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TABLE OF CONTENTS

Table of Contents

UNITED STATES
SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

SCHEDULE 14A

Proxy Statement Pursuant to Section 14(a) of
the Securities Exchange Act of 1934 (Amendment No.       )

Filed by the Registrant ☒
Filed by a Party other than the Registrant ☐
Check the appropriate box:

Preliminary Proxy Statement

Confidential, for Use of the Commission Only (as permitted by Rule 14a-6(e)(2))

Definitive Proxy Statement

Definitive Additional Materials

Soliciting Material under §240.14a-12
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DUKE ENERGY CORPORATION
Filed by the Registrantý

Filed by a Party other than the Registranto

Check the appropriate box:

Check the appropriate box:
oPreliminary Proxy Statement
oConfidential, for Use of the Commission Only (as permitted by Rule 14a-6(e)(2))
ýDefinitive Proxy Statement
oDefinitive Additional Materials
oSoliciting Material under §240.14a-12


(Name of Registrant as Specified In Its Charter)
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DUKE ENERGY CORPORATION

(Name of Registrant as Specified In Its Charter)


(Name of Person(s) Filing Proxy Statement, if other than the Registrant)

Payment of Filing Fee (Check the appropriate box):
ýNo fee required.
oFee computed on table below per Exchange Act Rules 14a-6(i)(1) and 0-11.
(1)Title of each class of securities to which transaction applies:
(2)Aggregate number of securities to which transaction applies:
(3)Per unit price or other underlying value of transaction computed pursuant to Exchange Act Rule 0-11 (set forth the amount on which the filing fee is calculated and state how it was determined):
(4)Proposed maximum aggregate value of transaction:
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oCheck box if any part of the fee is offset as provided by Exchange Act Rule 0-11(a)(2) and identify the filing for which the offsetting fee was paid previously. Identify the previous filing by registration statement number, or the Form or Schedule and the date of its filing.
(1)Amount Previously Paid:
(2)Form, Schedule or Registration Statement No.:
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Fee computed on table in exhibit required by Item 25(b) per Exchange Act Rules 14a-6(i)(1) and 0-11.

Table of Contents


Welcome to the Duke Energy

Annual Meeting
of Shareholders

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March 21, 2022
Dear Fellow Shareholders:

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March 22, 2018

Dear Fellow Shareholders:

I am pleased to invite you to Duke Energy’s Annual Meeting to be held on Thursday, May 5, 2022, at 1:00 p.m. Eastern time. We look forward to updating you at the Annual Meeting on our strategy and areas of focus and progress in 2021, as well as plans for the future of Duke Energy.

We have made progress over the past year on our path to reach our goals to achieve at least 50% reduction in CO2 emissions by 2030 from electricity generation and net-zero CO2 emissions by 2050 from electricity generation, as well as the goal of our natural gas local distribution business to reach net-zero methane emissions by 2030. In addition, earlier this year we announced the expansion of our net-zero by 2050 goal to include Scope 2 emissions and certain Scope 3 emissions. We also announced a goal to exit coal generation by 2035, subject to regulatory approvals. The progress we made in 2021 on our climate strategy and further details on our goals are discussed in this proxy statement.
We also improved and streamlined our internal governance, including committee structures and policies, so that we can accelerate strategic decision-making, translate our long-term climate strategy into near-term goals and accountabilities, and deploy people and resources to deliver on priority items.
In addition to this progress on our climate-related goals, we delivered adjusted earnings in the top half of our 2021 earnings guidance range and continued our dividend commitment for the 95th consecutive year.
The path forward for our Company has a clear destination: achieve net-zero carbon emissions from electricity generation by 2050. Foundational to our strategy execution efforts are safety, operational excellence, and a diverse and inclusive workforce.
This proxy statement contains information about our Board’s oversight of Duke Energy’s strategy, performance, and risks, as well as our ESG practices. It also describes the outreach we had in the past year with you – our fellow shareholders – and how that feedback has influenced the work that we are doing at Duke Energy.
Annual Meeting of Shareholders ("Details
This year’s Annual Meeting") toMeeting will once again be held on Thursday, May 3, 2018, at 12:30 p.m. Eastern Time. We look forward to updating you on our plans for the future of Duke Energy and the progress we have made since our last Annual Meeting. Last year was the first year that we hosted our Annual Meeting exclusively via live webcast. As a result of theThe online format we were ablehas successfully expanded our ability to connect with twice as many participants than in previous years. We were also able to answer more questions than at previous meetings by posting answers to our website to any questions that we did not have time to answer during the meeting.

As a result of positive feedbackshareholders from our shareholders, we are excited to once again hold this year's Annual Meeting via live webcast. This format will continue to enable us to use technology to open our Annual Meeting to shareholders all over the world and improve our communications with them while still providing themyou the same opportunities to vote and ask questions that theyyou would have had at previousan in-person meetings. Once again, we will use a pre-meeting forum onproxyvote.com to enable shareholders to submitmeeting, including by submitting questions in writing in advance of the Annual Meeting.Meeting on our pre-meeting forum at proxyvote.com. An audio broadcast of the Annual Meeting will also be available by phone toll-free at 1.800.239.9838, conference number 7668330.800.289.0720, confirmation code 6176182. Details regarding how to participate in the Annual Meeting via live webcast, andas well as the items to be voted on, are more fully described in the accompanying Notice of Annual Meeting of Shareholders, “Rules of Conduct for the Annual Meeting” on page 1 of the Proxy Summary, and in the Frequently“Frequently Asked Questions and Answers About the Annual MeetingMeeting” on page 7276 of this proxy statement.

This proxy statement contains details about our strong corporate governance and executive compensation practices. We have made numerous positive changes to our governance practices in recent years. These changes are in addition to the progress made on implementing the Corporation's strategy in 2017 which is further detailed in the 2017 Annual Report that accompanies this proxy statement.

Your participation as a shareholder is important to us.

Please review this proxy statement prior to exercising your votevoting as it contains important information relating to the business of the Annual Meeting. Page 277 contains instructions on how you can vote your shares online, by phone, or by mail. At our 2017 Annual Meeting, approximately 85.24% of the Corporation's outstanding shares were represented in person or by proxy, including broker non-votes. It is important that all of our shareholders, regardless of the number of shares owned,We encourage you to vote and share your feedback with us, and hope you can participate in the affairs of the Corporation.

Annual Meeting.

Thank you for your continued investment in Duke Energy.

Sincerely,

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Lynn J. Good
Chairman,Chair, President and Chief Executive OfficerCEO

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Table of Contents


Letter from the Board of Directors

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Michael G. Browning
Independent
Lead Director

PHOTO

Dear Fellow Shareholders:

Shareholders:

It is aour great honor to serve as Duke Energy's Independent Lead Director. The Board is deeply committed to sound corporate governance and executive compensation policies and practices to ensure the Corporation operates responsibly, efficiently and in the best interests of shareholders. 2017 marked the fifth year of our shareholder engagement program. This effort involved outreach to holders of approximately 36% of our outstanding shares and dialogue with holders of approximately 30% of our outstanding shares. The feedback we gathered was invaluable.

The focus of these conversations in 2017 involved our corporate strategy, compensation and governance practices, the composition of our Board and the progress to date on environmental and sustainability goals. Membersindependent members of the Board were present in many of these conversations and feedback from shareholders was discussed by the Board.

Shareholders also expressed a desire to learn more about how we are mitigating risks from climate change. In response to this feedback, and with leadership and oversight by the Board, we published a Climate Report in March 2018. The publication of this report is a testament to the Board's commitment to act on shareholder feedback and is in addition to other changes we have made in recent years, including the Board's adoption of majority voting for the election of directors, proxy access and the ability for shareholders to call special shareholder meetings and act by written consent. These changes reflect the Board's commitment to evolve our compensation and governance practices to align with best practices and to honor the perspectives of our shareholders.

Throughout the year, I have had the privilege of working with an engaged and experienced group of directors. The diversity of experience, background and skills present in the boardroom allows for active Board oversight of the most important issues facing Duke Energy as we navigate and make progress on our strategic initiatives. The Board strikes the right balance between fresh perspectives and established experience. Since 2014, we have added six new directors to the Board. This mix of new ideas and experiences has resulted in a dynamic Board uniquely equipped to lead Duke Energy as it navigates the rapid changes occurring in the utility industry. I have been honored to lead this Board as Independent Lead Director for the past two years and to work closely with our Chief Executive OfficerChair, President and CEO, Lynn Good, who has skillfully positioned Duke Energy as a leader while the utility industry navigates rapid changes. We are a diverse, engaged, and experienced group of directors who are deeply committed to sound corporate governance, human capital management, executive compensation, and risk management policies and practices to ensure that Duke Energy operates responsibly and efficiently and achieves long-term sustainable value for our fellow shareholders. The varied perspectives of this Board allow us to actively oversee the most important issues facing Duke Energy.

In 2021, the Board helped to guide the Company through challenges, including the continuing pandemic, which changed the way many of our employees work. The Board has also continued to oversee Duke Energy’s progress on our clean energy transition, leading to the expansion of our previously announced goals to reach net-zero methane emissions from our natural gas local distribution business by 2030 and to reach net-zero emissions from electricity generation by 2050. The expanded goals, to reach net-zero by 2050 for the Company's Scope 2 emissions and certain Scope 3 emissions, were announced in February 2022 and are further detailed in this proxy statement.
We also continued our annual shareholder engagement program, having conversations with holders of over one-third of our outstanding common shares in the industryspring and fall. We held numerous conversations with shareholders and stakeholders outside of our shareholder engagement program, and the feedback we have gathered from these engagements has helped the Board shape our policies, practices, and disclosures.
The Board itself has also continued to evolve. We added five new directors in the last 12 months. These directors have been outstanding additions to our Board, bringing diversity of background, skills, and perspectives that are invaluable to the Board and the Company as we oversee the Company’s strategy and risks. In 2022, we will say goodbye to Michael Browning, who is retiring at the Annual Meeting. Michael has wisely led this Board as Independent Lead Director since 2016. His commitment to the Company and our shareholders has helped to guide and shape this Board during this timehis tenure. Ted Craver will be assuming the role upon Michael’s retirement, and we look forward to his leadership in 2022.
Thank you for your continued support of change.

our Company. We look forward to continuing our dialogue with you. On behalf ofshareholders at the entire Board, thank you for your continued support.

2022 Annual Meeting and throughout the year.

Sincerely,

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Michael G. Browning
Independent Lead Director

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Michael G. Browning
Derrick Burks
Annette K. Clayton
Theodore F. Craver, Jr.
Robert M. Davis
Caroline Dorsa
W. Roy Dunbar
Nicholas C. Fanandakis
John T. Herron
Idalene F. Kesner
E. Marie McKee
Michael J. Pacilio
Thomas E. Skains
William E. Webster, Jr.
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Table of Contents

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Notice of 2022
Annual Meeting of
of Shareholders
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Items of Business
Board’s Voting
Recommendation
1Election of Directors
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2Ratification of Deloitte & Touche LLP as Duke Energy’s independent registered public accounting firm for 2022
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3Advisory vote to approve Duke Energy’s named executive officer compensation
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4Shareholder proposal, if properly presented at the meeting
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5Any other business that may properly come before the meeting (or any adjournment or postponement of the meeting)
Vote Now
By Internet
By Mailing Your
Proxy Card
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Visit 24/7
proxyvote.com
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Vote, sign your proxy card,
and mail free of postage
By Phone
Participate in the
Annual Meeting
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Call toll free 24/7 at
800.690.6903
or by calling the number provided
by your broker, bank, or other
nominee if your shares are not
registered in your name
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You will need the 16-digit control
number, which can be found on
your Notice, on your proxy card,
and on the instructions that
accompany your proxy materials
Meeting Date: May 3, 20185, 2022

12:30 p.m. Eastern Time
Via live webcast at duke-energy.onlineshareholdermeeting.com
Record Date:

We will convene the Annual Meeting March 7, 2022

Only holders of record of Duke Energy Corporation on Thursday, May 3, 2018, at 12:30 p.m. Eastern Time via live webcast atduke-energy.onlineshareholdermeeting.com.

The purpose of the Annual Meeting is to consider and take action on the following:

1.
Election of directors;

2.
Ratification of Deloitte & Touche LLP as Duke Energy Corporation's independent registered public accounting firm for 2018;

3.
Advisory vote to approve Duke Energy Corporation's named executive officer compensation;

4.
Amendment to the Amended and Restated Certificate of Incorporation of Duke Energy Corporation to eliminate supermajority voting requirements;

5.
One shareholder proposal; and

6.
Any other business that may properly come before the meeting (or any adjournment or postponement of the meeting).

Shareholders of recordcommon stock as of the close of business on March 9, 2018,the record date are entitled to participate in, vote, and ask questions at the Annual Meeting by visitingMeeting.

Webcast:duke-energy.onlineshareholdermeeting.com
. To participate in the Annual Meeting via live webcast at duke-energy.onlineshareholdermeeting.com, you will need the 16-digit control number, includedwhich can be found on your Notice, Regarding the Availability of Proxy Materials ("Notice"), on your proxy card, and on the instructions that accompany your proxy materials. Those who are not shareholders as of the record date may view the Annual Meeting as guests.
The Annual Meeting will begin promptly at 12:301:00 p.m. Eastern Time.time. Online check-in will begin at 12:0030 p.m. Eastern Time. Please allow ample time for the online check-in procedures. Antime.
Audio Broadcast:
Shareholders and guests may also listen to an audio broadcast of the Annual Meeting will be available by phone toll-free at 1.800.239.9838, conference number 7668330.800.289.0720, confirmation code 6176182.

Holding the Annual Meeting via live webcast allows us to communicate more effectively with more of our shareholders. Pre-Meeting Information:
On our pre-meeting forum atproxyvote.com, youshareholders of record can submit questions in writing in advance of the Annual Meeting, access copies of proxy materials, and vote.

This year Because we again plan to providewill be providing our proxy materials to our shareholders electronically. By doing so,electronically, most of our shareholders will receive only receive the Notice containing instructions on how to access the proxy materials electronically and vote online, by phone, or by mail. If you would like to request paper copies of the proxy materials, you may follow the instructions on theyour Notice. If you receive paper copies of the proxy materials, we ask you to consider signing up to receive these materials electronically in the future by following the instructions contained in this proxy statement. By delivering proxy materials electronically, we can reduce the consumption of natural resources and the cost of printing and mailing our proxy materials.

Please take time to vote now. If you choose to vote by mail, you may do so by marking, dating and signing the proxy card and returning it to us. Please follow the voting instructions that are included on your proxy card. Regardless of the manner in which you vote, we urge and greatly appreciate your prompt response.

Dated: March 22, 201821, 2022By order of the Board of Directors,
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Kodwo Ghartey-Tagoe
Julia S. Janson
Executive Vice President, External Affairs, Chief Legal Officer and Corporate Secretary

DUKE ENERGY – 2018 Proxy Statement


Table of Contents

TABLE OF CONTENTS

PARTICIPATE IN THE FUTURE OF DUKE ENERGY; CAST YOUR VOTE NOW2

PROXY SUMMARY3
PROPOSAL 1:ELECTIONRULES OF DIRECTORSCONDUCT FOR THE ANNUAL MEETING9
1
INFORMATION ON THE BOARD OF DIRECTORS17PROXY SUMMARY
2
11
DIRECTOR COMPENSATION29INFORMATION ON THE BOARD OF DIRECTORS
20
REPORT OF THE CORPORATE GOVERNANCE COMMITTEE31
DIRECTOR COMPENSATION35
SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT31
37
39
REPORT OF THE AUDIT COMMITTEE34
40
35
REPORT OF THE COMPENSATION COMMITTEE35
COMPENSATION DISCUSSION AND ANALYSIS36
EXECUTIVE COMPENSATION54
PROPOSAL 4:AMENDMENT TO THE AMENDED AND RESTATED CERTIFICATE OF INCORPORATION OF DUKE ENERGY CORPORATION TO ELIMINATE SUPERMAJORITY VOTING REQUIREMENTS69
PROPOSAL 5:SHAREHOLDER PROPOSAL70
41
REPORT OF THE COMPENSATION AND PEOPLE DEVELOPMENT COMMITTEE41
COMPENSATION DISCUSSION AND ANALYSIS42
EXECUTIVE COMPENSATION60
73
FREQUENTLY ASKED QUESTIONS AND ANSWERS ABOUT THE ANNUAL MEETING OF SHAREHOLDERS72
76
OTHER INFORMATION75
79
GLOSSARY OF TERMS81
82
84
   DUKE ENERGY CORPORATION2022 PROXY STATEMENT
BUILDING A 77SMARTER ENERGY FUTURE®

RULES OF CONDUCT FOR THE ANNUAL MEETING
Duke Energy strives to provide our shareholders at the online-only Annual Meeting the same rights that they would have had at an in-person meeting and an enhanced opportunity for participation and discourse.

Shareholders who have submitted a proposal for the Annual Meeting are given the choice of recording the presentation of their proposal in advance or presenting their proposal live via a third-party operated telephone line.

A representative of Broadridge Financial Solutions has been appointed as the independent inspector of elections.

Shareholders as of the record date who would like to submit questions in writing in advance of the Annual Meeting may do so by visiting our pre-meeting forum at proxyvote.com using their 16-digit control number.

Shareholders participating in the Annual Meeting live via webcast may also submit questions in writing during the Annual Meeting. Shareholders are encouraged to provide their name and contact information in case the Company needs to contact them after the Annual Meeting.

Individuals who are not shareholders as of the record date who are interested in viewing or listening to the Annual Meeting will be allowed to check-in to duke-energy.onlineshareholdermeeting.com to view the Annual Meeting as a guest, or listen to the Annual Meeting toll-free at 800.289.0720, confirmation code 6176182.

Questions submitted by shareholders will be read during the Annual Meeting unedited. Of course, questions that are of an inappropriate personal nature or that use offensive language will not be read at the Annual Meeting or posted on our website after the Annual Meeting. Questions regarding technical issues related to the Annual Meeting will be referred to technical support personnel to respond separately. Similarly, questions regarding the availability or location of proxy materials will be responded to separately.

We will post answers to all questions received in advance of or during the Annual Meeting, including those questions that we do not answer during the Annual Meeting, on our website at duke-energy.com/our-company/investors/financial-news under “05/05/2022 – Annual Meeting of Shareholders.” All unedited questions and the answers to those questions, as well as a video replay of the Annual Meeting, will be available on our website until the release of the proxy statement for the 2023 Annual Meeting.

Questions on topics that have been previously asked and answered during the Annual Meeting will be answered after the Annual Meeting and posted on our website at duke-energy.com/our-company/investors/financial-news under “05/05/2022 – Annual Meeting of Shareholders” along with all other submitted questions.

The Question and Answer portion of the Annual Meeting will end upon the earlier of 2:00 p.m. Eastern time, or after all question topics that are not of an inappropriate nature have been answered.
GLOSSARY OF TERMS
To enhance the readability of this year’s proxy statement, we added a Glossary of Terms beginning on page 81, which includes all defined terms in this proxy statement.
BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   1

PROXY SUMMARY
This summary highlights information contained elsewhere in this proxy statement. This summary does not contain all the information that you should consider. You should read the entire proxy statement carefully before voting. Page references and website addresses are supplied to help you find additional information in this proxy statement and elsewhere. Information provided on websites linked to this proxy statement is not incorporated by reference into this proxy statement.
Who We Are
Headquartered in Charlotte, North Carolina, Duke Energy is one of the largest energy holding companies in the United States, providing electricity to approximately 8.2 million retail electric customers in six states and natural gas distribution services to 1.6 million customers in five states. We own approximately 50,259 MW of electric generating capacity in North Carolina, South Carolina, the Midwest, and Florida, and approximately 3,554 MW of generating capacity through our commercial renewables business, which owns and operates diverse power generation assets throughout North America, including a portfolio of renewable wind, solar, energy storage, and microgrid projects. More information about Duke Energy is available on our website at duke-energy.com.
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Voting Information
Broker
Non-Votes*
Abstentions
Votes
Required for
Approval
APPENDIX BCAUTIONARY NOTE REGARDING FORWARD-LOOKING INFORMATION82
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Proposal 1:
Election of Directors (page 11)
The Board recommends you vote FOR each Nominee
Do not countDo not count
Majority of votes
cast, with a
resignation policy
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Proposal 2:
Ratification of Deloitte & Touche LLP as Duke Energy’s independent registered public accounting firm for 2022 (page 39)
The Board recommends you vote FOR this proposal
Brokers have
discretion to
vote
Vote against
Majority of shares
represented
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Proposal 3:
Advisory vote to approve Duke Energy’s named executive officer compensation (page 41)
The Board recommends you vote FOR this proposal
Do not countVote against
Majority of shares
represented
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Proposal 4:
Shareholder proposal regarding shareholder right to call for a special shareholder meeting (page 73)
The Board recommends you vote AGAINST this proposal
Do not countVote against
Majority of shares
represented
*

    DUKE ENERGY – 2018 Proxy Statement


Table of Contents

PARTICIPATE IN THE FUTURE OF DUKE ENERGY; CAST YOUR VOTE NOW

It is very important that you vote to participate in the future of Duke Energy Corporation ("Duke Energy" or the "Corporation"). New York Stock Exchange ("NYSE")

NYSE rules state that if your shares are held through a broker, bank, or other nominee, they cannot vote on nondiscretionary matters without your instruction on nondiscretionary matters.

Eligibility to Vote

You can vote if you were a shareholder of record at the close of business on March 9, 2018.

Vote Now

Even if you plan to participate in this year's Annual Meeting, it is a good idea to vote your shares before the Annual Meeting in the event your plans change. Whether you vote online, by phone or by mail, please have your proxy card or instructions that accompanied your proxy materials in hand and follow the instructions.

instruction.

By internet


By phone


By mailing your proxy card

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Visit 24/7
proxyvote.com
Call toll-free 24/7
1.800.690.6903
or by calling the
number provided
by your broker, bank
or other nominee if your shares are not
registered in your name
Cast your vote,
sign your proxy card
and send free of postage





Participate in the Annual Meeting

This year's Annual Meeting will be held exclusively via live webcast enabling shareholders from around the world to participate, submit questions in writing and vote. Shareholders of record as of the close of business on March 9, 2018, are entitled to participate in and vote at the Annual Meeting by visitingduke-energy.onlineshareholdermeeting.com. To participate in the Annual Meeting via live webcast, you will need the 16-digit control number included on your Notice, on your proxy card and on the instructions that accompanied your proxy materials. The Annual Meeting will begin promptly at 12:30 p.m. Eastern Time. Online check-in will begin at 12:00 p.m. Eastern Time. Please allow ample time for the online check-in procedures. An audio broadcast of the Annual Meeting will be available by phone toll-free at 1.800.239.9838, conference number 7668330.

Shareholders who would like to submit questions in writing in advance of the Annual Meeting can do so by visiting our pre-meeting forum atproxyvote.com using your 16-digit control number. We will post answers to all questions received in advance of or during the Annual Meeting, including those questions that we do not have time to answer during the Annual Meeting, to our website atduke-energy.com/our-company/investors/financial-newsunder "May 3, 2018 - 2018 Annual Meeting of Shareholders".

2    DUKE ENERGY – 2018 Proxy Statement


Table of Contents

PROXY SUMMARY

This summary highlights information contained elsewhere in this proxy statement. This summary does not contain all of the information that you should consider. You should read the entire proxy statement carefully before voting. Page references ("XX") are supplied to help you find further information in this proxy statement.

Voting Matters

2   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

PROXY SUMMARY
Our Purpose
Duke Energy’s purpose is to power the lives of our customers and the vitality of our communities. Alongside our purpose is our core set of values and leadership imperatives that combined act as our guide. Our core values are focused on safety, integrity, and service, as well as our leadership imperatives that define our behavioral expectations and challenge us to become better. Together, our values and leadership imperatives influence how we make decisions and interact with each other, as well as with our customers and communities.
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Our Strategy and Goals
Duke Energy has integrated our climate strategy into our business strategy – to safely transform and ready our system by investing in new and existing carbon-free technology, modernizing our gas and electric infrastructure, and expanding and integrating efficiency and demand management programs. As we transition our business to cleaner sources of energy, we are focused on delivering sustainable value for our customers and shareholders by maintaining affordability and leveraging business transformation to exceed customer expectations, optimizing investments to drive attractive shareholder returns, and providing new product offerings and solutions that deliver growth and customer value. To achieve these major milestones, we are shaping the landscape by partnering with stakeholders, championing public policy that advances innovation, and advancing regulatory models that support carbon and methane emission reductions.
In 2019 and 2020, Duke Energy established Scope 1 emission(1) reduction goals for our electric and natural gas local distribution business units. In February 2022, we updated our emission reduction goals for the electric and gas business to include Scope 2(2) and certain Scope 3 emissions(3). We also announced that we would be targeting energy generated from coal to represent less than 5% of total generation by 2030 and to fully exit coal generation by 2035, subject to regulatory approvals(4).
Our Greenhouse Gas Emission Reduction Goals


More information
Board
recommendation

Broker
non-votes

Abstentions
Votes
required
for approval

2030Electric Utilities

At least 50% reduction in CO2 emissions from 2005 levels from electricity generation (Scope 1 emissions)
PROPOSAL 1Election of directorsPage 9FOR each nomineeDo not countDo not countMajority of votes cast, with a resignation policy
Natural Gas Local
Distribution Business

Reduction in methane emissions to net-zero (Scope 1 emissions)
PROPOSAL 2Ratification of Deloitte & Touche LLP as Duke Energy Corporation's independent registered public accounting firm for 2018Page 33FORVote forVote againstMajority of shares represented
2050Electric Utilities

Net-zero CO2 emissions from electricity generation (Scope 1 emissions)
PROPOSAL
Net-zero CO2 emissions from electricity purchased for Company use (Scope 2 emissions)

Net-zero greenhouse gas emissions from the power we purchase for resale and from the procurement of fossil fuels used for generation (Scope 3 emissions)
Advisory vote to approve Duke Energy Corporation's named executive officer compensationPage 35FORDo not countVote againstMajority of shares represented
Natural Gas Local
Distribution Business

Net-zero emissions from upstream methane and carbon emissions related to purchased gas and downstream carbon emissions from customers’ consumption (Scope 3 emissions)
(1)
Scope 1 emissions are direct emissions from company-owned and controlled resources. Duke Energy’s Scope 1 emission reduction goal includes only Scope 1 CO2 emissions from electricity generation and methane emissions from our natural gas local distribution business.
(2)
Scope 2 emissions are indirect emissions from the generation of energy purchased from a utility provider for the Company’s own use.
(3)
Scope 3 emissions are all other indirect emissions not included in Scope 2 that are linked to a company’s operations, including upstream and downstream emissions.
(4)
Contemplates retiring the Edwardsport coal gasifiers by 2035 or adding carbon capture utilization and storage to reduce carbon emissions.
BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   3
PROPOSAL 4Amendment to the Amended and Restated Certificate of Incorporation of Duke Energy Corporation to eliminate supermajority voting requirementsPage 69FORVote againstVote against80% of the outstanding shares

PROXY SUMMARY
Our Workforce
The energy industry is in the midst of a massive transformation, and Duke Energy needs an innovative, talented team of professionals who represent the diversity of the customers we serve as a foundation for success. An empowered, diverse and inclusive workplace make us a stronger company and provides a competitive advantage for connecting with the ever-changing needs of our customers and communities.
27,605
Employees
18.3%
Union
PROPOSAL 523.9%
Shareholder proposalPage 70
AGAINSTFemale
Do not countVote againstMajority of shares represented
19.6%
People of Color
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Creating a great place to work

DUKE ENERGY – 2018 Proxy Statement    3


Table of Contents

Duke Energy Overview

Headquartered in Charlotte, North Carolina, Duke EnergyThe Company is one of the largest energy holding companies in the United States. Our Electric Utilities and Infrastructure business serves approximately 7.6 million customers located in six states in the Southeast and Midwest. Our Gas Utilities and Infrastructure business distributes natural gas to approximately 1.5 million customers in the Carolinas, Ohio, Kentucky and Tennessee. Our Commercial Renewables business operates a growing renewable energy portfolio across the United States. More informationbeing intentional about our business is available atduke-energy.com.

2017 Business Highlights

actions to support our employees and attract diverse talent. We entered 2017 in a position of strength, having completedwork hard to help ensure that all employees feel that they have an equitable and inclusive experience by leveraging our multi-year transformation to exitemployee resource groups, as well as diversity and inclusion councils.

Support for Employee Well-BeingWe support our employees physically, emotionally, and financially through our wellness and mental health programs and provide webinars and coaching focused on improving financial wellness.
Diversity & Inclusion Learning ProgramsWe have developed a portfolio of training for all employees to build our knowledge and understanding of diversity, equity, and inclusion, and build skills and capabilities for creating a more inclusive workplace.
Fair and Equitable CompensationThe Company is committed to providing market competitive, fair, and equitable compensation by regularly reviewing employee pay. We conduct internal pay equity reviews and benchmarking against peer companies to ensure our pay is competitive.
Attracting Diverse Talent
We continuously evaluate our practices across the hiring life cycle to attract a talented and diverse workforce to deliver on our commitments to customers. We have a dedicated team focused on building relationships with four-year colleges and technical schools, as well as community organizations to strengthen diversity in our future pipeline of talent.
In 2021, we partnered to create a HBCU Energy Leadership Pathway pilot program with four HBCUs located in North Carolina and South Carolina. This program will provide students of color with mentoring, internships, and access to the rapidly evolving clean energy workforce.
Courageous Conversations“Let’s Talk About It” is a series of organized employee events the Company held around difficult but necessary and thought-provoking topics that help build understanding and awareness and support an inclusive workplace. In 2021, we had 50 sessions with nearly 6,000 employees attending.
4   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

PROXY SUMMARY
Highlights Since the Latin American Generation business and acquire Piedmont Natural Gas Company, Inc. ("Piedmont Natural Gas"). In February, we rolled-out our ten-year strategic aspirations. This long-term view outlines our road map to advance our growth strategy, leveraging scale and a focused portfolio to deliver a reliable dividend with 4 to 6% earnings per share ("EPS") growth during our five-year planning horizon. Our strategy is focused on investments to modernize our energy grid, generate clean energy and build our natural gas infrastructure – all built on a foundation of customer service, operational excellence and stakeholder engagement. Through the year we have already made meaningful progress on the following items:

2021 Annual Meeting (page 44)
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BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   5

Developed a multi-year plan to modernize the energy grid across our jurisdictionsPROXY SUMMARY

Demonstrated progress on our commitment to generate cleaner energy, including advancing the construction of combined cycle natural gas plants in Florida, North Carolina and South Carolina, and our announcement of a more stringent carbon dioxide emissions reduction target for our generation fleet – a 40% reduction from the 2005 level by 2030

Grew the business through building natural gas infrastructure with the Sabal Trail Pipeline which was placed into service during the year and made significant progress on obtaining necessary permits to advance the Atlantic Coast Pipeline

Facilitated renewables-related legislation in North Carolina and a comprehensive multi-year rate settlement in Florida which puts us on a path towards modernized regulatory mechanisms

In conjunction with our strategic accomplishments, we maintained a sharp focus during the year on operational excellence, including:

Continued improvement of our key employee safety metric, Total Incident Case Rate ("TICR"), building on our industry-leading performance from 2016

Reduced reportable environmental events from last year, the third consecutive year of improvement

Advanced our efforts to permanently close our coal ash basins in ways that protect people and the environment

Restored power to 99% of the 1.3 million Florida customers left without power after Hurricane Irma in just over a week – an effort that involved coordination and communication with more than 12,000 line and fieldworkers

Our strategic and operational accomplishments contributed to strong financial performance for the year. We demonstrated flexibility in the management of our spending to offset the impact of an extraordinarily mild 2017 Winter season. Despite the significant headwind from weather, including Hurricane Irma impacts, we delivered on our earnings guidance for the year. Additionally, our total shareholder return was 13.0% in 2017, compared to 13.5% in 2016. The total shareholder return of the Philadelphia Utility Index ("UTY") was 12.8% in 2017, compared to 17.4% in 2016.

During 2017, we increased the dividend payment to our shareholders by approximately 4%, reflecting our confidence in the strength of our businesses and commitment to return value to shareholders. This is the eleventh consecutive year of annual dividend growth. 2017 also marked the ninety-first consecutive year that Duke Energy has paid a quarterly cash dividend on our common stock, a record we expect to continue for shareholders who rely on a steady and growing dividend.

Shareholder Engagement Highlights (pages 2125 and 36)42)

As part of our commitment to corporate governance, we have a track record of engaging with shareholders year-round to discuss and obtainrespond to their feedback on our corporate governance and executive compensation practices. During the Fall of 2017,feedback. In 2021, we reached out to holders of approximately 36% of our outstanding
common shares and held meetings with the holders of approximately 30%more than one-third of our outstanding shares, manysome of which included participation by members of the Board. Board, including our Independent Lead Director, Michael Browning.
The agenda for these conversations spanned a variety of topics including executive compensation, sustainability and governance such as director skills and diversity and the Board's oversight over key risk areas for topics:
1
Environmental
The Company's progress on its goal to reach net-zero carbon emissions from electricity generation by 2050
2
Social
Our human capital management and diversity, equity, and inclusion initiatives
3
Governance
Board oversight, diversity, skills, and the changes to the Company's Political Expenditures Policy
Duke Energy including environmental, health and safety. Wedisclosures in response to shareholder feedback
The Company has also discussed the shareholder proposals that were voted on at the 2017 Annual Meeting, including a proposal seeking a reportprepared numerous disclosures, which are located on the impactsCompany’s ESG website at www.duke-energy.com/our-company/esg, which were provided, in part, in response to Duke Energyshareholder feedback on areas of climate change. The feedback received during those discussions helped inform us as we prepared our Climate Report published in March 2018. Also, as a result of feedback received from shareholders, we enhanced our policy prohibiting hedginginterest, including:

Annual ESG Report (formerly known as the Sustainability Report)

2017 and 2020 Climate Reports, which are aligned with the recommendations of the TCFD

Semi-annual Corporate Political Expenditures Report

Annual Trade Association Climate Review

SASB disclosures

EEI/AGA template disclosure

GRI disclosures
Environmental, Social, and pledging of our common stock and the Compensation Committee enhanced its disclosures related to performance shares in this proxy statement. A more complete discussion of our corporate governance engagement program and these changes is included on pages 21 and 36.

4    DUKE ENERGY – 2018 Proxy Statement


Table of Contents

Board Nominees (page 9)

Governance Highlights

Name
 Age
 Gender,
Racial or
Ethnically
Diverse

 Director since
 Occupation
 Independent
 Committee Memberships
 Other Public Company Boards
​ ​ ​ ​ ​ ​ ​ 

Michael G. Browning
Independent Lead Director


 
71  2006 Chairman, Browning Consolidated, LLC ü 

Compensation

Corporate Governance (C)

Finance and Risk Management

 

None

Theodore F. Craver, Jr.

 66   2017 Retired Chairman, President and Chief Executive Officer, Edison International ü 

Audit (C)

Finance and Risk Management

 

Wells Fargo & Company

​ ​ ​ ​ ​ ​ ​ 

Robert M. Davis

 51  2018 Chief Financial Officer and Executive Vice President, Global Services, Merck & Co., Inc. ü 

Audit

Finance and Risk Management

 

None

Daniel R. DiMicco

 67   2007 Chairman Emeritus, Retired President and Chief Executive Officer, Nucor Corporation ü 

Corporate Governance

Nuclear Oversight

 

Hennessy Capital Acquisition Corp. III

​ ​ ​ ​ ​ ​ ​ 

John H. Forsgren

 71  2009 Retired Vice Chairman, Executive Vice President and Chief Financial Officer, Northeast Utilities ü 

Compensation

Finance and Risk Management (C)

 

None

Lynn J. Good
Chairman

 58 ü 2013 Chairman, President and Chief Executive Officer, Duke Energy Corporation   

None

 

The Boeing Company

​ ​ ​ ​ ​ ​ ​ 

John T. Herron

 64  2013 Retired President, Chief Executive Officer and Chief Nuclear Officer, Entergy Nuclear ü 

Nuclear Oversight (C)

Regulatory Policy and Operations

 

None

James B. Hyler, Jr.

 70   2012 Retired Vice Chairman and Chief Operating Officer, First Citizens BancShares, Inc. ü 

Audit

Regulatory Policy and Operations (C)

 

None

​ ​ ​ ​ ​ ​ ​ 

William E. Kennard

 61 ü 2014 Non-Executive Chairman, Velocitas Partners, LLC ü 

Corporate Governance

Finance and Risk Management

 

AT&T Inc.

Ford Motor Company

MetLife, Inc.

E. Marie McKee

 67 ü 2012 Retired Senior Vice President, Corning Incorporated ü 

Compensation (C)

Corporate Governance

 

None

​ ​ ​ ​ ​ ​ ​ 

Charles W. Moorman IV

 66  2016 Senior Advisor, Amtrak ü 

Nuclear Oversight

Regulatory Policy and Operations

 

Chevron Corporation

Carlos A. Saladrigas

 69 ü 2012 Chairman, Regis HR Group ü 

Audit

Compensation

 

None

​ ​ ​ ​ ​ ​ ​ 

Thomas E. Skains

 61  2016 Retired Chairman, President and Chief Executive Officer, Piedmont Natural Gas Company, Inc. ü 

Nuclear Oversight

Regulatory Policy and Operations

 

BB&T Corporation

National Fuel Gas Company

William E. Webster, Jr.

 64   2016 Retired Executive Vice President, Industry Strategy for the Institute of Nuclear Power Operations ü 

Nuclear Oversight

Regulatory Policy and Operations

 

None

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(C)
Committee Chair
6   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

PROXY SUMMARY

DUKE ENERGY – 2018 Proxy Statement    5


Table of Contents

GRAPHIC

6    DUKE ENERGY – 2018 Proxy Statement


Table of Contents

Board Representation

GRAPHIC


Corporate Governance Highlights (page 26)

31)
Independence

Independent Lead Director with clearly defined roles and responsibilities

Independent Board committees

Independent directors meet in executive session at each regularly scheduled Board meeting
Shareholder Rights
ü

Ability for shareholders to nominate directors through proxy access
üIndependent Lead Director with clearly defined role and responsibilities
​ 
ü
Majority voting for directors with mandatory resignation policy and plurality carve-out for contested elections
ü
Robust year-round shareholder engagement program,
​ 
üAnnual Board, committee and including director assessments
involvement
ü

Ability for shareholders to take action by less than unanimous written consent
​ 
ü

Ability for shareholders to call a special shareholder meeting

Board responsiveness to majority support of shareholder proposals

Each share of common stock is equal to one vote
Good Governance
Practices
ü

Majority voting for directors with mandatory resignation policy and plurality carve out for contested elections

Annual Board, committee, and director assessments

Clearly defined environmental and social initiatives and goals
​ 
ü

Annual election of all directors

Policy to prohibit all hedging and pledging of corporate securities

Regular Board refreshment
üIndependent Board committees

Executive Compensation Highlights (page 36)

42)

Principles and Objectives

Our executive compensation program is designed to:

1
Link Pay to Performance
2
Attract and Retain talented executive officers and key employees
3
Emphasize Performance-Based Compensation to motivate executives and key employees
4Reward Individual Performance
5
Encourage Long-Term Commitments to Duke Energy and align the interests of executives with shareholders
Link pay to performance

Attract and retain talented executive officers and key employees

Emphasize performance-based compensation to motivate executives and key employees

Reward individual performance

Encourage long-term commitment to Duke Energy and align the interests of executives with shareholders

We meet these objectives through the appropriate mix of compensation, including:

Baseincluding base salary,

Short-term short-term and long-term incentives,

Long-term incentives

DUKE ENERGY – 2018 Proxy Statement    7


Table consisting of Contents

GRAPHIC

Key Executive Compensation Features (pages 37performance shares and 41)RSUs.

​ 
New Features in Response to Shareholder Feedback

ü


Enhanced disclosure of performance goals, along with continued reporting of actual performance results

ü


Expanded anti-pledging policy to prohibit all pledging of corporate securities


COMPENSATION COMPONENTS

ü


Significant stock ownership requirements (6x base salary for the Chief Executive Officer)
Base
üSalary


Stock holding policy
STILTI
Link pay to performance
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]
Attract and retain talented executives and key employees
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]
Emphasize performance-based compensation to motivate executives and key employees
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]
Reward individual performance
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]

ü


Incentive compensation tiedEncourage long-term commitment to a clawback policy
Duke Energy and align the interests of executives with shareholders

ü


Consistent level of severance protection

ü


Shareholder approval policy for severance agreements
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]

ü


Equity award granting policy
BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   7

ü


Independent compensation consultant

PROXY SUMMARY
Key Compensation Features
Following are key features of our executive compensation program:

ü


Annual tally sheets for executive officers

ü


Review and consideration of prior year's "say-on-pay" vote

ü


Do not encourage excessive or inappropriate risk-taking

ü


No tax gross-ups

ü

AT DUKE ENERGY WE…

No "single trigger" severance
AT DUKE ENERGY WE DO NOT…
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Integrate key performance metrics in our incentive plans relating to environmental, climate, safety, and customer initiatives
[MISSING IMAGE: tm2025328d26-icon_cros1pn.gif]
Provide tax gross-ups to NEOs
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]
Require significant stock ownership, including 6x base salary for our CEO and 3x base salary for other NEOs
[MISSING IMAGE: tm2025328d26-icon_cros1pn.gif]
Permit hedging or pledging of Duke Energy securities
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]
Maintain a stock retention policy
[MISSING IMAGE: tm2025328d26-icon_cros1pn.gif]
Provide “single trigger” vesting of stock awards upon a change in control
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]
Tie equity and cash-based incentive compensation to a clawback policy
[MISSING IMAGE: tm2025328d26-icon_cros1pn.gif]
Provide employment agreements to a broad group

ü

[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]
Use an independent compensation consultant retained by and reporting directly to the Compensation and People Development Committee to advise on compensation matters

No employment agreements except
[MISSING IMAGE: tm2025328d26-icon_cros1pn.gif]
Encourage excessive or inappropriate risk-taking through our compensation program
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]
Review tally sheets on an annual basis
[MISSING IMAGE: tm2025328d26-icon_cros1pn.gif]
Provide excessive perquisites
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]
Consider shareholder feedback and the prior year’s “say-on-pay” vote
[MISSING IMAGE: tm2025328d26-icon_cros1pn.gif]
Provide dividend equivalents on unearned performance shares
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]
Require that equity awards must be subject to a one-year minimum vesting period, subject to limited exceptions
[MISSING IMAGE: tm2025328d26-icon_tickpn361.gif]
Disclose performance targets for our Chief Executive Officerthe performance share cycle granted in the most recent year
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8   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

PROXY SUMMARY
Our Board Nominees (page 11)
Our Board regularly and diligently reviews its composition to ensure that its collective membership has the skills to meet the needs of our business and reflects a diversity of perspectives and experiences. All nominees have the highest level of professional integrity.
Name
üIndependence, Age, Tenure


No excessive perquisitesPosition
Gender
Diversity
Racial, or
Ethnic
Diversity
Other
Public
Boards
Audit
Compensation
and People
Development
Corporate
Governance
Finance
and
Risk
Management
Operations
and
Nuclear
Oversight
[MISSING IMAGE: ph_derrickburks-4c.jpg]
Derrick Burks
Independent, 65, 2022
Retired Managing
Partner of Ernst & Young, LLP,
Indianapolis office
X
Equity LifeStyles
Properties ELS and
Kite Realty
Group Trust KRG
[MISSING IMAGE: ph_annettekclaytnew-4c.jpg]
Annette K. Clayton
Independent, 58, 2019
President and CEO, North America Operations,
Schneider Electric SA
X
NXP
Semiconductors N.V.
[MISSING IMAGE: ph_theodorefcravenew-4c.jpg]
Theodore F. Craver, Jr.
Independent, 70, 2017
Retired Chairman, President and CEO,
Edison International
Wells Fargo &
Company
C
[MISSING IMAGE: ph_robertmdavisnew-4c.jpg]
Robert M. Davis
Independent, 55, 2018
President and CEO, Merck
Merck
C
[MISSING IMAGE: ph_caroldorsagrbg-4clr.jpg]
Caroline Dorsa
Independent, 62, 2021
Retired Executive Vice President and CFO,
Public Service Enterprise Group Incorporated
X
Biogen Inc.,
Illumina, Inc., and
Intellia
Therapeutics, Inc.
[MISSING IMAGE: ph_roydunbarnew-4clr.jpg]
W. Roy Dunbar
Independent, 60, 2021
Retired Chairman and CEO of Network
Solutions, LLC
X
Johnson Controls
International, PLC
and SiteOne
Landscape
Supply, Inc.
[MISSING IMAGE: ph_nicholascfanannew-4c.jpg]
Nicholas C. Fanandakis
Independent, 65, 2019
Retired Executive Vice President,
DuPont de Nemours, Inc. (fka DowDuPont, Inc.)
FTI Consulting,
Inc. and ITT Inc.
[MISSING IMAGE: ph_lynngoodbg-4c.jpg]
Lynn J. Good
Executive Director, 62, 2013
Chair, President and CEO,
Duke Energy Corporation
X
The Boeing
Company
[MISSING IMAGE: ph_herronjohn-4clr.jpg]
John T. Herron
Independent, 68, 2013
Retired President, CEO and Chief Nuclear
Officer, Entergy Nuclear
None
C
[MISSING IMAGE: ph_idalenefkesner-4c.jpg]
Idalene F. Kesner
Independent, 64, 2021
Dean, Indiana University Kelley School of Business
X
Berry Global Group, Inc.
and Olympic Steel, Inc.
[MISSING IMAGE: ph_mariemckeenew-4c.jpg]
E. Marie McKee
Independent, 71, 2012
Retired Senior Vice President,
Corning Incorporated
X
None
C
[MISSING IMAGE: ph_michaelpacilio1-4clr.jpg]
Michael J. Pacilio
Independent, 61, 2021
Retired Executive Vice President and
COO, Exelon Generation, Exelon Corp.
None
[MISSING IMAGE: ph_thomasekainsnew-4c.jpg]
Thomas E. Skains
Independent, 65, 2016
Retired Chairman, President and CEO,
Piedmont Natural Gas Company, Inc.
National Fuel Gas
Company and
Truist Financial
Corporation
[MISSING IMAGE: ph_williamewebstnew-4c.jpg]
William E. Webster, Jr.
Independent, 68, 2016
Retired Executive Vice President,
Institute of Nuclear Power Operations
None
BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   9

PROXY SUMMARY
Our Board Composition*

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8    DUKE ENERGY – 2018 Proxy Statement


TableDiversity of ContentsSkills, Qualifications, and Experience*

Our Board exhibits a diverse range of skills and experience that collectively creates a well-rounded perspective suitable to protecting the interests of shareholders. The table below denotes the areas of expertise we value and the number of directors with that expertise or experience.

