Public Service Enterprise Group held an investor meeting in New York City on February 14, 2007 to discuss the company's performance and outlook. The company had made progress across operations, regulatory affairs, energy markets, and financially in 2006. Management outlined drivers for projected strong earnings growth in 2007 and 2008, including higher power prices, capacity market reforms, and continued performance improvements across the business units.
1) Public Service Enterprise Group held an investor conference on March 1, 2007 to discuss its performance and outlook.
2) PSEG reported 2006 operating earnings of $3.71 per share and provided guidance for 2007 operating earnings between $4.60-5.00 per share, representing over 10% growth.
3) Key drivers for PSEG's strong outlook included expected improved performance from its regulated utility PSE&G, its unregulated power business PSEG Power benefiting from higher energy prices and forward hedging, and continued optimization of its portfolio of assets.
Public Service Enterprise Group (PSEG) held an investor conference in London on March 6, 2007 to provide an overview and outlook. PSEG reported strong operating results in 2006 and an earnings guidance range of $4.60-$5.00 per share for 2007, representing over 10% growth. Key drivers for 2007 earnings included higher power prices from forward hedging, rate increases at PSE&G, and improved performance at PSEG's nuclear and fossil fuel power plants. PSEG also discussed ongoing investments in its regulated utility PSE&G to ensure continued reliable service, as well as initiatives to support New Jersey's energy master plan.
The document discusses Duke Energy Corporation's use of non-GAAP financial measures in its earnings presentations and forecasts. It provides reconciliations for several measures from 2006-2007, including ongoing EPS, segment EBIT, equity earnings, and funds from operations. The measures exclude special items that are non-recurring in order to provide a more accurate comparison of ongoing performance across periods. However, reconciliations to GAAP measures cannot be provided for forward-looking periods since special items cannot be predicted.
This document contains non-GAAP reconciliations for Duke Energy's 2006 earnings review and 2007 outlook. It discusses ongoing diluted EPS, ongoing segment EBIT, and other non-GAAP measures used. Ongoing measures exclude special items that management believes are non-recurring. The document provides reconciliations of these non-GAAP measures to the most directly comparable GAAP measures for 2005 and 2006 actual results, and notes that reconciliations are not available for 2007 forecasts due to inability to project special items.
The document discusses Duke Energy's use of non-GAAP financial measures to evaluate performance, including ongoing earnings per share, ongoing segment EBIT, and other measures adjusted for special items. It provides context for these measures and notes that special items represent charges and credits that are not expected to recur regularly. It also states that reconciliations to the most directly comparable GAAP measures are not possible due to the inability to forecast future special items.
Exploring The Potential Role Of Unstructured Processes V4DrMich
The document discusses exploring the potential role of unstructured processes and content in business process management (BPM). It identifies unstructured processes that could benefit from BPM, recognizes the benefits of including unstructured content in processes, and examines how to combine unstructured and structured content to drive performance improvements. The case study of SAPO aims to define, link, and manage processes to achieve strategic goals using both structured and unstructured elements. Unstructured processes are important because they deal with realities that cannot be pre-defined and depend on human execution.
The Pipeline Group had a strong fourth quarter and 2007. EBIT increased 2% and 7% respectively compared to the prior year. Throughput increased 7% in 2007. Notable events included placing the WIC Kanda project in service and acquiring a 50% stake in Gulf LNG. The group signed a precedent agreement to support expansion of the FGT pipeline and has a committed backlog approaching $4 billion.
- AEP reported GAAP earnings of $1.93 per share and ongoing earnings of $1.17 per share for 3Q11.
- Key announcements included the election of Nick Akins as CEO and an increase in the quarterly dividend to $0.47 per share.
- Regulatory proceedings underway in Ohio on the transition to a competitive market and environmental rules like CSAPR and MACT standards.
- Third quarter performance was driven by a refund of $43 million in POLR charges from an Ohio ESP remand ruling, higher customer switching of $33 million, and a $19 million increase in O&M expenses.
1) Public Service Enterprise Group held an investor conference on March 1, 2007 to discuss its performance and outlook.
2) PSEG reported 2006 operating earnings of $3.71 per share and provided guidance for 2007 operating earnings between $4.60-5.00 per share, representing over 10% growth.
3) Key drivers for PSEG's strong outlook included expected improved performance from its regulated utility PSE&G, its unregulated power business PSEG Power benefiting from higher energy prices and forward hedging, and continued optimization of its portfolio of assets.
Public Service Enterprise Group (PSEG) held an investor conference in London on March 6, 2007 to provide an overview and outlook. PSEG reported strong operating results in 2006 and an earnings guidance range of $4.60-$5.00 per share for 2007, representing over 10% growth. Key drivers for 2007 earnings included higher power prices from forward hedging, rate increases at PSE&G, and improved performance at PSEG's nuclear and fossil fuel power plants. PSEG also discussed ongoing investments in its regulated utility PSE&G to ensure continued reliable service, as well as initiatives to support New Jersey's energy master plan.
The document discusses Duke Energy Corporation's use of non-GAAP financial measures in its earnings presentations and forecasts. It provides reconciliations for several measures from 2006-2007, including ongoing EPS, segment EBIT, equity earnings, and funds from operations. The measures exclude special items that are non-recurring in order to provide a more accurate comparison of ongoing performance across periods. However, reconciliations to GAAP measures cannot be provided for forward-looking periods since special items cannot be predicted.
This document contains non-GAAP reconciliations for Duke Energy's 2006 earnings review and 2007 outlook. It discusses ongoing diluted EPS, ongoing segment EBIT, and other non-GAAP measures used. Ongoing measures exclude special items that management believes are non-recurring. The document provides reconciliations of these non-GAAP measures to the most directly comparable GAAP measures for 2005 and 2006 actual results, and notes that reconciliations are not available for 2007 forecasts due to inability to project special items.
The document discusses Duke Energy's use of non-GAAP financial measures to evaluate performance, including ongoing earnings per share, ongoing segment EBIT, and other measures adjusted for special items. It provides context for these measures and notes that special items represent charges and credits that are not expected to recur regularly. It also states that reconciliations to the most directly comparable GAAP measures are not possible due to the inability to forecast future special items.
Exploring The Potential Role Of Unstructured Processes V4DrMich
The document discusses exploring the potential role of unstructured processes and content in business process management (BPM). It identifies unstructured processes that could benefit from BPM, recognizes the benefits of including unstructured content in processes, and examines how to combine unstructured and structured content to drive performance improvements. The case study of SAPO aims to define, link, and manage processes to achieve strategic goals using both structured and unstructured elements. Unstructured processes are important because they deal with realities that cannot be pre-defined and depend on human execution.
The Pipeline Group had a strong fourth quarter and 2007. EBIT increased 2% and 7% respectively compared to the prior year. Throughput increased 7% in 2007. Notable events included placing the WIC Kanda project in service and acquiring a 50% stake in Gulf LNG. The group signed a precedent agreement to support expansion of the FGT pipeline and has a committed backlog approaching $4 billion.
- AEP reported GAAP earnings of $1.93 per share and ongoing earnings of $1.17 per share for 3Q11.
