Adjusted EBITDA rose 13% to $2.25 billion, while leverage increased to 4.1 times after growth CapEx rose to $7.3 billion.
| Quarter | Q1 FY26 |
|---|---|
| Call date | 2026-05-05 |
| Results reported | 2026-05-04 |
| Length | 63 minutes |
| Speakers | Danilo Giovanni, Vice President of Investor Relations; Zamarin Chad J., President and CEO; John Dean Porter, EVP & CFO; Larsen Larry C, Executive Vice President & COO |
Results, guidance and Q&A analysis for this call
Operator (Operator)
Good day, everyone, and welcome to the Williams First Quarter 2026 Earnings Conference Call. Today's conference is being recorded. At this time, for opening remarks and introductions, I would now like to turn the call over to Danilo Giovanni, Vice President of Investor Relations. Please go ahead.
Danilo Giovanni (Vice President of Investor Relations)
Thank you, Antoine, and good morning, everyone.
Zamarin Chad J. (President and CEO)
Thank you for joining us and for your interest in The Williams Company.
Danilo Giovanni (Vice President of Investor Relations)
Yesterday afternoon, we released our earnings press release and the presentation that our President and CEO, Chad Zamrin, and our Chief Financial Officer, John Porter, will speak to this morning.
Zamarin Chad J. (President and CEO)
Also joining us on the call today are Larry Larson, our Chief Operating Officer, and Rob Wengels, our Executive Vice President of Corporate Strategic Development.
Larsen Larry C (Executive Vice President & COO)
In our presentation materials, you'll find a disclaimer related to forward-looking statements. This disclaimer is important and integral to our remarks, and you should review it.
Zamarin Chad J. (President and CEO)
Also included in the presentation materials are non-GAAP measures that we reconciled to generally accepted accounting principles, and these reconciliation schedules appear at the back of today's presentation materials. So with that, I'll turn it over to Chad. Thanks, Danilo, and thank you all for joining us today. We're off to a great start in 2026.
John Dean Porter (EVP & CFO)
Our teams delivered another quarter of growth We advanced our critical pipe and power projects in execution, and we commercialized 3 new major projects and upsized a 4th.
Zamarin Chad J. (President and CEO)
First quarter earnings per share grew by 22%, and adjusted EBITDA grew 13% to a record $2.25 billion. Our momentum continues to build, demonstrating the scalability of our strategy, the ongoing strength of our assets, and the growing contribution from our expansion projects. Our teams continue to execute high-return expansions at a steady pace while adding new projects to our robust backlog. And during the quarter, we made consistent progress across our projects in execution. Most notably, we placed the Naughton coal conversion project into service, a critical milestone that again demonstrates how we help customers transition to cleaner-burning natural gas while maintaining affordability and grid reliability. We also kicked off construction on NESE, the Northeast Supply Enhancement Project, and SSE, the Southeast Supply Enhancement Project. Moving these large-scale pipeline projects into the construction phase is a testament to our team's ability to navigate complex permitting to deliver the infrastructure our country so desperately needs. I'm also excited to report that we have now placed on foundation all of the turbines at our Socrates Plato South location. In addition, we've completed construction on the first phase of the Aristotle Pipeline, which will serve as a natural gas energy artery for several of our power innovation projects in Ohio, including Socrates. And we aren't slowing down. We continue to sign new deals at attractive multiples that will drive growth through the end of the decade and beyond and help us achieve the 10-plus percent earnings CAGR we set out at Analyst Day. Based on the strong start to the year and our visibility into the remainder of the year, we are currently pointing toward the upper half of our full-year EBITDA guidance, as John will detail shortly. Looking forward, we continue to find new ways to solve the energy challenges of today, including the massive power needs of next-generation data centers. Today, we're announcing 3 new major projects that further advance our strategy. The first project, Neo, is our 5th commercialized behind-the-meter power innovation project with a high-quality hyperscaler counterpart. Neo is the largest power project Williams has announced to date, consisting of 682 megawatts of installed capacity, a 12.5-year contract, and an in-service date in the second half of 2028. Like our other power innovation projects, we expect to execute Neo at an attractive 5x build multiple. And the project is expected to represent an investment of approximately $2.3 billion. Our second new project is Atlas, which consists of a gas infrastructure agreement to provide up to 164 million cubic feet per day of pipeline capacity to serve a large investment-grade customer data center in the Northeast. This project has a 13-year term, and we expect it to be in service by the end of this year. While relatively modest in CapEx, Atlas demonstrates our ability to deliver an efficient natural gas solution for providing backup energy supply to existing data centers in lieu of diesel generation. Our 3rd new project is Silver Spur, which is a significant expansion of our Northwest Pipeline system and includes the installation of compression and the construction of a 90-mile transmission pipeline into the Idaho market that will add 275 million cubic feet per day of natural gas pipeline capacity. Silver Spur represents the first phase of our previously discussed Rockies Columbia Connector Project and is one of the first major expansions of pipeline infrastructure in the Pacific Northwest in over 2 decades. We are targeting an in-service date of early 2030 for Silver Spur. Beyond the 3 new major projects, we are also announcing an upsizing of the Transco Power Express Project, in response to the continually growing need for natural gas to power data centers and market growth in Virginia. With the addition of a new customer and the upsizing of an existing commitment, Power Express has been increased to 750 million cubic feet per day of new transco capacity that is scheduled to come online in 2030. And as we continue to see very strong demand for natural gas translating into new projects and a growing backlog, we are also seeing the supply response across our footprint. In the first quarter alone, we sanctioned roughly 700 million cubic feet per day of new expansion projects across our gathering and processing portfolio. Collectively, the first quarter results further highlight our position at the intersection of incredible potential and the energy required to achieve it. By achieving another quarter of record results, while commercializing and progressing key growth projects, the strategic direction is clear. Natural gas demand is rising, our contracted project backlog is growing, and we are staying laser-focused on execution and value creation. That combination will continue to drive the higher earnings and cash flow that will deliver strong long-term return for our shareholders. And with that, I'll now turn it over to John for a deeper dive into the financials.
Unknown (Analyst)
Thanks, Chad.