[MISSING IMAGE: tm2025328d26-icon_custpn.jpg]
Customer Service experience is important as Duke Energy focuses on meeting customer expectations and transforming the customer experience.
9
[MISSING IMAGE: tm2025328d26-icon_cyberpn.jpg]
Cybersecurity/Technology experience is important in overseeing the security of Duke Energy’s business and operational technical systems, including customer experience, financial systems, and internal and grid operations.
9
[MISSING IMAGE: tm221429d1-icon_esgpn.jpg]
ESG experience is important as incorporating sustainable business operations into our Duke Energy’s actions is vital to the success of our strategy.
11
[MISSING IMAGE: tm2025328d26-icon_hcmpn.jpg]
Human Capital Management experience is important in overseeing the needs of our workforce – Duke Energy’s most critical resource.
6
[MISSING IMAGE: tm2025328d26-icon_induspn.jpg]
Industry experience is important in understanding the unique technical, regulatory, and financial aspects of the utility industry.
9
[MISSING IMAGE: tm2025328d26-icon_goverpn.jpg]
Regulatory/Government experience is important in understanding the regulated nature of the utility industry, including environmental regulations.
12
[MISSING IMAGE: tm2025328d26-icon_riskpn.jpg]
Risk Management experience is important in overseeing a myriad of risks, including operational, financial, strategic, and reputational risks that affect our business.
13
PROPOSAL 1: *    ELECTION OF DIRECTORS


Information provided for director nominees

10   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A The Board of DirectorsSMARTER

ENERGY FUTURE®


PROPOSAL 1:
ELECTION OF DIRECTORS
The Board of Directors
The Corporate Governance Committee, comprised of only independent directors, has recommended all of the following current directors as nominees for director and the Board has approved their nomination for election to servedirector. These individuals are discussed on the Board. pages 12 through 19 of this proxy statement.
We have a declassified Board, which means all of the directors are voted on every year at the Annual Meeting.

If any director is unable to stand for election, the Board may reduce the number of directors or designate a substitute. In that case, shares represented by proxies may be voted for a substitute

director. We do not expect that any nominee will be unavailable or unable to serve.

The Corporation's

Our Principles for Corporate Governance includes a director tenure policy thatin addition to a director's normal retirement occurspolicy, which is described in more detail on page 31. Pursuant to this policy, Michael Browning will be retiring at the Annual Meeting following the year in which the director reaches the age of 71. However, the Board believes that it is important to monitor the Board's composition, skills and needs in the context of the Corporation's overall strategy, and, therefore, has not made the retirement age mandatory but rather may elect to waive the policy in circumstances it deems necessary. Two directors will have reached their normal retirement date at the Annual Meeting, Michael G. Browning and John H. Forsgren. Upon review of the matter, the Corporate Governance Committee recommended, and the Board approved, waiving the retirement date for Mr. Browning and Mr. Forsgren and nominating these directors once again for election at the2022 Annual Meeting. In reaching this decision,We appreciate the Corporate Governance Committee and the Board considered the high number of director retirements and new members of the Board who have joined in recent years and the need of the Board to retain Mr. Browning and Mr. Forsgren who both bring important experience and knowledge about the issues and strategy of the Corporation. The Corporate Governance Committee and the Board also considered the extensive skillscontributions of Mr. Browning with regardduring his service to finance and Mr. Forsgren with regard to industry expertise, among other things. Furthermore, Mr. Browning has served the Corporation and the Board extremely well in the role of Independent Lead Director and fulfills an important commitment of the Corporation to the Kentucky Public Service Commission to have an independent director of the Board from the Corporation's Midwest service territory.

Duke Energy.

Majority Voting for the Election of Directors

Under the Corporation'sDuke Energy’s By-Laws, in an uncontested election at which a quorum is present, a director-nominee will be elected if the number of votes cast "FOR"“FOR” the nominee'snominee’s election exceeds the number of votes cast as "WITHHOLD"“WITHHOLD” from that nominee'snominee’s election. Abstentions and broker non-votes do not count. In addition, Duke Energy has a resignation policy in our Principles for Corporate Governance, which requires an incumbent director who has more votes cast as "WITHHOLD" “WITHHOLD”
from that nominee's re-electionnominee’s election than votes cast "FOR"“FOR” his or her re-electionelection to tender his or her letter of resignation for consideration by the Corporate Governance Committee.

In contested elections, directors will be elected by plurality vote. For purposes of the By-Laws, a "contested election"“contested election” is an election in which the number of nominees for director is greater than the number of directors to be elected.

DUKE ENERGY – 2018 Proxy Statement    9

BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   11

Table of Contents

PROPOSAL 1:ELECTION OF DIRECTORS


Board Biographical Information, Skills, and Qualifications of our Board Nominees

Derrick Burks   [MISSING IMAGE: tm2025328d26-icon_cyberpn.jpg]   [MISSING IMAGE: tm221429d1-icon_esgpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_goverpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_riskpn.jpg]
Michael G. BrowningGRAPHICGRAPHICGRAPHICIndependent Director Nominee
[MISSING IMAGE: ph_derrickburks-4c.jpg]
Independent Director Nominee
Independent Lead Director
GRAPHIC
Age: 7165
Director of Duke Energy since 20062022

Chairman, Browning Consolidated, LLCRetired Managing Partner of Ernst & Young, LLP, Indianapolis office
Committees:

Compensation

Audit Committee

Corporate Governance Committee (Chair)


Finance and Risk Management Committee

Other current public directorships:


Equity LifeStyles Properties ELS
None


Kite Realty Group Trust KRG
Mr. Burks retired from the public accounting firm of Ernst & Young, LLP in 2017, where he served as managing partner of the Indianapolis office for 13 years. Prior to this time, Mr. Burks worked for 24 years for the public accounting firm of Arthur Andersen, where he served for three years as managing partner of the Indianapolis office.

Mr. Browning has been Chairman of Browning Consolidated, LLC (and its predecessor), a real estate development firm, since 1981 and served as President from 1981 until 2013. He also serves as owner, general partner or managing member of various real estate entities. Mr. Browning is a former director of Standard Management Corporation, Conseco, Inc. and Indiana Financial Corporation. Mr. Browning has served as Independent Lead Director since January 1, 2016.

Skills and qualifications:

Mr. Browning's qualifications for election include his management experience as well as his knowledge and understanding of customers' needs in Duke Energy's Midwest service territory gained during his long career as the Chairman of Browning Consolidated, a real estate holding company located in Indiana. Mr. Browning's financial and investment expertise adds a valuable perspective to the Board and its committees.

Theodore F. Craver, Jr.GRAPHICGRAPHICGRAPHICGRAPHICGRAPHICGRAPHICGRAPHIC
Independent Director Nominee
GRAPHICAge: 66
Director of Duke Energy since 2017
Retired Chairman, President and Chief Executive Officer, Edison International
Committees:

Audit Committee (Chair)

Finance and Risk Management Committee

Other current public directorships:

Wells Fargo & Company


Mr. Craver was Chairman, President and Chief Executive Officer of Edison International, the parent company of a large California utility and various competitive electric businesses, from 2008 until his retirement in 2016. From 2005 to 2007, Mr. Craver served as Chief Executive Officer of Edison Mission Energy, a subsidiary of Edison International. Prior to his appointment as Chief Executive Officer of Edison Mission Energy, Mr. Craver served as Chief Financial Officer of Edison International from 2000 to 2004. He started at Edison International in 1996 after leaving First Interstate Bancorp where he was Executive Vice President and Corporate Treasurer. Mr. Craver is a former member of the Electricity Subsector Coordinating Council ("ESCC"), the organization that is the principal liaison between the federal government and the electric power sector responsible for coordinating efforts to prepare for, and respond to, national-level disasters or threats to critical infrastructure. Mr. Craver currently serves as a Senior Advisor to Blackstone's Global Infrastructure Fund and as a Senior Advisor to Bain & Company. He is also a member of the Economic Advisory Council of the Federal Reserve Bank of San Francisco.

Skills and qualifications:

Mr. Craver'sBurks’ qualifications for election include his experience as Chiefan independent public accountant for large corporations and public companies requiring SEC expertise during his time with Ernst & Young and Arthur Andersen, including initial public offerings requiring SEC expertise. Throughout his career he has served companies in various industries, including energy and utilities, and obtained valuable expertise in the areas of cybersecurity and technology, environmental operations and regulations, ESG, regulatory, and risk management. His skills and experience in this area, as well as his knowledge of the Indiana service territory, are valuable additions to the Board.
Annette K. Clayton   [MISSING IMAGE: tm2025328d26-icon_custpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_cyberpn.jpg]   [MISSING IMAGE: tm221429d1-icon_esgpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_hcmpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_induspn.jpg]   [MISSING IMAGE: tm2025328d26-icon_goverpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_riskpn.jpg]
Independent Director Nominee
[MISSING IMAGE: ph_annettekclaytnew-4c.jpg]
Age: 58
Director of Duke Energy since 2019
President and CEO,
North America Operations,
Schneider Electric SA
Committees:

Audit Committee

Operations and Nuclear Oversight Committee
Other current public directorships:

NXP Semiconductors N.V.
Ms. Clayton has been President and CEO of the North America Operations of Schneider Electric, a global electrical equipment manufacturer, and a member of the Executive Committee since June 2016. She also served as Chief Supply Chain Officer from June 2016 until January 2019. From May 2011 to June 2016, she served as Executive Vice President of Schneider Electric and a Member of the Executive Committee, Hong Kong. Prior to her employment at Schneider Electric, Ms. Clayton served at Dell, Inc. as Vice President of Global Supply Chain Operations and Vice President of Dell Americas operations, and at General Motors as President of their Saturn subsidiary, Corporate Vice President of Global Quality, and a member of their strategy board. Ms. Clayton previously served on the board of directors of Polaris Inc. for 18 years until 2021.
Skills and qualifications:
Ms. Clayton’s qualifications for election include her experience as senior management of Schneider Electric overseeing the strategic direction and financial accountability of the company’s North America operations. In her role as President and CEO of Schneider Electric’s North America Operations, she has gained experience in customer service through her direct responsibility for the customer call centers, in cybersecurity and technology through Schneider Electric’s work with the government on cybersecurity infrastructure, and the digital transformation of their supply chain, and in environmental regulations, clean energy and ESG issues through work with Schneider Electric’s sustainability division, through her oversight of Schneider Electric’s Safety and Environment function, and as a Thought Leader on sustainable procurement for manufacturing with the World Economic Forum in Davos, Switzerland. She also has human capital management experience through her work on talent management initiatives, succession planning, and supply chain workforce planning at Schneider Electric. These skills uniquely fit the skillsets that benefit Duke Energy in our corporate strategy.
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12   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

PROPOSAL 1:ELECTION OF DIRECTORS
Theodore F. Craver, Jr.    [MISSING IMAGE: tm2025328d26-icon_custpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_cyberpn.jpg]   [MISSING IMAGE: tm221429d1-icon_esgpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_induspn.jpg]   [MISSING IMAGE: tm2025328d26-icon_goverpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_riskpn.jpg]
Independent Director Nominee
[MISSING IMAGE: ph_theodorefcravenew-4c.jpg]
Age: 70
Director of Duke Energy since 2017
Retired Chairman, President and CEO,
Edison International
Committees:

Audit Committee (Chair)

Finance and Risk Management Committee
Other current public directorships:

Wells Fargo & Company
Mr. Craver was Chairman, President and CEO of Edison International, the parent company of a large California utility and various competitive electric businesses, from 2008 until his retirement in 2016. From 2005 to 2007, Mr. Craver served as CEO of Edison Mission Energy, a subsidiary of Edison International. Prior to his appointment as CEO of Edison Mission Energy, Mr. Craver served as CFO of Edison International from 2000 to 2004. He started at Edison International in 1996 after leaving First Interstate Bancorp, where he was Executive Vice President and Corporate Treasurer. Mr. Craver is a former member of the ESCC, the organization that is the principal liaison between the federal government and the electric power sector responsible for coordinating efforts to prepare for, and respond to, national-level disasters or threats to critical infrastructure. Mr. Craver currently serves as a Senior Advisor to Blackstone’s Global Infrastructure Fund and as a Senior Advisor to Bain & Company. He is also a member of the Economic Advisory Council of the Federal Reserve Bank of San Francisco, on the Board of Advisors of Mobility Impact Partners, and, in 2019, joined the Advisory Board of the Center on Cyber and Technology Innovation, which is a research institute focusing on national security and foreign policy. Mr. Craver will serve as Independent Lead Director upon Michael Browning’s retirement at the Annual Meeting.
Skills and qualifications:
Mr. Craver’s qualifications for election include his experience as CEO of Edison International, which gives him in-depth knowledge of the utility industry and the regulatory arena, including environmental regulations, as well as his financial and risk management experience obtained as a Chief Financial Officer.CFO at Edison International, and at First Interstate Bancorp as the Chair of the Asset and Liability Committee, which was responsible for the oversight of risk management within the organization. Mr. Craver'sCraver’s experience in the industry also gives him a keen awareness of the needs of utility customers during this time of industry change. In addition, Mr. Craver'sCraver’s experience with grid cybersecurity as a member of the Steering Committee of the ESCC and as a member of the Advisory Board of the Center on Cyber and Technology Innovation gives him insight into this crucial area for Duke Energy. In 2018, he earned the Corporation.

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10    DUKE ENERGY – 2018 Proxy Statement


Table of Contents

PROPOSAL 1:    ELECTION OF DIRECTORS

Robert M. DavisGRAPHICGRAPHICGRAPHICGRAPHICGRAPHIC
CERT Certificate in Cybersecurity Oversight from the National Association of Corporate Directors.
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BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   13

PROPOSAL 1:ELECTION OF DIRECTORS
Robert M. Davis    [MISSING IMAGE: tm2025328d26-icon_cyberpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_goverpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_riskpn.jpg]
Independent Director Nominee
GRAPHIC
[MISSING IMAGE: ph_robertmdavisnew-4c.jpg]
Age: 5155
Director of Duke Energy since 2018

Chief Financial OfficerPresident and Executive Vice President,CEO, Global Services, Merck & Co., Inc.
Committees:

Audit

Corporate Governance Committee


Finance and Risk Management Committee

(Chair)

Other current public directorships:

None


Merck
Mr. Davis has been President and CEO of Merck, a global health care company that provides prescription medicines, vaccines, and other health solutions, since July 2021. He became President in April 2021. Prior to that he had been CFO at Merck since April 2014 and CFO and Executive Vice President, Global Services since 2016. Prior to Merck, Mr. Davis worked for Baxter International, Inc. as Corporate Vice President and President of Medical Products from 2010 to 2014, Corporate Vice President and President of Baxter International’s renal business in 2010, Corporate Vice President and CFO from 2006 to 2010, and Treasurer from 2004 to 2006. Mr. Davis previously served on the board of directors of C.R. Bard until its merger with Becton, Dickinson and Company in December 2017.

Mr. Davis has been Chief Financial Officer since April 2014 and Chief Financial Officer and Executive Vice President, Global Services for Merck & Co. since 2016. Prior to Merck & Co., Mr. Davis worked for Baxter International, Inc. as Corporate Vice President and President of Medical Products from 2010 to 2014, Corporate Vice President and President of Baxter International's renal business in 2010, Corporate Vice President and Chief Financial Officer from 2006 to 2010, and Treasurer from 2004 to 2006. Mr. Davis previously served on the board of directors for C.R. Bard until its merger with Becton, Dickinson and Company in December 2017.

Skills and qualifications:

Mr. Davis'Davis’ qualifications for election include his significant experience in regulatory matters, finance, and risk management obtained during his service as the Chief Financial OfficerCEO of Merck & Co.,and as wellCFO prior to that. During his service as CFO, enterprise risk management and finance were within his priorareas of responsibility. In addition, he gained significant experience gainedin these areas while serving in a variety of management and finance roles at Baxter International. Mr. Davis also has aDavis’ legal background as a result of theknowledge, obtained when he earned his Doctor of Jurisprudence, which he earned from Northwestern University in Chicago. This legal and risk management background adds additional insight to the Board'sBoard’s discussions of corporatelegal and risk matters.issues. Mr. Davis also has significant experience with technology and cybersecurity obtainedas a result of his direct oversight of those areas during his time as Chief Financial OfficerCFO of Merck & Co. and at Baxter International where he had direct oversight over those areas. Finally,International. Mr. Davis'Davis’ experience at Merck & Co. provides valuable insight into navigating an industry undergoing rapid transformation.

Daniel R. DiMiccoGRAPHICGRAPHICGRAPHICGRAPHICGRAPHIC
Caroline Dorsa   [MISSING IMAGE: tm2025328d26-icon_cyberpn.jpg]    [MISSING IMAGE: tm2025328d26-icon_hcmpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_induspn.jpg]   [MISSING IMAGE: tm2025328d26-icon_riskpn.jpg]
Independent Director Nominee
[MISSING IMAGE: ph_caroldorsagrbg-4clr.jpg]
Independent Director Nominee
GRAPHICAgeAge:: 67 62
Director of Duke Energy since 20072021

Chairman Emeritus, Retired Executive Vice President and Chief Executive Officer, Nucor CorporationCFO, Public Service Enterprise Group Incorporated
Committees:

Corporate Governance

Audit Committee

Nuclear Oversight

Compensation and People Development Committee

Other current public directorships:


Biogen Inc.
Hennessy Capital Acquisition Corp. III


Illumina, Inc.

Intellia Therapeutics, Inc.
Ms. Dorsa served as the Executive Vice President and CFO of Public Service Enterprise Group, a diversified energy company, from April 2009 until her retirement in October 2015, and served on its board of directors from February 2003 to April 2009. She also served in numerous senior management positions at Merck, Gilead Sciences, and Avaya prior to joining Public Service Enterprise Group. Ms, Dorsa previously served as a trustee on the boards of the Goldman Sachs Asset Management ETF and Closed End funds.

Mr. DiMicco has served as Chairman Emeritus of Nucor, a steel company, since December 2013. He served as Executive Chairman of Nucor from January 2013 until December 2013 and as Chairman from May 2006 until December 2012. He served as Chief Executive Officer from September 2000 until December 2012 and President from September 2000 until December 2010. Mr. DiMicco was a member of the Nucor board of directors from 2000 until 2013 and is a former chairman of the American Iron and Steel Institute.

Skills and qualifications:
Ms. Dorsa’s qualifications for election include her financial acumen, her cybersecurity and technology experience, and her understanding of the regulatory and human capital management risks in the energy industry, gained during her time at Public Service Enterprise Group, where she served as a member of the board of directors, Executive Vice President and CFO, head of the finance department, and was directly responsible for the information technology and business development groups.
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14   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

PROPOSAL 1:ELECTION OF DIRECTORS
W. Roy Dunbar   [MISSING IMAGE: tm2025328d26-icon_custpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_cyberpn.jpg]   [MISSING IMAGE: tm221429d1-icon_esgpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_hcmpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_induspn.jpg]   [MISSING IMAGE: tm2025328d26-icon_goverpn.jpg]
Independent Director Nominee
[MISSING IMAGE: ph_roydunbarnew-4clr.jpg]
Age: 60
Director of Duke Energy since 2021
Retired Chairman and CEO of Network
Solutions, LLC
Committees:

Compensation and People Development Committee

Operations and Nuclear Oversight Committee
Other current public directorships:

Johnson Controls International, PLC

SiteOne Landscape Supply, Inc.
Mr. Dunbar has been a developer for solar projects since retiring as Chairman and CEO of Network Solutions in October 2009. He had served as Chairman and CEO since January 2008. Mr. Dunbar also served as the President of Global Technology and Operations for MasterCard Incorporated from September 2004 until January 2008. Prior to MasterCard, Mr. Dunbar worked at Eli Lilly and Company for 14 years, serving as President of Intercontinental Operations, and earlier as Chief Information Officer. Mr. Dunbar is a National Association of Corporate Directors Board Leadership Fellow.
Skills and qualifications:
Mr. DiMicco'sDunbar’s qualifications for election include his experience and insight into environmental regulations, clean energy, ESG issues, and the energy industry during his time as a solar developer and his deep experience across a number of functional disciplines, including the application of information technology across different business sectors. The variety of these experiences in these areas, which are critical to the success of the Company’s strategy will make him a uniquely qualified addition to the Board.
Nicholas C. Fanandakis    [MISSING IMAGE: tm2025328d26-icon_custpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_riskpn.jpg]
Independent Director Nominee
[MISSING IMAGE: ph_nicholascfanannew-4c.jpg]
Age: 65
Director of Duke Energy since 2019
Retired Executive Vice President, DuPont
de Nemours, Inc.
Committees:

Audit Committee

Finance and Risk Management Committee
Other current public directorships:

FTI Consulting, Inc.

ITT Inc.
Mr. Fanandakis is a retired Executive Vice President of DuPont, a holding company with agriculture, materials science, and specialty products businesses. Mr. Fanandakis served as Executive Vice President and CFO at E.I. du Pont de Nemours and Company from 2009 until January 2019 and as Executive Vice President of DuPont until his retirement in July 2019. Prior to 2009, Mr. Fanandakis served in various plant, marketing, product management, and business director roles in the DuPont organization since 1979.
Skills and qualifications:
Mr. Fanandakis’ qualifications for election include his management finance and risk management experience gained during his time as Chief Executive Officercareer in numerous areas of a Fortune 500 company which served many constituencies.DuPont. In addition to his management experience, as Chief Executive Officer ofMr. Fanandakis’ expertise in finance, tax, banking, and risk management at a large industrial corporation provides a valuable perspective oncompany undergoing transformation is an asset to Duke Energy's industrial customer class as well as extensive knowledge of regulatory issues and environmental regulations in Duke Energy's Carolinas and Midwest service territories.

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DUKE ENERGY – 2018 Proxy Statement    11


Table of Contents

PROPOSAL 1:    ELECTION OF DIRECTORS

John H. ForsgrenGRAPHICGRAPHICGRAPHICGRAPHIC
Energy’s Board.
[MISSING IMAGE: tm221429d1-icon_legendpn.jpg]
Independent Director Nominee
GRAPHICAge: 71
Director of Duke Energy since 2009
Retired Vice Chairman, Executive Vice President and Chief Financial Officer, Northeast Utilities
Committees:

Compensation Committee

Finance and Risk Management Committee (Chair)

Other current public directorships:

None


Mr. Forsgren was Vice Chairman, Executive Vice President and Chief Financial Officer of Northeast Utilities from 1996 until his retirement in 2004. He is a former director of The Phoenix Companies, Inc., CuraGen Corporation and Neon Communications Group, Inc.

Skills and qualifications:

As a Vice Chairman and Chief Financial Officer of a large regulated utility company prior to his retirement, Mr. Forsgren's qualifications for election include financial and risk management expertise gained during his time as Chief Financial Officer as well as extensive knowledge of the energy industry, the regulatory environment within the industry and insight on renewable energy due to his management experience at a regulated utility.

Lynn J. GoodGRAPHICGRAPHICGRAPHICGRAPHICGRAPHICGRAPHICGRAPHIC
BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   15

PROPOSAL 1:ELECTION OF DIRECTORS
Lynn J. Good    [MISSING IMAGE: tm2025328d26-icon_custpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_cyberpn.jpg]   [MISSING IMAGE: tm221429d1-icon_esgpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_induspn.jpg]   [MISSING IMAGE: tm2025328d26-icon_goverpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_riskpn.jpg]
Non-Independent Director Nominee
Chairman
Chair
GRAPHIC
[MISSING IMAGE: ph_lynngoodbg-4c.jpg]
Age: 5862
Director of Duke Energy since 2013

Chairman,Chair, President and Chief Executive Officer, CEO,

Duke Energy Corporation
Committees:


None

Other current public directorships:


The Boeing Company

Ms. Good has served as Chair, President and CEO of Duke Energy since January 1, 2016, and was Vice Chair, President and CEO of Duke Energy from July 2013 through December 2015. She served as Executive Vice President and CFO of Duke Energy from July 2009 through June 2013.

Ms. Good has served as Chairman, President and Chief Executive Officer of Duke Energy since January 1, 2016, and was Vice Chairman, President and Chief Executive Officer of Duke Energy from July 2013 through December 2015. She served as Executive Vice President and Chief Financial Officer of Duke Energy from July 2009 through June 2013. She is a former director of Hubbell Incorporated.

Skills and qualifications:

Ms. Good is our Chief Executive OfficerChair, President and CEO and was previously our Chief Financial Officer.CFO. Her extensive financial and risk management background, as well as her knowledge of the affairs of Duke Energy and itsour business make her uniquely suited to lead our Board and herDuke Energy. Her many years of experience in the utility industry, itsher knowledge of the associated regulatory issues, technologies, environmental regulations, and customer focus, provide valuable resources for the Board.

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12    DUKE ENERGY – 2018 Proxy Statement


Table of Contents

PROPOSAL 1:    ELECTION OF DIRECTORS

John T. Herron   GRAPHIC     GRAPHIC     GRAPHIC     GRAPHIC     GRAPHIC     GRAPHIC     GRAPHIC[MISSING IMAGE: tm2025328d26-icon_custpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_cyberpn.jpg]   [MISSING IMAGE: tm221429d1-icon_esgpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_induspn.jpg]   [MISSING IMAGE: tm2025328d26-icon_goverpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_riskpn.jpg]
Independent Director Nominee
[MISSING IMAGE: ph_herronjohn-4clr.jpg]
Independent Director Nominee
GRAPHIC
Age: 6468
Director of Duke Energy since 2013

Retired President, Chief Executive OfficerCEO and Chief Nuclear Officer, Entergy Nuclear
Committees:


Finance and Risk Management Committee

Operations and Nuclear Oversight Committee (Chair)

Regulatory Policy and Operations Committee

Other current public directorships:


None

Mr. Herron was President, CEO and Chief Nuclear Officer of Entergy Nuclear, the nuclear operations of Entergy Corporation, an electric utility, from 2009 until his retirement in 2013. Mr. Herron joined Entergy Nuclear in 2001 and held a variety of positions. He began his career in nuclear operations in 1979 and, through his career, held positions at a number of nuclear stations across the country. Mr. Herron is a director of Ontario Power Generation and also has served on the board of directors of INPO.

Mr. Herron was President, Chief Executive Officer and Chief Nuclear Officer of Entergy Nuclear from 2009 until his retirement in 2013. Mr. Herron joined Entergy Nuclear in 2001 and held a variety of positions. He began his career in nuclear operations in 1979 and has held positions at a number of nuclear stations across the country. Mr. Herron is a director of Ontario Power Generation and also has served on the Institute of Nuclear Power Operations' board of directors.

Skills and qualifications:

Mr. Herron'sHerron’s qualifications for election include his knowledge and extensive insight gained as a senior executive in the utility industry, including his three decades of experience in nuclear energy. DuringIn addition to his nuclear expertise, during Mr. Herron'sHerron’s career, and particularly during his time as Chief Executive OfficerCEO and Chief Nuclear Officer of Entergy Nuclear, he gained significant financial, regulatory, environmental and risk managementenvironmental expertise, as well as an understanding of utility customers. He also obtained risk management expertise, a required skill for those tasked with overseeing the operation of nuclear power plants. Mr. Herron also had direct responsibility for the management of cybersecurity as Chief Executive OfficerCEO and Chief Nuclear Officer of Entergy Nuclear.

James B. Hyler, Jr.GRAPHIC     GRAPHIC     GRAPHIC
[MISSING IMAGE: tm221429d1-icon_legendpn.jpg]
16   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

PROPOSAL 1:ELECTION OF DIRECTORS
Idalene F. Kesner   [MISSING IMAGE: tm2025328d26-icon_custpn.jpg]   [MISSING IMAGE: tm221429d1-icon_esgpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_hcmpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_goverpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_riskpn.jpg]
Independent Director Nominee
[MISSING IMAGE: ph_idalenefkesner-4c.jpg]
Age: 64
Director of Duke Energy since 2021
Dean, Indiana University Kelley School of Business
Committees:

Corporate Governance Committee

Operations and Nuclear Oversight Committee
Other current public directorships:

Berry Global Group, Inc.

Olympic Steel, Inc
Dr. Kesner is the Dean and the Frank P. Popoff Chair of Strategic Management at the Indiana University Kelley School of Business, becoming the first woman to lead the School in July 2013. Dr. Kesner joined the faculty of the Kelley School of Business in 1995, coming from a titled faculty position at the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill. In addition to teaching various graduate-level courses in the area of strategic management, Dr. Kesner has taught in more than 100 executive programs and served as a consultant for many national and international firms, working on strategy and board-related issues. Her research has focused on the areas of corporate boards of directors, corporate governance, and mergers and acquisitions, and she has taught a variety of management and strategy courses, including strategic management, crisis management, change management, and management consulting. Ms. Kesner previously served on numerous other public company boards, including most recently the board of Main Street America Group and American Family Insurance after its acquisition of Main Street America Group.
Skills and qualifications:
Dr. Kesner’s qualifications for election include her risk management, governance and strategy expertise obtained as part of her educational background, as well as her work on the boards of other highly regulated companies, and her customer service and regulatory knowledge obtained as a leader at Indiana University and a part of the Indiana state government.
E. Marie McKee    [MISSING IMAGE: tm2025328d26-icon_custpn.jpg]   [MISSING IMAGE: tm221429d1-icon_esgpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_hcmpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_goverpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_riskpn.jpg]
Independent Director Nominee
GRAPHIC
[MISSING IMAGE: ph_mariemckeenew-4c.jpg]
AgeAge:: 70 71
Director of Duke Energy since 2012

Retired Senior Vice Chairman and Chief Operating Officer, First Citizens BancShares, Inc.President,

Corning Incorporated
Committees:

Audit

Compensation and People Development Committee

(Chair)

Regulatory Policy and Operations

Corporate Governance Committee (Chair)

Other current public directorships:


None

Ms. McKee is a retired Senior Vice President of Corning Incorporated, a manufacturer of components for high-technology systems for consumer electronics, mobile emissions controls, telecommunications, and life sciences. Ms. McKee has over 35 years of experience obtained at Corning, where she held a variety of management positions with increasing levels of responsibility, including Senior Vice President of Human Resources from 1996 until 2010, President of Steuben Glass from 1998 until 2008, and President of The Corning Museum of Glass and The Corning Foundation from 1998 until 2014.

Mr. Hyler was Vice Chairman and Chief Operating Officer of First Citizens BancShares, a company involved in commercial banking, from 1994 until 2008, President from 1988 until 1994 and Chief Financial Officer from 1980 until 1988. Prior to joining First Citizens BancShares, Mr. Hyler was an auditor with Ernst & Young for 10 years. Mr. Hyler served as a director of First Citizens BancShares from 1988 until 2008 and as Managing Director of Morehead Capital Management, LLC from December 2011 until December 2015.

Skills and qualifications:

Mr. Hyler's qualifications for election include his understanding of Duke Energy's North Carolina service territory and his knowledge and expertise in financial services, regulatory matters, corporate finance and risk management gained during his career in finance as Vice Chairman and Chief Operating Officer of First Citizens BancShares as well as his role with Morehead Capital Management.

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DUKE ENERGY – 2018 Proxy Statement    13


Table of Contents

PROPOSAL 1:    ELECTION OF DIRECTORS

William E. KennardGRAPHICGRAPHICGRAPHICGRAPHICGRAPHIC
Independent Director Nominee
GRAPHICAge: 61
Director of Duke Energy since 2014
Non-Executive Chairman, Velocitas Partners, LLC
Committees:

Corporate Governance Committee

Finance and Risk Management Committee

Other current public directorships:

AT&T Inc.

Ford Motor Company

MetLife, Inc.


Mr. Kennard has been Co-Founder and Non-Executive Chairman of Velocitas Partners, an asset management firm, since November 2014. He also serves as an advisor to Staple Street Capital and Astra Capital Management, both private equity firms. Prior to joining Velocitas Partners, Mr. Kennard served as Senior Advisor at Grain Management from October 2013 until November 2014, United States Ambassador to the European Union from 2009 until August 2013, Managing Director of The Carlyle Group from 2001 until 2009, and Chairman of the Federal Communications Commission ("FCC") from 1997 until 2001.

Skills and qualifications:

Mr. Kennard's qualifications for election include his considerable experience and knowledge of the regulatory arena, as well as his financial, legal and risk management knowledge obtained during his career as a lawyer and investor in the technology and telecommunications sector, and as Chairman of the FCC and United States Ambassador.

E. Marie McKeeGRAPHICGRAPHICGRAPHICGRAPHIC
Independent Director Nominee
GRAPHICAge: 67
Director of Duke Energy since 2012
Retired Senior Vice President, Corning Incorporated
Committees:

Compensation Committee (Chair)

Corporate Governance Committee

Other current public directorships:

None


Ms. McKee is a retired Senior Vice President of Corning Incorporated, a manufacturer of components for high-technology systems for consumer electronics, mobile emissions controls, telecommunications and life sciences. Ms. McKee has over 35 years of experience obtained at Corning, where she held a variety of management positions with increasing levels of responsibility, including Senior Vice President of Human Resources from 1996 until 2010, President of Steuben Glass from 1998 until 2008, and President of The Corning Museum of Glass and The Corning Foundation from 1998 until 2014.

Skills and qualifications:

Ms. McKee'sMcKee’s qualifications for election include her senior management experience in human resources, which provides her with a thorough knowledge of employmentESG, human capital management, and compensation practices. Her prior experience as a senior executive of Corning Incorporated has also given her excellent operating skills and an understanding of financial matters and her exposure to environmental regulations, technology, and risk management with regard to the manufacturing process, which aids the Board in its oversight of environmental and health and safety matters.

GRAPHIC

14    DUKE ENERGY – 2018 Proxy Statement


Table of Contents

PROPOSAL 1:    ELECTION OF DIRECTORS

[MISSING IMAGE: tm221429d1-icon_legendpn.jpg]
Charles W. Moorman IVGRAPHICGRAPHICGRAPHICGRAPHICGRAPHIC
BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   17

PROPOSAL 1:ELECTION OF DIRECTORS
Michael J. Pacilio    [MISSING IMAGE: tm2025328d26-icon_cyberpn.jpg]   [MISSING IMAGE: tm221429d1-icon_esgpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_induspn.jpg]   [MISSING IMAGE: tm2025328d26-icon_goverpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_riskpn.jpg]
Independent Director Nominee
GRAPHIC
[MISSING IMAGE: ph_michaelpacilio1-4clr.jpg]
Age: 6661
Director of Duke Energy since 20162021
Retired Executive Vice President and COO, Exelon Generation, Exelon Corp.Senior Advisor, Amtrak
Committees:


Finance and Risk Management Committee

Operations and Nuclear Oversight Committee

Regulatory Policy and Operations Committee

Other current public directorships:

Chevron Corporation


None
Mr. Pacilio is a retired Executive Vice President and COO of Exelon Generation, one of the largest competitive power generators in the United States, with the nation’s largest nuclear fleet and a balanced portfolio of natural gas, hydro, wind, and solar generation. Mr. Pacilio had nearly 40 years of experience at Exelon, where he held a variety of management positions within Exelon Nuclear and Exelon Generation, including President and Chief Nuclear Officer, and has held numerous leadership roles outside of Exelon, including leading the nuclear sector’s response to the Fukushima tsunami, helping to develop national industry equipment on digital equipment and cybersecurity, and roles within INPO, the World Nuclear Association, and the Nuclear Energy Institute, where he served on the executive committee of the board of directors.

Mr. Moorman is Senior Advisor to Amtrak. He has served in this position since January 2018. Prior to that date, Mr. Moorman served as President and Chief Executive Officer of Amtrak since August 2016. Previously, Mr. Moorman served as Chairman and Chief Executive Officer of Norfolk Southern Corporation and was Special Advisor to the Chief Executive Officer of Norfolk Southern from October 2015 until December 31, 2015. Prior to his retirement, he served as Chairman of Norfolk Southern from 2006 until 2015 and as Chief Executive Officer from 2005 until 2015.

Skills and qualifications:

Mr. Moorman's qualifications for election include experience in business, regulatory issues, finance, technology, strategy, risk management and safety and environmental issues as a result of his career at a large public company in the freight and transportation industry. His experience with Amtrak also gives him reliable insight into customer needs.

Carlos A. SaladrigasGRAPHICGRAPHICGRAPHIC
Independent Director Nominee
GRAPHICAge: 69
Director of Duke Energy since 2012
Chairman, Regis HR Group
Committees:

Audit Committee

Compensation Committee

Other current public directorships:

None


Mr. Saladrigas is Chairman of Regis HR Group, which offers a full suite of outsourced human resources services to small and mid-sized businesses. He has served in this position since July 2008. Mr. Saladrigas served as Chairman of Concordia Healthcare Holdings, LLC, which specializes in managed behavioral health, from 2011 until 2017. Prior to joining Regis HR Group and Concordia Healthcare Holdings, LLC, he served as Vice Chairman from 2007 until 2008, and as Chairman from 2002 until 2007 of Premier American Bank. Mr. Saladrigas served as Chief Executive Officer of ADP Total Source (previously the Vincam Group, Inc.) from 1984 until 2002.

Skills and qualifications:

Mr. Saladrigas'Pacilio’s qualifications for election include his extensive expertise in human resources,knowledge of the nuclear industry, which relies heavily on an understanding and application of risk management and finance as well as hisregulatory expertise. His understanding of customer needs in Duke Energy's Florida service territory.

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DUKE ENERGY – 2018 Proxy Statement    15


Table of Contents

PROPOSAL 1:    ELECTION OF DIRECTORS

Thomas E. SkainsGRAPHICGRAPHICGRAPHICGRAPHICGRAPHICGRAPHICGRAPHIC
the financial, operational, and environmental requirements for carbon-free generation, including nuclear, wind, and solar, will provide valuable insight to the Board as the Company navigates our clean energy transition. In addition, Mr. Pacilio’s cybersecurity and technology experience within the industry will be valuable as the Company continues to utilize digital innovation to become more efficient.
Thomas E. Skains    [MISSING IMAGE: tm2025328d26-icon_custpn.jpg]   [MISSING IMAGE: tm221429d1-icon_esgpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_hcmpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_induspn.jpg]   [MISSING IMAGE: tm2025328d26-icon_goverpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_riskpn.jpg]
Independent Director Nominee
GRAPHIC
[MISSING IMAGE: ph_thomasekainsnew-4c.jpg]
Age: 6165
Director of Duke Energy since 2016

Retired Chairman, President and Chief Executive Officer, CEO,

Piedmont Natural Gas Company, Inc.
Committees:

Nuclear Oversight

Compensation and People Development Committee

Regulatory Policy and Operations

Corporate Governance Committee

Other current public directorships:

BB&T Corporation


National Fuel Gas Company


Truist Financial Corporation
Mr. Skains was Chairman, President and CEO of Piedmont, a natural gas local distribution business, until his retirement in 2016. He served as Chairman of Piedmont from December 2003 until October 2016, CEO from February 2003 until October 2016, and as President from February 2002 until October 2016, when Piedmont was acquired by Duke Energy and Mr. Skains joined the Board. Prior to his service as President, Mr. Skains served in various roles, including COO and as Senior Vice President, Marketing and Supply Services, where he directed Piedmont’s commercial natural gas activities.

Mr. Skains was Chairman, President and Chief Executive Officer of Piedmont Natural Gas, a regional natural gas distributor, until his retirement in 2016. He served as Chairman of Piedmont Natural Gas from December 2003 until October 2016, Chief Executive Officer from February 2003 until October 2016 and as President from February 2002 until October 2016. Previously, he served as Chief Operating Officer of Piedmont Natural Gas from February 2002 until February 2003. From 1995 until 2002, he served as Senior Vice President, Marketing and Supply Services and directed Piedmont Natural Gas' commercial natural gas activities.

Skills and qualifications:

Mr. Skains'Skains’ qualifications for election include his financial and risk management expertise and public company governance and strategy gained during his time as Chairman, President and Chief Executive OfficerCEO of Piedmont Natural Gas.Piedmont. His time at Piedmont Natural Gas has also givenprovided him with in-depth knowledge of the natural gas industry, the environmental regulations related to the industry, and the needs of natural gas customers, which is helpful to Duke Energy as it expands into thewe expand our natural gas arena since the acquisition of Piedmont Natural Gas.local distribution business. His prior experience as a corporate energy attorney also gives Mr. Skains insight on legal and regulatory compliance matters.
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18   DUKE ENERGY 2022 PROXY STATEMENT
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PROPOSAL 1:ELECTION OF DIRECTORS
William E. Webster, Jr.GRAPHICGRAPHICGRAPHICGRAPHIC   [MISSING IMAGE: tm221429d1-icon_esgpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_induspn.jpg]   [MISSING IMAGE: tm2025328d26-icon_goverpn.jpg]   [MISSING IMAGE: tm2025328d26-icon_riskpn.jpg]
Independent Director Nominee
[MISSING IMAGE: ph_williamewebstnew-4c.jpg]
GRAPHIC
Age: 6468
Director of Duke Energy since 2016

Retired Executive Vice President, Institute of Nuclear Power Operations
Committees:


Corporate Governance Committee

Operations and Nuclear Oversight Committee

Regulatory Policy and Operations Committee

Other current public directorships:


None

Mr. Webster was Executive Vice President of Industry Strategy for INPO, a nonprofit organization that promotes the highest levels of safety and reliability in the operation of commercial nuclear power plants, until his retirement in June 2016. Mr. Webster has 34 years of experience obtained at INPO where he held a variety of management positions in the Industry Evaluations, Plant Support, Engineering Support, and Plant Analysis and Emergency Preparedness divisions prior to his retirement. Mr. Webster currently serves as the Chairman of the Japan Nuclear Safety Institute.

Mr. Webster was Executive Vice President of Industry Strategy for the Institute of Nuclear Power Operations ("INPO"), a non-profit organization that promotes the highest levels of safety and reliability in the operation of commercial nuclear power plants, until his retirement in June 2016. Mr. Webster has 34 years of experience obtained at INPO where he held a variety of management positions in the Industry Evaluations, Plant Support, Engineering Support and Plant Analysis and Emergency Preparedness divisions prior to his retirement.

Skills and qualifications:

Mr. Webster'sWebster’s qualifications for election include histhe extensive knowledge he gained during his 34 years in the nuclear industry, including exposureexperience with respect to environmental laws and reporting for the nuclear industry, and his regulatory expertise through his interface with the NRC on making new nuclear safety rules after the Fukushima accident in Japan. At INPO, Mr. Webster also was responsible for the development of risk management guidelines for the nuclear industry. These skills, as well as unique insight into best practices inhis operational and engineering and risk management which isexpertise, are an asset to the Board and its committees.committees as the Company focuses on operational excellence.

The Board of Directors Recommends a Vote "FOR"“FOR” Each Nominee.

GRAPHIC

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BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   19

16    DUKE ENERGY – 2018 Proxy Statement


Table of Contents

INFORMATION ON THE BOARD OF DIRECTORS

Our Board Leadership Structure

The Board regularly evaluates the leadership structure of the CorporationDuke Energy and may consider alternative approaches, as appropriate, over time. Though the Board is currently structured with a combined Chairman and Chief Executive Officer, theThe Board believes that the CorporationDuke Energy and our shareholders are best served by the Board retaining discretion to determine the appropriate leadership structure based on what it believes is best for the CorporationDuke Energy at a particular point in time, including whether the same individual should serve as both ChairmanChair and Chief Executive Officer,CEO, or whether the roles should be separate.

Lynn J. Good serves as the Corporation's Chairman,Duke Energy’s Chair, President and Chief Executive Officer.CEO. Our Board believes that combining the ChairmanChair and Chief Executive OfficerCEO roles at this time fosters clear accountability, effective decision-making, and execution of corporate strategy.

Michael G. Browning serves as the Corporation's

Independent Lead Director Responsibilities
The Board recognizes the importance of independent oversight over management as well, and has served instructured the Board with a robust independent lead director role that role since January 2016. Mr. Browning'sis elected by the independent members of the Board. The Independent Lead Director’s responsibilities, which meet the latest corporate governance standards set by the National Association of Corporate Directors, include, among other things:

include:

serving as liaison between the Chair and CEO and the independent directors;

leading, in conjunction with the Corporate Governance Committee, the process for the review of the Chief Executive Officer;CEO;


leading, in conjunction with the Corporate Governance Committee, the Board, committee, and individual director self-assessment review process;


presiding at the executive sessions of the independent members of the Board;Board at every regularly scheduled meeting;


assisting the ChairmanChair and the Chief Executive OfficerCEO in setting, reviewing, and approving agendas and schedules of Board meetings;

approving meeting schedules to assure there is sufficient time for discussion of all agenda items;

reviewing and approving information sent to the Board and advising on quality, quantity, and timeliness of information;

calling meetings of the independent members of the Board when necessary and appropriate;


developing topics for discussion during executive sessions of the Board;


assisting the ChairmanChair and the Chief Executive OfficerCEO to promote the efficient and effective performance and functioning of the Board; and


being available for consultation and direct communication with the Corporation'sour major shareholders.

In addition to these enumerated responsibilities of the Independent Lead Director in the Principles for Corporate Governance, the Independent Lead Director is in constant contact with management and the Board – acting as a touchpoint to the Chair and CEO, holding one-on-one calls with directors to receive and encourage feedback among the directors, seeking input on and recommending agenda topics, and following up with directors and management on meeting outcomes and deliverables. The Independent Lead Director also leads the discussion on the Board’s refreshment efforts by working regularly with the Company’s third-party search firm to locate skilled and diverse candidates for the Board. Finally, the Independent Lead Director also leads the Board’s oversight of strategy – leading the Board’s annual strategy retreat and working with the Chair and CEO to align the Board’s committee structures and responsibilities with the Company’s long-term strategy, such as consolidating the responsibilities for the oversight of Duke Energy’s generation fleet under the Operations and Nuclear Oversight Committee in 2019, adding the responsibility for the oversight of ESG goals and strategies to the Corporate Governance Committee in 2020, and eliminating and consolidating the responsibilities of the Regulatory Policy Committee in 2021.
A complete list of the responsibilities of our Independent Lead Director is included in our Principles for Corporate Governance, a copy of which is posted on our website atduke-energy.com/our-company/investors/corporate-governance/principles-corp-governance.

Independent Lead Director Succession
Michael Browning has served as our Independent Lead Director since January 2016 and will be retiring per the Company’s retirement policy at the Annual Meeting. In November 2021, the Board announced that Ted Craver would be appointed as Independent Lead Director upon Mr. Browning’s retirement at the Annual Meeting. We thank Mr. Browning for his leadership during his tenure as Independent Lead Director.
Independence of Directors

The Board has determined that none of the directors, other than Ms. Good, has a material relationship with Duke Energy or any of our subsidiaries, and all are, therefore, independent under the listing standards of the NYSE and the rules and regulations of the Securities and Exchange Commission ("SEC").

SEC.

In making the determination regarding each director'sdirector’s independence, the Board considered all transactions and the
materiality of any relationship with Duke Energy and any of our subsidiaries in light of all facts and circumstances.

The Board may determine a director to be independent if it has affirmatively determined that the director has no material relationship with Duke Energy or our subsidiaries, (references in this proxy statement to Duke Energy's subsidiaries shall mean our consolidated subsidiaries), either directly or as a shareholder, director, officer, or employee of an organization that has a relationship with Duke Energy or
20   DUKE ENERGY 2022 PROXY STATEMENT
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INFORMATION ON THE BOARD OF DIRECTORS
our subsidiaries. Independence determinations are generally made when a director joins the Board and on an annual basis at the time the Board approves director nomineesdirector-nominees for inclusion in the proxy statement.

The Board also considers its Standards for Assessing Director Independence, which setsets forth certain relationships between Duke Energy and our directors and their immediate family members, or affiliated entities, that the Board, in its judgment, has deemed to be immaterial for purposes of assessing a director'sdirector’s independence. Duke Energy's Energy’s
Standards for Assessing Director Independence are linked on our website atduke-energy.com/our-company/investors/corporate-governance/board. In the event a director has a relationship with Duke Energy that is not addressed in the Standards for Assessing Director Independence, the Corporate Governance Committee, which is composed entirely of independent members of the Board, reviews the relationship and makes a recommendation to the nonconflicted, independent members of the Board who determine whether such relationship is material.

