This document provides an overview and update from Lisa Stewart, President of El Paso Production and Non-Regulated Operations, on Gulf of Mexico operations. It discusses El Paso's large acreage position in the GOM, its 52 ready-to-drill prospects of varying depths, its capital management system for evaluating and tracking drilling prospects, its balanced 2005 drilling program consisting of development and exploration wells, and the technologies it employs for 3D seismic, drilling, completions, and developing deep shelf plays.
Rio oil and gas expo conference diretor de abastecimento,2 paulo roberto costaPetrobras
Paulo Roberto Costa, Downstream Director at Petrobras, discussed Petrobras' strategic plan to invest in refining and petrochemical integration through 2022. Key points included expanding petrochemical production capacity, capturing synergies between refining and petrochemical operations, and developing new petrochemical projects like COMPERJ, an integrated refining and petrochemical complex in Rio de Janeiro. The goal is to add value across the supply chain and position Petrobras as a leader in cost-efficient petrochemical production in Brazil.
Texas Eastern Transmission reported financial results for the first quarter of 2007. Revenue was $226 million, down from $248 million in the prior year. Operating expenses declined to $107 million from $118 million. Net income was $63 million compared to $85 million in 2006. Total assets were $5.048 billion as of March 31, 2007.
The Pipeline Group had a strong fourth quarter and 2007. EBIT increased 2% and 7% respectively compared to the prior year. Throughput increased 7% in 2007. Notable events included placing the WIC Kanda project in service and acquiring a 50% stake in Gulf LNG. The group signed a precedent agreement to support expansion of the FGT pipeline and has a committed backlog approaching $4 billion.
el paso F01E85AA-D20E-424D-B73A-588DF65EC38A_Proxy_Statement_2009finance49
The document is a letter inviting El Paso stockholders to the company's 2009 Annual Meeting of Stockholders. It provides details about the meeting such as the date, time, and location. It states that stockholders will be asked to vote on the election of 11 directors, amendments to the 2005 Omnibus Incentive Compensation Plan and Employee Stock Purchase Plan, and the ratification of Ernst & Young LLP as the independent auditor. Three directors will be retiring pursuant to the company's mandatory retirement policy. The letter urges stockholders to vote and attend if possible.
Jim Yardley, president of a pipeline group, presented at a conference on the natural gas pipeline outlook. He discussed several challenges facing the industry, including ensuring adequate gas supply for the US, building needed infrastructure given rising costs and workforce issues, determining gas's role in greenhouse gas policy, and maintaining safety in pipeline operations and damage prevention. While there are significant opportunities, meeting these challenges will be important for the continued delivery of gas safely and reliably.
The document provides an overview of El Paso Corporation's strategy to be a meaningful company doing meaningful work and delivering meaningful results. It discusses the company's focus on providing natural gas and related energy products in a safe, efficient, and dependable manner. It also summarizes El Paso Pipeline Group's leading franchise with its unparalleled market presence, excellent expansion inventory, and visible 4-6% EBITDA growth. Finally, it outlines the company's significant pipeline connectivity and organic growth opportunities from superior supply access and LNG projects.
The 2004 annual report of Holly Corporation provides an overview of the company's financial and operating highlights for 2004 as well as its mission, company profile, and refined product markets. Key details include Holly operating three petroleum refineries in New Mexico, Utah, and Montana with total refining capacity of 109,000 barrels per day. Holly also owns a 48% interest in Holly Energy Partners which owns over 1,500 miles of refined product pipelines and terminals. Holly achieved record financial results in 2004 with sales of $2.2 billion and net income of $83.9 million compared to $1.4 billion and $46.1 million respectively in 2003.
This investor presentation provides an overview of Jarden Corporation. In 3 sentences: Jarden is a diversified global consumer products company with a portfolio of over 100 brands across multiple segments. It has established processes for continuous improvement to drive organic growth and integrate acquisitions. The presentation discusses Jarden's strategy, brand strengths, growth approach, operating culture, and framework for ongoing process improvement.
Rio oil and gas expo conference diretor de abastecimento,2 paulo roberto costaPetrobras
Paulo Roberto Costa, Downstream Director at Petrobras, discussed Petrobras' strategic plan to invest in refining and petrochemical integration through 2022. Key points included expanding petrochemical production capacity, capturing synergies between refining and petrochemical operations, and developing new petrochemical projects like COMPERJ, an integrated refining and petrochemical complex in Rio de Janeiro. The goal is to add value across the supply chain and position Petrobras as a leader in cost-efficient petrochemical production in Brazil.
