 1 | $ | 134 | $ | — |
Estimated Future Benefits Payments
At September 30, 2021
|
|||||||||||
Pension
Benefits(1)
|
Other Post-Retirement Benefits | ||||||||||
2022 | $ | 790 | $ | 24 | |||||||
2023 | 786 | 23 | |||||||||
2024 | 782 | 21 | |||||||||
2025 | 781 | 20 | |||||||||
2026 | 776 | 20 | |||||||||
2027 - 2031 | 3,772 | 107 |
Amounts Recognized on TVA's Consolidated Balance Sheets
At September 30
|
|||||||||||
2021 | 2020 | ||||||||||
Accounts payable and accrued liabilities(1)
|
$ | — | $ | — | |||||||
Post-retirement and post-employment benefit obligations | 340 | 390 |
2022 | 2023 | 2024 | 2025 | 2026 | Thereafter | |||||||||||||||||||||||||||||||||
Unconditional purchase obligation | $ | 138 | $ | 138 | $ | 138 | $ | 138 | $ | 137 | $ | 754 | ||||||||||||||||||||||||||
Related Party Transactions
At or for the years ended September 30
|
|||||||||||||||||
2021 | 2020 | 2019 | |||||||||||||||
Revenue from sales of electricity | $ | 109 | $ | 105 | $ | 118 | |||||||||||
Other income | 280 | 260 | 258 | ||||||||||||||
Expenditures | |||||||||||||||||
Operating expenses | 214 | 224 | 222 | ||||||||||||||
Additions to property, plant, and equipment | 10 | 9 | 10 | ||||||||||||||
Cash and cash equivalents | 30 | 31 | 45 | ||||||||||||||
Accounts receivable, net | 65 | 94 | 76 | ||||||||||||||
Investment funds | 573 | 485 | 279 | ||||||||||||||
Long-term accounts receivable | 31 | 27 | 53 | ||||||||||||||
Accounts payable and accrued liabilities | 15 | 39 | 69 | ||||||||||||||
Long-term power bonds, net | 1 | 1 | — | ||||||||||||||
Return on power program appropriation investment | 4 | 6 | 6 | ||||||||||||||
Critical Audit Matters
The critical audit matters communicated below are matters arising from the current period audit of the financial statements that were communicated or required to be communicated to the Audit, Finance, Risk, and Cybersecurity Committee and that: (1) relate to accounts or disclosures that are material to the financial statements and (2) involved our especially challenging, subjective or complex judgments. The communication of critical audit matters does not alter in any way our opinion on the consolidated financial statements, taken as a whole, and we are not, by communicating the critical audit matters below, providing separate opinions on the critical audit matters or on the accounts or disclosures to which they relate.
|
||||||||
Valuation of Pension and Other Post-Retirement Benefit Obligations | ||||||||
Description of the Matter |
At September 30, 2021, the Company’s pension benefit obligation was $4.2 billion and the Company’s other post-retirement benefit obligation was $498 million. The Company updates certain actuarial assumptions used to measure the pension benefit and other post-retirement benefit obligations at September 30 or upon a remeasurement event, as more fully described in Note 22 to the consolidated financial statements.
Auditing the pension benefit and other post-retirement benefit obligations was complex due to the judgmental nature of the assumptions, including the discount rates, future compensation levels, mortality rates, healthcare cost trends, and cost of living adjustment, used in the Company’s measurement process. These assumptions have a significant effect on the projected benefit obligations. |
How We Addressed the Matter in Our Audit |
We obtained an understanding, evaluated the design and tested the operating effectiveness of controls over the Company’s accounting for the measurement of pension benefit and other post-retirement benefit obligations. For example, we tested controls over management’s review of the pension benefit obligation and other post-retirement benefit obligation calculations, the relevant data inputs and the significant actuarial assumptions described above.
To test the pension benefit and other post-retirement benefit obligations, our audit procedures included, among others, evaluating the methodologies used, the significant actuarial assumptions described above, and the underlying data used by the Company. We compared the actuarial assumptions used by the Company to historical trends and evaluated the pension benefit and other post-retirement benefit obligations. In addition, we involved an actuarial specialist to assist with our procedures. We evaluated the Company’s methodology for determining the discount rates that reflect the maturity and duration of the benefit payments and used to measure the pension benefit and other post-retirement benefit obligations. To evaluate the future compensation levels, mortality rates, healthcare cost trends and cost of living adjustment, we assessed whether the information is consistent with publicly available information, and whether any market data adjusted for entity-specific adjustments was applied. We also tested the completeness and accuracy of the underlying data, including the participant data, used in the determination of the projected benefit obligations.
|
Composite Depreciation Rates | ||||||||
Description of the Matter |
At September 30, 2021, the net book value of the Company’s completed plant was $31.7 billion and depreciation expense for the year then ended was $1.4 billion. As discussed in Note 1 of the consolidated financial statements, the composite method aggregates assets with similar economic characteristics into groups and depreciates each of these groups as one asset. When using the composite method, an underlying assumption is that each group of assets, as a whole, is used and depreciated to the end of the group’s recoverable life.
Under the composite method, a depreciation study is completed to review an asset’s service life, salvage value, accumulated depreciation and other factors. A depreciation study is performed at least every five years, with the most recent study performed in 2021. These rates will be the basis of depreciation expense, and therefore will have a significant effect on depreciation expense beginning on October 1, 2021.
Auditing the 2021 depreciation study rates for assets subject to the composite method was complex due to the nature of the methods used in the depreciation study to determine the useful service lives and salvage values of the Company’s assets.
|
|||||||
How We Addressed the Matter in Our Audit |
We obtained an understanding, evaluated the design and tested the operating effectiveness of controls over the Company’s process related to the depreciation study, including controls over management’s review of the inputs and methods used in the depreciation study.
To test the estimated service lives and salvage values of the Company’s group-life assets, we performed audit procedures that included, among others, obtaining the depreciation study provided by the Company’s third-party engineers and assessing the completeness and accuracy of the data provided to and used by the third-party. We also involved our specialist to evaluate the study. Specifically, our specialist assessed the adequacy and relevance of the data; the nature and basis for the adjustments and calculations used in the study; and the methods and assumptions used by the Company’s third-party specialist and management in determining the service lives and salvage values of assets to perform the depreciation study.
|
Directors | Age | Year Current Term Began | Year Term Expires | |||||||||||
William B. Kilbride, Chair(1)
|
70 | 2019 | 2023 | |||||||||||
Kenneth E. Allen(2)
|
75 | 2018 | 2021 | |||||||||||
A.D. Frazier | 77 | 2018 | 2022 | |||||||||||
Beth Harwell | 64 | 2021 | 2024 | |||||||||||
Brian Noland | 53 | 2020 | 2024 | |||||||||||
John L. Ryder(2)
|
72 | 2019 | 2021 | |||||||||||
Jeff W. Smith | 62 | 2018 | 2022 |
Executive Officers | Title | Age | Employment Commenced | ||||||||
Jeffrey J. Lyash | President and Chief Executive Officer | 60 | 2019 | ||||||||
John M. Thomas, III | Executive Vice President and Chief Financial and Strategy Officer | 57 | 2005 | ||||||||
Donald A. Moul |
Executive Vice President and Chief Operating Officer(1)
|
56 | 2021 | ||||||||
Timothy S. Rausch | Executive Vice President and Chief Nuclear Officer | 57 | 2018 | ||||||||
David Fountain | Executive Vice President and General Counsel | 54 | 2020 | ||||||||
Susan E. Collins | Executive Vice President and Chief People and Communications Officer | 55 | 2014 | ||||||||
Jeannette Mills | Executive Vice President and Chief External Relations Officer | 54 | 2020 | ||||||||
Diane T. Wear | Vice President and Controller (Principal Accounting Officer) | 53 | 2008 |
Name | Title | Employed with TVA since | ||||||
Jeffrey J. Lyash | President and CEO | 2019 | ||||||
John M. Thomas, III |
Executive Vice President and Chief Financial and Strategy Officer(1)
|
2005 | ||||||
Timothy S. Rausch |
Executive Vice President and Chief Nuclear Officer(2)
|
2018 | ||||||
David B. Fountain |
Executive Vice President and General Counsel(3)
|
2020 | ||||||
Donald A. Moul |
Executive Vice President and Chief Operating Officer(4)
|
2021 | ||||||
Michael D. Skaggs |
Executive Vice President and Advisor to the CEO(5)
|
1994 |
TVA PUBLIC POWER MISSION - TO SERVE THE PEOPLE OF THE TENNESSEE VALLEY TO MAKE LIFE BETTER
|
Today, TVA operates the nation's largest public power system and is one of the largest U.S. electric utilities in terms of generating capacity.
TVA's "Public Power" mission sets it apart from its investor-owned peers. As an instrumentality of the federal government, TVA’s mission is to serve the people of the Tennessee Valley. Profits do not go to shareholders, but rather are reinvested back into the Tennessee Valley community and the energy infrastructure that powers it. In doing so, TVA uses no appropriated tax dollars. TVA is self-funded, with virtually all its operations funded through revenue and power system financings.
|
Carbon Reduction Leadership | |||||||||||
63% reduction in mass carbon emissions
from generation from CY 2005 to CY 2020
|
Environment
Caring for our region's natural resources
|
|||||
Managing | |||||
49 Dams
Hydroelectric and non-power
|
Approximately
100 Public Recreation Areas
|
||||
The Tennessee River
to provide year-round navigation, flood damage reduction,
and affordable and reliable electricity
|
|||||
Economic Development
Creating sustainable economic growth
|
|||||
Attracting
Over $8.8 Billion Investments in Tennessee Valley
creating and retaining approximately 80,900 jobs
|
Approximately 10,200
Employees
15,500
Contractors
|
||||
Rural Development
Rural Leadership Institute / Customized Training
Technical Services
Site evaluations and master planning, 3D renderings, video, photography, and virtual reality
Workforce Analytics Company Research
Support communities in fulfillment of information for company prospects
|
Telework Technology Grant
Assistance for rural or economically distressed communities to enhance technology capabilities that support remote work opportunities
Product Development
Financial support for communities to make sites and buildings more marketable for companies to locate and grow
Training and Development
Training & development, facilitation services, leadership training, workforce training, and talent development
|
||||
Top Utility in Economic Development 16 Consecutive Years
By Site Selection Magazine
|
TVA POSITIONING AGAINST PEERS* | ||||||||
|
||||||||
*For information on peer group, see "Compensation Setting Process Demonstrates Strong Governance - TVA Competes with Peers for Talent" below.
(1)Based on data from the consecutive four quarters ended June 30, 2020 (data source S&P's Capital IQ)
(2)Based on data from the consecutive four quarters ended June 30, 2020 (data source S&P's Capital IQ)
(3)Based on fiscal year end as of October 2020 (data source S&P's Capital IQ)
(4)Based on data reported by SNL Energy in March 2020
(5)Based on data reported by SNL Energy in March 2020
|
|
Safety-Focused Operations
•Top decile performance for TVA's Recordable Injury Rate and top quartile performance for TVA's Serious Injury Rate in 2021
–Continued Strong Safety Performance
–Consistent decline in recordable injuries and illnesses
Pay for Performance
•Above target at-risk incentive payouts awarded to employees for achieving company performance goals in 2021
Inclusive Culture
•Ranked in Top 100 - 2021 America's Most Loved Workplaces® (Newsweek in partnership with Best Practice Institute)
•Established Inclusion with Diversity ("IwD") Council - advises, champions, and oversees all IwD strategies and actions
•Supports nine Employee Resource Groups ("ERGs")
•2021 Military Friendly® Employer - Top 10 designation. Military veterans comprise approximately 18 percent of the TVA workforce
•2021 Military Friendly® Supplier Diversity - Top 10
•2021 Military Friendly® Spouse Employer
•VETS Indexes 5-Star Employer
•2021 Diversity Impact Award - Top 10 Diversity Action Award (Association of ERGs and Councils)
•Ranked in Top 5 in Tennessee for third consecutive year on Forbes list of America's Best-in-State Employers in 2021
•Ranked No. 2 in Utilities Industry on Forbes America's Best Large Employers in 2021
Benefits and Well Being
•Recognized by Plan Sponsor - 2021 Best in Class 401(k) Plans
Training and Education
•Continued investing in TVA's employees through training and performance improvement programs
COVID-19 Pandemic Support
•Continued TVA Employee Relief Fund established in 2020 to support employees adversely impacted by the COVID-19 pandemic and natural disasters
•Provided support for employees including:
◦establishing a mental health advocacy program
◦providing unlimited Employee Assistance Program sessions
◦enhancing paid leave
◦providing tutoring resources
◦providing vaccination clinics and wellness incentive for vaccinations
Strong Labor Partnerships
•Employees and contractors are represented by 17 different labor union groups
•One of the largest U.S. contributors to Helmets to Hardhats program
|
||||
|
Reliable and Clean Energy
•99.999 percent transmission reliability since 2000
•$17.1 billion invested in a cleaner and more diverse energy generation mix since 2013
•Cleanest power system in the Southeast, as a percent of total generation
Effective Resource Management
•Over $9.7 billion in flood damage averted in the Tennessee Valley and along the Ohio and Mississippi Rivers over TVA's recorded history, with $170 million in flood damage averted in the Tennessee Valley in 2021
•Operates River Forecast Center around the clock, monitoring weather conditions and forecasts, and constantly watching and adjusting the Tennessee River system
•Manages the Tennessee River system in an integrated manner, balancing hydroelectric generation, navigation, flood-damage reduction, water quality and supply, and recreation
|
|
TVA Strength and Stability
•Organization and operations entirely self-funded since 1999
•In 2020, TVA achieved and surpassed its strategic goal of reducing debt to $21.8 billion by 2023, and made even further reductions in debt in 2021
•TFO of $20.5 billion – lowest in over 30 years
•Issued Green Bond offering - with lowest interest rate on a 10-year financing in TVA history
•$54 million lower interest expense in 2021 compared to 2020 mainly due to lower debt levels
Low, Stable Rates
•Residential rates lower than 80 percent of the top 100 U.S. utilities (based on June 2021 12-month rolling average from U.S. Energy Information Administration ("EIA"))
•Industrial rates lower than more than 95 percent of the top 100 U.S. utilities (based on June 2021 12-month rolling average from EIA)
•Effective wholesale rates held stable and low for past eight years
|
||||
|
Strong Partnerships
•COVID-19 Pandemic Support
•Made $1.0 billion of credit support available to local power companies ("LPCs") which was available through December 31, 2020
•Provided regulatory relief and flexibility to LPCs
•Provided a 2.5 percent Pandemic Relief Credit to TVA's LPCs, their large commercial and industrial customers, and TVA's directly served customers totaling $221 million for 2021
•Approved a 2.5 percent Pandemic Recovery Credit that will apply to service provided to TVA's LPCs, their large commercial and industrial customers, and TVA's directly served customers, expected to approximate $220 million for 2022
•Provided approximately $13 million through the Back-to-Business Credit Program, since its 2020 inception, to help large customers return to work at pre-pandemic levels
•Continued support through the Community Care Fund established in 2020 that has already provided over $4 million, with nearly $2 million provided in 2021, and an additional $5 million available, to support local initiatives that address hardships created by the COVID-19 pandemic.