For Mr. Webster, the Board considered a relationship between the Corporation and PriceWaterhouseCoopers ("PwC"), a firm that provides professional tax and other services from time to time to the Corporation and at which Mr. Webster's brother-in-law was a partner for the majority of 2017. In December 2017, Mr. Webster's brother-in-law left his partnership with PwC to join the board of directors of the Public Company Accounting Oversight Board. The Board determined

Director Attendance
The Board met 10 times during 2021 and has met once so far in 2022. During 2021 Board meetings, our Board held five executive sessions with independent directors only.
Directors are expected to attend at least 75% of Board meetings and the meetings of the committees upon which he or she serves. The overall attendance percentage for our directors was approximately 99% in 2021, and all directors attended more than 75% of the Board meetings and the meetings of the committees upon which he or she served in 2021. Directors are also encouraged to attend the Annual Meeting. All directors who were directors at the time of last year’s Annual Meeting on May 6, 2021, attended the 2021 Annual Meeting.
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DUKE ENERGY – 2018 Proxy Statement    17


Table of Contents

INFORMATION ON THE BOARD OF DIRECTORS

this prior relationship did not impair Mr. Webster's independence in 2017, and, because there is no longer any ongoing relationship, there is no related person transaction for Mr. Webster with PwC at this time.

See Related Person Transactions on page 75 for further information.


Director Attendance

The Board of Duke Energy met five times during 2017 and has met once so far in 2018. The overall attendance percentage for our directors was approximately 96% in 2017, and all directors attended more than 75% of the Board meetings and the meetings of the committees upon which he or she served in 2017. Directors are encouraged to attend the Annual Meeting. All of our directors who were directors at the time of last year's Annual Meeting on May 4, 2017, attended the 2017 Annual Meeting except Ann Maynard Gray who retired from the Board at the 2017 Annual Meeting and Michael J. Angelakis who resigned from the Board in 2017.

Board and Committee Assessments

Each year the Board, with the assistance of the Corporate Governance Committee, conducts an assessment of the Board, each of its committees, and the directors. The assessment process is facilitatedconducted by a third partythird-party advisor, which allows directors to provide anonymous feedback and promotes candidness among the directors. The third-party advisor aggregates and provides analysis of all results, of the feedback arewhich is then presented to the Board and committees and discussed.

discussed in executive session.

In addition to the written assessments conducted annually by the third-party advisor, the Independent Lead Director annually takes the opportunity to meet with each of the directors separately to discuss the performance of the Board with the directors and to obtain advice on areas of improvement for the Board and the individual directors. Our Board is committed to effective board succession planning and refreshment, including having honest and difficult conversations, as may be deemed necessary, with individual directors.

Management and the Board then incorporate the feedback received in both the written assessments and the discussions throughout the year.
This annual review process and discussion provides continuous improvement in the overall effectiveness of the directors, committees, and Board, and provides an opportunity for directors to express any concerns they may have. This process also allows the Board to identify opportunities for Board succession and skills.

skills, as well as more information on topics for the Board to focus on in the following year.

In the Board’s assessments that were reviewed in early 2021, the Board provided feedback on additional topics they would like to receive education on, guidance on additional metrics they would like to see on a regular basis, and feedback on the best practices during the year that they had observed. In direct response to that feedback, the Board hosted outside speakers on several topics, including cybersecurity, and received regular updates and metrics on industry issues.
INFORMATION ON THE BOARD OF DIRECTORS
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Board Role in Management Succession

The independent directors of the Board are actively involved in the Corporation'sour management succession planning process. Among the Corporate Governance Committee'sCommittee’s responsibilities described in its charter is to oversee continuity and succession planning. At least annually, the Corporate Governance Committee or full Board reviews the Chief Executive OfficerCEO succession plan and makes recommendations to the Board
for the successor to the Chief Executive Officer.CEO. The Corporate Governance Committee also oversees the evaluation of the CEO. In addition, the Corporate Governance Committee reports to the Board any concerns or issues that might indicate that organizational strengths are not equalsufficient to meet the requirements of long-range goals and oversees the evaluation of the Chief Executive Officer.

goals.

18    DUKE ENERGY – 2018 Proxy Statement

22   DUKE ENERGY 2022 PROXY STATEMENT
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INFORMATION ON THE BOARD OF DIRECTORS


Board Oversight of Risk

As is true with other large public companies, Duke Energy faces a myriad of risks, including operational, financial, strategic, and reputational risks that affect every segment of our business. The Board is actively involved in the oversight of these risks in several ways. This oversight is conducted primarily through the Finance and Risk Management Committee of the Board but also through the other committees of the Board, as appropriate. The Finance and Risk Management Committee reviews the Corporation'sDuke Energy’s enterprise risk program with management, including the Chief Risk Officer, on a regular basis at its committee meetings. The enterprise risk program includes the identification of a broad range of risks that affect the Corporation,Duke Energy, their probabilities and severity, and incorporates a review of the Corporation's our
approach to managing and prioritizing those risks based on input from the officers responsible for the management of those risks.

Each

In addition to the oversight of enterprise risk that is conducted through the Finance and Risk Management Committee, each committee of the Board is responsible for the oversight of certain individual areas of risk that pertain to that committee's area of focus. Throughout the year, each committee chair reports to the full Board regarding the committee's considerations and actions related to the risks within itscommittee’s area of focus. Each committee regularly receives updates from the business units in that committee'scommittee’s area of focus to review the risks in those areas.

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DUKE ENERGY – 2018 Proxy Statement    19


Table Throughout the year, each committee chair reports to the full Board regarding the committee’s considerations and actions related to the risks within its area of Contents

focus.

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BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   23

INFORMATION ON THE BOARD OF DIRECTORS


GRAPHICBoard Oversight of Key Environmental, Social, and Governance Risks

The Board places an emphasis on its oversight of ESG risks because it understands the importance of those issues to the long-term success and vitality of Duke Energy, our customers, and our communities. Some of the key ESG risks that the Board focuses on are climate and environmental operations, strategies, policies, and regulations; human capital management; safety; diversity, equity, and inclusion; cybersecurity, including our information technology and operational technology systems; political expenditures; and ESG disclosures. The Board continued to focus on these issues in 2021 and so far in 2022.
[MISSING IMAGE: tm2025328d26-icon_enviropn.jpg] Environmental — Climate and other environmental matters

The Board reviewed issues related to our climate strategy, opportunities, and risks at every regularly scheduled Board meeting and invited outside speakers to discuss these issues with the Board on several occasions. These topics included discussions of:


20    DUKE ENERGY Emerging technologies, our greenhouse gas emission reduction goals, and our generation fleet transition;

Customer needs as it relates to clean energy; and

Federal and state policy and regulations.

The Compensation and People Development Committee incorporated a qualitative climate goal into the Company’s STI Plan for the first time in 2021, and in 2022, the Compensation and People Development Committee incorporated a quantitative goal into the STI Plan, as further described on page 45 of this proxy statement. These goals further enhance other ESG performance measures in our compensation plans.

Also in 2021, the Board approved a settlement in North Carolina, which resolved all coal ash prudence and cost recovery issues in the 2019 Duke Energy Carolinas and Duke Energy Progress rate cases, as well as certain issues in the 2017 rate cases – providing clarity on coal ash recovery issues through early 2030 for these subsidiaries.
[MISSING IMAGE: tm2025328d26-icon_hcmpn.jpg]2018 Proxy Statement Social — Human capital management and diversity, equity, and inclusion


The Board reviewed and discussed human capital management issues, including diversity, equity, and inclusion, and invited an outside speaker to the Board meeting to discuss this topic.


The Compensation and People Development Committee discussed and reviewed issues and metrics regarding employee engagement trends, diversity and inclusion metrics and progress on those metrics, and pandemic-related workforce issues.

The Company, including members of the Board, participated in tabletop exercises during the year, including with participants from other companies and governmental agencies.

The Audit Committee discussed the Company’s ESG disclosures, processes, and disclosure frameworks.

The Corporate Governance Committee regularly reviewed the Company’s political expenditures, as well as the Company’s processes and priorities related to those political expenditures.

The Corporate Governance Committee also reviewed the feedback from shareholders regarding the Company’s political expenditures and the alignment of the Company’s lobbying practices with our climate goals. In response to such feedback, the Corporate Governance Committee supported the publication of the Company’s Trade Association Climate Review in spring 2021, as well as the revisions to the Company’s Political Expenditures Policy, as discussed on page 26 of this proxy statement.
24   DUKE ENERGY 2022 PROXY STATEMENT
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INFORMATION ON THE BOARD OF DIRECTORS


Shareholder Engagement

We conduct extensive governance reviews and investor outreach so that management and the Board understand and consider the issues that matter most to our shareholders and address them effectively. In 2017,2021, we reached out to holders of approximately 36% of Duke Energy'sEnergy’s outstanding common shares, and members of our management and, on occasion, independent members of our Board, and managementincluding our Independent Lead Director, met with holders of approximately 30%more than one-third of Duke Energy'sour outstanding shares. We engaged with every shareholder who accepted our offer to meet.

meet, as well as every shareholder who requested to meet with us.

During 2021, Duke Energy engaged with shareholders on numerous topics, during the year, including executive compensation matters, sustainabilityparticularly with regard to environmental, social, and governance issues such as the disclosure of the performance goals for the performance shares granted in our most recently completed fiscal year. We have also included additional disclosure in this proxy statement on director skills and diversity and the Board's oversight over key risk areas for the Corporation, including environmental, health and safety.matters. Shareholder feedback has been invaluable to Duke Energyus in enhancing our governance and compensationpractices, policies, and related disclosures such as additional disclosure in this proxy statement on director skills and diversity in recent years to give shareholders greater insight into the background and abilities of our capable Board.

disclosures. During the Fall of 2017,2021, we focused our engagements with shareholders on explaining recent changesthe following topics:


Our climate-related goals and progress on those goals, including details regarding proposed generation mixes in the IRPs filed in North Carolina, South Carolina, and Indiana, in particular, as well as the North Carolina carbon reduction legislation, HB 951;

Our shareholder proposals for the 2021 Annual Meeting;

Our human capital management and diversity initiatives for our workforce, including how to best manage a just transition for our communities and employees as we transition to cleaner generation sources;

Board oversight and composition, including diversity and skills, and Board leadership succession planning;

Our executive compensation program and ways we incorporate our climate-related goals into the metrics; and

Our lobbying practices and how they are aligned with our corporate climate strategy.
The Corporate Governance Committee reviewed the feedback from these discussions and the feedback helped to inform decisions discussed in this proxy statement, including providing additional detail on sustainability matters. A more complete discussionour capital expenditures related to our energy transition in our fourth quarter 2021 earnings materials; the adoption of our engagements around compensation is included in the Compensation Discussiongoals to reach net-zero emissions for Scope 2 and Analysiscertain Scope 3 emissions, as discussed on page 36.

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DUKE ENERGY – 2018 Proxy Statement    21


Table3 of Contents

this proxy statement; and the preparation of a Climate Report in 2022 to update shareholders on our progress toward our climate-related goals and to include additional net-zero analyses. Additional information on our discussions with shareholders regarding executive compensation matters is provided on page 42.

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INFORMATION ON THE BOARD OF DIRECTORS


Board Response to the Shareholder Proposal Regarding Political Expenditures Disclosures
In addition to the matters discussed on the previous page, during 2021 the Corporate Governance Committee particularly focused on feedback from shareholders on our political expenditures disclosures that we received prior to our Annual Meeting, as well as through the majority supported shareholder proposal on the same topic. In 2021, we published our first Trade Association Climate Review, directly as a result of shareholder feedback. The Trade Association Climate Review discusses the alignment of the Company’s climate position with that of the trade associations that we included in our Corporate Political Expenditures Reports. In addition, after considerable diligence and discussions with shareholders, the Company updated the Political Expenditures Policy in November 2021 to provide additional disclosures requested in the 2021 proposal, beginning with the Corporate Political Expenditures Report for the first half of 2022, as detailed in the Political Expenditures Policy on our website at duke-energy.com/our-company/investors/corporate-governance/political-expenditures-policy.
Board of Directors Committees

The Board has five standing committees described below. Each committee operates under a written charter adopted by the Board. The charters are posted on our website at duke-energy.com/our-company/investors/corporate-governance/board-committee-charters. Each committee has primary responsibility for the oversight of the issues discussed below. After each committee meeting, the chair of each committee provides a thorough update to the full Board of each of the items reviewed, discussed, or approved at the committee meeting. See page 24 of this proxy statement for more detail regarding committee oversight of certain key ESG risks throughout 2021.
BOARD COMMITTEE MEMBERSHIP ROSTER

(1)
Name
Audit
Compensation
Corporate
Governance

Finance and Risk
Management

Nuclear
Oversight

Regulatory Policy and
Operations

Audit
Compensation
and People
Development
Corporate
Governance
Finance and Risk
Management
Operations and Nuclear
Oversight
Derrick Burks

Michael G. Browning

C

Theodore F. Craver, Jr.

C

Robert M. Davis

Daniel R. DiMicco

John H. Forsgren

C

Lynn J. Good

John T. Herron

C

James B. Hyler, Jr.

C

William E. Kennard

E. Marie McKee

C

Charles W. Moorman IV

Carlos A. Saladrigas

Thomas E. Skains

William E. Webster, Jr.

Michael G. Browning(2)C
Annette K. Clayton
Theodore F. Craver, Jr.C
Robert M. DavisC
Caroline Dorsa
W. Roy Dunbar
Nicholas C. Fanandakis
Lynn J. Good
John T. HerronC
Idalene F. Kesner
E. Marie McKeeC
Michael J. Pacilio
Thomas E. Skains
William E. Webster, Jr.
(C)
Committee Chair
(1)
As of March 21, 2022
(2)
Retiring at the Annual Meeting
26   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

C
Committee Chair

The Board has the six standing, permanent committees described below:

INFORMATION ON THE BOARD OF DIRECTORS
Audit Committee

Eight meetings held in 2017

Meetings in 2021: 7
[MISSING IMAGE: ph_theodorefcravenew-4c.jpg]
Theodore F. Craver, Jr.
Chair
Committee Members

PHOTO


Theodore F. Craver, Jr., Chair*
Robert M. Davis*Derrick Burks*
James B. Hyler, Jr.Annette K. Clayton*
Caroline Dorsa*
Nicholas C. Fanandakis*
*
Carlos A. Saladrigas*

*    

Designated as an Audit Committee
Financial Expert by the Board

[MISSING IMAGE: tm221429d1-pc_atten93pn.gif]

Theodore F. Craver, Jr.


TheAudit Committee considers risks and matters related to financial reporting, internal controls, compliance, and legal, matters and cybersecurity and technology matters.technology.


As part of its responsibilities, the Audit Committee selects and retains an independent registered public accounting firm to conduct audits of the accounts of Duke Energy and our subsidiaries. It also reviewsThroughout 2021, it reviewed with the independent registered public accounting firm the scope and results of their audits, as well as the accounting procedures, internal controls, and accounting and financial reporting policies and practices of Duke Energy and our subsidiaries, and makesmade reports and recommendations to the Board, as it deems appropriate.


The Audit Committee is responsible for approving all audit and permissible non-audit services provided to Duke Energy by our independent registered public accounting firm. Pursuant to this responsibility, the Audit Committee adopted the policy on Engaging the Independent Auditor for Services, which provides that the Audit Committee will establish detailed services and related fee levels that may be provided by the independent registered public accounting firm and will review such policy annually.firm. See page 3339 of this proxy statement for additional information on the Audit Committee'sCommittee’s preapproval policy.

The Audit Committee also receives, reviews, and acts on complaints and concerns regarding material accounting, internal controls, and auditing matters, including complaints regarding material misconduct on the part of our executive officers that could lead to significant reputational damage to the Company. Information regarding how to report concerns to the Audit Committee is posted on our website at duke-energy.com/our-company/investors/corporate-governance/report-concerns-to-the-audit-committee.

The Audit Committee has primary responsibility for the oversight of cybersecurity and technology. As part of this, the Audit Committee receives updates on cybersecurity and grid security issues, compliance with regulations, employee training, and drills at every regularly scheduled Audit Committee meeting. In 2021, the Audit Committee received four updates on cybersecurity. It also receives periodic updates on our digital transformation and the operation of, and enhancements to, our financial systems and business and operational technical systems that affect customer experience.

The Board has determined that Mr. Craver, Mr. Davis, Mr. Hyler and Mr. Saladrigaseach of the members are "Audit“Audit Committee Financial Experts"Experts” as such term is defined in Item 407(d)(5)(ii) of Regulation S-K. See pages 10, 11,12, 13, 14, and 15 for a description of theirthe business experience.experience for Mr. Burks, Ms. Clayton, Mr. Craver, Ms. Dorsa, and Mr. Fanandakis, all of whom are nominated for election at the Annual Meeting. The Audit Committee has also determined that Ms. Dorsa’s service on the audit committees of more than three public companies will not impair her ability to effectively serve on the Audit Committee.


Each of the members has also been determined to be "independent"“independent” within the meaning of the NYSE'sNYSE’s listing standards, Rule 10A-3 of the Securities Exchange Act of 1934, as amended (the "Exchange Act") and the Corporation'sDuke Energy’s Standards for Assessing Director Independence. In addition, each of the members meets the financial literacy requirements for audit committee membership under the NYSE'sNYSE’s rules and the rules and regulations of the SEC.

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Compensation and People Development Committee

Six meetings held in 2017

Meetings in 2021: 5
[MISSING IMAGE: ph_mariemckeenew-4c.jpg]
E. Marie McKee
Chair
Committee Members

PHOTO
E. Marie McKee, Chair
Michael G. Browning
John H. ForsgrenCaroline Dorsa
Carlos A. SaladrigasW. Roy Dunbar
Thomas E. Skains
[MISSING IMAGE: tm221429d1-pc_atten95pn.gif]

E. Marie McKee


TheCompensation and People Development Committee establishes and reviews our overall compensation philosophy, confirms that our policies and philosophy do not encourage excessive or inappropriate risk-taking by our employees, reviews and approves the salaries and other compensation of certain employees, including all executive officers of Duke Energy, reviews and approves compensatory agreements with executive officers, approves certain equity grants and delegates authority to approve others, and reviews the effectiveness of, and approves changes to, compensation programs. The Compensation CommitteeIt also makes recommendations to the Board on compensation for independent directors.


Management'sManagement’s role in the compensation-setting process is to recommend compensation programs and assemble information as required by the committee. When establishing the compensation program for our named executive officers,NEOs, the committee considers input and recommendations from management, including Ms. Good, who attends the Compensation and People Development Committee meetings.


The Compensation and People Development Committee has engaged FW Cook as its independent compensation consultant. The compensation consultant generally attends each committee meeting and provides advice to the committee at the meetings, including providing, reviewing, and commenting on market compensation data used to establish the compensation of the executive officers and directors. The consultant has been instructed that it shall provide completely independent advice to the Compensation and People Development Committee and is not permitted to provide any services to Duke Energy other than at the direction of the Compensation and People Development Committee.

As part of its responsibilities, the Compensation and People Development Committee also oversees human capital management initiatives, including with respect to diversity, equity, and inclusion, employee engagement, and talent development.

Each of the members of the Compensation and People Development Committee has been determined to be "independent"“independent” within the meaning of the NYSE'sNYSE’s listing standards, Rule 10C-1(b) of the Exchange Act, and the Corporation'sDuke Energy’s Standards for Assessing Director Independence; to be "outside directors" within the meaning of Section 162(m) of the Internal Revenue Code of 1986, as amended (the "Internal Revenue Code");Independence.

Compensation and to be "non-employee directors" within the meaning of Rule 16b-3 of the Exchange Act.

CompensationPeople Development Committee Interlocks and Insider ParticipationParticipation.. During 2017,2021, Ms. McKee, Mr. Browning, Ms. Dorsa, Mr. MoormanDunbar, and Mr. SaladrigasSkains served as members of the Compensation Committee, with Mr. Forsgren joining the Compensation Committee on January 8, 2018.and People Development Committee. None of the Compensation and People Development Committee members was an officerwere officers or employeeemployees of Duke Energy, during 2017 or a former officer of the Duke Energy, or had any business relationships requiring review and disclosure under our Related Person Transactions Policy. Furthermore, none

See pages 24, 35, and 41 through 72 of our executive officers served as a director or memberthis proxy statement for more information on the work of the compensation committee (or other committee of the board performing equivalent functions) of another entity where an executive officer of such entity served as a director of Duke Energy or on our Compensation Committee.and People Development Committee in 2021.

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INFORMATION ON THE BOARD OF DIRECTORS


Corporate Governance Committee

Five meetings held in 2017

Meetings in 2021: 7
[MISSING IMAGE: ph_michaelgbrownnew1-4c.jpg]
Michael G. Browning
Chair
Committee Members

PHOTO
Michael G. Browning, Chair
Daniel R. DiMiccoRobert M. Davis
William E. KennardIdalene F. Kesner
E. Marie McKee
Thomas E. Skains
William E. Webster, Jr.
[MISSING IMAGE: tm2025328d26-pc_atten100pn.gif]

Michael G. Browning


TheCorporate Governance Committee considers risks and matters related to corporate governance and the Corporation'sour policies and practices with respect to environmental, social and governance strategies and goals, including political activities, community affairs, sustainability, and sustainability.reviewing and understanding proposals by shareholders.


ItThe Corporate Governance Committee recommends the size and composition of the Board and its committees and recommends potential Chief Executive OfficerCEO successors to the Board.


The Corporate Governance Committee also recommends to the Board the slate of nominees, including any nominees recommended by shareholders, for director at each year'syear’s Annual Meeting and when vacancies occur or in anticipation of other vacancies and needs of the Board, the names of individuals who would make suitable directors of Duke Energy. This committee may engage an external search firm or a third party to identify or evaluate or to assist in identifying or evaluating a potential nominee.


The Corporate Governance Committee performs an annual evaluation of the performance of the Chief Executive OfficerCEO with input from the full Board. The Corporate Governance Committee assists the Board in its annual determination of director independence and review of any related person transactions, as well as the Board'sBoard’s annual assessment of the Board and each of its committees.



Each of the members of the Corporate Governance Committee has been determined to be "independent"“independent” within the meaning of the NYSE'sNYSE’s listing standards and the Corporation'sDuke Energy’s Standards for Assessing Director Independence.


See pages 24, 26, and 31 through 34 of this proxy statement for more information on the work of the Corporate Governance Committee in 2021.
Finance and Risk Management Committee

Four meetings held in 2017

Meetings in 2021: 5
[MISSING IMAGE: ph_robertmdavisnew-4c.jpg]
Robert M. Davis
Chair
Committee Members

PHOTORobert M. Davis, Chair
John H. Forsgren, Chair
Michael G. BrowningDerrick Burks
Theodore F. Craver, Jr.
Robert M. DavisNicholas C. Fanandakis
William E. KennardJohn T. Herron
Michael J. Pacilio
[MISSING IMAGE: tm2025328d26-pc_atten100pn.gif]

John H. Forsgren


TheFinance and Risk Management Committee is primarily responsible for the oversight of financial risk and enterprise risk at the Corporation.Duke Energy. This oversight function includes reviews of Duke Energy'sour long-term and short-term financial objectives, evaluating financing requirements, and fiscal affairs andmaking recommendations to the Board regarding dividends, financing plans, and fiscal policies,policies.

The Finance and significant transactions. ItRisk Management Committee reviews the financial exposure of Duke Energy, as well as mitigation strategies, reviews Duke Energy'sEnergy’s enterprise risk exposures, and provides oversight for the process to assess and manage enterprise risk,risk.

The Finance and Risk Committee also reviews the financial impacts of major projects and capital expenditures, as well as capital expenditures.

24    DUKE ENERGY – 2018 Proxy Statement


Tablethe financial and risk implications of Contents

any significant transaction requiring Board approval.

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INFORMATION ON THE BOARD OF DIRECTORS


Operations and Nuclear Oversight Committee

Four meetings held in 2017

Meetings in 2021: 5
[MISSING IMAGE: ph_herronjohn-4clr.jpg]
John T. Herron
Chair
Committee Members

PHOTO
John T. Herron, Chair
Daniel R. DiMiccoAnnette K. Clayton
Charles W. Moorman IVRoy Dunbar
Thomas E. SkainsIdalene F. Kesner
Michael J. Pacilio
William E. Webster, Jr.
[MISSING IMAGE: tm2025328d26-pc_atten100pn.gif]

John T. Herron


TheOperations and Nuclear Oversight Committee provides oversight of the nuclear safety, operational and financial performance, as well as operational risks, long-term plans, and strategies of Duke Energy'sEnergy’s nuclear power program. The oversight role is one of review, observation, and comment, and in no way alters management'smanagement’s authority, responsibility, or accountability.

The Operations and Nuclear Oversight Committee visits each of Duke Energy's operating nuclear power stations over a two-year period and reviewsis also responsible for the station's nuclear safety, operational and financial performance.

Regulatory Policy and Operations Committee

Four meetings held in 2017

Committee Members
PHOTOJames B. Hyler, Jr., Chair
John T. Herron
Charles W. Moorman IV
Thomas E. Skains
William E. Webster, Jr.

James B. Hyler, Jr.

TheRegulatory Policy and Operations Committee provides oversight of Duke Energy's regulatory and legislative strategy impacting utility operations in each jurisdiction. The Committee also has oversight overEnergy’s environmental, health, and safety mattersgoals and the risks related to such matters,policies, including our ash management, strategy, as well as the public policies and practices of Duke Energy. This includes reviewing Duke Energy's regulatory approach to strategic initiatives, the operational performance of Duke Energy'sEnergy’s utilities with regard to energy supply, delivery, fuel procurement, and transportationtransportation.

The Operations and makingNuclear Oversight Committee visits to Duke Energy's generation facilities. The Regulatory Policy and Operations Committee is also responsible for the oversighteach of Duke Energy's environmental, healthEnergy’s operating nuclear power stations periodically and reviews each station’s nuclear safety, operational, and financial performance.

The Operations and Nuclear Oversight Committee also reviews the operational and safety goals and policies.

Each committee operates under a written charter adopted by the Board. The charters are posted onperformance of our websitegeneration assets atduke-energy.com/our-company/investors/corporate-governance/board-committee-charters.

every regularly scheduled meeting.

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REPORT OF THE CORPORATE GOVERNANCE COMMITTEE

The following is the report of the Corporate Governance Committee with respect to its philosophy, responsibilities, and initiatives.

The Corporate Governance Committee’s charter is available on our website at duke-energy.com/our-company/investors/corporate-governance/board-committee-charters/corporate-governance and is summarized below. Additional information about the Corporate Governance Committee and its members is detailed on page 29 of this proxy statement.

Philosophy and Responsibilities

We believe that sound corporate governance has three components: (i) 

Board independence, (ii) independence;

processes and practices that foster sound decision-making by both management and the Board,Board; and (iii) 

balancing the interests of all of our stakeholders – our investors, customers, employees, the communities we serve, and the environment. The Corporate Governance Committee's charter is available on our website atduke-energy.com/our-company/investors/corporate-governance/board-committee-charters/corporate-governance and is summarized below. Additional information about the Corporate Governance Committee and its members is detailed on page 24 of this proxy statement.

Membership. The committee must be comprised of three or more members, all of whom must qualify as independent directors under the listing standards of the NYSE and other applicable rules and regulations.

Responsibilities. The committee'scommittee’s responsibilities include, among other things, (i) things:

implementing policies regarding corporate governance matters, (ii) matters;

assessing the Board'sBoard’s membership needs and recommending nominees, (iii) nominees;

recommending to the Board those directors to be selected for membership on, or removal from, the various Board
committees and those directors to be designated as chairs of Board committees, (iv) committees;

sponsoring and overseeing annual performance evaluations for the various Board committees, including the Corporate Governance Committee, the Board and its various committees, as well as the Chief Executive Officer, (v) CEO;

overseeing the Corporation'sDuke Energy’s political expenditures and activities pursuant to the Political Expenditures Policy, and (vi) Policy;

reviewing the Corporation'sour charitable contributions and community service policies and practices. practices;

reviewing Duke Energy’s policies, programs, and practices with regard to sustainability;

reviewing Duke Energy’s ESG strategies and goals and any trends that may affect the Company; and

reviewing Duke Energy’s engagements with shareholders.
The committee may also conduct or authorize investigations into or studies of matters within the scope of the committee'scommittee’s duties and responsibilities, and may retain, at the Corporation'sDuke Energy’s expense, and in the committee'scommittee’s sole discretion, consultants to assist in such work as the committee deems necessary. In 2018, the Board also formally tasked the committee with oversight over sustainability issues.

Governance Policies

All of ourthe Board committee charters, as well as our Principles for Corporate Governance, Code of Business Ethics for Employees, and Code of Business Conduct & Ethics for Directors, are available on our website atduke-energy.com/our-company/investors/corporate-governancecorporate-governance..

Any amendments to or waivers from our Code of Business Ethics for Employees with respect to executive officers or
Code of Business Conduct & Ethics for Directors must be approved by the Board and will be posted on our website. During 2017,
In addition, information regarding how to report actual or suspected violations of our Board held four executive sessions with independent directors only.

Code of Business Ethics, either through our anonymous EthicsLine or otherwise, is provided on the Ethics section of our website at duke-energy.com/our-company/about-us/ethics.

Board Composition

Board Refreshment
The Board annually reviews its composition, skills, and needs in the context of Duke Energy’s overall strategy. As part of the Board’s overall refreshment, the Board has adopted a retirement and tenure policy within our Principles for Corporate Governance, which includes a range for the Board to consider when determining when retirement is appropriate.
Pursuant to this policy, the Board may determine, based on the best interest of Duke Energy and our shareholders at the time, not to nominate a director once the director has reached
the age of 70 or 15 years of service on the Board though it is not obligated to do so. However, the Board will not nominate a director for election at the Annual Meeting in the calendar year following the year of his or her 75th birthday without a waiver of this policy from the Board.
Director Qualifications.Qualifications and Diversity. The Board recognizes that a diverse Board, management, and workforce is key to the Corporation's success.Duke Energy’s success and believes that diversity of background, skillsets, experience, thought, ethnicity, race, gender, age, and nationality, are important considerations in
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REPORT OF THE CORPORATE GOVERNANCE COMMITTEE
selecting candidates. This commitment to diversity is evidenced in the backgrounds, skills, and qualifications of the directors who have been nominated, as well as the diversity of Duke Energy'sEnergy’s executives and workforce, starting with our Chairman,Chair, President and Chief Executive Officer,CEO, Lynn J. Good, who was selected by the Board to lead Duke Energy in 2013. 2013, and the diverse senior management team that reports to her.
The Board strives to have a diverse Boardmembers representing a range of experiences and qualifications in areas that are relevant to the Corporation'sDuke Energy’s business and strategy. As part of the search process, the committee looks for the most qualified candidates, including women and minorities, with the following characteristics:


fundamental qualities, such as high standards of intelligence, perceptiveness, good judgment, maturity, high ethics, and standards, integrity, and fairness;


a genuine interest in Duke Energy and a recognition that, as a member of the Board, one is accountable to the shareholders of Duke Energy, not to any particular interest group;


a background that includes broad business experiencebackground or demonstrates an understanding of business and financial affairs and the complexities of a large, multifaceted, global businesscomplex organization;

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diversity, among the existing Board members, including racial and ethnic background,diversity, gender, experiences, skills, and qualifications;


present or former chief executive officer, chief operating officer or substantially equivalent level executive officer ofmanagement experience at a highly complex organization, such as a corporation, university, or major unit of government, or a professional who regularly advises such organizations;


no conflict of interest or legal impediment which would interfere withto the duty of loyalty owed to Duke Energy and our shareholders;


the ability and willingness to spend the time required to function effectively as a director;commit sufficient time;


compatibility and ability to work well with other directors and executives in a team effort with a view to a long-term relationship with Duke Energy as a director;


independent opinions and willingness to state them in a constructive manner; and


willingness to become a shareholder of Duke Energy (within a reasonable time of election to the Board).

Director Candidate Recommendations. The committee may engage a third party from time to time to assist it in identifying and evaluating director-nominee candidates, in addition to current members of the Board standing for re-election. The committee will provide the third party, based on the profile described above, the characteristics, skills, and experiences that may complement those of our existing members. The third party will then provide recommendations for nominees with such attributes. The committee considers nominees recommended by shareholders on a similar basis, taking into account, among other things, the profile criteria described above and the nominee'snominee’s experiences and skills. In addition, the committee considers the shareholder-nominee'sshareholder-nominee’s independence with respect to both the CorporationDuke Energy and the recommending shareholder. All of the nominees on the proxy card are current members of our Board and were recommended by the committee.

Shareholders interested in submitting nominees as candidates for election as directors must provide timely written notice to the Corporate Governance Committee,
c/o Julia S. Janson,Kodwo Ghartey-Tagoe, Executive Vice President, External Affairs, Chief Legal Officer and Corporate Secretary, Duke Energy Corporation, DEC 48H,EC03X, P.O. Box 1414, Charlotte, NC 28201-1414.28201-1414 or by email to our Corporate Secretary at InvestDUK@duke-energy.com. The written notice must set forth, as to each person whom the shareholder proposes to nominate for election as director:


the name and address of the recommending shareholder(s), and the class and number of shares of capitalcommon stock of Duke Energy that are beneficially owned by the recommending shareholder(s);


a representation that the recommending shareholder(s) is a holder of record of capitalcommon stock of Duke Energy entitled to vote at the Annual Meeting and intends to attend the Annual Meeting remotely or by proxy to nominate the person(s) specified in the written notice;


the name, age, business address, and principal occupation, and employment of the recommended nominee;


any information relevant to a determination of whether the recommended nominee meets the criteria for Board membership established by the Board and/or the Corporate Governance Committee;


any information regarding the recommended nominee relevant to a determination of whether the recommended nominee would be considered independent under the applicable NYSE rules and SEC rules and regulations;


a description of any business or personal relationship between the recommended nominee and the recommending shareholder(s), including all arrangements or understandings between the recommended nominee and the recommending shareholder(s) and any other person(s) (naming such person(s)) pursuant to which the nomination is to be made by the recommending shareholder(s);


a statement, signed by the recommended nominee, (i) verifying the accuracy of the biographical and other information about the nominee that is submitted with the recommendation,recommendation; (ii) affirming the recommended nominee'snominee’s willingness to be a director,director; and (iii) consenting to serve as a director if so elected;


if the recommending shareholder(s) has beneficially owned more than 5% of Duke Energy's capitalEnergy’s common stock for at least one year as of the date the recommendation is made, evidence of such beneficial ownership as specified in the rules and regulations of the SEC;


if the recommending shareholder(s) intends to solicit proxies in support of such recommended nominee, a representation to that effect; and


all other information relating to the recommended nominee that is required to be disclosed in solicitations for proxies in an election of directors pursuant to Regulation 14A under the Exchange Act, including, without limitation, information regarding,regarding: (i) the recommended nominee'snominee’s business experience,experience; (ii) the class and number of shares of capital stock of Duke Energy, if any, that are beneficially owned by the recommended nominee,nominee; and (iii) material relationships or transactions, if any, between the recommended nominee and Duke Energy'sEnergy’s management.

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REPORT OF THE CORPORATE GOVERNANCE COMMITTEE
Director Candidate Nominations through Proxy Access. In order to nominate a director pursuant to the Corporation'sour proxy access provision for the 2023 Annual Meeting, shareholders who meet the eligibility and other requirements set forth in Section 3.04 of the Corporation'sCompany’s By-Laws must send a written notice to the Corporate Governance Committee, c/o Julia S. Janson,Kodwo Ghartey-Tagoe, Executive Vice President, External Affairs, Chief Legal Officer and Corporate Secretary, Duke Energy Corporation, DEC 48H,Duke Energy Corporation, EC03X, P.O. Box 1414, Charlotte, NC 28201-1414.28201-1414 or by email to our Corporate Secretary at InvestDUK@duke-energy.com. The written notice must be provided no earlier than October 22, 2022, and no later than November 21, 2022, and must provide the information set forth above, as well as the other detailed requirements set forth in Section 3.04 of the Corporation'sCompany’s By-Laws, which can be located on our website atduke-energy.com/our-company/investors/corporate-governancecorporate-governance.
.

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New Directors Since the 2017 Annual Meeting

Following the 2017 Annual Meeting at which one of the Corporation's directors, Ann Maynard Gray, retired in accordance with our Principles for Corporate Governance, as well as following the departure of Michael J. Angelakis from our Board in August 2017, the Corporate Governance Committee sought to recruit an additional Board member whose qualifications align with the needs ofmembers have joined the Board in light of the major risks and issues facing the Corporation, as well as our long-term strategy. After working with an independent search firm, the committee recommended in December 2017 that Robert M. Davis be appointedlast five years. In order to help those new directors quickly transition into their roles on the Board, effective January 8, 2018. Mr. Davis brings extensive financial and cybersecurity knowledge, along with experience working in an industry under going rapid transformation gained during his tenure as Chief Financial Officer of Merck & Co. and during his career at Baxter International. For more information on Mr. Davis' skills and qualifications, see page 11.

Director Onboarding. With the addition of a number of new directors to our Board over the past several years,

the director onboarding process has become increasingly more important to educating our new directors about Duke Energy.important. Immediately following their appointment, each new director meets individually with the senior executives responsible for ourthe Company’s major lines of business and operations so that theynew directors may better understand the issues involved in all aspects of Duke Energy'sEnergy’s business. In addition to discussing Duke Energy'sEnergy’s businesses and operations, the new directors learn about our corporate governance practices and policies; the financial and technical aspects of our electric utility, natural gas, and commercial renewables businesses; the enterprise'senterprise’s significant risks; our long-term strategy; and Duke Energy'sEnergy’s long-standing mission to provide clean, reliable, and affordable energy for our customers.
Finally, new members to our Audit and Compensation and People Development Committees typically have a separate orientation to learn more about each committee’s responsibilities, policies, and practices, and the matters that regularly come before the committee.
New Directors Since the 2021 Annual Meeting

Following the 2021 Annual Meeting, the Corporate Governance Committee sought to recruit additional Board members. The committee worked extensively in 2021 on identifying candidates whose qualifications align with the desired qualifications discussed earlier and the needs of the Board considering the priorities and issues facing Duke Energy, our long-term strategy, and our board refreshment goals. As a result, after working with an independent search firm, the committee identified a number of candidates with the desired experience, diversity, skills, and other qualifications, to make for a well-balanced Board. In November 2021, the Board appointed Idalene Kesner to the
Board, and in March 2022, the Board appointed Derrick Burks. Dr. Kesner’s expertise in corporate strategy and governance and Mr. Burks’ financial expertise and knowledge of the utility and energy industry as a result of his time as an independent auditor working in those areas, are helpful to the Board as it guides the Company through the successful execution of our business strategy. Both Dr. Kesner and Mr. Burks also bring knowledge to the Board of our Indiana service territory. For more information on the backgrounds and skills of Dr. Kesner and Mr. Burks, see pages 17 and 12 of this proxy statement.
Communications and Engagements with Directors

Interested parties can communicate with any of our directors by sending an email to our Corporate Secretary at InvestDUK@duke-energy.com or by writing to our Corporate Secretary at the following address:

Corporate Secretary
Julia S. Janson
Kodwo Ghartey-Tagoe
Executive Vice President, External Affairs, Chief Legal Officer and Corporate
   Secretary
Duke Energy Corporation
DEC 48HEC03X
P.O. Box 1414
Charlotte, NC 28201-1414

Interested parties can communicate with our Independent Lead Director by sending an email to InvestDUK@duke-energy.com or by writing to the following address:

Independent Lead Director
c/o Julia S. JansonKodwo Ghartey-Tagoe
Executive Vice President, External Affairs, Chief Legal Officer and Corporate
   Secretary
Duke Energy Corporation
DEC 48HEC03X
P.O. Box 1414
Charlotte, NC 28201-1414

Our Corporate Secretary will distribute communications to the Board, or to any individual director or directors, as appropriate, depending on the facts and circumstances outlined in the communication. In that regard, the Duke Energy Board has requested that certain items that are unrelated to the duties and responsibilities of the Board be excluded, such as spam, junk mail and mass mailings, service complaints, resumes, and other forms of job inquiries, surveys, and business solicitations or advertisements. In addition, material that is unduly hostile, threatening, obscene or similarly unsuitable
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REPORT OF THE CORPORATE GOVERNANCE COMMITTEE
will be excluded. However, any communication that is so excluded remains available to any director upon request.

[MISSING IMAGE: tm2025328d26-fc_engagepn.jpg]
GRAPHIC

Corporate Governance Committee

Michael G. Browning, Chair
Daniel R. DiMiccoRobert M. Davis
William E. KennardIdalene F. Kesner
E. Marie McKee


Thomas E. Skains
William E. Webster, Jr.

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DIRECTOR COMPENSATION

Our non-employee director compensation program is designed to attract and retain highly qualified directors and align their interests with those of our shareholders. We compensate non-employee directors who are not employed by Duke Energy with a combination of cash and equity awards, along with certain other benefits as described below. Ms. Good receives no compensation for her service on the Board.

The Compensation and People Development Committee annually reviews the non-employee director compensation program and recommends proposed changes for approval by the Board. As part of this review, the Compensation Committee considersthey consider the significant amount of time expended, and the skill level required, by each non-employee director not employed by Duke Energy in fulfilling his or her duties on the Board, each director'sdirector’s role and involvement on the Board and its committees, and the market compensation practices and levels of our peer companies. Effective May 4, 2017, our non-employee director compensation program consisted of the following:

Type of Fee
Amount
($)

Annual Board Retainer (cash)

125,000

Annual Board Retainer (stock)

160,000

Annual Board Chair Retainer (if applicable)

100,000

Annual Lead Director Retainer (if applicable)

40,000

Annual Audit Committee Chair Retainer

25,000

Annual Compensation Committee and Nuclear Oversight Committee Chair Retainers

20,000

Annual Chair Retainer (other committees)

15,000

Additional Cash Retainer Opportunity (see below)

10,000

Board Meeting Fees

n/a

During its annual review of the non-employee director compensation program in 2017,2021, the Compensation and People Development Committee considered an analysis prepared by its independent consultant, FW Cook, which summarized non-employee director compensation trends for independent directors and pay levels at the same peer companies used to evaluate the compensation of our named executive officers.NEOs. Following this review, and after considering the advice of FW Cook about market practices and pay levels, the Compensation and People Development Committee recommended, and the Board approved, the followingdid not recommend any changes to our non-employee director compensation program:

program.
Eliminated Board meeting fees

Increased the Annual Board Cash Retainer from $90,000 to $125,000

Increased the Annual Board Stock Retainer from $125,000 to $160,000

Increased the Compensation Committee and Nuclear Oversight Committee Chair Retainers from $15,000 to $20,000

An additional $10,000 cash retainer will be provided to anyFor 2021, our director who completes one or morecompensation program consisted of the following tasks during the calendar year: (a) participation on a special committee, (b) attendance at more than 30 meetings of the Board and/or regular standing committee meetings during the calendar year or (c) in person attendance at more than two offsite committee meetings during the calendar year.

following:

[MISSING IMAGE: tm221429d1-pc_annualpn.jpg]
Annual Board Stock Retainer for 2017.2021. In 2017,2021, each eligible director received the portion of his or her annual retainer that was payable in stock in the form of fully-vestedfully vested shares. The stock retainer was granted under the Duke Energy Corporation 2015 Long-Term Incentive Plan whichthat was approved by our shareholders and which contains an annual limit on equity awards of $400,000 to a non-employeeany director of $400,000.not employed by Duke Energy.

Deferral Plan and Stock Purchases.Plan. Directors may elect to receive all or a portion of their annual cash compensation on a current basis or defer such compensation under the Duke Energy Corporation Directors'Directors’ Savings Plan (the "Directors' Savings Plan").Plan. Deferred amounts are credited to an unfunded account, the balance of which is adjusted for the performance of phantom investment options, including the Duke Energy common stock fund, as elected by the director, and generally are paid when the director terminates his or her service from the Board.

Charitable Giving Program. The Duke Energy Foundation, independent of Duke Energy, maintains the Duke Energy Foundation Matching Gifts Program under which directors and employees generally are eligible to request matching contributions of up to $5,000$2,500 per director or employee per
calendar year to qualifying institutions. In addition, Duke Energya donation of $2,500 was made to a $2,500 donation to designated charities on behalf of the independent directors who exited the Board of Directors during 2017 as well as a $1,000 donation to the American Red Cross in November 2017charity on behalf of each of the independent directors who wereconcluded their service on the Board of Directors during 2021, and a donation of $1,000 was made to the American Association of Blacks in Energy in December 2021 on behalf of each of the directors not employed by Duke Energy who was actively serving at that time.

Expense Reimbursement and Insurance. Duke Energy provides travel insurance to directors and reimburses directors for expenses reasonably incurred in connection with attendance and participation at Board and committee meetings and special functions.

Stock Ownership Guidelines. Outside directorsDirectors are subject to stock ownership guidelines, which establish a minimum level of ownership of Duke Energy common stock (or common stock equivalents). Currently, each independent director not employed by Duke Energy is required to own shares with a value equal to at least five times the annual Board cash retainer (i.e., an ownership level of $625,000) or retain 50% of his or her vested annual equity retainer. All independent directors were in compliance with the guidelines as of December 31, 2017.2021.

DUKE ENERGY – 2018 Proxy Statement    29

BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   35

Table of Contents

DIRECTOR COMPENSATION


The following table describes the compensation earned during 20172021 by each individual, other than Ms. Good, who served as an independenta director during 2017. It does not include any payments to Mr. Skains attributable to his former employment at Piedmont Natural Gas. In addition, because Mr. Davis joined the Board on January 8, 2018, he did not receive any compensation in 2017 and is not listed below.

2021.
Name
Fees Earned
or Paid in Cash
($)(2)
Stock
Awards
($)(3)
All Other
Compensation
($)(4)
Total
($)
Michael G. Browning205,000160,0004,681369,681
Annette K. Clayton125,000160,0002,638287,638
Theodore F. Craver, Jr.160,000160,0003,774323,774
Robert M. Davis144,766160,0003,774308,540
Daniel R. DiMicco (1)43,61302,82746,440
Caroline D. Dorsa (1)81,387160,0001,179242,566
W. Roy Dunbar (1)81,387160,0003,679245,066
Nicholas C. Fanandakis135,000160,0001,274296,274
John T. Herron145,000160,0003,774308,774
William E. Kennard (1)58,84705,25564,102
Idalene F. Kesner (1)15,96575,1653,53594,665
E. Marie McKee145,000160,0003,774308,774
Michael J. Pacilio (1)81,387160,0003,679245,066
Marya M. Rose (1)43,61302,75546,368
Thomas E. Skains140,234160,0003,774304,008
William E. Webster, Jr.125,000160,0003,774288,774
(1)
Name
Fees Earned
or Paid in Cash
($)(2)

Stock
Awards
($)(3)

All Other
Compensation
($)(4)

Total
($)

Michael J. Angelakis(1)

99,903160,0002,674262,577

Michael G. Browning

190,077160,0006,269356,346

Theodore F. Craver, Jr.(1)

113,523181,9786,225301,726

Daniel R. DiMicco

129,077160,0006,269295,346

John H. Forsgren

147,577160,0006,269313,846

Ann Maynard Gray(1)

45,00307,69452,697

John T. Herron

150,374160,0006,269316,643

James B. Hyler, Jr.

145,077160,0001,269306,346

William E. Kennard

134,077160,0006,269300,346

E. Marie McKee

149,374160,0006,269315,643

Charles W. Moorman IV

125,077160,0006,269291,346

Carlos A. Saladrigas

131,077160,0006,269297,346

Thomas E. Skains

130,077160,0006,269296,346

William E. Webster, Jr.

