Aveda is a growing provider of specialized oilfield hauling and rentals in Western Canada and the US. The presentation discusses Aveda's operations, management team, growth strategy, and financial performance. It highlights Aveda's focus on oil and liquids-rich basins, modern fleet of over 1,200 pieces of equipment, and plans for organic growth and acquisitions. Financial results show increasing revenue and EBITDA despite a decline in rig counts, demonstrating success in expanding into new regions.
Aveda energy investor presentation apr 2013 finalAvedaEnergy
Aveda Transportation and Energy Services is a growing provider of specialized oilfield hauling and rentals in Western Canada and the US. The presentation discusses Aveda's operations, management team, growth strategy, financial performance and investment highlights. Aveda aims to grow organically by expanding into new oil-focused regions and through acquisitions of complementary fleets. Recent achievements include opening new branches, acquiring rental assets, and securing $66 million in financing. The management team is focused on creating value through consolidation opportunities in the fragmented oilfield services industry.
Aveda energy investor presentation september 2013AvedaEnergy
This investor presentation provides an overview of Aveda Transportation and Energy Services, a growing provider of specialized oilfield hauling and rentals in Western Canada and the US. The summary highlights Aveda's experienced management team, financial performance showing consecutive quarters of revenue growth, and growth strategy focused on organic expansion and acquisitions to capitalize on opportunities in key North American oil and gas plays.
Aveda Transportation and Energy Services provides oilfield hauling and rentals to the oil and gas industry in Western Canada and the US. The presentation discusses Aveda's growth strategy, management team, capitalization, the oilfield hauling market opportunity, and North American operations. Aveda is well positioned to capitalize on organic and acquisition growth opportunities through its hauling and rentals businesses across major North American oil and gas plays.
This document contains a presentation by Yamana Gold Inc. given at the Denver Gold Forum in September 2015. It discusses Yamana's true value proposition, strategy, plan, and execution to improve the quality of its core assets. Key points include focusing on core producing mines, improving efficiencies, reducing costs and debt, and advancing production growth opportunities at its highest quality projects. It highlights achievements in the first half of 2015 such as cost reductions and debt repayment. The presentation also outlines exploration successes and value drivers looking forward to the second half of 2015 and beyond.
Corporate presentation august 15 2017 - finalcorpaveda2015
This corporate presentation from Aveda Transportation and Energy Services Inc. provides an overview of the company for prospective investors. It discusses Aveda's history of growth through acquisitions and expanding into new regions. The presentation also outlines Aveda's management team, capitalization and balance sheet, North American operations covering major oil basins, and performance with revenue and adjusted EBITDA increasing. It positions Aveda as the largest rig moving company in North America with a diversified revenue base and focus on safety and high quality service.
The document provides an overview of Yamana Gold Inc., a gold producer. It discusses Yamana's cornerstone gold mines that continue to meet or exceed expectations. It also acknowledges challenges with some past development projects but outlines steps taken to improve performance, including reducing costs and debt. Going forward, Yamana will focus on its cornerstone operations and optimizing projects to increase returns while further reducing costs and debt.
- AuRico Metals owns the advanced-stage Kemess gold-copper project in British Columbia as well as a portfolio of high-quality royalty interests.
- The Kemess Underground project has proven and probable reserves of 1.9 million ounces of gold and 630 million pounds of copper and a feasibility study outlines average annual production of 106,000 ounces of gold.
- Kemess East has measured and indicated resources of 1.7 million ounces of gold and 1 billion pounds of copper and a PEA outlines average annual production of 80,000 ounces of gold over 12 years.
80,000
- Aurico Gold provided a presentation at the TD Securities Mining Conference on January 28, 2014 regarding its two core mining assets, Young-Davidson and El Chanate.
- The presentation highlighted Aurico Gold's organic production growth, lower cost profile, strong balance sheet, and capital return to shareholders.
- In the fourth quarter of 2013, Young-Davidson produced over 33,000 ounces of gold and achieved an underground mining rate of over 2,500 tonnes per day.
Aveda energy investor presentation apr 2013 finalAvedaEnergy
Aveda Transportation and Energy Services is a growing provider of specialized oilfield hauling and rentals in Western Canada and the US. The presentation discusses Aveda's operations, management team, growth strategy, financial performance and investment highlights. Aveda aims to grow organically by expanding into new oil-focused regions and through acquisitions of complementary fleets. Recent achievements include opening new branches, acquiring rental assets, and securing $66 million in financing. The management team is focused on creating value through consolidation opportunities in the fragmented oilfield services industry.
Aveda energy investor presentation september 2013AvedaEnergy
This investor presentation provides an overview of Aveda Transportation and Energy Services, a growing provider of specialized oilfield hauling and rentals in Western Canada and the US. The summary highlights Aveda's experienced management team, financial performance showing consecutive quarters of revenue growth, and growth strategy focused on organic expansion and acquisitions to capitalize on opportunities in key North American oil and gas plays.
Aveda Transportation and Energy Services provides oilfield hauling and rentals to the oil and gas industry in Western Canada and the US. The presentation discusses Aveda's growth strategy, management team, capitalization, the oilfield hauling market opportunity, and North American operations. Aveda is well positioned to capitalize on organic and acquisition growth opportunities through its hauling and rentals businesses across major North American oil and gas plays.
This document contains a presentation by Yamana Gold Inc. given at the Denver Gold Forum in September 2015. It discusses Yamana's true value proposition, strategy, plan, and execution to improve the quality of its core assets. Key points include focusing on core producing mines, improving efficiencies, reducing costs and debt, and advancing production growth opportunities at its highest quality projects. It highlights achievements in the first half of 2015 such as cost reductions and debt repayment. The presentation also outlines exploration successes and value drivers looking forward to the second half of 2015 and beyond.
Corporate presentation august 15 2017 - finalcorpaveda2015
This corporate presentation from Aveda Transportation and Energy Services Inc. provides an overview of the company for prospective investors. It discusses Aveda's history of growth through acquisitions and expanding into new regions. The presentation also outlines Aveda's management team, capitalization and balance sheet, North American operations covering major oil basins, and performance with revenue and adjusted EBITDA increasing. It positions Aveda as the largest rig moving company in North America with a diversified revenue base and focus on safety and high quality service.
