With a combined revenue of $21 trillion and $2.1 trillion in profits, the 2026 Fortune 500 is the definitive list of America's largest companies.

Fortune 500

Almost $20 trillion in revenue—and a record-breaking $1.87 trillion in profits. Introducing the 2025 Fortune 500, the definitive list of the biggest companies in America.

Industries included in the sector are mining, oil and gas exploration and services, pipelines, refining, and utilities.

Fortune Sector Leaders: Energy

The Fortune 500, in its 70th year in 2024, ranks the biggest U.S. companies by revenue.

The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

This year’s Fortune 500 marks the 68th running of the list.

This year’s Fortune 500 marks the 67th running of the list.

F500-2021-379-Williams

The oil and gas company was founded in 1908 and grew quickly to manage nationwide pipelines, which it still maintains today.

This year's Fortune 500 marks the 66th running of the list.

F500-2020-387-Williams

The Tulsa-based energy company focuses on natural gas and petroleum exploration and production, with assets concentrated along the Gulf of Mexico and the Eastern Seaboard.

This year's Fortune 500 marks the 65th running of the list.

This year's Fortune 500 marks the 64th running of the list.

This year's Fortune 500 marks the 63rd running of the list.

This year's Fortune 500 marks the 62nd running of the list.

Business insiders have spoken: Asked which companies they most admire, more than 4,100 executives, directors, and analysts chose these top 50 All-Stars.

World's Most Admired Companies

This year's Fortune 500 marks the 61st running of the list. Wal-Mart claims the top spot again. See who made the list.

Key Financials (last Fiscal Year)

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Williams is a leading energy infrastructure company. Founded in 1908, Williams specializes in the gathering, processing, storage, and transportation of natural gas, operating over 30,000 miles of pipelines across the United States, including the flagship Transco pipeline network, the nation's largest-volume natural gas pipeline, stretching from Texas to New York. Handling approximately 30% of the natural gas consumed daily in the U.S., Williams plays a crucial role in delivering reliable and low-cost energy to homes and businesses.

Q2 2026

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Q1 2025

Q4 2024

Williams (WMB): Company Profile, Stock Price, News, Rankings

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Williams

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Good day everyone, welcome to the Williams second quarter 2026 earnings conference call. Today's conference is being recorded. At this time, for opening remarks and introductions, I would like to turn the call over to Mrs. Caroline Sardella, Director of Investor Relations. Please go ahead.

Thank you, good morning, everyone. Thank you for joining us and for your interest in Williams. Yesterday afternoon, we released our earnings press release and the presentation that our President and Chief Executive Officer, Chad Zamarin, and our Chief Financial Officer, John Porter, will speak to you this morning. Also joining us on the call today are Larry Larsen, our Chief Operating Officer, and Rob Wingo, our Executive Vice President of Corporate Strategic Development. In our presentation materials, you'll find a disclaimer related to forward-looking statements. This disclaimer is important and integral to our remarks, please review it. Also included in the presentation materials are non-GAAP measures that we reconciled with generally accepted accounting principles. These reconciliation schedules appear at the back of today's presentation materials. With that, I'll turn it over to Chad.

Thanks, Caroline. This is another quarter of accomplishment for Williams, with strong execution and meaningful growth across our business. I want to start by recognizing an awesome milestone for our Power Innovation business. Last week, we achieved in-service for Phase 1 of Socrates, delivering a utility scale 200 MW of power to our customer in under 18 months since commercialization. This is how America wins the race for the next generation of technology. A huge shout-out to the Williams team and the incredible group of engineering, equipment, and construction partners that have worked to make this possible. We remain on track to deliver the next phase of Socrates before year-end, with many more projects to come thereafter.

With the Phase 1 of Socrates completed on time and within budget, we have proven our ability to deliver, and we are well-positioned to advance the commercialization and scaling of future Power Innovation projects. On Transco, we signed customer agreements for the Leidy Access and Garden Connector projects, two pipeline expansions that serve residential, commercial, and power demand in Pennsylvania and New Jersey. We also further upsized our Transco Power Express project, which now represents an 800 million cubic feet per day expansion of Transco to serve load growth, power demand, and data center growth in Virginia. Additionally, the team commercialized an extension of Line 200, which you'll recall is the 3.1 Bcf/day transmission pipeline that Williams is building from Gillis to serve the Woodside LNG terminal.

The extension of Line 200 includes a new lateral to serve growing power demand in the Lake Charles, Louisiana area and is a nice upside to the Woodside partnership. In the second quarter, we also executed on two strategic transactions, including a Power Innovation financing joint venture with Blackstone and the strategic acquisition of Momentum Midstream. I'll let John provide more color in a minute, but I want to highlight that our financing JV creates a flexible source of low-cost equity that will enable us to continue the rapid growth and ongoing commercialization of near-term Power Innovation projects. I want to congratulate the Williams and Blackstone teams, as well as key partners Apollo and KKR, for achieving a great outcome and for supporting this exciting business. As noted in our earnings release, we announced the highly strategic acquisition of Momentum Midstream.