- Key announcements included the election of Nick Akins as CEO and an increase in the quarterly dividend to $0.47 per share.
- Regulatory proceedings underway in Ohio on the transition to a competitive market and environmental rules like CSAPR and MACT standards.
- Third quarter performance was driven by a refund of $43 million in POLR charges from an Ohio ESP remand ruling, higher customer switching of $33 million, and a $19 million increase in O&M expenses.
public serviceenterprise group LEHMAN9-6-06finance20
The document provides an agenda for a presentation by Exelon Corporation and Public Service Enterprise Group at the Lehman Brothers 2006 CEO Energy/Power Conference. It includes forward-looking statements and discusses PSEG's financial overview and year-to-date results, PSEG Power's nuclear and fossil operations and margin growth, and the PJM pricing environment.
Exploring The Potential Role Of Unstructured ProcessesElisabeth Stavenga
The presentation covers:
Identifying the unstructured processes in an organisation that would benefit from BPM;
Recognising the benefits of including unstructured content into processes;
Examining how to combine unstructured and structured content to deliver performance improvements.
Presented by Dr. Michelle Booysen and Marietjie Lancaster at the BPM Summit 2009, in Johannesburg, South Africa
This document summarizes Hexion's second quarter 2007 earnings conference call. The summary includes:
- Hexion delivered strong revenue and EBITDA growth compared to the prior year period due to global diversification offsetting weakness in North American markets.
- Synergies from acquisitions are on track to achieve $175 million target.
- Hexion entered into a definitive merger agreement with Huntsman Corporation on July 12, 2007 to create one of the world's largest chemical companies, pending regulatory and shareholder approval.
United Health GroupReconciliation of Non-GAAP Financial Measuresfinance3
This document from UnitedHealth Group provides reconciliations of non-GAAP financial measures for the quarter ended September 30, 2007. It includes:
1) Operating results excluding charges related to IRS Section 409A, showing earnings from operations of $5.987 billion versus GAAP of $5.811 billion.
2) Adjusted cash flows from operating activities of $2.085 billion versus GAAP of $516 million to account for timing of CMS premium payments.
3) Consolidated reporting excluding their AARP business to show financial measures without the impact of AARP's rate stabilization fund.
4) Forecasted 2007 diluted net earnings per share of $3.49-$3.50 excluding IRS
This document provides an overview of PHI's 41st EEI Financial Conference held from November 5-8, 2006. It includes sections on PHI's financial performance for Q3 and year-to-date 2006, drivers of performance, sales and customer trends, regulated distribution summaries, upcoming regulatory activities including transmission formula rate filings and rate cases, and PHI's proposed MAPP transmission project. Key highlights are lower sales due to mild weather, lower transmission revenue, and plans to file rate cases in late 2006/early 2007.
VF Corporation posted record sales and earnings in 2005 and is strongly positioned for another outstanding year in 2006. The company achieved growth across most of its businesses, including its Mass Market, Specialty, Latin America, Mexico and Canada jeanswear divisions. One area of challenge was the Lee® brand in the U.S. The company is taking steps to restore growth to its North American jeans business through innovative new products and leveraging the strength of flagship brands in new categories and markets.
This document provides reconciliations between Duke Energy Corporation's ("Duke Energy") non-GAAP financial measures and the most directly comparable GAAP measures for various periods. It discusses Duke Energy's use of "ongoing" measures which exclude special items that management believes are not recurring, such as gains, losses and impairment charges. The document also references Duke Energy's expectation to achieve ongoing EPS targets and segment earnings growth rates through 2012.
Nationwide had a record year in 2006, earning over $2.1 billion in net income. This performance was driven by growth across its business segments, favorable weather conditions, and lower than expected auto losses. Nationwide's property and casualty operations and financial services businesses performed well. Nationwide remains committed to helping customers protect what matters most through a variety of insurance and financial products. It continues to focus on building its capital strength and extending its customer-focused mission.
public serviceenterprise group library.corporatefinance20
PSEG held an earnings conference call to discuss its fourth quarter and full-year 2008 results. For the fourth quarter, PSEG reported operating earnings of $250 million compared to $272 million in the prior year quarter. For the full year, operating earnings were $1,487 million compared to $1,385 million in 2007. PSEG Power's fourth quarter operating earnings were $207 million, matching the prior year, while PSE&G's were $76 million, down slightly from $77 million in 2007. PSEG provided 2009 operating earnings guidance of $3.00-$3.25 per share.
news corp 3rd Qtr - FY07 - March 31, 2007 - US Dollars finance9
News Corporation reported record operating income of $1.2 billion for the third quarter of 2007, up 23% from the previous year. Several segments contributed to growth, including filmed entertainment with a record $410 million in operating income, up 82% due to strong box office and home entertainment sales. Cable network programming operating income grew 34% on higher affiliate revenues. Direct broadcast satellite television operating income in Italy grew 32% on subscriber additions. Overall revenues increased 21% to $7.5 billion while net income grew 6% to $871 million.
Viacom reported financial results for the first quarter of 2008 that showed increases in revenue, operating income, and earnings per share compared to the first quarter of 2007. Revenue grew 15% to $3.117 billion. Operating income increased 29% to $567 million. Diluted earnings per share from continuing operations rose 45% to $0.42. Media Networks and Filmed Entertainment, Viacom's two business segments, both saw revenue growth for the quarter despite lower theatrical revenues at Filmed Entertainment. Viacom also provided guidance for 2008-2010 of low double-digit annual growth in diluted earnings per share from continuing operations.
This document provides a financial supplement to Aetna's second quarter 2008 earnings press release. It includes:
1) Key financial highlights and statistics for Aetna's Health Care, Group Insurance, and Large Case Pensions segments for Q2 2008 and year-to-date compared to the prior year.
2) Statements of net income by segment for Q2 2008 and 2007, showing revenue, expenses, operating earnings, taxes and net income for each segment.
3) Membership counts by product and region as of June 30, 2008 and prior periods.
The document provides supplemental financial information to accompany Aetna's earnings press release for further context on the company's performance in specific business
The article discusses the importance of diversity and inclusion in the workplace. It notes that a diverse workforce leads to better problem solving and decision making as different perspectives are considered. The author argues that companies need to foster a culture of belonging for all employees and promote understanding between diverse groups.
This annual report provides an overview of News Corporation's global media businesses for the 2004 fiscal year. It summarizes that News Corporation had record revenues and profits, with full year revenues rising 20% to $21 billion and operating income increasing 21% to $3.1 billion. The company met or exceeded all of its key objectives for the year. The report also discusses News Corporation's acquisition of DIRECTV, which added 13 million subscribers to the company's global satellite pay-TV platform. Finally, it announces the company's intention to reincorporate in the United States to gain improved access to investment capital and create greater shareholder value.
1) Public Service Enterprise Group held a conference on March 1, 2007 to discuss its performance and outlook.
2) PSEG reported 2006 operating earnings of $3.71 per share and provided guidance for 2007 operating earnings between $4.60-5.00 per share, representing over 10% growth.
