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.
El Paso Corporation provides natural gas and related energy products safely and reliably. The company focuses on developing a positive culture as the place to work, neighbor to have, and company to own. El Paso's interstate pipelines are the cornerstone of its business, with the largest franchise in the U.S., $2.2 billion in new projects, and expected 4-6% annual growth. The company plans to launch an MLP IPO for part of its pipeline business in the fourth quarter of 2007.
el paso 09_04LehmanBrothersConference_FINALfinance49
El Paso Corporation provides natural gas and related energy products in a safe, efficient, and dependable manner. The company focuses on developing a culture where it is the best place to work, a good neighbor, and a company worth owning. El Paso has leading positions in interstate pipelines and exploration and production. The interstate pipelines are the cornerstone of the company and provide stable earnings growth. El Paso is also improving its exploration and production business through portfolio upgrades and increased drilling activity. The company is making financial progress through debt reduction and expects an excellent outlook.
The document summarizes El Paso Pipeline Group, a leading natural gas pipeline operator in North America. It highlights the company's broad network of pipelines, growing demand for natural gas transportation and storage services, and $4 billion in committed growth projects expected to generate 6-8% annual EBIT growth. The summary also notes the company's successful track record of completing projects on time and on budget.
el paso 03_27Leland_CreditSuisse_FINAL(Web)finance49
The document provides an overview of El Paso Corporation, including its two core businesses of interstate pipelines and exploration and production. It summarizes El Paso's leading pipeline network in North America, well-positioned assets, committed growth backlog approaching $4 billion, and focus on sustainable long-term growth through pipeline infrastructure investments and 8-12% annual production growth from E&P. The document also reviews El Paso's leveraged finance position and management of capital costs for major projects.
El Paso Corporation provides natural gas and related energy products across North America. It has two core businesses: interstate pipelines and exploration and production. The company has a $3 billion growth backlog for its pipeline business and expects 6-8% annual EBIT growth. Its E&P business is focused on resource plays in the US and exploration internationally. El Paso expects 8-12% annual production growth through high-grading its portfolio and $1.7 billion capital investment in 2008. It enters the year with solid hedge positions on natural gas and oil.
James C. Yardley, President and CEO of El Paso Pipeline GP Company, gave a presentation at the IPAA MLP Conference on January 17, 2008. He discussed El Paso Corporation's pipeline assets and its formation of El Paso Pipeline Partners, an MLP. El Paso Pipeline Partners had a successful IPO in November 2007 and owns interests in Wyoming Interstate Company, Colorado Interstate Gas, and Southern Natural Gas pipelines. The presentation highlighted the stable cash flows, growth opportunities, and experienced management of El Paso Pipeline Partners.
El Paso Corporation is focused on growing its pipeline and E&P businesses in a sustainable manner over the long term. The company has a large committed growth backlog for its pipeline segment of nearly $4 billion. In its E&P segment, El Paso expects 8-12% production growth from 2007-2010 through development of its multi-year drilling inventory. Overall, El Paso aims to deliver meaningful and sustainable long-term growth through its pipeline and E&P operations.
El Paso Corporation provides natural gas and related energy products safely and reliably. The company focuses on developing a positive culture as the place to work, neighbor to have, and company to own. El Paso's interstate pipelines are the cornerstone of its business, with the largest franchise in the U.S., $2.2 billion in new projects, and expected 4-6% annual growth. The company plans to launch an MLP IPO for part of its pipeline business in the fourth quarter of 2007.
el paso 09_04LehmanBrothersConference_FINALfinance49
El Paso Corporation provides natural gas and related energy products in a safe, efficient, and dependable manner. The company focuses on developing a culture where it is the best place to work, a good neighbor, and a company worth owning. El Paso has leading positions in interstate pipelines and exploration and production. The interstate pipelines are the cornerstone of the company and provide stable earnings growth. El Paso is also improving its exploration and production business through portfolio upgrades and increased drilling activity. The company is making financial progress through debt reduction and expects an excellent outlook.
The document summarizes El Paso Pipeline Group, a leading natural gas pipeline operator in North America. It highlights the company's broad network of pipelines, growing demand for natural gas transportation and storage services, and $4 billion in committed growth projects expected to generate 6-8% annual EBIT growth. The summary also notes the company's successful track record of completing projects on time and on budget.
el paso 03_27Leland_CreditSuisse_FINAL(Web)finance49
The document provides an overview of El Paso Corporation, including its two core businesses of interstate pipelines and exploration and production. It summarizes El Paso's leading pipeline network in North America, well-positioned assets, committed growth backlog approaching $4 billion, and focus on sustainable long-term growth through pipeline infrastructure investments and 8-12% annual production growth from E&P. The document also reviews El Paso's leveraged finance position and management of capital costs for major projects.