This bolt-on acquisition complements our Haynesville Gathering and Transco Gulf Coast pipeline footprints and strengthens our position in the most important natural gas growth basin tied to the fastest-growing and largest natural gas demand corridor. As a result of one financial quarter of assumed ownership of Momentum and improved performance across our base business, we are raising full year 2026 EBITDA guidance by $200 million at the midpoint, and we are increasing our long-term EBITDA growth rate target to 11%+ compound annual growth through 2030 versus our previously announced 10%+ compound annual growth target. Just as important, we are preserving near-term investment capacity with forecasted leverage of 3.75x debt-to-EBITDA, which preserves our ability to execute on additional near-term power and pipeline projects. Williams really is firing on all cylinders.

I'll now turn the call over to John to talk about our Power Innovation financing JV and to provide an overview of our quarterly financial results. After John is done, I'll come back to provide additional color on the Momentum acquisition, and I'll highlight two exciting pipeline expansion projects that we are announcing alongside the acquisition. John?

Thanks, Chad. I'm happy to spend a moment on the Power Innovation joint venture. It's an important example of how we are enhancing shareholder value with our unique growth opportunities. I also think it's important to emphasize that as attractive as this joint venture is, we would not have done it at all if it not for the expectations we have in driving substantial additional growth in our Power Innovation business. Let's talk about the value this joint venture creates. First, our high-quality Power Innovation business attracted a highly efficient source of equity capital while preserving Williams' operatorship, key decision-making authority, and upside participation. The joint venture provides $5.34 billion of committed capital, including $4.4 billion for 49% of the expected total growth capital expenditures, +$900 million of additional consideration to Williams.

Importantly, that capital comes at an attractive capped 6.35% cost of equity, which is a very efficient way to fund these near-term Power Innovation projects without diluting the value of the platform we are building. Second, that $900 million of additional consideration significantly enhances our compelling project returns across the five Power Innovation projects currently underway. Lots of different ways to illustrate how this joint venture enhances our project returns, the effect on the multiple on invested capital over the primary term of the underlying contracts is pretty striking. Specifically, if you look at the ratio of the total cash flow Williams will see from these five projects to the total invested capital, that ratio improves about 56% with the joint venture.

Again, that is only over the primary term of the contracts and doesn't include any of the upside we expect to develop both within the primary term and well beyond. Additionally, the joint venture includes an attractive buyout option at the remaining partner investment balance beginning in 2033. Back to where I started. The full equity treatment creates immediate balance sheet capacity for the expected continued growth in our Power Innovation business. I'll walk you through that capacity when I cover our updated 2026 guidance later in the presentation. With that, let's move now to a quick look at our second quarter financial performance. We've continued our strong start to 2026 with second quarter 2026 EBITDA up 6% over 2025 and now up 10% year-to-date.

Bridging from last year's $1.8 billion to this year's $1.92 billion, our overall financial performance continues to be led by our Transmission & Gulf businesses, which improved $56 million or about 6%. Growth in this segment was led by our Gulf businesses, which grew 23%, reflecting the combined effects of our recent Gulf expansion projects. We also saw a 23% increase from our natural gas storage businesses, and we had growth from expansion projects at Transco and MountainWest Pipeline. Our Northeast G&P business grew $39 million, or 8%, primarily due to growth in the rich gas areas. The West grew $18 million, or about 5%, led by our Haynesville investments, including our Louisiana Energy Gateway pipeline. Our Sequent marketing business did a bit better than last year, although second quarters present seasonally lower opportunities for this business.

Finally, our other segment, which includes our upstream businesses, was down about $14 million, primarily due to our divestiture of the upstream Haynesville assets, which closed in January of 2026. Again, continuing our strong start to 2026 with second quarter EBITDA up 6% over 2025 and now up 10% year-to-date. Now I'll turn it back over to Chad to discuss our strategic acquisition of Momentum Midstream.

Thanks, John. Looking at slide six, I want to start by highlighting the importance of the Haynesville basin, as it will be the single most important U.S. supply basin in answering the near term call for natural gas, especially in order to supply the growth of LNG exports along our Gulf Coast Transco footprint. Over the next decade, the Haynesville is expected to grow by over 10 Bcf/day, and LNG exports are expected to double from where they are today. The combined Williams and Momentum assets will form the backbone that connects our country's fastest growing supply basin with our fastest growing demand corridor. With this combination, we solidify our position as the largest gatherer of Haynesville gas connected to Transco, the largest gas transmission pipeline system along the Gulf Coast corridor.

Coupled with our leading Gulf Coast natural gas storage system and our relationship with every LNG export facility along the Louisiana Gulf Coast, including our partnership with Woodside LNG, Williams provides the most integrated set of capabilities to connect U.S. natural gas supply to premium domestic and international markets. You can see on slide seven that the Momentum acquisition significantly expands our East Texas and Louisiana footprint into areas that are rapidly emerging as the next horizon of U.S. natural gas supply growth. The Momentum footprint extends our reach into the rapidly growing Shelby Trough in Western Haynesville, where we see incredibly deep upstream inventory, a strong foundation of high quality dedicated customers, and a large opportunity for new customer growth. We add to our Haynesville footprint roughly 6 Bcf/day of gathering capacity and over 4 Bcf/day of take-or-pay pipeline capacity.