John Dean Porter (EVP & CFO)
As Chad shared, we've had a strong start to 2026 with record first quarter '26 EBITDA up 13% over '25, bridging from last year's $1.99 billion to this year's $2.25 billion. Our overall financial performance continues to be led by our transmission and Gulf businesses, which improved nearly $150 million or about 17%. It was a great first quarter with growth across every business in this segment. Transco grew about 10% year over year, driven by higher tariff rates following last year's rate case settlement, as well as the effects of numerous expansion projects. Our deepwater Gulf businesses grew more than 60%, reflecting the combined effects of our recent Gulf expansion projects. We also saw a 35% increase from our natural gas storage businesses. Our Northeast G&P business grew $10 million or 2%, as strong growth in the rich gas areas was offset by volume declines in certain dry gas areas. The West grew $56 million or about 16%, led by our Haynesville investments, including a full quarter of service from our Louisiana Energy Gateway pipeline. Our Sequint marketing business had another strong start to the year. with $227 million of adjusted EBITDA. And I'll note that about $15 million of the overall $72 million increase for Sequant was related to the Cogentrix investment acquired in March of '25. And as a reminder, we expect to divest our Cogentrix investment later this year. Finally, our Other segment, which includes our upstream businesses, was down about $20 million, primarily due to our divestiture of the upstream Haynesville assets which closed in January of '26. And of course, we've excluded the roughly $180 million book gain on these assets from all our recurring financial metrics. So it's a great way to start the year with 13% adjusted EBITDA growth, which also fueled a 22% increase in our adjusted earnings per share. Now, before I hand it back over to Chad, I'll offer a few thoughts on our full year '26 guidance. As we've mentioned, based on the strong start we've had in the first quarter, if everything else goes according to plan, we are now guiding to the upper half of our original adjusted EBITDA guidance. As a reminder, 2026 is another year where we expect seasonally lower EBITDA results in 2Q before resuming sequential growth through the second half of the year, including the partial startup of the Socrates facility Beginning in the 3rd quarter. Shifting now to CapEx leverage and our financing plans, we're excited to add another significant power innovation project in NEO. As a result, we're increasing our growth CapEx midpoint for '26 to $7.3 billion. With the addition of another power innovation project, leverage moves modestly above our target range of 3.5 to 4 times to 4.1 times. Importantly, as we previously discussed, the balance sheet leverage tightness is primarily an issue for '26 and '27 before the historic earnings growth we expect in '28 and beyond. In the meantime, we're preserving multiple options to manage leverage while continuing to advance these projects and other opportunities on the horizon. As I previously discussed, those financing options include bringing in partners, and we continue to see robust interest from a broad group of potential counterparties. But we're not locked into any single path, and we have great flexibility based on timing, market conditions, and cost of capital. I'd expect us to firm up our financing plans over the next couple of months. Overall, we're very encouraged by the strength of our first quarter results, the ongoing strong execution across our project portfolio, and the continued commercialization of new business. And we feel well positioned with the flexibility to fund growth. With that, I'll turn it back to Chad.
Zamarin Chad J. (President and CEO)
Thanks, John. I recently had the opportunity to join an incredible group of leaders, including Secretary of Interior Burgum, Secretary of Energy Wright, EPA Administrator Zeldin, and FERC Chairman Sweat, as we celebrated the groundbreaking of our NESE project, the first new gas pipeline into New York City in over a decade, a project many thought impossible. Looking out at the crowd, which included Williams employees and union workers who will support their families and communities through their work on this project, I was reminded of the role we play in a stronger, more resilient America, not just through pipelines and power, but through livelihoods, through the meaning and, and purpose of the men and women who do the essential work of delivering the energy infrastructure of America. These are the real heroes of our energy and our environment. They work every day to bring affordable energy to homes and businesses, and they work every day to preserve and advance the quality of life that we are blessed to have. And they do it while advancing sustainability and a better world for future generations. As we look forward throughout 2026 and beyond, we will continue to stay focused on smart and sustainable growth and efficient and reliable operations. We will also continue to advocate for permitting and judicial reform to help America further accelerate the infrastructure needed to increase affordability, bolster reliability, and enable economic prosperity and national energy security. Of course, none of the work and progress is possible without the investors who support Williams.
John Dean Porter (EVP & CFO)
Thank you for your support of our company and our team.
Zamarin Chad J. (President and CEO)
I want to close by thanking our employees for their unwavering commitment to safely and reliably serving our customers and our nation. The Williams leadership team is incredibly proud to work with such a talented group during this exciting era of growth for our company. And with that, we'll now open up the line for questions.
Operator (Operator)
Thank you. At this time, we will conduct the question and answer session. To ask a question during this session, you need to press star 1-1 on your telephone. and wait for your name to be announced. To withdraw your question, please press star 1 again. We ask that you please limit yourself to one question and one follow-up. Our first question comes from Jeremy Tonett from JPMorgan. Please go ahead.
Danilo Giovanni (Vice President of Investor Relations)
Hi, good morning.
John Dean Porter (EVP & CFO)
Morning, Jeremy. Morning, Jeremy.
Danilo Giovanni (Vice President of Investor Relations)
Thanks for all the color today and details on the NEO project there. I was wondering if I could dive into, I guess, the power market a little bit more, if you could provide Any more incremental color, I guess, on the relative level of appetite that you're seeing now versus where you were before and, I guess, how you think, you know, deal formation could proceed going forward here, you know, after this large deal?
John Dean Porter (EVP & CFO)
Yeah, thanks, Jeremy. And by the way, great job on your note yesterday.
Zamarin Chad J. (President and CEO)
I love the May the 4th Be With You theme.
Unknown (Analyst)
Thanks.
Zamarin Chad J. (President and CEO)
You know, I would just say that we've continued to see very strong interest in our projects. You know, we've— I think you've seen, you know, the challenges that we're gonna have as a country. You know, we've been living the difficulty of building infrastructure on the pipeline side for some time, but we're also seeing that clearly on the data center side. And I think our ability to bring tailored energy solutions to, you know, data center projects is is continually being recognized as a smart solution to balance grid reliability, affordability for consumers, and the need for speed for these facilities. And so, you know, you've seen our backlog. We talked about it at Analyst Day. Neo represents the single largest project that we've announced to date. You will likely, you know, as you do the math, also see that the cost and efficiency of our projects continues to also improve. And so, We continue to see robust demand. The backlog, I'd say, remains as robust, if not more so, than we discussed at Analyst Day. And yeah, I'd say we continue to expect the cadence of projects to layer in, as we've discussed, kind of over the next several years. And so no change. If nothing else, I'd say stronger recognition that a combination of solutions, including behind-the-meter, hybrid solutions and grid-complementary solutions are going to be required for not just the near term, but for a long time to make sure that we can meet the needs of data centers without compromising the grid or consumer affordability.
Danilo Giovanni (Vice President of Investor Relations)
Got it. Thank you for that. And was just curious, I guess, you know, the industry has long talked about the need for permitting reform and the importance of gaining that to develop the needed infrastructure in the country. And as you talk to your local state senators, what do they say about the prospects for this in D.C. right now?