132,077160,0006,201298,278
(1)
Effective May 4, 2017, Ms. Gray6, 2021, Mr. DiMicco retired from the Board and Ms. Dorsa, Mr. Dunbar, and Mr. Pacilio were elected to the Board. Also, effective August 25, 2017,May 6, 2021, Mr. Angelakis resigned fromKennard’s and Ms. Rose’s service on the Board concluded after they chose not to sit for nomination at the 2021 Annual Meeting due to increased external business and personal commitments. Mr. CraverDr. Kesner was appointed to the Board on March 1, 2017.November 15, 2021.
(2)

(2)
Mr. Angelakis,
Mr. Browning, Ms. Gray,Clayton, Dr. Kesner, Mr. Hyler, Mr. MoormanPacilio, and Mr. SaladrigasWebster elected to defer $49,952; $190,077; $45,003; $72,539; $125,077$205,000; $125,000; $6,114; $71,428; and $131,077,$125,000; respectively, of his or her 2017their 2021 cash compensation under the Directors'Directors’ Savings Plan.
(3)

(3)
This column reflects the grant date fair value of the stock awards granted to each eligible director during 2017.2021. The grant date fair value was determined in accordance with the accounting guidance for stock-based compensation. See Note 2021 of the Consolidated Financial Statements contained in our Annual Report on2021 Form 10-K for the year ended December 31, 2017 ("Form 10-K") for an explanation of the assumptions made in valuing these awards. In March 2017, Mr. Craver received a prorated portion of the 2016-2017 annual stock retainer, amounting to 268 shares of Duke Energy common stock. In May 2017,2021, each sitting director on the Board received an annual stock retainer in the form of 1,9371,591 shares of Duke Energy common stock. Mr. Angelakis,Browning, Ms. Clayton, Mr. Browning, Mr. Forsgren, Mr. Hyler, Mr. Kennard, Mr. Moorman, Mr. SaladrigasSkains, and Mr. Webster elected to defer their 2017-20182021 – 2022 stock retainer of Duke Energy shares under the Directors'Directors’ Savings Plan.

(4)
As described In addition, Dr. Kesner received a prorated portion of the 2021 – 2022 annual stock retainer in the following table,form of 747 shares of Duke Energy common stock, upon joining the Board in November 2021.
(4)
The All Other Compensation column includes the following for 2017 includes2021:
Name
Business
Travel
Accident
Insurance
($)
Charitable
Contributions
($)
Other*
($)
Total
($)
Michael G. Browning2743,5009074,681
Annette K. Clayton2742,36402,638
Theodore F. Craver, Jr.2743,50003,774
Robert M. Davis2743,50003,774
Daniel R. DiMicco962,5002312,827
Caroline D. Dorsa1791,00001,179
W. Roy Dunbar1793,50003,679
Nicholas C. Fanandakis2741,00001,274
John T. Herron2743,50003,774
William E. Kennard965,0001595,255
Idalene F. Kesner353,50003,535
E. Marie McKee2743,50003,774
Michael J. Pacilio1793,50003,679
Marya M. Rose962,5001592,755
Thomas E. Skains2743,50003,774
William E. Webster, Jr.2743,50003,774
*
Includes the cost associated with a business travel accident insurance premium that was prorated among theof gifts for directors based on theirwhose service on the Board concluded during 2017, contributions made in2021, as well as for the director's name to charitable organizations and a retirement gift for Ms. Gray.personal use of the corporate aircraft.
36   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

Name
Personal Use
of Airplane
($)

Business Travel
Accident
Insurance
($)

Charitable
Contributions
($)

Retirement
Gift
($)

Total
($)

Michael J. Angelakis

01742,50002,674

Michael G. Browning

02696,00006,269

Theodore F. Craver, Jr.

02256,00006,225

Daniel R. DiMicco

02696,00006,269

John H. Forsgren

02696,00006,269

Ann Maynard Gray

0917,5001037,694

John T. Herron

02696,00006,269

James B. Hyler, Jr.

02691,00001,269

William E. Kennard

02696,00006,269

E. Marie McKee

02696,00006,269

Charles W. Moorman IV

02696,00006,269

Carlos A. Saladrigas

02696,00006,269

Thomas E. Skains

02696,00006,269

William E. Webster, Jr.

02695,93206,201

30    DUKE ENERGY – 2018 Proxy Statement


Table of Contents

SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT

The following table indicates the amount of Duke Energy common stock beneficially owned by the current directors theand executive officers listed in the Summary Compensation Table under Executive Compensation (referred to as the named executive officers)NEOs), and all directors and executive officers as a group as of February 26, 2018.March 7, 2022. There were 700,299,523769,899,467 shares of Duke Energy common stock outstanding as of February 26, 2018.

March 7, 2022.
Name or Identity of Group
Total Shares Beneficially Owned(1)
Percent of Class

Michael G. Browning

78,314
Total Shares
Beneficially Owned(1)
Percent
of Class
Michael G. Browning*102,837

Theodore F. Craver, Jr.

5,738*

Robert M. Davis

615*

Daniel R. DiMicco

45,358*

John H. Forsgren

20,524*

Lynn J. Good

120,876*

John T. Herron

15,695*

James B. Hyler, Jr.

18,288*

Dhiaa M. Jamil

15,729*

Julia S. Janson

22,622*

William E. Kennard

8,176*

E. Marie McKee

143*

Charles W. Moorman IV

6,939*

Carlos A. Saladrigas

4,428*

Thomas E. Skains

18,416*

William E. Webster, Jr.

3,058*

Lloyd M. Yates

35,653*

Steven K. Young

51,428*

Directors and executive officers as a group (22)

548,816*
Derrick Burks29*
Annette K. Clayton10,691*
Theodore F. Craver, Jr.9,943*
Robert M. Davis8,331*
Caroline Dorsa4,441*
W. Roy Dunbar1,591*
Nicholas C. Fanandakis5,280*
Kodwo Ghartey-Tagoe12,053
Lynn J. Good356,343*
John T. Herron24,681*
Dhiaa M. Jamil40,648*
Julia S. Janson38,064*
Idalene F. Kesner1,006*
E. Marie McKee169*
Michael J. Pacilio1,636*
Thomas E. Skains25,833*
William E. Webster, Jr.4,240*
Steven K. Young107,273*
Directors and executive officers as a group (26)798,615*
*

Represents less than 1%.
(1)

(1)
Includes the following number of shares with respect to which directors and executive officers have the right to acquire beneficial ownership within 60 days of February 26, 2018:March 7, 2022: Mr. Browning – 24,384 ;34,678; Mr. Burks – 29; Ms. Clayton – 5,776; Mr. Craver – 0 ;622; Mr. Davis – 2,351; Ms. Dorsa – 0; Mr. DiMiccoDunbar – 17,869;0; Mr. ForsgrenFanandakis – 17,203;2,140; Mr. Ghartey-Tagoe – 0; Ms. Good – 0; Mr. Herron – 0; Mr. Hyler – 10,946; Mr. Jamil – 0; Ms. Janson – 0; Mr. KennardDr. Kesner – 8,176;0; Ms. McKee – 143;169; Mr. MoormanPacilio – 3,673; Mr. Saladrigas – 1,480;0; Mr. Skains – 0;1,637; Mr. Webster – 1,997; Mr. Yates – 0;3,180; and Mr. Young – 0; and all directors and executive officers as a group – 85,871.51,408.

Supplemental Table – Including Ownership of Units Representing Common Stock

The table below shows ownership of both Duke Energy common stock (listed in the table above as defined by SEC regulations), as well as units (not listed in the table above) related to Duke Energy common stock under the Directors'Directors’ Savings Plan or the Duke Energy Corporation Executive Savings Plan, ("Executive Savings Plan"), as applicable, which units do not represent an equity interest in Duke Energy, and possess no voting rights, but are equal in economic value to one share of Duke Energy common stock.

Name
Number of Units

Michael G. Browning

Name or Identity of Group
108,271Number of Units

Theodore F. Craver, Jr.

Michael G. Browning5,738

Robert M. Davis

615

Daniel R. DiMicco

46,725

John H. Forsgren

20,524

Lynn J. Good

120,950

John T. Herron

15,695

James B. Hyler, Jr.

29,853

Dhiaa M. Jamil

17,611

Julia S. Janson

22,832

William E. Kennard

8,176

E. Marie McKee

58,667

Charles W. Moorman IV

6,939

Carlos A. Saladrigas

40,979

Thomas E. Skains

18,416

William E. Webster, Jr.

3,058

Lloyd M. Yates

47,108

Steven K. Young

51,926138,092
Derrick Burks286
Annette K. Clayton10,691
Theodore F. Craver, Jr.13,670
Robert M. Davis8,331
Caroline Dorsa4,441
W. Roy Dunbar1,591
Nicholas C. Fanandakis5,280
Kodwo Ghartey-Tagoe13,242
Lynn J. Good356,430
John T. Herron24,681
Dhiaa M. Jamil42,862
Julia S. Janson38,311
Idalene F. Kesner1,006
E. Marie McKee69,539
Michael J. Pacilio1,636
Thomas E. Skains25,833
William E. Webster, Jr.11,554
Steven K. Young107,859
BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   37

DUKE ENERGY – 2018 Proxy Statement    31


Table of Contents

SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT


The following table lists the beneficial owners of 5% or more of Duke Energy'sEnergy’s outstanding shares of common stock as of December 31, 2017.2021. This information is based on the most recently available reports filed with the SEC and provided to us by the company listed.

SEC.
Name or Identity of Beneficial Owner
Shares of Common Stock
Beneficially Owned
���Percentage
The Vanguard Group(1)
100 Vanguard Blvd.
Malvern, PA 19355
66,738,5608.68%
BlackRock Inc.(2)
40 East 52nd Street
New York, NY 10022
53,412,4206.90%
State Street Corporation(3)
State Street Financial Center
One Lincoln Street
Boston, MA 02111
39,416,6535.13%
(1)
Name or Identity of Beneficial Owner
Shares of Common Stock
Beneficially Owned

Percentage
The Vanguard Group51,528,4337.36%
100 Vanguard Blvd.
Malvern, PA 19355

  

BlackRock Inc.



45,499,220




6.5

%

40 East 52nd Street
New York, NY 10022
  
(1)
According to the Schedule 13G/A filed by The Vanguard Group, these shares are beneficially owned by The Vanguard Group, which is the parent holding company or control person in accordance with Rule 13d-1(b)(1)(ii)(G) to various investment companies, and has no shares with sole voting power, with respect to 1,080,036 shares, 345,5021,507,591 shares with shared voting power, sole dispositive power with regard to 50,246,45863,340,117 shares, and 1,281,9753,398,443 shares with shared dispositive power.
(2)

(2)
According to the Schedule 13G/A filed by BlackRock Inc., these shares are beneficially owned by BlackRock Inc., which is the parent holding company or control person in accordance with Rule 13d-1(b)(1)(ii)(G) to various investment companies, and has sole voting power with respect to 39,676,33145,132,511 shares, 0no shares with shared voting power, sole dispositive power with regard to 45,499,22053,412,420 shares, and 0no shares with shared dispositive power.
(3)
According to the Schedule 13G filed by State Street Corporation, these shares are beneficially owned by State Street Corporation, which is the parent holding company or control person in accordance with Rule 13d-1(b)(1)(ii)(G) to various investment companies, and has no shares with sole voting power, 35,051,076 shares with shared voting power, no shares with sole dispositive power, and 39,365,840 shares with shared dispositive power.
Prohibition on Hedging and Pledging

32    DUKE ENERGY – 2018 Proxy Statement


Table

38   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

PROPOSAL 2:
RATIFICATION OF DELOITTE & TOUCHE LLP AS DUKE ENERGY CORPORATION'SENERGY’S INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM FOR 20182022

The Audit Committee is directly responsible for the appointment and compensation, including the preapproval of audit fees as described below, and the retention and oversight of the independent registered public accounting firm that audits our financial statements and our internal control over financial reporting. The Audit Committee annually performs an assessment of Deloitte’s independence and performance in deciding whether to retain Deloitte or engage a different
independent auditor. Based on this evaluation, the Audit Committee has selected Deloitte & Touche LLP ("Deloitte") as Duke Energy'sEnergy’s independent registered public accounting firm for 2018. 2022. This appointment is being submitted to shareholders for its ratification as the Audit Committee and the Board believes that the continued retention of Deloitte as our independent registered public accounting firm is in the best interests of Duke Energy and our shareholders.
Independence
Deloitte (or one of its predecessor companies) has served as our independent registered public accounting firm since 1947.

Independence

The Audit Committee Deloitte’s level of service, industry experience, and the Board believe that the continued retention of Deloitte as Duke Energy's independent registered public accounting firm is in the best interests of the Corporation and our shareholders. Deloitte's years of experience with Duke Energy have allowed them to gain expertise regarding Duke Energy'sEnergy’s operations, accounting policies and practices, and internal controls over financial reporting. It also prevents the significant time commitment that educating a new auditor would entail, which could also result in a distraction in focus for Duke Energy management.

management and enables a more efficient fee structure.

To safeguard the continued independence of the independent registered public accounting firm, the Audit Committee adopted a policy that provides that the independent registered public accounting firm is only permitted to provide services to Duke Energy and our subsidiaries that have been preapproved by the Audit Committee. Pursuant to the policy, detailed audit services, audit-related services, tax services, and certain other services have been specifically preapproved up to certain categorical fee limits. In the event that theProposed services exceeding cost of any of these services may exceed the preapproved limits must be approved by the Audit Committee must approve the service before the independent registered public accounting firm is engaged for such service. All other services that are not prohibited pursuant to the SEC'sSEC’s or other applicable regulatory bodies'bodies’ rules or regulations must be specifically approved by the Audit Committee before the
independent registered public accounting firm is engaged for such service. All services performed in 20172021 and 20162020 by the independent registered public accounting firm were approved by the Duke Energy Audit Committee pursuant to its policy on Engaging the Independent Auditor for Services.

Information on Deloitte’s fees for services rendered in 2021 and 2020 are listed below.

In addition to the annual review of Deloitte'sDeloitte’s independence and in association with the mandatedmandatory rotation of Deloitte'sDeloitte’s lead engagement partner every five years, the Audit Committee is directly involved inoversees the selection of Deloitte'sDeloitte’s new lead engagement partner.

partner, including discussing candidate qualifications and interviewing potential candidates put forth by Deloitte. Deloitte’s lead engagement partner was last approved by the Audit Committee in 2018 to begin in the 2019 audit year.

Representatives of Deloitte are expected to participate in the Annual Meeting and will be available to respond to appropriate questions. Information on Deloitte's fees for services renderedquestions that are submitted in 2017 and 2016 are listed below.

advance of or at the Annual Meeting.

The approval of a majority of shares represented in person or by proxy at the Annual Meeting is required to approve this proposal.

Audit Fees

Type of Fees20212020
Audit Fees(1)$13,160,000$12,949,000
Audit-Related Fees(2)1,496,0001,681,000
Tax Fees(3)20,00075,000
All Other Fees(4)30,00010,000
Total fees:$14,706,000$14,715,000
(1)
Type of Fees
2017
2016

Audit Fees(1)(5)

$13,535,000$13,616,400

Audit-Related Fees(2)(5)

249,000626,000

Tax Fees(3)

1,746,000384,000

All Other Fees(4)

50,000225,000
​​​​​ ​

TOTAL FEES:

$15,580,000$14,851,400
(1)
Audit Fees are fees billed, or expected to be billed, by Deloitte for professional services for the financial statement audits audit of the financial statements of Duke Energy and our subsidiaries, including the audit of the internal control over financial reporting of Duke Energy and subsidiaries included in Duke Energy's Annual Report onEnergy’s 2021 Form 10-K, and reviews of financial statements included in Duke Energy'sEnergy’s Quarterly Reports on Form 10-Q, statutory and regulatory attestation procedures, and services associated with securities filings, such as comfort letters and consents.
(2)

(2)
Audit-Related Fees are fees billed, or expected to be billed, by Deloitte for assurance and related services, that are reasonably related to the performanceincluding examinations of an audit or review ofmanagement assertions on financial statements, including assistance with acquisitions and divestitures and internal control reviews.reporting-related matters.
(3)

(3)
Tax Fees are fees billed, or expected to be billed, by Deloitte for tax return assistance and preparation, tax examination assistance, and professional services related to tax planning and tax strategy.
(4)

(4)
Other Fees are billed, or expected to be billed, by Deloitte for attendance at Deloitte-sponsored trainings, conferences, and access to Deloitte research tools and subscription services. In 2016, other fees also include non-audit fees related to consulting services.

(5)
Audit Fees and Audit Related Fees for 2016 have been updated from the number disclosed in the 2017 Proxy Statement to reflect actuals.

For the Above Reasons, the Board of Directors Recommends a Vote "FOR"“FOR” This Proposal.

BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   39

DUKE ENERGY – 2018 Proxy Statement    33


Table of Contents

REPORT OF THE AUDIT COMMITTEE

The following is the report of the Audit Committee with respect to Duke Energy'sEnergy’s audited financial statements for the fiscal year ended December 31, 2017.

2021. The information contained in this report of the Audit Committee shall not be deemed to be "soliciting material"“soliciting material” or "filed"“filed” or "incorporated“incorporated by reference"reference” in future filings with the SEC, or subject to the liabilities of Section 18 of the Exchange Act, except to the extent that Duke Energy specifically incorporates it by reference into a document filed under the Securities Act of 1933, as amended, or the Exchange Act.

The purpose of the Audit Committee is to assist the Board in its general oversight of Duke Energy'sEnergy’s financial reporting, internal audit functions, and internal controls, including disclosure controls and audit functions.procedures. The Audit Committee'sCommittee’s charter describes in greater detail the full responsibilities of the committee and is available on our website atduke-energy.com/our-company/investors/corporate-governance/board-committee-charters/audit. Further information about the Audit Committee, its Policypolicy on Engaging the Independent Auditor for Services, and its members is detailed on pages 2227 and 3339 of thethis proxy statement.

The Audit Committee has reviewed and discussed the consolidated financial statements of Duke Energy and its subsidiaries with management and Deloitte, the Corporation'sDuke Energy’s independent registered public accounting firm. Management is responsible for the preparation, presentation, and integrity of Duke Energy'sEnergy’s financial statements; accounting and financial reporting principles; establishing and maintaining disclosure controls and procedures (as defined in Exchange Act Rule 13a-15(e))13a-15I); establishing and maintaining internal control over financial reporting (as defined in Exchange Act Rule 13a-15(f)); evaluating the effectiveness of disclosure controls and procedures; evaluating the effectiveness of internal control over financial reporting; and, evaluating any change in internal control over financial reporting that has materially affected, or is reasonably likely to materially affect, internal control over financial reporting. Deloitte is responsible for performing an independent audit of the consolidated financial statements and expressing an opinion on the conformity of those financial statements with accounting principles generally accepted in the United States ("GAAP"),GAAP, as well as expressing an opinion on the effectiveness of internal control over financial reporting based on the criteria established in Internal“Internal Control – Integrated Framework (2013).

” issued by the Committee of Sponsoring Organizations of the Treadway Commission.

The Audit Committee reviewed the Corporation'sCompany’s audited financial statements with management and Deloitte, and met separately with both management and Deloitte to discuss and review those financial statements and reports prior to issuance. These discussions also addressed the quality, not
just the acceptability, of the accounting principles, the reasonableness of significant judgments, and the clarity of disclosures in the financial statements. Management has represented, and Deloitte has confirmed, that the financial statements for the fiscal year ended December 31, 2021, are fairly presented, in all material respects, in conformity with GAAP.

In addition, management completed the documentation, testing, and evaluation of Duke Energy'sEnergy’s system of internal control over financial reporting in response to the requirements set forth in Section 404 of the Sarbanes-Oxley Act of 2002 and related regulations. The Audit Committee was kept apprised of the progress of the evaluation and provided oversight and advice to management during the process. In connection with this oversight, the Audit Committee received periodic updates provided by management and Deloitte at the regularly scheduled Audit Committee meetings. At the conclusion of the process and prior to the filing of the 2021 Form 10-K with the SEC, management presented to the Audit Committee on the effectiveness of the Corporation'sDuke Energy’s internal control over financial reporting. The Audit Committee also reviewed the report of management contained in the Corporation's 2017Duke Energy’s 2021 Form 10-K filed with the SEC, as well as Deloitte'sDeloitte’s report included in the Corporation's 2017Company’s 2021 Form 10-K related to its audit of the effectiveness of internal control over financial reporting.

The Audit Committee has discussed with Deloitte the matters required to be discussed by professional and regulatorythe applicable requirements including, but not limited to, the standards of the Public Company Accounting Oversight Board regarding The Auditors' Communications with those charged with governance.Board. In addition, Deloitte has provided the Audit Committee with the written disclosures and the letter required by Public Company Accounting Oversight Board Ethics and Independence Rule 3526, "Communications“Communications with Audit Committees Concerning Independence"Independence” that relates to Deloitte'sDeloitte’s independence from Duke Energy and our subsidiaries and the Audit Committee has discussed with Deloitte the firm'sfirm’s independence.

Based on its review of the consolidated financial statements and discussions with and representations from management and Deloitte referred to above, the Audit Committee recommended to the Board, and the Board approved, that the audited financial statements be included in Duke Energy's 2017Energy’s 2021 Form 10-K for filing with the SEC.

Audit Committee

Theodore F. Craver, Jr., Chair

Robert M. DavisAnnette K. Clayton
James B. Hyler, Jr.Caroline Dorsa
Carlos A. SaladrigasNicholas C. Fanandakis

34    DUKE ENERGY – 2018 Proxy Statement

40   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

PROPOSAL 3:
ADVISORY VOTE TO APPROVE DUKE ENERGY CORPORATION'SENERGY’S NAMED EXECUTIVE OFFICER COMPENSATION

At the 2011 and 2017 Annual Meetings, our

Duke Energy’s shareholders recommended that our Board hold say-on-pay votes on an annual basis. As a result, we are providing our shareholders with the opportunity to approve, on a nonbinding, advisory basis, the compensation of our named executive officersNEOs as disclosed in this proxy statement. This proposal gives our shareholders the opportunity to express their views on the compensation of our named executive officers.

NEOs.

In connection with this proposal, the Board encourages shareholders to review, in detail, the description of the compensation program for our named executive officersNEOs that is set forth in the Compensation Discussion and Analysis beginning on page 36,42, as well as the information contained in the compensation tables and narrative discussion in this proxy statement.

As described in more detail in the Compensation Discussion and Analysis section, the guiding principle of our compensation philosophy is that pay should be linked to performance and that the interests of our executives and shareholders should be aligned. Our compensation program is designed to provide significant upside and downside potential depending on actual results as compared to predetermined measures of success. A significant portion of our named executive officers' total direct compensationNEOs’ TDC is directly contingent upon achieving specific results that are important to our long-term success and
growth in shareholder value. We supplement our pay-for-performancepay for performance program with a number of compensation policies that are aligned with the long-term interests of Duke Energy and our shareholders.

We are asking our shareholders to indicate their support for the compensation of our named executive officersNEOs as disclosed in this proxy statement by voting "FOR"“FOR” the following resolution:

"

RESOLVED, that the shareholders of Duke Energy approve, on an advisory basis, the compensation paid to Duke Energy'sEnergy’s named executive officers, as disclosed pursuant to Item 402 of Regulation S-K of the Securities Act, of 1933, as amended, including the Compensation Discussion and Analysis, the compensation tables, and the narrative discussion in Duke Energy's 2018Energy’s 2022 Proxy Statement."

The approval of a majority of shares represented in person or by proxy at the Annual Meeting is required to approve this proposal. Because your vote is advisory, it will not be binding on the Board, the Compensation and People Development Committee, or Duke Energy. The Compensation and People Development Committee, however, will review the voting results and take them into consideration when making future decisions regarding the compensation of our named executive officers.

NEOs.

For the Above Reasons, the Board of Directors Recommends a Vote "FOR"“FOR” This Proposal.

REPORT OF THE COMPENSATION AND PEOPLE DEVELOPMENT COMMITTEE

The Compensation and People Development Committee of Duke Energy is responsible for the oversight of the Corporation'sDuke Energy’s compensation programs and compensation of the Corporation's executives,Duke Energy’s executive officers per the Compensation Committee'sand People Development Committee’s charter, which is available on our website atduke-energy.com/our-company/investors/corporate-governance/board-committee-charters/compensation.

The Compensation and People Development Committee of Duke Energy has reviewed and discussed the Compensation Discussion and Analysis with management and, based on such review and discussions, the Compensation and People Development Committee recommended to the Board that the Compensation Discussion and Analysis be included in this proxy statement.

Compensation and People Development Committee

E. Marie McKee, Chair

Michael G. Browning
John H. ForsgrenCaroline Dorsa
Carlos A. SaladrigasW. Roy Dunbar


Thomas E. Skains

DUKE ENERGY – 2018 Proxy Statement    35

BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   41

COMPENSATION DISCUSSION AND ANALYSIS


Section 1: Executive Summary

The purpose of this Compensation Discussion and Analysis is to provide information about Duke Energy'sEnergy’s compensation objectives and policies for our named executive officers ("NEOs"),NEOs, who, for 20172021, are:

Name
Title
Title
Lynn J. GoodChairman,Chair, President and Chief Executive OfficerCEO
Steven K. YoungExecutive Vice President and Chief Financial OfficerCFO
Dhiaa M. JamilExecutive Vice President and Chief Operating OfficerCOO
Julia S. JansonExecutive Vice President External Affairs,and CEO, Duke Energy Carolinas
Kodwo Ghartey-TagoeExecutive Vice President, Chief Legal Officer and Corporate Secretary
Compensation Objectives and Principles for 2021
Lloyd M. YatesExecutive Vice President, Customer

Our compensation program is designed to link pay to performance, with the goal of attracting and Delivery Operationsretaining talented executives, rewarding individual performance, sustaining long-term performance, and President, Carolinas Region
aligning the interests of our management team with those of key stakeholders, including shareholders and customers.

Our compensation program provides significant upside and downside potential depending on actual results, as compared to predetermined goals for success.

When establishing our executive compensation program for 2021, we took into consideration the evolving nature of our business strategy along with a focus on maximizing long-term value and providing safe, reliable, and cost-effective service to our customers.
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Shareholder Engagement

Compensation Objectives and Principles for 2017

Our compensation program is designed to link pay to performance, with the goal of attracting and retaining talented executives, rewarding individual performance, encouraging long-term commitment to our business strategy and aligning the interests of our management team with those of shareholders.

Our compensation program provides significant upside and downside potential depending on actual results, as compared to predetermined measures of success.

In setting executive compensation for 2017, we sought to balance the need to recognize the evolving nature of our business strategy with Duke Energy's focus on maximizing shareholder value.

Shareholder Engagement

We have a longstandinglong-standing history of engaging with, and responding to the feedback provided by, our shareholders and value the deep relationships we have built. TheThat feedback our shareholders have provided over time has greatly informed our compensation and governance programs, as well as our environmental and social initiatives. We received 82.71% favorable support from our shareholders for our executive compensation program pursuant to the "say on pay" vote at our 2017 annual meeting. In response,Given its success, we continued our shareholder outreach program in 2017, reaching out to shareholders representing approximately 36%2021, meeting with the holders of outstanding shares and engaging with shareholders representing approximately 30%more than one-third of our outstanding shares. Our outreach team included independent members of our Board, as well as management who represented therepresenting, among others, Investor Relations, Government Affairs, Sustainability, Human Resources, and the Legal Departments, as well as E. Marie McKee, the Chair of the Compensation Committee, who participated in a number of the conversations with our largest shareholders.

Department.

The focus of these meetings was to provide an update on on:

our strategic vision, including our goal to reach net-zero carbon emissions from electricity generation by 2050;

our operational priorities, including our response to the pandemic;

Board oversight and the strength of our leadership team, as well as to discuss our governancecomposition, including diversity and executive compensation program, notably updates to our Chief Executive Officer's compensation for 2017 and several disclosure and governance enhancements the Compensation Committee was considering. During these conversations, shareholders thanked us for our proactive approach and provided the following specific feedback:

skills;

Appreciated that we have evolved the design of our long-term incentive ("LTI") program over the last three years to incorporate strategic and operational measures in addition to Total Shareholder Return ("TSR")

Understood the historically conservative approach to compensating Ms. Good and the need to make adjustments commensurate with market levels

Acknowledged that the Compensation Committee followed a thoughtful approach to addressing retention risk by providing Ms. Good with a performance-based retention grant

Appreciated our commitment to, enhance the disclosure of performance levels under future performance shares and expand the restrictions in progress on, ESG issues;

our anti-pledging policy to prohibit pledging of Duke Energy securities held in any capacity

Appreciated the change in the requirementfocus on a just transition for achieving a target payout on the relative TSR component of our LTI performance shares from the 50th to the 55th percentile of the UTY.employees and communities during our clean energy transition;


our human capital management, including our diversity, equity, and inclusion initiatives; and

36    DUKE ENERGY – 2018 Proxy Statement


our executive compensation program.
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COMPENSATION DISCUSSION AND ANALYSIS


Taking into account the feedback

During these conversations, shareholders provided during our conversations, we made the following changes for 2017:

Enhanced the disclosure in this year's proxy statement of performance goalsexpressed appreciation for the newest cycle ofpay for performance shares (i.e.,alignment in our compensation program, as well as the 2017-2019 cycle), along with continued reporting of actual performance results for the recently-completed cycle

Expanded the restrictionsclear and detailed disclosure of our anti-pledging policy

executive compensation program. Shareholders also were pleased that environmental, customer satisfaction, and safety metrics continue to be incorporated into our incentive plans.

We also discussed with shareholders how to incorporate a climate goal into our incentive plans. Based in part on this feedback, the Compensastion and People Development Committee added climate-related goals to our STI plan. We greatly value the input shareholders provided and will continue our outreach efforts on a wide variety of topics – including executive compensation – as our compensation program evolves in the future.

topics.

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Business Highlights: Compensation Decisions in Context

Advancing Our Clean Energy Transformation
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ENERGY FUTURE®
DUKE ENERGY 2022 PROXY STATEMENT   43

We have successfully implemented our business transformation strategy to maximize the competitiveness


COMPENSATION DISCUSSION AND ANALYSIS
Core Areas of Duke Energy. The following timeline summarizes key events in our business transformation since 2011.

GRAPHIC

Focus

Core Areas of Focus

Our value proposition is to be the leading energy infrastructure company. Under the leadership of Ms. Good, who became Chief Executive Officer in July 2013, Duke Energy haswe have intensified our focus on serving our customers and communities while leading the way to a safe, secure, and responsible energy future. With our transition complete, ourOur strategy for the next decade is clear. We see greata long runway of opportunities ahead and remain focused on investing in infrastructure our customers value and delivering sustainable growth for our investors. We will do this while building on our foundation of customer satisfaction and stakeholder engagement, all while remaining focused on safety, operational excellence and the environment.

Duke Energy is committed to creating value for our shareholders and customers while building trustexecuting on our clean energy transformation.
2021 Business Highlights
In 2021, Duke Energy successfully continued along its path for sustainable long-term growth. We worked collaboratively with stakeholders across our service territories to advance our strategy of transforming for a cleaner future – all built on a foundation of safety, operational excellence, and transforminga diverse and inclusive workforce. Our business highlights in 2021 include the following:
Financial Performance

In 2021, we delivered adjusted EPS in the top half of our original adjusted earnings guidance range of $5.00 to $5.30 for the year.

2021 also marked the 95th year we continued our dividend commitment to our shareholders.

We achieved a TSR in 2021 of 19.1% as compared to a TSR of 18.2% for the UTY.
Advancing Our Cleaner Energy Future

In 2021, we surpassed a milestone of 10,000 MW of renewables on the system and are on track to pass 16,000 MW by 2025 and 24,000 MW by 2030. We also retired over 950 MW of coal during 2021 with a plan for renewables to comprise at least 40% of our energy future. We continuously strivemix by 2050.

In June 2021, we filed an application to renew Oconee Nuclear Station’s operating licenses for an additional 20 years. This represents the first step in renewing operating licenses for all 11 of Duke Energy’s nuclear reactors.

In North Carolina, we collaborated with policymakers and stakeholders on clean energy legislation, which passed
with bipartisan support. The legislation advances our carbon emission reductions while maintaining affordability and reliability for customers, and provides a framework to achieve this core purpose of creating shareholder valuea 70% carbon emission reduction in all thatNorth Carolina by 2030 against a 2005 baseline. It also sets into law the goal to achieve net-zero carbon emissions by 2050 from electricity generation.

In previous years, we do, but with a particular emphasis on the following areas:

Modernizing the energy grid

Generating cleaner energy

Expanding ourset goals to reach at least 50% carbon emission reductions from electricity generation and net-zero methane emissions from natural gas infrastructure

DUKE ENERGY – 2018 Proxy Statement    37


Tabledistribution by 2030. We have also set an ambitious goal to reach net-zero carbon emissions from electricity generation by 2050. In February 2022, we broadened those goals to reach net-zero carbon emissions by 2050 to incorporate Scope 2 emissions and certain Scope 3 emissions. See page 3 of Contentsthis proxy statement for more detail on our greenhouse gas emission reduction goals.


In Indiana, we filed an IRP in December after extensive stakeholder engagement. Our preferred scenario reduces carbon emissions, increases renewable generation, and accelerates the retirement of coal generation.
Operational Excellence

Our employees continue to make safety our top priority. In 2021, we were in the top decile in safety for our industry for the seventh consecutive year.

We continued to focus on customer satisfaction. In 2021, our customer satisfaction index results for four of our utility subsidiaries were in the top quartile of utilities.
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COMPENSATION DISCUSSION AND ANALYSIS


Performance Metrics Aligned to Our ESG Strategy
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ENERGY FUTURE®
DUKE ENERGY 2022 PROXY STATEMENT   45

During 2017 we made meaningful progress on our strategy. We developed a multi-year plan to modernize the energy grid across our jurisdictions, and in the Carolinas we branded our efforts as Power/Forward Carolinas. We placed the Sabal Trail natural gas pipeline into service and obtained several key permits necessary to advance the Atlantic Coast Pipeline. We achieved constructive regulatory outcomes, including the facilitation of renewables-related legislation in North Carolina and a comprehensive multi-year rate settlement in Florida. In addition, we announced a more stringent carbon dioxide emissions reduction target for our generation fleet – a 40% reduction from the 2005 level by 2030. We also maintained a sharp focus during the year on the performance measures that relate to our incentive plans, including the following.

Operational Excellence.

Our key employee safety metric, TICR, improved by approximately 10% during the year to 0.36, building on our industry-leading performance of 0.40 in 2016.

During the third quarter, our employees rose to the challenge of Hurricane Irma – one of the most powerful storms ever to hit the Atlantic – by restoring power to 99% of customers in just over a week.

We reduced reportable environmental events from last year, the third consecutive year of improvement and continued to advance our efforts to permanently close our coal ash basins in ways that protect people and the environment.

Financial Performance.

Despite the significant headwind from unfavorable weather, we delivered on our earnings guidance for the year.

Our TSR of 13.0% exceeded the TSR of the UTY, which was 12.8%.

We increased our dividend for the eleventh consecutive year.


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COMPENSATION DISCUSSION AND ANALYSIS


Adjustments to

Chief Executive Officer Compensation

Changes

In 2021, Ms. Good’s annual base salary, target STI opportunity, and target LTI opportunity remained unchanged from 2020 levels.
After considering the compensation of Ms. Good’s peers at other companies and the relative size and complexity of Duke Energy, in 2022, the Compensation and People Development Committee increased Ms. Good’s annual base salary from $1,390,500 to Core Compensation

$1,500,000, increased her target STI opportunity from 165% to 175% of her annual base salary, and increased her target LTI opportunity from 800% to 1,050% of her annual base salary.

These changes were made in recognition of the importance of Ms. Good'sGood’s leadership, which has been instrumental to the evolution of Duke Energy.Energy’s ability to respond to changing market conditions and opportunities. Since becoming Chief Executive Officerour CEO in July 2013, Ms. Good has led the development of our strategy (focused on modernizing theclean energy grid, generating cleaner energy and expanding our natural gas infrastructure),strategy, driven industry-leading operational performance, and guided us through several major transactions as we restructured our portfolio of businesses to reduce risk and improve returns. As we seek to advance and continue executing our strategic vision and execution in the coming years, Ms. Good'sGood’s leadership will continue to be critical to the organization.

When Ms. Good became Chief Executive Officerour success.

Core Compensation Structure and Incentive Metrics in 2013, her compensation was significantly below the market. To address this gap, the Compensation Committee conducted a detailed review of Ms. Good's compensation and analyzed her pay relative to the competitive market, within and outside the utility sector. The Compensation Committee took into account the size and complexity of Duke Energy and our ability to compete for talent against multiple industries, and relied heavily on data from its independent compensation consultant. To address the initial gap in 2013 between Ms. Good's pay and the competitive market, rather than provide a large compensation adjustment or bonus, the Compensation Committee adopted a step-like approach that allowed flexibility to make pay decisions based on Ms. Good's specific contributions and experience in her role. As illustrated below, the steps taken by the Compensation Committee resulted in closing the significant competitive pay gap relative to the market over time.

GRAPHIC


*
Target TDC (Total Direct Compensation) = the sum of base salary, target annual incentive opportunity and the grant date fair value of long-term incentive awards

**
Because peer group information was not yet available for 2017, it was assumed to be at the same level as in 2016.

After conducting its analysis, the Compensation Committee determined it was appropriate to make the following adjustments to Ms. Good's compensation for 2017:

Awarded a 3.8% merit adjustment to Ms. Good's salary, increased her target short-term incentive ("STI") opportunity from 150% to 155% and increased her LTI opportunity from 700% to 750% of her salary.

2021

DUKE ENERGY – 2018 Proxy Statement    39


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COMPENSATION DISCUSSION AND ANALYSIS

One-Time, Performance-Based Retention Grant

The Compensation Committee believes alignment with shareholders is best achieved and retention risk mitigated when our senior executives hold unvested equity grants with a value of approximately 2x or more of their total direct compensation. Realizing that Ms. Good fell well below this standard despite her four-year tenure as Chief Executive Officer and her history of strong performance, the Compensation Committee developed a strategy to strengthen shareholder alignment and mitigate retention risk by providing Ms. Good a one-time, performance-based retention grant valued at $7,000,000. Three other NEOs also received performance-based retention grants in amounts ranging from $250,000 to $1,000,000, as well as increases to base salary described on page 42 of this Compensation Discussion and Analysis.

Details of the performance-based retention grants are as follows:

Performance Requirement.  The grants are subject to a return on equity ("ROE") goal, which, if not achieved, results in zero payout. Duke Energy's average ROE (excluding goodwill) over the 2017-2019 period must equal or exceed 10%. In light of Duke Energy's large capital deployment program, the Compensation Committee believed that it was important to make the vesting of the retention grants subject to a return on equity goal.

Stringent Vesting Conditions.  The awards are subject to a three-year cliff vesting requirement, and no pro-rata vesting upon retirement.

Strengthens Retention.  Ms. Good's grant increases the ratio of her outstanding equity awards (that would be forfeited if she voluntarily terminated employment) to her total direct compensation from 1.33x to 1.85x.

The Compensation Committee designed the supplemental retention grant for Ms. Good to address unique retention concerns, and it is not part of our regular compensation program.

We discussed Ms. Good's compensation and the supplemental retention grant during the shareholder engagement process to ensure that our shareholders were aware of the circumstances that drove the need for additional retention.

During these conversations, shareholders provided the following feedback:

Understood the historically conservative approach to compensating Ms. Good and the need to make adjustments commensurate with market levels

Acknowledged that the Compensation Committee followed a thoughtful approach to addressing retention risk by providing Ms. Good with the performance-based retention grant, which contains a stringent three-year cliff vesting requirement


Core Compensation Structure and Incentive Metrics in 2017

Our core compensation program consists of base salary, STI and LTI (performance shares and restricted stock units ("RSUs"))RSUs), as outlined in the table below.
ElementPerformance Metrics Aligned to Strategy
Base Salary
Element

Cash
Performance Metrics Aligned to Strategy
Base SalaryShort-Term
Incentive


Short-Term Cash

Incentive
​​​​
Measured over a one-year period:

Adjusted EPS

O&M

Operational Excellence (safety, environmental, and reliability)

Customer Satisfaction

Individual Objectives (including climate)
AnnualLong-Term
Incentive
Equity

Short-Term Cash Incentive

Adjusted EPS

Operational Excellence

Customer Satisfaction

Individual Objectives

Safety

​​​​
​  Long Term


Performance Shares (70%)

Cumulative Adjusted EPS

Relative TSR

Safety

​  ​​​​
Measured over a three-year period:

Cumulative Adjusted EPS

Relative TSR

Safety

RSUs (30%)
Equity Incentive

RSUs (30%)


Subject to continued employment, vest in equal installments on the first three anniversaries of the date of grant

Service-based with three-year pro-rata vesting

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COMPENSATION DISCUSSION AND ANALYSIS



The following chart illustrates the components of the target total direct compensationTDC opportunities provided to our Chief Executive OfficerCEO and other NEOs.

NEOs:

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Executive Compensation Best Practices
GRAPHIC

Executive Compensation Best Practices

Following are key features of our executive compensation program:

AT DUKE ENERGY WE...AT DUKE ENERGY WE DO NOT...
AT DUKE ENERGY WE…AT DUKE ENERGY WE DO NOT…
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Integrate key performance metrics in our incentive plans relating to environmental, climate, safety, and customer initiatives
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Provide tax gross-ups to NEOs
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Require significant stock ownership, including 6x base salary for our Chief Executive OfficerCEO and 3x base salary for other NEOs
GRAPHICProvide tax gross-ups to NEOs
GRAPHICMaintain a stock retention policyGRAPHIC
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Permit hedging or pledging of Duke Energy securities
GRAPHIC
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Maintain a stock retention policy
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Provide “single trigger” vesting of stock awards upon a change in control
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Tie equity and cash-based incentive compensation to a clawback policy
GRAPHICProvide "single trigger" cash severance upon a change in control
GRAPHICMaintain a shareholder approval policy for severance agreements that provide severance in excess of 2.99 annual compensationGRAPHIC
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Provide employment agreements to a broad group
GRAPHICComply with an equity award granting policyGRAPHICEncourage excessive or inappropriate risk-taking through our compensation program
GRAPHIC
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Use an independent compensation consultant retained by and reporting directly to the Compensation and People Development Committee to advise on compensation matters
GRAPHIC
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Encourage excessive or inappropriate risk-taking through our compensation program
Provide excessive perquisites
GRAPHIC
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Review tally sheets on an annual basis
GRAPHIC
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Provide excessive perquisites
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Consider shareholder feedback and the prior year’s “say-on-pay” vote
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Provide dividend equivalents on unearned performance shares
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Consider the prior year's "say-on-pay" vote
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Require that equity awards must be subject to a one-year minimum vesting period, subject to limited exceptions
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Disclose performance targets for the performance share cycle granted in the most recent year

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COMPENSATION DISCUSSION AND ANALYSIS


Section 2: Compensation Program

Overall Design

Overall Design

We design our compensation program so that it motivates our executives to focus on our core business priorities and aligns the interests of executives and shareholders.

key stakeholders, including shareholders and customers.
Elements of Our Total Direct Compensation Program

Elements of Our Total Direct Compensation Program

As discussed in more detail below, during 2017,2021, the components of total directTDC for our NEOs were base salary, STI compensation, for the NEOs were: base salary; STI compensation; and LTI compensation.

Base Salary

The salary for each NEO is based on, among other factors, upon job responsibilities, level of experience, individual performance, comparisons to the salaries of executives in similar positions at other companies obtained from market surveys, and internal comparisons. The Compensation and People Development Committee considers changes in the base salaries of theour NEOs at least annually. When an individual is promoted to a new role, it has been Duke Energy's philosophyIn 2021, the Compensation and People Development Committee increased Mr. Ghartey-Tagoe’s base salary by 10% to bring it closer to the individualmarket. The Compensation and People Development Committee did not make any changes to market median over a multi-year period, assuming strong performance in the new role. Consistent with that philosophy, after reviewing their performance, the Compensation Committee approved increases for Mr. Young and Ms. Jansonbase salaries of 10% and 19%, respectively. These increases further closed the gap between their salaries and the peer group median. After reviewing their performance, the Committee also approved the following merit increases for Ms. Good, Mr. Jamil, and Mr. Yates: 3.8%, 5%, and 3%, respectively. Each of these increases was effective March 1, 2017.

our other NEOs.

Short-Term Incentive Compensation

STI opportunities are provided to our NEOs under the Duke Energy Corporation Executive Short-Term Incentive Plan to promote the achievement of annual performance objectives. Each year, the Compensation and People Development Committee establishes the target annual incentiveSTI opportunity for each NEO, which is based on a percentage of his or her base salary. No changes were made to the target incentiveThe STI opportunities offor the NEOs in 2017 other than for Ms. Good, as previously noted.

remained unchanged from 2020 levels.
Name
NameTarget STI Opportunity
Target Incentive Opportunity
(as a % of base salary)

salary)

Lynn J. Good

155165%

Steven K. Young90%

Dhiaa M. Jamil90%
Julia S. Janson90%
Kodwo Ghartey-Tagoe80%

Dhiaa M. Jamil

80%

Julia S. Janson

80%

Lloyd M. Yates

80%

As discussed in more detail below, the Compensation and People Development Committee established the following objectives under the STI Planplan in February 20172021, with the STI target opportunity allocated between corporate and individual objectives.

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GRAPHICCOMPENSATION DISCUSSION AND ANALYSIS


In order to emphasize the importancealign financial performance with funding of the EPS objective,STI plan, the Compensation and People Development Committee established a circuit-breaker,performance floor or circuit breaker providing that if an adjusted dilutedbasic EPS performance level of at least $4.10$5.09 was not achieved, the NEOspayout levels for all other measures would not have received anybe reduced up to the payout underlevel for the 2017 STI Plan. To encourage a continued focus on safety,EPS performance objective. The circuit breaker was set at an amount between the Compensation Committee also included a potential safety penalty (executives only)threshold and adder (all employees), each in the amount of 5% of a participant's entire STI payment.

target levels.

Depending on actual performance, NEOs were eligible to earn a maximum of up to 183.75%187.5% of the amount of their STI target opportunity, based on a potential maximum payout of 200% for the EPS objective, and a 150%175% potential maximum
payout for the O&M expense, operational excellence, customer satisfaction, and individual objectives,objectives.
In order to provide a wider range of potential payouts, the threshold payout was reduced from 50% to 25% of target, and the potentialmaximum payout was increased from 150% to 175% of target, for the each of the performance measures other than EPS. In addition, given the existing emphasis of safety and operational excellence as separate performance measures under the incentive plans, the safety modifier, which previously could have resulted in an increase or decrease of each NEO’s STI payout by 5% safety adder.

, was not included in the 2021 STI plan.

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COMPENSATION DISCUSSION AND ANALYSIS

Goal Setting Process
Financial Performance Measures. The Compensation and People Development Committee believes that tying a portion of the STI payments to adjusted basic EPS aligns pay outcomes of our NEOs with the interests of shareholders and other stakeholders.

When setting financial goals, the Compensation and People Development Committee reviews our long-term financial plan, as well as the current economic and regulatory environment and expectations for investment opportunities.

The Compensation and People Development Committee calibrates the adjusted basic EPS goal with our publicly announced guidance range and considers industry comparisons and growth expectations to establish the threshold, target, and maximum performance levels.