With a balanced mix of gathering and take-or-pay earnings that fits squarely within the fairway of our existing core business mix, the $5.5 billion acquisition is being funded by $3.5 billion in cash and debt and $2 billion of equity. We are forecasting an accretive transaction at an attractive acquisition multiple of approximately 8.5x, which we expect will quickly compress over time as both growth and synergies are realized. The combination of Williams and Momentum is exciting for the existing assets we bring together and even more exciting for the new opportunities that we unlock to even better serve customers along the Gulf Coast. Alongside the acquisition, we are announcing two strategic expansion projects. The first project, Shelby Connector, is a large diameter pipeline expansion from the footprint of the Momentum gathering system, connecting into the Williams Louisiana Energy Gateway, or LEG system.

The second project, Delta Access, is a large-scale transmission project from the combined Momentum and Williams systems to LNG and power customers along the Transco corridor. On slide eight, we highlight these strategic expansion projects. The Shelby Connector represents an expansion of our LEG system to reach into the footprint of the Momentum system with initial customer committed capacity of up to 750 million cubic feet per day with an expected in-service date in the first half of 2028. We have the potential to further expand the Shelby Connector by doubling the pipeline capacity to up to 1.5 billion cubic feet per day. This project connects the Shelby Trough, which is expected to be one of the most rapid growth areas for natural gas supply over the next decade, through our LEG system and into Transco at Gillis, Louisiana.

From Gillis, we are adding the Delta Access Pipeline Project, a fully contracted transmission pipeline along the Transco corridor with initial capacity of 2.25 Bcf/day and an in-service date of early 2029. Delta Access is expandable to up to 3.5 Bcf/day and is underpinned by capacity commitments from customers representing both LNG and power demand along the Louisiana Gulf Coast. To recap, the Momentum acquisition is an accretive bolt-on transaction at an attractive multiple that will compress over time due to attractive growth and highly strategic synergies. The combined Williams and Momentum platform will serve as a springboard for high return expansion projects in the most important Gulf Coast supply basin, as well as along the Transco Pipeline and Gulf Coast natural gas storage corridor. Before we close, I'll pass it back to John to discuss our enhanced growth outlook.

Thanks, Chad. Our strong first-half financial performance and execution on the Socrates project gives us confidence in updating the full-year outlook. For full-year 2026 adjusted EBITDA, our existing businesses continue tracking toward the upper half of the guidance framework we discussed earlier in the year. On top of that, the accretive Momentum acquisition adds incremental EBITDA, taking the full-year outlook to $8.3 billion-$8.5 billion. We've also provided revised guidance for EPS and AFFO, reflecting the effects of the Power Innovation JV and accretion from the Momentum transaction. On leverage, we expect year-end leverage to be around 3.9x, but importantly, that only includes an assumed three months of contributions from Momentum.

On a full-year run rate basis, leverage would be around 3.75x, that's really the right way to think about the amount of additional capacity we now have to add additional Power Innovation projects through the remainder of the year. 3.75x leverage opens up in excess of another $2 billion of incremental capacity versus our internal 4x leverage ceiling. That's without considering bringing in any partners on future Power Innovation opportunities, which will remain an attractive and relatively easy thing to do. Most importantly, though, as we've previously discussed, the balance sheet leverage tightness is primarily an issue for 2026 and 2027 before the historic earnings growth we expect in 2028 and beyond. We've also updated our growth CapEx guidance primarily to reflect initial spending on the projects that we announced today.

Overall, we're encouraged by the performance of our base business and excited about the Momentum acquisition, the ongoing strong execution across our project portfolio, and the continued commercialization of new business. We feel well-positioned with our flexibility to fund additional Power Innovation opportunities in the near term. Turning now to our latest thoughts on progress toward our long-term growth targets that we presented back in February. As you'll recall, our initial announcement in February was a 10%+ CAGR for EBITDA and EPS for 2025 through 2030. At that time, we said our current book of contracted business supported around an 8% CAGR estimate. Then in May, we announced additional projects that moved the 8% up to about 9%. Now after layering in the Momentum transaction as well as the other projects we've announced today, we feel confident in moving our target up to 11%+.

Additionally, our long-range plan assumes continued strong project execution on our current backlog of projects, plus winning new opportunities and driving more value out of the legacy business, which leaves us well-positioned to exceed this new target. Stay tuned. With that, I'll turn it back over to Chad.