The document provides an overview of Yamana Gold Inc., a gold producer. It discusses Yamana's cornerstone gold mines that continue to meet or exceed expectations. It also acknowledges challenges with some past development projects but outlines steps taken to improve performance, including reducing costs and debt. Going forward, Yamana will focus on its cornerstone operations and optimizing projects to increase returns while further reducing costs and debt.
- AuRico Metals owns the advanced-stage Kemess gold-copper project in British Columbia as well as a portfolio of high-quality royalty interests.
- The Kemess Underground project has proven and probable reserves of 1.9 million ounces of gold and 630 million pounds of copper and a feasibility study outlines average annual production of 106,000 ounces of gold.
- Kemess East has measured and indicated resources of 1.7 million ounces of gold and 1 billion pounds of copper and a PEA outlines average annual production of 80,000 ounces of gold over 12 years.
80,000
- Aurico Gold provided a presentation at the TD Securities Mining Conference on January 28, 2014 regarding its two core mining assets, Young-Davidson and El Chanate.
- The presentation highlighted Aurico Gold's organic production growth, lower cost profile, strong balance sheet, and capital return to shareholders.
- In the fourth quarter of 2013, Young-Davidson produced over 33,000 ounces of gold and achieved an underground mining rate of over 2,500 tonnes per day.
Bank of America Merrill Lynch Canada Mining Conference AuRico Gold
The document discusses Barrick Gold Corporation's presentation at the Bank of America Merrill Lynch Canada Mining Conference on September 12, 2013. It begins with standard forward-looking statement disclaimers and then summarizes Barrick's streamlined asset base focused on its two core North American assets, Young-Davidson and El Chanate. It outlines Barrick's strong balance sheet, fully funded organic growth profile with increasing production and declining costs, and management's focus on creating shareholder value through initiatives like the $300 million substantial issuer bid in January 2013.
AuRico Gold reported financial results for Q1 2015 with the following highlights:
- Solid production of 54,027 ounces at total cash costs of $696/ounce.
- Young-Davidson and El Chanate mines performed well with production on track.
- Underground development at Young-Davidson advanced as planned with productivity and costs improving.
- The company announced a merger with Alamos Gold to create a leading intermediate gold producer.
Ceres Global Ag - Annual Meeting Presentation - November 12, 2020SharePitch
An ovevriew of the business and strategy of Ceres Global Ag, presented during their annual general meeting of shareholders on November 12, 2020.
Through its network of commodity logistics centers and team of industry experts, Ceres Global merchandizes high-quality North American agricultural commodities and value-added products and provides reliable supply chain logistics services to agricultural, energy and industrial customers worldwide.
Ceres Global is headquartered in Minneapolis, Minnesota, and together with its affiliated companies, operates 13 locations across Saskatchewan, Manitoba, Ontario, and Minnesota. These facilities have an aggregate grain and oilseed storage capacity of approximately 31 million bushels.
For more information about Ceres Global, please visit www.ceresglobalagcorp.com
Yamana Gold provides a corporate summary highlighting its cornerstone assets that continue to meet or exceed expectations, while admitting challenges with some historical development assets. The company has implemented cost containment initiatives that have lowered costs, and has a plan to pay down its revolving credit facility through lower costs, asset sales, and maintaining its dividend, which has increased over time.
1) Detour Gold is a Canadian intermediate gold producer focused on optimizing operations at its Detour Lake mine in Ontario.
2) In 2015, Detour Gold aims to increase production to a range of 475,000 to 525,000 ounces of gold at total cash costs of $780 to $850 per ounce and all-in sustaining costs of $1,050 to $1,150 per ounce.
3) The company sees opportunities to further optimize operations through increasing throughput, extracting fine material and pebbles, and exploring regional targets near Detour Lake.
1) Detour Gold is a Canadian intermediate gold producer focused on optimizing operations at its Detour Lake mine in Ontario.
2) In 2015, Detour Gold aims to produce between 475,000-525,000 ounces of gold at total cash costs of $780-850 per ounce and all-in sustaining costs of $1,050-1,150 per ounce.
3) The company sees opportunities to increase production and reduce costs through initiatives like processing fines and extracting pebbles, with the goal of strengthening its balance sheet.
This document provides an overview of Guyana Goldfields Inc., a gold mining company operating in Guyana, South America. Key points include:
- Guyana Goldfields has over 16 years of gold reserve life at its high-grade Aurora gold mine in Guyana and expects production growth of 15% annually through 2022.
- The company has a large land package in an underexplored greenstone belt and exploration potential exists to expand resources down-dip and along strike.
- Operationally, the company is on track to complete a phase 2 mill expansion in Q4 2018 which will increase throughput. The open pit contractor has also mobilized to site.
- Financially, Guy
Scotiabank Mining for Margin ConferenceAuRico Gold
The document provides an overview of Aurico Gold's assets and operations. It summarizes that Aurico has two producing mines - Young-Davidson in Ontario, Canada and El Chanate in Mexico. Young-Davidson is expected to increase production up to 25% in 2014 through continued underground ramp-up. El Chanate is expected to maintain stable production. Aurico also has the fully-permitted Kemess Underground project in British Columbia, Canada under development.
This document summarizes AuRico Gold's annual general and special meeting of shareholders on May 9, 2014. It includes the following key points:
- AuRico Gold has a streamlined, quality asset base in North America including the Young-Davidson and El Chanate mines.
- Production is expected to increase up to 25% in 2014 to between 210,000-240,000 ounces, with continued annual growth over the next 3 years. Capital investments are expected to decrease up to 40% in 2014.
- The Young-Davidson mine has over 20 years of mine life and is expected to become one of the largest gold mines in Canada as production ramps up from underground mining.
1) The document presents corporate information about Detour Gold Corporation, an intermediate Canadian gold producer. It provides guidance for 2015, including estimated gold production of 475,000-525,000 ounces at total cash costs of $780-850 per ounce sold and all-in sustaining costs of $1,050-1,150 per ounce sold.
2) The 2015 operating plan details mining rates of 238,000 tonnes per day with a strip ratio of 3.5:1 and processing rates of around 54,000 tonnes per day at a head grade of 0.86 g/t gold and recovery of 91.5%.