For 2021, our adjusted EPS guidance range was $5.00 to $5.30, and the adjusted basic EPS target under the 2021 STI plan was set in the middle of this guidance range at $5.15. This target exceeded adjusted basic EPS of $5.12 in 2020 and was established after considering significant developments that did not exist when our adjusted basic EPS target of $5.30 was set under the 2020 STI plan, including the cancellation of our ACP project in July 2020, and the announced sale of 19.9% of Duke Energy Indiana. The EPS target of $5.15 will serve as the baseline for earnings guidance and growth expectations in subsequent years as well, given the above changes to our portfolio of businesses.
Operational Performance Measures. The Compensation and People Development Committee sets operational performance measure targets at challenging levels to drive long-term growth and success. Stretch performance levels are set to motivate employees to strive for continuous improvement. As part of its goal-setting process, the Compensation and People Development Committee reviews previous targets and performance to appropriately align the threshold, target, and maximum goals with expected performance.
Corporate Objectives (80% of total)

The 20172021 corporate objectives and the related target and performance results were as follows and are defined below:

follows:
Objective(1)
Weight
Threshold
(25%)
Target
(100%)
Maximum(2)
ResultSub-TotalPayout
Adjusted Basic EPS50%$5.00$5.15$5.35$5.24145.00%(3)
O&M Expense10%$5,400M$5,250M$5,050M$5,166M131.37%
Operational Excellence122.63%
(a) Reliability Index(4)
5%25100175107.75107.75%
(b) Safety/Environmental
TICR Employees2.5%0.480.360.300.36100%
Reportable Environmental Events2.5%181282175%
Customer Satisfaction10%44485348.3104.5%
(1)
Objective(1)
 Weight
 Threshold
(50%)

 Target (100%)
 Maximum(2)
 Result
 Sub-Total
 Payout
 
Adjusted Diluted EPS(3) 50%$4.35 $4.60 $4.85 $4.57  94%
Operational Excellence(4)  20%                127.2%

(a) Operations and Maintenance Expense

  $5.040B $4.890B $4.740B $4.785B 135.10% 

(b) Reliability(5)

                      

Regulated Generation (Fossil/Hydro) Commercial Availability

  85%87%88%88.01%150% 

Nuclear Generation Capacity Factor

     92% 94% 95% 95.64% 150%   

System Average Interruption Duration Index

  146 135 124 151 0% 

Renewables Availability

     93.5% 94.5% 96.0% 94.6% 103.33%   

Natural Gas Business Outage Factor

  4 2 1 2 100% 

(c) Safety/Environmental(6)

                      

Total Incident Case Rate:

               

Employees

  0.50 0.38 0.35 0.36 133.33% 

Contractors

  1.00 0.90 0.85 0.80 150% 

Reportable Environmental Events

     48  39  35  24  150%   
Customer Satisfaction 10%789 799 809 793  70%
(1)
For additional information about the calculation of the adjusted basic EPS and operations and maintenanceO&M expense control objectives, see page 53.pages 58 and 59 of this proxy statement.
(2)

(2)
A payout of up to 200% of the target opportunity is available for the adjusted dilutedbasic EPS objective and a payout of up to 150%175% of the target opportunity is available for the operational excellence and customer satisfactionother objectives.
(3)

(3)
If an adjusted dilutedbasic EPS performance level of at least $4.10$5.09 was not achieved (i.e., a circuit-breaker)performance floor or circuit breaker), the NEOspayout levels for all other measures would not have received abe reduced up to the payout under the 2017 STI Plan.

(4)
Each of the three primary operational excellence objectives contains an equal weighting of one-third of the aggregate weighting of 20%.

(5)
Each reliability metric contains an equal weighting of one-fifth of the aggregate weighting of the reliability objective.

(6)
Each safety/environmental metric contains an equal weighting of one-half of the aggregate weighting of the safety/environmental objective.

In order to reflect our focus on expense reduction, the Compensation Committee established the targetlevel for the operationsEPS performance objective.

(4)
The Reliability Index is comprised of six separate reliability metrics, as described on page 50, each of which has a relative weight of 20%, except the Commercial Renewables Availability and maintenance ("O&M") expense objective at $4.890 billion,Natural Gas – Outages metrics, which is $95 million less than the target level established under the 2016 STI Plan and $119 million less than our actual O&M expense result under the 2016 STI Plan.

DUKE ENERGY – 2018 Proxy Statement    43


Tableeach have a relative weight of Contents

10%.

BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   49

COMPENSATION DISCUSSION AND ANALYSIS

Establishment of EPS Target for 2017

The EPS target for purposes of the STI Plan has been relatively flat from 2015 to 2017, primarily due to Duke Energy's multi-year portfolio transition, which lowered our business risk to provide shareholders with more consistent earnings and cash flow growth. As a result, Duke Energy now operates almost exclusively in stable, predictable regulated businesses. Due to the impact of the portfolio transition and the other items described below, the Compensation Committee determined it was appropriate to establish the EPS targets as follows:

The EPS target for 2015 was established based on the assumption that we would own the Midwest Commercial Generation business for approximately one quarter during 2015, and was based on normal hydrology and stable economic conditions in Brazil. Due to the deterioration of hydrology conditions in Brazil (which was expected to continue into 2016) and the disposition of the Midwest Commercial Generation business, the Compensation Committee established the EPS target for 2016 at $4.61.

STI 2015 Target to 2016 Target

GRAPHIC

The EPS target for 2016 was established based on the assumption that we would own the Latin American Generation business during 2016. Due to the disposition of the Latin American Generation business in the fourth quarter of 2016, the Compensation Committee established the EPS target for 2017 at $4.60.

STI 2016 Target to 2017 Target

GRAPHIC

The Compensation Committee established the 2017 EPS target at less than our 2016 actual results under the STI Plan due to the disposition of the Latin American Generation business, as well as the impact of weather in 2016 that was not expected to continue in 2017.

STI 2016 Actual to 2017 Target

GRAPHIC

44    DUKE ENERGY – 2018 Proxy Statement


Table of Contents

COMPENSATION DISCUSSION AND ANALYSIS

Corporate MetricsDescription/Rationale
Financial Metrics
Corporate MetricsDescription/Rationale
​ ​ ​ 


Financial Metrics

Adjusted Basic EPS
Adjusted Diluted EPSA widely accepted, easily understood, and important metric used to evaluate the success of our performance andperformance. This metric is one of the factors that impacts the market value of our common stock.

Operational Excellencestock, which aligns the interests of shareholders and executives.


Motivates our executive officers to achieve operational excellence, which is valued by our customers. This measure aligns with our strategic business goals and provides an incentive for achieving operational efficiencies.
O&M ExpenseA measure that includes those costs necessary to support daily operations, as well as operate and maintain the operating efficiency and productive life of assets. Carefully managing expenses enables us to make investments while mitigating customer costs.


Reliability MetricsIndex

Regulated Generation (Fossil/Hydro) Commercial AvailabilityNuclear Annual Unit Capability FactorDetermined as the weightedThe percentage of timemaximum energy generation that the generation units are availablenuclear fleet is capable of supplying to generate electricity, where the availability each hour is weightedelectrical grid and limited only by factors within the difference between market price and unit cost.control of plant management.

Nuclear Generation Capacity
Regulated and Renewable Energy Coal/CC Tiers 1-2 Equivalent Forced Outage Factor

A measure of the amountreliability of electricity producedthe Regulated and Renewable Energy fleet by a nuclear generating unit relativecalculating the sum of forced outage hours and equivalent forced derated hours compared to the amountperiod hours for each of electricity the unit is capable of producing.those units.

System Average Interruption Duration Index

Commercial Renewables Availability

A measure ofthat compares the number of outage minutes experienced during the year per customer served from both transmission and distribution systems calculated in accordance with applicable guidelines.

Renewables Availability


A renewables energy yield metric, calculated by comparing actual generation to expected generation based on the wind speedand solar resource measured at the turbine and by calculating the actualeach generation to expected generation based on solar intensity measures at the panels.asset.

Electric Grid – T&CD System Average Interruption Duration IndexA measure of the sum of all customer interruption durations, divided by the total number of customers served. The metric is measured in units of time, often minutes.
Transmission Outages per 100 Miles per Year – SustainedA measure of the number of sustained (greater than 1 minute) transmission line events that are incurred per one hundred circuit miles per year, applicable to 100kV lines and greater.
Natural Gas Business Outage Factor– Outages

A measure of the number of outages in the natural gas local distribution business. For this purpose, an "outage"“outage” is defined as an event that causes a loss of natural gas service for at least 100 active customers, where suchthe event is not caused by a third party. If a single event causes a lossparty or by failure of natural gas service for at least 500 customers,equipment that event shall automatically result in less than minimum performance for this measure.has been properly maintained.
Safety/Environmental Metrics


Safety/Environmental Metrics

Total Incident Case Rate (TICR)TICRMeasuresA measure of the number of occupational injuries and illnesses per 100 employees and staff augmentation contractors.employees. This objective emphasizes our focus on achieving an event-free and injury-free workplace.

Reportable Environmental Events

Environmental
A measure of environmental events resulting from operations that have an impact on the environment, require the notification to, or enforcement action by,of a regulatory agency.agency, or result in a regulatory citation or other enforcement action. This objective emphasizes service reliability and the mitigation of environmental risks associated with our operations.


Customer Satisfaction Metric

CSATA composite of customer satisfaction results for each regulated utility. ResultsFor our electric utilities, the results are based on external surveys by third parties, including J.D. Power,the Residential Net Promoter Score, the Small/Medium Business Net Promoter Score, and internal surveys ofthe Large Business Net Promoter Score. For our customers.gas utilities, the results are based on the Residential Gas Net Promoter Score, the Small/Medium Business Gas Net Promoter Score, and the Major Accounts Gas Net Promoter Score.
50   DUKE ENERGY 2022 PROXY STATEMENT
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Table of Contents

COMPENSATION DISCUSSION AND ANALYSIS


Individual Objectives (20% of total)

The 20172021 individual objectives for theour NEOs were divided into the following four areas:

Focus on operational excellence and performance with an emphasis on safety, reliability and event-free operations

Achieve growth and financial results;

Drive sustainable results

Lead for employee safety, environmental performance, optimized reliability and implementcapacity utilization, and advance business transformation initiatives;

Continue to transform the regulated utility strategycustomer experience and improve customer loyalty;

Actively engage stakeholders to support constructive legislative and policy outcomes;

Foster
Continue to strengthen leadership capabilities and bench strength, foster a high performanceculture of inclusion, innovation and inclusive culture built on strong leadershipexecution, and highly engaged and diverse employees

Safety Component

In order to emphasize a continued focus on safety,advance the Compensation Committee included the following safety measures in the 2017 STI Plan:

Safety Penalty.  The STI Plan payments for eachdiversity of the NEOs were subjectworkforce; and

Climate Goal

Demonstrate leadership to a safety penaltyadvance our Climate Strategy to cost effectively reduce our carbon footprint from electricity generation by at least 50% by 2030 and net-zero by 2050, including advocacy for supporting public policy, and

Invest in clean energy, including renewables, as well as grid capacity and capabilities to support higher levels of 5% if Duke Energy experienced more than six enterprise-wide life altering injuries ("LAI") or there was a significant operational event (including a controllable work-related Duke Energy employee or contractor fatality).carbon-free generation.
[MISSING IMAGE: tm221429d2-tbl_formv1pn.jpg]


Safety Adder.  The STI Plan payments of the NEOs were also eligible for a safety adder that could result in an increase of 5% if: (i) there were no controllable work-related fatalities of any Duke Energy employee or contractor during 2017, (ii) there were four or fewer LAIs during 2017, and (iii) there were no significant operational events.

There were three LAIs during 2017, and two work-related fatalities, and, therefore, the safety adder did not apply and the safety penalty applied such that total payments under the 2017 STI Plan for NEOs were decreased by 5%.

Payouts

Based on the aggregate corporate operational and individual performance results, including the safety penalty, each NEO'sNEO’s aggregate payout under the 20172021 STI Planplan was equal to:

Name
Target STI
Opportunity
($)
Achievement
of Corporate
Objectives
(80% Weighting)
Achievement
of Individual
Objectives
(20% Weighting)
Final Payout
as a % of
Target STI
Opportunity
Payout
($)
Lynn J. Good$2,294,325135.48%175%143.4%$3,288,915
Steven K. Young$698,107135.48%175%143.4%$1,000,737
Dhiaa M. Jamil$785,749135.48%140%136.4%$1,071,369
Julia S. Janson$675,675135.48%175%143.4%$968,580
Kodwo Ghartey-Tagoe$476,667135.48%150%138.4%$659,468
Name
Payout
 
Lynn J. Good$2,110,736 
Steven K. Young$557,291 
Dhiaa M. Jamil$643,863 
Julia S. Janson$496,731 
Lloyd M. Yates$532,072 

Long-Term Incentive Compensation

Our LTI program is designed to provide our NEOs with an appropriate balance to the STI Planplan and to align executive and shareholder interests in an effort to maximize shareholder value.

Each year, the Compensation and People Development Committee establishes the target LTI opportunity for each NEO, which is based on a percentage of his or her base salary. WithIn February 2021, the exceptiontarget LTI opportunity (expressed as a percentage of Ms. Good, no changes were madeannual base salary) was increased by 25 percentage points for Mr. Ghartey-Tagoe to more closely align his TDC opportunity and the market. The LTI opportunities offor the other NEOs in 2017. In an effort to align Ms. Good's total compensation opportunity with the competitive market median of the peer group data provided by our independent, compensation consultant, the Compensation Committee increased Ms. Good's LTI opportunityremained unchanged from 700% to 750% of base salary.

This action was taken to strengthen the competitiveness of Ms. Good's total annual compensation opportunity. The Compensation Committee believes it in the best interests of our shareholders to ensure that our Chief Executive Officer is compensated in a way that fosters alignment with their long-term interests. Given the importance of the performance measures used in our LTI program (cumulative adjusted EPS, relative TSR and safety), and the focus on the ROE goal for Ms. Good's supplemental performance-based retention grant, the Compensation Committee determined it appropriate to provide Ms. Good with an increased LTI award opportunity in 2017. The increased annual LTI award opportunity completed the Compensation Committee's 2017 strategy of addressing both: (1) retention concerns (resolved with the granting of the one-time, performance-based retention grant) and (2) alignment with the 50th percentile of the market (resolved with the continuation of the Compensation Committee's step-like approach to elevate Ms. Good's total annual target pay opportunity to be consistent with the market).

2020 levels.
Name
Name
Target LTI Opportunity
(as a % of base salary)

salary)

Lynn J. Good

750%

Steven K. Young

225%

Dhiaa M. Jamil

275%

Julia S. Janson

225%

Lloyd M. Yates

225%
Lynn J. Good800%
Steven K. Young300%
Dhiaa M. Jamil325%
Julia S. Janson300%
Kodwo Ghartey-Tagoe275%

The Compensation and People Development Committee reviews the allocation between performance shares and RSUs annually with its compensation consultant, which confirmed that the present 70%/30% mix of performance shares (70% allocation) and RSUs (30% allocation) was consistent with market benchmarking among both utility peers and the general industry. The Compensation and People Development Committee believes that this allocation strikes an appropriate balance to both incentivize and retain our executive officers, and aligns with our strong pay for performance philosophy.

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Table of Contents

COMPENSATION DISCUSSION AND ANALYSIS

2017-20192023 Performance Shares (70% of Long-Term Incentive Program)

Our Compensation and People Development Committee has evolved the design ofdesigned our performance shares over the last three years to reflect shareholder feedback requesting a focus on multiple core metrics linked
to our long-term success and balancing relative and absolute performance comparisons. As indicated in the following chart, we added a cumulative adjusted EPS metric in 2016, and in 2017 we added a safety metric and several new featuresorder to further strengthen theemphasize pay for performance alignment in the TSR metric.

GRAPHICcomparisons.

In order to emphasize pay for performance, the 2017-20192021 – 2023 performance shares vest at the end of the 2017-2019 three-year
BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   51

COMPENSATION DISCUSSION AND ANALYSIS
performance period based on: (i) our cumulative adjusted basic EPS compared to pre-established targets (50% weighting),; (ii) our relative TSR compared to the companies in the UTY (25% weighting),; and (iii) a new safety measure based on our TICR compared to pre-established targetssimilar companies in the EEI Group 1 Large Company Index (25% weighting). These performance measures were selected to emphasize their importance in aligning the interests of our executives and shareholders.

shareholders and other stakeholders.

Each of the three performance measures for the 2017-20192021 – 2023 performance shares is described below, along with a table that sets forth the performance targets and payout levels.

[MISSING IMAGE: tm2025328d26-pc_cumadjpn.jpg]
The first performance measure is based on Duke Energy’s three-year cumulative adjusted basic EPS measured against pre-established target levels. The Compensation and People Development Committee established the EPS target for the three-year cycle in February 2021 at a level that is challenging, but achievable with strong long-term performance. The following table provides the EPS target levels and corresponding payout levels:
Cumulative Adjusted EPS
Percent Payout of
Target 2021 – 2023
Performance Shares
$17.25 or Higher200%
$16.25 (Target)100%
$14.6050%
Lower than $14.600%
If Duke Energy’s cumulative adjusted basic EPS during the performance period is between $14.60 to $16.25, or between $16.25 to $17.25, the payout for the portion of the performance shares related to this performance measure is interpolated on a straight-line basis.
[MISSING IMAGE: tm221429d2-pc_weightpn.jpg]
The second performance measure is based on the percentile ranking of Duke Energy'sEnergy’s TSR for the three-year performance period beginning January 1 in the year of grant compared to the TSR of each company in the UTY for the same period. The target amount is not earned unless Duke Energy'sEnergy’s TSR is at least at the 55th percentile of the UTY. The following table provides the percentile ranking and corresponding payout levels:

Relative TSR
Performance Percentile
Percent Payout of
Target 2017-2019
Performance Shares*

90th or Higher

200%

55th (Target)Percent Payout of

100%


25thTarget 2021 – 2023

50%


Below 25thPerformance Shares*

0%
90th or Higher200%
55th (Target)
100%
25th50%
Below 25th0%
*

If Duke Energy'sEnergy’s cumulative TSR is negative during the performance period, the payout is limited to the target level.level regardless of the relative performance. If Duke Energy'sEnergy’s cumulative TSR is at least 15%, the payout cannot be less than 30% of the target number of shares related to the TSR portion of the award.award regardless of the relative performance.

If Duke Energy achieves a TSR ranking between the 25th percentile and the 55th percentile or between the 55th percentile and the 90th percentile, the number of performance shares paid will berelated to this performance measure is interpolated on a straight-line basis.
To determine performance share payouts, TSR is calculated using the difference between the opening and closing value of the shares of Duke Energy and each peer in the UTY, with dividends assumed to be reinvested. For purposes of the TSR calculation, the opening value is determined based on the average closing stock price for each company'scompany’s shares on each trading day during the calendar month immediately preceding the performance period, and the closing value is determined based on the average closing stock price for each company'scompany’s shares on each trading day during the last calendar month in the performance period.

[MISSING IMAGE: tm2025328d26-pc_safetypn.jpg]
The secondthird performance measure relates to Duke Energy’s safety performance, which is measured based on Duke Energy's three-year cumulative adjusted EPS measured against pre-established target levels. The Compensation Committee establishedour TICR for employees, as compared to companies in the EPS target for the three-year cycle in February 2017 at a level that is challenging, but achievable with strong long-term performance.EEI Group 1 Large Company Index, excluding companies without gas or nuclear operations. The following table provides the EPSTICR target levels and corresponding payout levels:

Relative TICR
Performance Percentile
Percent Payout of
Target 2021 – 2023
Performance Shares
Top Company200%
90th (Target)
100%
75th50%
Below 75th0%
Cumulative Adjusted EPS
Percent Payout of
Target 2017-2019
Performance Shares

$15.00 or Higher

200%

$14.40 (Target)

100%

$13.80

50%

Lower than $13.80

0%

If Duke Energy's cumulative adjusted EPSEnergy’s safety performance during the performance2021 – 2023 period is between the minimum and target level, or between the target and maximum level, the payout for the portion of the performance shares related to this performance measure is interpolated on a straight-line basis.

The third performance measure is based on Duke Energy's safety as determined based on our TICR for employees, as compared to pre-established target levels. The Compensation Committee established the target levels in February 2017, based on the relative historical performance of the companies in the EEI Group 1 large company index from 2013 to 2015, with minimum performance based on the 75th percentile, target performance based on the 90th percentile, and maximum

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52   DUKE ENERGY 2022 PROXY STATEMENT
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COMPENSATION DISCUSSION AND ANALYSIS

performance based on the results of the top company during the historical period. The following table provides the TICR target levels and corresponding payout levels:


Total Incident Case Rate for
Employees

Percent Payout of
Target 2017-2019
Performance Shares

0.45 or Better

200%

0.59 (Target)

100%

0.77

50%

Worse than 0.77

0%

If Duke Energy's safetyThe performance duringshares provide for continued vesting upon retirement of a NEO after having attained at least age 60 and completing at least five years of service. This enhanced vesting provision applies only if the 2017-2019 period is betweenretiring executive remains employed, at a minimum, for at least the minimum and target level, or between the target and maximum level, the payout for the portionfirst year of the performance period and remains in compliance with restrictive covenants, such as non-competition and non-solicitation provisions. The performance shares relatedremain subject to thisthe achievement of actual performance measure is interpolated on a straight-line basis.

results.

Restricted Stock Units (30% of Long-Term Incentive Program)

The RSUs generally vest in equal installments on the first three anniversaries of the date of grant, provided the recipient continues to be employed by Duke Energy on each vesting date.

Performance-Based Retention Awards

As described on page 40, the Compensation Committee provided performance-based retention grants to Ms. Good ($7,000,000), Mr. Young ($250,000), Mr. Jamil ($1,000,000) and Ms. Janson ($750,000) to mitigate retention risk.

Payout of 2015-20172019 – 2021 Performance Shares

The 2015-20172019 – 2021 performance shares were eligible to be earned based on Duke Energy's relative TSR duringfor the three-year performance period from January 1, 2015, toending December 31, 2017, as2021, generally vest based on: (i) our cumulative adjusted EPS compared to pre-established targets (50% weighting); (ii) our relative TSR compared to the companies in the UTY. UTY (25% weighting); and (iii) a safety measure based on our TICR for employees, as compared to companies in the EEI Group 1 Large Company Index, excluding companies without gas or nuclear operations (25% weighting).
[MISSING IMAGE: tm221429d2-tbl_formv2pn.jpg]
The payout levelsfirst measure was based on our cumulative adjusted EPS during the three-year period compared to pre-established targets, as follows:
Cumulative
Adjusted EPS
Percent Payout of
Target 2019 – 2021
Performance Shares
Result
Payout of
Target
$16.25 or Higher200%
$15.65 (Target)100%$15.67103.33%
$15.0550%
Lower than $15.050%
The second measure was based on our relative TSR for the 2015-2017three-year period compared to the companies in the UTY, as follows:
Relative TSR
Performance Percentile
Percent Payout of
Target 2019 – 2021
Performance Shares
Result
Payout of
Target*
90th or Higher200%
55th (Target)
100%
25th50%
41.2nd Percentile
76.96%
Below 25th0%
*
If cumulative TSR is negative during the performance shares, as well asperiod, the result that was certified bypayout is limited to the Compensation Committee in February 2018, are as follows:

target level regardless of the relative performance. If cumulative TSR is at least 15%, the payout cannot be less than 30% of the target regardless of the relative performance.
Relative TSR
Performance
Percentile

Percent Payout of
Target 2015-2017
Performance
Shares

Result
Payout of
Target

 

90th or Higher

200% 

50th (Target)

100%   

25th

30%33.3rd Percentile53.2% 

Below 25th

0%   

BUILDING A Other Elements of Our Compensation ProgramSMARTER

ENERGY FUTURE®
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COMPENSATION DISCUSSION AND ANALYSIS
The third measure was based on TICR for employees during the three-year period as compared to companies in the EEI Group 1 Large Company Index, excluding companies without gas or nuclear operations, as follows:
TICR for Employees
Percent Payout of
Target 2019 – 2021
Performance Shares
Result
Payout of
Target
Top Company200%0.36200%
90th (Target)
100%
75th50%
Below 75th0%
In the aggregate, this performance corresponds to a payout of 120.91% of the target number of 2019 – 2021 performance shares, plus dividend equivalents earned during the performance period. The following table lists the number of 2019 – 2021 performance shares to which our NEOs became vested at the end of that performance cycle:
Name
2019 – 2021
Target
Shares
Overall
Achievement
as a % of
Target
2019 – 2021
Performance
Shares
Earned
Lynn J. Good81,767120.91%98,864
Steven K. Young14,480120.91%17,508
Dhiaa M. Jamil19,746120.91%23,875
Julia S. Janson13,059120.91%15,790
Kodwo Ghartey-Tagoe2,089120.91%2,526
Other Elements of Our Compensation Program
Retirement and Welfare Benefits

Our NEOs participate in the retirement and welfare plans generally available to other eligible employees. In addition, in order to attract and retain key executive talent, we believe that it is important to provide our NEOs with certain limited retirement benefits that are offered only to a select group of management. These retirement plans provided to our NEOs are described on pages 58-6264 through 67 of this proxy statement and are generally comparable to the benefits provided by peers of Duke Energy, as determined based on market surveys.

Duke Energy provides theour NEOs with the same health and welfare benefits it provides to all other similarly-situatedsimilarly situated employees, and at the same cost charged to all other eligible employees. TheOur NEOs also are entitled to the same post-retirement health and welfare benefits as those provided to similarly-situatedsimilarly situated retirees.

Perquisites

The Compensation and People Development Committee believes it is important to provide only limited perquisites as supported by competitive practice. In 2017,2021, Duke Energy provided our NEOs with certain otherthe perquisites which are disclosed in footnote 5the footnotes to the Summary Compensation Table on page 54.61 of this proxy statement. Duke Energy providesoffers these perquisites, as well as other benefits to certain executives in order to provide competitive total compensation packages. The cost of perquisites and other personal benefits is not part of base salary, and, therefore, does not affect the calculation of awards and benefits under Duke Energy'sEnergy’s other
compensation arrangements (i.e., retirement and incentive compensation plans).

Our NEOs were eligible to receive the following perquisites and other benefits during 2017:2021: (i) up to $2,500 for the cost of a comprehensive physical examination,examination; (ii) reimbursement of expenses incurred for tax and financial planning services, which program is administered on a three-year cycle, such that participating executives can be reimbursed for up to $15,000 of eligible expenses during the three-year cycle,cycle; (iii) matching contributions from the Duke Energy Foundation of up to $5,000 to qualifying charitable institutions,institutions; (iv) reimbursement of a portion of the monthly expense for a personal mobile device; and (iv)(v) preferred airline status.

In addition, we occasionally provide our NEOs with tickets to athletic and cultural events for personal use.

Ms. Good may use the corporate aircraft for personal travel in North America. With advance approval from the Chief Executive Officer,CEO, the other NEOs may use the corporate aircraft for personal travel in North America. If Ms. Good or any other NEO uses the corporate aircraft for personal travel, he or she must reimburse Duke Energy for the direct operating costs for such travel. However, Ms. Good is not required to reimburse Duke Energy for the cost of travel forto her executive physical or to meetings of the board of directors of other companies on which board she serves. For additional information on the use of the corporate aircraft, see footnote 5the footnotes to the Summary Compensation Table.

48    DUKE ENERGY – 2018 Proxy Statement

54   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

COMPENSATION DISCUSSION AND ANALYSIS


Employment Agreement with Ms. Good

Effective July 2013, Duke Energy entered into an employment agreement with Ms. Good that containscontained a three-year initial term and automatically renews for additional one-year periods at the end of the initial term unless either party provides 120 days'days’ advance notice. In the event of a change in control of Duke Energy, the term automatically extends to a period of two years.

Upon a termination of Ms. Good'sGood’s employment by Duke Energy without "cause"“cause” or by Ms. Good for "good reason"“good reason” (each as defined in her employment agreement), Ms. Good would be entitled to the severance benefits described under the "Potential“Potential Payments Upon Termination or Change in Control"Control” section on page 68 of this proxy statement. Ms. Good'sGood’s employment agreement does not provide for golden parachute excise tax gross-up payments.

Severance Plan

The Executive Severance Plan provides severance protection to theour NEOs, other than Ms. Good, in order to provide a consistent approach to executive severance and to provide eligible executives with certainty and security while they are focusing on their duties and responsibilities. Severance compensation would only be paid in the event that an eligible executive'sexecutive’s employment is involuntarily terminated without "cause"“cause” or is voluntarily terminated for "good“good reason," and is subject to compliance with restrictive covenants (i.e., noncompetition)confidentiality and non-competition). The severance compensation that would be paid in the event of a qualifying termination of employment to those senior executives who are identified as "Tier“Tier I Participants," including Mr. Young, Mr. Jamil, Ms. Janson, and Mr. Yates,Ghartey-Tagoe, generally approximates two times his or her annual compensation and benefits. The Executive Severance Plan prohibits the payment of severance if an executive also would be entitled to severance compensation under a separate agreement or plan maintained by Duke Energy, including the Change in Control Agreements described below. The Executive Severance Plan does not provide for golden parachute excise tax gross-up payments.

The benefit levels under the Executive Severance Plan are described in more detail on pages 69 through 71 under the "Potential“Potential Payments Upon Termination or Change in Control"Control” section of this proxy statement.

Change in Control Agreements

Duke Energy has entered into Change in Control Agreements with theour NEOs other than Ms. Good. Under these agreements, each such NEO would be entitled to certain payments and benefits ifif: (i) a change in control were to occuroccur; and (ii) within two years following the change in control, (a) Duke Energy terminates the executive'sexecutive’s employment is terminated without "cause"“cause,” or (b) the executive terminates his or her employment for "good“good reason." The severance that would be provided by Duke Energy to these NEOs is generally two times the executive'sexecutive’s annual compensation and benefits and becomes payable only if there is both a change in control and a qualifying termination of employment. The Compensation and People Development Committee approved the two times severance multiplier after consulting with its advisors and reviewing the severance provided by peer companies. The Change in Control Agreements do not provide for golden parachute excise tax gross-up payments.

Our restricted stock unitRSU and performance share awards provide for "double-trigger"“double-trigger” vesting in full (without proration) upon a qualifying termination of employment in connection with a change in control. Performance share awards granted prior to 2018 provide for pro rata vesting at the target performance level in the event of a change in control, without regard to termination of employment. Performance shares granted after 2017 do not vest upon a change in control, but instead would vest only in the event of a subsequent termination of employment.

The Compensation and People Development Committee believes these change in control arrangements are appropriate in order to diminish the uncertainty and risk to the executives'executives’ roles in the context of a potential or actual change in control. The benefit levels under the Change in Control Agreements and equity awards are described in more detail on pages 69 through 71 under the "Potential“Potential Payments Upon Termination or Change in Control"Control” section beginning on page 63 of this proxy statement.

Retention Agreement
with Mr. Ghartey-Tagoe
Effective February 1, 2019, Duke Energy entered into a retention agreement with Mr. Ghartey-Tagoe, which was subsequently amended effective December 15, 2021. Under this agreement, Duke Energy agreed to provide Mr. Ghartey-Tagoe with a $200,000 payment in consideration for his continued employment during the retention period (or upon his earlier death or disability), or a prorated portion of this amount in the event of his involuntary termination of employment without “cause.” This retention amount was paid on December 15, 2021.
BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   55

COMPENSATION DISCUSSION AND ANALYSIS
Section 3: Competitive Market Practices

Compensation Consultant

Compensation Consultant

The Compensation and People Development Committee has engaged FW Cook to report directly to the Compensation and People Development Committee as its independent compensation consultant.

The compensation consultant generally attends each Compensation and People Development Committee meeting and provides advice, to the Compensation Committee at the meetings, including reviewing and commenting on market compensation data used to establish the compensation of the executive officers and directors, the terms and performance goals applicable to incentive plan awards, the process for certifying achievement of the incentive goals, and analysis with respect to specific projects and information regarding trends and competitive practices. The compensation consultant also routinely meets with the Compensation and People Development Committee members without management present. When establishing the compensation program for our NEOs, the Compensation and People Development Committee considers input and recommendations from management, including Ms. Good,
who attends the Compensation and People Development Committee meetings.

The consultant has been instructed that it is to provide completely independent advice to the Compensation and People Development Committee and is not permitted to provide any services to Duke

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COMPENSATION DISCUSSION AND ANALYSIS

Energy other than at the direction of the Compensation and People Development Committee. With the consent of the Chair of the Compensation and People Development Committee, the consultant may meet with management to discuss strategic issues with respect to executive compensation andthat will assist the consultant in its engagement with the Compensation and People Development Committee.

The Compensation and People Development Committee has assessed the independence of FW Cook pursuant to SEC rules, and concluded that no conflict of interest exists that would prevent the consulting firm from independently advising the Compensation and People Development Committee.

Compensation Peer Group
Compensation Peer Group

One of our core compensation objectives is to attract and retain talented executive officers throughby providing a total compensation package that generally is competitive with that of other executives and key employees of similarly-sizedsimilarly sized companies with similar complexity, whether within or outside of the utility sector.

The Compensation and People Development Committee, with input and advice from its independent consultant, has developed a customized peer group for the review of executive compensation levels and plan design practices.

The customized peer group consists of 23 similarly-sized20 similarly sized companies from the utility and general sectors, with the general industry companies also having satisfied at least one of the following characteristics: (i) operates in capital intensive industry,industry; (ii) operates in a highly regulated industry,industry; (iii) has significant manufacturing operations,operations; or (iv) derives more than 50% of revenue in the United States.
The customized peer group consistsused by the Compensation and People Development Committee in February 2021 remained unchanged from 2020 and consisted of:

Compensation Peer Group
3MDominion Resources*FedExFirstEnergy*MonsantoMedtronic
American Electric Power*Dow Chemical**Eaton CorporationFirstEnergy*NextEra Energy*
CenturyLinkDuPont**General DynamicsPG&E Corp.*NextEra Energy*
Colgate-PalmoliveEatonEdison International*International PaperSouthern*PG&E Corp.*
Consolidated Edison*Edison International*Exelon*Lockheed MartinUPSThe Southern Co.*
Deere & Co.Exelon*Medtronic
FedExLumen TechnologiesUPS
*

Utility subset consisting of nine companies in the UTY.

**
Dow Chemicalcompanies.
The Compensation and DuPont merged on August 31, 2017, and, therefore, each has been excluded from the peer group after that time.

The CompensationPeople Development Committee also reviews executive compensation levels against a subset of the customized peer group consisting of nine companies in

the UTY, and where appropriate, the Towers Watson Energy Services Executive Compensation database and the Towers Watson General Industry Executive Compensation database.

data from other compensation surveys.

50    DUKE ENERGY – 2018 Proxy Statement

56   DUKE ENERGY 2022 PROXY STATEMENT
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COMPENSATION DISCUSSION AND ANALYSIS


Section 4: Executive Compensation Policies

Following

The following is a summary of our executive compensation policies, which reinforce our pay-for-performancepay for performance philosophy and strengthen the alignment of interests of our executives and shareholders:

Policy

Description



PolicyDescription
Stock ownership/holding policy
Stock ownership policyRequires significant stock ownership. We maintain aggressivemeaningful stock ownership guidelines to reinforce the importance of Duke Energy stock ownership. These guidelines are intended to align the interests of executives and shareholders and to focus the executives on our long termlong-term success. Under these guidelines, each of our currentactive NEOs must own Duke Energy shares in accordance with the following schedule:
Leadership PositionValue of Shares

Leadership Position

Value of Shares

​ ​ ​ ​ ​ 

Chief Executive Officer

CEO6x Base Salary

Other NEOs

3x Base Salary
​ ​ ​ 

Stock holding policy




EachAn NEO is required to holdalso can satisfy the policy by holding 50% of all shares acquired under the LTI program (after payment of any applicable taxes) and 100% of all shares acquired upon the exercise of stock options (after payment of the exercise price and taxes) until the applicable stock ownership requirement is satisfied.. Each of our NEOs was in compliance with the stock ownership/stock holding policy during 2017.2021.



Clawback policy



We maintain a "clawback“clawback policy," which would allow us to recoverrecover: (i) certain cash or equity based incentive compensation tied to financial results in the event those results were restated due at least in part to the recipient'srecipient’s fraud or misconduct or (ii) an inadvertenta payment based on an incorrect calculation.



Hedging or pledging policy



We have a policy that prohibits employees (including theour NEOs) and directors from trading in options, warrants, puts, and calls, or similar instruments in connection with Duke Energy securities, or selling Duke Energy securities "short."













In addition, in 2017 we strengthened our“short.” Our pledging policy to prohibitprohibits the pledging of any Duke Energy securities, regardless of where or how such securities are held.

See “Prohibition on Hedging and Pledging” on page 38 of this proxy statement for additional information about the hedging prohibition.
Equity award grant policy

Equity award grant policy




In recognition of the importance of adhering to specific practices and procedures in the granting of equity awards, the Compensation and People Development Committee has adopted a policy that applies to the granting of equity awards. Under this policy, annual grants to employeesour NEOs may be made at any regularlypreviously scheduled meeting, provided that reasonable efforts will be made to make such grants at the first regularly scheduled meeting of each calendar year, and annual grants to independent directors may be made by the Board at any regularlypreviously scheduled meeting, provided that reasonable efforts will be made to make such grants at the regularly scheduled meeting that is held in conjunction with the annual meeting of shareholdersAnnual Meeting each year.


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Policy

Description



Risk assessment policy
Risk assessment policyIn consultation with the Compensation and People Development Committee, members of management from Duke Energy'sEnergy’s Human Resources, Legal, and Risk Management groupsDepartments assessed whether our compensation policies and practices encourage excessive or inappropriate risk taking by our employees, including employees other than our NEOs. This assessment included a review of the risk characteristics of Duke Energy'sEnergy’s business and the design of our incentive plans and policies. Management reported its findings to the Compensation and People Development Committee, and after review and discussion, the Compensation and People Development Committee concluded that our plans and policies do not encourage excessive or inappropriate risk taking.

Shareholder approval policy for severance



We have a policy, generally, to seek shareholder approval for any future agreements with our NEOs that provide severance compensation in excess of 2.99x the executive'sexecutive’s annual compensation or that provide for tax gross-ups in connection with a termination event.


BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   57

COMPENSATION DISCUSSION AND ANALYSIS
Section 5: Tax and Accounting Implications

Deductibility of Executive Compensation

Deductibility of Executive Compensation

The Compensation and People Development Committee reviews and considers the deductibility of executive compensation under Section 162(m) of the Internal Revenue Code, which provides that Duke Energy generally may not deduct, for federal income tax purposes, annual compensation in excess of $1 million paid to certain employees. Performance-basedPrior to 2018, performance-based compensation paid pursuant to shareholder approved plans iswas not subject to the deduction limit as long as such compensation iswas approved by "outside directors"“outside directors” within the meaning of Section 162(m) of the Internal Revenue Code and certain other requirements arewere satisfied.

For example, in order

The Tax Act, which was enacted on December 22, 2017, included a number of significant changes to qualifySection 162(m), such as the STI asrepeal of the performance-based compensation our STI Plan is structured so that if 2017 adjusted diluted EPS is at least equal to $4.10,exemption and the executive officers will have satisfied the requirement to receive the "maximum" payout under the plan, but the executive officers are not assured of earning this maximum amount. Instead, the Compensation Committee has the authority to reduce from the maximum the payout based on its assessmentexpansion of the definition of “covered employees” ​(e.g., by including the CFO and certain former NEOs as covered employees). As a result of these changes,
except as otherwise provided in the transition relief provisions of the Tax Act, compensation paid to any of our covered employees generally will no longer be deductible in 2018 or future years, to the extent to which the applicable performance goals under the plan are achieved.

that it exceeds $1 million.

The Compensation and People Development Committee has not adopted a policy that would have required all compensation to be deductible because the Compensation and People Development Committee wantedwants to preserve the ability to pay compensation to our executives in appropriate circumstances, even if such compensation would not be deductible under Section 162(m). For example, restricted stock unit awards received by certain employees, depending on the amount
The Compensation and other types of compensation received by such employees, may not be deductible under Section 162(m).

The Tax Cuts and Jobs Act, which was enacted on December 22, 2017, includes a number of significant changes to Section 162(m), such as the repeal of the performance-based compensation exemption and the expansion of the definition of "covered employees" (for example, by including the Chief Financial Officer and certain former NEOs as covered employees). As a result of these changes, except as otherwise provided in the transition relief provisions of the Tax Cuts and Jobs Act, compensation paid to any of our covered employees generally will not be deductible in 2018 or future years, to the extent that it exceeds $1 million.

In response, the Compensation Committee has taken steps that it deemed appropriate with the intention of preserving the deductibility of certain of our compensation arrangements that were in effect on the date of enactment of the Tax Cuts and Jobs Act. Due to uncertainties regarding the scope of transition relief under the Tax Cuts and Jobs Act, however, there can be no guarantee that any compensation paid to our covered employees will be or remain exempt from Section 162(m). The CompensationPeople Development Committee will continue to consider thesetax implications (including the potential lack of deductibility under Section 162(m)) when making compensation decisions, but reserves the right to make compensation decisions based on other factors believed to be in the best interests of Duke Energy and our shareholders.

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COMPENSATION DISCUSSION AND ANALYSIS

Accounting for Stock-Based Compensation

Accounting for Stock-Based Compensation
Stock-based compensation represents costs related to stock-based awards granted to employees and members of the Duke Energy Board. Duke Energy recognizes stock-based compensation based upon the estimated fair value of the awards, net of estimated forfeitures at the date of issuance. The recognition period for these costs begins at either the applicable service
inception date or grant date, and continues throughout the requisite service period or, for certain share-based awards, until the employee becomes retirement eligible, if earlier. Compensation cost is recognized as expense or capitalized as a component of property, plant, and equipment.

Non-GAAP Financial Measures

Non-GAAP Financial Measures
As described previously in this Compensation Discussion and Analysis, Duke Energy uses various financial measures, including adjusted dilutedEPS, cumulative adjusted EPS, and O&M expense, in connection with short-term and long-term incentives. Adjusted diluted EPS is awas also used to determine the original forecasted guidance range of $5.00 to $5.30. Adjusted EPS and cumulative adjusted EPS are non-GAAP financial measure as it representsmeasures that represent basic and diluted EPS from continuing operations attributableavailable to Duke Energy Corporation common shareholders, adjusted for the per-shareper share impact of special items. Cumulative adjusted EPS is calculated based on a cumulative three-year basis. For the years ended December 31, 2021, 2020, and 2019, basic EPS available to Duke Energy common shareholders and diluted EPS available to Duke Energy common shareholders were equal. For 2019, Duke Energy used adjusted diluted EPS as a financial measure to evaluate management performance. Beginning in 2020, Duke Energy used adjusted basic EPS as the financial measure to evaluate management performance. Adjusted basic EPS represents basic EPS available to Duke Energy common shareholders (GAAP reported basic EPS), adjusted for the per share impact of special items. As
discussed below, special items includerepresent certain charges and credits, which management believes are not indicative of Duke Energy'sEnergy’s ongoing performance. A component of the financial performance metric is O&M expense. The O&M expense measure used for incentive plan purposes also is a non-GAAP financial measure as it represents GAAP O&M adjusted primarily for expenses recovered through rate riders, certain regulatory accounting deferrals, and applicable special items. Management believes that the presentation of adjusted diluted EPS provides useful information to investors, as it provides them an additional relevant comparison of Duke Energy'sEnergy’s performance across periods. Management uses this non-GAAP financial measure for planning and forecasting and for reporting financial results to the Board, employees, shareholders, analysts, and investors. The most directly comparable GAAP measures for adjusted diluted EPS and O&M expense measures used for incentive plan purposes are reported basic and diluted EPS from continuing operations attributableavailable to Duke Energy Corporation common shareholders and reported O&M expense from continuing operations, which includes the impact of special items.

58   DUKE ENERGY 2022 PROXY STATEMENT
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COMPENSATION DISCUSSION AND ANALYSIS
Special items included infor the periods presented include the following, items which management believes do not reflect ongoing costs. Costs to achieve mergers represent charges that result from potential or completed strategic acquisitions. Commercial Renewables Impairments represent other-than-temporary, asset and goodwill impairments. Regulatory settlements represent chargescosts:

Gas Pipeline Investments represents costs related to the Levy nuclear project in Florida and the Mayo Zero Liquid Discharge and Sutton combustion turbine projects in North Carolina. Impactscancellation of the Tax ActACP investment, additional exit obligations, and lost earnings from the ACP project cancellation.

Regulatory Settlements represent amounts recognizedan impairment charge related to the Tax CutsSouth Carolina Supreme Court decision on coal ash, insurance proceeds, the Duke Energy Carolinas and Jobs Act.

Duke Energy's adjusted earningsEnergy Progress coal ash settlement, and the partial settlements in the 2019 North Carolina rate cases.


Impairment charges in 2019, which represents a reduction of prior year impairment at Citrus County combined cycle and an other-than-temporary impairment of the remaining investment in Constitution Pipeline Company, LLC.

Severance represents the reversal of 2018 severance charges, which were deferred as a result of a partial settlement in the Duke Energy Carolina and Duke Energy Progress 2019 North Carolina rate cases. In 2018, severance charges relate to company-wide initiatives, excluding merger integration, to standardize process and systems, leverage technology, and workforce optimization.

Workplace and Workforce Realignment represents costs attributable to business transformation, including long-term real estate strategy changes and workforce realignment.
Duke Energy’s adjusted EPS and O&M expense may not be comparable to similarly-titledsimilarly titled measures of another company because other companies may not calculate the measures in the same manner.

DUKE ENERGY – 2018 Proxy Statement    53

BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   59

EXECUTIVE COMPENSATION


SUMMARY COMPENSATION TABLE

The following table provides compensation information for our Chief Executive OfficerCEO (Ms. Good), our Chief Financial OfficerCFO (Mr. Young) and theour three other most highly compensated executive officers who were employed on December 31, 2017,2021, (Mr. Jamil, Ms. Janson, and Mr. Yates)Ghartey-Tagoe).

The table provides information for 2019 and 2020 only to the extent that each NEO was included in the Duke Energy Summary Compensation Table for those years.
Name and Principal PositionYear
Salary
($)
Bonus
($)
Stock
Awards
($)(1)
Option
Awards
($)
Non-Equity
Incentive Plan
Compensation
($)(2)
Change in
Pension
Value and
Nonqualified
Deferred
Compensation
Earnings
($)(3)
All Other
Compensation
($)(4)
Total
($)
Lynn J. Good
Chair, President and CEO
20211,390,500011,196,18703,288,915277,111298,52316,451,236
20201,390,500011,431,73801,169,578246,046306,53614,544,398
20191,383,750010,122,57902,793,389355,908373,81015,029,436
Steven K. Young
Executive Vice President and CFO
2021775,67502,342,10601,000,73777,252169,1184,364,888
2020769,51902,391,3450353,050261,816125,8793,901,609
2019734,00301,792,6190868,773280,504104,1003,779,999
Dhiaa M. Jamil
Executive Vice President and COO
2021873,05502,855,83501,071,369111,034187,2765,098,569
2020867,45802,915,9100397,984267,957138,3914,587,700
2019834,09402,444,4610987,243294,80997,7074,658,314
Julia S. Janson
Executive Vice President and CEO, Duke Energy Carolinas
2021750,75002,766,8550968,5800162,0154,648,200
2020744,79202,314,5300341,705522,811125,0104,048,848
2019674,16701,616,7020797,951772,88593,6523,955,357
Kodwo Ghartey-Tagoe
Executive Vice President, Chief
Legal Officer and Corporate
Secretary
2021595,833
200,000(5)
1,674,5400659,46834,498115,3863,279,725
(1)
Name and Principal Position
 Year
 Salary
($)

 Bonus
($)

 Stock
Awards
($)(2)

 Option
Awards
($)

 Non-Equity
Incentive Plan
Compensation
($)(3)

 Change in
Pension
Value and
Nonqualified
Deferred
Compensation
Earnings
($)(4)

 All Other
Compensation
($)(5)

 Total
($)

 

Lynn J. Good

 2017 1,341,667 0 17,244,803 0 2,110,736 308,336 410,394 21,415,936 

Chairman, President

 2016 1,291,667 0 9,128,876 0 2,676,465 334,612 361,974 13,793,594 

and Chief Executive Officer

 2015 1,225,758 0 7,565,830 0 1,572,161 149,884 312,198 10,825,831 

Steven K. Young

  2017  682,500 0  1,827,744 0   557,291 231,604   99,570  3,398,709 

Executive Vice President

  2016  625,000 0  1,672,064 0   665,742 192,600   84,964  3,240,370 

and Chief Financial Officer

  2015  591,667 0  1,373,846 0   445,068 111,329   73,223  2,595,133 

Dhiaa M. Jamil

 2017 781,250 0 3,191,191 0   643,863 270,064 101,834 4,988,202 

Executive Vice President

 2016 737,500 0 3,069,081 0   832,658 224,991   81,218 4,945,448 

and Chief Operating Officer

 2015 670,833 0 1,717,248 0   532,795 143,014   83,508 3,147,398 

Julia S. Janson(1)

  2017  608,333 0  2,172,889 0   496,731 404,315   76,282  3,758,550 

Executive Vice President

  2016  520,833 0  1,434,996 0   588,035 832,261   55,873  3,431,998 

External Affairs, Chief Legal Officer and Corporate Secretary

  2015  500,000 0  1,017,661 0   388,714 484,163   62,358  2,452,896 

Lloyd M. Yates

 2017 683,419 0 1,563,447 0   532,072 751,046 136,604 3,666,588 

Executive Vice President

 2016 661,458 0 2,254,988 0   680,129 478,811 112,466 4,187,852 

Customer and Delivery Operations and President, Carolinas Region

 2015 631,667 0 1,453,927 0   480,464             0 159,539 2,725,597 
(1)
Effective May 1, 2017, Ms. Janson became Executive Vice President, External Affairs, Chief Legal Officer and Corporate Secretary. Prior to this assignment, she served as Executive Vice President, Chief Legal Officer and Corporate Secretary.