3) PSEG's business lines include PSE&G, its regulated utility in New Jersey, PSEG Power, its competitive generation business, and PSEG Enterprise Holdings and other investments. PSEG aims to build on past results and make its businesses even stronger.
public serviceenterprise group _030607EEIfinance20
Public Service Enterprise Group (PSEG) held an investor conference in London on March 6, 2007 to provide an overview and outlook. PSEG reported strong operating results in 2006 and an earnings guidance range of $4.60-$5.00 per share for 2007, representing over 10% growth. Key drivers for 2007 earnings included higher power prices from forward hedging, rate increases at PSE&G, and improved performance at PSEG's nuclear and fossil fuel power plants. PSEG also discussed ongoing investments in its regulated utility PSE&G to maintain reliable service, support New Jersey's energy plans, and earn allowed returns.
public serviceenterprise group analystday pres0307finance20
PSEG presented an overview of its strategic positioning and outlook for 2007 and beyond. Key points include:
- PSEG's businesses of PSE&G, PSEG Power, and PSEG Energy Holdings provide opportunities for growth in their respective markets through operational excellence and financial discipline.
- PSE&G is positioned for growth through its strong operational performance, constructive regulatory environment, and opportunities from New Jersey's energy policy initiatives.
- PSEG Power is well positioned to provide strong growth through its nuclear and fossil fleet performance and growth opportunities in tight capacity markets and from environmental policies.
- PSEG Energy Holdings aims to improve returns and reduce risk through its diverse international and Texas assets while creating opportunities to
public serviceenterprise group analystday pres0307finance20
PSEG presented an overview of its strategic position and outlook for 2007 and beyond. Key points include:
- PSEG's businesses of PSE&G, PSEG Power, and PSEG Energy Holdings provide opportunities for growth in their respective markets through operational excellence and financial discipline.
- PSE&G is positioned for growth through its strong operational performance, constructive regulatory environment, and opportunities from New Jersey's energy policy initiatives.
- PSEG Power is well positioned to provide strong growth through its nuclear and fossil fleet performance and growth opportunities in tight capacity markets and from environmental policies.
- PSEG Energy Holdings aims to improve returns and reduce risk from its diverse international and Texas assets while providing opportunities to
public serviceenterprise group 1Q08Slidesfinance20
PSEG reported first quarter 2008 earnings in line with expectations. PSEG Power earnings increased from improved pricing and recontracting efforts. PSE&G earnings were flat as higher revenues were offset by weather impacts. PSEG Energy Holdings returned to profitability driven by stronger international operations and tax benefits. Management expects $3 billion in cash availability through 2011 for growth and stock repurchases.
public serviceenterprise group LEHMAN9-6-06finance20
The document provides an agenda for a presentation by Exelon Corporation and Public Service Enterprise Group at the Lehman Brothers 2006 CEO Energy/Power Conference. It includes forward-looking statements and discusses PSEG's financial overview and year-to-date results, PSEG Power's nuclear and fossil operations and margin growth, and the PJM pricing environment.
Exploring The Potential Role Of Unstructured ProcessesElisabeth Stavenga
The presentation covers:
Identifying the unstructured processes in an organisation that would benefit from BPM;
Recognising the benefits of including unstructured content into processes;
Examining how to combine unstructured and structured content to deliver performance improvements.
Presented by Dr. Michelle Booysen and Marietjie Lancaster at the BPM Summit 2009, in Johannesburg, South Africa
This document summarizes Hexion's second quarter 2007 earnings conference call. The summary includes:
- Hexion delivered strong revenue and EBITDA growth compared to the prior year period due to global diversification offsetting weakness in North American markets.
- Synergies from acquisitions are on track to achieve $175 million target.
- Hexion entered into a definitive merger agreement with Huntsman Corporation on July 12, 2007 to create one of the world's largest chemical companies, pending regulatory and shareholder approval.
United Health GroupReconciliation of Non-GAAP Financial Measuresfinance3
This document from UnitedHealth Group provides reconciliations of non-GAAP financial measures for the quarter ended September 30, 2007. It includes:
1) Operating results excluding charges related to IRS Section 409A, showing earnings from operations of $5.987 billion versus GAAP of $5.811 billion.
2) Adjusted cash flows from operating activities of $2.085 billion versus GAAP of $516 million to account for timing of CMS premium payments.
3) Consolidated reporting excluding their AARP business to show financial measures without the impact of AARP's rate stabilization fund.
4) Forecasted 2007 diluted net earnings per share of $3.49-$3.50 excluding IRS
This document provides an overview of PHI's 41st EEI Financial Conference held from November 5-8, 2006. It includes sections on PHI's financial performance for Q3 and year-to-date 2006, drivers of performance, sales and customer trends, regulated distribution summaries, upcoming regulatory activities including transmission formula rate filings and rate cases, and PHI's proposed MAPP transmission project. Key highlights are lower sales due to mild weather, lower transmission revenue, and plans to file rate cases in late 2006/early 2007.
VF Corporation posted record sales and earnings in 2005 and is strongly positioned for another outstanding year in 2006. The company achieved growth across most of its businesses, including its Mass Market, Specialty, Latin America, Mexico and Canada jeanswear divisions. One area of challenge was the Lee® brand in the U.S. The company is taking steps to restore growth to its North American jeans business through innovative new products and leveraging the strength of flagship brands in new categories and markets.
This document provides reconciliations between Duke Energy Corporation's ("Duke Energy") non-GAAP financial measures and the most directly comparable GAAP measures for various periods. It discusses Duke Energy's use of "ongoing" measures which exclude special items that management believes are not recurring, such as gains, losses and impairment charges. The document also references Duke Energy's expectation to achieve ongoing EPS targets and segment earnings growth rates through 2012.
Nationwide had a record year in 2006, earning over $2.1 billion in net income. This performance was driven by growth across its business segments, favorable weather conditions, and lower than expected auto losses. Nationwide's property and casualty operations and financial services businesses performed well. Nationwide remains committed to helping customers protect what matters most through a variety of insurance and financial products. It continues to focus on building its capital strength and extending its customer-focused mission.
public serviceenterprise group library.corporatefinance20
PSEG held an earnings conference call to discuss its fourth quarter and full-year 2008 results. For the fourth quarter, PSEG reported operating earnings of $250 million compared to $272 million in the prior year quarter. For the full year, operating earnings were $1,487 million compared to $1,385 million in 2007. PSEG Power's fourth quarter operating earnings were $207 million, matching the prior year, while PSE&G's were $76 million, down slightly from $77 million in 2007. PSEG provided 2009 operating earnings guidance of $3.00-$3.25 per share.
news corp 3rd Qtr - FY07 - March 31, 2007 - US Dollars finance9
News Corporation reported record operating income of $1.2 billion for the third quarter of 2007, up 23% from the previous year. Several segments contributed to growth, including filmed entertainment with a record $410 million in operating income, up 82% due to strong box office and home entertainment sales. Cable network programming operating income grew 34% on higher affiliate revenues. Direct broadcast satellite television operating income in Italy grew 32% on subscriber additions. Overall revenues increased 21% to $7.5 billion while net income grew 6% to $871 million.