Texas Eastern Transmission reported financial results for the first quarter of 2007. Revenue was $226 million, down from $248 million in the prior year. Operating expenses declined to $107 million from $118 million. Net income was $63 million compared to $85 million in 2006. Total assets were $5.048 billion as of March 31, 2007.
The Pipeline Group had a strong fourth quarter and 2007. EBIT increased 2% and 7% respectively compared to the prior year. Throughput increased 7% in 2007. Notable events included placing the WIC Kanda project in service and acquiring a 50% stake in Gulf LNG. The group signed a precedent agreement to support expansion of the FGT pipeline and has a committed backlog approaching $4 billion.
el paso F01E85AA-D20E-424D-B73A-588DF65EC38A_Proxy_Statement_2009finance49
The document is a letter inviting El Paso stockholders to the company's 2009 Annual Meeting of Stockholders. It provides details about the meeting such as the date, time, and location. It states that stockholders will be asked to vote on the election of 11 directors, amendments to the 2005 Omnibus Incentive Compensation Plan and Employee Stock Purchase Plan, and the ratification of Ernst & Young LLP as the independent auditor. Three directors will be retiring pursuant to the company's mandatory retirement policy. The letter urges stockholders to vote and attend if possible.
Jim Yardley, president of a pipeline group, presented at a conference on the natural gas pipeline outlook. He discussed several challenges facing the industry, including ensuring adequate gas supply for the US, building needed infrastructure given rising costs and workforce issues, determining gas's role in greenhouse gas policy, and maintaining safety in pipeline operations and damage prevention. While there are significant opportunities, meeting these challenges will be important for the continued delivery of gas safely and reliably.
The document provides an overview of El Paso Corporation's strategy to be a meaningful company doing meaningful work and delivering meaningful results. It discusses the company's focus on providing natural gas and related energy products in a safe, efficient, and dependable manner. It also summarizes El Paso Pipeline Group's leading franchise with its unparalleled market presence, excellent expansion inventory, and visible 4-6% EBITDA growth. Finally, it outlines the company's significant pipeline connectivity and organic growth opportunities from superior supply access and LNG projects.
The 2004 annual report of Holly Corporation provides an overview of the company's financial and operating highlights for 2004 as well as its mission, company profile, and refined product markets. Key details include Holly operating three petroleum refineries in New Mexico, Utah, and Montana with total refining capacity of 109,000 barrels per day. Holly also owns a 48% interest in Holly Energy Partners which owns over 1,500 miles of refined product pipelines and terminals. Holly achieved record financial results in 2004 with sales of $2.2 billion and net income of $83.9 million compared to $1.4 billion and $46.1 million respectively in 2003.
This investor presentation provides an overview of Jarden Corporation. In 3 sentences: Jarden is a diversified global consumer products company with a portfolio of over 100 brands across multiple segments. It has established processes for continuous improvement to drive organic growth and integrate acquisitions. The presentation discusses Jarden's strategy, brand strengths, growth approach, operating culture, and framework for ongoing process improvement.
This investor presentation provides an overview of Jarden Corporation. In 3 sentences: Jarden is a diversified global consumer products company with a portfolio of over 100 brands across multiple segments. It has established resilient business platforms and market-leading brands. Jarden's growth strategy focuses on organic growth through increased investment and acquisitions of core, tuck-in businesses that strategically fit with its international focus.
Alltrista Corporation is a leading provider of niche consumer products used for home food preservation. In 2001, Alltrista undertook strategic initiatives to focus on its core consumer products business, including the divestiture of non-core businesses. As a result, Alltrista reported a net loss of $85.4 million for 2001 due to special charges associated with divestitures and restructuring costs. However, the divestitures and restructuring positioned Alltrista to focus on growing its consumer products business through the planned acquisition of Tilia International, which would make Alltrista the market leader in home vacuum packaging systems.
Alltrista sold off non-core businesses in 2001 to focus on consumer products, especially those related to home food preservation. This included brands for canning and vacuum packaging. The divestitures removed financial burdens and generated tax refunds. Alltrista also closed an office to reduce costs. Going forward, the strategy is to leverage leadership in niche consumer product markets to drive growth, with an acquisition of Tilia planned to expand into vacuum packaging.