•Returned $189 million in bill credits to local power companies participating in Long-Term Partnership Agreements in 2021
Economic Development
•Named Top Utility in Economic Development by Site Selection Magazine for 16th year in a row
•Efforts continued to attract and encourage the expansion of business and industries in the Tennessee Valley in 2021 contributing to:
◦Over $8.8 billion in investments, and
◦Approximately 80,900 jobs created or retained
•Supported rural communities with TVA economic development programs tailored to meet the needs of these areas
•Contributed nearly $500 million in tax equivalent payments to states and local governments in 2021 (excluding impacts from tax equivalents related to fuel cost adjustments)
Community Support
•Nearly $3 million donated to organizations across the Valley in addition to the Community Care Fund
•Distributed over 1 million meals to families in need in 2021 through TVA's partnership with Feeding America
•Continued support through the Home Uplift program - Valley wide
|
|
Sustainability
•Carbon-free power supply mix was 56 percent for the year ended September 30, 2021
•For CY 2020, TVA's mass emissions of carbon dioxide were at a 63 percent reduction from 2005 levels
–Chart depicts both generated and purchased power within respective resource types. In addition to power supply sources included here, TVA offers energy efficiency programs that effectively reduced 2021 energy needs by about 2,300 GWh or 1.4%.
•Contracted over 1,000 MW of additional solar and 196 MW of battery storage in 2021, as a result of TVA’s 2020 request for proposals
•Top quartile utility in renewable energy production in the Southeast
•Issued second annual TVA Sustainability Report; supplemental Carbon Report; and Edison Electric Institute Environmental, Social, Governance and Sustainability Report
•Ranked in Global Top 100 in Green Utilities 2021 Report by Energy Intelligence
Programs and Partnerships
•TVA offers renewable energy programs, in partnership with LPCs, which allow businesses and individuals to purchase renewable energy certificates to meet their renewable energy and sustainability goals
•Launched Green Connect (small-scale solar option) to connect residential customers interested in onsite solar installations with qualified solar installers
•Launched the Fast-Charge Network for electric vehicles, in collaboration with state agencies, LPCs, and third-party charging developers and in partnership with the State of Tennessee, with plans for fast charging stations every 50 miles along Tennessee’s interstates and major highways
•Founding member of the Electric Highway Coalition, an alliance of utility companies committed to enabling long-distance electric vehicle travel through a network of DC charging stations connecting major highway systems
•In partnership with Oak Ridge National Laboratory ("ORNL"), the University of Tennessee, and Techstars, created a regional innovation program in Knoxville, aimed at inspiring innovation and entrepreneurship
•Approved new policies and an optional wholesale EV rate intended to support the expansion of electric vehicle charging infrastructure across the region
•In 2020, launched first TVA-owned, grid scale, lithium-ion demonstration battery project; awarded the contract for the project in 2021
National Defense
•Proudly supports national defense efforts and partners with ORNL on cutting-edge research
|
Public Power Mission Means Exceptional Performance with Conservative CEO Compensation
Despite the continued headwinds created by the COVID-19 pandemic, TVA's workforce performed at a high level in 2021 in managing TVA's extensive, complex operations and delivering on its public power mission. As a result of its high level of performance, TVA achieved its performance objectives above the target goals for both its annual and long-term incentives for 2021 - at 142 percent and 132 percent, respectively. TVA is a utility company that competes with other utilities - including investor-owned utilities - for talent, but since TVA is a mission-based organization, TVA compensates its CEO conservatively relative to its compensation peers. In particular, TVA's CEO is currently compensated below the 50th percentile of 2021 compensation peers. TVA's performance along with its compensation structure results in differentiated value delivered directly to the residents of the Tennessee Valley and reflects a keen focus on TVA's mission of serving those residents.
|
||
NEO | Event | Compensation Arising Out of Event | ||||||
John M. Thomas, III |
Effective June 7, 2021, TVA’s CEO approved a title change, reflective of additional scope and responsibilities, from Executive Vice President and Chief Financial Officer to Executive Vice President and Chief Financial and Strategy Officer.
|
•Annual salary increased from $686,582 to $765,000.
•Prorated 2021-2023 long-term performance ("LTP") grant of $1,039,000, which replaced the 2021-2023 LTP grant of $1,000,000 made on October 1, 2020. See 2021–2023 Outstanding LTP Performance Cycle for vesting and other terms.
•Prorated 2021 long-term retention ("LTR") grant of $441,000, which replaced the 2021 LTR grant of $432,000 made on October 1, 2020. See 2021 Long-Term Retention Award Grant for vesting terms.
|
||||||
David B. Fountain |
Effective March 5, 2021, TVA’s CEO approved the selection and compensation as Executive Vice President and General Counsel.
|
•Annual salary increased from $465,750 to $540,000.
•Annual incentive opportunity increased from 55% to 70%.
•Prorated 2021-2023 LTP grant of $562,500, which replaced the 2021-2023 LTP grant of $375,000 made on October 1, 2020. See 2021–2023 Outstanding LTP Performance Cycle for vesting and other terms.
•Prorated 2021 LTR grant of $316,500, which replaced the 2021 LTR grant of $249,000 made on October 1, 2020. See 2021 Long-Term Retention Award Grant for vesting terms.
•Tier 1 participant in Supplemental Executive Retirement Plan.
|
||||||
Donald A. Moul |
Appointment as Executive Vice President and Chief Operating Officer effective June 21, 2021
|
•Annual salary of $765,000.
•Annual Incentive opportunity of 70% of annual salary. 2021 annual incentive award will be prorated based on number of days Mr. Moul participates in performance period ending September 30, 2021. See Executive Annual Incentive Plan for vesting and other terms. Long-term incentive opportunity of 205% of annual salary beginning with performance cycle ending on September 30, 2021.
•Long-term incentive awards for performance cycles ending September 30, 2021, 2022, and 2023 will be prorated based on number of full months Mr. Moul participates in these performance cycles. See Long-Term Incentive Compensation for vesting and other terms.
•Tier 1 participant in Supplemental Executive Retirement Plan.
•Reimbursement of actual and reasonable travel and moving expenses.
•Deferred cash recruitment and relocation incentive of $1,200,000 paid in three installments of $650,000, $450,000 and $100,000, all of which must be repaid to TVA if, within two years of the effective date of each payment, (1) he voluntarily terminates his employment, unless the separation is for reasons beyond his control and acceptable to TVA, or (2) he is terminated for cause.
|
Threshold | Target | Stretch | ||||||||||||||||||||||||
Measure | Original | Revised | Original | Revised | Original | Revised | ||||||||||||||||||||
Annualized Nuclear
Unit Capability Factor |
91.3 | 89.5 | 92.0 | 90.2 | 93.7 | 91.9 |
Threshold | Target | Stretch | ||||||||||||||||||||||||||||||
Measure | Weighting | Original | Revised | Original | Revised | Original | Revised | |||||||||||||||||||||||||
External Measures (1)
|
30% | 82.0 | 81.5 | 89.8 | 89.4 | 97.5 | 97.1 | |||||||||||||||||||||||||
External Performance Indicators
for the TVA Nuclear Fleet (2) |
25% of
External Measures |
92.5 | 90.7 | 95.0 | 93.2 | 97.0 | 95.2 |
Threshold | Target | Stretch | ||||||||||||||||||||||||
Measure | Original | Revised | Original | Revised | Original | Revised | ||||||||||||||||||||
2020-2022 LTP award - External Performance
Indicators for the TVA Nuclear Fleet(1) |
94.3 | 87.4 | 96.2 | 91.0 | 97.7 | 93.6 | ||||||||||||||||||||
2021-2023 LTP award - External Performance
Indicators for the TVA Nuclear Fleet(1) |
95.3 | 92.1 | 96.8 | 94.9 | 98.3 | 97.7 |
Metric | 2020-2022 LTP Award – Weight | 2021-2023 LTP Award – Weight | ||||||
Non-Fuel Delivered Cost of Power | 40% | 45% | ||||||
Load Not Served | 30% | 30% | ||||||
External Performance Indicators for
TVA Nuclear Fleet |
15% | 15% | ||||||
Customer Survey(1)
|
5% | 5% | ||||||
Stakeholder Survey(1)
|
5% | 5% | ||||||
Media Tone(1)
|
5% | Eliminated |
•Provide market-based, competitive compensation levels so TVA can attract, retain, and motivate highly competent employees. Target total direct compensation generally is determined by reference to the median (50th percentile) of the relevant labor market. Executives may be positioned above or below the median based on labor market scarcity and other factors such as tenure in the role.
•Set performance goals that are aligned with TVA's strategic priorities.
•Incentivize and reward short-term and long-term performance by providing a mix of salary and performance-based short-term and long-term incentives, typically targeting a majority portion of long-term compensation in the form of at-risk, performance-based compensation.
•Align performance and productivity improvement at all levels by setting consistent performance goals and objectives for all levels of the organization.
|
||||||||
CEO TARGET TDC
COMPENSATION MIX |
OTHER NEO TARGET TDC
COMPENSATION MIX |
||||
|
$1,100,000
BASE SALARY |
$2,928,750
ANNUAL PERFORMANCE AWARD
At risk, performance based
Under the Executive Annual Incentive Plan ("EAIP"), 142 percent of target enterprise performance achieved, 125 percent Individual Multiplier applied
|
$2,671,680
LONG-TERM PERFORMANCE ("LTP") AWARD(1)
At risk, performance based
Under the Long-Term Incentive Plan ("LTIP"), 132 percent of LTP achieved for the three-year performance cycle ended September 30, 2021
|
$754,300
LONG-TERM RETENTION ("LTR") AWARD(2)
Under LTIP, award amount consists of two 2021 tranches - 2020 LTR award and 2021 LTR award
|
|
Target TDC opportunity is forward-looking – it represents potential compensation set by the Committee, effective at the beginning of 2021, to incentivize superior performance. Some of the $6,913,000 opportunity was earned in 2021 (salary, annual performance award and 1/3 of the LTR award) while most will not be earned until future satisfaction of performance or employment conditions: Mr. Lyash will earn the LTP award component only upon achievement of certain performance targets at the end of the three-year performance period (September 30, 2023), and he will receive the second and third tranches of the LTR award opportunity only upon his continued employment on each of September 30, 2022 and September 30, 2023. See "2021 Performance Goals and Performance Achievement" below for more information on annual and long-term incentive plans.