Thanks, John. I want to again congratulate and thank the Williams team for another outstanding quarter of execution. I want to warmly welcome the Momentum Midstream team to the Williams family. This is actually the second time we have partnered with the team at Momentum, as we worked together more than a decade ago to build and grow key assets that became the bedrock of what is now a major portion of our Northeast Marcellus and Utica system. I want to personally thank Frank Tsuru, Brant Baird, Bill Pritchard, and the entire Momentum team for building things the right way and for developing critical infrastructure that will endure and serve our country for generations to come. Bringing together great talent and strategic infrastructure is how we serve the world's growing energy needs.

Fueling LNG exports to friends and allies around the world, enabling the resurgence of American industrial expansion, empowering homes, businesses, and the AI revolution across our great nation. Of course, none of our progress happens without the dedication of our people and the strength of our partnerships. Thank you to our employees, our customers, our partners, and our investors for your continued trust in Williams. With that, we'll now open the line for questions.

Thank you. At this time, we will conduct the question-and-answer session. To ask a question, you will need to press star one one on your telephone and wait for your name to be announced. To withdraw your question, please press star one one again. Please limit to one question and one follow-up question. Please stand by while we compile the Q&A roster. Our first question comes from the line of Praneeth Satish of Wells Fargo. Your line is now open.

Thanks. Good morning, everyone. John, going back to your comments, the EBITDA CAGR here was increased to 11% from 10%, five-year EBITDA CAGR. I guess if we just simply layer in EBITDA from Momentum and Delta Access, it seems like on our math, those projects alone would add 200 basis points to the CAGR, take it up to 12%. Is that 11% target incorporating a degree of conservatism, or are there other kind of headwinds, puts and takes to consider in the forecast?

Thanks, Praneeth. Thanks for the question. Yeah, like I said in my comments, we do feel well-positioned to exceed 11%. Like I said in February, plus is plus. Just to give a little more color to that, again, this 11% that we're discussing really serves as an update to the 8% we gave back in February and the 9% we gave in May. Specifically, we're really talking about a number here that continues to be centered on our existing contracted book of business. We're excluding the commercialization of any additional power or pipes projects, which you're aware of the extensive backlog we've got in both the power side and the pipes projects.

I would say we also do continue to have a degree of conservatism across a pretty broad swath of all of the other parts of the business that we're working on as well, including the Northeast, which is over $2 billion of EBITDA today. We're continuing to be pretty conservative in terms of how we're modeling the growth in some of those areas.

Got it. Thanks. Maybe switching gears to the Momentum. I guess beyond the organic projects that you've identified, Delta Access, are there specific operating or cost synergies that you expect to get from Momentum? If so, can you help quantify those? Just as a point of clarification on the deal, the 8.5x acquisition multiple, is that multiple calculated based on Momentum's consolidated EBITDA, or is it based on Williams' net share after reflecting its 35% interest? Thanks.

Thanks, Praneeth. This is Chad. First off, I'd say we're not going to quantify yet what those synergies will be. I think if you look at the footprint and the overlap between the two companies, there will absolutely be operational synergies. I think even more importantly, we're talking about what is expected to be the most important growth area for our country in serving the more than doubling of LNG demand that we're going to see. We're at about 18 Bcf/day of LNG export capacity today. Forecast models are showing that going above 40 Bcf 10 years. The Haynesville is going to have to respond, and the other thing that I think is important to know about the Haynesville is that it's been producing a lot of gas out of what has been the traditional core area.

We see the inventory moving west, and we expect this integrated footprint to be really in the heart of what's going to be called upon for growth. You will see operational synergies, but we also expect to see significant growth, both from existing dedicated customers, but also from new projects that we will launch. That, I think, helps support the acquisition multiple. You're right, the multiple is based on consolidated EBITDA. There are some non-controlling interests. You mentioned there is the primary non-controlling interest, which is the joint venture structure of NG3. Even with the net effect of that, it's still approximately a nine times multiple the way we're looking at next year's expected performance. Again, we expect that to compress over time as this asset continues to grow within the business.

Thank you. Our next question comes from the line of Jeremy Tonet of JPMorgan Securities LLC. Your line is now open.

I was just wondering if you could talk, I guess, a bit more on the behind-the-meter backlog as far as how you see the opportunity set at this point, and how deals might materialize. Curious, I guess, if you're dealing with one hyperscaler, is it possible to do deals with a different hyperscaler? Are you in conversations with others of similar size or each hyperscaler picking their own solution provider here?

Yeah. Thanks, Jeremy. I would say we've continued to see strengthening of the commercial interest in our projects and what we can provide, I think further supported by Socrates coming online on time, within budget. Again, a huge shout-out to that team, and the large number of partners that are supporting us in these projects. I think as we've continued to see the challenge of delivering grid capacity, the concerns about how we develop this really important infrastructure, I think our solution of bringing very tailored infrastructure to data center projects is just gaining additional momentum. We do have conversations ongoing with multiple different counterparties. We expect to commercialize additional projects between now and the end of the year.