Viacom reported financial results for the first quarter of 2008 that showed increases in revenue, operating income, and earnings per share compared to the first quarter of 2007. Revenue grew 15% to $3.117 billion. Operating income increased 29% to $567 million. Diluted earnings per share from continuing operations rose 45% to $0.42. Media Networks and Filmed Entertainment, Viacom's two business segments, both saw revenue growth for the quarter despite lower theatrical revenues at Filmed Entertainment. Viacom also provided guidance for 2008-2010 of low double-digit annual growth in diluted earnings per share from continuing operations.
This document provides a financial supplement to Aetna's second quarter 2008 earnings press release. It includes:
1) Key financial highlights and statistics for Aetna's Health Care, Group Insurance, and Large Case Pensions segments for Q2 2008 and year-to-date compared to the prior year.
2) Statements of net income by segment for Q2 2008 and 2007, showing revenue, expenses, operating earnings, taxes and net income for each segment.
3) Membership counts by product and region as of June 30, 2008 and prior periods.
The document provides supplemental financial information to accompany Aetna's earnings press release for further context on the company's performance in specific business
The article discusses the importance of diversity and inclusion in the workplace. It notes that a diverse workforce leads to better problem solving and decision making as different perspectives are considered. The author argues that companies need to foster a culture of belonging for all employees and promote understanding between diverse groups.
This annual report provides an overview of News Corporation's global media businesses for the 2004 fiscal year. It summarizes that News Corporation had record revenues and profits, with full year revenues rising 20% to $21 billion and operating income increasing 21% to $3.1 billion. The company met or exceeded all of its key objectives for the year. The report also discusses News Corporation's acquisition of DIRECTV, which added 13 million subscribers to the company's global satellite pay-TV platform. Finally, it announces the company's intention to reincorporate in the United States to gain improved access to investment capital and create greater shareholder value.
1) Public Service Enterprise Group held a conference on March 1, 2007 to discuss its performance and outlook.
2) PSEG reported 2006 operating earnings of $3.71 per share and provided guidance for 2007 operating earnings between $4.60-5.00 per share, representing over 10% growth.
3) PSEG's business lines include PSE&G, its regulated utility in New Jersey, PSEG Power, its competitive generation business, and PSEG Enterprise Holdings and other investments. PSEG aims to build on past results and make its businesses even stronger.
public serviceenterprise group _030607EEIfinance20
Public Service Enterprise Group (PSEG) held an investor conference in London on March 6, 2007 to provide an overview and outlook. PSEG reported strong operating results in 2006 and an earnings guidance range of $4.60-$5.00 per share for 2007, representing over 10% growth. Key drivers for 2007 earnings included higher power prices from forward hedging, rate increases at PSE&G, and improved performance at PSEG's nuclear and fossil fuel power plants. PSEG also discussed ongoing investments in its regulated utility PSE&G to maintain reliable service, support New Jersey's energy plans, and earn allowed returns.
public serviceenterprise group analystday pres0307finance20
PSEG presented an overview of its strategic positioning and outlook for 2007 and beyond. Key points include:
- PSEG's businesses of PSE&G, PSEG Power, and PSEG Energy Holdings provide opportunities for growth in their respective markets through operational excellence and financial discipline.
- PSE&G is positioned for growth through its strong operational performance, constructive regulatory environment, and opportunities from New Jersey's energy policy initiatives.
- PSEG Power is well positioned to provide strong growth through its nuclear and fossil fleet performance and growth opportunities in tight capacity markets and from environmental policies.
- PSEG Energy Holdings aims to improve returns and reduce risk through its diverse international and Texas assets while creating opportunities to
public serviceenterprise group analystday pres0307finance20
PSEG presented an overview of its strategic position and outlook for 2007 and beyond. Key points include:
- PSEG's businesses of PSE&G, PSEG Power, and PSEG Energy Holdings provide opportunities for growth in their respective markets through operational excellence and financial discipline.
- PSE&G is positioned for growth through its strong operational performance, constructive regulatory environment, and opportunities from New Jersey's energy policy initiatives.
- PSEG Power is well positioned to provide strong growth through its nuclear and fossil fleet performance and growth opportunities in tight capacity markets and from environmental policies.
- PSEG Energy Holdings aims to improve returns and reduce risk from its diverse international and Texas assets while providing opportunities to
public serviceenterprise group 1Q08Slidesfinance20
PSEG reported first quarter 2008 earnings in line with expectations. PSEG Power earnings increased from improved pricing and recontracting efforts. PSE&G earnings were flat as higher revenues were offset by weather impacts. PSEG Energy Holdings returned to profitability driven by stronger international operations and tax benefits. Management expects $3 billion in cash availability through 2011 for growth and stock repurchases.
public serviceenterprise group 1Q08Slidesfinance20
PSEG reported first quarter 2008 earnings in line with expectations. PSEG Power earnings increased from improved pricing in energy markets and strong operations. PSE&G earnings were flat compared to last year. PSEG Energy Holdings returned to profitability driven by improved performance at international assets. Cash from operations was $100 million higher than the prior year quarter. PSEG expects to have $3 billion in cash available through 2011 to pursue growth or stock repurchases.
public serviceenterprise group MerrillLynchfinance20
1) PSEG is an energy company with over $29 billion in assets as of 2005. Its main business segments are regional utilities, wholesale energy generation, and energy trading.
2) For 2006, PSEG is forecasting operating earnings between $875-950 million and EPS between $3.45-3.75. It provides an outlook for 10%+ earnings growth by 2007 driven by various business factors.
3) PSEG Power is focusing on improving performance from its nuclear, fossil, and trading operations which is expected to increase energy and capacity margins over the next few years. PSEG&G is working to restore its regulatory relationships and profitability from its gas and electric utilities. PSEG Holdings
public serviceenterprise group MerrillLynchfinance20
1) PSEG is an energy company with over $29 billion in assets as of 2005. It has regional electric and gas utilities and wholesale energy operations.
2) PSEG provided 2006 earnings guidance of $875 million to $950 million and EPS guidance of $3.45 to $3.75. It expects over 10% earnings growth by 2007.
3) Key drivers for earnings growth include rate cases, weather, energy market improvements, and new accounting standards. Strong performance from power plants and utilities will also contribute to earnings growth.
public serviceenterprise group 1Q2007Slidesfinance20
This document provides a summary of PSEG's earnings conference call for the first quarter of 2007. Key highlights include:
1) PSEG reported operating earnings of $335 million or $1.32 per share for Q1 2007, an increase from $213 million or $0.85 per share in Q1 2006.
2) PSEG Power delivered strong results driven by the roll-off of below-market contracts and sustained top quartile nuclear performance.
3) PSE&G saw improved earnings from rate relief received in Q4 2006 and more normal weather compared to unusually warm conditions in 2006.
4) Cash flow and liquidity remain strong, allowing PSEG to reduce parent debt
public serviceenterprise group 1Q 2007 Slidesfinance20
This document provides a summary of PSEG's earnings conference call for the first quarter of 2007. Key highlights include:
1) PSEG reported operating earnings of $335 million or $1.32 per share for Q1 2007, an increase from $213 million or $0.85 per share in Q1 2006.
2) PSEG Power delivered strong results driven by the roll-off of below-market contracts and sustained top quartile nuclear performance.
3) PSE&G saw earnings growth from rate relief received in late 2006 and more normal weather compared to unusually warm conditions in 2006.