Zamarin Chad J. (President and CEO)
Yeah, look, I mean, we remain hopeful. I've spoken about last year the House passed a bill that had many of the provisions that we'd like to see passed into law. The Senate is working on advancing permitting reform this year, and, you know, we're lucky to have a very strong, you know, delegation from here in Oklahoma, including Alan, who You know, I was appointed recently to fill Markway Mullins' seat. You know, we will continue to advocate for meaningful permitting reform.
John Dean Porter (EVP & CFO)
The 2 primary issues that we're going to keep focused on—
Zamarin Chad J. (President and CEO)
there are a lot of great, I think, improvements that we can see, and the House bill had many of those— but the 2 primary ones are, for us, addressing the 401 permitting process and making sure that that When you get a FERC certificate, when you've gone through the very robust and rigorous environmental permitting process, you have your federal permit that a single state can't stop a project through the 401 process. And so we haven't asked that that not be required, but that that be a part of the federal permitting process. I think that's pretty reasonable. And then also, we as a country, not just for pipelines, we need judicial reform. And so we are advocating for any bill To have strong judicial reform so that, you know, we— I've said this before, we spent 13 years in litigation on Atlantic Sunrise. We won every lawsuit along the way. All that did was delay the project and increase the cost to the consumer. And unfortunately, that's not unique to Atlantic Sunrise. That's every infrastructure project in our country. It's just too easy to tie projects up in litigation. So, you know, those are the 2 big-ticket issues with a lot of other, I think, improvements that can be made. And we are hopeful that the Senate will act this year. And I know there's a lot of good effort going on across, you know, the Senate, including just recently Senator McCormick from Pennsylvania released a bill. We love the effort and the leadership on that front. We think there's more that we should build upon, but we're seeing a lot of good efforts from from the Senate. We'd like to see something get passed this year.
Danilo Giovanni (Vice President of Investor Relations)
Got it.
Unknown (Analyst)
Makes sense.
Danilo Giovanni (Vice President of Investor Relations)
Wishing Alan well in his endeavors.
Zamarin Chad J. (President and CEO)
Thanks, Jeremy.
Operator (Operator)
Thank you. Our next question comes from Julian Dumlin-Smith from Jefferies. Please go ahead.
Danilo Giovanni (Vice President of Investor Relations)
Hey, good morning, team. Nicely done yet again.
John Dean Porter (EVP & CFO)
Bigger and better.
Danilo Giovanni (Vice President of Investor Relations)
Just if I can needle you a little bit on how you think about the cadence of the 6-gigawatt backlog here. First, has that been replenished here when you think about NIO folding out of that, back folding into moving forward here? How do you think about actually seeing the timeline of some of this materialize? You talk about time to power. Just be very curious on what you're seeing out there. A lot of your peers talking about some pretty rapid activity out there. So again, obviously well done on NIO, and here we are asking about the next and the timeline around it.
John Dean Porter (EVP & CFO)
So thank you.
Zamarin Chad J. (President and CEO)
Yeah, I'll start. I would just say, Julian, I wouldn't, I wouldn't try to focus on precision with the 6 gigawatts that we've spoken to. I think order of magnitude, we still see that type of robust backlog out there. I think more importantly, we're very focused on layering in projects in a way that work from an execution perspective, that work from a steady and predictable growth perspective, that complement the equipment and supply chain availability that we've secured in support of the projects. John spoke to, and I'm sure we'll get deeper into, the financing and making sure that we are being very thoughtful and disciplined with respect to the balance sheet. And so right now we see plenty of backlog to allow for us to effectively balance all of those factors and, you know, do, do more than we would hope to from a growth and performance perspective. And so The backlog remains, frankly, as robust. And I would actually say the team does a great job of high-grading the backlog to make sure that we do have this bounty of opportunities, but we're being very disciplined in making sure that the projects really fit to where we have competitive advantage and strength, but also where it fits nicely into the growth cadence that we're looking to achieve. And so I wouldn't, I wouldn't try to do the math on, you know, the 6 gigawatts as much as to say that I think that that is reflective of an order of magnitude that we still think is more than available for us to work through as we layer in projects.
Danilo Giovanni (Vice President of Investor Relations)
And actually, if I can keep going on that, you alluded to it. I mean, what about creative financing solutions here, right, for PI? Obviously, you had some latitude here on the balance sheet as is, but what are you evaluating?
John Dean Porter (EVP & CFO)
What are the structures?
Danilo Giovanni (Vice President of Investor Relations)
How do you think about the capacity here as it stands as you ratchet up further here? I'll pass it back to you.
John Dean Porter (EVP & CFO)
Thanks, Julian. John Porter here. Appreciate that question. You know, obviously, we are seeing leverage temporarily move modestly above our long-term target range of 3.5 to 4 times. And of course, this is really being driven by the execution now on 5 of these high-quality, fast-cycle power innovation projects. So the first thing I would really emphasize is that this is really a timing dynamic where in '28, we will see enormous earnings growth that will completely reset the leverage capacity of the company. But in the meantime, I'd say we're being very intentional in preserving financing flexibility. We're, we're not going to rely on any single lever. We have multiple well-established options available to us. But for example, we, we really have seen great interest from some really terrific potential partners around these power innovation projects. And these structures are attractive. They would allow us to recycle capital while retaining our strategic and operational roles where that makes sense. So overall, we remain very focused on executing within our overall capital allocation priorities. Obviously, dividend growth stays intact. And we're committed to returning leverage to our target range over time. Stepping back, we feel really good about where we're at and our ability to fund this CapEx program efficiently and to continue to add to it. We do have multiple paths. We're not locked into any one solution. We expect the strong earnings growth profile of the business will naturally delever the balance sheet, especially as the projects come online in '27 and '28. And as I mentioned earlier in my prepared comments, expect to hear more details on this about our specific financing plans here in the next couple of months.
Danilo Giovanni (Vice President of Investor Relations)
Awesome. All right, stand by.
John Dean Porter (EVP & CFO)
Thanks, Chad.
Danilo Giovanni (Vice President of Investor Relations)
Thanks, John.
John Dean Porter (EVP & CFO)
Thank you.
Zamarin Chad J. (President and CEO)
Thanks, Julian.
Operator (Operator)
Our next question comes from Puneet Sadish from Wells Fargo. Please go ahead.
Unknown (Analyst)
Good morning. Thanks, Chad. I think you made a comment earlier that the, the project costs and efficiencies are improving for the power projects. Maybe in that context, could you provide an update of how much redundant capacity you think is appropriate for the future power projects and what you're doing for NEO? Has that evolved relative to Socrates? I think Socrates is being built with about 50% kind of redundant capacity. So I guess, are you seeing that ratio trend down with the more recent projects or kind of waiting to see how Socrates performs before making any changes on that front?