(2)
Grant Date Fair Value of Stock Awards for Accounting Purposes.Purposes: This column does not reflect the value of stock awards that were actually earned or received by theour NEOs during each of the years listed above. Rather, as required by applicable SEC rules, this column reflects the aggregate grant date fair value of the performance shares and performance-based retention grant (based on the probable outcome of the performance conditions as of the date of grant) and RSUs granted to our NEOs in the applicable year. The aggregate grant date fair value of the performance shares provided in 20172021 to Ms. Good, Mr. Young, Mr. Jamil, Ms. Janson, and Mr. Yates,Ghartey-Tagoe, assuming that the highest level of performance would be achieved, is $14,414,601; $2,219,905; $3,083,111; $2,002,073$15,718,027; $3,287,995; $4,009,238; $3,182,391; and $2,199,762;$2,350,784; respectively. The aggregate grant date fair value of the awards was determined in accordance with the accounting guidance for stock-based compensation. See Note 2021 of the Consolidated Financial Statements contained in our 2021 Form 10-K for an explanation of the assumptions made in valuing these awards.
(2)

(3)
With respect to the applicable performance period, this column reflects amounts payable under the STI Plan.plan. Unless deferred, the 20172021 amounts were paid in March 2018.2022.
(3)

(4)
This column includes the amounts listed below. The amounts listed were earned over the 12-month period ending on December 31, 2017.2021.
Good
($)
Young
($)
Jamil
($)
Janson
($)
Ghartey-
Tagoe
($)
Change in Actuarial Present Value of Accumulated Benefit Under:
RCBP42,36445,75454,068(7,186)31,523
ECBP234,74731,49856,966(65,279)2,975
Total277,11177,252111,034(72,465)*34,498
*
As required by applicable SEC rules, the aggregate change in actuarial present value of Ms. Janson’s benefits under the RCBP and the ECBP are reflected in this column as $0.
60   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

 
 Good ($)
 Young ($)
 Jamil ($)
 Janson ($)
 Yates ($)
 

Change in Actuarial Present Value of Accumulated Benefit Under:

           

Duke Energy Retirement Cash Balance Plan

  40,408  63,353  61,006  105,609  82,917 

Duke Energy Executive Cash Balance Plan

 267,928 168,251 209,058 298,706 668,129 

Total

  308,336  231,604  270,064  404,315  751,046 

54    DUKE ENERGY – 2018 Proxy Statement


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EXECUTIVE COMPENSATION

(5)

(4)
The All Other Compensation column includes the following for 2017:
2021:
Good
($)
Young
($)
Jamil
($)
Janson
($)
Ghartey-
Tagoe
($)
Matching and Employer Retirement Contributions Under the Retirement Savings Plan17,40017,40017,40017,40017,400
Make-Whole Matching, Cash Balance Contribution Credits and Employer
Retirement Contributions Under the Executive Savings Plan
243,969142,583166,776136,41787,294
Personal Use of the Corporate Aircraft*30,525001,2824,487
Charitable Contributions Made in the Name of the Executive2,5002,5002,5002,5002,500
Financial Planning Program03,07503,6851,125
Relocation Expenses00002,030
Other**4,1293,560600731550
Total298,523169,118187,276162,015115,386
 
 Good ($)
 Young ($)
 Jamil ($)
 Janson ($)
 Yates ($)
 

Matching Contributions Under the Duke Energy Retirement Savings Plan

 16,200 16,200 16,200 16,200 16,200 

Make-Whole Matching Contribution Credits Under the Executive Savings Plan

  224,888  64,695  80,634  55,582  62,474 

Personal Use of Airplane*

 160,656 5,537 0 0 51,430 

Airline Membership

  0  0  0  0  0 

Charitable Contributions Made in the Name of the Executive**

 5,000 5,000 5,000 4,500 0 

Executive Physical Exam Program

  2,500  0  0  0  2,500 

Financial Planning Program

 1,150 8,138 0 0 4,000 

Total

  410,394  99,570  101,834  76,282  136,604 
*
*
Regarding use of corporate aircraft, NEOs generally are required to reimburse Duke Energy the direct operating costs of any personal travel.travel, except Ms. Good is not required to reimburse Duke Energy for the cost of travel to her executive physical or to meetings of the board of directors of other companies on which board she serves. With respect to flights on a leased or chartered airplane, direct operating costs equal the amount that the third party charges Duke Energy for such trip. With respect to flights on the company-owned airplane,corporate aircraft, direct operating costs include the amounts permitted by the Federal Aviation Regulations for non-commercial carriers.carriers, including hangar fees, fuel, crew travel expenses, airplane maintenance, aircraft depreciation, catering, labor, and aircraft leases. NEOs are permitted to invite their spouse or other guests to accompany them on business trips when space is available; however, in such events, the NEO is imputed income in accordance with IRS guidelines. The additionalincremental cost included in the table above is the amount of the IRS-specified tax deduction disallowance, if any, with respect to the NEO'sNEO’s personal travel.

**
Certain charitable contributions made by Duke Energy does not provide any tax gross-ups to the NEOs, are not eligible for matchingincluding with respect to personal use of corporate aircraft.
**
lncludes the cost of benefits under the Matching Gifts Program,executive physical exam program, an airline club membership, reimbursement of a portion of the monthly expense for a personal mobile device, and therefore, are not listed above.

DUKE ENERGY – 2018 Proxy Statement    55


Tableoccasional personal use of Contentstickets to athletic and cultural events.

(5)
Reflects a retention payment provided to Mr. Ghartey-Tagoe pursuant to an agreement effective as of February 1, 2019, and amended on December 15, 2021.
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EXECUTIVE COMPENSATION



GRANTS OF PLAN-BASED AWARDS

Estimated Possible
Payouts Under Non-Equity
Incentive Plan Awards
Estimated Future Payouts
Under Equity Incentive
Plan Awards
All Other
Stock
Awards:
Number
of Shares
of Stock
or Units
(#)
Grant
Date Fair
Value
of Stock
Awards
($)(4)
NameGrant TypeGrant Date
Threshold
($)
Target
($)
Maximum
($)
Threshold
(#)
Target
(#)
Maximum
(#)
Lynn J. GoodCash STI(1)573,5812,294,3254,301,859
LTI Perf. Shares(2)
2/24/202140,12089,155178,3107,859,013
RSUs(3)2/24/202138,2093,337,174
Steven K. YoungCash STI(1)174,527698,1071,308,952
LTI Perf. Shares(2)
2/24/20218,39318,65037,3001,643,997
RSUs(3)2/24/20217,993698,109
Dhiaa M. JamilCash STI(1)196,437785,7491,473,280
LTI Perf. Shares(2)
2/24/202110,23322,74145,4822,004,619
RSUs(3)2/24/20219,746851,216
Julia S. JansonCash STI(1)168,919675,6751,266,891
LTI Perf. Shares(2)
2/24/20218,12318,05136,1021,591,196
RSUs(3)2/24/20217,736675,662
RSUs(3)12/15/20214,816499,997
KodwoCash STI(1)119,167476,667893,750
Ghartey-Tagoe
LTI Perf. Shares(2)
2/24/20216,00013,33426,6681,175,392
RSUs(3)2/24/20215,715499,148
(1)
 
  
  
  
  
  
  
  
  
 All Other
Stock
Awards:
Number
of Shares
of Stock
or Units
(#)

  
 
 
  
  
 Estimated Possible
Payouts Under Non-Equity
Incentive Plan Awards
 Estimated Future Payouts
Under Equity Incentive
Plan Awards
 Grant
Date Fair
Value
of Stock
Awards
($)(5)

 
Name
 Grant Type
 Grant Date
 Threshold
($)

 Target
($)

 Maximum
($)

 Threshold
(#)

 Target
(#)

 Maximum
(#)

 

Lynn J. Good

 Cash STI(1)  987,802 2,079,583 3,821,234      

 LTI Perf. Shares(2) 2/22/2017           44,369  88,738  177,476     7,207,300 

 Performance-Based Retention Award(3) 2/22/2017     87,642   6,999,967 

 Restricted Stock Units(4) 2/22/2017                    38,031  3,037,536 

Steven K. Young

 Cash STI(1)  259,350 546,000 1,003,275      

 LTI Perf. Shares(2) 2/22/2017           6,833  13,666  27,332     1,109,952 

 Performance-Based Retention Award(3) 2/22/2017     3,130   249,993 

 Restricted Stock Units(4) 2/22/2017                    5,857  467,799 

Dhiaa M. Jamil

 Cash STI(1)  296,875 625,000 1,148,438      

 LTI Perf. Shares(2) 2/22/2017           9,490  18,980  37,960     1,541,556 

 Performance-Based Retention Award(3) 2/22/2017     12,520   999,972 

 Restricted Stock Units(4) 2/22/2017                    8,134  649,663 

Julia S. Janson

 Cash STI(1)  231,167 486,667 894,250      

 LTI Perf. Shares(2) 2/22/2017           6,163  12,325  24,650     1,001,037 

 Performance-Based Retention Award(3) 2/22/2017     9,390   749,979 

 Restricted Stock Units(4) 2/22/2017                    5,282  421,873 

Lloyd M. Yates

 Cash STI(1)  259,699 546,735 1,004,626      

 LTI Perf. Shares(2) 2/22/2017           6,771  13,542  27,084     1,099,881 

 Restricted Stock Units(4) 2/22/2017       5,804 463,566 
(1)
Reflects the STI opportunity granted to our NEOs in 20172021 under the Duke Energy Corporation Executive Short-Term Incentive Plan. The information included in the "Threshold," "Target"“Threshold,” “Target,” and "Maximum"“Maximum” columns reflects the range of potential payouts under the plan established by the Compensation and People Development Committee. The actual amounts earned by each executive under the terms of such plan are disclosed in the Summary Compensation Table.Table on page 60 of this proxy statement.
(2)

(2)
Reflects the performance shares granted to our NEOs on February 22, 2017,24, 2021, under the LTI program, pursuant to the terms of the Duke Energy Corporation 2015 LTILong-Term Incentive Plan. The information included in the "Threshold," "Target"“Threshold,” “Target,” and "Maximum"“Maximum” columns reflects the range of potential payouts established by the Compensation and People Development Committee. Earned performance shares will be paid following the end of the 2017-20192021 – 2023 performance period, based on the extent to which the performance goals have been achieved. Any shares not earned are forfeited. In addition, following a determination that the performance goals have been achieved, participants will receive a cash payment equal to the amount of cash dividends paid on one share of Duke Energy common stock during the performance period multiplied by the number of performance shares earned.
(3)

(3)
Reflects retention grants of performance-based RSUs provided to the NEOs on February 22, 2017, under the terms of the Duke Energy Corporation 2015 LTI Plan. These retention awards generally vest in full on the third anniversary of the grant date, provided the recipient remains continuously employed with Duke Energy through that date and Duke Energy achieves an average ROE (excluding goodwill) equal to at least 10% during the period beginning on January 1, 2017, and ending on December 31, 2019. Any shares not earned are forfeited. In addition, following a determination that the performance goal has been achieved, participants will receive a cash payment equal to the amount of cash dividends paid on one share of Duke Energy common stock during the performance period multiplied by the number of performance shares earned.

(4)
Reflects RSUs granted to our NEOs on February 22, 2017,24, 2021, under our LTI program, pursuant to the terms of the Duke Energy Corporation 2015 LTILong-Term Incentive Plan. These RSUs generally vest in equal portions on each of the first three anniversaries of the grant date, provided the recipient continues to be employed by Duke Energy on each vesting date. In addition, reflects RSUs granted to Ms. Janson on December 15, 2021, that are scheduled to vest on the first anniversary of the grant date. If dividends are paid during the vesting period, then the participants will receive a current cash payment equal to the amount of cash dividends paid on one share of Duke Energy common stock during the vesting period multiplied by the number of unvested RSUs.
(4)

(5)
Reflects the grant date fair value of each restricted stock unit,RSU and performance share and performance-based retention grantaward (based on the probable outcome of the performance conditions as of the date of grant) granted to our NEOs in 2017,2021, as computed in accordance with the accounting guidance for stock-based compensation.

56    DUKE ENERGY – 2018 Proxy Statement

62   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

EXECUTIVE COMPENSATION



OUTSTANDING EQUITY AWARDS AT FISCAL YEAR-END

The following table shows the outstanding equity awards held by our NEOs as of December 31, 2017.

2021.
Stock Awards
NameGrant Type
Number of
Shares or
Units of
Stock That
Have Not
Vested
(#)(1)
Market Value
of Shares or
Units of
Stock That
Have Not
Vested
($)(2)
Equity Incentive
Plan Awards:
Number of
Unearned Shares,
Units or Other
Rights That Have
Not Vested
(#)(3)
Equity Incentive
Plan Awards:
Market or Payout
Value of Unearned
Shares, Units or
Other Rights That
Have Not Vested
($)(2)
Lynn J. GoodRSUs71,8277,534,652
Performance Shares (2020 – 2022)153,55616,108,024
Performance Shares (2021 – 2023)178,31018,704,719
Steven K. YoungRSUs14,6511,536,890
Performance Shares (2020 – 2022)32,1223,369,598
Performance Shares (2021 – 2023)37,3003,912,770
Dhiaa M. JamilRSUs18,1631,905,299
Performance Shares (2020 – 2022)39,1684,108,723
Performance Shares (2021 – 2023)45,4824,771,062
Julia S. JansonRSUs18,8601,978,414
Performance Shares (2020 – 2022)31,0903,261,341
Performance Shares (2021 – 2023)36,1023,787,100
Kodwo Ghartey-TagoeRSUs8,726915,357
Performance Shares (2020 – 2022)18,9801,991,002
Performance Shares (2021 – 2023)26,6682,797,473
(1)
 
 
Stock Awards
Name
Grant Type
Number of
Shares or
Units of
Stock That
Have Not
Vested
(#)(1)

Market Value
of Shares or
Units of
Stock That
Have Not
Vested
($)

Equity Incentive
Plan Awards:
Number of
Unearned Shares,
Units or Other
Rights That Have
Not Vested
(#)(2)

Equity Incentive
Plan Awards:
Market or Payout
Value of Unearned
Shares, Units or
Other Rights That
Have Not Vested
($)

Lynn J. Good

Restricted Stock Units71,8076,039,687

Performance Shares (2016-2018)  169,98014,297,018

Performance Shares (2017-2019)177,47614,927,506

Performance-Based Retention Award  87,6427,371,569

Steven K. Young

Restricted Stock Units14,6851,235,155

Performance Shares (2016-2018)  26,4782,227,065

Performance Shares (2017-2019)27,3322,298,895

Performance-Based Retention Award  3,130263,264

Dhiaa M. Jamil

Restricted Stock Units29,1162,448,947

Performance Shares (2016-2018)  38,5263,240,422

Performance Shares (2017-2019)37,9603,192,816

Performance-Based Retention Award  12,5201,053,057

Julia S. Janson

Restricted Stock Units13,0361,096,458

Performance Shares (2016-2018)  22,0641,855,803

Performance Shares (2017-2019)24,6502,073,312

Performance-Based Retention Award  9,390789,793

Lloyd M. Yates

Restricted Stock Units21,6241,818,795

Performance Shares (2016-2018)  28,0222,356,930

Performance Shares (2017-2019)27,0842,278,035
(1)
Ms. Good, Mr. Young, Mr. Jamil, Ms. Janson, and Mr. YatesGhartey-Tagoe received RSUs under our LTI Plan on February 25, 2015,27, 2019, February 19, 2020, and February 24, 2016, and February 22, 2017,2021, which vest, subject to certain exceptions, in equal installments on the first three anniversaries of the date of grant. In addition, Ms. GoodJanson also received additional RSUs under our LTI Plan on June 25, 2015,December 15, 2021, which vest, subject to certain exceptions, in equal installments on the first three anniversaries of February 25, 2015. Mr. Young, Mr. Jamil, Ms. Janson and Mr. Yates also received additional retention grants of RSUs on February 24, 2016, that vest in full, subject to continued employment, on the third anniversary of the grant date.date of grant.
(2)
Market value is based on the closing price per share of our common stock on December 31, 2021, of $104.90.
(3)
(2)
Ms. Good, Mr. Young, Mr. Jamil, Ms. Janson, and Mr. YatesGhartey-Tagoe received performance shares on February 24, 2016,19, 2020, and on February 22, 2017,24, 2021, that, subject to certain exceptions, are eligible for vesting on December 31, 2018,2022, and December 31, 2019,2023, respectively. Ms. Good, Mr. Young, Mr. Jamil and Ms. Janson also received additional retention grants of performance-based RSUs on February 22, 2017, that, subject to certain exceptions, are eligible for vesting on the third anniversary of the date of grant. Pursuant to applicable SEC rules, the performance shares granted in 20162020 and 20172021 are listed at the maximum number of shares and the performance-based retention awards are listed at target.shares.

DUKE ENERGY – 2018 Proxy Statement    57

BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   63

EXECUTIVE COMPENSATION



OPTION EXERCISES AND STOCK VESTED

Stock Awards
Name
Number of Shares
Acquired on
Vesting
(#)(1)
Value Realized
on Vesting
($)(2)
Lynn J. Good134,95214,532,534
Steven K. Young23,9932,582,646
Dhiaa M. Jamil32,4403,497,092
Julia S. Janson21,7902,342,603
Kodwo Ghartey-Tagoe4,519466,024
(1)
 
Stock Awards
Name
Number of Shares
Acquired on
Vesting
(#)(1)

Value Realized
on Vesting
($)(2)

Lynn J. Good

64,5875,690,262

Steven K. Young

11,073980,379

Dhiaa M. Jamil

14,6731,293,633

Julia S. Janson

8,528752,907

Lloyd M. Yates

12,1351,071,667
(1)
Includes vested RSUs and performance shares covering the 2015-20172019 – 2021 performance period, for all NEOs. On February 14, 2018,8, 2022, the Compensation and People Development Committee certified the achievement of the applicable performance measures for the performance share cycle ending in 2017.2021.
(2)

(2)
The value realized upon vesting of stock awards was calculated based on the closing price of a share of Duke Energy common stock on the respective vesting date and includes the following cash payments for dividend equivalents on earned performance shares: Ms. Good: $320,709;$1,041,779; Mr. Young: $59,153;$184,491; Mr. Jamil: $73,932;$251,583; Ms. Janson: $43,817;$166,387; and Mr. Yates: $62,602. Dividend equivalents for the first quarter of 2018 are not included above but were paid due to the fact that the vested performance shares were not distributed until after the certification of performance results on February 14, 2018.Ghartey-Tagoe: $26,618.


PENSION BENEFITS

NamePlan Name
Number of Years
Credited Service
(#)
Present Value
of Accumulated
Benefit
($)
Payments
During Last
Fiscal Year
($)
Lynn J. GoodRCBP18.67492,9980
ECBP18.426,891,1270
Steven K. YoungRCBP41.51991,4890
ECBP41.261,481,7300
Dhiaa M. JamilRCBP40.341,015,1310
ECBP40.091,918,6630
Julia S. JansonRCBP34.001,795,1280
ECBP33.754,457,8070
Kodwo Ghartey-TagoeRCBP19.58624,3030
ECBP19.33449,1540
Name
Plan
Name

Number of Years
Credited Service
(#)

Present Value
of Accumulated
Benefit
($)

Payments
During Last
Fiscal Year
($)

Lynn J. Good

Duke Energy Retirement Cash Balance Plan14.67329,1680

Duke Energy Corporation Executive Cash Balance Plan14.675,987,2990

Steven K. Young

Duke Energy Retirement Cash Balance Plan37.51755,4340

Duke Energy Corporation Executive Cash Balance Plan37.51936,8770

Dhiaa M. Jamil

Duke Energy Retirement Cash Balance Plan36.34784,0490

Duke Energy Corporation Executive Cash Balance Plan36.341,270,8720

Julia S. Janson

Duke Energy Retirement Cash Balance Plan30.001,466,9870

Duke Energy Corporation Executive Cash Balance Plan30.003,581,1960

Lloyd M. Yates

Duke Energy Retirement Cash Balance Plan19.03556,9500

Duke Energy Corporation Executive Cash Balance Plan19.034,486,8580

Duke Energy provides pension benefits that are intended to assist our retirees with their retirement income needs. A more detailed description of the plans that comprise Duke Energy'sEnergy’s pension program follows.

Duke Energy Retirement Cash Balance Plan

Ms. Good, Mr. Young, Mr. Jamil, Ms. Janson, and Mr. YatesGhartey-Tagoe actively participate in the Duke Energy Retirement Cash Balance Plan ("RCBP"),RCBP, which is a noncontributory, defined benefit retirement plan that is intended to satisfy the requirements for qualification under Section 401(a) of the Internal Revenue Code. The RCBP generally covers employees of Duke Energy and affiliates, with certain exceptions for individuals employed or re-employed on or after January 1, 2014, and, prior to the merger of the Piedmont Natural Gas plan into the RCBP effective January 1, 2018, for individuals previously employed with Piedmont Natural Gas who are covered under the Piedmont Natural Gas plan.2014. The RCBP currently provides benefits under a "cash“cash balance account" formula (described below are certainaccount” formula. Certain prior plan formulas).formulas are described below. Ms. Good, Mr. Young, Mr. Jamil, Ms. Janson, and Mr. YatesGhartey-Tagoe have satisfied the eligibility requirements to receive his or her RCBP account benefit upon termination of employment. The RCBP benefit is payable in the form of a lump sum in the amount credited to a hypothetical account at the time of benefit commencement. Payment is also available in annuity
forms based on the actuarial equivalent of the account balance.

58    DUKE ENERGY – 2018 Proxy Statement


Table of Contents

EXECUTIVE COMPENSATION

The amount credited to the hypothetical account is increased with monthly pay credits equal toto: (i) for participants with combined age and service of less than 35 points, 4% of eligible monthly compensation,compensation; (ii) for participants with combined age and service of 35 to 49 points, 5% of eligible monthly compensation,compensation; (iii) for participants with combined age and service of 50 to 64 points, 6% of eligible monthly compensation,compensation; and (iv) for participants with combined age and service of 65 or more points, 7% of eligible monthly compensation. If the participant earns more than the Social Security wage base, the account is credited with additional pay credits equal to 4% of eligible compensation above the Social Security wage base. Interest credits are credited monthly. The interest rate for benefits accrued after 2012 is
64   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

EXECUTIVE COMPENSATION
based on an annual interest factor of 4% and for benefits accrued before 2013 is based generally on the annual yield on the 30-year Treasury rate (determined quarterly), subject to a minimum of 4% and a maximum of 9%.

For the RCBP, eligible monthly compensation is equal to Form W-2 wages, plus elective deferrals under a 401(k), cafeteria, or 132(f) transportation plan, and deferrals under the Executive Savings Plan. Compensation does not include severance pay, payment for unused vacation (including banked vacation and banked time), expense reimbursements, allowances, cash or noncash fringe benefits, moving expenses, bonuses for performance periods in excess of one year, transition pay, LTI compensation (including income resulting from any stock-based awards, such as stock options, stock appreciation rights, RSUs, or restricted stock), military leave of absence pay (including differential wage payments), and other compensation items to the extent described as not included for purposes of benefit plans or the RCBP. The benefit under the RCBP is limited by maximum benefits and compensation limits under the Internal Revenue Code.

Effective at the end of 2012, the Cinergy Corp. Non-Union Employees' Pension Plan ("Cinergy Plan") was merged into the RCBP. The balances that Ms. Good and Ms. Janson had under the Cinergy Plan's "cashPlan’s “cash balance account"account” formula at the end of 2012 were credited to their hypothetical accounts under the RCBP. Prior to 2011, the Cinergy Plan also provided benefits under the Traditional Program formula, which provides benefits based on service and final average monthly pay.FAP. Pursuant to a choice program offered to all non-union participants in the Traditional Program formula in 2006, Ms. Janson elected to participate in the Cinergy Plan'sPlan’s cash balance account formula with the retention of herformula. Her accrued benefit under the Traditional Program, which benefit is based on service through April 1, 2007, and by amendment applicable to Ms. Janson and other choice participants effective at the end of 2016, on pay through December 31, 2016, (with banked vacation taken into account at December 31, 2016). was retained in the plan as well. Ms. Good has always participated in the Cinergy Plan'sPlan’s cash balance account formula.

Under the Cinergy Plan's Traditional Program, in which Ms. Janson participated prior to April 1, 2007, and which was frozen as of December 31, 2016, each participant earns a benefit under a final average pay formula, which calculates pension benefits based on a participant's "highestparticipant’s “highest average earnings"earnings” and years of plan participation. The Traditional Program benefit is payable following normal retirement at age 65, following early retirement at or after age 50 with three or more years of service (with reduction in the life annuity for commencement before age 62 in accordance with prescribed factors) and at or after age 55 with combined age and service of 85 points (with no reduction in the life annuity for commencement before normal retirement age). Ms. Janson is eligible for an early retirement benefit, the amount of which would not be reduced as of December 31, 2021, for early commencement. PaymentPayments to Ms. Janson isare available in a variety of annuity forms and in the form of a lump sum that is the actuarial equivalent of the benefit payable to her under the Traditional Program.

The Traditional Program benefit formula is the sum of (a), (b), and (c), where (a) is 1.1% of final average monthly pay ("FAP")FAP times years of participation (up to a maximum of 35 years); where (b) is 0.5% times FAP in excess of monthly Social Security covered compensation times years of participation (up to a maximum of 35 years); and where (c) is 1.55% of FAP times years of participation in excess of 35. The benefit under the Traditional Program will not be less than the minimum formula, which is the sum of (x) and (y), where (x) is the lesser of (i) 1.12% of FAP times years of participation (up to a maximum of 35 years) plus 0.5% times FAP in excess of monthly Social Security covered compensation times years of participation (up to a maximum of 35 years), or (ii) 1.163% of FAP times years of participation (up to a maximum of 35 years); and where (y) is 1.492% of FAP times years of participation over 35 years. Social Security covered compensation is the average of the Social Security wage bases during the 35 calendar years ending in the year the participant reaches Social Security retirement age.

Under the Traditional Program, as part of the administrative record keeping process established in 1998, creditable service for Ms. Janson and similarly situated employees was established from the beginning of the year of hire. The number of actual years of service by Ms. Janson with us or an affiliated company, established from the beginning of the year of hire, is the same as the number of credited years of service under the RCBP (and the Duke Energy Executive Cash Balance Plan ("ECBP"))ECBP), and, therefore, no benefit augmentation resulted under the RCBP (and the ECBP) to Ms. Janson as a result of any difference in the number of years of actual and credited service. Ms. Janson'sJanson’s years of participation under the Traditional Program isare frozen as of April 1, 2007.

FAP is the average of the participant'sparticipant’s total pay during the three consecutive years of highest pay from the last ten years of participation at December 31, 2016, (including banked vacation taken into account at December 31, 2016, determined by multiplying the participant'sparticipant’s weeks of unused banked vacation as of December 31, 2016, by the participant'sparticipant’s rate of pay as of December 31, 2016). This is determined, at December 31, 2016, using the three consecutive calendar years or last 36 months of participation that yield the highest FAP. Ms. Janson'sJanson’s FAP under the Traditional Program is frozen as of December 31, 2016.

Total pay under the Traditional Program includes base salary or wages, overtime pay, shift premiums, work schedule

DUKE ENERGY – 2018 Proxy Statement    59


Table of Contents

EXECUTIVE COMPENSATION

recognition pay, holiday premiums, retirement bank vacation pay, performance lump-sum pay, annual cash incentive plan awards, and annual performance cash awards. Total pay does not include reimbursements or other expense allowances, imputed income, fringe benefits, moving and relocation expenses, deferred compensation, welfare benefits, long-term performance awards, and executive individual incentive awards. The benefit under the Traditional Program is limited by maximum benefits and compensation limits under the Internal Revenue Code.

Effective at the end of 2015, the Progress Energy Pension Plan ("Progress Plan") was merged into the RCBP. The balance that Mr. Yates had under the Progress Plan's "cash balance account" formula at the end of 2015 was credited to his hypothetical account under the RCBP. After 2013, the Progress Plan provided for cash balance benefits under the same formula as the RCBP. Prior to 2014, pay credits ranged from 3% to 7% depending on the participant's age at the beginning of each plan year, plus an additional similar credit on eligible pay above 80% of the Social Security wage base. Interest credits for benefits accrued before 2014 are based on an annual interest credit rate of 4% and are added to cash balance accounts on December 31 of each year based on account balances as of January 1. At benefit commencement, an employee has several lump-sum and annuity payment options.

BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   65

EXECUTIVE COMPENSATION
Duke Energy Corporation Executive Cash Balance Plan

Ms. Good, Mr. Young, Mr. Jamil, Mr. Yates and Ms. Janson, actively participate inand Mr. Ghartey-Tagoe previously earned pay credits under the ECBP, which is a noncontributory, defined benefit retirement plan that is not intended to satisfy the requirements for qualification under Section 401(a) of the Internal Revenue Code. BenefitsEffective September 30, 2020, the ECBP was frozen with respect to future pay credits, but interest credits continue to be credited on ECBP account balances after September 30, 2020. Prior to this freeze in future benefits, the ECBP generally provided benefits to all employees who participated in the RCBP and whose compensation exceeded the limits under the Internal Revenue Code, including the NEOs listed above. As described on page 67 of this proxy statement, effective October 1, 2020, each employee who was eligible to earn a benefit under the ECBP as in effect immediately prior to October 1, 2020, became eligible to earn a corresponding benefit under the Executive Savings Plan. Prior to the freeze, benefits’ earned under the ECBP arewere attributable to (i) compensation in excess of the annual compensation limit ($275,000 for 2018) under the Internal Revenue Code that applies to the determination of pay credits under the RCBP; (ii) restoration of benefits in excess of a defined benefit plan maximum annual benefit limit ($220,000 for 2018) under the Internal Revenue Code that applies to the RCBP; and (iii) supplemental benefits granted to a particular participant. Generally, benefits earned under the RCBP and the ECBP vest upon completion of three years of service, and, with certain exceptions, vested benefits generally become payable upon termination of employment with Duke Energy.

Amounts were credited to ana hypothetical account established for Ms. Good under the ECBP pursuant to an amendment to her prior employment agreement that was negotiated in connection with the merger of Cinergy
Corp. and Duke Energy. This amendment provides that Ms. Good willwas not eligible to earn any additional benefits under any nonqualified defined benefit plan (other than future interest credits under the ECBP) unless and until she continues employmentreached age 62 while still employed with Duke Energy past age 62.

Effective as of July 2, 2012, (i.e., the closing of the Duke Energy/Progress Energy merger), the portion of the Supplemental Senior Executive Retirement Plan of Progress Energy, Inc. ("Progress Energy Supplemental Plan") relatingEnergy. Upon reaching this threshold in April 2021, Ms. Good became eligible to the 10 active participants in the Progress Energy Supplemental Plan, including Mr. Yates, was merged into the ECBP, resulting in the nonqualified retirement benefits that were originally to be provided to the Progress Energy participantsreceive monthly company cash balance contributions under the Progress Energy SupplementalExecutive Savings Plan to be instead provided pursuant to the ECBP. The ECBP provides that Mr. Yates will participate in the ECBP and, subject to the terms and conditions of the ECBP, be entitled to nonqualified retirement benefits equal to the greater of:

The sum of (i) the accrued benefit under the Progress Energy Supplemental Plan frozen as of July 2, 2012, (based on applicable service and compensation earned prior to July 2, 2012), and (ii) future benefits(rather than under the ECBP, with respect to service and compensation levels following July 2, 2012; or

The benefits earned under the Progress Energy Supplemental Plan,which was frozen in 2020 as increased by post-July 2, 2012, service and cost of living adjustments.

Mr. Yates participates in the Progress Energy Supplemental Plan formula of the ECBP and is fully vested in his benefit. Payments attributable to the Progress Energy Supplemental Plan formula generally are made in the form of an annuity, payable at age 65. The monthly payment is calculated using a formula that equates to 4% per year of service (capped at 62%) multiplied by the average monthly eligible pay (annual base salary and annual cash incentive award) for the highest completed 36 months of eligible pay within the preceding 120-month period. Benefits under the Progress Energy Supplemental Plan formula are fully offset by Social Security benefits and by benefits paid under the RCBP. An executive officer who is age 55 or older with at least 15 years of service (including Mr. Yates, who has attained age 55 with at least 15 years of service) may elect to retire prior to age 65 and his or her benefit generally will commence within 60 days of the first calendar month following retirement. The early retirement benefit will be reduced by 2.5% for each year the participant receives the benefit prior to reaching age 65. All service with Duke Energy and our affiliates is treated as eligible service for purposes of meeting the Progress Energy Supplemental Plan's eligibility requirements.

previously described).

Present Value Assumptions

Because the pension amounts shown in the Pension Benefits Table on page 64 of this proxy statement are the present values of current accrued retirement benefits, numerous assumptions must be applied. The values are based on the same assumptions as used in our Annual Report,2021 Form 10-K, except as required by applicable SEC rules. Such assumptions include a 3.6%2.9% discount rate and an interest crediting rate of 4%4.00% for all cash balance accounts. Cash balance accounts areThe assumed to be paid in the form of payment for the RCBP is that a lump sum. Annuity benefits are assumed tosum will be paid inelected 86% of the form of either (i) atime and an annuity (i.e., single life annuity, or (ii) a 50%if single, and 100% joint and survivor annuity.annuity, if married) will be elected 14% of the time, and the assumed form of payment under the ECBP is a lump sum. The post-retirement mortality assumption is consistent with that

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EXECUTIVE COMPENSATION

used in Duke Energy'sour 2021 Form 10-K. Benefits are assumed to commence at age 55 for Ms. Janson, age 62 for Ms. Good, and at age 65 for Mr. Young, Mr. Jamil, and Mr. Yates,Ghartey-Tagoe, or the NEO'sNEO’s current age (if later), and each named executive officerNEO is assumed to remain employed until that age.


NONQUALIFIED DEFERRED COMPENSATION

Name
Executive
Contributions
in Last FY
($)(1)
Registrant
Contributions
in Last FY
($)(2)
Aggregate
Earnings
in Last FY
($)
Aggregate
Withdrawals/
Distributions
($)
Aggregate
Balance at
Last FYE
($)(3)
Lynn J. Good280,765243,969323,89305,269,971
Executive Savings Plan
Steven K. Young106,585142,583439,32402,724,250
Executive Savings Plan
Dhiaa M. Jamil267,842166,776567,96706,283,599
Executive Savings Plan
Julia S. Janson141,903136,417427,46202,687,589
Executive Savings Plan
Kodwo Ghartey-Tagoe84,45887,294120,9770892,170
Executive Savings Plan
(1)
Name
Executive
Contributions
in Last FY
($)(1)

Registrant
Contributions
in Last FY
($)(2)

Aggregate
Earnings
in Last FY
($)

Aggregate
Withdrawals/
Distributions
($)

Aggregate
Balance at
Last FYE
($)(3)

Lynn J. Good

207,144224,888205,11602,554,910

Executive Savings Plan

     

Steven K. Young

56,41764,695145,16801,146,309

Executive Savings Plan

     

Dhiaa M. Jamil

160,96680,634392,67303,464,282

Executive Savings Plan

     

Julia S. Janson

66,30455,582189,32901,109,618

Executive Savings Plan

     

Lloyd M. Yates

54,67462,474366,28903,144,020

Executive Savings Plan

     
(1)
Includes $80,500, $34,125, $36,500$83,430; $46,541; $45,045; and $54,674$11,917 of salary deferrals credited to the plan in 20172021 on behalf of Ms. Good, Mr. Young, Ms. Janson, and Mr. Yates,Ghartey-Tagoe, respectively, which are included in the salary column of the Summary Compensation Table.Table on page 60 of this proxy statement. Includes $126,644, $22,292, $160,966$197,335; $60,044; $267,842; $96,858; and $29,804$72,541 of short-term incentiveSTI deferrals earned in 20172021 and credited to the plan in 20182022 on behalf of Ms. Good, Mr. Young, Mr. Jamil, and Ms. Janson, and Mr. Ghartey-Tagoe, respectively, which are included in the Non-Equity Incentive Compensation Plan column of the Summary Compensation Table.Table on page 60.
(2)

(2)
Reflects
Includes $136,205; $50,323; $58,862; $48,147; and $29,353 of make-whole matching contribution credits made under the Executive Savings Plan on behalf of Ms. Good, Mr. Young, Mr. Jamil, Ms. Janson, and Mr. Ghartey-Tagoe, respectively, as well as $107,764;
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$92,260; $107,914; $88,270; and $57,941 of make-whole cash balance contribution credits on behalf of Ms. Good, Mr. Young, Mr. Jamil, Ms. Janson, and Mr. Ghartey-Tagoe, respectively, all of which are reportedincluded in the All Other Compensation column of the Summary Compensation Table.
(3)

(3)
The aggregate balance as of December 31, 2017,2021, for each NEO includes the following aggregate amount of prior deferrals of base salary and short-term incentives,STI, as well as employer make-whole matching contributions, that were previously earned and reported as compensation on the Summary Compensation Table for the years 2008 through 2016:2020: (i) Ms. Good – $1,671,688;$3,352,531; (ii) Mr. Young – $273,621;$819,752; (iii) Mr. Jamil – $1,100,173;$2,127,201; and (iv) Ms. Janson – $188,271; and (v) Mr. Yates – $369,580.$741,228. These amounts have since been adjusted, pursuant to the terms of the Executive Savings Plan for investment performance (i.e., earnings and losses), deferrals, contributions, and distributions. The aggregate balance as of December 31, 2017,2021, also includes amounts earned in 20172021 but credited to the plan in 2018,2022, including the amounts described in footnotes 1 and 2 above.beginning on the previous page.

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EXECUTIVE COMPENSATION

Duke Energy Corporation Executive Savings Plan

Under the

The Executive Savings Plan participants cangenerally provides all employees who participate in the Retirement Savings Plan and whose compensation exceeds the limits under the Internal Revenue Code, including the NEOs, with the ability to elect to defer a portion of their base salary and short-term incentiveSTI compensation. Participants actively employed as of the end of the year also receive a company matching contribution in excess of the contribution limits prescribed by the Internal Revenue Code under the Duke Energy Retirement Savings Plan, which is the 401(k) plan in which the named executive officersNEOs participate.*

Effective October 1, 2020, participants also became eligible to receive monthly company cash balance contributions to the Executive Savings Plan in excess of the contribution limits prescribed by the Internal Revenue Code under the RCBP, which is the pension plan in which the NEOs participate.** Similar make-whole cash balance contribution credits were provided, prior to October 1, 2020, under the ECBP, as described on page 66 of this proxy statement. The amendments to the Executive Savings Plan and ECBP, effective as of October 1, 2020, streamline the administration of the plans and do not change the contribution formula used to calculate benefits.

In general, payments are made following termination of employment or death in the form of a lump sum or installments, as selected by the participant. Participants may direct the deemed investment of base salary deferrals, STI deferrals and matching contributionstheir account (with certain exceptions) among investment options available under the Duke Energy Retirement Savings Plan, including the Duke Energy Common Stock Fund. Participants may change their investment elections on a daily basis. The benefits payable under the plan are unfunded and subject to the claims of Duke Energy'sEnergy’s creditors.

Mr. Yates previously participated in the Progress Energy, Inc. Management Deferred Compensation Plan ("MDCP"), the Progress Energy, Inc. Management Incentive Compensation Plan ("MICP") and the Progress Energy, Inc. Performance Share Sub-Plan ("PSSP"), each of which permitted voluntary deferrals and was merged with and into the Executive Savings Plan effective as of the end of 2013. In addition to voluntary deferrals, the MDCP also provided for employer contributions of 6% of base salary over the limits prescribed by the Internal Revenue Code under the Progress Energy 401(k) Savings and Stock Ownership Plan. With respect to the plans that were merged into the Executive Savings Plan, participants are entitled to the same benefits, distribution timing and forms of benefit that were provided by the MDCP, MICP and PSSP immediately prior to January 1, 2014. These pre-2014 benefits generally are payable following termination of employment or, in certain cases, on a date previously specified by the participant, in the form of a lump sum or installments, as selected by the participant.


*

The Duke Energy Retirement Savings Plan is a tax-qualified "401(k) plan"“401(k) plan” that provides a means for employees to save for retirement on a tax-favored basis and to receive an employer matching contribution. The employer matching contribution is equal to 100% of the NEO'sNEO’s before-tax and Roth 401(k) contributions (excluding "catch-up"“catch-up” contributions) with respect to 6% of eligible pay. For this purpose, "eligible pay"“eligible pay” includes base salary and STI compensation. Earnings on amounts credited to the Duke Energy Retirement Savings Plan are determined based on the performance of investment funds (including a Duke Energy Common Stock Fund) selected by each participant.
**

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POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

Under certain circumstances, each NEO would be entitled to compensation in the event his or her employment terminates or upon a change in control. The amount of the compensation is contingent upon a variety of factors, including the circumstances under which he or she terminates employment. The relevant agreements that each NEO has entered into with Duke Energy are described below, followed by a table on page 71 of this proxy statement that quantifies the amount that would become payable to each NEO as a result of his or her termination of employment.

The amounts shown assume that such termination was effective as of December 31, 2017,2021, and are merely estimates of the amounts that would be paid to theour NEOs upon their termination. The actual amounts to be paid can only be determined at the time of such NEO'sNEO’s termination of employment.

The table shown belowon page 71 does not include certain amounts that have been earned and that are payable without regard to the NEO'sNEO’s termination of employment. Such amounts, however, are described immediately following the table.

Under each of the compensation arrangements described below for Ms. Good, Mr. Young, Mr. Jamil, Ms. Janson, and
Mr. Yates, "changeGhartey-Tagoe, “change in control"control” generally means the occurrence of one of the following: (i) the date any person or group becomes the beneficial owner of 30% or more of the combined voting power of Duke Energy'sEnergy’s then outstanding securities; (ii) during any period of two consecutive years, the directors serving at the beginning of such period or who are elected thereafter with the support of not less than two-thirds of those directors cease for any reason other than death, disability, or retirement to constitute at least a majority thereof; (iii) the consummation of a merger, consolidation, reorganization, or similar corporate transaction, which has been approved by the shareholders of Duke Energy, regardless of whether Duke Energy is the surviving company, unless Duke Energy'sEnergy’s outstanding voting securities immediately prior to the transaction continue to represent at least 50% of the combined voting power of the outstanding voting securities of the surviving entity immediately after the transaction; (iv) the consummation of a sale of all or substantially all of the assets of Duke Energy or a complete liquidation or dissolution, which has been approved by the shareholders of Duke Energy; or (v) under certain arrangements, the date of any other event that the Board determines should constitute a change in control.

Employment Agreement with Ms. Good

Effective July 1, 2013, Duke Energy entered into an employment agreement with Ms. Good that contained a three-year initial term and automatically renews for additional one-year periods at the end of the initial term unless either party provides 120 days'days’ advance notice. In the event of a change in control of Duke Energy, the term automatically extends to a period of two years. Upon a termination of Ms. Good'sGood’s employment by Duke Energy without "cause"“cause” or by Ms. Good for "good reason" (each“good reason” ​(each as defined below), the following severance payments and benefits would be payable: (i) a lump-sum payment equal to a pro rata amount of her annual bonus for the portion of the year that the termination of employment occurs during which she was employed, determined based on the actual achievement of performance goals; (ii) a lump-sum payment equal to 2.99 times the sum of her annual base salary and target annual bonus opportunity; (iii) continued access to medical and dental benefits for 2.99 years, with monthly amounts relating to Duke Energy'sEnergy’s portion of the costs of such coverage paid by Duke Energy (reduced by coverage provided by future employers, if any) and a lump-sum payment equal to the cost of basic life insurance coverage for 2.99 years; (iv) one year of outplacement services; (v) if termination occurs within 30 days prior to, or two years after a change in control of Duke Energy, vesting in unvested retirement plan benefits that would have vested during the two years following the change in control and a lump-sum payment equal to the maximum
contributions and allocations that would have been made or allocated if she had remained employed for an additional 2.99 years; and (vi) 2.99 additional years of vesting with respect to equity awards and an extended period to exercise outstanding vested stock options following termination of employment.

Ms. Good is not entitled to any form of tax gross-up in connection with Sections 280G and 4999 of the Internal Revenue Code. Instead, in the event that the severance payments or benefits otherwise would constitute an "excess“excess parachute payment" (aspayment” ​(as defined in Section 280G of the Internal Revenue Code), the amount of payments or benefits would be reduced to the maximum level that would not result in an excise tax under Section 4999 of the Internal Revenue Code if such reduction would cause Ms. Good to retain an after-tax amount in excess of what would be retained if no reduction were made.

Under Ms. Good'sGood’s employment agreement, "cause"“cause” generally means, unless cured within 30 days,days: (i) a material failure by Ms. Good to carry out, or malfeasance or gross insubordination in carrying out, reasonably assigned duties or instructions consistent with her position; (ii) the final conviction of Ms. Good of a felony or crime involving moral turpitude; (iii) an egregious act of dishonesty by Ms. Good in connection with employment, or a malicious action by
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Ms. Good toward the customers or employees of Duke Energy; (iv) a material breach by Ms. Good of Duke Energy'sEnergy’s Code of Business Ethics; or (v) the failure of Ms. Good to cooperate fully with governmental investigations involving Duke Energy. "Good“Good reason," for this purpose, generally means, unless cured within 30 days,days: (i) a material reduction in Ms. Good'sGood’s annual base salary or target annual bonus opportunity (exclusive of any across-the-board

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POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

reduction similarly affecting substantially all similarly situated employees); or (ii) a material diminution in Ms. Good's Good’s

positions (including status, offices, titles, and reporting relationships), authority, duties or responsibilities or any failure by the Board to nominate Ms. Good for re-election as a member of the Board.

Ms. Good'sGood’s employment agreement contains restrictive covenants related to confidentiality, mutual nondisparagement,no disparagement, noncompetition, and nonsolicitation obligations. The noncompetition and nonsolicitation obligations survive for two years following her termination of employment.