4) Cash flow and liquidity remain strong, allowing PSEG to reduce parent debt levels
The document provides an overview of Pepco Holdings, Inc.'s (PHI) strategy to build shareholder value. PHI aims to increase investment in infrastructure through its Blueprint programs to modernize its electric grid. It also plans growth for its competitive energy businesses, Conectiv Energy and Pepco Energy Services. PHI expects its regulated Power Delivery business to remain the primary driver of earnings, contributing 60-70% of operating income over the planning period through infrastructure investments and favorable regulatory outcomes.
GE Capital held an investor meeting on March 19, 2009 to discuss its funding and liquidity position, portfolio risk management, business reviews and stress testing results, and financial outlook. Key messages included that GE Capital's 2009 long-term funding needs were 93% complete, it had $60 billion in liquidity, and stress testing indicated it was well capitalized and expected to remain profitable even in a severe economic downturn. The presentation addressed questions about GE Capital's commercial real estate, mortgage, consumer credit and other investment exposures.
Atmos Energy Corporation held an analyst conference on February 26, 2009 to discuss forward-looking statements and projections. The company operates regulated natural gas distribution and transmission operations across 12 states as well as nonregulated midstream businesses. It has achieved steady earnings growth per share of over 5% annually through successful rate case strategies and capital investment programs. Management outlined continued growth opportunities in both regulated and nonregulated operations.
This document summarizes a presentation given by Ron Seeholzer, Vice President of Investor Relations for FirstEnergy, at a Wall Street Access/Berenson & Co. seminar in Las Vegas on December 14, 2007. The presentation highlights FirstEnergy's accomplishments in 2007, including regulatory approvals, financial performance, and operational improvements. It outlines objectives for 2008 and beyond, including optimizing generation assets, investing in infrastructure, and managing commodity positions. The presentation also provides details on capital expenditure forecasts and environmental compliance projects.
Celanese held a conference call to discuss its fourth quarter 2005 earnings. Key highlights included strong underlying business results driven by higher pricing and demand. The company also provided an outlook for 2006, forecasting adjusted EPS between $2.50-$2.90. Significant contributions continue to come from equity and cost investments, which paid $154 million in dividends for full-year 2005, up from $77 million in 2004. Capitalization was also discussed, with net debt of $3.047 billion as of December 31, 2005.
This document discusses Celanese Corporation's performance in 2008 and strategies going forward. It contains the following key points:
1. Celanese reported strong financial results for the third quarter and year-to-date 2008, despite challenging market conditions.
2. The company has executed a strategy focused on specialty businesses and divesting non-core assets to create a more resilient portfolio.
3. Going forward, Celanese aims to accelerate growth in specialty businesses like Consumer Specialties and leverage its integrated operations and global positions.
Merrill Lynch Global Transportation Conference Presentationfinance13
United Airlines' CFO presented at a transportation conference in June 2007. He discussed United's performance agenda to drive margin leadership through optimizing revenue and controlling costs while improving the customer experience. United has realized $135 million in cost savings in 2006 and aims to achieve $400 million total by 2007 through various initiatives. The CFO argued United's unit earnings and cash flow metrics compare favorably to competitors when adjusting for United's fresh start accounting and regional aircraft expenses. United can afford to wait for next-generation narrowbody aircraft while focusing on improving operations and financial performance.
shaw group 8C04E297-E3DD-4F1E-8BB2-56C5BB51CEDA_SGR_AnnualShareholdersMeeting...finance36
The document summarizes The Shaw Group Inc.'s annual meeting for fiscal year 2008. It provides key financial results including record revenue, EBITDA, net income, and EPS. It also discusses major projects, growth in backlog to $15.6 billion, and guidance for fiscal year 2009 revenues of $7.1-7.3 billion and EPS of $2.50-2.70 per share.
shaw group 8C04E297-E3DD-4F1E-8BB2-56C5BB51CEDA_SGR_AnnualShareholdersMeeting...finance36
The document summarizes The Shaw Group Inc.'s annual meeting for fiscal year 2008. It provides key financial results including record revenue, EBITDA, net income, and EPS. It also discusses major projects, growth in backlog to $15.6 billion, and guidance for fiscal year 2009 revenues of $7.1-7.3 billion and EPS of $2.50-2.70 per share.
Public Service Enterprise Group (PSEG) operates power generation, transmission and distribution businesses. The document discusses opportunities for growth across PSEG's businesses in areas like renewable energy, carbon reduction initiatives, and New Jersey's Energy Master Plan. PSEG is well positioned for growth through its diverse portfolio of assets and investments aligned with trends in tightening capacity, environmental compliance, and energy policy debates. PSE&G in particular is positioned for steady growth through its base investment plan and additional opportunities in transmission expansion, renewable strategies, and advanced metering infrastructure.
- PG&E Corporation held its annual shareholder meeting on May 14, 2008 to vote on various matters.
- Shareholders elected all 9 nominated directors to serve on the board until the next annual meeting.
- Shareholders ratified the appointment of Deloitte & Touche LLP as the independent accounting firm for 2008.
- Shareholders did not approve two shareholder proposals but did approve a proposal for a non-binding shareholder vote on executive compensation.
- PG&E Corporation and Pacific Gas and Electric Company will hold their annual shareholder meetings concurrently on April 21, 2004 in San Francisco.
- Shareholders will vote on the election of directors and the ratification of the appointment of Deloitte & Touche LLP as the independent public accountants.
- PG&E Corporation shareholders will also vote on six shareholder proposals, which the board recommends voting against.
The document announces the annual shareholder meetings for PG&E Corporation and Pacific Gas and Electric Company to be held jointly on April 20, 2005, with the purposes of electing directors, ratifying independent public accountants, voting on shareholder proposals, and any other business matters. Shareholders are invited to attend and vote on these matters, and are provided instructions for submitting proxy votes by internet, phone or mail in advance of the meetings. The boards of directors recommend voting for all director nominees, ratifying the appointment of Deloitte & Touche LLP as independent public accountants, and voting against the shareholder proposals.
The document is a joint notice of annual meetings and proxy statement for PG&E Corporation and Pacific Gas and Electric Company shareholders. It announces that the 10th annual meeting of PG&E Corporation and the 100th annual meeting of Pacific Gas and Electric Company will be held concurrently on April 19, 2006. Shareholders will vote on the election of directors, ratification of the independent accounting firm, and several shareholder proposals for PG&E Corporation. The document provides details on these voting items and recommendations by the boards of directors.
Typical groundwater monitoring wells are used to sample groundwater levels and quality at landfills. They consist of protective surface casing extending above ground with a sampling cap. Below is a sealed section with slots to allow water entry. Gravel fills the bottom to allow water sampling. Waste Management has strict standards and procedures for consistent, high-quality monitoring well installation and routine sampling, with lab-analyzed results reported to regulators for early issue identification.
Gas monitoring probes are used at landfills to measure gas concentrations at specified intervals. This process identifies potential environmental concerns early so they can be evaluated and corrected according to regulations. The probes enhance environmental protection at landfills by monitoring landfill gas.
1. A typical landfill contains layers that protect the environment from waste, including a cover of native vegetation, topsoil, and protective soil to prevent erosion.