There is no minimum payment guaranteed under the annual and long-term performance awards. The amount that he will receive upon the vesting of those awards will be determined at the end of the performance periods and depends on the level of performance against preset performance goals.
|
Annual Metric(1)
|
Target
Performance |
Actual
Performance |
Weight | Performance Against Target | |||||||||||||
TVA Total Spend ($M) | $5,333 | $5,144 | 40 | % |
Exceeded stretch goal
|
||||||||||||
Load Not Served (System Minutes) | 3.9 | 3.2 | 30 | % |
Exceeded stretch goal
|
||||||||||||
Annualized Nuclear Unit Capability Factor | 90.2 | % | 90.5 | % | 15 | % |
Exceeded target goal
|
||||||||||
Combined Cycle Equivalent Availability Factor | 80.9 | % | 85.3 | % | 10 | % |
Exceeded target goal
|
||||||||||
Coal Equivalent Availability Factor | 64.0 | % | 71.6 | % | 5 | % |
Exceeded target goal
|
LTP Metric(1)
|
Target
Performance |
Actual
Performance |
Weight | Performance Against Target | |||||||||||||
Non-Fuel Delivered Cost of Power
|
3.44 | 3.22 | 40% |
Exceeded stretch goal
|
|||||||||||||
Load Not Served (System Minutes) | 4.0 | 3.2 | 30% |
Exceeded stretch goal
|
|||||||||||||
External Measures
|
89.4 | 87.9 | 30% |
Above threshold goal
|
What |
When
|
How
|
||||||
Compensation Governance | January |
–Committee reviews and evaluates independent compensation consultant.
|
||||||
April - May |
–Committee reviews TVA Compensation Plan, peer group, and benchmarking process and recommends any changes to the TVA Board.
–TVA Board reviews and approves any changes.
|
|||||||
Incentive Plans Goals and Measures | April |
–Committee reviews proposed performance targets for next fiscal year.
|
||||||
July - August |
–Committee finalizes recommendation on goals for next fiscal year.
–CEO and TVA Board approve incentive plan pay goals for upcoming cycles.
|
|||||||
Corporate Multiplier (WPTIP/EAIP) | October - November |
–CEO evaluates and assesses performance results compared to target goals.
–CEO recommends corporate multiplier (reviewed by the Committee) for TVA Board approval.
–Committee reviews and recommends to the TVA Board.
–TVA Board reviews and approves.
|
||||||
Long-Term
Incentive Plan -Long-Term Performance ("LTP") |
October - November |
–CEO evaluates performance and recommends LTP payout percentage (reviewed by Committee) for TVA Board approval.
–Committee reviews and recommends LTP payout percentage.
–TVA Board reviews and approves the LTP payout percentage.
–The TVA Board has the discretionary authority to review the results of performance measures and goals and to approve any adjustments to payouts in appropriate circumstances.
|
||||||
Executive Schedule ("ES") Level IV | October - November |
–The list of employees (excluding CEO and Inspector General ("IG")) whose salaries would be above ES Level IV ($172,500 for 2021) is made available to the Committee and other TVA Board members.
–Proposed delegation for the CEO to approve the list is reviewed prior to presentation for TVA Board approval.
–TVA Board approves, on recommendation of CEO, the salaries of employees (excluding CEO and IG) whose annual salary would be above ES Level IV.
–Approval of employee list has been delegated annually to CEO (2008 – 2021).
|
||||||
CEO
Performance Evaluation |
September - November |
–Individual TVA Board members complete CEO performance assessment and return to Compensation.
–Compensation summarizes comments and information and presents to the Board Chair.
–Board Chair consults with Committee.
–Board Chair informs EVP, Chief People and Communications Officer, he/she has:
•Evaluated the CEO's performance
•Determined the EAIP award
–Board Chair and Committee Chair jointly inform CEO of his/her performance evaluation.
|
||||||
CEO
Compensation Adjustment |
October - November |
–Committee reviews the compensation consultant's benchmarking and market analysis report.
–Committee decides whether to recommend compensation adjustments for the CEO (recommends to the full TVA Board, if applicable).
–TVA Board reviews and approves at the November Board meeting, if applicable.
|
||||||
CEO Executive Annual Incentive Plan ("EAIP") Award | October - November |
–Board Chair obtains input from TVA Board members, consults with Committee, and approves any payout, or adjustments to payout, to the CEO under the EAIP.
–Informs EVP, Chief People and Communications Officer, via memo.
|
||||||
CEO Annual
Performance Goals |
October - November |
–Board Chair reviews and discusses with CEO performance goals for the next fiscal year.
–Board Chair consults with appropriate TVA Board committee.
–Board Chair solicits input from individual TVA Board members.
–Board Chair informs CEO of approved goals.
|
||||||
CEO Direct Report
Compensation |
October - November |
–CEO determines compensation adjustments for CEO direct reports. The TVA Board has delegated this responsibility to the CEO for the CEO direct reports within an approved range (80-110 percent of market TDC).
–CEO reviews CEO direct reports' performance with Committee and informs TVA Board members of compensation adjustments under consideration prior to approving the compensation adjustments.
–CEO notifies EVP, Chief People and Communications Officer, of approved compensation adjustments via memo.
|
||||||
Compensation Discussion
and Analysis ("CD&A") |
October - November |
–Committee reviews and recommends inclusion in TVA's Annual Report on Form 10-K.
|
TVA REVENUE VS
PEERS(1)
($MMs)
|
TVA ASSETS VS
PEERS(2)
($MMs)
|
GEN CAPACITY VS
PEERS(3)
(000s MW)
|
TVA EMPLOYEE
COUNT VS PEERS(4) |
TVA CUSTOMER COUNT VS PEERS(5)
(000s)
|
||||||||||
|
|
|
|
|
Company |
Investor Owned Utilities
with Revenue Greater than or Equal to $3.0 Billion Which Participated in 2020 Willis Towers Watson Energy Services Survey |
Government Entities
Which Participated in 2020 Willis Towers Watson Energy Services Survey |
Proxy Peer Group
of Investor Owned Utilities |
||||||||
AES Corp. | |||||||||||
Alliant Energy | |||||||||||
Ameren | |||||||||||
American Electric Power Co., Inc. | |||||||||||
AVANGRID | |||||||||||
Berkshire Hathaway Energy | |||||||||||
Calpine | |||||||||||
CenterPoint Energy, Inc. | |||||||||||
CMS Energy Corp. | |||||||||||
Consolidated Edison | |||||||||||
CPS Energy | |||||||||||
Dominion Energy | |||||||||||
Dominion Energy Southeast | |||||||||||
DTE Energy Co. | |||||||||||
Duke Energy Corp. | |||||||||||
Edison International | |||||||||||
Entergy Corp. | |||||||||||
Evergy | |||||||||||
Eversource Energy | |||||||||||
Exelon Corp. | |||||||||||
FirstEnergy Corp. | |||||||||||
JEA | |||||||||||
LG&E and KU Energy | |||||||||||
Lower Colorado River Authority | |||||||||||
National Grid USA | |||||||||||
Nebraska Public Power | |||||||||||
NextEra Energy, Inc. | |||||||||||
NiSource | |||||||||||
New York Power Authority | |||||||||||
NRG Energy | |||||||||||
Oak Ridge National Lab | |||||||||||
Oglethorpe Power | |||||||||||
Oncor Electric | |||||||||||
Omaha Public Power | |||||||||||
Pacific Gas and Electric Co. | |||||||||||
Pinnacle West Capital | |||||||||||
PPL Corp. | |||||||||||
Public Service Enterprise Group Inc. | |||||||||||
Puget Sound Energy | |||||||||||
Salt River Project | |||||||||||
Santee Cooper | |||||||||||
Sempra Energy | |||||||||||
Southern Company
|
|||||||||||
Vistra Energy | |||||||||||
WEC Energy | |||||||||||
Xcel Energy |
Compensation Component
And % of Target TDC |
Objective | Key Features | ||||||
Annual Salary
|
Provides fixed base level of compensation to executives to encourage hiring and retention of qualified individuals
|
•Annual salary is typically determined by reference to median (50th percentile) for similar positions at other companies in TVA's peer group; above the median (50th to 75th percentile) for positions affected by market scarcity, recruitment and retention issues, and other business reasons; or below median due to incumbent experience, position scope, or other business reasons.
•Typically reviewed annually to consider changes in benchmark salaries and/or exceptional individual merit performances.
|
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Executive Annual Incentive Plan (EAIP)
|
Incentivizes performance by providing at-risk compensation tied to attainment of pre-established performance goals for the fiscal year
|
•Annual incentive payouts are based on the results of enterprise goals as determined from year to year by the TVA Board or the CEO, as applicable. Annual incentive payouts may be impacted by a corporate multiplier or adjusted by the TVA Board or CEO, as applicable, based on the evaluation of performance during the year.
•Target annual incentive opportunities increase with position and responsibility and are based in part on the opportunities other companies in TVA's peer group provide to those in similar positions.
•Typically reviewed annually to consider changes in benchmark annual incentives.
|
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Long-Term Incentive Plan (LTIP)
|
•Participation is limited to key positions that have the ability to significantly impact the long-term financial and/or operational objectives critical to TVA's overall success.
•LTP awards are granted with a three-year vesting cycle. Awards are variable at-risk opportunities based on achievement against performance goals established at the beginning of the three-year performance period.
•The Committee's policy is for a majority of each executive's total long-term incentive opportunity to be in the form of performance-based awards, with the remaining percent to be retention oriented.
•LTR awards will vest and pay out in three equal increments annually over three years, subject to the participant being employed through such dates, but are payable upon death or disability if earlier on a pro-rated basis.
•Since TVA issues no equity, TVA offers retention awards to be competitive with the industry marketplace for talent, providing a retention incentive similar to restricted stock or restricted stock units. These grants are intended to encourage executives to remain with TVA and to provide, in combination with salary, EAIP, and LTP grants, a competitive level of TDC.
|
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Long-Term Performance Award (LTP)
|
Incentivizes performance by providing at-risk compensation tied to attainment of pre-established performance goals over a three-year performance period
|
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Long-Term Retention Award (LTR)
|
Incentivizes retention by providing retention-based grants that are tied to a three-year vesting schedule
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Strategic Priorities | Incentive Compensation Metrics | |||||||||||||
A significant portion of each NEO's compensation is based on company performance and influenced by individual performance achievements. As a result, a majority of NEO compensation is at-risk, providing incentive for the executive to achieve superior performance for TVA and for the businesses, communities, and residents it serves, both in the short term and in the years to come.
Incentive compensation is provided to NEOs under the EAIP and LTIP. Each incentive award is described below.
|
|
People
Advantage
Amplifying the energy, passion and creativity within each TVA employee
|
|
Safety- Serious Injury Incident Rate | ||||||||||
|
Operational
Excellence
Building on TVA's best-in-class reputation for reliable service and competitively priced power
|
|
External Performance Indicators for the TVA Nuclear Fleet
Nuclear Unit Capability Factor
Combined Cycle Equivalent Availability Factor
Coal Equivalent Availability Factor
Load Not Served
|
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|
Financial
Strength
Investing in the future, while keeping energy costs as low as possible
|
|
Total Financing Obligations
Cash Flow from Operating Activities
Total Spend
Net Income
Non-Fuel Delivered Cost of Power
|
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|
Powerful
Partnerships
Promoting progress through the shared success of TVA's customers and stakeholders
|
|
Jobs Created and Retained
Stakeholder Survey
Customer Survey
Media Tone (awards granted before 2021)
|
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|
Igniting Innovation
Pursuing innovative solutions for TVA and its customers and communities
|
EAIP
Amount |
= |
Annual
Salary |
× |
Annual Target
Incentive Opportunity |
× |
Percent of
Scorecard Opportunity Achieved (0% to 150%) |
× |
Corporate
Multiplier (0 to 1.00) |
× |
Individual
Performance Multiplier (0% to 150%) |
Named Executive Officers |
2021 Target
Annual Incentive
Opportunity(1)
|
||||
Mr. Lyash | 150 | % | |||
Mr. Thomas | 80 | % | |||
Mr. Rausch | 70 | % | |||
Mr. Fountain | 70 | % | |||
Mr. Moul | 70 | % | |||
Mr. Skaggs | 80 | % |
2021 WPTIP/EAIP METRICS
|
The 2021 WPTIP/EAIP metrics are described in detail below. | ||||||||||||||||
|
TVA Total Spend
What this measures: TVA's ability to keep costs low
Total Non-Fuel Operating and Maintenance, Capital, Non-Fuel Inventory, and Cloud Implementation expenses for corporate and operational Strategic Business Unit organizations (excludes Board of Directors).
|
Why Is This Metric Used?
Supports the overall TVA goal of maintaining costs and managing rates based on spending levels approved by TVA management and the TVA Board.
|
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|
Load Not Served
What this measures: Transmission system outages that affect TVA customers
Load Not Served ("LNS") is a measure of the magnitude and duration of transmission system outages that affect TVA customers expressed in System Minutes. An automatic customer interruption with a duration of one minute or greater is tracked as a LNS event. LNS events caused by TVA on a distributor system will also count as a TVA event even if the TVA system remains energized. LNS excludes interruptions due to declared major events, variances, gunfire, vandalism, and verified tornadoes.
|
Why Is This Metric Used?
TVA manages this critical indicator to reduce the impact of customer outages.
|
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|
Annualized Nuclear Unit Capability Factor
What this measures: Nuclear plant availability
Annualized Nuclear Unit Capability Factor is the ratio of available energy generation, which excludes events outside of management control, over a given period of time to the reference energy generation over the same time period.
|
Why Is This Metric Used?