3) Opportunities for improvement in 2015 include increasing the mining rate
1) The document presents corporate information for Detour Gold Corporation, an intermediate Canadian gold producer. It provides guidance for 2015 including estimated gold production of 475,000-525,000 ounces at total cash costs of $780-850 per ounce sold and all-in sustaining costs of $1,050-1,150 per ounce sold.
2) Detour Gold's 2015 operating plan includes milling approximately 19.7 million tonnes of ore at a strip ratio of 3.5:1 and head grade of 0.86 g/t gold, with average mining and milling rates of 238,000 tonnes per day and 54,000 tonnes per day respectively.
3) Opportunities
Q1 2016 results showed that Golden Star's transition to lower-cost operations is taking effect. Cash operating costs and all-in sustaining costs declined significantly from prior periods. Production exceeded expectations and cash flow from operations was positive. A $20 million payment was received from Royal Gold per the streaming agreement and additional financing of $15 million is expected to close in May 2016.
Golden Star has transformed its strategic focus and leadership to become a stable, reliable non-refractory gold producer. Key actions include suspending high-cost refractory production, converting reserves to non-refractory ounces, and unlocking value at existing mines. At Wassa, costs have been reduced by accessing higher grades from the open pit and planned underground mine. Prestea's open pits provide non-refractory production until the underground mine starts in 2017. Fourth quarter costs per ounce fell to $715 as production shifted to only non-refractory ounces. The company is fully funded to develop Wassa and Prestea underground mines to provide long-term production and cost stability.
Third Quarter Conference Call and Webcast Presentationyamanagold2015
- Yamana Gold reported its third quarter 2015 results with increased production from its core assets, including a 9% rise compared to the previous quarter. Cash costs also decreased across several core mines.
- The company is advancing the monetization of its non-core Brio Gold assets to strengthen its balance sheet. It has also entered metal purchase agreements that provided $150 million in cash.
- Yamana aims to reduce debt by monetizing assets and is evaluating growth opportunities across its portfolio to maximize production and cash flow over the long run.
Aurico Gold provides a presentation on its business and growth strategy. It has two core mining assets - Young-Davidson and El Chanate - that are expected to deliver production growth through 2013-2015. Aurico also has a robust financial position with $360 million in liquidity and a sustainable dividend policy planned to begin in 2014. The presentation outlines Aurico's goals of increasing production and cash flow while decreasing capital expenditures in order to return capital to shareholders.
The skills for the future: A look at the skills individuals may employ by 2050ESMT Berlin
Will information overload and continuous pressure to change necessarily mean more stressed individuals by 2050? A mixture of trends point in a different direction: machine-brain interfaces, mindfulness, and the plasticity of the brain, underpinning the first two trends. We will look at what research has to offer, as well as discover where practical applications already exist in business or are approaching fast.
This presentation provides an overview of Aveda Transportation and Energy Services, a growing provider of specialized oilfield hauling and rentals in the US and Western Canadian oil and gas industry. It discusses Aveda's business segments, management team, growth strategy, financial performance, and investment highlights. The presentation contains forward-looking statements and outlines Aveda's plan to grow organically and through acquisitions to capitalize on attractive opportunities in the oilfield services market.
This document summarizes key concepts from relationship marketing literature. It discusses three types of relationships: business marketing relationships between symmetric partners; interpersonal commercial relationships between service firms and customers; and business-to-customer relationships. While business marketing relationships have been well-studied, critics argue that relationship marketing has limited application to business-to-customer relationships due to the lack of interdependence. The document also discusses perspectives on relationship marketing practice, noting that most firm communications are one-way and do not impact future interactions. It emphasizes understanding relationships from the customer's viewpoint.
The document discusses 3 megatrends - the second machine age, (re)urbanization, and demographic change - that will impact how organizations operate in the future. It also examines trends in the market for skilled knowledge workers and outlines two potential scenarios for future organizational designs: "Fluid Organizations" characterized by independent project workers and continual change, and "Caring Companies" focused on retaining talent through benefits and a strong company culture. The kind of leadership required in fluid organizations is also discussed, noting it must facilitate innovation, develop people, and guide change in a subtle way.
Este documento es una tarjeta de cumpleaños para una mujer que está cumpliendo 50 años. Sus hijos, nietos, familiares y amigos le envían sus mejores deseos en su día especial y le expresan su amor y afecto, llamándola "negra", "abuelita" y "mona hermosa".
The triple bottom line not a zero sum game by cb bhattacharyaESMT Berlin
In his webcast, Professor Bhattacharya will point out that it is not enough nowadays for companies to "do well" (Profit). Companies need to "do good" as well for communities (People) and the environment (Planet). Achieving this triple bottom line (People, Planet, Profit) is not a zero sum game but these linkages and strategies are often underexplored as most companies are largely in the dark when it comes to understanding how their stakeholders think and feel about their Corporate Responsibility (CR) programs. Based on the research in his book, Prof. Bhattacharya suggests that stakeholders' responses to a company's CR initiatives are driven by three levers: Understanding, Usefulness and Unity (the 3U's model). Drawing on empirical research insights, Prof. Bhattacharya points out how companies can maximize the value of their CR initiatives by fostering strong stakeholder relationships to develop, implement, and evaluate compelling social responsibility programs that generate value for both the company and society. (https://conferenceboard.adobeconnect.com/p18cj63dm07/)
Bank of America Merrill Lynch Canada Mining Conference AuRico Gold
The document discusses Barrick Gold Corporation's presentation at the Bank of America Merrill Lynch Canada Mining Conference on September 12, 2013. It begins with standard forward-looking statement disclaimers and then summarizes Barrick's streamlined asset base focused on its two core North American assets, Young-Davidson and El Chanate. It outlines Barrick's strong balance sheet, fully funded organic growth profile with increasing production and declining costs, and management's focus on creating shareholder value through initiatives like the $300 million substantial issuer bid in January 2013.
AuRico Gold reported financial results for Q1 2015 with the following highlights:
- Solid production of 54,027 ounces at total cash costs of $696/ounce.
- Young-Davidson and El Chanate mines performed well with production on track.
- Underground development at Young-Davidson advanced as planned with productivity and costs improving.