This document is Jarden Corporation's 2002 Annual Report. It provides an overview of the company's performance in 2002 including financial highlights and summaries of its main business segments: branded consumables, home vacuum packaging, plastic consumables, and other. It discusses the company's acquisition of Tilia and strategic direction to build a world-class consumer products company with leading market shares in niche branded consumable products.
This document is Jarden Corporation's 2002 Annual Report. It provides an overview of the company's performance in 2002 including financial highlights and summaries of its main business segments: branded consumables, home vacuum packaging, plastic consumables, and other. It discusses the company's acquisition of Tilia and strategic direction to build a world-class consumer products company with leading market shares in niche branded consumable products.
The 2003 annual report summarizes Jarden Corporation's financial and operating results for the year. It discusses record financial performance with revenues surpassing $500 million and cash flow from operations exceeding $70 million. It also highlights the acquisitions of Diamond Brands and Lehigh Consumer Products, which added over $250 million in annual revenue. The Chairman expresses optimism that 2004 will be another record year as the company continues executing its strategy of building a portfolio of market-leading consumer brands.
The 2003 annual report summarizes Jarden Corporation's financial and operating results for the year. It discusses record financial performance with revenues surpassing $500 million and cash flow from operations exceeding $70 million. It also highlights the acquisitions of Diamond Brands and Lehigh Consumer Products, which added over $250 million in annual revenue. The Chairman expresses optimism that this is just the beginning and that Jarden will continue executing its strategy to deliver strong growth.
The document summarizes Jarden Corporation's 2004 annual report. It discusses record financial results in 2004, including 5% organic sales growth and 18% EBITDA margins. It also highlights acquisitions of The United States Playing Card Company and American Household, Inc., owner of brands like Coleman and Sunbeam. The acquisition of American Household tripled Jarden's revenue base and provides opportunities for margin expansion and earnings growth.
The document is Jarden Corporation's 2004 annual report. It discusses Jarden's record financial results in 2004, including organic sales growth of 5% and EBITDA margins of 18% excluding non-cash charges. It also summarizes two acquisitions completed in 2004 - The United States Playing Card Company and American Household, Inc. - and how they will help Jarden expand its business and drive margin improvement towards a target of 15% over five years. The report highlights the company's focus on innovation through new product introductions and maintaining financial flexibility.
This annual report summarizes Jarden Corporation's financial performance in 2005. It discusses the company's acquisition of American Household and The Holmes Group, which expanded its consumer solutions segment. It also highlights initiatives across its various business segments, including new product introductions, employee programs, and efforts to improve operations. The Chairman expresses pride in the company's strong growth and record results in 2005, with revenues reaching $3.2 billion, nearly halfway to its goal of doubling EPS within 3 to 5 years.
This annual report summarizes Jarden Corporation's financial performance in 2005. It discusses the company's acquisition of American Household and The Holmes Group, which expanded its consumer solutions segment. It also highlights initiatives across its various business segments, including new product introductions, employee programs, and efforts to improve operations. The Chairman expresses pride in the company's strong growth and record results in 2005, with revenues reaching $3.2 billion, nearly halfway to its goal of doubling EPS within 3 to 5 years.
Jarden Corporation reported record financial performance in 2006, with net sales increasing 21% to $3.85 billion and consolidated segment earnings growing 23% to $442 million. The annual report provides an overview of the company's three business segments - Branded Consumables, Consumer Solutions, and Outdoor Solutions - and their financial contributions. It also highlights new products, operational efficiencies, and initiatives around veterans hiring, outdoor recreation, and sustainability. Chairman Martin Franklin expressed confidence that the company is on track to double adjusted earnings per share within three to five years.
Chiquita Brands experienced a difficult year in 1999 due to severe banana price declines in Europe resulting from an overallocation of EU banana import licenses. Weak economies in Eastern Europe and Russia also negatively impacted pricing. Operating income declined compared to 1998. However, the company's Processed Foods business saw improved earnings. Chiquita completed a workforce reduction to streamline operations and generate annual savings. The EU banana import regime remains in noncompliance with international trade laws and continues to be challenged at the WTO.