Monitors progress in attaining high unit and energy production reliability.
|
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|
Combined Cycle Equivalent Availability Factor
What this measures: Combined cycle plant reliability
Combined Cycle Equivalent Availability Factor ("EAF") reflects the percentage of time over a given period that a generating unit was available to generate power for TVA combined cycle generating assets, based on Generating Availability Data System ("GADS") event reporting guidelines for megawatt hour losses. Combined Cycle EAF excludes events classified as outside management control and variances.
|
Why Is This Metric Used?
Combined Cycle EAF focuses on ensuring TVA combined cycle generating assets are available and reliable to meet system demand.
|
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|
Coal Equivalent Availability Factor
What this measures: Coal plant reliability
Coal EAF reflects the percentage of time over a given period that a generating unit was available to generate power for TVA coal-fired generating assets, based on GADS event reporting guidelines for megawatt hour losses. Coal EAF excludes events classified as outside management control and variances.
|
Why Is This Metric Used?
Coal EAF focuses on ensuring TVA coal generating assets are available and reliable to meet system demand.
|
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As in previous years, the TVA Board approved the use of a corporate multiplier for the 2021 WPTIP/EAIP program. The corporate multiplier ranges between 0 and 1.0 and can be used only for purposes of reducing the amount of the award. The multiplier was based on performance in 2021 against goals set in November 2020 for six organizational metrics. For 2021, the TVA Board determined that the corporate multiplier should be 1.0 based on the following:
•Continued strong safety performance – top quartile in SIIR
•Strong financial health and performance
•Efforts continued to attract and encourage the expansion of business and industries in 2021
•Over $8.8 billion in investments, and
•Approximately 80,900 jobs created or retained
•Achieved outstanding results despite the challenges associated with the continued COVID-19
|
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Why does the TVA Board use a multiplier? | ||||||||||||||
The multiplier allows the TVA Board to qualitatively assess the organization's performance, emphasizing the importance of safety, financial health, reputation, and economic development. | ||||||||||||||
Metric | Definition | Why Is This Metric Used? | |||||||||
Safety – Serious
Injury Incident Rate (SIIR) |
A mathematical calculation used by Edison Electric Institute that quantifies the extent of injury for serious injuries and fatalities from events within the control of the employee and/or the employer. | TVA shares a professional and personal commitment to protect the safety of its employees, its contractors, its customers, and those in communities that TVA serves. | |||||||||
|
Total Financing Obligations (TFO) and Liabilities |
All statutory debt and other financing obligations. TFO and Liabilities is calculated by subtracting contributions to unfunded liabilities from the sum of (1) long-term debt, net (including unamortized premiums/discounts), (2) short-term debt, net, (3) leaseback obligations, (4) energy prepayment obligations, and (5) variable interest entities.
|
TVA's TFOs are driven by its business plan and reflect the application of financial guiding principles. Focusing on this measure will improve TVA's fiscal performance and strengthen TVA's balance sheet. | ||||||||
Cash Flow from Operating Activities |
Amount of cash generated from power production and other mission-related activities and generally defined as operating revenues received less cash payments made for operating expenses. See Item 8, Financial Statements and Supplementary Data – Consolidated Statements of Cash Flows for additional information.
|
Cash Flow from Operating Activities is considered a key indicator of overall financial health as it measures TVA's ability to use cash received from customers to sufficiently fund outgoing cash expenditures. | |||||||||
Net Income |
Consists of the organization’s net earnings derived by adjusting revenues for the cost of doing business, including the cost of sales, depreciation, interest, taxes, and other expenses. See Item 8, Financial Statements and Supplementary Data – Consolidated Statements of Operations for additional information.
|
Standard accounting measure that provides a view of TVA's financial performance position. | |||||||||
Jobs Created and Retained | Measures the number of new or retained jobs in the Tennessee Valley for which TVA has played a role in the recruitment or retention of the economic development project. | Tracks its progress using an industry standard measure. Jobs Created and Retained is a measure that economic developers can speak to and easily understand, and an established tracking mechanism is in place to measure TVA's economic development efforts. | |||||||||
Board Level Significant Events | Includes items deemed significant by the TVA Board of Directors. These items may affect TVA's reputation with its customers and its stakeholders, the organizational health of the workforce, or its impact on the public at large. Both favorable and unfavorable events will be considered. | An incentive pay program, by design, cannot cover the entire scope of activities that could occur during a given cycle. This measure allows the TVA Board to deem certain reputational, environmental, or other items as significant impacts to TVA's business. Items that may be considered significant (either favorably or unfavorably) include customer survey results, stakeholder survey results, key indicators of organizational health, environmental events, or other major events not covered in other performance measures. |
Inspiring Trust and Engagement
|
Continuous Improvement
|
Vision, Innovation, & Strategic Execution | Leadership Courage |
Building Organizational Talent
|
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Accountability and Driving Results
|
Adaptability
|
Business Acumen | Effective Communication | Leveraging Diversity |
LONG-TERM AWARDS REWARD LONG-TERM SUCCESS | LONG-TERM INCENTIVE AWARDS | ||||||||||
•Enterprise-wide performance criteria that are directly aligned with TVA's mission
•"Cumulative" performance approach to measure performance achieved over a three-year period with a new three-year performance cycle beginning each year
•Potential payment range of 0 percent to 150 percent of target incentive opportunity to enable awards that are commensurate with performance achievements
•Award opportunities established for each performance cycle at or below median levels of competitiveness with TVA's peer group
•LTP awards vest upon the completion of the three-year performance period, contingent upon continued employment through vesting date and subject to achievement of performance goals
•LTR awards vest in one-third increments over three years, contingent upon continued employment on each vesting date
|
|
Named Executive
Officers |
2021–2023
LTP(1) |
Value at target(2)
|
% Increase from
2020–2022 LTP target value |
2021 LTR(1)
|
Value(2)
|
% Increase from
2020 LTR award value |
||||||||||||||||||||
Mr. Lyash | 264.9 | % | $ | 2,914,100 | 24.5 | % | 113.5 | % | $ | 1,248,900 | 23.2 | % | ||||||||||||||
Mr. Thomas(3)
|
135.8 | % | $ | 1,039,000 | 6.0 | % | 57.6 | % | $ | 441,000 | 5.0 | % | ||||||||||||||
Mr. Rausch
|
90.6 | % | $ | 500,000 | — | % | 59.8 | % | $ | 330,000 | — | % | ||||||||||||||
Mr. Fountain(4)
|
104.2 | % | $ | 562,500 | 50.0 | % | 58.6 | % | $ | 316,500 | N/A | |||||||||||||||
Mr. Moul(5)
|
77.0 | % | $ | 588,750 | — | % | 77.0 | % | $ | 588,750 | — | % | ||||||||||||||
Mr. Skaggs | 170.3 | % | $ | 1,175,000 | 18.7 | % | 73.1 | % | $ | 504,000 | 17.5 | % |
2019–2021 LTP Award | Vested September 30, 2021 | |||||||
2020–2022 LTP Award | Vesting September 30, 2022 | |||||||
2021–2023 LTP Award | Vesting September 30, 2023 |
LTP
Incentive Amount |
= |
Target
Value |
× |
Percent of Opportunity Achieved
(0% to 150%) |
2019-2021 LTP
PERFORMANCE
METRICS
|
The 2019–2021 LTP metrics are described in detail below. | ||||||||||||||||
|
Non-Fuel Delivered Cost of Power
What this measures: Non-fuel expenses (cents/kWh)
The Non-Fuel Delivered Cost of Power performance measure is a financial measure. The Non-Fuel Delivered Cost of Power measure is equal to the sum of (i) non-fuel operating and maintenance ("O&M") expense, (ii) base capital expense, (iii) interest expense, and (iv) other expense divided by budgeted electric power sales.
|
Why Is This Metric Used?
This measure drives performance through activities that management can control. It aligns with TVA's strategic objective of maintaining low rates and focuses on aligning TVA’s non-fuel costs associated with generation, transmission, statutory mission services, and additional customer services with revenue. Non-Fuel Delivered Cost of Power supports retail rate objectives and aligns to the Business Plan commitment.
|
|||||||||||||||
|
Load Not Served
What this measures: Transmission system outages that affect TVA customers
Load Not Served ("LNS") is a measure of the magnitude and duration of transmission system outages that affect TVA customers expressed in system minutes. An automatic customer interruption with a duration of one minute or greater is tracked as an LNS event. LNS events caused by TVA on a distributor system will also count as a TVA event even if the TVA system remains energized. LNS excludes interruptions due to declared major events, variances, gunfire, vandalism, and verified tornadoes.
|
Why Is This Metric Used?
An automatic customer interruption with a duration of one minute or greater is tracked as an LNS event. TVA manages this critical indicator to reduce the impact of customer outages.
|
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|
External Measures
What this measures: External perception and reputational events
External Performance Indicators for the TVA Nuclear Fleet – Weighted combination of key nuclear performance indicators based on standard nuclear industry definitions for station performance.
Media Tone – Measures the percent of positive and balanced media coverage out of total TVA news coverage.
Stakeholder Survey – Conducted among the general public, public officials, economic development leaders, and business/community leaders in the TVA service area to assess public opinion of TVA.
Customer Survey – Annual survey of LPCs and Direct-Serve Customers focused on better understanding customer loyalty and related performance drivers.
Board Level Significant Events – Items (both favorable and unfavorable) that the Board deems significant and that affect TVA's reputation, organizational health, or the public at large
|
Why Is This Metric Used?
Targets for these measures represent incremental improvement in external perceptions of TVA's performance and brand.
|
|||||||||||||||
Base Salary | $ | 1,100,000 | ||||||||||||
Annual Performance Incentive under
Executive Annual Incentive Plan |
$ | 2,928,750 |
142 percent of target enterprise performance achieved
Reflects Individual Performance Multiplier of 125 percent
|
|||||||||||
Long-Term Performance Incentive | $ | 2,671,680 |
132 percent of long-term performance achieved for the three-year performance cycle ended September 30, 2021
|
|||||||||||
Long-Term Retention Incentive | $ |
754,300
|
2021 tranche of 2020 LTR and 2021 LTR awards |
JEFFREY J. LYASH
President and CEO
Joined TVA April 2019
|
2021 TOTAL DIRECT COMPENSATION EARNED
$7,454,730
Base Salary. Mr. Lyash's salary was increased 3.97 percent to $1,100,000 for 2021, reflecting superior performance and positioning to a more competitive base salary. This amount is below the 2021 compensation peer group median.
EAIP Payment Earned. Organizational performance under the TVA EAIP Scorecard exceeded target for all measures, resulting in a 142 percent payout percentage. Company performance under the TVA Corporate Multiplier measures was strong for nearly all measures despite the continued challenges presented by COVID-19. As a result, the TVA Board approved a 1.0 Corporate Multiplier.
The TVA Board approved an Individual Performance Multiplier of 125 percent for Mr. Lyash for 2021 given his superior performance, including those considerations noted under 2021 Individual Performance Highlights.
Long-Term Incentives Earned
Long-Term Performance Awards Earned. Organizational performance under the 2019–2021 LTP program was stronger than expected in key operational measures, resulting in significantly lower than expected Non-Fuel Delivered Cost of Power and Load Not Served. However, several external measures were below target. In light of strong safety, reliability, and financial performance, the TVA Board determined that the 132 percent calculated payout appropriately reflected executive performance in executing on TVA's long-term priorities and did not exercise its discretion to adjust the payout.
Long-Term Retention Award Earned. Mr. Lyash earned $754,300 in 2021 upon the vesting of the 2021 tranches of his 2020 and 2021 LTR program awards. The LTR awards vest ratably over a three-year period, subject to continued employment on each vesting date.
Long-Term Incentive Opportunities Granted
2021–2023 Long-Term Performance Award Opportunity. Effective October 1, 2020, Mr. Lyash was granted a 2021–2023 LTP program award with a target opportunity of $2,914,100, which will vest on September 30, 2023. Actual payout will depend on performance against targets at the end of the three-year performance period.
2021 Long-Term Retention Award Opportunity. Effective October 1, 2020, Mr. Lyash was granted a 2021 LTR program award of $1,248,900 that vests ratably over a three-year period, subject to continued employment on each vesting date. The first tranche was earned in 2021 as described above.
Other Compensation
Recruitment and Relocation Incentive. Mr. Lyash was paid $292,000 in 2021 as the third tranche of a deferred cash recruitment and relocation incentive under his employment offer letter. This incentive was intended to compensate him for amounts he forfeited from his previous employer in order to join TVA, as well as to provide some measure of substitute compensation in light of his not being eligible to earn any long-term performance incentive payments until September 2021.
|
||||||||||
2021 INDIVIDUAL PERFORMANCE HIGHLIGHTS
•TVA has maintained its high level of service and employees continued to deliver outstanding performance in all strategic areas of the company through the COVID-19 pandemic.
•Outstanding system performance experienced during the record winter storm and summer heat wave.
•Effective planning and response to COVID-19 through Pandemic Response Team and union partnerships focused on enhanced safety, well-being, and communications to support the workforce.
•Established an enterprise IwD to advise, champion, and oversee IwD strategies across TVA and the communities it serves. Increased diversity in leadership positions.
•Developed TVA's Strategic Intent document to support internal alignment related to TVA's efforts around decarbonization and advanced innovation in energy supply.