I will say, I know everyone's excited about and looking forward to the next announcement, but the team's also doing a really good job of pacing the commercialization of projects so that we can maintain this steady growth throughout the end of the decade and beyond. Socrates is a great example. Those crews that just delivered that project are moving on to the next site and will be ramping up even further the work. Responding to the commercial Momentum, but also being deliberate about making sure we can phase in projects the right way. I'd say, again, stay tuned, but our backlog continues to be strong, and it is supported by multiple customers beyond just our first primary customer.

Got it. Just to confirm, I guess, with the doing business with one major hyperscaler, you don't think precludes your commercial negotiation with signing up another major hyperscaler?

No. Look, we're a big company. We want to provide energy infrastructure solutions for every business in America. I think that we know how to do that. We want to support the utility and the growth of our grid. We want to support data centers and technology companies getting access to energy so that we as a country can win the race for the next generation of technology. No, we do not see the discussions that we're having with customers as something that needs to be exclusive to any one or the other.

Got it. That's very helpful. Thanks. If I could, just as far as with the Transco expansion, just wondering to give us a flavor, I guess, of what you're seeing as far as more kind of your lateral still being potentials here, or do you think that that's kind of played out more and you have more smaller parts? Just trying to think of the larger projects like the ones you announced at Analyst Day, how much inventory?

Sorry, Jeremy, you were breaking up on us there. Can you repeat that?

Yeah, just the potential for large Transco projects coming to fruition like what we saw today.

Yeah. Thanks, Jeremy. This is Larry Larsen. Just yeah, we continue to have great discussions with our customers across the Transco footprint. We are obviously doing a great job executing on the projects we have right now with Southeast Supply Enhancement progressing forward. You saw the upsizing of Power Express. There's tremendous opportunity if you think about the backlog that we talked about at Analyst Day. I've highlighted previously that a lot of those projects that we've been working on in the backlog are Transco-related. I think the Delta Access is a great first step on a large-scale project in the Gulf region, we're continuing to look at additional demand response across the Mid-Atlantic and Southeast. We're continuing to work those.

It's just a matter of pacing with our utility customers as they look at kind of firming up their demand and timing of projects. Hopefully we'll continue to see things in the backlog commercialize at a pace that seems reasonable.

Thank you. Our next question comes from the line of Spiro Dounis of Citi. Your line is now open.

Thanks, operator. Good morning, everybody. I want to start with Power Innovation. I guess, as we think about this next wave of projects that you guys see coming, just curious high level, if you can walk us through maybe what might look the same or different from the first wave. Specifically, just thinking about new geographic locations, maybe longer contract tenors. Sounds like we could see some new customers show up. Chad, you mentioned pacing these projects. Trying to get a sense of your plan to recycle the capital to the next project. You've announced $9.6 billion or so in the last 18 months. Is it crazy to think you could allocate most of that $5 billion or so over the next 12 months?

Spiro, thanks. A great question, and I think you're thinking about it the right way. Again, credit to John and the entire team, Blackstone, and our partners there. The JV is, I think, a great tool that allows us to preserve our capacity, but also to recycle that capital into the next round of projects. We do see those continuing to evolve. I think that our first five projects are a great example of achieving speed, and they have scale. These are big projects, certainly relative to what we used to think about a large power project.

They're primarily focused on scale and flexibility, and we are seeing projects evolve to having both that element of speed, looking like our first five projects on the front end, but also layering in over time, scale, and even hybrid projects that would include how we better optimize and frankly, support grid expansion as well. I think you will continue to see projects, and we've demonstrated our ability to get projects up and running fast. Also, I think we've got the ability to then further scale projects over time. You will see, I think some of our projects have that phased approach to scaling over time. Geography, we continue to focus on areas where you have, I think, supportive places to get things built.

We continue to guide to our footprint, but also you think about where we're building in Ohio, Utah, but certainly Oklahoma, Texas, Louisiana, our entire footprint, I think. Also think about the states where things are getting built more easily than in other parts of the country will continue to be our focus. I'd say, that's kind of been our primary model there. As far as pacing, you kind of mentioned it. I would say again, stay tuned. We do expect additional commercialization of projects between now and the end of the year. I think we'll demonstrate pretty quickly that with our partnership with Blackstone, we will put those resources to work on very attractive projects.

I do think the term for those projects, as we continue to validate the model of both bringing your own power, having islanded behind the meter, but also evolving over time to be a more optimized and tailored power solution, you will continue to see contract terms extend in duration, as I think we recognize these are going to become integral infrastructure solutions for our entire ecosystem.

Got it. It's good to hear, Chad. Second one, maybe sticking on this theme, but focusing more on Socrates. Can you just maybe give us a sense of how that startup process went and how it's going so far? I ask in the context of all this being somewhat novel to us in the investor base and really trying to see the proof of concept here. Curious, is it operating ramp as expected? Is there an ability to maybe apply the learnings on Socrates forward on each remaining startups and maybe then accelerate those timelines?