Chiquita Brands International announced a proposed restructuring of $862 million in publicly-held debt discussed in the annual report. If successful, the restructuring would convert a significant portion of the debt into common equity, diluting existing shareholders. The restructuring process is still in the early stages and will continue past the customary May date for the annual shareholder meeting, which has been rescheduled for September 12, 2001. Shareholders will receive proxy materials in advance of the September meeting. The company's website and SEC filings provide information on the restructuring, operations, and other developments.
This document provides an update on Chiquita's progress against its three-year strategic plan to focus on its core banana business, drive better performance through cost reductions, and strengthen its balance sheet. Some key updates include selling non-core assets to focus on bananas, implementing cost saving programs with a target of $70 million in annual savings by 2005, reducing debt by over $100 million in 2002, and plans to invest cash flow into new growth opportunities once debt targets are met.
This document is Chiquita Brands International's 2003 annual report. It summarizes the company's financial performance and operational highlights for 2003. The key points are:
- Operating income doubled to $140 million compared to previous periods, due in part to asset sales. Debt was reduced by $122 million, achieving a $400 million target early.
- Productivity increased 12% on owned banana farms and a new fresh cut fruit business was successfully launched. Labor and food safety certifications were also earned.
- The company aims to leverage its brand and expand into higher-margin fruit businesses, targeting 30% of revenues from new businesses in 5 years. Transformation will include a focus on marketing and new talent.
Chiquita Brands International is a leading marketer and producer of bananas and other fresh produce. In 2004, the company achieved several financial and operational goals including 18% sales growth to $3.1 billion, a 23% increase in operating cash flow to $92 million, and an 11% reduction in total debt. The CEO discusses the company's strategy to strengthen its core banana business, pursue profitable growth through new acquisitions and segments, build a high-performance organization, and improve profitability in North America. Key goals for 2005 include completing the acquisition of Fresh Express to diversify product offerings and integrating the new leadership team to execute the long-term strategy.
This document is Chiquita Brands International's 2005 Annual Report. Some key highlights include:
- Net sales grew 27% to a record $3.9 billion in 2005. Operating income increased 66% to $188 million and net income grew 138% to $131 million.
- The company continued strengthening its management team and board. It also acquired Fresh Express, the US market leader in value-added salads.
- In Europe, Chiquita reinforced its brand leadership in the face of a controversial new EU banana import regime. In North America, it achieved its first meaningful increase in banana pricing in over 15 years.
- Fresh Express accelerated its market leadership in retail value-added salads to a
This document is Chiquita Brands International's 2006 Annual Report. It summarizes the company's financial highlights for 2006, including a net loss of $96 million compared to a net income of $131 million in 2005. It also discusses challenges the company faced in 2006, such as higher EU tariffs on banana imports and an E. coli outbreak affecting the fresh-cut industry. The letter from the Chairman and CEO provides additional context on the company's operational and strategic progress in 2006 despite facing difficulties that impacted financial performance.
This investor presentation provides an overview of Jarden Corporation. In 3 sentences: Jarden is a diversified global consumer products company with a portfolio of over 100 brands across multiple segments. It has established resilient business platforms and market-leading brands. Jarden's growth strategy focuses on organic growth through increased investment and acquisitions of core, tuck-in businesses that strategically fit with its international focus.
Alltrista Corporation is a leading provider of niche consumer products used for home food preservation. In 2001, Alltrista undertook strategic initiatives to focus on its core consumer products business, including the divestiture of non-core businesses. As a result, Alltrista reported a net loss of $85.4 million for 2001 due to special charges associated with divestitures and restructuring costs. However, the divestitures and restructuring positioned Alltrista to focus on growing its consumer products business through the planned acquisition of Tilia International, which would make Alltrista the market leader in home vacuum packaging systems.
Alltrista sold off non-core businesses in 2001 to focus on consumer products, especially those related to home food preservation. This included brands for canning and vacuum packaging. The divestitures removed financial burdens and generated tax refunds. Alltrista also closed an office to reduce costs. Going forward, the strategy is to leverage leadership in niche consumer product markets to drive growth, with an acquisition of Tilia planned to expand into vacuum packaging.
This document is Jarden Corporation's 2002 Annual Report. It provides an overview of the company's performance in 2002 including financial highlights and summaries of its main business segments: branded consumables, home vacuum packaging, plastic consumables, and other. It discusses the company's acquisition of Tilia and strategic direction to build a world-class consumer products company with leading market shares in niche branded consumable products.