- The company announced a merger with Alamos Gold to create a leading intermediate gold producer.
Ceres Global Ag - Annual Meeting Presentation - November 12, 2020SharePitch
An ovevriew of the business and strategy of Ceres Global Ag, presented during their annual general meeting of shareholders on November 12, 2020.
Through its network of commodity logistics centers and team of industry experts, Ceres Global merchandizes high-quality North American agricultural commodities and value-added products and provides reliable supply chain logistics services to agricultural, energy and industrial customers worldwide.
Ceres Global is headquartered in Minneapolis, Minnesota, and together with its affiliated companies, operates 13 locations across Saskatchewan, Manitoba, Ontario, and Minnesota. These facilities have an aggregate grain and oilseed storage capacity of approximately 31 million bushels.
For more information about Ceres Global, please visit www.ceresglobalagcorp.com
Yamana Gold provides a corporate summary highlighting its cornerstone assets that continue to meet or exceed expectations, while admitting challenges with some historical development assets. The company has implemented cost containment initiatives that have lowered costs, and has a plan to pay down its revolving credit facility through lower costs, asset sales, and maintaining its dividend, which has increased over time.
1) Detour Gold is a Canadian intermediate gold producer focused on optimizing operations at its Detour Lake mine in Ontario.
2) In 2015, Detour Gold aims to increase production to a range of 475,000 to 525,000 ounces of gold at total cash costs of $780 to $850 per ounce and all-in sustaining costs of $1,050 to $1,150 per ounce.
3) The company sees opportunities to further optimize operations through increasing throughput, extracting fine material and pebbles, and exploring regional targets near Detour Lake.
1) Detour Gold is a Canadian intermediate gold producer focused on optimizing operations at its Detour Lake mine in Ontario.
2) In 2015, Detour Gold aims to produce between 475,000-525,000 ounces of gold at total cash costs of $780-850 per ounce and all-in sustaining costs of $1,050-1,150 per ounce.
3) The company sees opportunities to increase production and reduce costs through initiatives like processing fines and extracting pebbles, with the goal of strengthening its balance sheet.
This document provides an overview of Guyana Goldfields Inc., a gold mining company operating in Guyana, South America. Key points include:
- Guyana Goldfields has over 16 years of gold reserve life at its high-grade Aurora gold mine in Guyana and expects production growth of 15% annually through 2022.
- The company has a large land package in an underexplored greenstone belt and exploration potential exists to expand resources down-dip and along strike.
- Operationally, the company is on track to complete a phase 2 mill expansion in Q4 2018 which will increase throughput. The open pit contractor has also mobilized to site.
- Financially, Guy
Scotiabank Mining for Margin ConferenceAuRico Gold
The document provides an overview of Aurico Gold's assets and operations. It summarizes that Aurico has two producing mines - Young-Davidson in Ontario, Canada and El Chanate in Mexico. Young-Davidson is expected to increase production up to 25% in 2014 through continued underground ramp-up. El Chanate is expected to maintain stable production. Aurico also has the fully-permitted Kemess Underground project in British Columbia, Canada under development.
This document summarizes AuRico Gold's annual general and special meeting of shareholders on May 9, 2014. It includes the following key points:
- AuRico Gold has a streamlined, quality asset base in North America including the Young-Davidson and El Chanate mines.
- Production is expected to increase up to 25% in 2014 to between 210,000-240,000 ounces, with continued annual growth over the next 3 years. Capital investments are expected to decrease up to 40% in 2014.
- The Young-Davidson mine has over 20 years of mine life and is expected to become one of the largest gold mines in Canada as production ramps up from underground mining.
1) The document presents corporate information about Detour Gold Corporation, an intermediate Canadian gold producer. It provides guidance for 2015, including estimated gold production of 475,000-525,000 ounces at total cash costs of $780-850 per ounce sold and all-in sustaining costs of $1,050-1,150 per ounce sold.
2) The 2015 operating plan details mining rates of 238,000 tonnes per day with a strip ratio of 3.5:1 and processing rates of around 54,000 tonnes per day at a head grade of 0.86 g/t gold and recovery of 91.5%.
3) Opportunities for improvement in 2015 include increasing the mining rate
1) The document presents corporate information for Detour Gold Corporation, an intermediate Canadian gold producer. It provides guidance for 2015 including estimated gold production of 475,000-525,000 ounces at total cash costs of $780-850 per ounce sold and all-in sustaining costs of $1,050-1,150 per ounce sold.
2) Detour Gold's 2015 operating plan includes milling approximately 19.7 million tonnes of ore at a strip ratio of 3.5:1 and head grade of 0.86 g/t gold, with average mining and milling rates of 238,000 tonnes per day and 54,000 tonnes per day respectively.
3) Opportunities
Q1 2016 results showed that Golden Star's transition to lower-cost operations is taking effect. Cash operating costs and all-in sustaining costs declined significantly from prior periods. Production exceeded expectations and cash flow from operations was positive. A $20 million payment was received from Royal Gold per the streaming agreement and additional financing of $15 million is expected to close in May 2016.
Golden Star has transformed its strategic focus and leadership to become a stable, reliable non-refractory gold producer. Key actions include suspending high-cost refractory production, converting reserves to non-refractory ounces, and unlocking value at existing mines. At Wassa, costs have been reduced by accessing higher grades from the open pit and planned underground mine. Prestea's open pits provide non-refractory production until the underground mine starts in 2017. Fourth quarter costs per ounce fell to $715 as production shifted to only non-refractory ounces. The company is fully funded to develop Wassa and Prestea underground mines to provide long-term production and cost stability.
Third Quarter Conference Call and Webcast Presentationyamanagold2015
- Yamana Gold reported its third quarter 2015 results with increased production from its core assets, including a 9% rise compared to the previous quarter. Cash costs also decreased across several core mines.
- The company is advancing the monetization of its non-core Brio Gold assets to strengthen its balance sheet. It has also entered metal purchase agreements that provided $150 million in cash.
- Yamana aims to reduce debt by monetizing assets and is evaluating growth opportunities across its portfolio to maximize production and cash flow over the long run.
