TRGPNYSESEC EDGAREDGAR

Targa Resources Corp.

Natural Gas Transmission·HOUSTON, TX·FY end 12/31·CIK 1389170

Board of Directors

11 members · 10 independent · FY 2025
DirectorRoleTenureAgeCommitteesIndep.Annual fees
Matthew J. MeloyDirector · CEO6y48
Paul W. ChungChair6y66Sustainability$290,000
Beth A. BowmanDirector8y69CompSustainability$125,000
Lindsey M. CooksenDirector6y43CompNCG$125,000
Charles R. CrispDirector21y78NCGSustainability$125,000
Waters S. Davis, IVDirector11y72AuditRisk$125,000
Laura C. FultonLead Independent13y62NCG$210,000
Rene R. JoyceDirector21y78RiskSustainability$125,000
Caron A. LawhornDirector2y65AuditRisk$125,000
Joe Bob PerkinsDirector14y65Risk$125,000
R. Keith TeagueDirector2y61AuditComp$125,000

Risk-factor diff

FY 2025 10-K vs. FY 2024
+307 new359 removed

Net-new paragraphs in the most recent 10-K's Item 1A. Companies rarely add risk language without a real reason — additions here are often a leading signal of management concerns.

NEW · FY 2025

2025: 44% ethane, 32% propane, 11% normal butane, 4% isobutane and 9% natural gasoline

NEW · FY 2025

Current economic conditions and competition for asset purchases and development opportunities could limit our ability to fully execute our growth strategy. Increased volatility in commodity prices and the broader market could negatively impact the ability of companies in the oil and gas industry to seek financing and access the capital markets on favorable terms or at all. We believe we have sufficient access to financial resources and liquidity necessary to meet our requirements for working capital, debt service payments and capital expenditures in 2026 and beyond. For additional information …

NEW · FY 2025

Our profitability is impacted by our ability to add new sources of natural gas and crude oil supplies to offset the natural decline of existing volumes from oil and natural gas wells that are connected to our gathering and processing systems. This is achieved by connecting new wells and adding new volumes in existing areas of production, as well as by capturing natural gas and crude oil supplies currently gathered by third parties. Similarly, our profitability is impacted by our ability to add new sources of mixed NGL supply, connected by third-party transportation and our NGL pipeline system,…

NEW · FY 2025

Our capital expenditures are classified as growth capital expenditures and maintenance capital expenditures. Growth capital expenditures improve the service capability of our existing assets, extend asset useful lives, increase capacities from existing levels, add capabilities, and reduce costs or enhance revenues. Maintenance capital expenditures are those expenditures that are necessary to maintain the service capability of our existing assets, including the replacement of system components and equipment, which are worn, obsolete or completing their useful life and expenditures to remain in …

NEW · FY 2025

Capital spend associated with growth and maintenance projects is closely monitored. Return on investment is analyzed before a capital project is approved, spend is closely monitored throughout the development of the project, and the subsequent operational performance is compared to the assumptions used in the economic analysis performed for the capital investment approval.

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Policies & disclosures

Clawback, anti-hedging, stock ownership, and related-party policies will populate from extracted proxy sections.