Other Named Executive Officers

Duke Energy entered into a Change in Control Agreement with Mr. Young effective as of July 1, 2005, and with Mr. Jamil effective as of February 26, 2008, both of which were amended and restated effective as of August 26, 2008, and subsequently amended effective as of January 8, 2011. Duke Energy entered into a Change in Control Agreement with Ms. Janson effective as of December 17, 2012, and with Mr. YatesGhartey-Tagoe effective as of July 3, 2014.October 1, 2019. The agreements have an initial term of two years commencing as of the original effective date, after which the agreements automatically extend, unless six months'months’ prior written notice is provided, on a month-to-month basis.

The Change in Control Agreements provide for payments and benefits to the executive in the event of termination of employment within two years after a "change“change in control"control” by Duke Energy without "cause"“cause” or by the executive for "good reason" (each“good reason” ​(each as defined below) as follows: (i) a lump-sum cash payment equal to a pro rata amount of the executive'sexecutive’s target bonus for the year in which the termination occurs; (ii) a lump-sum cash payment equal to two times the sum of the executive'sexecutive’s annual base salary and target annual bonus opportunity in effect immediately prior to termination or, if higher, in effect immediately prior to the first occurrence of an event or circumstance constituting "good reason";“good reason;” (iii) continued medical, dental, and basic life insurance coverage for a two-year period or a lump-sum cash payment of equivalent value (reduced by coverage obtained by subsequent employers); and (iv) a lump-sum cash payment of the amount Duke Energy would have allocated or contributed to the executive'sexecutive’s qualified and nonqualified defined benefit pension plan and defined contribution savings plan accounts during the two years following the termination date, plus the unvested portion, if any, of the executive'sexecutive’s accounts as of the date of termination that would have vested during the remaining term of the agreement. If the executive would have become eligible for normal retirement at age 65 within the two-year period following termination, the two times multiple or two-year period mentioned above will be reduced to the period from the termination date to the executive's normal retirement date. The agreements also provide for enhanced benefits (i.e., two years of additional vesting) with respect to equity awards.

Under the Change in Control Agreements, each named executive officerNEO also is entitled to reimbursement of up to $50,000 for the cost of certain legal fees incurred in connection with claims under the agreements. In the event that any of the payments or benefits provided for in the Change in Control Agreement otherwise would constitute an "excess“excess parachute payment"payment” (as defined in Section 280G of the Internal Revenue Code), the amount of payments or benefits would be reduced to the
maximum level that would not result in excise tax under Section 4999 of the Internal Revenue Code if such reduction would cause the executive to retain an after-tax amount in excess of what would be retained if no reduction were made. In the event a NEO becomes entitled to payments and benefits under a Change in Control Agreement, he or she would be subject to a one-year noncompetition and nonsolicitation provision from the date of termination, in addition to certain confidentiality and cooperation provisions.

The Executive Severance Plan provides certain executives, including Mr. Young, Mr. Jamil, Ms. Janson, and Mr. YatesGhartey-Tagoe with severance payments and benefits upon a termination of employment under certain circumstances. Pursuant to the terms of the Executive Severance Plan, "TierTier I Participants," which include Duke Energy'sour NEOs, would be entitled, subject to the execution of a waiver and release of claims, to the following payments and benefits in the event of a termination of employment by (a) Duke Energy other than for "cause" (as“cause” ​(as defined below), death or disability, or (b) the participant for "good reason" (as“good reason” ​(as defined below): (i) a lump-sum payment equal to a pro rata amount of the participant'sparticipant’s annual bonus for the year that the termination of employment occurs, determined based on the actual achievement of performance goals under the applicable performance-based bonus plan; (ii) a lump-sum payment equal to two times the sum of the participant'sparticipant’s annual base salary and target annual bonus opportunity in effect immediately prior to termination of employment or, if higher, in effect immediately prior to the first occurrence of an event or circumstance constituting "good reason"; (iii)“good reason;” ​(iii) continued access to medical and dental insurance for a two-year period following termination of employment, with monthly amounts relating to Duke Energy'sEnergy’s portion of the costs of such coverage paid to the participant by Duke Energy (reduced by coverage provided to the participant by future employers, if any) and a lump-sum payment equal to the cost of two years of basic life insurance coverage; (iv) one year of outplacement services; and (v) two additional years of vesting with respect to equity awards and an extended period to exercise outstanding vested stock options following termination of employment.

The Executive Severance Plan also provides that, in the event any of the payments or benefits provided for in the Executive Severance Plan otherwise would constitute an "excess“excess parachute payment" (aspayment” ​(as defined in Section 280G of the Internal Revenue Code), the amount of payments or benefits
BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   69

EXECUTIVE COMPENSATION
would be reduced to the maximum level that would not result in an excise tax under Section 4999 of the Internal Revenue Code if such reduction would cause the executive to retain an after-tax amount in excess of what would be retained if no reduction were made. In the event a participant becomes entitled to

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payments and benefits under the Executive Severance Plan, he or she would be subject to certain restrictive covenants, including those related to noncompetition, nonsolicitation, and confidentiality.

Duke Energy has the right to terminate any participant'sparticipant’s participation in the Executive Severance Plan but must provide the participant with one year'syear’s notice and the participant would continue to be eligible for all severance payments and benefits under the Executive Severance Plan during the notice period. Any employee who is eligible for severance payments and benefits under a separate agreement or plan maintained by Duke Energy (such as a Change ofin Control Agreement) would receive compensation and benefits under such other agreement or plan (and not the Executive Severance Plan).

For purposes of the Change in Control Agreements and the Executive Severance Plan, "cause"“cause” generally means, unless
cured within 30 days,days: (i) a material failure by the executive to carry out, or malfeasance or gross insubordination in carrying out, reasonably assigned duties or instructions consistent with the executive'sexecutive’s position; (ii) the final conviction of the executive of a felony or crime involving moral turpitude; (iii) an egregious act of dishonesty by the executive in connection with employment, or a malicious action by the executive toward the customers or employees of Duke Energy; (iv) a material breach by the executive of Duke Energy'sEnergy’s Code of Business Ethics; or (v) the failure of the executive to cooperate fully with governmental investigations involving Duke Energy. "Good“Good reason," for this purpose, generally meansmeans: (i) a material reduction in the executive'sexecutive’s annual base salary or target annual bonus opportunity as in effect either immediately prior to the change in control or the termination under the Executive Severance Plan (exclusive of any across-the-board reduction similarly affecting substantially all similarly situated employees); or (ii) a material diminution in the participant'sparticipant’s positions (including status, offices, titles, and reporting relationships), authority, duties, or responsibilities as in effect either immediately prior to the change in control or immediately prior to a Tier I participant'sParticipant’s termination of employment under the Executive Severance Plan.

Equity Awards – Consequences of Termination of Employment

As described above, each

Each year Duke Energy grants long-term incentives to our executive officers, and the terms of these awards vary somewhat from year to year. The following table summarizes the consequences under Duke Energy'sEnergy’s LTI award agreements, without giving effect to Ms. Good'sGood’s employment
agreement, the Change in Control Agreements, or the Executive Severance Plan, described above, that would generally occur with respect to outstanding equity awards in the event of the termination of employment of Ms. Good, Mr. Young, Mr. Jamil, Ms. Janson, and Mr. Yates.

Ghartey-Tagoe.
Event
Consequences
Award TypeEventConsequences

Voluntary termination or involuntary

RSUs

Retirement*Unvested RSUs prorated portion of award vests

and vest

Voluntary termination**Unvested RSUs are forfeited
Death or disabilityUnvested RSUs immediately vest
Change in controlNo impact absent termination (retirement-eligible)

of employment; immediate vesting of unvested RSUs if involuntarily terminated after a change in control

Performance Shares – proratedShare
Awards
Retirement*
Death & Disability
Prorated portion of award vests based on actual performance

Voluntary termination**

Performance-Based Retention – award terminates immediately

Award is forfeited

Voluntary

Change in ControlNo impact absent termination (not retirement-eligible)

RSUs and Performance Shares – the executive's right to unvestedof employment; prorated portion of award terminates immediately

Performance-Based Retention – award terminates immediately

Involuntary terminationvests based on actual performance if involuntarily terminated after a change in control

RSUs and Performance-Based Retention – immediate vesting

Performance Shares – see impact of change in control below

Death or disability

RSUs and Performance-Based Retention – immediate vesting

Performance Shares – prorated portion of award vests based on actual performance

Change in control

RSUs, Performance-Based Retention and Performance Shares granted after 2017 – no impact absent termination of employment

Performance Shares granted before 2018 – prorated portion of award vests based on target performance

*
Age 55 with at least 10 years of service. In the event a member of the Senior Management Committee (including the NEOs) retires on or after age 60 with at least five years of service following the completion of at least one year of the performance cycle, performance shares granted after 2019 continue to vest (without proration) based on actual performance.
**
Not retirement eligible.
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POTENTIAL PAYMENTS UPON TERMINATION OR
A CHANGE IN CONTROL

Name and Triggering Event
Cash
Severance
Payment
($)(1)
Incremental
Retirement
Plan Benefit
($)(2)
Welfare
and Other
Benefits
($)(3)
Stock
Awards
($)
Lynn J. Good

Voluntary termination without good reason
00022,556,442

Involuntary or good reason termination under Employment Agreement
11,017,627062,48526,998,000

Involuntary or good reason termination after a change in control
11,017,6271,854,85362,48526,156,397

Death or Disability(4)
00016,973,712
Steven K. Young

Voluntary termination without good reason
0004,685,007

Involuntary or good reason termination under Executive Severance Plan
2,947,565036,4545,565,891

Involuntary or good reason termination after a change in control
2,947,565489,15841,0745,431,946

Death or Disability(4)
0003,511,433
Dhiaa M. Jamil

Voluntary termination without good reason
0005,739,448

Involuntary or good reason termination under Executive Severance Plan
3,317,607017,2806,818,310

Involuntary or good reason termination after a change in control
3,317,607552,06519,0126,655,044

Death or Disability(4)
0004,312,914
Julia S. Janson

Voluntary termination without good reason
0002,538,364

Involuntary or good reason termination under Executive Severance Plan
2,852,850039,6625,887,277

Involuntary or good reason termination after a change in control
2,852,850473,05745,4985,757,704

Death or Disability(4)
0003,889,507
Kodwo Ghartey-Tagoe

Voluntary termination without good reason
0001,579,865

Involuntary or good reason termination under Executive Severance Plan
2,178,000039,1943,561,515

Involuntary or good reason termination after a change in control
2,178,000358,33245,0303,471,672

Death or Disability(4)
0002,172,167
(1)
Name and Triggering Event
 Cash
Severance
Payment
($)(1)

 Incremental
Retirement
Plan Benefit
($)(2)

 Welfare
and Other
Benefits
($)(3)

 Stock
Awards
($)

 

Lynn J. Good

         

Voluntary termination without good reason

  0  0  0  10,654,308 

Involuntary or good reason termination under Employment Agreement

 10,293,075 0 62,814 30,888,632 

Involuntary or good reason termination after a change in control

  10,293,075  696,498  62,814  29,194,420 

Death or Disability(4)

 0 0 0 21,962,598 

Steven K. Young

             

Voluntary termination without good reason

 0 0 0 1,669,695 

Involuntary or good reason termination under Executive Severance Plan

  2,494,800  0  33,016  4,062,073 

Involuntary or good reason termination after a change in control

 2,494,800 413,796 37,054 3,946,891 

Death or Disability(4)

  0  0  0  2,779,033 

Dhiaa M. Jamil

         

Voluntary termination without good reason

  0  0  0  2,366,138 

Involuntary or good reason termination under Executive Severance Plan

 2,835,000 0 32,202 7,211,250 

Involuntary or good reason termination after a change in control

  2,835,000  471,630  41,360  7,000,434 

Death or Disability(4)

 0 0 0 5,372,023 

Julia S. Janson

             

Voluntary termination without good reason

 0 0 0 0 

Involuntary or good reason termination under Executive Severance Plan

  2,250,000  0  35,878  4,152,813 

Involuntary or good reason termination after a change in control

 2,250,000 372,180 41,054 4,012,410 

Death or Disability(4)

  0  0  0  3,012,918 

Lloyd M. Yates

         

Voluntary termination without good reason

  0  0  0  1,728,461 

Involuntary or good reason termination under Executive Severance Plan

 2,472,311 0 32,148 4,436,869 

Involuntary or good reason termination after a change in control

  2,472,311  409,973  51,396  4,338,798 

Death or Disability(4)

 0 0 0 3,130,416 
(1)
The amounts listed under "CashCash Severance Payment"Payment are payable under (i) the terms of Ms. Good'sGood’s employment agreement; (ii) the Change in Control Agreements of Mr. Young, Mr. Jamil, Ms. Janson, and Mr. Yates;Ghartey-Tagoe; or (iii) the Executive Severance Plan.
(2)

(2)
The amounts listed under "IncrementalIncremental Retirement Plan Benefit"Benefit are payable under the terms of Ms. Good'sGood’s employment agreement and the Change in Control Agreements of Mr. Young, Mr. Jamil, Ms. Janson, and Mr. Yates.Ghartey-Tagoe. They represent the additional amount that would have been contributed to the RCBP, ECBP, Duke Energy Retirement Savings Plan, and the Executive Savings Plan in the event the NEO had continued to be employed by Duke Energy for (i) 2.99 years for Ms. Good or (ii) two additional years after the actual date of termination for the other NEOs.
(3)

(3)
The amounts listed under "WelfareWelfare and Other Benefits"Benefits include the amount that would be paid to each NEO in lieu of providing continued welfare benefits and basic life coverage. This continued coverage represents (i) 2.99 years for Ms. Good or (ii) two years for the other NEOs. In addition to the amounts shown above, access to outplacement services for a period of up to one year after termination will be provided to Ms. Good if terminating under her employment agreement or to any NEO terminating under the Executive Severance Plan.
(4)

(4)
In the event of a termination of employment due to long-term disability, because the payment of RSUs would be delayed for an additional six months as required by applicable tax rules, additional dividend equivalent payments would be made in the amount of $97,279, $21,197, $45,063, $19,108$106,644; $21,940; $27,046; $30,589; and $33,377$13,684 for Ms. Good, Mr. Young, Mr. Jamil, Ms. Janson, and Mr. Yates,Ghartey-Tagoe, respectively.
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POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

Assumptions and Other Considerations

The amounts listed aboveon the previous page have been determined based on a variety of assumptions, including with respect to the limits on qualified retirement plan benefits under the Internal Revenue Code. The actual amounts to be paid out can only be determined at the time of each NEO'sNEO’s termination of employment. The amounts described in the table do not include compensation to which each named executive officerNEO would be entitled without regard to his or her termination of employment, includingincluding: (i) base salary and short-term incentivesSTI that have been earned but not yet paid; (ii) amounts that have been earned, but not yet paid, under the terms of the plans listed under the Pension Benefits and Nonqualified Deferred Compensation tables on pages 58 and 61, respectively;tables; (iii) unused vacation; and (iv) the potential reimbursement of legal fees.

The amounts shown aboveon the previous page do not reflect the fact that, under Ms. Good'sGood’s employment agreement and under the Change in Control Agreements that Duke Energy
has entered into with Mr. Young, Mr. Jamil, Ms. Janson, and Mr. Yates,Ghartey-Tagoe, in the event that payments to any such executive in connection with a change in control otherwise would result in a golden parachute excise tax and lost tax deduction under Sections 280G and 4999 of the Internal Revenue Code, such amounts would be reduced to the extent necessaryunder certain circumstances so that such tax would not apply under certain circumstances.

apply.

The amounts shown aboveon the previous page with respect to stock awards were calculated based on a variety of assumptions, including the following: (i) the NEO terminated employment on December 31, 2017;2021; (ii) a stock price for Duke Energy common stock equal to $84.11,$104.90, which was the closing price on December 29, 2017;31, 2021; (iii) the continuation of Duke Energy'sEnergy’s dividend at the rate in effect during the first quarter of 2018;2022; and (iv) performance at the target level with respect to performance shares.

Potential Payments Due Upon a Change in Control

Other than as described below, the occurrence of a change in control of Duke Energy would not trigger the payment of benefits to the NEOs absent a termination of employment. If a change in control of Duke Energy occurred on December 31, 2017, with respect to each named executive officer, the outstanding performance share awards granted by Duke Energy, including dividend equivalents, would be paid on a prorated basis assuming target performance. As of December 31, 2017, the prorated performance shares that would be paid as a result of these accelerated vesting provisions, including dividend equivalents, would have had a value of $7,828,775, $1,214,841, $1,741,022, $1,039,971 and $1,258,548, for Ms. Good, Mr. Young, Mr. Jamil, Ms. Janson and Mr. Yates, respectively.

Chief Executive Officer Pay Ratio

As required by Section 953(b) of the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 and Item 402(u) of Regulation S-K,SEC rules, we are providing the following information with respectabout the ratio of the 2021 annual total compensation of Lynn Good, our CEO, to the annual total compensation of our last completed fiscal year (2017). The pay ratio reported below is a reasonable estimate calculated in a manner consistent with Item 402(u) of Regulation S-K.

median employee.

We have estimated the median of the 20172021 annual total compensation of our employees, excluding our Chief Executive Officer,CEO, to be $122,365.$115,895. The annual total compensation of our Chief Executive OfficerCEO, as calculated for the Summary Compensation Table, was $21,415,936.$16,451,236. The ratio of the annual total compensation of our Chief Executive OfficerCEO to the estimated median of the annual total compensation of our employees was 175142 to 1.

The SEC rules permit us to identify our median employee once every three years. If, however, we determine it is not appropriate to use the median employee identified in one year (2020) in a subsequent year (2021) because of a change in circumstances that would result in a significant change in the pay ratio disclosure, then we are permitted to select another median employee whose compensation is substantially similar to the original median employee. The median employee we used for 2021 is the same as the median employee we identified for 2020.
To identify the median employee, as well as to determine the annual total compensation of our median employee and our Chief Executive Officer, we took the following steps:

We determinedreviewed our employee population for purposes of this disclosure, as of October 31, 2017, which is within the last three months of 2017, because it enabled us to make such identification in a reasonably efficient and timely manner.

To identify the median employee from our employee population, we2019. We used wages reported
in Box 1 of IRS Form W-2 during the ten-month period ending on October 31, 2017,2019, as a consistently applied compensation measure. We did not annualize the wages or make cost of any individuals who were employed for less thanliving adjustments. Based on this methodology, we identified a group of employees whose compensation was at the full ten-month period, and because all our employees are located in the United States we did not make any cost-of-living adjustments. Consistent with Item 402(u) of Regulation S-K, in order to provide a more accurate estimatemedian of the median employee data. From this group, we identified the median employee after disregardingselected an employee whose compensation included anomalous characteristics related to our defined benefit pension plan.

Onceindividual who we identifiedreasonably believed represented our median employee, weemployee.
We calculated the annual total compensation of the median employee using the same methodology that we usedrules applicable to determine the annual total compensation of the Chief Executive Officer, as reported in the Summary Compensation Table on page 54.

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Table. With respect to the annual total compensation of our Chief Executive Officer,CEO, we used the amount reported in the "Total"“Total” column for 20172021 in the Summary Compensation Table on page 54.

60.

The pay ratio rules provide companies with flexibility to select the methodology and assumptions used to identify the median employee, calculate the median employee'semployee’s compensation and estimate the pay ratio. As a result, our methodology may differ from those used by other companies, which likely will make it very difficult to compare pay ratios with other companies, including those within our industry.

68    DUKE ENERGY – 2018 Proxy Statement

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PROPOSAL 4:     AMENDMENT TO THE AMENDED AND RESTATED CERTIFICATE OF INCORPORATION OF DUKE ENERGY CORPORATION TO ELIMINATE SUPERMAJORITY VOTING REQUIREMENTS

The Board has unanimously approved, and recommends that shareholders approve, an amendment to the Corporation's Amended and Restated Certificate of Incorporation (the "Certificate"), substantially in the form attached to this proxy statement as Appendix A, to eliminate the current requirement in the Certificate for an affirmative vote of the combined voting power of 80% of the outstanding shares of all classes of Duke Energy entitled to vote in the election of directors to approve certain actions.

Background.    At the 2016 Annual Meeting, Duke Energy's shareholders voted on a shareholder proposal requesting that our Board take the steps necessary to eliminate the supermajority requirements in Duke Energy's Certificate. The shareholder proposal was approved by approximately 53% of the votes cast. After discussions with shareholders prior to the 2017 Annual Meeting, the Corporate Governance Committee and the Board recommended at the 2017 Annual Meeting that shareholders vote for an amendment to our Certificate to reduce the voting requirements for the actions described below from 80% of the outstanding shares of all classes of Duke Energy stock to a majority of the outstanding shares of all classes of Duke Energy stock.

At the 2017 Annual Meeting, the proposal recommended by the Board received 96% support of the shares that were voted at the Annual Meeting. However, in order to pass, the amendment to the Certificate requires the affirmative vote of the combined voting power of 80% of the outstanding shares and only 59% of the outstanding shares of the Corporation voted in favor of the amendment.

The Board has once again decided to propose this amendment in the hopes that it will receive the affirmative vote of the combined voting power of 80% of the outstanding shares at the 2018 Annual Meeting.

Rationale.    The Board recognizes that supermajority requirements are viewed by many corporate governance experts as overly burdensome and not in line with the best principles in corporate governance.

The proposed amendment to the Certificate to eliminate these supermajority requirements is described in more detail below. A draft Certificate containing the text of the proposed amendment is set forth in Appendix A attached hereto.

Certificate of Incorporation.    Article Seventh of the Certificate currently requires the affirmative vote of the combined voting power of 80% of the outstanding shares of all classes of Duke Energy to approve, among other things, the following actions:

amend the provision that provides for the method to amend the Amended and Restated Certificate of Incorporation (Article Seventh);

change the number of directors that constitute the Corporation's Board (Article Fifth, section (b));

change the method by which vacancies resulting from death, resignation, disqualification, removal or other cause can be filled on the Board (Article Fifth, section (d)) and;

change the method by which directors shall be elected and hold office until the next Annual Meeting (Article Fifth, section (d)).

Upon the approval by our shareholders of the proposed amendment, Article Seventh of our Certificate would be amended as follows, with the proposed deletion stricken through and proposed addition underlined:

    "The Corporation reserves the right to supplement, amend, alter, change or repeal any provision contained in this Certificate of Incorporation, in the manner now or hereafter prescribed by the laws of the State of Delaware and this Certificate of Incorporation, and all rights conferred upon stockholders, directors and officers herein are granted subject to this reservation. Notwithstanding the foregoing, this ARTICLE SEVENTH and sections (b) and (d) of ARTICLE FIFTH may not be supplemented, amended, altered, changed, or repealed in any respect, nor may any provision inconsistent therewith be adopted, unless such supplement, amendment, alteration, change or repeal is approved by the affirmative vote of the holders of a majority of the combined voting power of the then outstanding shares of stock of all classes of the Corporation entitled to vote generally in the election of directors, voting together as a single class."

The affirmative vote of holders of at least 80% of the outstanding shares of Duke Energy common stock, the only class of stock outstanding and entitled to vote in the election of directors, is required to approve the amendment to our Certificate described herein. The Board recommends that all shareholders vote in favor of this amendment.

For the Above Reasons the Board of Directors Recommends a Vote "FOR" This Proposal.

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SHAREHOLDER PROPOSAL

Duke Energy received Proposal 5 is a proposal we received4 from one of our shareholders. Additional information regarding the address and number of securities held by the proponent will be provided upon request to the Executive Vice President, Chief Legal Officer and Corporate Secretary, Kodwo Ghartey-Tagoe, at Duke Energy Corporation, EC03X, P.O. Box 1414, Charlotte, NC 28201-1414 or by sending request via email to InvestDUK@duke-energy.com.
If the proponent of this proposal, or itsthe proponent’s representative, presents thisthe proposal at our Annual Meeting and submits the proposal for a vote, then the proposal will be voted upon. The shareholder proposal and supporting statement,Statement is included exactly as submitted to us by the proponent. The Board recommends voting "AGAINST" this proposal.

“AGAINST” proposal 4.

PROPOSAL 5: 4:
SHAREHOLDER PROPOSAL REGARDING PROVIDING AN ANNUAL REPORT ON
DUKE ENERGY'S LOBBYING EXPENSESSHAREHOLDER RIGHT TO CALL FOR A SPECIAL SHAREHOLDER MEETING

National Center For Public Policy Research, 20 F Street, NW, Suite 700, Washington, DC 20001, owner of 69 shares,

John Chevedden submitted the following proposal:

WhereasProposal 4 – Shareholder Right to Call for a Special Shareholder Meeting
, we believe in full disclosureShareholders ask our board to take the steps necessary to amend the appropriate company governing documents to give the owners of a combined 10% of our company's directoutstanding common stock the power to call a special shareholder meeting.
It is important to adopt this proposal because all shares not held for one continuous year are 100% disqualified from formally participating in the call for a special shareholder meeting. Under this ill-conceived Duke Energy rule management discriminates against shareholders who bought Duke Energy stock during the past 12 months.
Such shareholders are now second-class shareholders as far as having input to management. And shareholders who recently made the investment decision to buy Duke Energy stock or increase their holdings can be the most informed shareholders.
It is important to adopt this proposal to make up for our useless version of a shareholder right to act by written consent. In order to take the first baby step to act by written consent shareholders who own 20% of our company must tum over their contact information to management.
With shareholder contact information in hand Duke Energy management gets a head start and indirect lobbying activities and expenditurescan use deep pockets company money to assess whetherpester the owners of 20% of shares with professional proxy solicitors to change their mind on acting by written consent. In order to accomplish their objective the
owners of 20% of our company's lobbyingcompany must increase their base by 150% while their base is consistenteasily attacked by management with free access to deep pockets company money.
Special meetings allow shareholders to vote on important matters, such as electing new directors with special expertise or independence that may be lacking in our current or future directors as was the case with the Company's expressed goals and in3 new Exxon directors supported by the Engine No. 1 hedge fund at the 2021 Exxon annual meeting.
Our management is best interestsserved by providing the means for 10% of shareowners.

Resolved, the shareowners of Duke Energy Corporation ("Duke Energy") request the preparation of a report, updated annually, disclosing:

    1.
    Company policy and procedures governing lobbying, both direct and indirect, and grassroots lobbying communications.

    2.
    Payments by Duke Energy used for (a) directshareholders, who may have special expertise, to bring emerging opportunities or indirect lobbying or (b) grassroots lobbying communications, in each case including the amount of the payment and the recipient.

    3.
    Duke Energy's membership and paymentssolutions to any tax-exempt organization that writes and/or endorses model legislation.

    4.
    Description of management's and the Board's decision-making process and oversight for making payments described in sections 2 and 3 above.

For purposes of this proposal, a "grassroots lobbying communication" is a communication directedproblems to the general publicattention of management and all shareholders.

It is important to remember that (a) refersmanagement can abruptly discontinue any shareholder engagement program if it fails to specific legislation or regulation, (b) reflects a view on the legislation or regulation and (c) encourages the recipient of the communicationgive mostly cheerleading support to take action with respect to the legislation or regulation. "Indirect lobbying"management. There is lobbying engagedno rule that prevents dishonest practices in by a trade association or other organization of which Duke Energy is a member.

Both "direct and indirect lobbying" and "grassroots lobbying communications" include efforts at the local, state and federal levels.

The report shall be presented to all relevant oversight committees and posted on Duke Energy's website.

Supporting Statement

As shareowners, we encourage transparency and accountability in our Company's use of corporate funds to influence legislation and regulation.

The Company lobbiesshareholder engagement like asking shareholder input on a broad array of issues and workstopic after introducing the topic with groupsoverwhelming negative comments.

Our bylaws give no assurance that do the same. As such, the Company has becomeany engagement with shareholders will be undertaken. A more reasonable shareholder right to call for a target for anti-free speech activists. These activists are working to defund pro-business organizations by attacking their corporate members.

The Company should takespecial shareholder meeting will help ensure that management engages with shareholders in good faith because shareholders will have a viable Plan B as an active role in combating this narrative and attacks on its freedom of association rights.

The Company should be proud of its memberships in trade associations and non-profits groups that promote pro-business, pro-growth initiatives.

For example, the Company's membership in groups such as the American Legislative Exchange Council (ALEC) should be applauded and endorsed by shareholders. ALEC advances initiatives that are designed to unburden corporations such as Duke Energy, allowing them the freedom to create jobs and economic prosperity in the United States. The same can be said of the Company's affiliation with the Business Roundtable.

Rather than letting outside agitators set the message that these relationships are somehow nefarious, the Company should explain the benefits of its involvement with groups that advocate for smaller government, lower taxes and free-market reforms. The Company should show how these relationships benefit shareholders, increase jobs and wages, help local communities and generally advance the Company's interests.

The proponents supports the Company's free speech rights and freedom to associate with groups that advance economic liberty. The Company should stand up for those rights.

alternative.
Please vote yes:

70    DUKE ENERGY 

Special Shareholder Meeting Improvement – 2018 Proxy Statement

Proposal 4
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PROPOSAL 5:4:   SHAREHOLDER PROPOSAL REGARDING PROVIDING AN ANNUAL REPORT ON
DUKE ENERGY'S LOBBYING EXPENSES

SHAREHOLDER RIGHT TO CALL FOR A SPECIAL

SHAREHOLDER MEETING
Opposing Statement of the Board of Directors:

Your Board of Directors recommends a vote "AGAINST"“AGAINST” this proposal for the following reasons:

Duke Energy is committedEnergy’s By-Laws permit shareholders of record holding 15% of the Company’s outstanding common stock to adheringcall for a special meeting. Your Board continues to believe that Duke Energy’s 15% threshold ensures that a reasonable number of stockholders consider a matter important enough to merit a special meeting.
The Company’s current special meeting provision was adopted in 2015 in response to this same proponent’s request to adopt a special meeting provision at a threshold of 15% of the Company’s outstanding common stock. The proponent submitted a proposal for the 2014 Annual Meeting requesting the Company adopt a special meeting right allowing shareholders holding 15% of the Company’s outstanding common stock to call a special meeting. After the 2014 Annual Meeting, management engaged in shareholder outreach to understand shareholder interest in this governance provision and develop a response to the highest standardsproposal and to shareholders. The threshold that was adopted was based on the proponent’s request and feedback from our shareholders who believed that the 15% threshold strikes an appropriate balance between the ability of ethicsshareholders to initiate a special meeting and the risk that a lower threshold would subject shareholders to a small number of self-interested shareholders and impose significant costs of both time and money on Duke Energy. Based on the feedback from our engagements we adopted the provision with the percent ownership threshold at 15%. Oddly, this same proponent now claims that the Company’s special meeting provision is “ill-conceived.”
The additional provisions in engagingthe Company’s special meeting and written consent provisions are reasonable and balance shareholder rights with the risk of use by shareholders with special interests. The proponent’s supporting statement suggests that reducing the special meeting threshold is necessary because the Company’s special meeting requires shareholders to have held their shares for one continuous year before participating in any lobbying activities. Asthe call for a public utilityspecial shareholder meeting. A one-year holding company,provision is quite common in corporate governance provisions. Enabling short-term shareholders to call special meetings could subject the CorporationCompany and the Board to disruption by shareholder activists or special interest groups with a self-serving agenda not in the long-term best interests of the Company and all of its shareholders. Additionally, special meetings could impose substantial administrative and financial burdens on the Company and could significantly disrupt the conduct of the Company’s business. The SEC itself has acknowledged the applicability of such a holding period as it has a similar condition included in its shareholder proposal rule.
Much of proponent’s argument with regard to the special meeting is highly regulated. Asbased on complaints about reasonable provisions the Company has adopted with a completely
different corporate governance best practice, the provision that allows shareholders to take action by written consent, rather than justifying the request to lower the special meeting threshold. The proponent also suggests that the Company’s provision granting shareholders the right to act by written consent is “useless” because it requires the shareholders that are initiating the action to give their contact information to management. The Board does not believe that asking for the contact information of shareholders who are asking for the Company to undertake such an expensive and time-consuming act as an action by written consent is unreasonable, and it certainly does not render the provision “useless.” Similar to the Company’s holding period for a special meeting, which the proponent claims is “ill-conceived,” a requirement to provide contact information is a common provision among companies and also a requirement from the SEC in its shareholder proposal rules. A shareholder’s address is not a means for the Company to “pester” its shareholders, but rather a valid and necessary way to confirm that the individuals are in fact shareholders of record of the Company. Furthermore, the Company’s right to act by written consent was adopted at the 2014 Annual Meeting with the support of over 96% of the shareholders after significant outreach to shareholders and feedback on the appropriate provisions that should be adopted.
The Company has numerous governance mechanisms that give shareholders similar rights to provide input and take action. The proposal suggests that reducing the special meeting threshold is necessary in order for shareholders to engage with the Company; however, the Company already provides numerous governance structures that allow shareholders opportunities to provide meaningful input. Since 2014 alone, after input from our shareholders, the Company has adopted the right for our shareholders to call a special meeting, the right to act by written consent, and the right to nominate directors through proxy access.
In addition, despite proponent’s suggestion, the Company also provides meaningful ways to engage with the Company. The Company has had a formal governance engagement program since 2014, reaching out several times each year to shareholders holding approximately one-third or more of the Company’s outstanding shares of common stock and has actively taken steps to respond to the feedback at such meetings by doing such things as the preparation of a Climate Report in 2018 including a net-zero analysis, a disclosure that the Company then repeated in 2020; publicly providing the Company’s EEO-1 data; providing additional data in our proxy statement annually on the diversity and skills of our directors; reporting via the SASB framework; and adding a climate metric into our executive compensation plan for our named executive officers. Also, during the Annual Meeting of Shareholders each year, the Company has provided a forum for shareholders to submit questions both before and during the Annual Meeting – answering every question that has been submitted, verbatim, either during or after the meeting and posted those questions and answers online on our website.
74   DUKE ENERGY 2022 PROXY STATEMENT
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PROPOSAL 4:   SHAREHOLDER PROPOSAL REGARDING SHAREHOLDER RIGHT TO CALL FOR A SPECIAL
SHAREHOLDER MEETING
Conclusion. The Company already has a special meeting provision as requested by this proposal. The current provision includes a 15% threshold, which is preferred, and deemed best practice, by our shareholders. In addition, this provision along with the other corporate governance best practices, including the right for shareholders to act by written consent, proxy access, and our governance engagement program
provides shareholders the ability to provide meaningful input outside the annual shareholder meeting while managing the risks and costs of short-term activist and special interest groups. For these reasons, the Board believes that itthis proposal is in Duke Energy'sunnecessary and our shareholders' best interests to participatenot in the political process to ensure that local, state and federal lawmakers understand and consider thebest interests of the Corporation, our customers, employees, shareholders, communities and other stakeholders. The Corporation does this through a government relations program which is governed by the Corporation's Political Expenditures Policy and overseen by the Corporate Governance Committee of the Board, in accordance with the Corporate Governance Committee's Charter. Information about the Corporation's policies and expenditures is publicly available and linked to the Duke Energy website.

Disclosure of Duke Energy Policy and Procedures Over Lobbying.The proposal requests that the Corporation disclose our policy and procedures over lobbying. The Corporation has long had a Political Expenditures Policy that governs its lobbying activities and political expenditures. The Political Expenditures Policy is disclosed on the Corporate Governance page of our website at duke-energy.com/our-company/investors/corporate-governance/political-expenditures-policy. Additional information regarding the ultimate oversight of the Corporation's policies, practices and strategy with respect to political expenditures by the Corporate Governance Committee is discussed in the Charter of the Corporate Governance Committee, also disclosed on the Corporate Governance page of our website at duke-energy.com/our-company/investors/corporate-governance/board-committee-charters/corporate-governance.

Disclosure of Corporate Political Contributions and Lobbying Activities.The proposal also seeks disclosures about the Corporation's lobbying expenditures. The Corporation's corporate political contributions and lobbying activities are subject to regulation by the state and federal government, including requirements to provide disclosures of federal and state lobbying expenses. These disclosures are publicly available and linked to our website. Duke Energy is fully compliant with all federal and state laws governing corporate political contributions and lobbying activities. As a result of the feedback we have received from our shareholders during our corporate governance engagements in recent years on this topic, Duke Energy discloses all corporate contributions in excess of $1,000, the federal lobbying portion of trade association dues for trade associations with dues over $50,000 during the reporting period and all DUKEPAC contributions, each in the aggregate on a semi-annual report that is posted directly on our website at duke-energy.com/our-company/investors/corporate-governance/political-expenditures-policy.Disclosing this information on one report allows the information to be more easily accessed and viewed by ourCompany’s shareholders. All such semi-annual reports remain available on Duke Energy's website for historical comparison purposes. The Corporation's lobbying activities and expenditures are also discussed in our annual Sustainability Report, available at duke-energy.com/our-company/sustainability/reports.

Description of Board and Management Oversight. As discussed above, the Corporation's governance over political expenditures is disclosed in the Political Expenditures Policy and overseen by the Corporate Governance Committee. In 2015, Duke Energy updated its Political Expenditures Policy and enhanced the governance around the Corporation's lobbying activities and political expenditures. These changes were a direct result of discussions with our shareholders during our corporate governance engagements with them. The Corporation's governance includes a tiered approval process that requires increasing levels of authority within the Corporation depending on the dollar amounts of the lobbying or other political expenditure being proposed. A Political Expenditures Committee, comprised of senior executives from each of the states in which we operate, reviews and provides a Corporation political expenditure strategy and monitors and tracks corporate political expenditures (the "Political Expenditures Program"). The ultimate approval of the strategy, policies and practices of the corporate Political Expenditures Program is the discretion of the Corporate Governance Committee during its biennial review.

Conclusion. Accordingly, because the Corporation already provides robust disclosure concerning our policies and procedures governing lobbying, a semi-annual report detailing our actual political contributions and lobbying activities and a description of the Board oversight of such activities and procedures, the Board believes that the additional report requested in the proposal would result in an unnecessary and unproductive use of the Corporation's resources.

For the Above Reasons the Board of Directors Recommends a Vote "AGAINST"“AGAINST” This Proposal.

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FREQUENTLY ASKED QUESTIONS AND ANSWERS ABOUT THE ANNUAL MEETING

How can I participate in the Annual Meeting?

As a result of positive feedback from shareholders after the Corporation's 2017Duke Energy’s 2022 Annual Meeting and to enable more shareholders to participate in this year's Annual Meeting, it will once again be held exclusively via live webcast. ShareholdersHolders of record of Duke Energy’s common stock as of the close of business on the record date of March 9, 2018,7, 2022, are entitled to participate in, vote at, and submit questions in writing during the Annual Meeting by visitingduke-energy.onlineshareholdermeeting.com. To participate in the Annual Meeting via live webcast, you will need the 16-digit control number, includedwhich can be found on your Notice,
on your proxy card, and on the instructions that accompany your Proxy Materials.proxy materials. The Annual Meeting will begin promptly at 12:301:00 p.m. Eastern Timetime on May 3, 2018.5, 2022. Online check-in will begin at 12:0030 p.m. Eastern Time.time. Please allow ample time for the online check-in procedures.process. An audio broadcast of the Annual Meeting will be available by phone toll-free at 1.800.239.9838, conference number 7668330.

800.289.0720, confirmation code 6176182.

What is the pre-meeting forum and how can I access it?

One of the benefits of holding the Annual Meeting via live webcast is that it allows us to communicate more effectively with you via a pre-meeting forum that you can enter by visitingproxyvote.com. On our pre-meeting forum, you can submit
questions in writing in advance of the Annual Meeting, and also access copies of our Proxy Materials.proxy materials. Through the use of the pre-meeting forum, we are able tocan respond to more questions than we were able to respond to at previous meetings.

Why are you holding the Annual Meeting via live webcast?

We held our first Annual Meeting exclusively via live webcast in 2017. We received positive feedback from shareholders after the 2017 Annual Meeting and greater participation than at previous annual meetings because shareholders can participate from any location around the world via live webcast without prohibitive cost or inconvenience. By holding the Annual Meeting via live webcast, shareholders not only have the same opportunity to vote and ask questions that they would have had at an in-person meeting, but also have the ability to submit questions in advance of the Annual Meeting. As a result, the Board has once again elected to hold the Annual Meeting via live webcast.

What if I have difficulties accessing the pre-meeting forum or locating my 16-digit control number prior to the day of the Annual Meeting on May 3, 2018?5, 2022?

Prior to the day of the Annual Meeting on May 3, 2018,5, 2022, if you need assistance with your 16-digit control number and you hold your shares in your own name, please call toll-free 1.866.232.3037866.232.3037 in the United States or 1.720.358.3640720.358.3640 if calling
from outside the United StatesStates. If you hold your shares in the name of a bank or brokerage firm, you will need to contact your bank or brokerage firm for assistance with your 16-digit control number.

What if during the check-in time or during the Annual Meeting I have technical difficulties or trouble accessing the live webcast of the Annual Meeting?

If you encounter any difficulties accessing the live webcast of the Annual Meeting during the online check-in process or during the Annual Meeting itself, including any difficulties with your 16-digit control number, please call toll-free 1.855.449.0991
844.976.0738 in the United States or 1.720.378.5962303.562.9301 if calling from outside the United States, for assistance. Technicians will be ready to assist you beginning at 12:0030 p.m. Eastern Timetime with any difficulties.

On what am I voting?



More
information

More
information
PROPOSAL 1Election of directorsPage 9  11
PROPOSAL 2Ratification of Deloitte & Touche LLP as Duke Energy Corporation'sEnergy’s independent registered public accounting firm for 20182022Page 3339
PROPOSAL 3Advisory vote to approve Duke Energy Corporation'sEnergy’s named executive officer compensationPage 35
PROPOSAL 441Amendment to the Amended and Restated Certificate of Incorporation of Duke Energy Corporation to eliminate supermajority voting requirementsPage 69
PROPOSAL 5Shareholder proposalPage 70
PROPOSAL 4Shareholder proposal regarding shareholder right to call for a special shareholder meetingPage 73

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FREQUENTLY ASKED QUESTIONS AND ANSWERS ABOUT THE ANNUAL MEETING

Who can vote?

Holders of record of Duke Energy'sEnergy’s common stock as of the close of business on the record date, March 9, 2018.7, 2022. Each share of Duke Energy common stock has one vote.

76   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

FREQUENTLY ASKED QUESTIONS AND ANSWERS ABOUT THE ANNUAL MEETING
How do I vote?

By Proxy – Before the Annual Meeting, you can give a proxy to vote your shares of Duke Energy common stock in one of the following ways:

By InternetBy PhoneBy Mailing Your Proxy Card
By internet
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By phoneBy mailing your proxy card
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GRAPHIC

Visit 24/7

proxyvote.comproxyvote.com
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Call toll-free 24/7
800.690.6903
1.800.690.6903
or by calling the
number provided

by your broker,
bank, or other

nominee if your shares
are not

registered in your name
GRAPHIC

Cast your vote,
Vote, sign your proxy card,

and sendmail free of postage

The phone and online voting procedures are designed to confirm your identity, to allow you to give your voting instructions, and to verify that your instructions have been properly recorded. If you wish to vote by phone or online, please follow the instructions that are included on your notice.

Notice.

If you mail us your properly completed and signed proxy card or vote by phone or online, your shares of Duke Energy common stock will be voted according to the choices that you specify. If you sign and mail your proxy card without marking any choices, your proxy will be voted:


"FOR"“FOR” the election of all nominees for director;


"FOR"“FOR” the ratification of Deloitte & Touche LLP as Duke Energy Corporation'sEnergy’s independent registered public accounting firm for 2018;2022;


"FOR"“FOR” the advisory vote to approve Duke Energy Corporation'sEnergy’s named executive officer compensation; and


"FOR" the Amendment to the Amended and Restated Certificate of Incorporation of Duke Energy Corporation to eliminate supermajority voting requirements;

"AGAINST" the“AGAINST” shareholder proposal.

proposal 4.

We do not expect that any other matters will be brought before the Annual Meeting. However, by giving your proxy, you appoint the persons named as proxies as your representatives at the Annual Meeting.

You may cast your vote online up until 11:59 p.m. Eastern Timetime on May 2, 2018,4, 2022, atproxyvote.com.

Remotely – You may participate in the Annual Meeting via live webcast and cast your vote online during the Annual Meeting prior to the closing of the polls by visiting duke-energy.onlineshareholdermeeting.com.duke-energy.onlineshareholdermeeting.com

.

May I change or revoke my vote?

Yes. You may change your vote or revoke your proxy at any time prior to the Annual Meeting by:


notifying Duke Energy'sEnergy’s Corporate Secretary in writing that you are revoking your proxy;


providing another signed proxy that is dated after the proxy you wish to revoke;


using the phone or online voting procedures; or


participating in the Annual Meeting via live webcast and voting online during the Annual Meeting prior to the closing of the polls.

Will my shares be voted if I do not provide my proxy?

It depends on whether you hold your shares in your own name or in the name of a bank or brokerage firm. If you hold your shares directly in your own name, they will not be voted unless

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FREQUENTLY ASKED QUESTIONS AND ANSWERS ABOUT THE ANNUAL MEETING

you provide a proxy or vote online during the Annual Meeting prior to the closing of the polls.

poll. Brokerage firms generally have the authority to vote their customers'customers’ unvoted shares on certain "routine"“routine” matters. If your shares are held in the name

of a broker, bank, or other nominee, such nominee can vote your shares for the ratification of Deloitte as Duke Energy'sEnergy’s independent registered public accounting firm for 20182022 if you do not timely provide your proxy because this matter is considered "routine"“routine” under the applicable rules. However, no other items are considered "routine"“routine” and may not be voted by your broker without your instruction.

BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   77

FREQUENTLY ASKED QUESTIONS AND ANSWERS ABOUT THE ANNUAL MEETING
If I am a participant in the Duke Energy Retirement Savings Plan, how do I vote shares held in my plan account?

If you are a participant in the Duke Energy Retirement Savings Plan, you have the right to provide voting directions to the plan trustee, Fidelity Management Trust Company, by submitting your proxy card for those shares of Duke Energy common stock that are held by the plan and allocated to your account. Plan participant proxies are treated confidentially.

If you elect not to provide voting directions to the plan trustee, the plan trustee will vote the Duke Energy shares allocated to your plan account in the same proportion as those shares held by the plan for which the plan trustee has received voting
directions from other plan participants. The plan trustee will follow participants'participants’ voting directions and the plan procedure for voting in the absence of voting directions, unless it determines that to do so would be contrary to the Employee Retirement Income Security Act of 1974.

Because the plan trustee must process voting instructions from participants before the date of the Annual Meeting, you must deliver your instructions no later than April 30, 2018,May 2, 2022, at 11:59 p.m. Eastern Time.

time.

What constitutes a quorum?

As of the record date on March 9, 2018, 700,605,3197, 2022, 769,899,467 shares of Duke Energy common stock were issued and outstanding and entitled to vote at the Annual Meeting. In order to conduct the Annual Meeting, a majority of the shares entitled to vote must participate remotely via live webcast or by proxy. This is referred to as a "quorum."“quorum.” If you submit a properly executed proxy card or vote by phone or online, you will be considered part of the quorum. Abstentions and broker "non-votes"“non-votes” will be counted as present and entitled to vote for purposes of
determining a quorum. A broker "non-vote"“non-vote” is not, however, counted as present and entitled to vote for purposes of voting on individual proposals other than ratification of Deloitte as Duke Energy'sEnergy’s independent registered public accounting firm and the amendment to the Amended and Restated Certificate of Incorporation of Duke Energy Corporation to eliminate supermajority requirements.firm. A broker "non-vote"“non-vote” occurs when a bank, broker, or other nominee who holds shares for another person has not received voting instructions from the owner of the shares and, under NYSE listing standards, does not have discretionary authority to vote on a matter.

Who conducts the proxy solicitation and how much will it cost?