2. Below this is a composite cap system with a drainage layer to remove excess water and a plastic geomembrane to prevent water and gas from entering or leaving the landfill.
3. At the base is a liner system with a plastic geomembrane and compacted clay layers to block leachate, along with a leachate collection system of pipes and pumps to safely remove contaminated liquid from the landfill.
WasteByRail is a transportation system operated by Waste Management that provides rail access to landfills across North America for waste disposal. Since 2000, it has formed partnerships within the rail industry to cost-effectively transport virtually any type of solid or liquid waste over long distances to specially equipped landfills. Transportation options include intermodal rail containers, motor carriers, gondola rail cars, and rail tank cars. WasteByRail allows waste generators without direct rail access to consolidate loads for more efficient transport.
Waste Management provides renewable energy through waste-to-energy processes. Refuse is fed into enclosed facilities where it is burned to heat water and produce steam, which powers turbine generators to produce electricity for the utility grid. Ash produced is recovered for materials. Waste Management harnesses energy from waste to provide green, renewable electricity.
Waste Management is developing renewable energy from waste to meet increasing demand for sustainable energy alternatives. They operate landfill gas projects that provide a reliable source of energy for utilities. One project powers 4,000 homes daily. They also operate waste-to-energy plants that burn trash to generate electricity, such as one plant in Florida that produces enough energy for 35,000 homes. Waste Management is responding to concerns about energy security, sustainability and the environment through waste-based renewable energy projects.
Waste Management and its recycling arm WM Recycle America are leading providers of recycling services in North America. They operate 105 recycling facilities across the United States and Canada, including 29 single-stream plants. Each year they process and market over 7.6 million tons of recyclable materials such as paper, plastics, metals, and electronics. Through extensive facilities and partnerships, they work to increase recycling rates and make recycling a more effective solution for residential, commercial, and industrial customers.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
The Universal Account Number (UAN) by EPFO centralizes multiple PF accounts, simplifying management for Indian employees. It streamlines PF transfers, withdrawals, and KYC updates, providing transparency and reducing employer dependency. Despite challenges like digital literacy and internet access, UAN is vital for financial empowerment and efficient provident fund management in today's digital age.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby...Donc Test
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting, 8th Canadian Edition by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Ebook Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Pdf Solution Manual For Financial Accounting 8th Canadian Edition Pdf Download Stuvia Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Financial Accounting 8th Canadian Edition Ebook Download Stuvia Financial Accounting 8th Canadian Edition Pdf Financial Accounting 8th Canadian Edition Pdf Download Stuvia
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
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Understanding how timely GST payments influence a lender's decision to approve loans, this topic explores the correlation between GST compliance and creditworthiness. It highlights how consistent GST payments can enhance a business's financial credibility, potentially leading to higher chances of loan approval.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
2. Forward-Looking Statement
The statements contained in this communication about our and our subsidiaries’
future performance, including, without limitation, future revenues, earnings,
strategies, prospects and all other statements that are not purely historical, are
forward-looking statements for purposes of the safe harbor provisions under The
Private Securities Litigation Reform Act of 1995. Although we believe that our
expectations are based on information currently available and on reasonable
assumptions, we can give no assurance they will be achieved. There are a
number of risks and uncertainties that could cause actual results to differ
materially from the forward-looking statements made herein. A discussion of
some of these risks and uncertainties is contained in our Annual Report on Form
10-K and subsequent reports on Form 10-Q and Form 8-K filed with the
Securities and Exchange Commission (SEC), and available on our website:
http://www.pseg.com. These documents address in further detail our business,
industry issues and other factors that could cause actual results to differ
materially from those indicated in this communication. In addition, any forward-
looking statements included herein represent our estimates only as of today and
should not be relied upon as representing our estimates as of any subsequent
date. While we may elect to update forward-looking statements from time to time,
we specifically disclaim any obligation to do so, even if our estimates change,
unless otherwise required by applicable securities laws.
1
3. We have made steady progress across a variety of areas.
Operations
• PSE&G consistently demonstrates top reliability performance
• Significant improvement in nuclear operations
Regulatory
• PSE&G settlement demonstrates return to constructive environment
• Environmental – achieved NJ coal solution
Energy Markets
• Power benefiting from higher prices and lower risk through forward hedges
• Utility customers benefit from staggered BGS – another auction complete
Financial
• International – reduced exposure, improved stability
• Improving cash flows and credit measures
• Strong earnings growth in 2007 and 2008
Our objective is to build on these results to make a
strong company even stronger.
2
4. Much has been accomplished since the termination of
the merger…
September 2006 October November December January 2007
September 2006 October November December January 2007
9/14 – Merger Termination
Announced
11/30- PSEG
11/9 –
Power Consent
PSE&G Rate
Regulatory Decree
Settlements
12/31 – Power
11/16–
completes 96%
PSE&G named America’s Most
2006 capacity
Reliable Electric Utility
factor
Operations 12/20– PSEG resumes direct
management of Nuclear stations 1/16 –
and Exelon’s senior management Dividend
team joins PSEG. Increase
Financial / 1/31 - Operating Earnings at
1/2 – Sale of
upper end of guidance;
Asset Lawrenceburg
Confirmed strong ’07-’08
announced
Rationalization outlook; Improved Balance
Sheet
Organizational Design
& Staffing in progress
9/25 –
12/7 –
Management CEO
New Senior Team
Succession
Announced
Announced
3
5. 4Q 2006 Results - Earnings Variance
1.00 (.01)
$0.94 (.05)
(.20)
Power
PSE&G
Re-contracting &
0.75 Higher Margins
O&M & Other
.01 $0.69
$.22
$.02
Depreciation,
Transmission
Holdings Enterprise
Interest & Other
$.02
$.06
Lower taxes $.08
Demand $.02
Interest
O&M $.03 Lower Interest &
$/Share
Effective Tax Savings $.01
Other $.04
0.50 Rate $.02
Nuclear Operations
$.02
Gain on sale of
Weather ($.06)
Seminole lease in
BGSS ($.11) 2005 ($.18)
Expiration of
Depreciation Turbine Impairment
Credit ($.03) ($.10) TIE – MTM &
0.25 Operations ($.08)
New Assets ($.06)
NDT ($.05)
RGE Sale ($.04)
MTM ($.05)
Shares O/S ($.01) Turboven
Impairment ($.02)
0.00
4Q 2005 4Q 2006
Operating Operating
Earnings* Earnings**
*Excludes ($.02) Merger Costs, Cumulative Effect of an Accounting Change ($.07) and ($.02) Discontinued Operations
**Excludes ($.87) Discontinued Operations
4
6. 2006 Results - Earnings Variance
(.38)
.08
.21
4.00
$3.77 .03 $3.71
Holdings
Texas Ops $.21,
Power PSE&G Enterprise
including MTM of
3.50
Re-contracting & $.13
Transmission
Higher Margins Interest
$.06
$.84 Savings $.03
Lower Interest &
Taxes $.18 Other $.01
Nuclear
3.00
Operations $.20
2005 UAL Write-
Depreciation, Weather ($.19)
off $.05
Interest & Other
$/Share
$.04
2.50 FX Gains/Losses Expiration of
$.03 Depreciation
New Assets ($.23) Credit ($.15)
BGSS ($.22) Prior Year Gains:
2.00 Eagle Point,
NDT ($.13) O&M ($.04)
Seminole,
Turbine SEGS, MPC
Impairment ($.10) ($.31)
Depr./Amort.