Thanks for the question. This is Larry. I'll hit on it. Again, as Chad said, major kudos to our team and the way they worked closely with our customer through commissioning as well as all of our equipment manufacturers and contractors. The commissioning has gone extremely well. We did a lot of load testing prior to actual startup to facilitate to make sure that we actually could see the AI load following work the way it was intended to. Those tests went really smoothly. We've made adjustments as we needed to, as you always do through commissioning and startup. As of this week, we're delivering first power to the facility and expect to see that ramp up over the course of the month. So far, so good. Excited to see that ramp up to full capacity in the near term.

The team's out constantly taking learnings from these first projects, both on design, and efficiencies on how we commission and approach that. I'm not sure it's going to translate directly into kind of earlier in-services at this point on the project. Right now, all of our other projects, Aquila and Apollo and the others, they're all trending on schedule and on budget right now, similar to Socrates. I think we'll always take those lessons learned into the next project and hopefully make it even that much more efficient.

Helpful color as always. Thanks, everyone.

Thank you. Our next question comes from the line of Ameet Thakkar of BMO Capital Markets. Your line is now open.

Hi. Good morning. Congrats on all the progress and the updates today. Appreciate it. I was just going to maybe turn back to the Woodside LNG transaction and Line 200 now with Momentum. Was just thinking, how much of Line 200 capacity do you think you'll be able to source from Transco LEG and now Momentum?

Line 200 obviously originates from Gillis, and you're hearing a lot about Gillis. It is an important supply point. Both the NG3 pipeline that Momentum had built and is operating and our LEG system deliver into the Gillis area. There are several other pipelines that deliver. The largest, most important trunk line system running across from west to east in that corridor is the Transco system. Those pipes connect into Transco at Gillis, and that is the supply source for a lot of different customers, including, you mentioned the Delta Access project is going to take off and move east across Louisiana, serve power plants along the way, even serve LNG further east across Louisiana and even power demand in the Mississippi River Corridor. It truly is an expansion of that entire artery and thoroughfare across Louisiana.

Line 200, as it takes off, obviously the Haynesville is going to be the primary supply point for that area, which is again, why we think the growth both in our traditional footprint, but in the Momentum footprint is going to be really important for serving all of that Gillis supply pull that's going to happen from those demand customers. Also we'll be sourcing the lowest cost, a most abundant supply for Line 200 in Woodside. The project, from a take or pay perspective, is fully subscribed. Now it's just a matter of making sure we can find the lowest cost supply to support the LNG customers and our partner there. That'll be the focus.

The lateral, Larry can give a little more color, that's an expansion off of Line 200 where the team was able to basically free up additional capacity and build a lateral to a power load along the way. I don't know, Larry, if there's anything else you want to share about that.

I can add. It's basically a 7 mi extension going right into Lake Charles to serve incremental power demand in the corridor. It's a really great success story to think about Line 200. It was really anchored around the Louisiana LNG, it's just the importance of having this infrastructure as we're seeing growth across Louisiana, both from power and industrial load, that's going to create more opportunities for us. Great job by the commercial teams identifying this opportunity and continue to upsize and find ways to invest further in these facilities going forward.

If I could just ask one quick housekeeping question on the Power Innovation JV. I know when you announced this again on slide 35, you kind of indicate that $5.34 billion supports 69% of the expected JV project capital. I think that implies something closer to $9 billion. How do I reconcile that with the $9.6 billion, I think on slide 30? I know certain items like capitalized interest are excluded, but that seemed like a pretty big delta for just capitalized interest. If you could just help us bridge that.

I think capitalized interest is the biggest component of that. A non-cash from the standpoint of the partnership.

Thank you. Our next question comes from the line of John Mackay of Goldman Sachs. Your line is now open.

Hey, team. Thank you for the time. You touched a little bit on this, but I just wanted to run through again. In terms of funding the next set of BTM projects, John, wondering if you could kind of walk us to the $2 billion you framed up, and then more broadly for incremental funding options. Can we think about the existing JV with Blackstone being expanded, so more kind of assets being brought into it? Could the next ones be a different structure? Maybe just walk us through some of the options. Thanks.

Thanks for the question, John. I said in my comments that we feel like we've got in excess of $2 billion available now to fund near-term Power Innovation projects between now and the end of the year. That's really working off the 3.75x leverage number that we cited in the presentation, which does normalize the Momentum contribution across a full year versus just call it roughly three months of Momentum that we would expect in sort of our base case forecast, getting through HSR and closing and having basically about three months of contribution in 2026 gets you to the 3.9x roughly at year-end. Again, we're focused more on a normalized full-year Momentum leverage number of 3.75x.

Really it's just the math between 3.75x and the 4x, which as we've discussed before, is sort of our internal ceiling around leverage 4x. 3.5x-4x is the range that we're working within. 4x is not a hard and fast number. At times, we've talked about ticking over it maybe a little bit for a short period of time. That's always an option. We could always look at the potential to run things a little bit hotter. In general, and as we've said before, this leverage issue is really just a 2026 and 2027 issue. I think relative to the JV, and Chad mentioned it's a fantastic platform. We've spent a lot of time really investing this year in a very competitive process where we really canvassed all of the potential parties and worked very hard to stand up the diligence around the business.