Aurico Gold provides a presentation on its business and growth strategy. It has two core mining assets - Young-Davidson and El Chanate - that are expected to deliver production growth through 2013-2015. Aurico also has a robust financial position with $360 million in liquidity and a sustainable dividend policy planned to begin in 2014. The presentation outlines Aurico's goals of increasing production and cash flow while decreasing capital expenditures in order to return capital to shareholders.
The skills for the future: A look at the skills individuals may employ by 2050ESMT Berlin
Will information overload and continuous pressure to change necessarily mean more stressed individuals by 2050? A mixture of trends point in a different direction: machine-brain interfaces, mindfulness, and the plasticity of the brain, underpinning the first two trends. We will look at what research has to offer, as well as discover where practical applications already exist in business or are approaching fast.
This presentation provides an overview of Aveda Transportation and Energy Services, a growing provider of specialized oilfield hauling and rentals in the US and Western Canadian oil and gas industry. It discusses Aveda's business segments, management team, growth strategy, financial performance, and investment highlights. The presentation contains forward-looking statements and outlines Aveda's plan to grow organically and through acquisitions to capitalize on attractive opportunities in the oilfield services market.
This document summarizes key concepts from relationship marketing literature. It discusses three types of relationships: business marketing relationships between symmetric partners; interpersonal commercial relationships between service firms and customers; and business-to-customer relationships. While business marketing relationships have been well-studied, critics argue that relationship marketing has limited application to business-to-customer relationships due to the lack of interdependence. The document also discusses perspectives on relationship marketing practice, noting that most firm communications are one-way and do not impact future interactions. It emphasizes understanding relationships from the customer's viewpoint.
The document discusses 3 megatrends - the second machine age, (re)urbanization, and demographic change - that will impact how organizations operate in the future. It also examines trends in the market for skilled knowledge workers and outlines two potential scenarios for future organizational designs: "Fluid Organizations" characterized by independent project workers and continual change, and "Caring Companies" focused on retaining talent through benefits and a strong company culture. The kind of leadership required in fluid organizations is also discussed, noting it must facilitate innovation, develop people, and guide change in a subtle way.
Este documento es una tarjeta de cumpleaños para una mujer que está cumpliendo 50 años. Sus hijos, nietos, familiares y amigos le envían sus mejores deseos en su día especial y le expresan su amor y afecto, llamándola "negra", "abuelita" y "mona hermosa".
The triple bottom line not a zero sum game by cb bhattacharyaESMT Berlin
In his webcast, Professor Bhattacharya will point out that it is not enough nowadays for companies to "do well" (Profit). Companies need to "do good" as well for communities (People) and the environment (Planet). Achieving this triple bottom line (People, Planet, Profit) is not a zero sum game but these linkages and strategies are often underexplored as most companies are largely in the dark when it comes to understanding how their stakeholders think and feel about their Corporate Responsibility (CR) programs. Based on the research in his book, Prof. Bhattacharya suggests that stakeholders' responses to a company's CR initiatives are driven by three levers: Understanding, Usefulness and Unity (the 3U's model). Drawing on empirical research insights, Prof. Bhattacharya points out how companies can maximize the value of their CR initiatives by fostering strong stakeholder relationships to develop, implement, and evaluate compelling social responsibility programs that generate value for both the company and society. (https://conferenceboard.adobeconnect.com/p18cj63dm07/)
What will it look like? Who will work there? What information will analysts use to make buying and selling decisions of company stocks? How will the relevant information be made available to analysts?
Aveda Transportation and Energy Services is a growing provider of specialized oilfield hauling and rentals in the US and Western Canadian oil and gas industry. The presentation discusses Aveda's operations, management team, growth strategy, and financial performance. Aveda has expanded its fleet of 556 hauling vehicles and 703 rental equipment pieces across 10 North American offices. The company aims to continue growing organically and through acquisitions to capitalize on increasing North American oil and gas activity.
This investor presentation provides an overview of Aveda Transportation and Energy Services, a growing provider of specialized oilfield hauling and rentals in Western Canada and the US. The summary highlights Aveda's experienced management team, financial performance showing consecutive quarters of revenue growth, and growth strategy focused on organic expansion and acquisitions to capitalize on opportunities in key North American oil and gas plays.
This presentation provides an overview of Aveda Transportation and Energy Services, a growing provider of specialized oilfield hauling and rentals in the US and Western Canadian oil and gas industry. Key points include: Aveda has a modern fleet of 556 pieces of equipment across 10 offices located in major North American resource plays and plans targeted expansion. The management team has extensive industry experience, including the founder growing another oilfield services company through acquisitions to $3.5 billion in value.
Corporate presentation april 11 2017 - finalcorpaveda2015
This corporate presentation from Aveda Transportation and Energy Services Inc. provides an overview of the company for prospective investors. It summarizes Aveda's history of growth through acquisitions and expansion across North America. The presentation highlights Aveda's diversified revenue base across major oil basins, experienced management team, blue chip customer base in oilfield hauling and rentals, and position to benefit from the recovery in rig count. Recent financial results show improving revenue and adjusted EBITDA.
Corporate presentation may 16 2017 - finalcorpaveda2015
Aveda Transportation and Energy Services is a rig moving company that has grown significantly through acquisitions and organic expansion. It provides rig moving services across North America, with a focus on major US basins that account for almost 90% of its revenue. The company has a modern fleet, experienced management team, and blue chip customer base. It is well positioned to benefit from the recovery in rig count and shifting of activity to the US.
This presentation provides an overview of Aveda Transportation and Energy Services to investors. It summarizes that Aveda is a growing provider of specialized oilfield hauling and rentals in the US and Western Canada. It also outlines Aveda's management team and board, capitalization details, financial position, and major shareholders. The presentation contains forward-looking statements and identifies various risks and uncertainties that could affect future performance and results.
Aveda energy investor presentation october 2012 finalAvedaEnergy
Aveda Transportation and Energy Services is a growing provider of oilfield hauling and rentals in North America. It has a capitalization of $34 million and plans to grow organically and through acquisitions. Aveda has a proven management team, operates in key oil-weighted plays, and sees significant growth opportunities from continued high oil prices and expanding its fleet and geographic footprint.