Shares O/S ($.07)
1.50 ($.04)
RGE Sale ($.06)
Environmental Shares O/S
Turboven
Reserve ($.06) ($.03)
Impairment
O&M ($.06) ($.02)
1.00
2006
2005
Operating
Operating
Earnings**
Earnings*
*Excludes ($.14) Merger Costs, Cumulative Effect of an Accounting Change ($.07) and ($.85) Discontinued Operations
5
**Excludes ($.03) Merger Costs, ($.70) Loss on Sale of RGE and ($.05) Discontinued Operations
7. PSEG 2007 Earnings Outlook & Drivers
Excess of
10% Growth
$4.60 - $5.00
• Texas
• Gas Rate
$3.71
Case
• Asset Sales
• Forward
• Electric
Hedging
Financial • New
Review Accounting
2006 • Re-contracting Standard
Operating
- PJM/NE
Earnings: • Weather
$938M*
• Capacity
Market Design
2006 EPS Power PSE&G Holdings 2007 Guidance 2008
($ millions)
2007 Forecast Operating
$770 - $850 $330 - $350 $130 - $145 $1170 - $1295
Earnings Ranges
Increase/(Decrease) vs.
$255 - $335 $68 - $88 ($97) – ($82) $232 - $357
2006 Operating Earnings
*Excludes Loss on Sale of RGE of $178M ($.70 per share), Merger Costs of $8M ($.03 per share) and Discontinued
6
Operations of $13M ($.05 per share)
9. PSE&G Overview
Rate Base
(As of December 31, 2006)
• 2.1 M electric customers
Electric
Transmission
$0.7B
• 1.7 M gas customers
• 2,600 sq miles in service
territory
Gas Distribution
Electric
$2.1B
Distribution
$3.2B
8
10. Fair outcomes on recent gas and electric cases will
help ensure…
• Settlement agreement with BPU staff, Public Advocate, and other parties
• Gas Base Rate case provides for $79M of gas margin
– $40M increase in rates
– $39M decrease in non-cash expenses
• Electric Distribution financial review provides $47M of additional revenues
• Base rates remain effective until November 2009
• New Jersey regulatory climate providing a fair return to investors
• Opportunity to earn a ROE of 10%
…our continued ability to provide safe, reliable
service to customers and fair returns to shareholders.
9
11. Rate relief and normal weather…
$330M
$400
to
$350M
$20M - $30M
$20M - $25M
$30M - $40M
$300
$262M
($ millions)
$200
$100
$0
2006 Operating Gas Rate Relief Electric Financial Weather 2007 Guidance
Earnings * Review
… provide opportunity to earn allowed returns.
10
*Excludes $1M of Merger Costs
12. Looking Forward PSE&G…
• Continues to invest in its assets for the future
― Distribution System Reinforcements
― Transmission Investments
― Customer Service
• Is committed to meeting customer needs and
expectations
• Is supporting NJ’s Energy Master Plan process, which
may create opportunities for additional investments
― Advanced Metering, Solar Installations/other renewables and Energy
Efficiency
• Endeavors to maintain constructive regulatory relations
regarding traditional utility matters
11
14. PSEG Power Overview
Fuel Diversity – 2007*
• Diverse asset mix mitigates risk (MWs)
and provides strong returns
Oil Nuclear
– 13,600* MW of nuclear, coal, gas,
8%
oil and hydro facilities 26 %
Pumped
• Low-cost portfolio Storage
18
1%
47 % %
• Strong cash generator
Coal
Gas
• Regional focus with demonstrated
BGS success
• Assets favorably located Energy Produced - 2006
– Many units east of PJM constraint (MWhrs)
Total MWhrs: 53,617
– Southern NEPOOL/Connecticut
constraint Nuclear
– Near customers/load centers 55% Pumped
Storage
• Integrated generation and portfolio 1%
16%
management optimizes asset- 27% Gas
based revenues Oil 1%
Coal
* After sale of Lawrenceberg 13
15. Strong Nuclear Operations
• Strong operational performance
Capacity Factors
96% 96%
− Capacity factors: Year -end ~96%
Total
90% 89%
82% Fleet:
77%
3,494 MW Summer ~100%
• Outage management
NJ Fleet:
− Site records achieved, including most
2,382MW
recent 21 day refueling outage at
Salem 2
2004 2005 2006
• Nuclear Operating Services
Salem Peach Bottom
Hope Creek*
Agreement (NOSA)
2&3
1&2
PSEG MW 1,059MW* 1,323MW 1,112MW
− PSEG to resume direct management of
Owned
Salem and Hope Creek
Ownership PSEG Owned Jointly Owned Jointly Owned
− Exelon’s senior management team
Operations PSEG PSEG Exelon
joins PSEG
Operated Operated Operated
(NOSA) (NOSA)
*Uprate of 127MW scheduled for Fall 2007
14
16. Strong Fossil Operations round out a diverse portfolio…
Total Fossil Output (Gwh)
A Diverse 10,000 MW Fleet
25,000
• 2,400 MW coal
• 3,200 MW combined cycle
20,000
• 4,400 MW peaking and other
15,000
10,000
Strong Performance
• Continued growth in output
5,000
• Improved fleet performance
• Achieved resolution regarding
0
Hudson / Mercer
2002 2003 2004 2005 2006
Coal Combined Cycle Peaking & Other
…in which over 80% of fleet output is from low cost coal
and nuclear facilities.
15
17. Strengthening of capacity market design…
New England
• Forward Capacity Market (FCM) began 12/1/06
PSEG Power
• Transition period prices have been established
Total Generating Capacity
Grows from $37/kw-yr to $49/kw-yr
through 2010
NY
• First auction scheduled in 2008 for June 2010
NE
delivery
PJM
• FERC Approved 12/22/06
• Locational pricing PJM
– 4 zones initally, 23 in 2010
• Anticipated implementation 6/1/07
• Auction schedule: Total Capacity 13,600MW
– 2007-2008 April 2007 (1,500MW under RMR)
– 2008-2009 July 2007
PJM New York New England
– 2009-2010 October 2007
– 2010-2011 January 2008
…provides meaningful market signals, and enhances
margin for Power’s generating fleet.
16
18. PJM’s Reliability Pricing Model
Capacity Prices
• RPM reflects a change in
market design
$60
Feb 2007
- More structured, forward-
looking, transparent pricing model
$40
Range of
$/Kw-yr
recent prices
for ’07 – ’08 - Gives prospective investors in
year
Sept 2006
new generating facilities more
$20
clarity on future value of capacity
- Sends pricing signal to
$0
encourage expansion of capacity
2001 2002 2003 2004 2005 2006 2007
where needed for future market
The 1st RPM-year spans June 2007 through May 2008,
demands
and will cover similar one year (BGS) intervals
thereafter. Recent market activity has shown
considerable price increases for the 2007/2008 year.