I think we invested a lot in that process that will be transferable and make things much more efficient if we do want to bring in partners in the future. I think we'll be able to run a process in a much, much faster timeframe and get to the similar kind of attractive results. I think in general, though, it's probable in my mind that each one of these deals could perhaps be a unique separate partnership, just because I think each partnership sort of has to price the opportunity in a somewhat unique manner.

That being said, as Chad mentioned, we love the partnerships we form now with Blackstone, with KKR, with Apollo. There were others at the table too who were very close. We feel like we've got real depth in this market, tremendous depth in this market. If that is something we want to do, I think we will be able to do it quickly, and I think we'll be able to continue to achieve very positive results. As I mentioned in my comments, this. Structure is really enhancing the returns on these projects. I think it'll continue to be a pretty attractive option if that's the way we want to go.

John, maybe I'll just mention that the $2 billion that you were referencing is through year-end, call it 2026. In 2027, as earnings continue to grow, we open up additional capacity. Again, we've got a pretty healthy backlog, so we may use that capacity then evaluate whether or not additional joint venturing makes sense. You also pointed out, come 2028, a lot of growth kicks in. We're kind of solving right now for what's been commercialized, what we see in the very immediate near term with the scale of the first power JV.

Thanks for all that color. Really clear. Second one for me, I just wanted to ask on Delta Access. It's a big project. I guess my questions are, is this coming as part of Momentum? This was kind of originated on their side and you're picking it up. You can just walk through that and what you'd expect in terms of return profiles. Thank you.

Yeah. Thanks, John. I would say this has been an area where we've been actively engaging with the counterparties in this area, both from the power and the LNG side. We've been working the market for some time. We obviously have known the Momentum team a long time. I mentioned in my prepared remarks, got a great relationship there. That team did a great job of commercializing the project and in a way where it just fits really well within the combined platform, also with what we can do to support customers along the Transco footprint. We're really excited about that coming together and actually creating an even better solution than either of us could have done on our own for the customers in Louisiana. I think a lot of positive on that front.

Thank you. Our next question comes from the line of Jason Gabelman of TD Cowen. Your line is now open.

Yeah. Hey, thanks for taking my questions. I wanted to pick up on the Momentum deal if I could. I know you referenced the kind of nine times multiple, but it does seem like we should be looking at the acquisition net of the Shelby Connector and then the Delta expansion project. I'm wondering if you could provide kind of an EBITDA multiple on that entire suite of opportunity that you're now gaining as a result of the deal.

Yeah. To be clear, the multiple we've been speaking to that's a current run rate multiple, that does not include any consideration of the future growth that you would see from the Shelby Connector, Delta Access, any additional growth within the platform. I'd say that, and sorry, John Mackay had asked the question, the investments fit squarely within our targeted build multiple range. You will see over time that we continue to have high return, attractive investment projects that will further compress the multiple over time. The gathering expansions will be very high return because it's such a large existing platform. You'll see high return, gathering expansion projects, but then you'll also see this as a springboard for pipeline projects that, again, we're focused on return on invested capital.

Our projects are going to fit within that attractive build multiple that we've been targeting, and that will further compress the multiple over time. I'd say, for now, you see the acquisition multiple as the current kind of run rate multiple, and then you'll continue to see that compress over time as you see the projects and growth kick in.

Okay, thanks. My follow-up is on kind of broader Transco opportunities. It was touched on in a prior question. As I reflect on kind of this Transco expansion and then the one you announced last year, they were both a result of some M&A. It leads to the natural question of, do you see kind of large-scale organic Transco opportunities that are still available within your backlog, or do you need these kind of outside deals to unlock some of that attractive growth? Thanks.

Yeah, this is Larry. I'll take that. Yes, definitely, we see organic opportunities on Transco. We're continuing to have those discussions I mentioned earlier. It doesn't require M&A transactions to help facilitate those. The deals that we've done with SESE and Power Express, those are all organic opportunities. As I mentioned in the comments before, we continue to have great discussions with our core customers. A lot of it driven by power demand along the Mid-Atlantic and Southeast. A lot of that's just around timing and scale of what they plan on building out and the timeline of it. Most of those larger projects we're talking about are more in the 2030+ timeframe. Trying to line out the regulatory certainty and timing for that is what's taking a little bit of time right now.

Don't see any other requirements besides just continuing to engage with our customers and put together projects that make sense.

Thank you. Our next question comes from the line of Julien Dumoulin-Smith of Jefferies. Your line is now open.

Hey, good morning, team. Thank you guys very much. I appreciate it. Maybe a first easy one here, if I can. How do you think about the lockup here on the shares here being issued as part of the transaction?

Yeah, this is Rob Wingo. I'll take that. Instead of a traditional lockup, we'll be releasing the shares over a 180-day period, and then once those shares are released, we'll have a trading restriction that basically will limit their trading to a small percentage of our average daily trading volume. We really don't see any negative pressure on the shares as a result of this transaction.