Zamarin Chad J. (President and CEO)
Yeah, thanks, Preet. I'd say a little bit of both. We are continually seeing of a more efficient combination of assets in order to meet the needs of the customer. But I also would say, you know, we are in the middle effectively of starting the commissioning— well, we're in the middle of commissioning the first phase of Socrates. And I think we will learn a lot through that process. We do expect that as we bring Socrates online, we'll be able to create even more efficient operating modes and create more capacity as we, I think, prove up the fact that we've got plenty of redundancy. But it's been a— I think it's been a combination of both. I will say that the team is also doing a great job even as we've just been building out Socrates and then our follow-on projects, Aquila, Apollo. We continue to take lessons learned from each of those projects and apply them to the new projects. And so, you know, we continue to see that efficiency gain, and I expect that You know, it's, it's like we see in a lot of different areas. You know, think about the efficiency curve of the upstream producer. You know, it's very similar. I mean, these are the early days. I mean, we have to remind ourselves we're only really about a year into this program, already announcing, you know, our 5th project. And so I think we're going to continue to see pretty impressive efficiency gains over time.
Unknown (Analyst)
Gotcha. Thank you. And then maybe shifting gears to the transmission side, can you talk about the opportunities that you're seeing in the Rockies and whether the Silver Spur expansion that you announced today could be the first of more projects on Northwest? I think you ran several open seasons last year. So any color on customer interest from that process and, and how and whether we should stand by for additional expansions there? Thanks.
Larsen Larry C (Executive Vice President & COO)
Yeah, Praneet, this is Larry Larson. I'll take that question. And yeah, you are right. We initially went out with the Rockies Columbia Connector expansion open season last year. And as we kind of mentioned in the prepared remarks, the Silver Spur is— it's really the first phase as we started looking at both the market needs within Idaho as well as in the Pacific Northwest in Washington and Oregon. The Idaho market was clearly mature and ready to move.
John Dean Porter (EVP & CFO)
forward.
Larsen Larry C (Executive Vice President & COO)
I mean, it's hard to believe, but Idaho is the 2nd fastest-growing state from a population standpoint in the nation. And the thing that they were lacking was additional infrastructure.
John Dean Porter (EVP & CFO)
And so excited to be able to get this first phase of what was originally the Rockies Columbia Connector Project commercialized.
Larsen Larry C (Executive Vice President & COO)
And we're going to progress forward with that project. But yeah, we still see interest both longer-term in Idaho, but we're also still progressing discussions with our key customers within Washington and Oregon. And hopefully we'll see some progress on the second phase of that expansion project this year.
Unknown (Analyst)
Thank you.
Operator (Operator)
Thank you. Our next question comes from Amit Thakkar from BMO Capital Markets. Please go ahead.
Danilo Giovanni (Vice President of Investor Relations)
Hi, good morning.
Unknown (Analyst)
Thanks for taking my question.
Zamarin Chad J. (President and CEO)
Just a couple more follow-ups on NEO, if I may.
Unknown (Analyst)
Is the counterparty kind of the same that you have for Socrates the Younger and Socrates for this particular project?
Zamarin Chad J. (President and CEO)
Yeah. I mean, we're in a stage of the project where just from a confidentiality perspective, we're still not able to disclose the counterparty. But as soon as we can, we'll be sure to do that. And then relative to, I guess, the other projects from an air permitting standpoint and whatever kind of regulatory regulatory approvals that maybe the public—
Unknown (Analyst)
to the Commission of Ohio would need to provide. Where does that project stand relative to the others?
Zamarin Chad J. (President and CEO)
Excuse me, which project are you referring to?
John Dean Porter (EVP & CFO)
NEO.
Zamarin Chad J. (President and CEO)
NEO.
John Dean Porter (EVP & CFO)
NEO or ONE.
Larsen Larry C (Executive Vice President & COO)
Yeah, I mean, it's just in the early phases. We'll be filing for those permits here later this year as we progress forward now that we've got it commercialized. Thank you so much.
Operator (Operator)
Our next question comes from Brandon Bingham from Scotiabank. Please go ahead.
John Dean Porter (EVP & CFO)
Hi.
Danilo Giovanni (Vice President of Investor Relations)
Good morning. Thanks for taking the questions. Wanted to maybe try to pry a little bit more on the financing side of things, hopefully from a different angle here. There have been a couple of deals announced recently for gas pipeline assets, and the chatter suggests the marks were quite healthy. And in the past, you've looked to take advantage of sort of the disconnect between private market valuations So, just curious if there's any consideration in doing so again in light of these deals and the potential funding needs. I think—
John Dean Porter (EVP & CFO)
this is John again, Brandon. I think right now what we're primarily focused on is really understanding what's possible in terms of partnering around the Power Innovation Projects. Those projects have turned out to be, I think, highly attractive to some of these potential partners, just given the quality of the opportunity, the customers that are involved. We've had some very productive management presentations with, again, some really terrific partners. We're very excited about the opportunity set there. Some of those partners, I think, could even perhaps provide an opportunity to enhance our opportunity set in the space as well. So that looks like a pretty fertile area for us in terms of being able to do something at size at a very attractive cost of capital. with the right governance structure, and, you know, again, perhaps even an ability to add to our opportunity set in the space. So I think that's our main area of focus right now. But like I said earlier, we've got a lot of different things that we could tap into, you know, and a lot of that just depends on how fast these projects keep coming at us and how big those projects are. We are still Trying to— myself and the treasurer trying to make sure we stay ahead of the commercial teams. And there's, there's a lot out there.
Zamarin Chad J. (President and CEO)
Yeah. And I think thematically, Brandon, it is consistent with, I think, where you were going. There is— we are seeing a tremendous amount of interest in investing alongside us in these projects and in a way that we think will significantly enhance our economics from a cost of capital perspective.
Danilo Giovanni (Vice President of Investor Relations)
Okay, great. Very helpful. And then maybe just quickly looking at the Haynesville, wondering what some of the latest and greatest commentary you're hearing from producer customers in that basin, just in light of Henry Hub sitting comfortably below $3 right now, but knowing that the Gulf Coast LNG ramp is coming in quickly.
John Dean Porter (EVP & CFO)
Yeah.
Larsen Larry C (Executive Vice President & COO)
Hi, this is Larry Larsen. I'll take that one. I mean, I think commentary we've kind of mentioned in the past that the producer is obviously cautious drilling into kind of the pricing dynamics right now. But I think the fundamentals are really strong. And I think as we've seen, we've announced some expansion projects of our gathering system in the Haynesville, and that's really to start building up for a potential ramp for the demand that's materializing. And so I think they're cautious right now and are going to be balancing around where they see pricing in the near term, but recognizing that there is such a huge demand pull that is continuing to ramp up over the next few years. I think we're optimistic that we'll continue to see that pull from the Haynesville continue to build up with our producer customers. But I would say majority of them are somewhat cautious in the near term, but wanting to be ready for that, that growth that's going to be coming here quickly over the next year or 2.