This document is Jarden Corporation's 2002 Annual Report. It provides an overview of the company's performance in 2002 including financial highlights and summaries of its main business segments: branded consumables, home vacuum packaging, plastic consumables, and other. It discusses the company's acquisition of Tilia and strategic direction to build a world-class consumer products company with leading market shares in niche branded consumable products.
The 2003 annual report summarizes Jarden Corporation's financial and operating results for the year. It discusses record financial performance with revenues surpassing $500 million and cash flow from operations exceeding $70 million. It also highlights the acquisitions of Diamond Brands and Lehigh Consumer Products, which added over $250 million in annual revenue. The Chairman expresses optimism that 2004 will be another record year as the company continues executing its strategy of building a portfolio of market-leading consumer brands.
The 2003 annual report summarizes Jarden Corporation's financial and operating results for the year. It discusses record financial performance with revenues surpassing $500 million and cash flow from operations exceeding $70 million. It also highlights the acquisitions of Diamond Brands and Lehigh Consumer Products, which added over $250 million in annual revenue. The Chairman expresses optimism that this is just the beginning and that Jarden will continue executing its strategy to deliver strong growth.
The document summarizes Jarden Corporation's 2004 annual report. It discusses record financial results in 2004, including 5% organic sales growth and 18% EBITDA margins. It also highlights acquisitions of The United States Playing Card Company and American Household, Inc., owner of brands like Coleman and Sunbeam. The acquisition of American Household tripled Jarden's revenue base and provides opportunities for margin expansion and earnings growth.
The document is Jarden Corporation's 2004 annual report. It discusses Jarden's record financial results in 2004, including organic sales growth of 5% and EBITDA margins of 18% excluding non-cash charges. It also summarizes two acquisitions completed in 2004 - The United States Playing Card Company and American Household, Inc. - and how they will help Jarden expand its business and drive margin improvement towards a target of 15% over five years. The report highlights the company's focus on innovation through new product introductions and maintaining financial flexibility.
This annual report summarizes Jarden Corporation's financial performance in 2005. It discusses the company's acquisition of American Household and The Holmes Group, which expanded its consumer solutions segment. It also highlights initiatives across its various business segments, including new product introductions, employee programs, and efforts to improve operations. The Chairman expresses pride in the company's strong growth and record results in 2005, with revenues reaching $3.2 billion, nearly halfway to its goal of doubling EPS within 3 to 5 years.
This annual report summarizes Jarden Corporation's financial performance in 2005. It discusses the company's acquisition of American Household and The Holmes Group, which expanded its consumer solutions segment. It also highlights initiatives across its various business segments, including new product introductions, employee programs, and efforts to improve operations. The Chairman expresses pride in the company's strong growth and record results in 2005, with revenues reaching $3.2 billion, nearly halfway to its goal of doubling EPS within 3 to 5 years.
Jarden Corporation reported record financial performance in 2006, with net sales increasing 21% to $3.85 billion and consolidated segment earnings growing 23% to $442 million. The annual report provides an overview of the company's three business segments - Branded Consumables, Consumer Solutions, and Outdoor Solutions - and their financial contributions. It also highlights new products, operational efficiencies, and initiatives around veterans hiring, outdoor recreation, and sustainability. Chairman Martin Franklin expressed confidence that the company is on track to double adjusted earnings per share within three to five years.
Chiquita Brands experienced a difficult year in 1999 due to severe banana price declines in Europe resulting from an overallocation of EU banana import licenses. Weak economies in Eastern Europe and Russia also negatively impacted pricing. Operating income declined compared to 1998. However, the company's Processed Foods business saw improved earnings. Chiquita completed a workforce reduction to streamline operations and generate annual savings. The EU banana import regime remains in noncompliance with international trade laws and continues to be challenged at the WTO.
Chiquita Brands International announced a proposed restructuring of $862 million in publicly-held debt discussed in the annual report. If successful, the restructuring would convert a significant portion of the debt into common equity, diluting existing shareholders. The restructuring process is still in the early stages and will continue past the customary May date for the annual shareholder meeting, which has been rescheduled for September 12, 2001. Shareholders will receive proxy materials in advance of the September meeting. The company's website and SEC filings provide information on the restructuring, operations, and other developments.
This document provides an update on Chiquita's progress against its three-year strategic plan to focus on its core banana business, drive better performance through cost reductions, and strengthen its balance sheet. Some key updates include selling non-core assets to focus on bananas, implementing cost saving programs with a target of $70 million in annual savings by 2005, reducing debt by over $100 million in 2002, and plans to invest cash flow into new growth opportunities once debt targets are met.
This document is Chiquita Brands International's 2003 annual report. It summarizes the company's financial performance and operational highlights for 2003. The key points are:
- Operating income doubled to $140 million compared to previous periods, due in part to asset sales. Debt was reduced by $122 million, achieving a $400 million target early.
- Productivity increased 12% on owned banana farms and a new fresh cut fruit business was successfully launched. Labor and food safety certifications were also earned.
- The company aims to leverage its brand and expand into higher-margin fruit businesses, targeting 30% of revenues from new businesses in 5 years. Transformation will include a focus on marketing and new talent.
Chiquita Brands International is a leading marketer and producer of bananas and other fresh produce. In 2004, the company achieved several financial and operational goals including 18% sales growth to $3.1 billion, a 23% increase in operating cash flow to $92 million, and an 11% reduction in total debt. The CEO discusses the company's strategy to strengthen its core banana business, pursue profitable growth through new acquisitions and segments, build a high-performance organization, and improve profitability in North America. Key goals for 2005 include completing the acquisition of Fresh Express to diversify product offerings and integrating the new leadership team to execute the long-term strategy.
This document is Chiquita Brands International's 2005 Annual Report. Some key highlights include:
- Net sales grew 27% to a record $3.9 billion in 2005. Operating income increased 66% to $188 million and net income grew 138% to $131 million.
- The company continued strengthening its management team and board. It also acquired Fresh Express, the US market leader in value-added salads.
- In Europe, Chiquita reinforced its brand leadership in the face of a controversial new EU banana import regime. In North America, it achieved its first meaningful increase in banana pricing in over 15 years.
- Fresh Express accelerated its market leadership in retail value-added salads to a
This document is Chiquita Brands International's 2006 Annual Report. It summarizes the company's financial highlights for 2006, including a net loss of $96 million compared to a net income of $131 million in 2005. It also discusses challenges the company faced in 2006, such as higher EU tariffs on banana imports and an E. coli outbreak affecting the fresh-cut industry. The letter from the Chairman and CEO provides additional context on the company's operational and strategic progress in 2006 despite facing difficulties that impacted financial performance.
What Lessons Can New Investors Learn from Newman Leech’s Success?Newman Leech
Newman Leech's success in the real estate industry is based on key lessons and principles, offering practical advice for new investors and serving as a blueprint for building a successful career.
13 Jun 24 ILC Retirement Income Summit - slides.pptxILC- UK
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Contributors included:
Jo Blanden, Professor in Economics, University of Surrey
Clive Bolton, CEO, Life Insurance M&G Plc
Jim Boyd, CEO, Equity Release Council
Molly Broome, Economist, Resolution Foundation
Nida Broughton, Co-Director of Economic Policy, Behavioural Insights Team
Jonathan Cribb, Associate Director and Head of Retirement, Savings, and Ageing, Institute for Fiscal Studies
Joanna Elson CBE, Chief Executive Officer, Independent Age
Tom Evans, Managing Director of Retirement, Canada Life
Steve Groves, Chair, Key Retirement Group
Tish Hanifan, Founder and Joint Chair of the Society of Later life Advisers
Sue Lewis, ILC Trustee
Siobhan Lough, Senior Consultant, Hymans Robertson
Mick McAteer, Co-Director, The Financial Inclusion Centre
Stuart McDonald MBE, Head of Longevity and Democratic Insights, LCP
Anusha Mittal, Managing Director, Individual Life and Pensions, M&G Life
Shelley Morris, Senior Project Manager, Living Pension, Living Wage Foundation
Sarah O'Grady, Journalist
Will Sherlock, Head of External Relations, M&G Plc
Daniela Silcock, Head of Policy Research, Pensions Policy Institute
David Sinclair, Chief Executive, ILC
Jordi Skilbeck, Senior Policy Advisor, Pensions and Lifetime Savings Association
Rt Hon Sir Stephen Timms, former Chair, Work & Pensions Committee
Nigel Waterson, ILC Trustee
Jackie Wells, Strategy and Policy Consultant, ILC Strategic Advisory Board
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Discover the Future of Dogecoin with Our Comprehensive Guidance36 Crypto
Learn in-depth about Dogecoin's trajectory and stay informed with 36crypto's essential and up-to-date information about the crypto space.