Aveda energy investor presentation october 2012AvedaEnergy
This presentation provides an overview of Aveda Transportation and Energy Services to investors. It summarizes that Aveda is a growing provider of specialized oilfield hauling and rentals in the US and Western Canada. It also outlines Aveda's management team and board, capitalization details, balance sheet summary, and largest shareholders. The presentation contains forward-looking statements and identifies risks to projections.
This document provides an overview and agenda for EnLink Midstream's 2014 Analyst & Investor Day. It begins with forward-looking statements and disclosures about non-GAAP financial measures used. The agenda then outlines the presentations that will be made on the company's roadmap for growth, natural gas and liquids businesses, financial outlook, and non-operated investments. Background is given on EnLink Midstream's MLP structure and relationship with sponsor Devon Energy, as well as the experience of the management team. Key aspects of the company's growth strategy are its fee-based contracts, strategic assets, and investment grade balance sheet to fund expansion.
Westport Innovations Inc. held a Q2 FY2014 conference call to discuss financial results and business updates. Speakers included the CEO, CFO, and President & COO. The company has invested over $239 million since 2012 to develop natural gas vehicle technologies in partnership with OEMs. These investments have 3-5 year development cycles. Westport is transitioning from an R&D phase to a focused, profitable business and expects consolidated adjusted EBITDA to be positive by the end of 2015. Revenue guidance for 2014 was reaffirmed at $175-185 million.
The document provides an overview of Aurico Gold Inc., including forward-looking statements about production plans, cost estimates, and exploration results. It discusses Aurico's key assets - the Young-Davidson mine in Ontario, Canada and the El Chanate mine in Mexico. Young-Davidson is expected to increase production up to 32% in 2014 while lowering costs, and has over 20 years of mine life remaining. El Chanate will maintain stable production around 70,000-80,000 ounces annually. Aurico also owns the permitted Kemess Underground copper-gold project in BC, Canada.
The document provides an overview of Aurico Gold Inc., a gold mining company. It discusses Aurico's assets, which include the Young-Davidson and El Chanate mines in Canada and Mexico, respectively. It outlines Aurico's growth strategy, with plans for increasing annual gold production by up to 25% in 2014 through continued ramp-up at Young-Davidson. The document also provides production, cost, and reserve estimates for Aurico's current operations and its Kemess Underground development project in Canada.
06 17-14 rbc capital market mining and metals conference v001-l7z7waAuRico Gold
The document provides an overview of Aurico Gold Inc., including its assets, production and cost guidance for 2014, and exploration results. Key points include:
- Aurico is positioned for production growth of up to 25% in 2014 from its Young-Davidson and El Chanate mines in Canada and Mexico, respectively.
- 2014 cost guidance shows cash costs between $675-775/oz and all-in sustaining costs of $1,100-1,200/oz.
- Exploration results from El Chanate show potential to expand reserves through drilling at depth and along trends northwest and southeast of the mine.
This document provides an overview of EnLink Midstream's 2015 Analyst & Investor Day. It begins with forward-looking statements and disclosures about non-GAAP financial measures used. The agenda outlines presentations on EnLink Midstream's vision and strategy, its sponsorship with Devon Energy, and its natural gas and liquids businesses. The management team is introduced, consisting of experienced leaders from Crosstex Energy and Devon. The document emphasizes EnLink Midstream's growth strategy through organic expansion projects and dropdown acquisitions from Devon, as well as its stable cash flows, investment grade credit rating, and focus on safely serving customers.
EnLink Midstream held an analyst and investor day on March 30, 2015 to discuss its vision and strategy. The presentation included forward-looking statements and defined non-GAAP financial measures. It also noted that the SEC prohibits the disclosure of certain resource estimates. The agenda included presentations from EnLink Midstream and Devon Energy executives on the companies' visions and the natural gas and liquids businesses. The management team was introduced, which includes experienced leaders from Crosstex Energy and Devon. EnLink Midstream aims to execute its growth strategy through a diversified portfolio, organic expansion projects, and dropdowns from Devon Energy.
Scotiabank Mining Conference - December 4, 2013AuRico Gold
The document is a presentation by Aurico Gold Inc. for a mining conference. The summary is:
1) Aurico Gold owns two core mining assets - the Young-Davidson gold mine in Canada and the El Chanate gold mine in Mexico. Both mines are expected to deliver production growth over the next few years.
2) Aurico Gold also owns the Kemess Underground copper-gold project in Canada which has the potential to generate significant value as permitting is ongoing.
3) The company has a robust financial position with $290 million in liquidity and expects decreasing capital expenditures and growing free cash flow over the next few years as production increases from its core assets.
This document provides an overview of Husky Energy's corporate strategy and operations. It discusses Husky's diversified portfolio across Western Canada, oil sands, offshore regions including Southeast Asia, and the Atlantic. The company has significant oil and gas reserves and resources that provide opportunities for long-term growth projects. Husky aims to generate sustainable cash flow through its balanced portfolio.
This document provides an overview of Husky Energy's corporate strategy and operations. It discusses Husky's diversified portfolio across regions including Western Canada, oil sands, Atlantic Canada, and Southeast Asia. The company aims to leverage its existing operations and assets to drive sustainable growth through developing large, long-life opportunities in its core areas.
The document provides an overview of Aurico Gold's sales desk presentation from August 2014. It discusses Aurico's key assets including the Young-Davidson and El Chanate mines, highlights 2014 production and cost guidance showing growth, and summarizes reserve and resource estimates. It also provides details on the Kemess Underground project and exploration program results.
This presentation provides an overview of National Automation Services (NAS) and argues that its stock is undervalued relative to peers. NAS acquires and operates oilfield services companies, with its first acquisition being JD Field Services in 2014. The presentation discusses NAS's business strategy, JD's financial results and customer base, projections for NAS's growth in revenues, earnings, and share price through 2015-2016 both with and without further acquisitions. Management backgrounds are presented to demonstrate their experience in oilfield services, finance, and mergers and acquisitions.
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2. FORWARD LOOKING INFORMATION
This presentation contains certain forward-looking statements and forward-looking information (collectively referred to herein as "forward-looking statements")
within the meaning of applicable Canadian securities laws. All statements other than statements of present or historical fact are forward-looking statements.