Zamarin Chad J. (President and CEO)
Yeah, and we have seen, I mean, Larry, I mean, if you look at Haynesville rig counts, they're, they're up, DUCs are building. The natural gas curve, I mean, is still, you know, in contango. And so, and so are the fundamentals around natural gas. I mean, the amount of demand growth that we're— clear demand growth that we're seeing, I think, is recognized. And so the Haynesville will be the most responsive gas basin in the U.S. to meet, you know, the ramping LNG demand. And we do expect another strong— we actually had a relatively modest power load last summer, but we expect with the way supply, you know, and storage is coming into the summer, we expect a pretty robust power demand this summer. And so I think the producers recognize that the Haynesville is going to be incredibly important and needs to be positioned to meet this growing demand.
Unknown (Analyst)
Great.
Danilo Giovanni (Vice President of Investor Relations)
Very helpful.
Unknown (Analyst)
Thank you.
Operator (Operator)
Our next question comes from Spiro Donis from Citi. Please go ahead.
Danilo Giovanni (Vice President of Investor Relations)
Thanks, operator.
Unknown (Analyst)
Morning, Dean.
Zamarin Chad J. (President and CEO)
I wanted to go back to the growth cadence. Just looking back at the Analyst Day, you talked about 8% of that 10% CAGR being locked in. Just curious where that stands now. Do incremental projects from here take you beyond 10%? It just seems like these announcements are coming in faster than expected. So I wanted to level set on that Analyst Day outlook.
John Dean Porter (EVP & CFO)
Thanks, Spiro. Yeah, we do feel really good about how we're tracking against the long-term growth targets that we presented back in February. Again, 10% plus CAGRs For EBITDA and EPS for 2025 through 2030 is what we're targeting. And like you said, in February I said that our current book of contracted business supported around an 8% CAGR. And I'd say with these new projects that we've announced today, that base growth rate is definitely now around 9%. So we've moved it up a point with these projects. And I would just say overall, we're feeling really good about kind of the 3 areas of focus that, that we're focused in on for fueling this industry-leading growth rate. And first, you know, project execution on the projects that we currently have in flight. Project execution has been going great for Socrates and the other projects that we're— that we currently are working on, including Southeast Supply Enhancement, other important transmission projects. Second, you know, we're feeling really good about being able to continue to win new opportunities based on what we're seeing in the commercial backlog. And then third, we've got our teams really focused on driving more value out of the legacy businesses as well. And I talked about that a little bit at Analyst Day that we had remained— I felt fairly conservative about volumes and margins across the legacy businesses. And we've got our teams really focused in on that component as well. But so overall, I think we're at about 9% now and feeling like that's still a pretty conservative look at that number. Great.
Zamarin Chad J. (President and CEO)
Thanks, John. Second question, just going back to the behind-the-meter strategy. Chad, you touched on this a bit, but seeing the landscape shift a bit here, there's some NIMBYism coming in on the data center side. And I think we're also seeing a trend maybe towards bring-your-own-power, which is a little bit different than behind the meter. I'm just curious how you're assessing that shifting landscape on how data centers are powered, your ability to maybe even pivot toward a bring-your-own-power strategy and potentially even develop a CCGT at some point. Yeah, I'd say, you know, we remain focused on creative, innovative infrastructure solutions. You know, we've, we've lived in some of the most difficult kind of infrastructure-challenging environments. So it's not unusual for us to have to deal with being thoughtful, creative, disciplined, and persistent through challenging infrastructure development. I think it positions us actually really well to help hyperscaler customers figure out where to site, how to design, and how to build projects. And so, I do think we've always said, like, don't think of us as just a behind-the-meter solution provider. I mean, our goal is to figure out how to bring infrastructure solutions that unlock the grid through partnering with our utility customers, but also create a larger footprint across which you could site projects by opening up the natural gas grid to become a backbone for projects as well. And that's really our focus. And so, if that means bringing speed to market, you know, bring-your-own-power solutions that are a bridge to grid power or are a complement to grid power, or over time scale with larger units, with adding, you know, steam turbines and other solutions, I would just say that, you know, our team has done a phenomenal job of building the capability to explore, you know, all of those options. And, you know, we want to be recognized as an infrastructure solutions provider. And so if there's a unique, you know, set of tools that we can bring, we're not going to limit ourselves to kind of one model. We really do want to be able to help bring our expertise in building large-scale, complex infrastructure in challenging environments. And do it in a way where we can actually not only meet the customer's needs, but do, you know, good for the community and get the support of, you know, the communities in which we operate. And so, yeah, that will continue to be our focus. So I think the— that's a long way of saying, yes, we are exploring and prepared to provide more comprehensive solutions if needed.
Operator (Operator)
Great.
Zamarin Chad J. (President and CEO)
I'll leave it there for today. Thank you, team.
John Dean Porter (EVP & CFO)
Thanks.
Operator (Operator)
Our next question comes from Keith Stanley from Wolfe Research. Please go ahead.
Unknown (Analyst)
Hi, good morning.
Larsen Larry C (Executive Vice President & COO)
First question, so NEO was a 12.5-year contract, which is good to see. How are discussions going on trying to lengthen contract duration further?
Unknown (Analyst)
What's achievable, and how willing are customers to do this?
Zamarin Chad J. (President and CEO)
Yeah, I think there are still plenty of opportunities for longer contracts. I mean, we see— we've seen the extension, you know, the 12.5-year. We do have ongoing discussions that extend well beyond that, you know, 15 to 20 years as well. And so we continue to see, I think, a growing recognition that longer-term solutions are also going to be required. And so, yeah, I'd say stay tuned, but— we continue to see, I think, momentum towards longer commitments.
John Dean Porter (EVP & CFO)
Great.
Larsen Larry C (Executive Vice President & COO)
Thanks for that.
Unknown (Analyst)
Second question, what, what still needs to happen on Constitution in order to move forward? What's the main gating items there and potential timeline?
Zamarin Chad J. (President and CEO)
Yeah, thanks. Well, you saw we kicked off NESTI, which was a great, I think, sign that New York and markets that we might have thought weren't open for business are back open for business. I think that, you know, the Silver Spur and the progress we're making on also moving that further towards Oregon and Washington are, are a good sign that markets recognize that natural gas is our most affordable solution. So we've got to embrace and build more natural gas infrastructure to these markets that are, frankly, have very high energy costs. And so Constitution, I think, growing real recognition that New England and New York need more gas infrastructure. I mean, we've grown gas demand by 50% over the last 10 years. We've grown no pipeline infrastructure into New York and New England. And that's why they now see the highest utility prices, you know, in, in the country for many parts of the year. And so we are seeing strong support from the New England states. I'd say the challenge with Constitution— you know, NESC was a single— effectively a single customer, single state. With Constitution, no one of those states are large enough to support a project on its own. And so, we do have to coalesce enough critical mass to get the project moving forward. And so, you know, we continue to work. The team is very actively working Constitution. The frustrating, I'd say, part is it's not for a lack of need and desire, frankly, from the markets. It's the complexity of the politics and just the fracture and fragmentation of that market that's making it harder to put together. And so it's a, it's a lot of herding cats, but we're, we're still— at the end of the day, I mean, we absolutely know that that market needs energy, natural gas infrastructure, and so we're going to keep at it. Um, but yeah, that's, that's really the The challenge with Constitution is just a much more fragmented market and a lot of different constituencies that need to come together. And so at the end of the day, we're on file with FERC. That process is moving forward and will, I believe, be successful through the FERC process, but for— we have to be able to show customer commitments on the project. So that is the last gating item. I don't know, Larry, if there's anything you want to add to that.
Larsen Larry C (Executive Vice President & COO)
No, I mean, I think you hit it really well. There are a lot of great discussions going on with the utilities. There's a strong recognition, I think, going through Winter Storm Fern and just the fragileness of that market. I think it was really highlighted through that. And so, I think all of the utilities are just trying to figure out how do they get the right support through their states, as well as additional infrastructure that they want to do on their systems to be able to help build up robustness in the market area as well. So, conversations are going well. It's just, as Chad mentioned, just trying to bring all of the different parties together to be able to get something that we can commercialize and progress forward.
John Dean Porter (EVP & CFO)
Thank you.
Operator (Operator)
Our next question comes from Jean Ann Salisbury from BOA. Please go ahead.
Jean Ann Salisbury (Analyst)
Hi, good morning. Is the Marcellus Gathering expansion at all driven by integration and pull-through into one of your pipeline projects or behind-the-meter projects? And I guess as a— as my follow-up a little bit more broadly, you obviously have some very large competitive advantages in Ohio and Utah that have helped you get the Behind the Meter projects. Um, can you discuss where you see yourself as having similar competitive advantages elsewhere?
John Dean Porter (EVP & CFO)
Thank you.
Larsen Larry C (Executive Vice President & COO)
Yeah, hi, this is Larry Larsen. I'll take the question as it relates to the gathering expansion up in the Northeast. It's, it's not directly related to our power projects.
John Dean Porter (EVP & CFO)
It's just an expansion as our producer customers are growing and developing in different parts of our system.
Larsen Larry C (Executive Vice President & COO)
Uh, it's an opportunity for us to provide some additional compression and gathering pipe infrastructure to be able to get them access access to market. So it's not directly related to it, but I think as you see us creating more and more demand tied back into that area, it'll help us provide more solutions to be able to grow both the gathering and processing side of the business. So I think we're well positioned on that front, but it's not a direct correlation to the projects that we've announced.
Zamarin Chad J. (President and CEO)
Yeah, and I'll, I'll start and maybe Rob add in on the power innovation projects. Obviously, Ohio and Utah, but I would also say it is a layering of both our footprint and capabilities but also places where, um, you know, you can build infrastructure efficiently. And, um, so I, I would think about the footprint, um, along Transco and certainly as you move it to the west, but also—
John Dean Porter (EVP & CFO)
and Rob can speak to this, he spoke to it at our Analyst Day—
Zamarin Chad J. (President and CEO)
the incredible footprint that Sequin opens up across the entire United States. But importantly, layering that on top of, I think, areas where you can still build infrastructure. And so, you know, Louisiana, the Southeast, Mid-Atlantic, you think about Ohio, Pennsylvania, you go further west, Utah. But Rob, anything else? Yeah, yeah.
Larsen Larry C (Executive Vice President & COO)
Hey, Tina Ann, it's Rob.
John Dean Porter (EVP & CFO)
Um, I mean, I, I often talk about our virtual footprint, Sequin, our marketing platform.
Larsen Larry C (Executive Vice President & COO)
I mean, we've got capacity positions on every major pipe across the country, and that's why we've been able to bring projects to places where we don't have physical footprint Right. But, um, but can build to interconnecting pipelines near pipelines to the extent we need to.
Zamarin Chad J. (President and CEO)
So when you look at the data center hubs, I mean, um, you know, in our earnings presentation we have a slide that shows sort of where all the data center hubs across our virtual and our physical footprint. And you can see we can pretty much touch any data center hub in the country.
Larsen Larry C (Executive Vice President & COO)
And our opportunity backlog has, has sort of reflected that.
Zamarin Chad J. (President and CEO)
You've seen You've seen us do projects in places where we have a physical footprint, but also places where we were able to use and leverage our Sequin marketing platform. Yeah, one thing I would also note, I mentioned it in the prepared remarks, you know, the Aristotle Pipeline, which we are commissioning now.
John Dean Porter (EVP & CFO)
We have—
Zamarin Chad J. (President and CEO)
we've introduced natural gas, and it's prepared to deliver gas for Plato South. But basically, the team designed an artery that now moves across that Columbus-New Albany area, which has been a very large data center corridor. And so we overbuilt the capacity of that pipeline for the purpose of being able to not just serve Socrates, but be an energy artery along which other projects could be developed. And you're going to continue to see, I think, that kind of strategy play out where, you know, in Utah, we're building the pipeline that will serve the Aquila project. that's an area of growth both from a just demographic perspective, but also a lot of technology and power and data centers. So, you know, those are areas where we're going to continue to, I think, see development. But, you know, as Rob mentioned, I think it's slide 17 in our materials, shows a good footprint of how we truly can touch just about anywhere. But I would also say, you know, there are unfortunately going to be winners and losers. And I mentioned the lack of gas infrastructure and frankly any infrastructure in New England and New York. You know, we've got 20% of the nation's population in New England and New York, and they'll see less than 2% of economic development over the next, you know, year. And so that— there are areas of our country that frankly are going to struggle to develop projects even though the demand might be there.
Jean Ann Salisbury (Analyst)
Very clear. Thank you.
Operator (Operator)
Thank you. Our next question comes from John McKay from Goldman Sachs, please go ahead.
Unknown (Analyst)
Hey, team, good morning. Thanks for the time. Let's stay on the behind-the-meter piece, I suppose. We're seeing kind of more entrants into the space, particularly from the services side, but kind of across the board. Could you just spend a minute or two— and you've touched on a lot of these pieces— but spend a minute or two kind of talking about your view of your relative competitive advantage? And we'd love to hear more about kind of specifically the balance of plant and how this is more than just, you know, hey, we've gotten our hands on a turbine. Maybe walk through that a little bit if you can.
Zamarin Chad J. (President and CEO)
Yeah, thanks, John. I do think what we provide is, is fairly unique. I mean, Rob talked about the sequin footprint. We've obviously got a really robust gathering and processing business, so we touch every producer in the country. We've got our transmission business. We touch effectively every major utility in the country. That positions us really well to put those pieces together and provide full value chain solutions for customers. And so I think that the ability for— we're not just a company that's showing up with a turbine or a site that we're trying to develop. I mean, our Our strategy is to provide energy infrastructure solutions for American consumers and companies. And so we wanna be able to make sure that, you know, if there is a hyperscaler that wants to develop a project, that we can help find a way to take care of all of the needs upstream of, you know, the project. And so I think that's a fairly unique at-scale solution. Look, this is a really big market, and I think there's lots of opportunities for a lot of, you know, players to help solve these problems. But along our footprint across kind of natural gas infrastructure at scale, a company that, you know, can deliver projects, I think Williams is pretty unique. I mean, we've been the most focused natural gas infrastructure company, um, in our space. And so I think that serves us well. And truly, you know, our goal is to make sure that our customers can rely on us to take care of all of the complexities of getting energy to their facility. You know, whether that today is primarily behind-the-meter solutions or over time working to be in complement with, you know, the grid or other solutions that come to bear. You mentioned kind of the balance of plant just on site. I mean, not only are we doing power generation with turbines— those are turbines of different size and scale— we're also providing battery storage solutions. We're working with customers on load following and understanding AI loads so that we can not only protect energy systems that are on-site, but over time, you know, protect the grid. Our Atlas project, relatively small from a capital perspective, but that's an important project that demonstrates the ability to move data centers away from diesel backup generation to natural gas generation. The natural gas grid is this massive flexible storage system. And so, you know, leveraging natural gas is a much cleaner, more affordable, efficient solution for backing up existing data centers, this solution. So we want to be able to provide comprehensive, creative solutions, and that's really the focus for us. I think that's fairly unique because we can do that at scale across every part of the value chain.
Unknown (Analyst)
All right, Chad, that's great. Thank you for that. You touched on it, but my second question was just going to be on Atlas, and I think you answered it, but just to clarify, are you saying you're effectively working with the customer to swap out their diesel backup at a data center for gas? And if you could just clarify, it looks like it's relatively low CapEx, but wanted to check on that.
Zamarin Chad J. (President and CEO)
Yeah, I'll let Larry fill in any gaps, but basically yes is the answer.
John Dean Porter (EVP & CFO)
This is a—
Zamarin Chad J. (President and CEO)
some pipeline infrastructure that allows the customer to convert their backup generation to natural gas and leverages the compressibility of gas in the pipeline system to basically be a storage solution and a backup generation solution without having to have diesel on site, without having to burn diesel. But, Larry, I don't know if you want to add anything to the scope of that.
Larsen Larry C (Executive Vice President & COO)
Yeah, I think you hit it pretty well. I mean, from a scope standpoint, you're right, it's not a large CapEx number, it's probably just slightly under $50 million, but be able to provide lateral interconnection facilities and a lot of redundancy just so that they aren't having to burn diesel fuel and be able to rely on the Transco system and some of the flexibility there. So, I think it's a great solution for the customer at the end of the day in a way that we're able to provide a lower emission solution and something with some really strong reliability.
Zamarin Chad J. (President and CEO)
And again, I take credit to the team. I think it's proving up what I've hope and expect to be a solution that we can provide for other facilities. I mean, there was an assumption that you had to have compressed natural gas or onsite liquefied gas as a storage solution. I think we're showing that the pipelines, because of the compressibility of gas, actually have tremendous storage capacity. We have storage across the natural gas footprint. And so, you know, yeah, this is basically proving up that ability to rely on natural gas as your reliable backup solution.
Unknown (Analyst)
Interesting. Thanks for the color. Appreciate the time.
Operator (Operator)
Our next question comes from Manav Gupta from UBS. Please go ahead.
Unknown (Analyst)
Hi, I have 2 questions. I'll ask them together. My first one is, on your Analyst Day, you also highlighted besides transmission and power, you are looking at multiple nat gas storage opportunities. So if you could elaborate a little bit how those decisions are moving ahead, how customers are looking at natural gas storage within the US in terms of reliability. And then quickly, if you could talk a little bit about the upsizing of the Power Express project. Thank you.
John Dean Porter (EVP & CFO)
Yeah, Manoj, this is Larry.
Larsen Larry C (Executive Vice President & COO)
I'll take down 6 of the questions. And yeah, we're definitely seeing very strong interest in the storage space. I think as you see just from the volatility we've seen through some of the winter storms, but also as you see increased demand and needs, especially along the Gulf Coast. We've got our Pine Prairie project that's progressing through permitting. We've got another expansion of some of our Gulf facilities that's in progress, actively working right now to finish commercialization. Hopefully we'll have some announcements on that in the upcoming quarters. And then we've also got some projects out west with some of our facilities around Mountain West that we're working on. So definitely seeing strong interest and I think we'll see some progress on a couple of projects here later this year, and I think we'll continue to look at others. We've got a pretty large footprint across the Gulf, across all the different facilities, and excited to see some of those commercialized.
Zamarin Chad J. (President and CEO)
Then Power Express.
Larsen Larry C (Executive Vice President & COO)
Yeah, on Power Express.
John Dean Porter (EVP & CFO)
Yeah, it's a great one.
Larsen Larry C (Executive Vice President & COO)
I think as we've highlighted the strength of Transco and how you can kind of scale projects to meet the actual customer needs. I think, as you've seen, we've moved around the scope of this project and continue to work with customers in that area within Virginia. And we had one of the customers, as they firmed up their ultimate needs, ended up having an upsize. And then, additionally, we've had another customer come to the table that fit really nicely within the scope of that project, able to keep returns and scope within something that was manageable and not impact timing of the overall project. And so, I think it just demonstrates the value of the Transco system and how we can make minor adjustments to scope of expansion projects and be able to flex to meet the customer's needs. So great job by our commercial team staying connected with those markets and finding ways to continue to upsize where it makes sense.
Danilo Giovanni (Vice President of Investor Relations)
Thank you.
Operator (Operator)
Thank you. Our next question Comes from Sunil Saibel from Seaport Global. Please go ahead.
Unknown (Analyst)
Hi, good morning, and thanks for the time this morning. Um, I wanted to, uh, touch base on the LNG opportunity. Uh, seems like with all the geopolitical events happening currently, uh, you know, there is an increased focus on U.S. as LNG supplier. You obviously have a position in one of the LNG projects, so I was curious if you could give us an update on that market.