Capacity revenues, driven by RPM, provide a meaningful increase in Power’s
margin - $100 - $150 million for 2007 - and is anticipated to increase in future
years due to full year PJM impact and as more capacity
comes off existing contracts
17
19. New Jersey BGS Auction Structure
20,000
Total NJ BGS Load (MW)
16,000
2003 FP 2004 FP
2005 FP Auction Load
Auction Auction - 1 Yr.
12,000 2002 FP 50 Tranches
10 50 Tranches
Auction
months
1 Year 2004 FP Auction - 3 Years
8,000 104 2007 FP Auction Load
170 Tranches (projected)
51 Tranches
Tranches
4,000 2003 FP Auction 2006 FP Auction Load
34 months
54 Tranches
51 Tranches
2002 2003 2004 2005 2006 2007 2008
The BGS structure in New Jersey successfully mitigates
risk for both suppliers and for customers.
18
20. Market Viewpoint - BGS Auction Results
Increase in Full Requirements Component Due to:
Increased Congestion (East/West Basis)
Increase in Capacity Markets/RPM $102.21 $98.88 Full Requirements
Volatility in Market Increases Risk Premium
• Capacity
• Load shape
~ $32 ~ $41 • Transmission
• Congestion
$65.91 • Ancillary services
$55.59 $55.05 • Risk premium
~ $21
~ $18
~ $21
Round the Clock
$58-$60
$67 - $70 PJM West
$44 - $46
$36 - $37
$33 - $34
Forward Energy
Price
2003 Auction 2004 Auction 2005 Auction 2006 Auction 2007 Auction
Power has been a successful participant in each BGS auction.
19
21. The year over year improvements…
Power drives 2008 earnings
guidance in excess of 10%
over 2007
$1,000 • Full year of capacity
• Recontracting of 2005 BGS
$770M
to
$850M
$5M - $15M
$50M - $80M
$750 $200M - $240M
$ million
$515M
$500
$250
Energy Capacity
2006 2007 2008
Other
…drive growth in PSEG’s 2007 earnings guidance
with further improvements in 2008.
20
22. Looking Forward PSEG Power…
• Transitions its New Jersey nuclear plants to independent
operations
• Moves forward to enhance environmental profile through
Consent Decree compliance
• Anticipates energy markets to provide attractive growth
– Energy hedges roll with increased margin
– Capacity markets increasing – RPM auctions will provide visibility
• Positions balance sheet for growth
21
24. PSEG Energy Holdings Overview
• Two businesses with redirected strategy to maximize value of existing
investments
• Balance and diversity: over 60 total investments; no single investment
more than 11% of Holdings assets
TOTAL ASSETS $6.2 B – 12/31/06
Other International Generation
Chile & Peru
6%
Generation and Domestic
Distribution Generation
15%
31%
3% Other Resources Investments
45%
PSEG Global PSEG Resources
Leveraged Leases
23
25. Improved risk profile by opportunistically reducing
capital invested in non-strategic assets…
Composition of Global’s Pre-tax
Global’s Invested Capital
Equity-in-Earnings
$2.6B
$296M
$20 6%
Other
$2.0B
$900M 34% $210M-$230M
$202M
$160M 8% 7%
57%
$168
Other 28%
$57
24% 45%
$500M
16%
$400M
US
20%
US $41
37%
Chile & Peru Chile 48%
51% $108
$104
& Peru
$1.3B $1.4B
50% 68%
$(25)
G&A $(35)
$(40)
2007 Est.
2006
2004
2004 2006
…while increasing returns and sharpening focus on G&A.
24
26. Holdings has provided meaningful earnings and
cash flow…
Sources & Uses of Cash from 2004 - 2006 Debt Reduction & Dividends from 2004 - 2006
$2.5
2004 2005 2006
Cash Ops/
$2.0
Reduced
Cash on
Net Debt
Debt
Hand $311M - $609M
$ Billions
$1.5 Reduction
$1.0
Return Dividends & ROC $491M $412M $520M
Asset
Capital/
Sales
$0.5
Dividends FFO/Interest 3.4x 2.5x 4.5x
$0.0
Recourse
Sources Uses 47% 41% 36%
Debt/Capital
Significant de-capitalization
totaling $2.3B from 2004 -
2006
…which has supported debt reduction and return
of capital to PSEG.
25
27. PSEG Energy Holdings – 2007 Drivers
$300
$227M $35M - $45M
$25M - $35M
$200
($ millions)
$130M
$10M - $20M
to
$5M - $10M
$145M
$100
$0
2006 Operating Texas FIN 48 Taxes Asset Sales 2007 Guidance
Earnings *
26
*Excludes $178M Loss on Sale of RGE
28. Looking Forward Energy Holdings…
• Global’s Portfolio – Allocation of Invested Capital
– Improved risk profile
• Chile - Investment Grade; Peru - approaching
• US – Texas is merchant; others are contracted
– Stable earnings and cash distributions
– Continue opportunistic monetization of non-strategic assets
• Optimizes returns on Global’s current portfolio
– Attractive market opportunities for Texas assets
– Continue to seek increased returns in Chile and Peru
– Other opportunities (eg. G&A)
• Monitors Resources’ lease portfolio
– Lessee credit risks exist, but has subsided
• Current weighted average rating: A-/A3
– Adoption of FIN 48 decreases earnings
– Continue to monitor tax landscape
27
30. We will focus on the basics of operational excellence...
Operational
Excellence
Financial
Disciplined
Strength
Investment
…to produce financial strength that will be deployed
through disciplined investment.
29
31. Strong earnings and cash flows will be used to
further de-lever the balance sheet.
FFO/ Excess
$6.00 30%
Total Debt of 10%
Growth
$5.00 25%
FFO/Total Debt
EPS
EPS
20%
$4.00 YE ‘06
EPS:
$3.71
$3.00 15%
YE ‘05
EPS:
$3.77
$2.00 10%
2005 Actual 2006 Guidance 2007 Guidance 2008 Est.
Improving our credit profile will enable us to
maximize growth opportunities.
Guidance range: ’06: $3.45 - $3.75 30
’07: $4.60 - $5.00
32. From a position of financial strength, we will make
disciplined investments…
Near-term:
• Capitalize on opportunities for rate base growth
– Distribution, transmission, customer service
• Optimize our existing generation portfolio
– Environmental improvements at NJ coal stations
– Nuclear uprate
• Take a hard look at international assets
Longer-term:
• Flexibility to pursue growth in core businesses and regions
– PSE&G integrating with NJ Energy Master Plan initiatives
• Advanced metering
• Renewables
• Demand side management
– Power well positioned for growth in attractive Northeast markets
• Strong and improving operations
• Site expansion capability
• Attractive cash flow
• Consider a range of strategic alternatives
…and capitalize on multiple alternatives to grow the generation and
delivery business.
31
33. Creating Shareholder Value
5-Year Cumulative Total Comparative Returns
(as of December 31, 2006)
$250.00
$200.00
$ Investment Value
$150.00
$100.00
$50.00
2001 2002 2003 2004 2005 2006
PSEG S&P 500 DJ Utilities S&P Electrics
Focused on producing superior shareholder return
32