Our presentation delves into Dogecoin's potential future, exploring whether it's destined to skyrocket to the moon or face a downward spiral. In addition, it highlights invaluable insights. Don't miss out on this opportunity to enhance your crypto understanding!
https://36crypto.com/the-future-of-dogecoin-how-high-can-this-cryptocurrency-reach/
An accounting information system (AIS) refers to tools and systems designed for the collection and display of accounting information so accountants and executives can make informed decisions.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
How to Invest in Cryptocurrency for Beginners: A Complete GuideDaniel
Cryptocurrency is digital money that operates independently of a central authority, utilizing cryptography for security. Unlike traditional currencies issued by governments (fiat currencies), cryptocurrencies are decentralized and typically operate on a technology called blockchain. Each cryptocurrency transaction is recorded on a public ledger, ensuring transparency and security.
Cryptocurrencies can be used for various purposes, including online purchases, investment opportunities, and as a means of transferring value globally without the need for intermediaries like banks.
How to Invest in Cryptocurrency for Beginners: A Complete Guide
el paso 05_10_L_Stewart_Morgan_Stanley
1. Lisa Stewart
President, El Paso Production and
Non-Regulated Operations
Gulf of Mexico Update
May 10, 2005
2. Cautionary Statement Regarding
Forward-looking Statements
This release includes forward-looking statements and projections, made in reliance on
the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. The
company has made every reasonable effort to ensure that the information and
assumptions on which these statements and projections are based are current,
reasonable, and complete. However, a variety of factors could cause actual results to
differ materially from the projections, anticipated results or other expectations expressed
in this presentation, including, without limitation, our ability to implement and achieve
our objectives in the long-range plan, including achieving our debt-reduction targets;
uncertainties associated with production activities; our ability to meet production volume
targets in our Production segment; the uncertainties associated with governmental
regulation and other factors described in the company's (and its affiliates') Securities
and Exchange Commission filings. While the company makes these statements and
projections in good faith, neither the company nor its management can guarantee that
anticipated future results will be achieved. Reference must be made to those filings for
additional important factors that may affect actual results. The company assumes no
obligation to publicly update or revise any forward-looking statements made herein or
any other forward-looking statements made by the company, whether as a result of new
information, future events, or otherwise
2
3. Overview
Substantial progress in past 12 months
►
100% success rate since mid-2004
►
Production stabilized with shift to lower-risk program
►
Large acreage position provides opportunities for
►
low-risk to ultra-deep prospects
3
4. Acreage Position:
Gulf of Mexico (GOM)
GOM Position
Blocks Leases
Total El Paso 222 234
HBP El Paso Op 76 78
El Paso HBP Blocks
HBP Other Op 66 66
El Paso Lease Blocks
El Paso High Bid Lease Sale Blocks El Paso Operated Structures: 101
4
5. Apache
154
Newfield
115
Devon
103
El Paso
103
Chevron 99
Hunt
Spinnaker
Forrest
92 89 88
*Designated as operator of shelf offshore block
Kerr McGee
BP
Remmington
84 81 78
Magnum Hunter
Noble
69 67
BHP
Pioneer
Gryphon
62 62 62
Bois d'Arc
GOM Shelf Industry Comparison*
Houston Exploration
53 49
Unocal
Dominion
46 43
5
Operated Blocks
7. GOM Drilling Inventory
Currently 52 ready to drill prospects
►
– Depths range from 6,000'–23,000' TVD
► 22 prospects: 0'–12,000'
► 19 prospects: 12,000'–18,000'
► 11 prospects: 18,000'–23,000'
– Net risked mean reserve exposure: 452.2 Bcfe
Fully evaluated from a technical, risk, and
►
economic prospective