Forward-looking statements are often, but not always, identified by the use of words such as "anticipate", "achieve", "could", "believe", "plan", "intend", "objective",
"continuous", "ongoing", "estimate", "outlook", "expect", "may", "will", "project", "should" or similar words, including negatives thereof, suggesting future
outcomes. In particular, this presentation contains forward-looking statements relating to: future growth; results of operations; operational and financial
performance; projected capital expenditures and commitments and the financing thereof; expansion; increases in revenue; equipment delivery and deployment
dates; effect of rebranding; geographic allocation of equipment; customer commitments; ability to establish a working relationship with third party suppliers;
expectations regarding the Corporation's ability to raise capital and to increase its equipment fleet; benefits associated with financial results; activity levels; business
strategy; successful integration of structural changes; restructuring plans; organic growth potential; acquisitions and availability of insurance coverage. Aveda
believes the expectations reflected in such forward-looking statements are reasonable as of the date hereof but no assurance can be given that these expectations
will prove to be correct and such forward-looking statements should not be unduly relied upon.
Various material factors and assumptions are typically applied in drawing conclusions or making the forecasts or projections set out in forward-looking statements.
Those material factors and assumptions are based on information currently available to Aveda, including information obtained from third party industry analysts and
other third party sources. In some instances, material assumptions and material factors are presented elsewhere in this presentation in connection with the
forward-looking statements. Readers are cautioned that the following list of material factors and assumptions is not exhaustive. Specific material factors and
assumptions include, but are not limited to:
• the performance of Aveda’s businesses, including current business and economic trends;
• oil and natural gas commodity prices and production levels;
• capital expenditure programs and other expenditures by Aveda and its customers:
• the ability of Aveda to retain and hire qualified personnel;
• the ability of Aveda to obtain parts, consumables, equipment, technology, and supplies in a timely manner to carry out its activities;
• the ability of Aveda to maintain good working relationships with key suppliers;
• the ability of Aveda to market its services successfully to existing and new customers;
• the ability of Aveda to obtain timely financing on acceptable terms;
• currency exchange and interest rates;
• risks associated with foreign operations;
• changes under governmental regulatory regimes and tax, environmental and other laws in Canada and the United States; and
• a stable competitive environment.
Forward-looking statements are not a guarantee of future performance and involve a number of risks and uncertainties, some of which are described herein. Such
forward-looking statements necessarily involve known and unknown risks and uncertainties, which may cause Aveda’s actual performance and financial results in
future periods to differ materially from any projections of future performance or results expressed or implied by such forward-looking statements. These risks and
uncertainties include, but are not limited to, the risks identified by Aveda’s annual information form and management discussion and analysis for the year ended
December 31, 2012 (the "MD&A") and contained herein under the heading "Risk Factors". Any forward-looking statements are made as of the date hereof and,
except as required by law, Aveda assumes no obligation to publicly update or revise such statements to reflect new information, subsequent or otherwise. 2
3. Oilfield Hauling Oilfield Rentals
Matting
Tanks
Light towers
Rig moving
Heavy hauling
Hot shot services
Aveda Transportation and Energy Services (“Aveda” or the “Company”) is a growing provider of specialized oilfield
hauling and rentals to the US and Western Canadian oil and gas industry
Aveda was founded in 1994, went public in 2006 and was recapitalized in 2011
The Company is well positioned to take advantage of attractive organic and acquisition growth opportunities
throughout North America
Multiple cross-over business opportunities achieved through oilfield hauling and rental business units
COMPANY OVERVIEW
3
4. Management
David Werklund – Executive Chairman
Has been the Chairman of Aveda since 2006 and served as Interim
President and CEO of Aveda from September 2011 to November
2012. Appointed as Executive Chairman in November 2012
Began career in 1965 at Shell Canada as a Production Operator
Founder and Chairman of the Board of Directors of CCS
Corporation (now Tervita Corporation)
Co-Founder of Concord Well Servicing
Founder & Executive Chairman of Werklund Capital Corporation
The 2005 Ernst & Young's Canadian Entrepreneur of the Year
Kevin Roycraft - President and CEO
Joined Aveda in November 2012
More than 20 year of Transportation Industry Experience
Former Vice-President of Operations for Liquid Transport Corp
(one of North America’s largest bulk chemical and oil
transportation company)
Bharat Mahajan – Vice-President, Finance & CFO
Joined Aveda in October 2011
Held several positions with Magna International overseeing
various international growth initiatives
Former CFO of several oilfield service companies, including
Wellpoint Systems Inc. and Norex Exploration Services Inc.
Board Members
Martin Cheyne
Has more than 25 years of diversified oil and gas experience
Founder of DeeThree Exploration Ltd.
Former President and Director of Dual Exploration Inc. and Devlan
Exploration Inc.; both purchased by Cyries Exploration Inc.
Stefan Erasmus
President of Werklund Capital Corporation
Director of several private companies and charitable organizations
Former Managing Director of Resources Global Professionals
Doug McCartney
Managing Partner of Burstall Winger LLP
Practices in the areas of securities and corporate finance and
corporate and commercial law
Director or officer of several private companies
Paul Shelley
President of Convinco Financial Ltd.
Former Senior Vice President, Corporate Development at Kos Corp.
Investments Ltd.