Duke Energy is requesting your proxy for the Annual Meeting and will pay all the costs of requesting shareholder proxies. We have hired Georgeson Inc.LLC to help us send out the Proxy Materialsproxy materials and request proxies. The estmiatedestimated fees for Georgeson'sGeorgeson’s services isare approximately $20,000,$23,000, plus out-of-pocket expenses, although suchthe amount could be higher depending on the level of services provided by Georgeson. We can request proxies through the mail or personally by
phone, fax, or online. We can use directors, officers, and other employees of Duke Energy to request proxies. Directors, officers, and other employees will not receive additional compensation for these services. We will reimburse brokerage houses and other custodians, nominees, and fiduciaries for their reasonable out-of-pocket expenses for forwarding solicitation material to the beneficial owners of Duke Energy common stock.

Where can I view the replay of the Annual Meeting webcast and the answers to questions submitted by shareholders in advance of or during the Annual Meeting?

A replay of the Annual Meeting webcast, as well as our answers to questions submitted by shareholders before and during the Annual Meeting, will be available until the release
of the proxy statement for onethe following year atduke-energy.com/our-company/investors/financial-news under "May 3, 2018 - 2018“05/05/2022 – Annual Meeting of Shareholders".Shareholders.”

74    DUKE ENERGY – 2018 Proxy Statement

78   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

OTHER INFORMATION

Discretionary Voting Authority

Discretionary Voting Authority

As of the date this proxy statement went to press,was printed, Duke Energy did not anticipate that any matter other than the proposals set outincluded in this proxy statement would be raised at the Annual Meeting. If any other matters are properly presented at the
Annual Meeting, the persons named as proxies will have discretion to vote on those matters according to their best judgment.

Section 16(a) Beneficial Ownership Reporting Compliance

Deliquent Section 16(a) Report
Section 16(a) of the Exchange Act requires Duke Energy'sEnergy’s directors and executive officers, and any persons owning more than 10% of Duke Energy'sEnergy’s equity securities, to file with the SEC initial reports of beneficial ownership and certain changes in that beneficial ownership with respect to such equity securities of Duke Energy. We prepare and file these reports on behalf of our directors and executive officers. In 2017, 172021, an initial Form 4s were inadvertently failed to be filed3 for Melissa H. Anderson, ExecutiveRonald Reising, Senior Vice President Administration and Chief Human Resources Officer, when she electedwas filed on
May 13, 2021, two days after the due date, due to exchange a portion of her funds intechnical issues with the Executive Savings Plan into the Duke Energy Common Stock Fundfiling. Similarly, an initial Form 3 and defer a portion of her semi-monthly paycheck, beginning February 28, 2017, into the Duke Stock Fund of the Executive Savings Plan. A latesubsequent Form 4 reporting such transactions was filed on December 19, 2017. A late Form 4 was also filed on behalf of Lynn J. Good to report the acquisition of 88 shares of Duke Energy common stock by her husband when he became trustee of a trust for the benefitgrant of his mother. A1,591 shares on May 6, 2021, were filed one day late, Form 4 was filedon May 11, 2021, for Thomas E. Skainsdirector Roy Dunbar due to reporttechnical problems with the disposition of shares withheld for taxes upon the distribution of restricted stock units in April 2017. A late Form 4 was filed for Dhiaa M. Jamil to report the sale of 500 shares of Duke Energy common stock held indirectly in November 2017. Finally, a Form 3 was amended for Theodore F. Craver, Jr. to reflect 33 shares of Duke Energy common stock held in a trust for his mother for which he is trustee.filing. To our knowledge, all other Section 16(a) reporting requirements applicable to our directors and executive officers were satisfied in a timely manner.

Related Person Transactions
Related Person Transactions

Related Person Transaction Policy.   The Corporate Governance Committee adopted a Related Person Transaction Policy that sets forth ourDuke Energy’s procedures for the identification, review, consideration, and approval or ratificationprohibition of "related“related person transactions." For purposes of our policy only, a "related“related person transaction"transaction” is a transaction, arrangement, or relationship (or any series of similar transactions, arrangements or relationships) in which we and any "related person"“related person” are, were, or will be participants and where the related person has a direct or indirect material interest in which the amount involved exceeds $120,000.transaction. Transactions involving compensation for services provided to us as an employee or director are not covered by this policy. A "related person"“related person” is any executive officer, director, or beneficial owner of more than 5% of any class of our voting securities, including any of their immediate family members and any entity owned or controlled by such persons. In the ordinary course of business, in 2021, some of our directors and executive officers, their family members, and affiliated entities received electric and natural gas services on the same terms and conditions provided to other customers. In addition, the affiliated entities of some of our directors were involved in transactions that were immaterial to the Company. None of these transactions were directly or indirectly material to the associated director or affiliated entity. As a result, none of our executive officers or directors had a related person transaction.

Under the policy, if a transaction has been identified as a possible related person transaction, (includingincluding any transaction that was not a related person transaction when originally consummated or any transaction that was not initially identified as a related person transaction prior to consummation),consummation, our management must present information regarding the related person transaction to our Corporate Governance Committee (or, if Corporate Governance Committee approval would be inappropriate, to the Board) for review, consideration and approvalto approve or ratification.prohibit. The presentation must include a
description of, among other things, the material facts, the interests, direct and indirect, of the related persons, the benefits to us of the transaction, and whether the transaction is on terms that are comparable to the terms available to or from, as the case may be, an unrelated third party or to or from employees generally. Under the policy, we will, on an annual basis, collect information from each director, executive officer, and (to the extent feasible) significant shareholders to enable us to identify any existing or potential related person transactions and to effectuate the terms of the policy. In addition, under our codes of business conduct and ethics, our employees and directors have an affirmative responsibility to disclose any transaction or relationship that reasonably could be expected to give rise to a conflict of interest. In considering related person transactions, our Corporate Governance Committee (or Board) will take into accountconsider the relevant available facts and circumstances, including but not limited to:


the risks, costs, and benefits to us;


the impact on a director'sdirector’s independence in the event thatif the related person is a director, immediate family member of a director, or an entity with which a director is affiliated;


the availability of other sources for comparable services or products; and


the terms available to or from, as the case may be, unrelated third parties or to or from employees generally.

The policy requires that, in determining whether to approve ratify or rejectprohibit a related person transaction, our Corporate Governance Committee (or Board) must consider, in light of known circumstances, whether the transaction is in, or is not

DUKE ENERGY – 2018 Proxy Statement    75


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OTHER INFORMATION

inconsistent with, our best interests and those of our shareholders, as our Corporate Governance Committee (or Board) determines in the good faith exercise of its judgment.

For Mr. Webster, the Board considered a relationship between the Corporation and PwC, a firm that provides professional tax and other services from time to time to the Corporation and at which Mr. Webster's brother-in-law was a partner for the majority of 2017. In 2017, the Corporation paid approximately $17 million to PwC for tax, merger integration services in connection with the acquisition of Piedmont Natural Gas and the sale of the Corporation's Latin American Generation business, and various other services. The Board determined that Mr. Webster had no material interest in the transactions between the Corporation and PwC and that the transactions were in the best interests of the shareholders of the Corporation. The Board reviewed and approved the transactions in advance and the relationship with PwC was deemed by the Board not to impair Mr. Webster's independence. Because Mr. Webster's brother-in-law left PwC in December 2017, there is no longer a related person transaction for Mr. Webster.

BUILDING A Proposals and Business by ShareholdersSMARTER

ENERGY FUTURE®
DUKE ENERGY 2022 PROXY STATEMENT   79


OTHER INFORMATION
Proposals and Business by Shareholders
If you wish to submit a proposal for inclusion in the proxy statement for our 2019Duke Energy’s 2023 Annual Meeting, we must receive it byno later than November 23, 2018.

21, 2022.

In addition, if you wish to introduce business at our 20192022 Annual Meeting (besides that inthe matters described on the Notice), you must send us written notice of the matter. Your written notice must comply with the requirements of the Corporation'sDuke Energy’s By-Laws, and we must receive it no earlier than January 3, 2019,5, 2023, and no later than February 1, 2019.4, 2023. The individuals named as proxy holders for our 2019 Annual Meeting will have discretionary authority to vote proxies on matters of
which we are not properly notified and also may have discretionary voting authority under other circumstances.

Your proposal or written notice should be mailed to our Corporate Secretary at our principal executive office at the following address: Julia S. Janson,Kodwo Ghartey-Tagoe, Executive Vice President, External Affairs, Chief Legal Officer and Corporate Secretary, Duke Energy Corporation, DEC 48H,EC03X, P.O. Box 1414, Charlotte, NC 28201-1414.

28201-1414 or by email to our Corporate Secretary at InvestDUK@duke-energy.com.

Householding Information
Householding Information

Duke Energy has adopted a procedure called "householding,"“householding,” which has been approved by the SEC. Under this procedure, a single copy of the annual report and proxy statement is sent to any household at which two or more shareholders reside, unless one of the shareholders at that address notifies us that they wish to receive individual copies. Each shareholder will continue to receive separate proxy cards, and householding will not affect dividend check mailings or InvestorDirect Choice Plan statement mailings in any way.

If you have previously consented, householding will continue until you are notified otherwise or until you notify Broadridge Investor Relations by phone toll-free at 1.800.488.3853, by internet atduke-energy.com/contactIR orCommunication Solutions, Inc. by mail at P.O. Box 1005, Charlotte, NC 28201-1005,Householding Department, 51 Mercedes Way, Edgewood, NY 11717 or by phone at 866.540.7095, that you wish to receive separate annual reports and proxy statements. You
will be removed from the householding program within 30 days of receipt of your notice. If you received a householded mailing this year and you would like to have additional copies of our annual report and proxy statement mailed to you, please submit your request to Broadridge Investor RelationsCommunication Solutions, Inc. at the number or address listed above. WeThey will promptly send additional copies of the annual report and proxy statement upon receipt of such request.

A number of

Many brokerage firms have instituted householding. If you hold your shares in "street“street name," please contact your bank, broker, or other holder of record to request information about householding.

[MISSING IMAGE: tm2025328d26-icon_enviropn.jpg] Electronic Delivery of the Annual Report and Proxy Materials
GRAPHIC   Electronic Delivery of the Annual Report and Proxy Materials

If you received a paper version of this year's Proxy Materials,year’s proxy materials, please consider signing up for electronic delivery of next year'syear’s proxy materials. Electronic delivery significantly reduces Duke Energy'sEnergy’s printing and postage costs and also reduces our consumption of natural resources. You will be notified immediately by email when next year'syear’s annual report and Proxy Materialsproxy materials are available. Electronic delivery also makes it more convenient for shareholders to cast their votesvote on issues that affect Duke Energy.

In order to enroll for electronic delivery, go toicsdelivery.com/duk and follow the instructions. If you elect to receive your Duke Energy proxy materials electronically, you can still request paper copies by contacting Investor Relations by phone toll-free at 1.800.488.3853800.488.3853 or atduke-energy.com/investors/
contactIR.

80   DUKE ENERGY 2022 PROXY STATEMENT
BUILDING A SMARTER ENERGY FUTURE®

GLOSSARY OF TERMS
2021 Form 10-KAnnual Report on Form 10-K for the year ended December 31, 2021
Annual MeetingAnnual Meeting of Shareholders
BoardBoard of Directors
CEOChief Executive Officer
CERTCommunity Emergency Response Team
CFOChief Financial Officer
COOChief Operating Officer
Cinergy PlanCinergy Corp. Non-Union Employees’ Pension Plan
DeloitteDeloitte & Touche LLP
Directors’ Savings PlanDuke Energy Corporation Directors’ Savings Plan
Duke Energy or the CompanyDuke Energy Corporation
ECBPDuke Energy Executive Cash Balance Plan
EEOEqual Employment Opportunity
ESCCElectricity Subsector Coordinating Council
EPSEarnings Per Share
ESGEnvironmental, social, and governance
Exchange ActSecurities Exchange Act of 1934, as amended
Executive Savings PlanDuke Energy Corporation Executive Savings Plan
FAPFinal Average Monthly Pay
GAAPGenerally Accepted Accounting Principles in the United States
HBCUHistorically black colleges and universities
Internal Revenue CodeInternal Revenue Code of 1986
INPOInstitute of Nuclear Power Operations
IRPIntegrated Resource Plan
LTILong-Term Incentive
MWMegawatt
NEONamed Executive Officer
NoticeNotice Regarding the Availability of Proxy Materials
NRCNuclear Regulatory Commission
NYSENew York Stock Exchange
O&MOperations and Maintenance
OSHAOccupational Safety and Health Administration
pandemicCOVID-19 pandemic
PiedmontPiedmont Natural Gas Company, Inc.
PwCPricewaterhouseCoopers, LLC
RCBPDuke Energy Retirement Cash Balance Plan
Retirement Savings PlanDuke Energy Retirement Savings Plan
RSURestricted Stock Unit
SASBSustainability Accounting Standards Board
SECSecurities and Exchange Commission
Securities ActSecurities Act of 1933, as amended
STIShort-Term Incentive
Tax ActThe Tax Cuts and Jobs Act
TCFDTask Force for Climate-related Disclosures
TDCTotal Direct Compensation
TICRTotal Incident Case Rate
TSRTotal Shareholder Return
Traditional ProgramCinergy Plan’s Traditional Program
UTYPhiladelphia Utility Index
BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   81

76    DUKE ENERGY – 2018 Proxy Statement


Table of Contents

APPENDIX A


AMENDED AND RESTATED CERTIFICATE OF INCORPORATION

OF

DUKE ENERGY CORPORATION

DUKE ENERGY CORPORATION, a corporation organized and existing under the laws of the State of Delaware (the "Corporation"), DOES HEREBY CERTIFY AS FOLLOWS:

1.       The name of the corporation is Duke Energy Corporation.    The name under which the corporation was originally incorporated was Deer Holding Corp. The name of the corporation was changed to Duke Energy Holding Corp. on June 21, 2005. The original Certificate of Incorporation was filed with the Secretary of State of the State of Delaware on May 3, 2005.

2.       This Amended and Restated Certificate of Incorporation, having been duly adopted in accordance with Sections 242 and 245 of the General Corporation Law of the State of Delaware (the "DGCL") and by the approval of the stockholders of the Corporation in accordance with Section 211 of the DGCL, restates and integrates and further amends the provisions of the Amended and Restated Certificate of Incorporation as amended or supplemented heretofore. As so restated and integrated and further amended, the Amended and Restated Certificate of Incorporation (hereinafter, this "Certificate of Incorporation") reads as follows:


ARTICLE FIRST

Name

The name of the corporation is Duke Energy Corporation.


ARTICLE SECOND

Registered Office

The address of the registered office of the Corporation in the State of Delaware is 1209 Orange Street, City of Wilmington, County of New Castle. The name of the registered agent of the Corporation at such address is The Corporation Trust Company.


ARTICLE THIRD

Purpose

The purpose of the Corporation is to engage in any lawful act or activity for which a corporation may be organized under the DGCL.


ARTICLE FOURTH

Capital Stock

(a)       The aggregate number of shares of stock that the Corporation shall have authority to issue is two billion forty-four million (2,044,000,000) shares, consisting of two billion (2,000,000,000) shares of Common Stock, par value $0.001 per share (the "Common Stock"), and forty-four million (44,000,000) shares of Preferred Stock, par value $0.001 per share (the "Preferred Stock").

(b)      The Board of Directors of the Corporation shall have the full authority permitted by law, at any time and from time to time, to divide the authorized and unissued shares of Preferred Stock into one or more classes or series and, with respect to each such class or series, to determine by resolution or resolutions the number of shares constituting such class or series and the designation of such class or series, the voting powers, if any, of the shares of such class or series, and the preferences and relative, participating, optional or other special rights, if any, and any qualifications, limitations or restrictions thereof, of the shares of any such class or series of Preferred Stock to the full extent now or hereafter permitted by the law of the State of Delaware. The powers, preferences and relative, participating, optional and other special rights of each class or series of Preferred Stock and the qualifications, limitations or restrictions thereof, if any, may differ from those of any and all other classes or series at any time outstanding.

(c)       Subject to applicable law and the rights, if any, of the holders of any class or series of Preferred Stock or any class or series of stock having a preference over or the right to participate with the Common Stock with respect to the payment of dividends, dividends may be declared and paid on the Common Stock at such times and in such amounts as the Board of Directors of the Corporation in its discretion shall determine. Nothing in this ARTICLE FOURTH shall limit the power of the Board of Directors to create a class or series of Preferred Stock with dividends the rate of which is calculated by reference to, and the payment of which is concurrent with, dividends on shares of Common Stock.

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APPENDIX A

(d)      In the event of the voluntary or involuntary liquidation, dissolution or winding up of the Corporation, subject to the rights of the holders of any class or series of the Preferred Stock, the net assets of the Corporation available for distribution to stockholders of the Corporation shall be distributedprorata to the holders of the Common Stock in accordance with their respective rights and interests. If the assets of the Corporation are not sufficient to pay the amounts, if any, owing to holders of shares of Preferred Stock in full, holders of all shares of Preferred Stock will participate in the distribution of assets ratably in proportion to the full amounts to which they are entitled or in such order or priority, if any, as will have been fixed in the resolution or resolutions providing for the issue of the class or series of Preferred Stock. Neither the merger or consolidation of the Corporation into or with any other corporation, nor a sale, transfer or lease of all or part of its assets, will be deemed a liquidation, dissolution or winding up of the Corporation within the meaning of this paragraph, except to the extent specifically provided in any certificate of designation for any class or series of Preferred Stock. Nothing in this ARTICLE FOURTH shall limit the power of the Board of Directors to create a class or series of Preferred Stock for which the amount to be distributed upon any liquidation, dissolution or winding up of the Corporation is calculated by reference to, and the payment of which is concurrent with, the amount to be distributed to the holders of shares of Common Stock.

(e)       Except as otherwise required by law, as otherwise provided herein or as otherwise determined by the Board of Directors as to the shares of any class or series of Preferred Stock, the holders of Preferred Stock shall have no voting rights and shall not be entitled to any notice of meetings of stockholders.

(f)        Except as otherwise required by law and subject to the rights of the holders of any class or series of Preferred Stock, with respect to all matters upon which stockholders are entitled to vote or to which stockholders are entitled to give consent, the holders of any outstanding shares of Common Stock shall vote together as a class, and every holder of Common Stock shall be entitled to cast thereon one vote in person or by proxy for each share of Common Stock standing in such holder's name on the books of the Corporation;provided,however, that, except as otherwise required by law, or unless provided in any certificate of designation for any class or series of Preferred Stock, holders of Common Stock, as such, shall not be entitled to vote on any amendment to this Certificate of Incorporation (including any certificate of designations relating to any class or series of Preferred Stock) that relates solely to the terms of one or more outstanding classes or series of Preferred Stock if the holders of such affected class or series are entitled, either separately or together with the holders of one or more other such classes or series, to vote thereon pursuant to this Certificate of Incorporation (including any certificate of designations relating to any class or series of Preferred Stock) or pursuant to applicable law. Subject to the rights of the holders of any class or series of Preferred Stock, stockholders of the Corporation shall not have any preemptive rights to subscribe for additional issues of stock of the Corporation and no stockholder will be permitted to cumulate votes at any election of directors.


ARTICLE FIFTH

Board of Directors

(a)       The business and affairs of the Corporation shall be managed by or under the direction of the Board of Directors.

(b)      Except as otherwise fixed by or pursuant to provisions of ARTICLE FOURTH relating to the rights of the holders of any series of Preferred Stock, the number of directors of the Corporation shall not be less than nine (9) nor more than eighteen (18), as may be fixed from time to time by the Board of Directors.

(c)       A director may be removed from office with or without cause;provided,however, that, subject to applicable law, any director elected by the holders of any series of Preferred Stock may be removed without cause only by the holders of a majority of the shares of such series of Preferred Stock.

(d)      Except as otherwise fixed by or pursuant to provisions of ARTICLE FOURTH relating to the rights of the holders of any series of Preferred Stock, newly created directorships resulting from any increase in the number of directors and any vacancies on the Board of Directors resulting from death, resignation, disqualification, removal or other cause shall be filled only by the affirmative vote of a majority of the remaining directors then in office, even though less than a quorum of the Board of Directors. Any director elected in accordance with the preceding sentence shall hold office until the next succeeding annual meeting of stockholders and until his or her successor shall be elected and shall qualify, subject, however, to prior death, resignation, retirement, disqualification or removal from office. No decrease in the number of directors constituting the Board of Directors shall shorten the term of any incumbent director.

(e)       Except as otherwise fixed by or pursuant to provisions of ARTICLE FOURTH relating to the rights of the holders of any series of Preferred Stock, the directors shall be elected by the holders of voting stock and shall hold office until the next annual meeting of stockholders and until their respective successors shall have been duly elected and qualified, subject, however, to prior death, resignation, retirement, disqualification or removal from office.

(f)        Election of directors need not be by written ballot unless the By-Laws so provide.

(g)       In addition to the powers and authority hereinbefore or by statute expressly conferred upon them, the directors are hereby empowered to exercise all such powers and do all such acts and things as may be exercised or done by the Corporation, subject,

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APPENDIX A

nevertheless, to the provisions of the DGCL, this Certificate of Incorporation, and any By-Laws adopted by the stockholders; provided, however, that no By-Laws hereafter adopted by the stockholders shall invalidate any prior act of the directors which would have been valid if such By-Laws had not been adopted.


ARTICLE SIXTH

Action by Stockholders; Books of the Corporation

(a)       Meetings of stockholders may be held within or without the State of Delaware, as the By-Laws may provide. The books of the Corporation may be kept (subject to any provision contained in the DGCL) outside the State of Delaware at such place or places as may be designated from time to time by the Board of Directors or in the By-Laws of the Corporation.

(b)      Written Consent.    Certain actions required or permitted to be taken by the stockholders of the Corporation at an annual or special meeting of the stockholders may be effected without a meeting by the written consent of the holders of common stock of the Corporation (a "Consent"), but only if such action is taken in accordance with the provisions of this Article Sixth, the Corporation's By-laws and applicable law.

    (i)
    Record Date.    The record date for determining such stockholders entitled to consent to corporate action in writing without a meeting shall be as fixed by the Board of Directors or as otherwise established under this Article Sixth. Any holder of common stock of the Corporation seeking to have the stockholders authorize or take corporate action by Consent shall, by written request addressed to the secretary of the Corporation and delivered to the Corporation's principal executive offices and signed by holders of record at the time such request is delivered representing at least 20 percent (20%) of the outstanding shares of common stock of the Corporation, request that a record date be fixed for such purpose. The written request must contain the information set forth in paragraph (b)(ii) of this Article Sixth. Following delivery of the request, the Board of Directors shall, by the later of (x) 20 days after delivery of a valid request to set a record date and (y) 5 days after delivery of any information required by the Corporation to determine the validity of the request for a record date or to determine whether the action to which the request relates may be effected by Consent under paragraph (b)(iii) of this Article Sixth, determine the validity of the request and whether the request relates to an action that may be taken by Consent and, if appropriate, adopt a resolution fixing the record date for such purpose. The record date for such purpose shall be no more than 10 days after the date upon which the resolution fixing the record date is adopted by the Board of Directors and shall not precede the date such resolution is adopted. If a request complying with the second and third sentences of this paragraph (b)(i) has been delivered to the secretary of the Corporation but no record date has been fixed by the Board of Directors by the date required by the preceding sentence, the record date shall be the first date on which a signed Consent relating to the action taken or proposed to be taken by Consent is delivered to the Corporation in the manner described in paragraph (b)(vi) of this Article Sixth; provided that, if prior action by the Board of Directors is required under the provisions of Delaware law, the record date shall be at the close of business on the day on which the Board of Directors adopts the resolution taking such prior action.

    (ii)
    Request Requirements.    Any request required by paragraph (b)(i) of this Article Sixth (a) must be delivered by the holders of record of at least 20% of the outstanding shares of common stock of the, who shall not revoke such request and who shall continue to own not less than 20% of the outstanding shares of common stock of the Corporation through the date of delivery of Consents signed by a sufficient number of stockholders to authorize or take such action; (b) must contain an agreement to solicit Consents in accordance with paragraph (b)(iv) of this Article Sixth, (c) must describe the action proposed to be taken by written consent of stockholders and (d) must contain (1) such information and representations, to the extent applicable, then required by Section 2.03(b) of the Corporation's By-laws as though such stockholder was intending to propose an amendment to the Corporation's Restated Certificate of Incorporation or By-laws or other business to be brought before a meeting of stockholders and (2) the text of the proposed action to be taken (including the text of any resolutions to be adopted by Consent) and (e) must include documentary evidence that the requesting stockholder(s) own in the aggregate not less than 20% of the outstanding shares of common stock of the Corporation as of the date of such written request to the secretary; provided, however, that if the stockholder(s) making the request are not the beneficial owners of the shares representing at least 20% of the outstanding shares of common stock of the Corporation, then to be valid, the request must also include documentary evidence (or, if not simultaneously provided with the request, such documentary evidence must be delivered to the secretary within ten business days after the date on which the request is delivered to the secretary) that the beneficial owners on whose behalf the request is made beneficially own at least 20% of the outstanding shares of common stock of the Corporation as of the date on which such request is delivered to the secretary. If the action proposes to elect directors by written consent, the written request for a record date must also contain the information required by Section 3.03 of the Corporation's By-laws. The Corporation may require the stockholder(s) submitting such request to furnish such other information as may be reasonably requested by the Corporation. Any requesting stockholder may revoke his, her or its request at any time by written revocation delivered to the secretary of the Corporation at the Corporation's principal executive offices. Any disposition by a requesting stockholder of any shares of common stock of the Corporation (or of

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      beneficial ownership of such shares by the beneficial owner on whose behalf the request was made) after the date of the request, shall be deemed a revocation of the request with respect to such shares, and each requesting stockholder and the applicable beneficial owner shall certify to the secretary of the Corporation on the day prior to the record date set for the action by written consent as to whether any such disposition has occurred. If the unrevoked requests represent in the aggregate less than 20% of the outstanding shares of common stock of the Corporation, the Board of Directors, in its discretion, may cancel the action by written consent.

    (iii)
    Actions Which May Be Taken by Written Consent.    Stockholders are not entitled to act by Consent if (a) the record date request does not comply with this Article Sixth or the Corporation's By-Laws; (b) the action relates to an item of business that is not a proper subject for stockholder action under applicable law; (c) the request for a record date for such action is received by the Corporation during the period commencing 90 days prior to the first anniversary of the date of the immediately preceding annual meeting and ending on the date of the next annual meeting; (d) an identical or substantially similar item of business (as determined by the Board of Directors of the Corporation in its reasonable determination, which determination shall be conclusive and binding on the Corporation and its stockholders, (a "Similar Item")), was presented at a meeting of stockholders held not more than 12 months before the request is received by the secretary of the Corporation; (e) a Similar Item consisting of the election or removal of directors was presented at a meeting of stockholders held not more than 90 days before the request is received by the secretary of the Corporation (and, for purposes of this clause, the election or removal of directors shall be deemed a "Similar Item" with respect to all items of business involving the election or removal of directors), (f) a Similar Item is included in the Corporation's notice of meeting as an item of business to be brought before an annual or special stockholders meeting that has been called but not yet held or that is called to be held within 90 days after the request is received by the secretary of the Corporation; or (g) such record date request was made in a manner that involved a violation of Regulation 14A under the Securities Exchange Act of 1934 or other applicable law. For purposes of this paragraph (b)(iii), the nomination, election or removal of directors shall be deemed to be a Similar Item with respect to all actions involving the nomination, election or removal of directors, changing the size of the Board of Directors and filling of vacancies and/or newly created directorships resulting from any increase in the authorized number of directors.

    (iv)
    Manner of Consent Solicitation.    Holders of common stock of the Corporation may take action by written consent only if Consents are solicited from all holders of common stock of the Corporation entitled to vote on the matter and in accordance with applicable law.

    (v)
    Date of Consent.    Every Consent purporting to take or authorize the taking of corporate action must bear the date of signature of each stockholder who manually signs the Consent, and no Consent shall be effective to take the corporate action referred to therein unless, within 60 days of the earliest dated Consent delivered in the manner required by paragraph (b)(vi) of this Article Sixth and not later than 120 days after the record date, Consents signed by a sufficient number of stockholders to take such action are so delivered to the Corporation.

    (vi)
    Delivery of Consents.    No Consents may be dated or delivered to the Corporation or its registered office in the State of Delaware until 60 days after the delivery of a valid request to set a record date. Consents must be delivered to the Corporation by delivery to its registered office in the State of Delaware or its principal place of business. Delivery must be made by hand or by certified or registered mail, return receipt requested. The secretary of the Corporation shall provide for the safe-keeping of such Consents and any related revocations and shall promptly designate one or more persons, who shall not be members of the Board of Directors, to serve as inspectors ("Inspectors") with respect to such Consents. The Inspectors shall promptly conduct a ministerial review of the sufficiency of all Consents and any related revocations and of the validity of the action to be taken by written consent as the secretary of the Corporation deems necessary or appropriate, including, without limitation, whether the stockholders of a number of shares having the requisite voting power to authorize or take the action specified in Consents have given consent. If after such investigation the Inspectors shall determine that the action purported to have been taken is duly authorized by the Consents, that fact shall be certified on the records of the Corporation kept for the purpose of recording the proceedings of meetings of stockholders and the Consents shall be filed in such records. In conducting the investigation required by this section, the Inspectors of the Corporation may, at the expense of the Corporation, retain special legal counsel and any other necessary or appropriate professional advisors as such person or persons may deem necessary or appropriate and, to the fullest extent permitted by law, shall be fully protected in relying in good faith upon the opinion of such counsel or advisors.

    (vii)
    Effectiveness of Consent.    No action may be taken by the stockholders by Consent except in accordance with this Article Sixth. If the Board of Directors shall determine that any request to fix a record date was not properly made in accordance with, or relates to an action that may not be effected by Consent pursuant to, this Article Sixth, or the stockholder or stockholders seeking to take such action do not otherwise comply with this Article Sixth, then the Board of Directors shall not be required to fix a record date and any such purported action by Consent shall be null and void to the fullest extent permitted by applicable law. No Consent shall be effective until such date as the Inspectors certify to the Corporation that the Consents delivered to the Corporation in accordance with paragraph (vi) of this Article

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      Sixth,represent at least the minimum number of votes that would be necessary to take the corporate action at a meeting at which all shares entitled to vote thereon were present and voted, in accordance with Delaware law and this Certificate of Incorporation.

    (viii)
    Challenge to Validity of Consent.    Nothing contained in this Article Sixth shall in any way be construed to suggest or imply that the Board of Directors of the Corporation or any stockholder shall not be entitled to contest the validity of any Consent or related revocations, whether before or after such certification by the Inspectors, as the case may be, or to prosecute or defend any litigation with respect thereto.

    (ix)
    Board-solicited Stockholder Action by Written Consent.    Notwithstanding anything to the contrary set forth above, (x) none of the foregoing provisions of this Article Sixth shall apply to any solicitation of stockholder action by written consent by or at the direction of the Board of Directors and (y) the Board of Directors shall be entitled to solicit stockholder action by written consent in accordance with applicable law.


ARTICLE SEVENTH

Amendment of Certificate of Incorporation

The Corporation reserves the right to supplement, amend, alter, change or repeal any provision contained in this Certificate of Incorporation, in the manner now or hereafter prescribed by the laws of the State of Delaware and this Certificate of Incorporation, and all rights conferred upon stockholders, directors and officers herein are granted subject to this reservation. Notwithstanding the foregoing, this ARTICLE SEVENTH and sections (b) and (d) of ARTICLE FIFTH may not be supplemented, amended, altered, changed, or repealed in any respect, nor may any provision inconsistent therewith be adopted, unless such supplement, amendment, alteration, change or repeal is approved by the affirmative vote of the holders ofa majority of the combined voting power of the then outstanding shares of stock of all classes of the Corporation entitled to vote generally in the election of directors, voting together as a single class.


ARTICLE EIGHTH

Amendment of By-Laws

In furtherance and not in limitation of the powers conferred upon it by law, the Board of Directors of the Corporation is expressly authorized to adopt, repeal, alter or amend the By-Laws of the Corporation. No By-Laws may be adopted, repealed, altered or amended in any manner that would be inconsistent with this Amended and Restated Certificate of Incorporation (as it may be adopted, repealed, altered or amended from time to time in accordance with ARTICLE SEVENTH).


ARTICLE NINTH

Limitation of Liability

Except to the extent elimination or limitation of liability is not permitted by applicable law, no director of the Corporation shall be personally liable to the Corporation or its stockholders for monetary damages for any breach of fiduciary duty in such capacity. Any repeal or modification of this ARTICLE NINTH by the stockholders of the Corporation shall not adversely affect any right or protection of a director of the Corporation existing at the time of such repeal or modification with respect to acts or omissions occurring prior to such repeal or modification.


ARTICLE TENTH

Liability of Stockholders

The holders of the capital stock of the Corporation shall not be personally liable for the payment of the Corporation's debts, and the private property of the holders of the capital stock of the Corporation shall not be subject to the payment of debts of the Corporation to any extent whatsoever.


ARTICLE ELEVENTH

Effectiveness

This Amended and Restated Certificate of Incorporation is to become effective at [·].

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APPENDIX B

Cautionary Note Regarding Forward-Looking Information

This document includes forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. Forward-looking statements are based on management'smanagement’s beliefs and assumptions and can often be identified by terms and phrases that include "anticipate," "believe," "intend," "estimate," "expect," "continue," "should," "could," "may," "plan," "project," "predict," "will," "potential," "forecast," "target," "guidance," "outlook"“anticipate,” “believe,” “intend,” “estimate,” “expect,” “continue,” “should,” “could,” “may,” “plan,” “project,” “predict,” “will,” “potential,” “forecast,” “target,” “guidance,” “outlook” or other similar terminology. Various factors may cause actual results to be materially different than the suggested outcomes within forward-looking statements. Accordingly,statements; accordingly, there is no assurance that such results will be realized. For detailsThese factors include, but are not limited to:

The impact of the COVID-19 pandemic;

State, federal, and foreign legislative and regulatory initiatives, including costs of compliance with existing and future environmental requirements, including those related to climate change, as well as rulings that affect cost and investment recovery or have an impact on rate structures or market prices;

The extent and timing of costs and liabilities to comply with federal and state laws, regulations and legal requirements related to coal ash remediation, including amounts for required closure of certain ash impoundments, are uncertain and difficult to estimate;

The ability to recover eligible costs, including amounts associated with coal ash impoundment retirement obligations, asset retirement and construction costs related to carbon emission reductions, and costs related to significant weather events, and to earn an adequate return on investment through rate case proceedings and the uncertainties that may cause our actual future resultsregulatory process;

The costs of decommissioning nuclear facilities could prove to be materiallymore extensive than amounts estimated and all costs may not be fully recoverable through the regulatory process;

Costs and effects of legal and administrative proceedings, settlements, investigations, and claims;

Industrial, commercial, and residential growth or decline in service territories or customer bases resulting from sustained downturns of the economy and the economic health of our service territories or variations in customer usage patterns, including energy efficiency efforts, natural gas building and appliance electrification, and use of alternative energy sources, such as self-generation and distributed generation technologies;

Federal and state regulations, laws and other efforts designed to promote and expand the use of energy efficiency measures, natural gas electrification, and distributed generation technologies, such as private solar and battery storage, in Duke Energy service territories could result in a reduced number of customers, excess generation resources, as well as stranded costs;

Advancements in technology;

Additional competition in electric and natural gas markets and continued industry consolidation;

The influence of weather and other natural phenomena on operations, including the economic, operational and other effects of severe storms, hurricanes, droughts, earthquakes, and tornadoes, including extreme weather associated with climate change;

Changing investor, customer and other stakeholder expectations and demands, including heightened emphasis on environmental, social, and governance concerns;

The ability to successfully operate electric generating facilities and deliver electricity to customers, including direct or indirect effects to the Company resulting from an incident that affects the United States electric grid or generating resources;

Operational interruptions to our natural gas distribution and transmission activities;

The availability of adequate interstate pipeline transportation capacity and natural gas supply;

The impact on facilities and business from a terrorist attack, cybersecurity threats, data security breaches, operational accidents, information technology failures, or other catastrophic events, such as fires, explosions, pandemic health events, or other similar occurrences;

The inherent risks associated with the operation of nuclear facilities, including environmental, health, safety, regulatory and financial risks, including the financial stability of third-party service providers;

The timing and extent of changes in commodity prices and interest rates and the ability to recover such costs through the regulatory process, where appropriate, and their impact on liquidity positions and the value of underlying assets;

The results of financing efforts, including the ability to obtain financing on favorable terms, which can be affected by various factors, including credit ratings, interest rate fluctuations, compliance with debt covenants and conditions, an individual utility’s generation mix, and general market and economic conditions;

Credit ratings may be different than those expressedfrom what is expected;

Declines in the market prices of equity and fixed-income securities and resultant cash funding requirements for defined benefit pension plans, other post-retirement benefit plans and nuclear decommissioning trust funds;
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APPENDIX A

Construction and development risks associated with the completion of capital investment projects, including risks related to financing, obtaining and complying with terms of permits, meeting construction budgets and schedules, and satisfying operating and environmental performance standards, as well as the ability to recover costs from customers in a timely manner, or at all;

Changes in rules for regional transmission organizations, including changes in rate designs and new and evolving capacity markets, and risks related to obligations created by the default of other participants;

The ability to control operation and maintenance costs;

The level of creditworthiness of counterparties to transactions;

The ability to obtain adequate insurance at acceptable costs;

Employee workforce factors, including the potential inability to attract and retain key personnel;

The ability of subsidiaries to pay dividends or distributions to Duke Energy Corporation holding company (the Parent);

The performance of projects undertaken by our forward-looking statements, seenonregulated businesses and the success of efforts to invest in and develop new opportunities;

The effect of accounting pronouncements issued periodically by accounting standard-setting bodies;

The impact of United States tax legislation to our Annual Reportfinancial condition, results of operations or cash flows and our credit ratings;

The impacts from potential impairments of goodwill or equity method investment carrying values;

Asset or business acquisitions and dispositions, including our ability to successfully consummate the second closing of the minority investment in Duke Energy Indiana, may not yield the anticipated benefits;

The actions of activist shareholders could disrupt our operations, impact our ability to execute on Form 10-Kour business strategy, or cause fluctuations in the trading price of our common stock; and Quarterly Reports on Form 10-Q

The ability to implement our business strategy, including its carbon emission reduction goals.
Additional risks and uncertainties are identified and discussed in the Company’s reports filed with the SEC and available at the SEC'sSEC’s website atsec.gov. sec.gov. In light of these risks, uncertainties and assumptions, the events described in the forward-looking statements might not occur or might occur to a different extent or at a different time than described. Forward-looking statements speak only as of the date they are made.made and Duke Energy expressly disclaims an obligation to publicly update or revise any forward-looking statements, whether as a result of new information, future events, or otherwise.
BUILDING A SMARTER ENERGY FUTURE®DUKE ENERGY 2022 PROXY STATEMENT   83

APPENDIX B

Non-GAAP Financial Measures
Adjusted EPS
The materials include a discussion of adjusted EPS. The non-GAAP financial measure, adjusted EPS, represents basic EPS available to Duke Energy common stockholders (GAAP reported EPS), adjusted for the per share impact of special items. Special items represent certain charges and credits, which management believes are not indicative of Duke Energy’s ongoing performance.
Management believes the presentation of adjusted EPS provides useful information to investors, as it provides them with an additional relevant comparison of Duke Energy’s performance across periods. Management uses this non-GAAP financial measure for planning and forecasting and for reporting financial results to the Board, employees, stockholders, analysts, and investors. Adjusted EPS is also used as a basis for employee incentive bonuses. The most directly comparable GAAP measure for adjusted EPS is reported basic EPS available to Duke Energy common stockholders.
Adjusted EPS Guidance
The materials reference the long-term range of annual growth of 5% to 7% through 2026 off the midpoint of 2021 adjusted EPS guidance range of $5.15. In addition, the materials include a reference to the original forecasted 2021 adjusted EPS guidance range of $5.00 to $5.30. Forecasted adjusted EPS is a non-GAAP financial measure as it represents basic EPS available to Duke Energy common stockholders (GAAP reported EPS), adjusted for the per share impact of special items. Special items represent certain charges and credits, which management believes are not indicative of Duke Energy’s ongoing performance.
Due to the forward-looking nature of this non-GAAP financial measure for future periods, information to reconcile it to the most directly comparable GAAP measure is not available at this time, as management is unable to project all special items for future periods, such as legal settlements, the impact of regulatory orders, or asset impairments.
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82SCAN TOVIEW MATERIALS & VOTE DUKE ENERGY – 2018 Proxy Statement


GRAPHIC


CORPORATION 526 SOUTH CHURCH STREET CHARLOTTE, NC 28202 VOTE BY INTERNET BeforeINTERNETBefore the Annual Meeting of Shareholders ("Annual Meeting")(Annual Meeting) - Go to proxyvote.com Usewww.proxyvote.com or scan the QR Barcode aboveUse the Internet to transmit your voting instructions up until 11:59 p.m. Eastern Timetime on May 2, 2018.4, 2022. Have your proxy card in handavailable when you access the website and follow the instructions to obtain your records and to create a voting instruction form. DUKE ENERGY CORPORATION 550 SOUTH TRYON STREET CHARLOTTE, NC 28202 Duringform.During the Annual Meeting - Go to duke-energy.onlineshareholdermeeting.com Youduke-energy.onlineshareholdermeeting.comYou may participate in the Annual Meeting via live webcast and cast your vote online during the Annual Meeting.meeting. Have the information that is printed in the box marked by the arrow available and follow the instructions. VOTEinstructions.VOTE BY PHONE - 1.800.690.6903 Use1.800.690.6903Use any touch-tone phone to transmit your voting instructions up until 11:59 p.m. Eastern Timetime on May 2, 2018.4, 2022. Have your proxy card in handavailable when you call and then follow the instructions. VOTEinstructions.VOTE BY MAIL Mark,MAILMark, sign, and date this proxy card, and return it in the postage-paid envelope we have provided or return it to Vote Processing, c/o Broadridge, 51 Mercedes Way, Edgewood, NY 11717.11717.ELECTRONIC DELIVERY OF FUTURE PROXY MATERIALSIf you would like to reduce the costs incurred by our Company in mailing proxy materials, you can consent to receiving all future proxy statements, proxy cards, and annual reports electronically via email or the Internet. To sign-up for electronic delivery, please follow the instructions above to vote by Internet and, when prompted, indicate that you agree to receive or access proxy materials electronically in future years. TO VOTE, MARK BLOCKS BELOW IN BLUE OR BLACK INK AS FOLLOWS: E37697-P02077-Z71749INK: D70471-P68932-Z82012 KEEP THIS PORTION FOR YOUR RECORDS DETACH AND RETURN THIS PORTION ONLY THIS PROXY CARD IS VALID ONLY WHEN SIGNED AND DATED. DETACH AND RETURN THIS PORTION ONLY DUKE ENERGY CORPORATION TheCORPORATIONThe Board of Directors recommends a vote "FOR" Director nominees. For Withhold AllAll For All AllAllExceptExcept To withhold authority to vote for any individual nominee(s), mark "For All Except" and write the number(s) of the nominee(s) on the line below. ! ! ! 1. Election1.Election of directors:Nominees:01) 02) 03) 04) 05) 06) 07) Michael G. Browning Derrick Burks02)Annette K. Clayton03)Theodore F. Craver, Jr. Jr.04)Robert M. Davis Daniel R. DiMicco John H. Forsgren Davis05)Caroline Dorsa06)W. Roy Dunbar07)Nicholas C. Fanandakis 08)Lynn J. Good Good09)John T. Herron 08) 09) 10) 11) 12) 13) 14) James B. Hyler, Jr. William E. Kennard Herron10)Idalene F. Kesner11)E. Marie McKee Charles W. Moorman IV Carlos A. Saladrigas McKee12)Michael J. Pacilio13)Thomas E. Skains Skains14)William E. Webster, Jr. For Against Abstain The Board of Directors recommends a vote "FOR" Proposal 4. 4. Amendment to the Amended and Restated Certificate of Incorporation of Duke Energy Corporation to eliminate supermajority voting requirements !!! ! ! The Board of Directors recommends a vote "AGAINST" Proposal 5. For Against Abstain The Board of Directors recommends a vote "FOR" Proposals 2 and 3. ! ! ! ! ! ! 2. Ratification3.2.Ratification of Deloitte & Touche LLP as Duke Energy Corporation'sEnergy's independent registered

public accounting firm for 2018 5. Shareholder proposal regarding providing an annual report on Duke Energy's lobbying expenses ! ! ! 3. Advisory20223.Advisory vote to approve Duke Energy Corporation'sEnergy's named executive officer compensation compensationFor!! I have provided written comments on the backAgainst!!Abstain!!The Board of this card. Directors recommends a vote "AGAINST" Proposal 4.ForAgainstAbstain4.Shareholder proposal regarding shareholder right to call for a special shareholder meeting!!!Signature [PLEASE SIGN WITHIN BOX] Date SignatureDateSignature (Joint Owners)Date



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Important Notice Regarding the Availability of Proxy Materials for the Annual Meeting of Shareholders:The Notice and Proxy Statement and Annual Report are available at proxyvote.com. E37698-P02077-Z71749 DUKEproxyvote.com.D70472-P68932-Z82012DUKE ENERGY CORPORATION AnnualCORPORATIONAnnual Meeting of Shareholders May 3, 2018,5, 2022, at 12:301:00 p.m. Eastern Time PROXYtimePROXY SOLICITED ON BEHALF OF THE BOARD OF DIRECTORS TheDIRECTORSThe undersigned hereby appointsappoint(s) Lynn J. Good, Steven K. Young, and Julia S. Janson,Kodwo Ghartey-Tagoe, and each of them, proxies, with the powers the undersigned would possess if personally present, and with full power of substitution, to vote all shares of common stock of Duke Energy Corporation (the "Corporation")(Duke Energy) of the undersigned at the Annual Meeting of Shareholders ("Annual Meeting")(Annual Meeting) to be held via live webcast, on May 3, 2018,5, 2022, and at any adjournment thereof, upon all subjects that may come before the meeting,Annual Meeting, including the matters described in the proxy statement furnished herewith, subject to any directions indicated on the reverse side of this card. If no directions are given, the individuals designated above will vote "FOR" the election of all director nominees under Proposal 1, "FOR" Proposals 2 3 and 4,3, "AGAINST" Proposal 5,4, and at their discretion on any other matter that may come before the meeting.Annual Meeting. Phone and online voting cutoff is 11:59 p.m. Eastern Timetime on May 2, 2018,4, 2022, except as described below. Thisbelow.This instruction and proxy card is also solicited by the Board of Directors of the CorporationDuke Energy for use at the Annual Meeting on May 3, 2018,5, 2022, by persons who participate in the Duke Energy Retirement Savings (the "Plan")Plan (Plan). Phone and online voting cutoff for participants in the Plan is 11:59 p.m. Eastern Timetime on April 30, 2018. ByMay 2, 2022.By signing this instruction and proxy card or by voting by phone or online, the undersigned hereby directs Fidelity Management Trust Company, as Trustee for the Plan, to vote, as designated herein, all shares of CorporationDuke Energy common stock with respect to which the undersigned is entitled to direct the Trustee as to voting under the Plan at the Annual Meeting of the Corporation to be held on May 3, 2018,5, 2022, and at any and all adjournments thereof. The Trustee is also authorized to vote such shares in connection with the transaction of such other business as may properly come before the meetingAnnual Meeting and any and all adjournments thereof. If no directions are given, the shares of CorporationDuke Energy common stock allocated to the undersigned's account will be voted by the Trustee in the same proportion as shares held by the Plan for which the Trustee has received voting directions from other participants in the Plan, unless the Trustee determines that to do so would be contrary to the Employee
Retirement Income Security Act of 1974, as amended. (If you noted any comments above, please mark corresponding box on the reverse side.) Comments: