Cypress Energy Partners provides essential midstream services including pipeline inspection and integrity services as well as water and environmental services. The presentation discusses the large and growing market for pipeline inspection services driven by aging infrastructure and increased regulations. It highlights Cypress Energy Partners' inspection subsidiaries and the diversity of their over 200 customers, more than 85% of which are investment grade. The company has opportunities to expand organically through unused disposal capacity and leveraging recent acquisitions, as well as potentially through additional acquisitions and dropping down assets allowed under its broad private letter ruling.
Celp investor presentation november 2016CypressEnergy
Cypress Energy Partners provides pipeline inspection and integrity services as well as water and environmental services to midstream energy customers. The document discusses how regulations are driving increased demand for their pipeline inspection services as regulations expand the scope and frequency of inspections required. It also notes that their water disposal facilities have significant unused capacity, representing an opportunity to generate more revenue without additional capital expenditures by utilizing existing capacity.
This document provides an overview of EnLink Midstream and its strategy for growth. It begins with forward-looking statements and definitions of non-GAAP terms. It then summarizes EnLink's assets and geographic footprint. The main points are:
1) EnLink's strategy is to provide midstream services to customers like Devon Energy, focus on fee-based contracts, leverage Devon sponsorship for growth opportunities, and pursue organic expansion projects.
2) Growth opportunities include potential dropdowns from Devon of $375 million in assets by 2017, expanding in areas where Devon is growing like the Permian Basin and Bearkat project, and organic projects like the Cajun-Sibon expansion.
3) The
EnLink Midstream provides midstream energy services and is focused on four avenues of growth: drop downs from sponsor Devon Energy, growing with Devon's development plans, organic expansion projects, and mergers and acquisitions. EnLink recently completed over $4 billion of projects and acquisitions to expand its presence in the Permian Basin, Eagle Ford, South Louisiana, and Ohio River Valley regions. It has a stable cash flow profile supported by long-term fee-based contracts with Devon and other customers.
This document discusses Goldman Sachs' Power, Utilities, MLP & Pipeline Conference in August 2015. It contains forward-looking statements about EnLink Midstream's future financial and operating results that involve risks and uncertainties. It also discusses non-GAAP financial measures used by EnLink Midstream like gross operating margin and segment cash flow. The document outlines EnLink Midstream's strategy of focusing on stability through long-term contracts and organic growth opportunities.
EnLink Midstream provides an investor presentation outlining its strategy of stable cash flows through long-term fee-based contracts combined with organic growth and dropdown acquisitions from sponsor Devon Energy. The presentation highlights EnLink's recent $4.2 billion of growth projects across multiple regions, executed using cash from operations without additional debt. It identifies four avenues of future growth: additional dropdowns from Devon, expanding with Devon's development plans, organic expansion projects, and mergers and acquisitions.
This document discusses EnLink Midstream's strategy for stability and growth. It notes that EnLink aims to provide stable cash flows through long-term, fee-based contracts while also pursuing organic growth opportunities. Specifically, the document outlines four avenues for growth: 1) dropdown acquisitions from Devon Energy, 2) growing with Devon in its core areas, 3) pursuing organic expansion projects, and 4) mergers and acquisitions. It provides examples of recent projects completed or announced through these avenues totaling over $1 billion that will drive future adjusted EBITDA growth.
This document provides an overview of The AES Corporation and contains forward-looking statements. It summarizes AES's business operations across four continents with 36 GW in operation and 6 GW under construction. It also outlines AES's value proposition, financial metrics, growth drivers through 2018 including a largely funded construction program, and capital allocation plans through 2018 that are expected to increase shareholder value.
The document discusses American Water, the largest publicly traded water and wastewater utility company in the United States. It provides an overview of American Water's business, including its market capitalization, revenues, regulated and market-based segments, and growth strategies. American Water aims to invest $1 billion annually in its regulated operations and achieve long-term 7-10% earnings growth through regulated infrastructure spending and acquisitions as well as its market-based business opportunities.
Celp investor presentation november 2016CypressEnergy
Cypress Energy Partners provides pipeline inspection and integrity services as well as water and environmental services to midstream energy customers. The document discusses how regulations are driving increased demand for their pipeline inspection services as regulations expand the scope and frequency of inspections required. It also notes that their water disposal facilities have significant unused capacity, representing an opportunity to generate more revenue without additional capital expenditures by utilizing existing capacity.
This document provides an overview of EnLink Midstream and its strategy for growth. It begins with forward-looking statements and definitions of non-GAAP terms. It then summarizes EnLink's assets and geographic footprint. The main points are:
1) EnLink's strategy is to provide midstream services to customers like Devon Energy, focus on fee-based contracts, leverage Devon sponsorship for growth opportunities, and pursue organic expansion projects.
2) Growth opportunities include potential dropdowns from Devon of $375 million in assets by 2017, expanding in areas where Devon is growing like the Permian Basin and Bearkat project, and organic projects like the Cajun-Sibon expansion.
3) The
EnLink Midstream provides midstream energy services and is focused on four avenues of growth: drop downs from sponsor Devon Energy, growing with Devon's development plans, organic expansion projects, and mergers and acquisitions. EnLink recently completed over $4 billion of projects and acquisitions to expand its presence in the Permian Basin, Eagle Ford, South Louisiana, and Ohio River Valley regions. It has a stable cash flow profile supported by long-term fee-based contracts with Devon and other customers.
This document discusses Goldman Sachs' Power, Utilities, MLP & Pipeline Conference in August 2015. It contains forward-looking statements about EnLink Midstream's future financial and operating results that involve risks and uncertainties. It also discusses non-GAAP financial measures used by EnLink Midstream like gross operating margin and segment cash flow. The document outlines EnLink Midstream's strategy of focusing on stability through long-term contracts and organic growth opportunities.
EnLink Midstream provides an investor presentation outlining its strategy of stable cash flows through long-term fee-based contracts combined with organic growth and dropdown acquisitions from sponsor Devon Energy. The presentation highlights EnLink's recent $4.2 billion of growth projects across multiple regions, executed using cash from operations without additional debt. It identifies four avenues of future growth: additional dropdowns from Devon, expanding with Devon's development plans, organic expansion projects, and mergers and acquisitions.
This document discusses EnLink Midstream's strategy for stability and growth. It notes that EnLink aims to provide stable cash flows through long-term, fee-based contracts while also pursuing organic growth opportunities. Specifically, the document outlines four avenues for growth: 1) dropdown acquisitions from Devon Energy, 2) growing with Devon in its core areas, 3) pursuing organic expansion projects, and 4) mergers and acquisitions. It provides examples of recent projects completed or announced through these avenues totaling over $1 billion that will drive future adjusted EBITDA growth.
This document provides an overview of The AES Corporation and contains forward-looking statements. It summarizes AES's business operations across four continents with 36 GW in operation and 6 GW under construction. It also outlines AES's value proposition, financial metrics, growth drivers through 2018 including a largely funded construction program, and capital allocation plans through 2018 that are expected to increase shareholder value.
The document discusses American Water, the largest publicly traded water and wastewater utility company in the United States. It provides an overview of American Water's business, including its market capitalization, revenues, regulated and market-based segments, and growth strategies. American Water aims to invest $1 billion annually in its regulated operations and achieve long-term 7-10% earnings growth through regulated infrastructure spending and acquisitions as well as its market-based business opportunities.
Celp investor presentation march 2017 finalCypressEnergy
Cypress Energy Partners provides pipeline inspection and integrity services as well as water and environmental services to midstream energy customers. Over 85% of its customers are investment grade companies. It inspects over 46,000 miles of pipelines annually using in-line inspection tools to identify anomalies, and performs over 12,000 excavations for further inspection or maintenance. Regulations require pipeline operators to inspect lines every 5-7 years, providing a recurring need for Cypress' inspection services over the 40-60 year lifespan of pipelines.
Celp june 2015 investor presentation finalCypressEnergy
Cypress Energy Partners provides pipeline inspection and integrity services as well as saltwater disposal services. It has assembled an experienced management team and acquired companies to build its business since 2012. It sees opportunities to grow organically by expanding its customer base and acquired businesses, as well as through acquisitions allowed by its private letter ruling. Its goal is to grow distributions 10% annually through a combination of organic growth and acquisitions.
Cypress Energy Partners provides pipeline inspection and integrity services to oil and gas companies. It owns two subsidiaries that perform these services across North America. The company also owns saltwater disposal facilities focused on produced water. It has opportunities to expand its existing services and acquire complementary businesses. Regulations are increasing demand for pipeline inspection and integrity services to monitor the vast aging pipeline infrastructure in the United States.
Naptp new outline presentation 5 18 2015 v4CypressEnergy
Cypress Energy Partners provides midstream energy services through two business segments: water and environmental services, and pipeline inspection and integrity services. The company owns and operates 11 saltwater disposal facilities and provides pipeline inspection services through its subsidiary TIR. Cypress has grown organically and through acquisitions since its IPO in 2014, and plans to continue expanding its services both within existing segments and through new opportunities allowed under its private letter ruling from the IRS, such as additional pipeline and inspection activities. The company aims to increase its distributions per unit by 10% annually through organic growth and acquisitions.
Peter C. Boylan III is the Chairman and CEO of Cypress Energy Partners (CELP). The presentation discusses CELP's pipeline inspection and integrity services business (TIR) and its water and environmental services business, which includes 11 owned saltwater disposal facilities. CELP completed an acquisition in February 2015 and announced its Q4 dividend would remain unchanged. The presentation outlines CELP's vision to build a diversified MLP and highlights growth opportunities across qualifying activities under its private letter ruling, including produced water handling.
The document discusses EnLink Midstream Partners, LP, a master limited partnership focused on midstream energy services. It notes that EnLink has a stable cash flow due to 95% of contracts being fee-based and 50% from long-term Devon contracts. It also highlights EnLink's organic growth strategy through expansion projects in regions like South Louisiana, West Texas, and Ohio River Valley. Finally, it identifies four avenues for future growth: dropdowns from sponsor Devon Energy, organic expansion projects, third-party acquisitions, and potential new basin development with Devon.
EnLink Midstream provides midstream energy services and is focused on growing through four avenues: dropdowns from sponsor Devon Energy, growing with Devon in key regions, organic expansion projects, and mergers and acquisitions. EnLink recently completed over $4 billion of growth projects and acquisitions to expand its presence in the Permian Basin, Eagle Ford, South Louisiana, and Ohio River Valley. It aims to continue growing its integrated midstream systems and leveraging its relationship with Devon Energy.
EnLink Midstream provides midstream energy services and is focused on four avenues for growth: dropdowns from sponsor Devon Energy, growing with Devon's development plans, organic expansion projects, and mergers and acquisitions. EnLink has a diverse portfolio of long-term, fee-based contracts that provide stable cash flows. Recent growth includes potential dropdowns from Devon of pipelines in 2016 and expansion in regions like South Louisiana and West Texas.
This presentation by Barry Davis, President and CEO of NAPTP, provides an overview of NAPTP and forward-looking statements. It discusses non-GAAP financial measures used by EnLink Midstream such as adjusted EBITDA, gross operating margin, and segment cash flows. It then summarizes EnLink Midstream's assets including gas gathering pipelines, processing plants, NGL transportation and fractionation facilities. Finally, it provides brief biographies of members of EnLink Midstream's management team.
EnLink Midstream provides midstream energy services focused on natural gas gathering, processing, transportation and NGL fractionation. Over 95% of its cash flows are fee-based and supported by long-term contracts, providing revenue stability. Its largest customer is Devon Energy, which accounts for over 50% of adjusted EBITDA. EnLink aims to leverage its relationship with Devon to grow its business through potential future asset dropdowns and expanding services for Devon's growing E&P operations.
This document provides an overview of J.P. Morgan's 4th Annual Infrastructure/MLP 1x1 Forum on May 14, 2015. It begins with forward-looking statements and discussions of risks and uncertainties. It then discusses EnLink Midstream Partners, LP and EnLink Midstream, LLC, including their assets, growth strategies, and financial position. Key aspects include a stable cash flow supported by long-term contracts, organic growth opportunities through Devon Energy's upstream portfolio, and potential for significant growth from future dropdown transactions from Devon. The document outlines four avenues for doubling the size of EnLink by 2017, including dropdowns, growing with Devon, organic projects, and mergers and acquisitions.
The document discusses Morgan Stanley's MLP Bus Tour and provides an overview of EnLink Midstream. It notes that EnLink has stable cash flows from long-term fee-based contracts, including a significant portion from its sponsor Devon Energy. It is focused on executing in its core areas of Oklahoma, Permian Basin, and Louisiana. EnLink has a strong financial position as an investment grade company with a $1.5 billion credit facility and high-quality customers.
The document is an investor presentation for EnLink Midstream that outlines the company's strategy, growth opportunities, and financial metrics. The presentation discusses EnLink's focus on stable, fee-based cash flows from long-term contracts, leveraging its relationship with Devon Energy for growth opportunities, and pursuing organic expansion projects and acquisitions. Key growth avenues include expanding existing platforms, dropdown transactions from Devon, and pursuing scale positions in new basins where Devon is active.
This document provides an overview of EnLink Midstream and its strategy and growth opportunities. It begins with forward-looking statements and definitions of non-GAAP terms. The main points are:
1) EnLink Midstream is a leading integrated midstream company supported by Devon Energy with a diverse geographic footprint and strong financial position.
2) It focuses on stable cash flows from long-term fee-based contracts and leveraging Devon's sponsorship for growth opportunities like dropdown acquisitions and serving Devon's areas of growth.
3) EnLink has four avenues for growth - dropdowns, growing with Devon, organic projects, and mergers and acquisitions, with a goal of $375 million in additional
EnLink Midstream / Tall Oak Midstream Acquisition Investor CallEnLinkMidstreamLLC
Tall Oak Midstream is acquiring assets in Oklahoma that will expand EnLink Midstream's presence in the core of the STACK and CNOW plays. The acquisition aligns with Devon Energy, who will be the largest customer on the system. It provides EnLink with long-term, fee-based contracts averaging 15 years. The financing structure is expected to be accretive to EnLink's distributions and maintain its investment grade credit rating. The transaction strengthens the relationship between EnLink and Devon while diversifying their businesses and further aligning their growth plans.
EnLink Midstream is pursuing growth through four avenues: 1) dropdown acquisitions from sponsor Devon Energy, 2) expanding with Devon in key regions like the Anadarko Basin, 3) organic growth projects like expanding pipelines and plants, and 4) mergers and acquisitions. EnLink has a large portfolio of midstream assets across major basins in the US and a stable cash flow supported by long-term contracts, positioning it for sustainable growth through these avenues to potentially double in size by 2017.
This document provides an overview of JP Morgan's Energy Oklahoma City SCOOP/STACK & Houston Bus Tour on May 17, 2016. It includes forward-looking statements about future financial and operating results with various risk factors that could impact projections. It also contains non-GAAP financial measures and definitions. The presentation shows stable financial results for ENLK in Q1 2016 with adjusted EBITDA of $195 million, distribution coverage of 1.09x, and leverage of 3.8x debt to EBITDA. It highlights EnLink's premier positions in top U.S. oil and gas basins as well as its focus on execution and stability.
The presentation contains forward-looking statements that involve risks and uncertainties. Many of the factors that will determine EnLink Midstream's future results are beyond its control. The presentation also contains non-GAAP financial measures to evaluate performance. EnLink Midstream's assets are strategically located across multiple regions and include gas gathering pipelines, processing plants, NGL transportation and fractionation facilities. Over 95% of cash flows are expected to be fee-based and derived from a variety of midstream services.
- Ameren reported higher third quarter 2016 earnings compared to third quarter 2015, driven by higher electric sales from warmer summer temperatures and increased investment in electric infrastructure.
- For 2016, Ameren raised its diluted EPS guidance range to $2.65 to $2.75, up from $2.45 to $2.65.
- Ameren is executing its strategic plan of investing in its utility assets consistent with regulatory frameworks, including investments in electric transmission, Illinois electric and gas distribution, and pursuing an enhanced regulatory framework in Missouri to support additional investment.
This document provides an overview and update from Pembina Pipeline Corporation. It begins with forward-looking statements and information disclosures. It then discusses Pembina's value proposition as an efficient, well-managed midstream company with a solid business platform and growth opportunities. The document reviews Pembina's corporate profile, businesses, operating areas, recent developments, financial performance, and the oil sands and heavy oil business in more detail. It provides capital spending plans for 2013 with a focus on expanding pipeline capacity. In summary, the document outlines Pembina's operations and growth strategy as a leading North American midstream company.
ZKsync airdrop of 3.6 billion ZK tokens is scheduled by ZKsync for next week.pdfSOFTTECHHUB
The world of blockchain and decentralized technologies is about to witness a groundbreaking event. ZKsync, the pioneering Ethereum Layer 2 network, has announced the highly anticipated airdrop of its native token, ZK. This move marks a significant milestone in the protocol's journey, empowering the community to take the reins and shape the future of this revolutionary ecosystem.
Celp investor presentation march 2017 finalCypressEnergy
Cypress Energy Partners provides pipeline inspection and integrity services as well as water and environmental services to midstream energy customers. Over 85% of its customers are investment grade companies. It inspects over 46,000 miles of pipelines annually using in-line inspection tools to identify anomalies, and performs over 12,000 excavations for further inspection or maintenance. Regulations require pipeline operators to inspect lines every 5-7 years, providing a recurring need for Cypress' inspection services over the 40-60 year lifespan of pipelines.
Celp june 2015 investor presentation finalCypressEnergy
Cypress Energy Partners provides pipeline inspection and integrity services as well as saltwater disposal services. It has assembled an experienced management team and acquired companies to build its business since 2012. It sees opportunities to grow organically by expanding its customer base and acquired businesses, as well as through acquisitions allowed by its private letter ruling. Its goal is to grow distributions 10% annually through a combination of organic growth and acquisitions.
Cypress Energy Partners provides pipeline inspection and integrity services to oil and gas companies. It owns two subsidiaries that perform these services across North America. The company also owns saltwater disposal facilities focused on produced water. It has opportunities to expand its existing services and acquire complementary businesses. Regulations are increasing demand for pipeline inspection and integrity services to monitor the vast aging pipeline infrastructure in the United States.
Naptp new outline presentation 5 18 2015 v4CypressEnergy
Cypress Energy Partners provides midstream energy services through two business segments: water and environmental services, and pipeline inspection and integrity services. The company owns and operates 11 saltwater disposal facilities and provides pipeline inspection services through its subsidiary TIR. Cypress has grown organically and through acquisitions since its IPO in 2014, and plans to continue expanding its services both within existing segments and through new opportunities allowed under its private letter ruling from the IRS, such as additional pipeline and inspection activities. The company aims to increase its distributions per unit by 10% annually through organic growth and acquisitions.
Peter C. Boylan III is the Chairman and CEO of Cypress Energy Partners (CELP). The presentation discusses CELP's pipeline inspection and integrity services business (TIR) and its water and environmental services business, which includes 11 owned saltwater disposal facilities. CELP completed an acquisition in February 2015 and announced its Q4 dividend would remain unchanged. The presentation outlines CELP's vision to build a diversified MLP and highlights growth opportunities across qualifying activities under its private letter ruling, including produced water handling.
The document discusses EnLink Midstream Partners, LP, a master limited partnership focused on midstream energy services. It notes that EnLink has a stable cash flow due to 95% of contracts being fee-based and 50% from long-term Devon contracts. It also highlights EnLink's organic growth strategy through expansion projects in regions like South Louisiana, West Texas, and Ohio River Valley. Finally, it identifies four avenues for future growth: dropdowns from sponsor Devon Energy, organic expansion projects, third-party acquisitions, and potential new basin development with Devon.
EnLink Midstream provides midstream energy services and is focused on growing through four avenues: dropdowns from sponsor Devon Energy, growing with Devon in key regions, organic expansion projects, and mergers and acquisitions. EnLink recently completed over $4 billion of growth projects and acquisitions to expand its presence in the Permian Basin, Eagle Ford, South Louisiana, and Ohio River Valley. It aims to continue growing its integrated midstream systems and leveraging its relationship with Devon Energy.
EnLink Midstream provides midstream energy services and is focused on four avenues for growth: dropdowns from sponsor Devon Energy, growing with Devon's development plans, organic expansion projects, and mergers and acquisitions. EnLink has a diverse portfolio of long-term, fee-based contracts that provide stable cash flows. Recent growth includes potential dropdowns from Devon of pipelines in 2016 and expansion in regions like South Louisiana and West Texas.
This presentation by Barry Davis, President and CEO of NAPTP, provides an overview of NAPTP and forward-looking statements. It discusses non-GAAP financial measures used by EnLink Midstream such as adjusted EBITDA, gross operating margin, and segment cash flows. It then summarizes EnLink Midstream's assets including gas gathering pipelines, processing plants, NGL transportation and fractionation facilities. Finally, it provides brief biographies of members of EnLink Midstream's management team.
EnLink Midstream provides midstream energy services focused on natural gas gathering, processing, transportation and NGL fractionation. Over 95% of its cash flows are fee-based and supported by long-term contracts, providing revenue stability. Its largest customer is Devon Energy, which accounts for over 50% of adjusted EBITDA. EnLink aims to leverage its relationship with Devon to grow its business through potential future asset dropdowns and expanding services for Devon's growing E&P operations.
This document provides an overview of J.P. Morgan's 4th Annual Infrastructure/MLP 1x1 Forum on May 14, 2015. It begins with forward-looking statements and discussions of risks and uncertainties. It then discusses EnLink Midstream Partners, LP and EnLink Midstream, LLC, including their assets, growth strategies, and financial position. Key aspects include a stable cash flow supported by long-term contracts, organic growth opportunities through Devon Energy's upstream portfolio, and potential for significant growth from future dropdown transactions from Devon. The document outlines four avenues for doubling the size of EnLink by 2017, including dropdowns, growing with Devon, organic projects, and mergers and acquisitions.
The document discusses Morgan Stanley's MLP Bus Tour and provides an overview of EnLink Midstream. It notes that EnLink has stable cash flows from long-term fee-based contracts, including a significant portion from its sponsor Devon Energy. It is focused on executing in its core areas of Oklahoma, Permian Basin, and Louisiana. EnLink has a strong financial position as an investment grade company with a $1.5 billion credit facility and high-quality customers.
The document is an investor presentation for EnLink Midstream that outlines the company's strategy, growth opportunities, and financial metrics. The presentation discusses EnLink's focus on stable, fee-based cash flows from long-term contracts, leveraging its relationship with Devon Energy for growth opportunities, and pursuing organic expansion projects and acquisitions. Key growth avenues include expanding existing platforms, dropdown transactions from Devon, and pursuing scale positions in new basins where Devon is active.
This document provides an overview of EnLink Midstream and its strategy and growth opportunities. It begins with forward-looking statements and definitions of non-GAAP terms. The main points are:
1) EnLink Midstream is a leading integrated midstream company supported by Devon Energy with a diverse geographic footprint and strong financial position.
2) It focuses on stable cash flows from long-term fee-based contracts and leveraging Devon's sponsorship for growth opportunities like dropdown acquisitions and serving Devon's areas of growth.
3) EnLink has four avenues for growth - dropdowns, growing with Devon, organic projects, and mergers and acquisitions, with a goal of $375 million in additional
EnLink Midstream / Tall Oak Midstream Acquisition Investor CallEnLinkMidstreamLLC
Tall Oak Midstream is acquiring assets in Oklahoma that will expand EnLink Midstream's presence in the core of the STACK and CNOW plays. The acquisition aligns with Devon Energy, who will be the largest customer on the system. It provides EnLink with long-term, fee-based contracts averaging 15 years. The financing structure is expected to be accretive to EnLink's distributions and maintain its investment grade credit rating. The transaction strengthens the relationship between EnLink and Devon while diversifying their businesses and further aligning their growth plans.
EnLink Midstream is pursuing growth through four avenues: 1) dropdown acquisitions from sponsor Devon Energy, 2) expanding with Devon in key regions like the Anadarko Basin, 3) organic growth projects like expanding pipelines and plants, and 4) mergers and acquisitions. EnLink has a large portfolio of midstream assets across major basins in the US and a stable cash flow supported by long-term contracts, positioning it for sustainable growth through these avenues to potentially double in size by 2017.
This document provides an overview of JP Morgan's Energy Oklahoma City SCOOP/STACK & Houston Bus Tour on May 17, 2016. It includes forward-looking statements about future financial and operating results with various risk factors that could impact projections. It also contains non-GAAP financial measures and definitions. The presentation shows stable financial results for ENLK in Q1 2016 with adjusted EBITDA of $195 million, distribution coverage of 1.09x, and leverage of 3.8x debt to EBITDA. It highlights EnLink's premier positions in top U.S. oil and gas basins as well as its focus on execution and stability.
The presentation contains forward-looking statements that involve risks and uncertainties. Many of the factors that will determine EnLink Midstream's future results are beyond its control. The presentation also contains non-GAAP financial measures to evaluate performance. EnLink Midstream's assets are strategically located across multiple regions and include gas gathering pipelines, processing plants, NGL transportation and fractionation facilities. Over 95% of cash flows are expected to be fee-based and derived from a variety of midstream services.
- Ameren reported higher third quarter 2016 earnings compared to third quarter 2015, driven by higher electric sales from warmer summer temperatures and increased investment in electric infrastructure.
- For 2016, Ameren raised its diluted EPS guidance range to $2.65 to $2.75, up from $2.45 to $2.65.
- Ameren is executing its strategic plan of investing in its utility assets consistent with regulatory frameworks, including investments in electric transmission, Illinois electric and gas distribution, and pursuing an enhanced regulatory framework in Missouri to support additional investment.
This document provides an overview and update from Pembina Pipeline Corporation. It begins with forward-looking statements and information disclosures. It then discusses Pembina's value proposition as an efficient, well-managed midstream company with a solid business platform and growth opportunities. The document reviews Pembina's corporate profile, businesses, operating areas, recent developments, financial performance, and the oil sands and heavy oil business in more detail. It provides capital spending plans for 2013 with a focus on expanding pipeline capacity. In summary, the document outlines Pembina's operations and growth strategy as a leading North American midstream company.
Similar to Celp investor presentation june 2016 (20)
ZKsync airdrop of 3.6 billion ZK tokens is scheduled by ZKsync for next week.pdfSOFTTECHHUB
The world of blockchain and decentralized technologies is about to witness a groundbreaking event. ZKsync, the pioneering Ethereum Layer 2 network, has announced the highly anticipated airdrop of its native token, ZK. This move marks a significant milestone in the protocol's journey, empowering the community to take the reins and shape the future of this revolutionary ecosystem.
Methanex is the world's largest producer and supplier of methanol. We create value through our leadership in the global production, marketing and delivery of methanol to customers. View our latest Investor Presentation for more details.
Cleades Robinson, a respected leader in Philadelphia's police force, is known for his diplomatic and tactful approach, fostering a strong community rapport.
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UnityNet World Environment Day Abraham Project 2024 Press ReleaseLHelferty
June 12, 2024 UnityNet International (#UNI) World Environment Day Abraham Project 2024 Press Release from Markham / Mississauga, Ontario in the, Greater Tkaronto Bioregion, Canada in the North American Great Lakes Watersheds of North America (Turtle Island).
The E-Way Bill revolutionizes logistics by digitizing the documentation of goods transport, ensuring transparency, tax compliance, and streamlined processes. This mandatory, electronic system reduces delays, enhances accountability, and combats tax evasion, benefiting businesses and authorities alike. Embrace the E-Way Bill for efficient, reliable transportation operations.
2. 2
Forward Looking Statements Disclosure
Some of the statements in this presentation concerning future performance are forward-looking within the meaning of
U.S. securities laws. Forward-looking statements discuss the Company’s future expectations, contain projections of
results of operations or of financial condition, forecasts of future events or state of other forward-looking information.
Words such as “may,”, “assume,” “forecast,” “position,” “forecast,” “position,” “strategy,” “except,” “intend,” “plan,”
“estimate,” “anticipate,” “believe,” “project,” “budget,” “potential,” or “continue,” and similar expressions are used to
identify forward-looking statements. Forward-looking statements may include statements that relate to, among other
things, availability of cash flow to pay minimum quarterly distributions on the Company’s common units; the
consummation of financing, acquisition or disposition transactions and the effect thereof on the Company’s business;
the Company’s existing or future indebtedness and credit facilities; the Company’s liquidity, results of operations and
financial condition, future legislation and changes in regulations or governmental policies or changes in enforcement
or interpretations thereof; changes in energy policy; increases in energy conservation efforts; technological advances;
volatility in the capital and credit markets; the impact of worldwide economic and political conditions; the impact of
wars and acts of terrorism; weather conditions or catastrophic weather-related damage; earthquakes and other natural
disasters; unexpected environmental liabilities; the outcome of pending or future litigation; and other factors, including
those discussed in “Risk Factors” section of our annual report on Form 10-K. Except for historical information
contained in this presentation, the matters discussed in this presentation include forward-looking statements that
involve risks and uncertainties. The Company does not undertake and specifically declines any obligation to publicly
release the results of any revisions to these forward-looking statements that may be made to reflect any future events
or circumstances after the date of such statements or to reflect the occurrence of anticipated and unanticipated events.
Forward-looing statements are not guarantees of future performance or an assurance that the Company’s current
assumptions or projects are valid. Actual results may differ materially from those projected. You are strongly
encouraged to closely consider the additional disclosures and risk factors contained in the prospects.
3. 3
Cypress Energy Partners, L.P. (NYSE: CELP) – Overview
Pipeline Inspection (PIS) & Integrity (IS) Services
Pipelines are an essential part of our energy
infrastructure and required to transport
hydrocarbons from the wellhead to various users
Pipelines are regulated by DOT and require
inspection and integrity services
Operated under two subsidiaries:
‒ Tulsa Inspection Resources, LLC (TIR) -
Proprietary database of 15,000+ inspectors
‒ Brown Integrity LLC: (Brown) Integrity assessment
hydro testing (51% owned)
‒ Services cover oil, gas, NGLs, refined products,
CO2, LDC/PUC’s, storage, gas plants, compressor
stations, etc.
Attractive recurring revenue opportunities associated with
maintenance, repair & operations (MRO) activities
Saltwater is a naturally occurring byproduct of the oil
and gas production process that must be properly
handled to protect the environment
Saltwater disposal is also regulated
CELP has 11 owned saltwater disposal (SWD) facilities
‒ High quality new construction & well bores
‒ Avg. disposal volume of ~ 41k1 barrels/day or ~
15MM barrels per year (28% utilized) and annual
injection capacity of ~ 53 million barrels without
any incremental capital expenditures.
‒ 98% of our volumes are produced and piped water
(not flowback, which is tied to new drilling)1
‒ We receive piped water directly from oil & gas wells
owned by investment grade E&P companies via 9
pipelines into 5 facilities
We also a have contract to manage a Bakken facility that
we also own 25%.
Water & Environmental Services (W&ES)
We strive to be the premier midstream energy services company in markets we service by building strong
relationships with our stakeholders including customers, partners, employees, regulators, and suppliers
1 Three months ended March 31, 2016.
Safety is a top priority and CELP enjoys an
excellent rating in all divisions
4. Produced water focus: Occurs
for the life of a well
~ 98% of water in Q1 was
produced water
> 8,000 drilled uncompleted wells
(“DUC’s”) will lead to growth
Required services: Natural gas,
crude and liquid pipelines must be
regularly inspected pursuant to
various state and federal laws
CA looking to pass even more
stringent inspection requirements
Fixed-fee model: We charge a
fixed-fee or daily rate for most
services
over 85% of total revenues and >
90% of inspection revenues are
from investment grade customers
Piped water growth: Pad
drilling, down spacing
~ 43% of Q1 water was piped
9 pipelines (5 Bakken, 4 Permian)
Investment grade E&P customers
on each pipeline.
Increased oversight: Drives
demand
High profile incidents encourage
greater investment in integrity
Potential mandatory hydrotesting
under consideration of pre-1970
gas lines
Diversity: Our strategy is to offer
services in US and Canada and be
diversified across oil and natural
gas sources
~ 200 customers across North
America
Growing number of PUC’s
Total volumes: Q1 we disposed
of ~ 41K barrels per day vs. over
135K barrels per day of capacity.
Resilient business: Lower
correlation to commodity prices
PUC’s not exposed
Brown acquisition: We own 51%
of a hydrotesting company with a
right to acquire the remaining
49%1 4
All Business Lines Required By Government Regulations
Essential Service
W&ES
Required Services
PIS
Stability, Diversity, Growth
CELP
1 Right to acquire in 2017
5. 5
Investment Highlights
Building a Track
Record
Attractive
IRS PLR
Highly Experienced
Management
Aligned
Interests
Distribution
Growth
Strong Liquidity
Our company was started in 2012 to provide a variety of midstream services
to energy companies in North America. We completed our IPO in January
2014 and exceeded our distribution per unit estimate in our first year prior to
unexpected industry downturn
We have an IRS private letter ruling (PLR) that covers additional diversified
opportunities and expansion potential into other interesting segments.
We have assembled a talented, experienced management team and Board of
Directors with 200+ years of energy experience and substantial success
building value for investors
CELP insiders retain approximately 65% of the limited partner (LP) and
100% of the general partner (GP), aligning the interests of our executive
team and Board of Directors with unitholders
When the market stabilizes, our goal remains to grow our distribution per
unit by 10% annually over the long term through a combination of organic
growth and disciplined acquisitions. We have completed three acquisitions
since our IPO. Acquisition discipline has been key the last few years.
We have a credit facility with ~ $63MM in availability (and ~180MM
inclusive of the accordion)
6. 6
Our Customers - > 85% Investment Grade
125+ customers in the U.S.
E&P companies
- Permian
- Bakken
Trucking companies that serve
oil & gas producers
Crude oil purchasers
Water & Environmental Pipeline Inspection Pipeline Integrity
Pipeline Inspection & Integrity ServicesWater & Environmental
70+ customers in North America – a majority are investment grade
publicly-traded companies
‒ Midstream companies
‒ Oil & gas or E&P producers with gathering systems
‒ Local Distribution Companies (“LDC’s”) and/or Public Utility
Companies (“PUCs”)
Attractive opportunity to leverage recent Brown Integrity acquisition
through expansion of service offering to existing and new customers
7. 7
PIS – A Large and Growing Service Industry
1 Source: 2015 AOPL Annual Liquids Pipeline Safety Performance Report & Strategic Plan. Note: 2013 is the most recent year for which data is available
Over $2.1 Bn spent on
integrity management
by operators of liquids
pipelines in 20131
--------------------------------
+31%
vs. prior year
Over 47,000-miles of
liquids pipeline
inspected with in-line
smart-pigs in 20131
--------------------------------
+34%
vs. prior year
Over 1,450 in-line
inspection “smart pig”
tool runs on liquid
pipelines in 20131
--------------------------------
+15%
vs. prior year
Over 12,000 digs for
further inspection or
liquid pipeline
maintenance in 20131
--------------------------------
+21%
vs. prior year
> $2.1 billion > 47,000 miles > 12,000 digs> 1,450 runs
New Customers Additions
8. 8
Broad PLR Enhances Our Growth Opportunities
Removal, treatment, recycling & disposal of flowback & produced water (SWD’s, transportation, pipelines, etc.)
Removal, treatment, recycling & disposal of completion fluids, drilling mud, drill cuttings, contaminated soil,
tank bottoms, pit water & fracturing fluids
Removal, treatment, recycling & disposal of fluids from cleaning storage tanks, trucks and equipment
Marketing and distribution of chemicals and salvaged hydrocarbons
Infrastructure inspection required by law including oil and gas pipelines and gathering systems, drilling, E&P,
mineral and natural resources mining
Transportation and heating of frac water
Design, own, manage & operate oil and rail transportation assets
Remote monitoring and sensoring of E&P assets
Recently proposed IRS rules on qualifying income should not have any adverse impact to our existing business.
Potential growth opportunities exist associated with our intrinsic activities essential to the energy industry.
Qualifying income under our existing private letter ruling (PLR)
9. 9
Significant Growth Opportunities w/ Supportive Sponsor
1 Right to acquire in 2017
Sell Unused
Capacity
(W&ES)
Expand
Inspection
Customer Base
(PIS)
Leverage
Hydrotesting
Acquisition
(IS)
Our broad PLR allows us to diversify into other businesses:
‒ Additional inspection services (ILI, pigging, LIDAR, nitrogen,
water & environmental and chemicals)
‒ Traditional midstream assets ( pipelines & storage)
‒ Remote censoring and monitoring
‒ Solids, recycling, oil reclamation, expanded geography
Brown Integrity Drop Down
‒ Potential drop down of remaining 49% Brown interest1
Diversify Our
Business
Offering
Facilities are currently only ~ 28% utilized
‒ Requires no additional capital spend
‒ Capable of handling over 135K BPD or > 50MM annually
‒ Infill drilling will increase volumes
‒ Over 8,000 DUC’s waiting for completion
Expand TIR inspection customer base of 70+ clients
‒ Growing federal and state regulations
‒ New PHMSA proposed rules + CA
‒ Currently serve small subset of available market including
E&P, midstream, and LDC/PUC
Expand Brown Integrity to more states
‒ Brown operates in six states (vs. TIR in 47 states)
‒ Opportunity to expand breadth of services
‒ Chemical cleaning, nitrogen, water & environmental
AcquisitionsOrganic
10. Initial
Assessment
(baseline)
Risk
Assessment
Data
Review
Remediation
Record
Retention /
Documentation
10
PIS – The Life Cycle of a Pipeline
40-60 year expected life
------------------------------------------
Require inspection and integrity
services for the entire life cycle
------------------------------------------
PHMSA Required Testing:
Liquids Pipelines: 5 years
Gas Pipelines: 7 years
------------------------------------------
Prudent Operator
------------------------------------------
State requirements continue to
vary and evolve
New Construction
New Construction Services
Integrity Management Program
Current Services
• Right-of-way acquisitions (limited)
Potential Services
• Barcode scanning
• Nitrogen services
• Water & Solid waste services
• Chemical cleaning
Current Services
• Hydrostatic testing
• Chemical cleaning
• External corrosion direct assessment
• Pig tracking
• Dig staking
• Inspection
• NDE
Potential Services
• In-line inspection (ILI) pig
• Close internal surveys (CIS)
• Maintenance pigging – supplyhouse
• Leak detection surveys
• Chemicals and nitrogen services
• Water & Solid waste services
11. 11
PIS – Growing Market Dynamics
PipelinesMarket Dynamics
U.S. Pipeline Age Distribution by Installation Date
Substantial existing infrastructure is aging
‒ 2.3+ million miles of transmission and distribution
pipelines plus millions of miles of gathering systems1
‒ ~60% of U.S. pipelines are over 40 years old. Aging
pipeline infrastructure will drive demand for pipeline
services
‒ Pipelines require substantial recurring maintenance
during their lifetime
Expanding infrastructure with shifts in energy
production and consumption
‒ $546+ billion will need to be invested in North
American energy infrastructure over the next 20+
years, or an average of ~$30 billion per year2
‒ ~12% pipeline growth projected in 2015
Increased regulation benefits outsourced services
‒ Recent regulations and accidents have increased
oversight
1 Source: Pipeline and Hazardous Materials Safety Administration (PHMSA), U.S. Department of Transportation.
2 Source: INGAA North American Midstream Infrastructure Through 2035, March 2016.
Pipeline inspection and integrity services (i.e. pig
tracking, mobile x-ray, ultrasonic testing, etc.) can
identify anomalies before they lead to bigger problems
12%
48%
30%
10%
0%
10%
20%
30%
40%
50%
60%
Pre-1950
(65+ yrs)
1950-1969
(46-65 yrs)
1970-1999
(16-45 yrs)
2000-2009
(6-15 yrs)
12. 12
More Stringent Pipeline Regulations
Congress is currently in the process of reauthorizing PHMSA through 2019
o Focuses on completing outstanding mandates from the 2011 reauthorization; stakeholders advocating for limited bill because PHMSA delayed
in promulgating 42 congressional mandates included in the 2011 pipeline safety bill
PHMSA is currently evaluating several rules that will expand inspection and reporting requirements
Safety of Gas
Transmission
Pipelines
- Notice of Proposed
Rulemaking: 4/8/16
- Comments due: 7/7/16
Safety of
Hazardous
Liquid Pipelines
- Notice of Proposed
Rulemaking: 10/13/15
- Est. to Office of Mgmt.
and Budget: 6/21/16
- Est. Dept. of Trans.
Publ.: 10/3/16
1) Expands scope of monitoring to include thousands of miles of gathering lines
Proposes to modify the definition of onshore gas gathering lines and to regulate some Class I gathering lines
(Would affect 69k miles of gathering lines and an additional 275k miles of gathering lines would be subject to additional reporting
requirements, for a total of 344k mi subject to new regulations or reporting requirements)
Affected pipelines would need to comply with requirements for corrosion protection, damage prevention and emergency planning
Does not apply integrity management or internal corrosion requirements, but leaves the possibility open, noting that final
determinations will be made in the future
Compliance timeline: within 2 years
2) New and enhanced Maximum Allowable Operating Pressure (MAOP) verification requirements
Removes the “grandfather clause” to include pipelines with estimated MAOP prior to 1970
(~60% of total US natural gas pipelines were installed before 1970, according to INGAA)
Modifies test regulations to require hydrostatic test to substantiate MAOP
(Response to NTSB recommendation, which was issued in response to the 2010 San Bruno, CA pipeline incident)
Compliance timeline: 50% of affected mileage within 8 years; 100% of mileage within 15 years
3) Expands integrity mgmt. oversight to areas outside of high-consequence areas (HCAs)
Creates newly defined moderate-consequence areas (MCAs)
Recommends pressure test, but allows other methods if approved
1) Expands reporting requirements to include gathering lines, requiring annual reporting of safety-related conditions and
incident reports (PHMSA regulates <4k mi of the 30k-40k mi of onshore hazardous liquid gathering lines)
2) Requires periodic in-line integrity assessments of liquid pipelines located outside of HCAs
3) Requires the use of leak detection systems for all new hazardous liquid pipelines, including gathering lines (currently
only required for pipelines that could affect a HCA)
4) All pipelines subject to the requirements must be capable of accommodating ILI tools within 20 years
13. 13
PIS – Our Midstream Pipeline Services
Federal and some state regulations require pipeline
operators to develop integrity management programs and
conduct inspections, with operators outsourcing elements
Indicates business activity performed by our PI&IS business
Wellhead Gathering
Systems
Processing /
Treating Facilities
End
Users
Pipelines / Transportation
Lines / Storage Facilities
Inspection Service PI&IS
In-line Inspection
Smart pigs & various ILI technologies
Pig tracking
Integrity Assessment
Hydrostatic testing
Pneumatic pressure testing
Other Non-destructive Examination (NDE) Inspection
Visual / LIDAR
X-ray
Ultrasonic
Data & Integrity Program Management Services
Smart pig and other NDE inspection data
Anomaly & above ground marker (AGM) reports
Automated dig sheet generation
Chemicals
Staking Services
AGM placement
Dig site staking
Construction & Repair Management
Project supervision & coordination of field activities
Dig site excavation oversight
Defect assessments & mapping / surveying
Documentation
Nitrogen Services
Indicates potential expansion opportunity
14. 14
PIS – Pipeline Integrity Management Growth Opportunities
Documentation
Documentation
Pig
Tracking
Non-Destructive
Examination
Inline
Inspection (ILI)
Tools
Cleaning
Pigs
Excavation
Inspection Repair
Inspection
Hydrostatic
Testing
Solid Waste
Disposal
Source
Hydro Water
Dispose Hydro
Water (Recycle or
SWD)
Nitrogen
Purge Dry
Current Services
Potential Services
Chemical
Cleaning
AGM
Survey
Hydrostatic Testing
Anomaly
Staking
Inline Inspection Support
Open
Valves
Inspection
Pig
Launcher
Smart
Pigs
Chemical
Cleaning
Electronic
Data &
Records
15. 15
PIS Revenue Overview
How We Generate Revenue
Customers typically pay a daily or weekly rate per inspector and per diem expenses
Results driven by the number and type of inspectors performing services and the fees charged
‒ Inspection services gross margins ~10%.
‒ Non-Destructive Examinations (NDE) and hydrostatic testing generates higher gross margins of over 20%
Recurring revenue opportunities with maintenance, repair and operations (MRO) activities
Prolonged downturn has impacted some of our MLP clients leading to project delays and/or cancellations
Seasonal impact of headcounts results in ~ 56% of TIR’s activity historically occurring in the 3rd and 4th quarters
1 CAGR for period from 2011-2015
Average TIR Inspector Headcount24% CAGR in TIR Revenue1
462
689
1,180
1,506
1,470
1,130
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
1Q11
2Q11
3Q11
4Q11
1Q12
2Q12
3Q12
4Q12
1Q13
2Q13
3Q13
4Q13
1Q14
2Q14
3Q14
4Q14
1Q15
2Q15
3Q15
4Q15
1Q16
# inspectors
145
234
380 382
342
90
67
$0
$100
$200
$300
$400
2011 2012 2013 2014 2015 1Q15 1Q16
Revenue ($mm)
16. 16
W&ES – Strategic Footprint Enhances our Position
Bakken
SWD facility
We own 11 SWD facilities
9 in the Bakken
2 in the Permian
Permian
SWD facility with piped water
The Bakken and Permian
are strategic basins that
benefit from high volumes of
produced water and flowback
and long-life production
The industry downturn starting in Q4 2014 has had a
material adverse impact on our water business given
the sharp decline in overall activity
17. 17
W&ES – Essential Midstream Services
Water
acquisition
Fracturing
fluid mixing
Fracturing
fluid injection
Well
completion
Production of
oil/gas and
saltwater
Flowback water
transportation
Produced water
transportation
Saltwater disposal (SWD)
Current CELP activity
and/
or
Recycling
Saltwater injection
Residual oil sales
E&P companies prefer to pipe
water to SWD’s instead of
trucking water whenever
possible
Oil & gas production produces water & solids that require proper disposal
Water Handling And
Disposal Is A
Multi-Billion Dollar Annual Market
*
*
We intentionally avoid areas
with known seismic issues.
18. Note: SWD wells regulated by U.S. EPA as Class II Injection wells. 1 CELP does not own trucks but serves trucking companies. 2 CELP has 5 facilities that currently receive piped water via 9 pipelines
18
W&ES – Facilities
Crew
quartersContainment
Basics of a SWD Facility…
Regulations require subsurface injection
of wastewater deep into the earth. EPA
Class II injection wells have multiple
layers of protection in design to
safeguard the environment
A typical facility includes infrastructure
for unload, filtration, treatment, storage
(water, oil), oil recovery, pumps, disposal
wells & associated equipment
Process Overview…
Wastewater arrives to SWD facilities by:
‒ Trucking – historical approach1
‒ Pipeline – E&P preferred approach2
Residual (skim) oil may remain in saltwater
upon delivery. We remove residual oil
through a recovery process and sell the oil
Saltwater is eventually injected back into
the earth at depths of at least 4,000’
We are not in Oklahoma or other areas with
known seismic exposure
1804
Ross Mountrail County, ND
Gun barrel
tank
Saltwater
tank
Skim oil
tanks
Injection
pump house
Salt Water Disposal Facility
Unload
facility
Office &
lounge
Saltwater
transportation
truck
Chemical
Process
Injection
Well
PW Pipeline
19. 19
W&ES – Business Overview & Opportunity
Significant
Unused
Capacity
How We
Generate
Revenue
We charge a fee per barrel
Management fees for third party
SWD
Transportation fees for pipelines
(future)
Selling residual/skim oil recovered
All E&P clients have demanded
lower rates to deal with downturn.
15-30% of an oil and gas wells
operating cost is associated with
water handling1
Annual injection capacity of ~53 million
barrels
Our facilities have more than 72% of
available capacity today
Represents substantial capacity to generate
more revenue and cash flow
Utilization of existing capacity does not
require any incremental capital needs
DUC completions will greatly benefit us
CELP SWD Facility Utilization
1 Source: Steven Mueller, Southwestern Energy CEO, Houston Strategy Forum
$1.17
$1.06
$1.19
$1.13
$1.31$1.27
$1.09$1.07
$0.92$0.77
$0.73
$0.68
$0.68
$0.00
$0.20
$0.40
$0.60
$0.80
$1.00
$1.20
$1.40
0
1
2
3
4
5
6
7
8
1Q13
2Q13
3Q13
4Q13
1Q14
2Q14
3Q14
4Q14
1Q15
2Q15
3Q15
4Q15
1Q16
mm barrels $/bbl
Revenue per Barrel (right axis) Disposal Volumes (left axis)
Decline in $/bbl
primarily oil
related
Unused
capacity,
>72%
Utilized
capacity,
<28%
20. The US rig count was 404, as of 5/20/16, the lowest level
on record, according to Baker Hughes data going back to
late 1948
US rig count has declined 79%, or 1,527 rigs, since the
Sep-2014 peak of 1,931 rigs(1)
The Permian has seen the largest decrease, down 419 rigs
from the Sep. 2014 US rig count peak (currently accounts
for ~34% of the total active US rigs)
294 rigs have been taken out of service since 12/31/15; 27
over the last four weeks (rig count was 431 @ 4/22/16)
20
Rig Count – as of 5/20/16
(1) Source: Baker Hughes, 5/20/16; represents US rig count, including offshore rigs. Peak rig count represents peak number of total rigs since 1/1/14, (not by basin).
(2) Rig categorized as “Miscellaneous” in Baker Hughes are included in “Crude Oil” category.
404 rigs @ 5/20/16,
79% from Sep-14
peak (1,931)
21. 21
645 DUCs Within 15 Miles of Cypress’ SWDs
• Based on internal estimates, there are 645 drilled but
uncompleted wells (“DUCs”) within 15 miles of
Cypress’ SWDs (2)
- DUCs shown are to closest Cypress facility, no double
counting
(1) Source: IHS, Goldman Sachs Global Investment Research.
(2) Source: Drilling Info, 5/16/16. Excludes those DUCs that are closer in proximity to a different Cypress Facility (e.g. a DUC that is 11 miles from Mork, but 5 miles from Arnegard will show up in
Arnegard, not Mork).
DUC Backlog by Play vs. Hist. Avg.(1)
• The backlog of DUCs has built up substantially
since mid-2014
DUCs: Near Cypress SWD
Facilities (2)
0 - 5 (mi.) 5 - 10 (mi.) 10 - 15 (mi.)
Cum. W/ in
15 (mi.)
DUCs 76 218 351 645
Cumulative 294 645
Change (Q/Q) – – – –
Cypress Facility(2)
0 - 5 (mi.) 5 - 10 (mi.) 10 - 15 (mi.)
Cum. W/ in
15 (mi.)
ND 41 142 219 402
1804 9 32 48 89
Arnegard 5 52 64 121
Grassy Butte 1 6 7
Green River 4 7 11
Manning 7 6 13
Mork 10 5 15
Mountrail 1 4 14 19
Tioga 1 8 29 38
Williams 17 26 46 89
TX 35 76 132 243
Orla 13 20 60 93
Pecos 22 56 72 150
GrandTotal 76 218 351 645
DUCs: Near Cypress SWD Facilities(2)
22. 22
History Timeline
2012 201520142013
Cypress Energy
Partners founded
March 2012
Acquired Control of
TIR
June 2013
Acquired SWD
Bakken
December 2014
Acquired Remaining
49.9% of TIR
February 2015
Acquired 51% of
Brown Integrity
May 2015
CELP Quarterly Distribution History
2016
Cypress IPO
January 2014
Initial Cypress
Acquisitions of SWD’s
December 2012
2014 2015 2016
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
Per Unit Distributions $0.39 $0.40 $0.41 $0.41 $0.41 $0.41 $0.41 $0.41 $0.41
Common Unit Total
Distributions
$1.8MM $2.3MM $2.4MM $2.4MM $2.4MM $2.4MM $2.4MM $2.4MM $2.4MM
Subordinated Units
total Distributions
$1.8MM $2.3MM $2.4MM $2.4MM $2.4MM $2.4MM $2.4MM $2.4MM $2.4MM
Average Price $23.20 $23.23 $23.97 $19.04 $15.98 $15.63 $12.85 $10.42 $7.87
Average Yield 6.68% 6.83% 6.78% 8.54% 10.17% 10.40% 12.65% 15.60% 20.66%
23. 23
Flexible Balance Sheet
1 Accordion subject to additional commitments from lenders and satisfaction of certain other conditions
2 Leverage covenant excludes certain borrowings per credit and includes 100% of Brown Integrity
Total Credit facility capacity of $200 million (amended 10/21/14)
‒ $75 million borrowing base facility & $125 million acquisition facility
‒ ~ $63MM of availability plus $125 million accordion1
Covenants: < 4.0X leverage and > 3.0 interest rate coverage
All covenants based on 100% adj. EBITDA2
CELP has a cap X light business model, offering financial flexibility
75.0 70.0 70.0 75.0 77.6
130.2 140.9 140.9 140.9 136.9
0
50
100
150
200
250
300
350
Q4 '13 Q1 '14 Q2 '14 Q3 '14 Q4 '14 Q1 '15 Q2 '15 Q3 '15 Q4 '15 Q1 '16
$mm Debt balance Debt Capacity Capacity with Accordion
Debt summary Q4 ’13 Q1 ’14 Q2 ’14 Q3 ’14 Q4 ’14 Q1 ‘15 Q2 ‘15 Q3 ‘15 Q4 ‘15 Q1 ‘16
Interest coverage 4.88x 5.20x 5.78x 6.32x 9.14x 8.21x 6.79x 6.05x 4.84x 3.92x
Leverage ratio2
0.80x 0.80x 0.79x 0.82x 0.94x 2.85x 2.51x 2.55x 3.07x 3.44x
Facility capacity $45.0 $50.0 $50.0 $45.0 $122.4 $69.8 $59.1 $59.1 $59.1 $63.1
24. 24
Recent $5MM in Annual Cost Savings Initiatives
Brown Integrity
(IS)
TIR
(PIS)
Water &
Environmental
(WES)
Sponsor Support
Anticipated
Annualized Savings
2016 Projected
Savings
We consolidated our Texas operations to reduce both duplication and our
cost structure in response to the material slow-down in offshore hydro-
testing work.
We worked to modify our G&A cost structure to more efficiently execute
our current volume of business while maintaining bandwidth to grow.
We temporarily shut-in one facility and have reduced hours of operations
and staffing at several other facilities. We are also investing in some
automation technology that may lead to additional cost reductions.
CEH has stepped forward in support of the unitholders with temporary relief
of the administrative fee paid to CEH pursuant to the Omnibus Agreement,
which would have charged $1.0 million to CELP in the first quarter.
Total annualized cost savings should be in excess of $5.0 million. When
combined with 4 quarters of sponsor support, total annualized costs
reductions could exceed $9.0 million.
We expect to recognize over 60% of the annualized $5.0 million in cost
reductions in 2016.
25. 25
Historic CELP Adjusted EBITDA, DCF & Operating Income
CELP has managed downturn better than many service companies. Inspection & Integrity Services have become
dominant portion of company’s operating income while Water & Environmental has suffered from material decline in
activity and prices.
Historical EBITDA and DCF has W&ES segment in all periods presented, PIS segment with 50.1% of TIR from IPO
through January 2015 and 100% TIR thereafter, IS segment with 51% of Brown from May 2015 forward.
In 2016, the sponsor supported the unitholders with temporary relief of the administrative fee paid to CEH pursuant
to the Omnibus Agreement, which would have charged $1.0 million to CELP in the first quarter.
67.4%
32.6%
Operating Income % Q1-2014
TIR OM Water OM
83.2%
16.8%
Operating Income % Q1-2016
TIR OM Water OM
$30.00
$50.00
$70.00
$90.00
$110.00
$-
$2.0
$4.0
$6.0
$8.0
1Q14 2Q14 3Q14 4Q14 1Q15 2Q15 3Q15 4Q15 1Q16
Axis Title
Adjusted EBITDA / DCF / Distributions
Adjusted EBITDA (left axis) DCF (left axis) Distributions (left axis) WTI (right axis)
$ BBL$ MM
26. 26
Consolidated Financial Performance (1Q16) Update
First Quarter 2016 Highlights
Revenue & Adjusted EBITDA1
W&ES Summary
PIS Summary
Distribution: Q1 distribution of $0.406413 ($1.63
annualized), total distribution of $4.8 million
‒ Increase of +4.9% vs. MQD of $0.3875
EBITDA: Adjusted EBITDA of $3.2 million
Coverage: ~ 0.38x based on DCF of $1.8 million
(0.77x on common)
Leverage: Leverage of 3.44x
1 Attributable to Partners (Includes 51% of IS (since 5/1/15)
$94.1 $73.5
$5.0
$3.2
$0
$1
$2
$3
$4
$5
$6
$0
$30
$60
$90
Q1 '15 Q1 '16
$mm $mmRevenue (left axis)
Adj. EBITDA (right axis)
4.6 3.7
4.3
2.5
$0
$1
$2
$3
$4
$5
0
1
2
3
4
5
Q1 '15 Q1 '16
MM Bbls $mmDisposal volumes (Ieft axis)
Revenue (right axis)
1,470 1,130
$89.8
$66.7
$60
$70
$80
$90
$100
0
500
1,000
1,500
Q1 '15 Q1 '16
$mm# inspectors Avg. # of inspectors (left axis)
Revenue (right axis)
27. 27
2016 CELP EBITDA to DCF Reconciliation
Non-controlling interest activity represents the 49% of Brown Integrity (the IS segment) not owned by CELP as well
as the 51% of CF Inspection (a subsidiary within the PIS segment) not owned by CELP.
In 2016, the sponsor supported the unitholders with temporary relief of the administrative fee paid to CEH pursuant
to the Omnibus Agreement, which would have charged $1.0 million to CELP in the first quarter.
EBITDA to DCF Reconciliation
U.S. Dollars in Thousands
QE
3/31/16
Less: Attributable to
Other Non-Controlling
(QE 3/31/16)
Less: Attributable to GP
(QE 3/31/16)
Attributable to
Partners
(QE 3/31/16)
Net Income $ (1,361) $ (367) $ (968) $ (26)
Plus:
D&A expense 1,433 139 0 1,294
Income Tax Expense 112 11 0 101
Interest Expense 1,618 62 0 1,556
Equity Based Compensation 317 0 0 317
GP Costs 968 0 968 0
Adjusted EBITDA 3,087 (155) 0 3,242
Less:
Cash Interest, Taxes & Maint. Capex 1,457 60 0 1,397
Distributable Cash Flow $ 1,630 $ (215) $ - $ 1,845