•Achieved 63% reduction in mass carbon emissions from 2005 baseline and working to obtain greater amounts of power supply from clean resources for further reductions.
•Successfully facilitated the FY22 Budget Power Supply Plan.
•Financial performance was strong, with debt reduced to the lowest level in 30 years, effective wholesale rates lowest in a decade, and lower interest expense in 2021 compared to 2020 mainly due to lower debt levels.
•Strengthened customer relationships: 95% (145) of 153 LPCs have signed with TVA under 20-year Partnership Agreement.
•The aggregate impact of these achievements was that TVA not only held rates stable and low, but returned $189 million in bill credits to LPCs participating in the long-term Partnership Agreement during 2021.
•These achievements also enabled TVA to deliver a wide range of pandemic support programs to LPCs, businesses, and communities that lessened their burden and helped businesses across the Tennessee Valley recover.
•Mr. Lyash's highest rated competencies were vision, innovation, and strategic direction, effective communication, and accountability and driving for results.
|
JOHN M. THOMAS, III
Executive Vice President and Chief Financial and Strategy Officer
Joined TVA November 2005
|
2021 TOTAL DIRECT COMPENSATION EARNED
$3,133,714
Base Salary. Mr. Thomas' salary was increased three percent to $686,582 at the beginning of 2021, reflecting strong performance and positioning to maintain a competitive base salary. Mr. Thomas’ salary was also increased 11.4 percent to $765,000 in June 2021 reflecting additional scope and responsibilities with his job title change to Executive Vice President and Chief Financial and Strategy Officer.
EAIP Payment Earned. Organizational performance under the TVA EAIP Scorecard exceeded target for all measures, resulting in a 142 percent payout percentage. Company performance under the TVA Corporate Multiplier measures was strong for nearly all measures despite the continued challenges presented by COVID-19. As a result, the TVA Board approved a 1.0 Corporate Multiplier.
The CEO approved an Individual Performance Multiplier of 105 percent for Mr. Thomas for 2021 given his strong performance, including those considerations noted under 2021 Individual Performance Highlights.
Long-Term Incentives Earned
Long-Term Performance Awards Earned. Organizational performance under the 2019–2021 LTP program was stronger than expected in key operational measures, resulting in significantly lower than expected Non-Fuel Delivered Cost of Power and Load Not Served. However, several external measures were below target. In light of strong safety, reliability, and financial performance, the TVA Board determined that the 132 percent calculated payout appropriately reflected executive performance in executing on TVA's long-term priorities and did not exercise its discretion to adjust the payout.
Long-Term Retention Awards Earned. Mr. Thomas earned $413,667 in 2021 upon the vesting of the 2021 tranches of his 2019, 2020, and 2021 LTR program awards. The LTR awards vest ratably over a three-year period, subject to continued employment on each vesting date.
Long-Term Incentive Opportunities Granted
2021–2023 Long-Term Performance Award Opportunity. Effective October 1, 2020, Mr. Thomas was granted a 2021–2023 LTP program award with a target opportunity of $1,000,000. Effective June 7, 2021, Mr. Thomas was awarded a prorated 2021-2023 LTP grant of $1,039,000, which will vest on September 30, 2023, and replaced the 2021-2023 LTP grant of $1,000,000 made on October 1, 2020. The actual payout of the award will depend on performance against targets at the end of the three-year performance period.
2021 Long-Term Retention Award Opportunity. Effective October 1, 2020, Mr. Thomas was granted a 2021 LTR program award of $432,000. Effective June 7, 2021, Mr. Thomas was awarded a prorated 2021 LTR award of $441,000 which replaced the 2021 LTR program award of $432,000 made on October 1, 2020, that vests ratably over a three-year period, subject to continued employment on each vesting date. The first tranche was earned in 2021 as described above.
|
||||||||||
2021 INDIVIDUAL PERFORMANCE HIGHLIGHTS
•Executed CFO, strategic planning, and business planning functions at an exceptionally high level, delivering results that exceeded enterprise goals in O&M expense, debt reduction, net income, and cash flow.
•After assuming leadership for the Technology and Innovation units in 2020, quickly developed a comprehensive technology strategy including initiatives focused on transportation electrification, regional grid transformation, and expansion of TVA's solar power program, producing excellent 2021 results. For example, the industry-leading Green Invest Program resulted in more than 2,000 MWs of solar development across the Valley.
•Continued to effectively manage revenue loss risk presented by the COVID-19 pandemic by working across the organization to manage O&M expense, adjust capital spending, and develop and extend a range of LPC and community support programs. These programs included direct fund matching to communities through the Community Care Fund and support through the Back-to-Business Credit program.
•Effectively managed TVA liquidity, access to debt markets, and liability management activities to maintain TVA's strong financial position and lower interest expense.
•Continued to successfully build TVA's ESG programs and communicate them effectively to stakeholders, including the financial community, executing TVA's first Investor ESG day.
•Executed major bond issuance, including TVA's first ever Green Bonds that garnered the lowest 10-year rate in TVA history.
•Continued to reduce TVA debt, achieving the lowest level in 30 years.
•Total number of Long-Term Partnership Agreements increased in 2021, which returned $189 million to participating LPCs in 2021.
•A key leader in delivering organizational financial performance that was the foundation for providing TVA customers with a 2.5% Pandemic Relief Credit on their monthly bills in 2021, and creating a Pandemic Recovery Credit of 2.5% for application throughout 2022.
•Continued to mature the TVA Enterprise Risk Management Program, delivering superior risk insights contributing to material risk reduction.
•In partnership with a range of internal organizations, developed and brought to the TVA Board a Carbon-informed Asset plan and a Strategic Intent and Guiding Principles Document that lay the foundation of TVA's greenhouse gas reduction glide path while maintaining low cost and high reliability.
|
TIMOTHY S. RAUSCH
Executive Vice President and
Chief Nuclear Officer
Joined TVA October 2018
|
2021 TOTAL DIRECT COMPENSATION EARNED
$1,938,804
Base Salary. Mr. Rausch's salary was increased three percent to $551,668 for 2021, reflecting solid performance and positioning to maintain a competitive base salary.
EAIP Payment Earned. Organizational performance under the TVA EAIP Scorecard exceeded target for all measures, resulting in a 142 percent payout percentage. Company performance under the TVA Corporate Multiplier measures was strong for nearly all measures despite the continued challenges presented by COVID-19. As a result, the TVA Board approved a 1.0 Corporate Multiplier.
The CEO approved an Individual Performance Multiplier of 105 percent for Mr. Rausch for 2021 given his solid performance and notable achievements, including those considerations noted under 2021 Individual Performance Highlights.
Long-Term Incentives Earned
Long-Term Performance Awards Earned. Organizational performance under the 2019–2021 LTP program was stronger than expected in key operational measures, resulting in significantly lower than expected Non-Fuel Delivered Cost of Power and Load Not Served. However, several external measures were below target. In light of strong safety, reliability, and financial performance, the TVA Board determined that the 132 percent calculated payout appropriately reflected executive performance in executing on TVA's long-term priorities and did not exercise its discretion to adjust the payout.
Long-Term Retention Award Payments Earned. Mr. Rausch earned $277,750 in 2021 upon the vesting of the 2021 tranches of his 2019, 2020, and 2021 LTR program award. The LTR program award vests ratably over a three-year period, subject to continued employment on each vesting date.
Long-Term Incentive Opportunities Granted
2021–2023 Long-Term Performance Award Opportunity. Effective October 1, 2020, Mr. Rausch was granted a 2021–2023 LTP program award with a target opportunity of $500,000, which will vest on September 30, 2023. Actual payout will depend on performance against targets at the end of the three-year performance period.
2021 Long-Term Retention Award Opportunity. Effective October 1, 2020, Mr. Rausch was granted a 2021 LTR program award of $330,000 that vests ratably over a three-year period, subject to continued employment on each vesting date. The first tranche was earned in 2021 as described above.
|
||||||||||
2021 INDIVIDUAL PERFORMANCE HIGHLIGHTS
•Effectively led strong TVA nuclear fleet progress towards best-in-class operation, substantially improving nuclear fleet performance metrics and making solid progress toward the enterprise objective that all nuclear units achieve top quartile performance in 2022.
•Completed 2021 with zero recordable injuries to TVA nuclear employees, effective with October 8, 2021 recorded data.
•Substantially strengthened nuclear safety culture and safety conscious work environment, including improvement of Employee Concerns Program effectiveness, leadership timeliness in addressing employee issues and workforce communication that were recognized by the NRC with the closure of work environment related open concerns.
•Completed the Extended Power Uprate program at Browns Ferry Nuclear Plant that increased cost effective power output by 11 percent and received nuclear industry recognition for project excellence.
•Completed a broad portfolio of investments that significantly improved nuclear fleet safety and reliability.
•Demonstrated nuclear value by delivering high reliability of the nuclear fleet through extreme winter weather and during the high load summer season.
•Completed a series of major nuclear plant refueling outages involving thousands of workers, largely on budget and on schedule despite challenges presented by the COVID-19 pandemic.
•Led a team that continued to advance the company's new nuclear program focused on deployment of light water Small Modular Reactors, which is a critical milestone in the development of this zero carbon generating resource. In addition, formed a partnership focused on development of next generation reactors including construction of a molten fluoride salt test reactor at Oak Ridge.
•Championed the enterprise IwD Initiative, increasing diversity in the nuclear organization and mentoring the enterprise IwD Leadership Council.
|
DAVID B. FOUNTAIN
Executive Vice President and General Counsel (effective March 2021; former Senior Vice President, Vice General
Counsel)
Joined TVA June 2020
|
2021 TOTAL DIRECT COMPENSATION EARNED
$1,074,607
Base Salary. Mr. Fountain’s salary was increased 3.5 percent to $465,750 at the beginning of 2021 reflecting his superior performance and positioning to maintain a competitive base salary. Mr. Fountain’s salary was also increased 15.9 percent to $540,000 in March 2021, with his selection as Executive Vice President and General Counsel.
EAIP Payment Earned. Organizational performance under the TVA EAIP Scorecard exceeded target for all measures, resulting in a 142 percent payout percentage. Company performance under the TVA Corporate Multiplier measures was strong for nearly all measures despite the continued challenges presented by COVID-19. As a result, the TVA Board approved a 1.0 Corporate Multiplier.
The CEO approved an Individual Performance Multiplier of 100 percent for Mr. Fountain for 2021 given his solid performance, including those considerations noted under 2021 Individual Performance Highlights.
Long-Term Incentives Earned
Long-Term Performance Award Payments Earned. Mr. Fountain did not participate in the 2019-2021 LTP program, and thus did not receive any LTP payout in 2021.
Long-Term Retention Award Payments Earned. Mr. Fountain earned $105,500 in 2021 as the first tranche of his 2021 LTR program. The 2021 LTR award vests ratably over a three-year period, subject to continued employment on each vesting date.
Long-Term Incentive Opportunities Granted
2021–2023 Long-Term Performance Award Opportunity. Effective October 1, 2020, Mr. Fountain was granted a 2021-2023 LTP program award with a target opportunity of $375,000. Effective March 5, 2021, Mr. Fountain was awarded a prorated 2021-2023 LTP grant of $562,500, which will vest on September 30, 2023, and replaced the 2021-2023 LTP grant of $375,000. The actual payout of the award will depend on performance against targets at the end of a three-year performance period.
2021 Long-Term Retention Award Opportunity. Effective October 1, 2020, Mr. Fountain was granted a 2021 LTR program award of $249,000. Effective with the March 5, 2021 selection, Mr. Fountain was awarded a prorated 2021 LTR award of $316,500 which replaced the 2021 LTR program award of $249,000 made on October 1, 2020, and vests ratably over a three-year period, subject to continued employment on each vesting date. The first tranche was earned in 2021 as described above.
Other Compensation
Recruitment and Relocation Incentive. Mr. Fountain was paid $100,000 in 2021 as the second installment of a deferred cash relocation incentive under his employment offer letter and $350,000 as the second installment of a deferred cash recruitment incentive under his employment offer letter.
|
||||||||||
2021 INDIVIDUAL PERFORMANCE HIGHLIGHTS
•Effectively led the activities of the Office of the General Counsel ("OGC) across multiple areas of law, including nuclear, regulatory, commercial, environmental, litigation, employment, natural resources, and others.
•Served a critical role as an insightful, strategic, and trusted advisor to the Enterprise Leadership Team and to the TVA Board.
•Counseled the enterprise through a variety of novel legal challenges including challenges to the public power model established by the TVA Act and a favorable decision in the Nuclear Development lawsuit related to the disposition of the Bellefonte Nuclear Plant site.
•As Corporate Secretary supported the TVA Board in developing and implementing changes intended to strengthen the company's governance and improve transparency, including restructuring Board Committees.
•As Vice General Counsel, led TVA's response to Executive Orders and interactions with other federal offices that successfully resolved significant issues and built confidence and trust.
•Continued to successfully support the organization in developing the basis and structure of the portfolio of COVID-19 pandemic-related programs delivered across the TVA service area.