MANAGEMENT AND BOARD OF DIRECTORS
4
5. Historical Shareholder Returns CCS Selected Historical Acquisitions
5
David Werklund founded CCS Corporation (now Tervita Corporation) in 1984 and built it largely through the
consolidation of several oilfield services companies and organic growth
CCS privatized in 2007 for approximately C$3.5 billion (the largest Trust privatization in Canadian history)
MANAGEMENT TRACK RECORD
Source: FactSet
CAGR Total Return
CCS 24% 2490%CAGR Total Return
CCS 24% 2490%
6. Capitalization Balance Sheet Summary (1)
Share price (May 29, 2013) $2.30
Shares Outstanding Basic (mm)(4) 10.0
Shares Outstanding Fully Diluted (mm)(4) 12.8
FD Market Capitalization ($mm) $29.4
Net Debt ($mm)(1)
Loans and Borrowings $25.0
Convertible Debenture (face)(2) $4.7
Cash(1)(3) ($4.1)
Total Net Debt ($mm) $25.6
Enterprise Value ($mm) $55.0
Operating Line Available ($mm) $23.8
Property and Equipment ($mm) $47.8
Working Capital ($mm) $8.8
Total Assets/Tangible Assets ($mm) $68.0/$64.9
Tangible Book Value/Share $2.31
CAPITALIZATION SNAPSHOT
(1) At March 31, 2013
(2) Convertible into 1,850,980 common shares at $2.55
(3) Includes potential cash from exercise of all options and warrants of $2.9 million
(4) At May 29, 2013
Shareholder Summary (4)
Werklund Capital Corp 47.3%
Other Insiders 3.2%
Total Insiders 50.5%
6
7. 120
174
Permian
470
232
32
Barnett
58
Bakken
WCSB
(1) Active rigs on or about May 22 in relevant year; as per Baker Hughes & CAODC
Marcellus
Active in Play / Region
Recently Opened Office
Expansion Opportunity
Oil Focused
NGL Focused
Aveda has a targeted growth
plan that is focused on targeting
oil/liquid rich weighted basins
across North America
Based on a recent market
analysis, Aveda estimates each
rig moves approximately 1.4
times per month or 17 times per
year (42,500 moves per year)
Aveda’s reputation, customer
relationships and quality service
results in high utilization of its
transportation equipment
Currently More Than 1,800 Active Rigs in North America(1)
7
OILFIELD HAULING MARKET
Eagle Ford
North American Active
Land Rig Count(1)
2013 1,836
2012 2,062
2011 1,946
2010 1,609
32
Utica - Ohio
8. NORTH AMERICAN OPERATIONS
8
Nine offices located in the heart
of the key North American
resource plays
Significant expansion opportunities
especially in U.S. markets
Flexible workforce can be
transferred cross border to high
activity areas
Experienced team of more than
250 employees LEDUC
CALGARY
MIDLAND
PLEASANTON
SLAVE LAKE
MINERAL WELLS
WILLIAMSPORT
Geographic Locations
Fixed Asset Allocation(1)
(1) Based on total equipment Net Book Value at March 31, 2013
SYLVAN LAKE
48%
52%
US Canada
9. OILFIELD HAULING OVERVIEW
Modern, well maintained fleet
556 pieces of equipment (164 power units)
251 employees (148 operators)
Fragmented industry makes for attractive
consolidation opportunities
Primary competitors include TransForce, Mullen, Flint
and regional specialty haulers
9
556 Pieces of Equipment in Hauling Fleet Blue Chip Customer Base
0 50 100 150 200 250 300 350
Picker
Bed Truck
Miscellaneous
Winch Tractor
Trailer
10. 10
Competitor Aveda
40 mile rig move – Marcellus Shale (1)
The Result:
11% price premium for Aveda
64% reduction in rig downtime for customer
(1) 1,250 hp, jackknife triple rig, ~ 70 loads
4 days
Aveda has outperformed its competitors as a result of:
Newer, more specialized equipment
Experienced personnel
Planning and communications
Ability to meet industry demands for heavier equipment and larger loads
11 days
OILFIELD HAULING CASE STUDY
11. OILFIELD RENTALS OVERVIEW
11
Modern, well maintained equipment with 703 pieces
in the rental fleet
Contributed approximately 6% of revenue in 2012
Plan to build critical mass through the acquisition of
competitors with similar or complementary
equipment
Typical acquisition multiples identified at 2.0x to 3.5x
EBITDA
703 Pieces of Equipment in Rental Fleet Blue Chip Customer Base
0 50 100 150 200 250 300
Generators
Miscellaneous
Light Towers
Tanks
Rig Mats
12. GROWTH STRATEGY
12
Capital Expenditure Program
Completed capital expenditure of $25 million in 2012
$2 - $5 million capital expenditure planned for 2013
$2 - $4.5 million of oilfield hauling and rental fleet maintenance
$0.5 million in transportation management systems planned for 2013
Organic Growth Initiatives
Existing Customers
Rig moving and ancillary equipment (e.g. tanks, trailers, etc.)
Implement transportation management systems (e.g. GPS, satellite communications)
Expansion into New Areas
Target high activity resource plays focused on oil and NGL exploration
Growth Through Acquisitions
Acquire complementary fleets in both new and existing geographies
Typical acquisition multiples of 2.0x to 3.5x EBITDA
Evaluating potential acquisitions ranging in value from $10 to $35 million
13. FINANCIAL PERFORMANCE: REVENUE
Year-Over-Year Revenue ($mm) Q1 2013 Revenue by Geography
13
4% revenue growth in Q1 2013 vs. Q1 2012 despite year-over-year average rig count decline of
approximately 9% in the areas the Company operates
Expansion into U.S. resource plays and increasing utilization
0.0
20.0
40.0
60.0
80.0
100.0
2009 2010 2011 2012
42%
58%
Canada United States
Q1 Revenue ($mm)
18.0
19.0
20.0
21.0
22.0
23.0
24.0
First Three Months 2012 First Three Months 2013
14. FINANCIAL PERFORMANCE: EBITDA
Year-Over-Year EBITDA ($mm)
14
EBITDA increased by $1.4 million
compared to Q1 2012
Higher utilization across North America
Premium pricing in key resource plays
Operational efficiencies resulting in
increased margins
(1) Removes one-time items associated with winter retention bonus, and EBITDA from opened/restructured branches
(2) Includes pro-forma EBITDA for 2012 Oilfield Rentals acquisition
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
2009 2010 2011 2012 2012 Pro-
forma(1)(2)
Q1 EBITDA ($mm)
0.0
1.0
2.0
3.0
4.0
5.0
First Three Months 2012 First Three Months 2013
15. INVESTMENT HIGHLIGHTS
Proven management team with a history of value creation
Solid industry fundamentals supported by continued strong oil prices
Significant growth opportunities across emerging oil-weighted resource plays
Organic growth
Acquisitions
15
16. CONTACT
Bharat Mahajan
Chief Financial Officer
Aveda Transportation and Energy Services
Suite 300, 435 – 4th Avenue SW
Calgary, AB
T2P 3A8
(403) 264-5769
bharat.mahajan@avedaenergy.com
16