Zamarin Chad J. (President and CEO)
Yeah, I'll start and Rob may want to fill in. The first thing I'd say is, you know, things are progressing well on, on the Woodside LNG project. We've taken over, uh, and now are the primary owner of Line 200, which will, uh, connect from Transco, also our Louisiana Energy Gateway system, and will be the primary source of delivering gas into the Woodside LNG terminal. I think we like our position and the scale of it on the LNG front. So right now on that project, primarily, primary focus is on execution. More broadly, I mean, obviously I think things that are happening in the world today further reinforce the need for the U.S. to be a reliable supplier of LNG to the market. I've been saying this, you know, we produce 40% more natural gas in the U.S. than we consume domestically. And, you know, if anyone had concerns that exporting gas in the form of LNG would impact domestic prices, I think we've actually proven that by overproducing gas, overproducing a commodity, you protect yourself from price shocks around the world. And we've certainly seen that. You see natural gas today much lower than it was price-wise before the start of the conflict in the Middle East, where On the, on the liquid fuel side, we only, we only produce about 3% more than we consume domestically. And you can see we've seen much higher price shocks on the oil and liquid fuel side of things. And so we feel really good about the fundamentals that'll support very strong growth in LNG, and we'll continue to look at ways to participate. But Rob, I don't know if you have anything.
Larsen Larry C (Executive Vice President & COO)
Yeah, I mean, the only thing I'll say is that we're still a few years out from first LNG. Woodside is, is still on track for a 2029, you know, first cargo. And, um, you know, so we're a few years out from that, but, you know, we've got 1.5 MTPA where we have an option to hold on to that but not an obligation. And we have, uh, we have been talking to producers and looking at trying to use that to sort of help attract more volume through, through our hay fill system and help complete that wellhead-to-water strategy that we've been working on.
Unknown (Analyst)
Okay, thanks for that. We'll stay tuned on that 1.5 MTPA. Changing topics, I think there were some comments in the press about power trading, you know, opportunity for Williams.
John Dean Porter (EVP & CFO)
I would—
Unknown (Analyst)
wanted to see if you could clarify, you know, how are you looking at that opportunity around your existing assets or the assets that you're building?
Zamarin Chad J. (President and CEO)
Yeah, I mean, right now I'd say the most important thing to just recognize is we're building a very, you know, significant power business and a pretty large set of diverse power assets. But our primary focus is going to be on serving the customer and then optimizing the power that we're producing. And so I'd say stay tuned on that front. But for today, you know, we're not— we're not a—
John Dean Porter (EVP & CFO)
as we are—
Zamarin Chad J. (President and CEO)
as we would say with Sequoia, We're not a speculative trader. We're not looking to create any kind of speculative power trading business. But we want to make sure that we can provide the most efficient optimized solution to the customer. And so that's really the focus of the capability that we're looking to grow so that we can be as flexible and optimized as possible for the customers. We have a fairly large fleet of power generation coming online over the next couple of years.
Unknown (Analyst)
Thanks for that.
Operator (Operator)
Our next question comes from Craig Cyr from Tui Brothers. Please go ahead.
Unknown (Analyst)
Morning. Thanks for taking the questions. So, so first, I just want to kind of talk through the equity partner opportunity in Power Innovation. It seems like there's 3 prospective drivers for that, but you're kind of emphasizing one over the others. And in my mind, that's staying within near-term leverage targets, enjoying carried interest upside on individual deals. But then you've kind of repeatedly talked about recycling capital into potential wider range of projects. And then in Q&A, John mentioned the potential for strategic relationships that could further add to project opportunities. So maybe you want to opine a little more on that. Is accelerating the growth of this the primary focus?
John Dean Porter (EVP & CFO)
No, I— Craig, this is John. I think the primary focus is making sure from a Treasury financing perspective that again we can stay ahead of the wonderful kind of book of business we see the commercial teams reviewing with us and making sure that we don't get caught limiting our abilities to continue to grow and to win that business by having any sort of financing issue. We are committed to the 3.5 to 4 times leverage target. That's not— that gives us a lot of breathing room relative to our current ratings. So that's not a ratings agency issue. That's more of an internal target that we've agreed to with the board. that we all feel comfortable is a good leverage range for the business.
Unknown (Analyst)
We also want to be able to continue to grow our dividend.
John Dean Porter (EVP & CFO)
And so I think overall, we're just trying to find ways to finance the CapEx in a very efficient manner, in a way that really adds value to our shareholders over the long term. And I think what we've seen with these meetings that we've been having with potential partners is very encouraging on a number of fronts, including all of those that you mentioned. So I think there's a lot of compelling reasons why that might end up being the answer. But at the same time, you know, there's, there's a lot of different options that we could have. And we'll continue to, to look across the entire portfolio too. There could even be assets that, that we would want to sell over time too.
Unknown (Analyst)
So we have a, we have a number of different things we can do.
John Dean Porter (EVP & CFO)
We're trying to make sure we're not locked into any one path. And I feel really optimistic we're going to have a very attractive financing solution for for shareholders to announce at some point in the near future.
Danilo Giovanni (Vice President of Investor Relations)
Thanks.
Unknown (Analyst)
And last one for me, Chad. In answer to John, I think you mentioned the energy storage component. I believe that was a major contributor to some prior project upsizings that y'all had announced. Wanted to inquire about the best factor evolution as a part of Power Innovation Solutions. And what exactly are customers looking for with this? Is it more second-to-second responsiveness, or is there an increasing interest in longer-duration backup support?
Zamarin Chad J. (President and CEO)
Yeah, thanks, Greg. I think primarily it's the very rapid response to changing power loads at the facilities, you know. And this is the same issue that We'll see on our grid. I mean, you know, our our grid, our projects are obviously primarily rotating equipment driven, and those don't respond well to very rapid, you know, kind of millisecond changes in demand load. And so this is primarily to serve as a solution to respond to dynamic AI loads. And so, you know, we continue to look at projects from a just a power efficiency perspective with batteries, but the primary— for the projects that we've announced, the primary role of the battery system is to be that effectively buffer between the rotating equipment and the data center to respond to these rapid changes in load.
John Dean Porter (EVP & CFO)
Great.
Unknown (Analyst)
Thank you.
Operator (Operator)
Thank you. That concludes the Q&A portion of our call. I'll now turn it over to President and CEO Chad Zimmerman for closing remarks.
Zamarin Chad J. (President and CEO)
All right, well, thanks for the always robust Q&A, and thank you for your interest in Williams. We look forward to speaking with you again soon, and in the meantime, we wish you well.
John Dean Porter (EVP & CFO)
Thanks.
Operator (Operator)
Thank you for your participation in today's conference. This does conclude the program. You may now disconnect.
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