•Took significant steps to strengthen the TVA Ethics Program, including completion of a comprehensive program assessment and development of a long-term improvement plan
•Successfully completed the transition of the OGC organization from the prior General Counsel, building employee confidence and engagement.
•Expanded the OGC's pro-bono legal support initiative that is positively impacting lives in support of TVA's mission of service.
|
DONALD A. MOUL
Executive Vice President and Chief Operating Officer
Joined TVA June 2021
|
2021 TOTAL DIRECT COMPENSATION EARNED
$854,831
Base Salary. Mr. Moul’s salary was approved as $765,000 commensurate with his employment on June 21, 2021 as Executive Vice President and Chief Operating Officer. Salary earned in 2021 was $205,962.
EAIP Payment Earned. Organizational performance under the TVA EAIP Scorecard exceeded target for all measures, resulting in a 142 percent payout percentage. Company performance under the TVA Corporate Multiplier measures was strong for nearly all measures despite the continued challenges presented by COVID-19. As a result, the TVA Board approved a 1.0 Corporate Multiplier.
The CEO approved an Individual Performance Multiplier of 115 percent for Mr. Moul for 2021 given his strong performance, including those considerations noted under 2021 Individual Performance Highlights.
Long-Term Incentives Earned
Long-Term Performance Award Payments Earned. Organizational performance under the 2019–2021 LTP program was stronger than expected in key operational measures, resulting in significantly lower than expected Non-Fuel Delivered Cost of Power and Load Not Served. However, several external measures were below target. In light of strong safety, reliability, and financial performance, the TVA Board determined that the 132 percent calculated payout appropriately reflected executive performance in executing on TVA's long-term priorities and did not exercise its discretion to adjust the payout.
Long-Term Retention Award Payments Earned. Mr. Moul earned $327,084 in 2021 upon the vesting of the 2021 tranches of his 2019, 2020 and 2021 LTR program awards. The LTR awards vest ratably over a three-year period, subject to continued employment on each vesting date.
Long-Term Incentive Opportunities Granted
2021–2023 Long-Term Performance Award Opportunity. Effective with his hire, Mr. Moul was granted a prorated 2021-2023 LTP program award with a target opportunity of $588,750 which will vest on September 30, 2023. The actual payout of the award will depend on performance against targets at the end of the three-year performance period.
2021 Long-Term Retention Award Opportunity. Effective with his hire, Mr. Moul was granted a prorated 2021-2023 LTR program award of $588,750 that vests ratably over a three-year period, subject to continued employment on each vesting date. The first tranche was earned in 2021 as described above.
Other Compensation
Recruitment and Relocation Incentive. Mr. Moul was paid $650,000 in 2021 as the first installment of a deferred cash recruitment and relocation incentive under his employment offer letter.
|
||||||||||
2021 INDIVIDUAL PERFORMANCE HIGHLIGHTS
•Completed a highly successful 100-day Chief Operating Officer transition plan that maintained operational quality, built employee confidence, and effectively completed the turnover of the Chief Operating Officer position with Mr. Skaggs coincident with the end of the fiscal year.
•Effectively engaged with the staff and coordinated system and river operations activities through a significant rainfall year and the highest load period in nearly a decade without customer interruption or price instability.
•Quickly acclimated to the TVA organization, culture, and operation and established himself as an effective senior executive.
•Completed an extensive program of customer and stakeholder outreach to establish the constructive relationships needed to effectively lead the enterprise, receiving strong positive stakeholder feedback on this critical executive turnover.
•Effectively led organizational response to a series of COVID-related Executive Orders in a manner that satisfied these directives without disrupting performance.
•Led the organizational response to a tragic contract employee fatality, supporting the responsible contract partner company in their investigation and ensuring that TVA learned all appropriate lessons and took timely improvement actions.
|
MICHAEL D. SKAGGS
Executive Vice President and Advisor to the Chief Operating Officer (effective June 2021; former Executive Vice President and Chief Operating Officer)
Joined TVA February 1994
|
2021 TOTAL DIRECT COMPENSATION EARNED
$3,335,868
Base Salary. Mr. Skaggs's salary was increased four percent to $689,936 for 2021, reflecting strong performance and positioning to maintain a competitive base salary.
EAIP Payment Earned. Organizational performance under the TVA EAIP Scorecard exceeded target for all measures, resulting in a 142 percent payout percentage. Company performance under the TVA Corporate Multiplier measures was strong for nearly all measures despite the continued challenges presented by COVID-19. As a result, the TVA Board approved a 1.0 Corporate Multiplier.
The CEO approved an Individual Performance Multiplier of 115 percent for Mr. Skaggs for 2021 given his strong performance, including those considerations noted under 2021 Individual Performance Highlights.
Long-Term Incentives Earned
Long-Term Performance Awards Earned. Organizational performance under the 2019-2021 LTP program was stronger than expected in key operational measures, resulting in significantly lower than expected Non-Fuel Delivered Cost of Power and Load Not Served. However, several external measures were below target. In light of strong safety, reliability, and financial performance, the TVA Board determined that the 132 percent calculated payout appropriately reflected executive performance in executing on TVA's long-term priorities and did not exercise its discretion to adjust the payout.
Long-Term Retention Awards Earned. Mr. Skaggs earned $451,000 in 2021 upon the vesting of the 2021 tranches of his 2019, 2020, and 2021 LTR program awards, respectively. The LTR program awards vest ratably over a three-year period, subject to continued employment on each vesting date.
Long-Term Incentive Opportunities Granted
2021–2023 Long-Term Performance Award Opportunity. Effective October 1, 2020, Mr. Skaggs was granted a 2021–2023 LTP program award with a target opportunity of $1,175,000 which will vest on September 30, 2023. Actual payout will depend on performance against targets at the end of the three-year performance period.
2021 Long-Term Retention Award Opportunity. Effective October 1, 2020, Mr. Skaggs was granted a 2021 LTR program award of $504,000 that vests ratably over a three-year period, subject to continued employment on each vesting date. The first tranche was earned in 2021 as described above.
|
||||||||||
2021 INDIVIDUAL PERFORMANCE HIGHLIGHTS
•Led the operational teams to the best industrial safety performance in TVA history for the second consecutive year, with top quartile Serious Injury Rate and top decile OSHA Injury Rate.
•Provided exceptional reliability during two extreme cold and heat-related weather events, delivering high generating station performance, strong transmission system performance, and outstanding system management.
•In partnership with a range of internal organizations, developed and brought to the TVA Board a Carbon-informed Asset plan and a Strategic Intent and Guiding Principles Document that lay the foundation of TVA's greenhouse gas reduction glide path while maintaining low cost and high reliability.
•Continuously improved transmission reliability in 2021, again setting industry performance standards, and resulting in more reliable and higher-quality power delivery to industrial customers, LPCs, and communities.
•Led significant improvement of non- nuclear generation fleet performance in 2021, exceeding aggressive goals and contributing to lower fuel costs and considerable savings to customers.
•Progressed the Grid of Tomorrow program, which is focused on building the integrated energy system of the future, on schedule and on budget.
•Continued to build TVA's ESG program and issued TVA's second Sustainability Report, clearly communicating TVA's leadership position in this important dimension of corporate stewardship.
•Led improvement efforts for critical support functions of supply chain, environmental programs, and security.
•Evaluated, assisted in lessons learned incorporation, and provided meaningful mentorship for the Watts Bar Unit 2 Nuclear Plant Steam Generator Project.
•Advised the TVA nuclear team in developing the Small Modular Reactor program, a key to achieving future carbon reduction goals.
|
Name and Principal Position | Year | Salary |
Bonus(1)
|
Non-Equity Incentive Plan Compensation(2)
|
Change in Pension Value and
Nonqualified Deferred Compensation Earnings(3) |
All Other Compensation(4)
|
Total | ||||||||||||||||||||||||||||||||||||||||||||||||||||
Jeffrey J. Lyash | 2021 | $ | 1,100,000 | $ | — | $ | 6,354,730 | $ | 2,110,300 | $ | 317,650 | $ | 9,882,680 | ||||||||||||||||||||||||||||||||||||||||||||||
President and Chief | 2020 | 1,058,000 | — | 2,729,609 |
(5)
|
2,271,647 |
(6)
|
1,237,977 | 7,297,233 | ||||||||||||||||||||||||||||||||||||||||||||||||||
Executive Officer | 2019 | 445,846 | 380,000 | 861,969 |
(7)
|
5,970,873 |
(8)
|
504,835 | 8,163,523 | ||||||||||||||||||||||||||||||||||||||||||||||||||
John M. Thomas, III | 2021 | $ | 710,711 | $ | — | $ | 2,423,003 | $ | 767,504 | $ | 21,375 | $ | 3,922,593 | ||||||||||||||||||||||||||||||||||||||||||||||
Executive Vice President and | 2020 | 666,584 | — | 2,210,410 |
(9)
|
980,220 |
(10)
|
21,000 | 3,878,214 | ||||||||||||||||||||||||||||||||||||||||||||||||||
Chief Financial and Strategy Officer | 2019 | 648,208 | 52,500 | 1,804,797 |
(11)
|
1,076,752 |
(12)
|
20,625 | 3,602,882 | ||||||||||||||||||||||||||||||||||||||||||||||||||
Timothy Rausch | 2021 | $ | 551,668 | $ | — | $ | 1,387,136 | $ | 237,895 | $ | 25,650 | $ | 2,202,349 | ||||||||||||||||||||||||||||||||||||||||||||||
Senior Vice President | 2020 | 535,600 | — | 1,031,390 |
(13)
|
106,428 |
(14)
|
159,794 | 1,833,212 | ||||||||||||||||||||||||||||||||||||||||||||||||||
and Chief Nuclear Officer | 2019 | 502,000 | — | 713,750 |
(15)
|
72,784 |
(16)
|
255,735 | 1,544,269 | ||||||||||||||||||||||||||||||||||||||||||||||||||
David Fountain | 2021 | $ | 507,444 | $ | — | $ | 567,163 | $ | 4,167 | $ | 479,295 | $ | 1,558,069 | ||||||||||||||||||||||||||||||||||||||||||||||
Executive Vice President | 2020 | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||
and General Counsel | 2019 | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||
Donald Moul | 2021 | $ | 205,962 | $ | — | $ | 648,869 | $ | — | $ | 678,098 | $ | 1,532,929 | ||||||||||||||||||||||||||||||||||||||||||||||
Executive Vice President | 2020 | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||
and Chief Operating Officer | 2019 | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||||||||||||||||
Mike D. Skaggs | 2021 | $ | 689,936 | $ | — | $ | 2,645,932 | $ | 1,223,557 | $ | 12,825 | $ | 4,572,250 | ||||||||||||||||||||||||||||||||||||||||||||||
Executive Vice President | 2020 | 663,400 | — | 2,150,295 |
(17)
|
1,609,999 |
(18)
|
12,600 | 4,436,294 | ||||||||||||||||||||||||||||||||||||||||||||||||||
and Advisor to the CEO | 2019 | 614,692 | 52,500 | 1,716,194 |
(19)
|
2,017,130 |
(20)
|
12,375 | 4,412,891 |
Jeffrey J.
Lyash |
John M. Thomas, III |
Timothy
Rausch |
David Fountain | Donald Moul | Michael D. Skaggs | ||||||||||||||||||||||||||||||||||||
EAIP | $ | 2,928,750 | $ | 847,736 | $ | 575,776 | $ | 461,663 | $ | 235,435 | $ | 901,332 | |||||||||||||||||||||||||||||
LTP | 2,671,680 | 1,161,600 | 533,610 | — | 86,350 | 1,293,600 | |||||||||||||||||||||||||||||||||||
LTR 2019-03(A)
|
— | 126,667 | 57,750 | — | 21,806 | 140,000 | |||||||||||||||||||||||||||||||||||
LTR 2020-02(B)
|
338,000 | 140,000 | 110,000 | — | 109,028 | 143,000 | |||||||||||||||||||||||||||||||||||
LTR 2021-01(C)
|
416,300 | 147,000 | 110,000 | 105,500 | 196,250 | 168,000 | |||||||||||||||||||||||||||||||||||
Total | $ | 6,354,730 | $ | 2,423,003 | $ | 1,387,136 | $ | 567,163 | $ | 648,869 | $ | 2,645,932 |
Jeffrey J.
Lyash |
John M. Thomas, III |
Timothy
Rausch |
David Fountain | Donald Moul | Michael D. Skaggs | ||||||||||||||||||||||||||||||||||||
Increase under TVARS Plans | $ | — | $ | 17,652 | $ | — | $ | — | $ | — | $ | 41,797 | |||||||||||||||||||||||||||||
Increase under SERP | 2,110,300 | 749,852 | 237,895 | 4,167 | — | 1,181,760 | |||||||||||||||||||||||||||||||||||
Total | $ | 2,110,300 | $ | 767,504 | $ | 237,895 | $ | 4,167 | $ | — | $ | 1,223,557 |
Jeffrey J.