Key to successful portfolio management is the CMS planning
►
and tracking system
7
8. Capital Management System (CMS)
Managing Our Drilling Program
Value creation through the drill bit
►
Strive for balanced program
►
Disciplined pre-drill evaluation (risk, reserves, cost)
►
Monthly post-drill analysis (actual results)
►
Continuously comparing post-drill evaluation to
►
pre-drill assumptions
Adjust program based on monthly results
►
8
9. GOM/Southern Louisiana
2004 Drilling Schedule
Total
1st half: 7 dry wildcats in
►
Dry Hole
deep shelf with an average
TD 19,712'; 2 discoveries Cost
$60.5 MM
– $60.5 MM dry hole costs
Mid-year refocus in program
►
– Exploration & Production
departments merged
– ROSE risking and
evaluation stressed
– Emphasis on moderate risk
profile
2nd half: 7 successful wells
►
with average TD 11,185'
– Results from wells booked
in 2nd half, 1.0 PVR; with all
costs
$50.7 MM drilling cost for
►
9 total successful wells
9
10. GOM 2005/2006 Drilling Schedule
MD
Three wells drilled and completed
►
Five wells currently drilling
►
Five wells yet to spud
►
Moderate risk portfolio
►
Average TVD 13,592'
►
10
11. 2005: Balanced Drilling Program
Total: $54 MM
3 Wells
6 Wells
► WC75 Discovery
► WC504 B-3 ST (Drilled)
► WC62
► WC504 B-9 (Drilling)
► HI 115 ST $15,502
Development ► WC95 1 Cris A
28%
$21,747
► GA151 B-2 (OBOC)
40%
► MC151 (OBOC)
4 Wells
► VK823 (OBOC)
► HI48 Cris R
$17,279
► WC95 2 Marg A
32%
► WC62 Marg A
► VK385 A-4
0–12,000' 12–16,000' 16,000'+
11
12. El Paso Shelf Technology
3D seismic
►
Extensive database (60,000 mi2)
–
– In-house data processing—Prestack time and depth migration
– Multi-attribute analyses including: Inversion, coherency, and fluid factor
analysis
– Pore pressure modeling and prediction
Drilling
►
– Bi-center bits
– Expandable casing/liners
– Drilling with casing
Completions
►
– 4 ½quot; monobore for deep shelf wells
– Reduced time through single/half trip completions
– Rigless thru-tubing frac packs for recompletions
12
13. “Deep Shelf”
Upper/Middle Miocene Activity
EP ST204 initiated the play
►
Upper–middle Miocene at 18,000'–21,000'
►
Large 4-way closures
►
AVO has been successfully applied in the play as a DHI
►
High-rate reservoirs with significant liquids
►
13
14. Industry “Deep Shelf”
Sub Glide Plane Activity (Eocene Play)
Deep frontier exploration below the regional glide plane
►
Large 4-way closures with Eocene, Paleocene and Cretaceous objectives
►
Drill depths between 22,000'–38,000'
►
Leverages existing infrastructure and MMS royalty relief
►
14
15. El Paso “Deep Shelf”
Sub Glide Plane Potential (Eocene Play)
Eocene
Key well WC 53 “Black Diamond” Prospect
►
Shell HI10 “Joseph Prospect” PTD 30,000‘
►
(currently drilling)
Extension of onshore Wilcox play onto the Shelf
►
Delta fed slope apron depositional setting
►
EP has current prospect inventory
►
15
16. El Paso WC 53 Eocene Prospect
Drilled just short of targets in 2003
►
Gas shows in Yegua (Eocene) Section
►
Target is Wilcox sands
►
Large 4-way closure
►
Channel and fan morphology
►
16
17. GOM/SLA Production Profile
Net MMcfe/d
Hurricane Volumes stable at 200 MMcfe/d
300
Ivan on $150 MM capital per year
250
200
150
06 CAP
05 REC
100
05 DRLG
04 CAP
50
Base
0
Jul Oct Jan Apr Jul Oct Jan Apr Jul Oct
2004 2004 2005 2005 2005 2005 2006 2006 2006 2006
17
18. Production Enhancements
Add Stability
375
325
NET M M cfe/d
Hurricane
Ivan
275
DRILLING:
16 MMcfe/d
225
2004/2005 increase
RECOMPLETIONS:
38 MMcfe/d
175 2004/2005 increase
WORKOVERS:
30 MMcfe/d
2004/2005 increase
125
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
2004 GOM BASE VOLUMES WORKOVER VOLUMES RECOM VOLUMES DRILLING VOLUMES
18
19. El Paso Future Focus
Emphasize medium risk prospect portfolio
►
Further development of producing assets
►
Deeper wildcat opportunities based on 3D seismic
►
technology and regional studies
Leverage higher risk opportunities through strategic
►
alliances
Acquisitions that enhance overall prospect portfolio
►
and production
19
20. Lisa Stewart
President, El Paso Production and
Non-Regulated Operations
Gulf of Mexico Update
May 10, 2005