Awesome. All right, excellent. Thank you. Secondly, if I can, just when you think about the Power Innovation, I know you've said this perhaps a little bit, but to hit it more squarely here, you've effectively equity financed the transaction in front of you here. The proceeds from the latest financing a few weeks ago, how should we think about the timeliness of putting that back into the Power Innovation opportunity and/or frankly, I know you've delineated some opportunities right in front of you that you're FID-ing here today, separate and apart from the transaction. The timeliness of Power Innovation and the scope and size of what's possible here. It seems like the opportunity is accelerating. You guys are preemptively de-leveraging. It would seem as if this is an interesting signaling about the cadence of the opportunity you had.

Yeah. Thanks, Julien. I'll start and then let John provide any color. Look, I think we're trying to guide in his comments and in mine. You kind of see what capacity we have between now and the end of the year. We're down to six months remaining, even less than that, I guess, now five months remaining in the year. That's a pretty significant amount of capacity that we have to keep projects, new projects, moving along that haven't yet been announced and commercialized. You can think about the remainder of those proceeds supporting, we talked about 2027 also being a bit of a high watermark from a capital perspective relative to earnings before the growth really kicks in in 2028.

There's always the potential for an even more bullish case, but I think we're going to remain, as John mentioned, he and the team have set up a construct here that, if needed, we can go back to and I think further upsize. We feel really good about being right in the middle of the fairway on the pace that we think we can confidently achieve. If we need to do more, we've got a solution that allows us to do more. John, anything you want to add?

Not much. We've been working to make sure that we've got a financing plan that can keep pace with what we're seeing in terms of this opportunity set, which is pretty amazing and pretty tremendous. Based on the things we've done so far this year, I feel like we're situated very well if we do land some of the bigger opportunities, which again, as I mentioned back in February, are pretty enormous. The minute we sign up those PPAs, we've got to load up the capital for the equipment that will be assigned to those PPAs. Yeah. Feel really good about the amount of capacity that we have right now relative to coming to the end of the year and some of the initial capital we could see on some of those bigger opportunities.

Got it. Small nuance here. Any ability to actually accelerate the timelines of some of this stuff, especially with Meadowview using modularity here? And/or just even upsize some of these sites even more so, the existing sites you've announced?

Yeah. Look, I think Larry said it well. We are absolutely going to optimize every next project based on the learnings that we have from the prior projects. I would say generally, we are tailoring our projects to meet the equipment delivery schedules as well as the customer. They've got a lot of their own equipment and facility construction to accomplish. We're always going to look to be ahead of schedule, but we're also going to want to make sure that we shape the investment and the delivery just to be as optimal as possible. Look, I think delivering a utility scale power plant really well under 18 months. From the time that we were handed over the property from our customer, it was actually closer to 14 months that we delivered a utility scale power plant.

I joke, but I tell the team, I'm a kid of the 1990s, not since Bruce Willis flew with a group of upstream drillers onto a asteroid and drilled a nuclear bomb into the asteroid to save the planet have we seen that kind of execution. I think we'll continue to see incredible execution. We're also going to make sure we deliver quality and we can deliver it every time.

Thank you. Our next question comes from the line of Gabe Daoud of Truist. Your line is now open.

Thanks, operator. Morning, everyone. Thanks for the time. Was hoping maybe, I guess another question around pace of your BTM efforts. As Socrates enters service this year, sounds like maybe another project will be commercialized, so we'll bring you back to running five at once. Is there anything that we should be thinking about that would also impact your ability to accelerate and run or execute more than five projects at once? I know the capital recyclability on these is pretty quick, but is there any additional equipment shortages that we should be thinking about or maybe even anything on the talent side that would impact your ability to execute more than five projects at once?

Yeah. Great question. This is Larry. As we've highlighted before, at the end of the day, we want to make sure we're able to deliver projects to meet our customers' needs and the high quality that we're able to do and make sure we meet both budget and schedule. As we look at the next wave of projects, we're going to continue to keep that in mind as we think about the capacity that our team has. It's not only just the turbines. We've highlighted that we've locked up the turbines to be able to support our backlog, but it's the rest of the balance of plant, and our team has done an amazing job being able to put all those pieces together.

It's not really necessarily a pace, but it's some of the timing of when that equipment comes in that's really going to be setting some of the pace as we think about commercialization of these projects. I think you'll see that kind of evenly spread out over the remainder of this decade.

I would say we are scaling up. Larry and the entire team, we've been adding talent and scaling up the capability to deliver, John mentioned, even larger projects. The Power Innovation team was formally started about two years ago. We've been working on scaling up in anticipation of a larger growth cycle now for several years. That's really been accelerating over the last 6-12 months. Yes, our capacity to do more will increase. Frankly, if you think about the power of the platform that we've built, the expanding capacity that we have, especially as we get through this next two-year cycle, we're going to have a lot more capacity to invest in. We are preparing the organization to be able to appropriately speed up, not run faster than we're ready to, but yes, we are scaling up through this process.

Williams (WMB) Q2 2026 Earnings Call Transcript

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