Lyash |
John M. Thomas, III |
Timothy
Rausch |
David Fountain | Donald Moul | Michael D. Skaggs | ||||||||||||||||||||||||||||||||||||
401(k) Matching Contribution | $ | 12,825 | $ | 12,825 | $ | 12,825 | $ | 12,825 | $ | 7,944 | $ | 12,825 | |||||||||||||||||||||||||||||
Non-Elective 401(k) Contribution | 12,825 | 8,550 | 12,825 | 12,825 | 9,268 | — | |||||||||||||||||||||||||||||||||||
Deferred Cash Recruitment/Relocation Incentive | 292,000 | — | — | 450,000 |
(A)
|
650,000 |
(B)
|
— | |||||||||||||||||||||||||||||||||
Relocation Benefits | — | — | — | 3,645 | 10,886 | — | |||||||||||||||||||||||||||||||||||
Total | $ | 317,650 | $ | 21,375 | $ | 25,650 | $ | 479,295 | $ | 678,098 | $ | 12,825 |
Estimated Possible Payouts Under
Non-Equity Incentive Plan Awards(1)
|
Estimated Future Payouts Under
Non-Equity Incentive Plan Awards(1) |
|||||||||||||||||||||||||||||||||||||||||||
Current Year | Future Years | |||||||||||||||||||||||||||||||||||||||||||
Name | Plan |
Threshold(2)
|
Target(2)
|
Maximum(2)
|
Threshold(2)
|
Target(2)
|
Maximum(2)
|
Performance Period Ending/Vesting Date | ||||||||||||||||||||||||||||||||||||
Jeffrey J. Lyash | EAIP |
(3)
|
$ | 825,000 | $ | 1,650,000 | $ | 2,475,000 | 9/30/2021 | |||||||||||||||||||||||||||||||||||
LTP 2019 |
(4)
|
1,012,000 | 2,024,000 | 3,036,000 | 9/30/2021 | |||||||||||||||||||||||||||||||||||||||
LTR 2020-02 |
(5)
|
338,000 | 338,000 | 9/30/2021 | ||||||||||||||||||||||||||||||||||||||||
LTR 2021-01 |
(5)
|
416,300 | 416,300 | 9/30/2021 | ||||||||||||||||||||||||||||||||||||||||
LTP 2020 |
(6)
|
$ | 1,170,500 | $ | 2,341,000 | $ | 3,511,500 | 9/30/2022 | ||||||||||||||||||||||||||||||||||||
LTR 2020-03 |
(5)
|
338,000 | 338,000 | 9/30/2022 | ||||||||||||||||||||||||||||||||||||||||
LTR 2021-02 |
(5)
|
416,300 | 416,300 | 9/30/2022 | ||||||||||||||||||||||||||||||||||||||||
LTP 2021 |
(7)
|
1,457,050 | 2,914,100 | 4,371,150 | 9/30/2023 | |||||||||||||||||||||||||||||||||||||||
LTR 2021-03 |
(5)
|
416,300 | 416,300 | 9/30/2023 | ||||||||||||||||||||||||||||||||||||||||
John M. Thomas, III | EAIP |
(3)
|
$ | 284,284 | $ | 568,568 | $ | 852,852 | 9/30/2021 | |||||||||||||||||||||||||||||||||||
LTP 2019 |
(4)
|
440,000 | 880,000 | 1,320,000 | 9/30/2021 | |||||||||||||||||||||||||||||||||||||||
LTR 2019-03 |
(5)
|
126,667 | 126,667 | 9/30/2021 | ||||||||||||||||||||||||||||||||||||||||
LTR 2020-02 |
(5)
|
140,000 | 140,000 | 9/30/2021 | ||||||||||||||||||||||||||||||||||||||||
LTR 2021-01 |
(5)
|
147,000 | 147,000 | 9/30/2021 | ||||||||||||||||||||||||||||||||||||||||
LTP 2020 |
(6)
|
$ | 490,000 | $ | 980,000 | $ | 1,470,000 | 9/30/2022 | ||||||||||||||||||||||||||||||||||||
LTR 2020-03 |
(5)
|
140,000 | 140,000 | 9/30/2022 | ||||||||||||||||||||||||||||||||||||||||
LTR 2021-02 |
(5)
|
147,000 | 147,000 | 9/30/2022 | ||||||||||||||||||||||||||||||||||||||||
LTP 2021 |
(7)
|
519,500 | 1,039,000 | 1,558,500 | 9/30/2023 | |||||||||||||||||||||||||||||||||||||||
LTR 2021-03 |
(5)
|
147,000 | 147,000 | 9/30/2023 | ||||||||||||||||||||||||||||||||||||||||
Timothy Rausch | EAIP |
(3)
|
$ | 193,084 | $ | 386,168 | $ | 579,252 | 9/30/2021 | |||||||||||||||||||||||||||||||||||
LTP 2019 |
(4)
|
202,125 | 404,250 | 606,375 | 9/30/2021 | |||||||||||||||||||||||||||||||||||||||
LTR 2019-03 |
(5)
|
57,750 | 57,750 | 9/30/2021 | ||||||||||||||||||||||||||||||||||||||||
LTR 2020-02 |
(5)
|
110,000 | 110,000 | 9/30/2021 | ||||||||||||||||||||||||||||||||||||||||
LTR 2021-01 |
(5)
|
110,000 | 110,000 | 9/30/2021 | ||||||||||||||||||||||||||||||||||||||||
LTP 2020 |
(6)
|
$ | 250,000 | $ | 500,000 | $ | 750,000 | 9/30/2022 | ||||||||||||||||||||||||||||||||||||
LTR 2020-03 |
(5)
|
110,000 | 110,000 | 9/30/2022 | ||||||||||||||||||||||||||||||||||||||||
LTR 2021-02 |
(5)
|
110,000 | 110,000 | 9/30/2022 | ||||||||||||||||||||||||||||||||||||||||
LTP 2021 |
(7)
|
250,000 | 500,000 | 750,000 | 9/30/2023 | |||||||||||||||||||||||||||||||||||||||
LTR 2021-03 |
(5)
|
110,000 | 110,000 | 9/30/2023 | ||||||||||||||||||||||||||||||||||||||||
David Fountain | EAIP |
(3)
|
$ | 162,557 | $ | 325,114 | $ | 487,672 | 9/30/2021 | |||||||||||||||||||||||||||||||||||
LTR 2021-01 |
(5)
|
105,500 | 105,500 | 9/30/2021 | ||||||||||||||||||||||||||||||||||||||||
LTP 2020 |
(6)
|
$ | 187,500 | $ | 375,000 | $ | 562,500 | 9/30/2022 | ||||||||||||||||||||||||||||||||||||
LTR 2021-02 |
(5)
|
105,500 | 105,500 | 9/30/2022 | ||||||||||||||||||||||||||||||||||||||||
LTP 2021 |
(7)
|
281,250 | 562,500 | 843,750 | 9/30/2023 | |||||||||||||||||||||||||||||||||||||||
LTR 2021-03 |
(5)
|
105,500 | 105,500 | 9/30/2023 | ||||||||||||||||||||||||||||||||||||||||
Donald Moul | EAIP |
(3)
|
$ | 72,087 | $ | 144,173 | $ | 216,260 | 9/30/2021 | |||||||||||||||||||||||||||||||||||
LTP 2019 |
(4)
|
32,709 | 65,417 | 98,126 |
(8)
|
9/30/2021 | ||||||||||||||||||||||||||||||||||||||
LTR 2019-03 |
(5)
|
21,806 | 21,806 |
(9)
|
9/30/2021 | |||||||||||||||||||||||||||||||||||||||
LTR 2020-02 |
(5)
|
109,028 | 109,028 |
(10)
|
9/30/2021 | |||||||||||||||||||||||||||||||||||||||
LTR 2021-01 |
(5)
|
196,250 | 196,250 |
(11)
|
9/30/2021 | |||||||||||||||||||||||||||||||||||||||
LTP 2020 |
(6)
|
$ | 163,542 | $ | 327,083 | $ | 490,625 |
(12)
|
9/30/2022 | |||||||||||||||||||||||||||||||||||
LTR 2020-03 |
(5)
|
109,028 | 109,028 |
(10)
|
9/30/2022 | |||||||||||||||||||||||||||||||||||||||
LTR 2021-02 |
(5)
|
196,250 | 196,250 |
(11)
|
9/30/2022 | |||||||||||||||||||||||||||||||||||||||
LTP 2021 |
(7)
|
294,375 | 588,750 | 883,125 |
(13)
|
9/30/2023 | ||||||||||||||||||||||||||||||||||||||
LTR 2021-03 |
(5)
|
196,250 | 196,250 |
(11)
|
9/30/2023 | |||||||||||||||||||||||||||||||||||||||
Michael D. Skaggs | EAIP |
(3)
|
$ | 275,975 | $ | 551,949 | $ | 827,924 | 9/30/2021 | |||||||||||||||||||||||||||||||||||
LTP 2019 |
(4)
|
490,000 | 980,000 | 1,470,000 | 9/30/2021 | |||||||||||||||||||||||||||||||||||||||
LTR 2019-03 |
(5)
|
140,000 | 140,000 | 9/30/2021 | ||||||||||||||||||||||||||||||||||||||||
LTR 2020-02 |
(5)
|
143,000 | 143,000 | 9/30/2021 | ||||||||||||||||||||||||||||||||||||||||
LTR 2021-01 |
(5)
|
168,000 | 168,000 | 9/30/2021 | ||||||||||||||||||||||||||||||||||||||||
LTP 2020 |
(6)
|
$ | 495,000 | $ | 990,000 | $ | 1,485,000 | 9/30/2022 | ||||||||||||||||||||||||||||||||||||
LTR 2020-03 |
(5)
|
143,000 | 143,000 | 9/30/2022 | ||||||||||||||||||||||||||||||||||||||||
LTR 2021-02 |
(5)
|
168,000 | 168,000 | 9/30/2022 | ||||||||||||||||||||||||||||||||||||||||
LTP 2021 |
(7)
|
587,500 | 1,175,000 | 1,762,500 | 9/30/2023 | |||||||||||||||||||||||||||||||||||||||
LTR 2021-03 |
(5)
|
168,000 | 168,000 | 9/30/2023 |
Name | Plan Name |
Number of
Years of Credited Service(1)
|
Present Value of Accumulated Benefit | Payments During Last Year | ||||||||||||||||
Jeffrey J. Lyash | TVARS | N/A | N/A |
(3)
|
$ | — | ||||||||||||||
SERP Tier 1 | 12.417 |
(2)
|
$ | 10,352,820 | — | |||||||||||||||
John M. Thomas, III | TVARS | 15.833 | 429,601 | — | ||||||||||||||||
SERP Tier 1 | 15.833 | 5,384,711 | — | |||||||||||||||||
Timothy Rausch | TVARS | N/A | N/A |
(3)
|
— | |||||||||||||||
SERP Tier 1 | 2.917 | 417,107 | — | |||||||||||||||||
David Fountain | TVARS | N/A | N/A |
(3)
|
— | |||||||||||||||
SERP Tier 1 | 1.333 | 4,167 | — | |||||||||||||||||
Donald Moul | TVARS | N/A | N/A |
(3)
|
— | |||||||||||||||
SERP Tier 1 | 0.250 | — | — | |||||||||||||||||
Michael D. Skaggs | TVARS | 27.583 | 814,475 | — | ||||||||||||||||
SERP Tier 1 | 24.000 |
(4)
|
9,075,757 | — |
Name |
Executive
Contributions in 2021 |
Registrant
Contributions in 2021 |
Aggregate
Earnings in 2021 |
Aggregate
Withdrawals/ Distributions |
Aggregate
Balance at September 30, 2021 |
|||||||||||||||||||||||||||
Jeffrey J. Lyash | $ | — | $ | — | $ | — | $ | — | $ | — | ||||||||||||||||||||||
John M. Thomas, III | — | — | — | — | — | |||||||||||||||||||||||||||
Timothy Rausch | — | — | — | — | — | |||||||||||||||||||||||||||
David Fountain | — | — | — | — | — | |||||||||||||||||||||||||||
Donald Moul | — | — | — | — | ||||||||||||||||||||||||||||
Michael D. Skaggs | — | — | 694,097 |
(1)
|
— | 6,041,126 |
(2)
|
Jeffrey J. Lyash |
Resignation(1)
|
Retirement |
Termination without Cause or Resignation for Good Reason
(Non-CIC)(2)
|
Termination without Cause or Resignation for Good Reason (CIC)(2)
|
Termination
with Cause |
Death/Disability | ||||||||||||||||||||||||||||||||||||||
Severance Agreement | $ | — | $ | — | $ | 4,125,000 | $ | 8,250,000 | $ | — | $ | — | ||||||||||||||||||||||||||||||||
SERP(3)
|
4,046,300 | 4,046,300 | 6,156,339 | 6,156,339 | 4,046,300 | 6,156,339 |
(4)
|
|||||||||||||||||||||||||||||||||||||
EAIP | 2,928,750 | 2,928,750 | 2,928,750 | 2,928,750 | 2,928,750 | 2,928,750 | ||||||||||||||||||||||||||||||||||||||
Deferred Cash Recruitment/Relocation Incentive(5)
|
292,000 | 292,000 | 292,000 | 292,000 | 292,000 | 292,000 | ||||||||||||||||||||||||||||||||||||||
LTR | 754,300 | 754,300 | 754,300 | 1,924,900 | 754,300 | 1,270,217 |
(6)
(7)
|
|||||||||||||||||||||||||||||||||||||
LTP | 2,671,680 | 2,671,680 |
(8)
|
2,671,680 | 7,926,780 | 2,671,680 | 5,203,713 |
(9)
(10)
|
||||||||||||||||||||||||||||||||||||
Deferred Compensation | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||
Total Value of Potential Payments | $ | 10,693,030 | $ | 10,693,030 | $ | 16,928,069 | $ | 27,478,769 | $ | 10,693,030 | $ | 15,851,019 |
John M. Thomas, III |
Resignation(1)
|
Retirement |
Termination without Cause or Resignation for Good Reason
(Non-CIC)(2)
|
Termination without Cause or Resignation for Good Reason (CIC)(2)
|
Termination with Cause | Death/Disability | ||||||||||||||||||||||||||||||||
Severance Agreement(1)
|
$ | — | $ | — | $ | 1,377,000 | $ | 2,754,000 | $ | — | $ | — | ||||||||||||||||||||||||||
SERP | 5,384,711 |
(3)(4)(5)
|
5,384,711 |
(3)
(4)
(5)
|
5,384,711 |
(3)
(4)
(5)
|
5,384,711 |
(3)
(4)
(5)
|
5,384,711 |
(3)
(4)
(5)
|
5,384,711 |
(3)
(4)
(6)
|
||||||||||||||||||||||||||
EAIP | 847,736 | 847,736 | 847,736 | 847,736 | 847,736 | 847,736 | ||||||||||||||||||||||||||||||||
LTR | 413,667 | 413,667 | 413,667 | 847,667 | 413,667 | 606,167 |
(7)
(8)
|
|||||||||||||||||||||||||||||||
LTP | 1,161,600 | 2,161,267 |
(9)
|
2,161,267 | 3,180,600 | 1,161,600 | 2,161,267 |
(10)
(11)
|
||||||||||||||||||||||||||||||
Deferred Compensation | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||
Total Value of Potential Payments | $ | 7,807,714 | $ | 8,807,381 | $ | 10,184,381 | $ | 13,014,714 | $ | 7,807,714 | $ | 8,999,881 | ||||||||||||||||||||||||||
Timothy Rausch |
Resignation(1)
|
Retirement |
Termination without Cause or Resignation for Good Reason
(Non-CIC)(2)
|
Termination without Cause or Resignation for Good Reason (CIC)(2)
|
Termination with Cause | Death/Disability | ||||||||||||||||||||||||||||||||||||||
Severance Agreement | $ | — | $ | — | $ | 937,836 | $ | 1,875,671 | $ | — | $ | — | ||||||||||||||||||||||||||||||||
SERP | — |
(3)
|
— |
(3)
|
— |
(3)
|
417,107 |
(4)
|
— |
(3)
|
417,107 |
(5) (6)
|
||||||||||||||||||||||||||||||||
EAIP | 575,776 | 575,776 | 575,776 | 575,776 | 575,776 | 575,776 | ||||||||||||||||||||||||||||||||||||||
LTR | 277,750 | 277,750 | 277,750 | 607,750 | 277,750 | 424,417 |
(8) (9)
|
|||||||||||||||||||||||||||||||||||||
LTP | 533,610 | 533,610 |
(7)
|
533,610 | 1,533,610 | 533,610 | 1,033,610 |
(10) (11)
|
||||||||||||||||||||||||||||||||||||
Deferred Compensation | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||||
Total Value of Potential Payments | $ | 1,387,136 | $ | 1,387,136 | $ | 2,324,972 | $ | 5,009,914 | $ | 1,387,136 | $ | 2,450,910 |
David Fountain |
Resignation(1)
|
Retirement |
Termination without Cause or Resignation for Good Reason
(Non-CIC)(2)
|
Termination without Cause or Resignation for Good Reason (CIC)(2)
|
Termination with Cause | Death/Disability | ||||||||||||||||||||||||||||||||
Severance Agreement | $ | — | $ | — | $ | 918,000 | $ | 1,836,000 | $ | — | $ | — | ||||||||||||||||||||||||||
SERP | — |
(3)
|
— |
(3)
|
— |
(3)
|
4,167 |
(4)
|
— |
(3)
|
4,167 |
(5) (6)
|
||||||||||||||||||||||||||
EAIP | 461,663 | 461,663 | 461,663 | 461,663 | 461,663 | 461,663 | ||||||||||||||||||||||||||||||||
Deferred Cash Recruitment/Relocation Incentive | — |
(7)
|
— |
(7)
|
— | — | — |
(7)
|
— | |||||||||||||||||||||||||||||
LTR | 105,500 | 105,500 | 105,500 | 316,500 | 105,500 | 193,417 |
(8) (9)
|
|||||||||||||||||||||||||||||||
LTP | — | — |
(10)
|
— | 937,500 | — | 437,500 |
(11) (12)
|
||||||||||||||||||||||||||||||
Deferred Compensation | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||
Total Value of Potential Payments | $ | 567,163 | $ | 567,163 | $ | 1,485,163 | $ | 3,555,830 | $ | 567,163 | $ | 1,096,747 |
Donald Moul |
Resignation(1)
|
Retirement |
Termination without Cause or Resignation for Good Reason
(Non-CIC)(2)
|
Termination without Cause or Resignation for Good Reason (CIC)(2)
|
Termination with Cause | Death/Disability | ||||||||||||||||||||||||||||||||
Severance Agreement | $ | — | $ | — | $ | 1,300,500 | $ | 2,601,000 | $ | — | $ | — | ||||||||||||||||||||||||||
SERP | — |
(3)
|
— |
(3)
|
— | — | — |
(3)
|
— |
(4) (5)
|
||||||||||||||||||||||||||||
EAIP | 235,435 | 235,435 | 235,435 | 235,435 | 235,435 | 235,435 | ||||||||||||||||||||||||||||||||
Deferred Cash Recruitment/Relocation Incentive | — |
(6)
|
— |
(6)
|
— | — | — |
(6)
|
— | |||||||||||||||||||||||||||||
LTR | 327,084 | 327,084 | 327,084 | 828,612 | 327,084 | 545,140 |
(8)
(9)
|
|||||||||||||||||||||||||||||||
LTP | 86,350 | 86,350 |
(7)
|
86,350 | 1,002,183 | 86,350 | 500,656 |
(10)
(11)
|
||||||||||||||||||||||||||||||
Deferred Compensation | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||
Total Value of Potential Payments | $ | 648,869 | $ | 648,869 | $ | 1,949,369 | $ | 4,667,230 | $ | 648,869 | $ | 1,281,231 |
Michael D. Skaggs |
Resignation(1)
|
Retirement |
Termination without Cause or Resignation for Good Reason
(Non-CIC)(2)
|
Termination without Cause or Resignation for Good Reason (CIC)(2)
|
Termination with Cause | Death/Disability | ||||||||||||||||||||||||||||||||
Severance Agreement | $ | — | $ | — | $ | 1,241,885 | $ | 2,483,770 | $ | — | $ | — | ||||||||||||||||||||||||||
SERP | 9,075,757 |
(3) (4)
(5)
|
9,075,757 |
(3) (4)
(5)
|
9,075,757 |
(3) (4)
(5)
|
9,075,757 |
(3) (4)
(5)
|
9,075,757 |
(3) (4)
(5)
|
9,075,757 |
(3) (4)
(6)
|
||||||||||||||||||||||||||
EAIP | 901,332 | 901,332 | 901,332 | 901,332 | 901,332 | 901,332 | ||||||||||||||||||||||||||||||||
LTR | 451,000 | 451,000 | 451,000 | 930,000 | 451,000 | 662,500 |
(7)
(8)
|
|||||||||||||||||||||||||||||||
LTP | 1,293,600 | 2,345,267 |
(9)
|
2,345,267 | 3,458,600 | 1,293,600 | 2,345,267 |
(10)
(11)
|
||||||||||||||||||||||||||||||
Deferred Compensation(12)
|
6,041,126 | 6,041,126 | 6,041,126 | 6,041,126 | 6,041,126 | 6,041,126 | ||||||||||||||||||||||||||||||||
Total Value of Potential Payments | $ | 17,762,815 | $ | 18,814,482 | $ | 20,056,367 | $ | 22,890,585 | $ | 17,762,815 | $ | 19,025,982 |
Name |
Annual Stipend | |||||||
William Kilbride | $ | 60,777 | ||||||
Kenneth E. Allen | 55,693 | |||||||
A. D. Frazier | 55,693 | |||||||
Beth Harwell | 55,693 | |||||||
Brian Noland | 54,613 | |||||||
John L. Ryder | 54,613 | |||||||
Jeff W. Smith | 55,693 |
Name | Fees Earned or Paid in Cash |
Stock
Awards |
Option
Awards |
Non-Equity
Incentive Plan Compensation |
Change in
Pension Value and Nonqualified Deferred Compensation Earnings(1) |
All Other
Compensation(2) |
Total | ||||||||||||||||
William B. Kilbride | $ | 55,997 | — | — | — | — | $ | 560 | $ | 56,557 | |||||||||||||
Kenneth E. Allen | 55,528 | — | — | — | — | 555 | 56,083 | ||||||||||||||||
A. D. Frazier | 55,528 | — | — | — | — | 2,776 | 58,304 | ||||||||||||||||
Beth Harwell | 40,447 | — | — | — | — | 2,022 | 42,469 | ||||||||||||||||
Brian Noland | 39,910 | — | — | — | — | 1,995 | 41,905 | ||||||||||||||||
John L. Ryder | 60,027 | — | — | — | — | 2,401 | 62,428 | ||||||||||||||||
Jeff W. Smith | 55,528 | — | — | — | — | 2,499 | 58,027 |
Principal Accountant Fees and Services
(in actual dollars)
|
|||||||||||||||||||||||||||||||||||
Year | Principal Accountant |
Audit Fees(1)
|
Audit-Related Fees | Tax Fees |
All Other Fees(2)
|
Total | |||||||||||||||||||||||||||||
2021 | Ernst & Young LLP | $ | 3,115,531 | $ | — | $ | — | $ | 3,060 | $ | 3,118,591 | ||||||||||||||||||||||||
2020 | Ernst & Young LLP | 3,007,830 | — | — | 5,930 | 3,013,760 |
Exhibit No. | Description | ||||
3.1 | |||||
3.2 | |||||
4.1 | |||||
10.1 | |||||
10.2 | |||||
10.3 | |||||
10.4 | |||||
10.5 | |||||
10.6 | |||||
10.7 | |||||
10.8 | |||||
10.9 | |||||
10.10 |
Second Amendment Dated as of February 9, 2021, to December Maturity Community Bank Credit Agreement Dated as of December 12, 2016, and Amended as of December 11, 2018 (Incorporated by reference to Exhibit 10.3 to TVA's Quarterly Report on Form 10-Q for the quarter ended December 31, 2020, File No. 000-52313)
|
||||
10.11 | |||||
10.12 | |||||
10.13 | |||||
10.14 | |||||
10.15 | |||||
10.16 | |||||
10.17 | |||||
10.18 | |||||
10.19 | |||||
10.20 | |||||
10.21* | |||||
10.22* | |||||
10.23* | |||||
10.24* | |||||
10.25 | |||||
10.26 | |||||
10.27* | |||||
10.28 | |||||
10.29 | |||||
10.30* | |||||
10.31* | |||||
10.32† | |||||
10.33† | |||||
10.34† | |||||
10.35† | |||||
10.36† | |||||
10.37† | |||||
Date: | November 12, 2021 | TENNESSEE VALLEY AUTHORITY | |||||||||
(Registrant) | |||||||||||
By: | /s/ Jeffrey J. Lyash | ||||||||||
Jeffrey J. Lyash | |||||||||||
President and Chief Executive Officer |
Signature | Title | Date | ||||||
/s/ Jeffrey J. Lyash | President and Chief Executive Officer | November 12, 2021 | ||||||
Jeffrey J. Lyash | (Principal Executive Officer) | |||||||
/s/ John M. Thomas, III | Executive Vice President and | November 12, 2021 | ||||||
John M. Thomas, III | Chief Financial and Strategy Officer | |||||||
(Principal Financial Officer) | ||||||||
/s/ Diane Wear | Vice President and Controller | November 12, 2021 | ||||||
Diane Wear | (Principal Accounting Officer) | |||||||
/s/ William B. Kilbride | Chair | November 12, 2021 | ||||||
William B. Kilbride | ||||||||
/s/ Kenneth E. Allen | Director | November 12, 2021 | ||||||
Kenneth E. Allen | ||||||||
/s/ A.D. Frazier | Director | November 12, 2021 | ||||||
A. D. Frazier | ||||||||
/s/ Beth Harwell | Director | November 12, 2021 | ||||||
Beth Harwell | ||||||||
/s/ Brian Noland | Director | November 12, 2021 | ||||||
Brian Noland | ||||||||
/s/ John L. Ryder | Director | November 12, 2021 | ||||||
John L. Ryder | ||||||||
/s/ Jeff W. Smith | Director | November 12, 2021 | ||||||
Jeff W. Smith | ||||||||