El Paso Corporation provides natural gas and related energy products across North America. It has two core businesses: interstate pipelines and exploration and production. The company has a $3 billion growth backlog for its pipeline business and expects 6-8% annual EBIT growth. Its E&P business is focused on resource plays in the US and exploration internationally. El Paso expects 8-12% annual production growth through high-grading its portfolio and $1.7 billion capital investment in 2008. It enters the year with solid hedge positions on natural gas and oil.
James C. Yardley, President and CEO of El Paso Pipeline GP Company, gave a presentation at the IPAA MLP Conference on January 17, 2008. He discussed El Paso Corporation's pipeline assets and its formation of El Paso Pipeline Partners, an MLP. El Paso Pipeline Partners had a successful IPO in November 2007 and owns interests in Wyoming Interstate Company, Colorado Interstate Gas, and Southern Natural Gas pipelines. The presentation highlighted the stable cash flows, growth opportunities, and experienced management of El Paso Pipeline Partners.
El Paso Corporation is focused on growing its pipeline and E&P businesses in a sustainable manner over the long term. The company has a large committed growth backlog for its pipeline segment of nearly $4 billion. In its E&P segment, El Paso expects 8-12% production growth from 2007-2010 through development of its multi-year drilling inventory. Overall, El Paso aims to deliver meaningful and sustainable long-term growth through its pipeline and E&P operations.
El Paso Corporation is a natural gas pipeline and energy company that operates over 42,000 miles of interstate pipelines across the United States. The company has committed to assessing, engaging, and acting on greenhouse gas emissions and climate change issues through oversight at the board level, reporting to organizations like the Carbon Disclosure Project, and certifying its emissions through the California Climate Action Registry. El Paso aims to design its proposed $3 billion Ruby Pipeline project to approach carbon neutrality through techniques like using electric compression, implementing methane management best practices, and offsetting remaining emissions.
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.
Doug Foshee, President and CEO of Lehman Brothers, presented at the CEO Energy/Power Conference on September 7, 2006. In the presentation, Foshee summarized El Paso Corporation's mid-year performance, noting the pipelines business was having a terrific year with excellent financial results and expansion opportunities, while E&P was performing better than anticipated despite hurricane-related disruptions. Foshee also stated debt reduction was on track. Overall, El Paso's performance for the first half of 2006 was solid.
EMA 2009 - 2012 & Beyond: Operating in a Carbon Constrained Environment -...fijigeorge
Presentation reviews potential legislative and regulatory issues that could impact operations of a natural gas company. Also, provides organizational response to upcoming carbon legislation/regulation
El Paso Corporation is a major natural gas company that owns pipelines and conducts exploration and production. The presentation discusses the implications of carbon regulation for natural gas companies and El Paso's strategies. Regulations could significantly increase costs for natural gas. El Paso aims to make its new Ruby Pipeline project carbon neutral through offsets, efficiency measures, and allowing trading. The company also commits to assessing and reducing its emissions footprint to prepare for a carbon constrained future. Natural gas may play a bridging role but its role depends on regulation stringency and other energy sources.
El Paso Corporation provides natural gas and related energy products in North America. It operates 42,000 miles of interstate pipelines and has 2.8 trillion cubic feet of proven natural gas reserves. The company has $8 billion in committed pipeline expansion projects through 2013 to support 10%+ annual EBIT growth. El Paso also plans 8-12% annual production growth through 2010 by developing unconventional gas resources and international exploration.
The New Face Of Coal: CBM an Emerging Supply Trendbettinapg
The document summarizes coalbed methane (CBM) development in Canada. It notes that CBM production in Canada lags behind the US due to various factors like lower gas prices and lack of technology. Most CBM activity and production in Canada to date has occurred in the dry Horseshoe Canyon formation in Alberta. Total estimated CBM resources in Alberta are substantial at over 500 trillion cubic feet, with the largest potential coming from the Mannville formation, although not all of it will be recoverable.
ENSERVCO provides forward-looking statements about its future performance that are dependent on certain factors outside of its control. The accuracy of these statements cannot be guaranteed as the company faces various risks that could significantly impact its projections. ENSERVCO disclaims any obligation to update its forward-looking statements. [END SUMMARY]
This document is Devon Energy Corporation's 1998 annual report. It summarizes Devon acquiring Northstar Energy Corporation through a merger, creating a larger company with increased proved reserves and production. The merger brought Devon oil and gas properties and management experience in Canada, where opportunities were emerging due to improving natural gas pipeline infrastructure and access to US markets, opening previously unexplored regions. However, low oil prices in 1998 reduced Devon's revenues and led to a net loss for the year.
Teekay Corporation - 2012 Investor Day Overview and Financial UpdateTeekay Corporation
Teekay Corporation held an investor day on June 18, 2012 to provide an overview and strategy update. The presentation contained forward-looking statements and discussed tanker, offshore, and LNG market fundamentals. It also reviewed Teekay's business priorities of growing its net asset value per share through increasing the value of its publicly-traded subsidiaries, developing new projects, and focusing on costs and profitability across its existing assets.
1) James J. Cleary, president of El Paso Western Pipelines, presented at the AGA Financial Forum in Scottsdale, Arizona on May 8, 2006.
2) Cleary discussed El Paso's pipeline network and growth projects, noting excellent supply access and connectivity to serve growing markets.
3) Cleary also provided updates on favorable orders in rate cases for El Paso pipelines and ongoing settlement negotiations.
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.
Cooper Cameron Corporation is an international manufacturer of oil and gas pressure control equipment and turbines, compressors, engines and turbochargers. It produces valves, wellheads, blowout preventers and other equipment for drilling, production and transmission. It provides products and services to customers in oil and gas, pipelines, power generation and other industries. The 1998 annual report discusses Cooper Cameron's financial highlights for 1998, with revenues of $1.88 billion and net income of $136 million. It also gives an overview of the company's divisions and products.
El Paso Corporation is focused on growing its pipeline and E&P businesses in a sustainable manner over the long term. The company has a large committed growth backlog for its pipeline segment and plans for 8-12% annual production growth in its E&P segment through 2010. El Paso aims to deliver meaningful and profitable results through its focus on core assets and execution of growth projects.
This document is a Form 10-K annual report filed by Universal Health Services, Inc. with the SEC for the fiscal year ended December 31, 2003. It provides an overview of UHS's business operations, including that it operates acute care hospitals and behavioral health facilities across the US, Puerto Rico, and France. It also summarizes UHS's recent acquisitions and development activities in 2003 and early 2004, which included acquiring or opening several new hospitals. The report includes standard sections for a 10-K filing, such as business descriptions, properties, legal proceedings, market information for stock, financial data, and risk factors.
This document provides an overview of an exploration and production company's goals, operations, and strategic path forward. Key points include:
- The company aims to demonstrate clear progress on performance and become a "Top Tier" operator.
- Operations are focused on unconventional and low-risk conventional programs in key US basins, with production and reserves heavily weighted to US onshore assets.
- The strategy is to build competencies in repeatable programs, improve efficiency, and divest weaker assets in order to become a top performer based on growth, inventory, costs, reserve replacement, and value creation.
- Various US onshore programs are detailed that provide predictable growth, repeatability, and upside potential
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.
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.
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.
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.
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.
Doug Foshee, President and CEO of Bank of America, discussed El Paso Corporation's strategy of becoming a "meaningful company doing meaningful work and delivering meaningful results." He highlighted El Paso's leading interstate pipeline business and rapidly improving exploration and production segment. Foshee also outlined the company's financial progress, including debt reduction, and solid outlook supported by continued pipeline and drilling growth opportunities.
El Paso Corporation is a natural gas pipeline and energy company that operates over 42,000 miles of interstate pipelines across the United States. The company has committed to assessing, engaging, and acting on greenhouse gas emissions and climate change issues through oversight at the board level, reporting to organizations like the Carbon Disclosure Project, and certifying its emissions through the California Climate Action Registry. El Paso aims to design its proposed $3 billion Ruby Pipeline project to approach carbon neutrality through techniques like using electric compression, implementing methane management best practices, and offsetting remaining emissions.
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.
Doug Foshee, President and CEO of Lehman Brothers, presented at the CEO Energy/Power Conference on September 7, 2006. In the presentation, Foshee summarized El Paso Corporation's mid-year performance, noting the pipelines business was having a terrific year with excellent financial results and expansion opportunities, while E&P was performing better than anticipated despite hurricane-related disruptions. Foshee also stated debt reduction was on track. Overall, El Paso's performance for the first half of 2006 was solid.
EMA 2009 - 2012 & Beyond: Operating in a Carbon Constrained Environment -...fijigeorge
Presentation reviews potential legislative and regulatory issues that could impact operations of a natural gas company. Also, provides organizational response to upcoming carbon legislation/regulation
El Paso Corporation is a major natural gas company that owns pipelines and conducts exploration and production. The presentation discusses the implications of carbon regulation for natural gas companies and El Paso's strategies. Regulations could significantly increase costs for natural gas. El Paso aims to make its new Ruby Pipeline project carbon neutral through offsets, efficiency measures, and allowing trading. The company also commits to assessing and reducing its emissions footprint to prepare for a carbon constrained future. Natural gas may play a bridging role but its role depends on regulation stringency and other energy sources.
El Paso Corporation provides natural gas and related energy products in North America. It operates 42,000 miles of interstate pipelines and has 2.8 trillion cubic feet of proven natural gas reserves. The company has $8 billion in committed pipeline expansion projects through 2013 to support 10%+ annual EBIT growth. El Paso also plans 8-12% annual production growth through 2010 by developing unconventional gas resources and international exploration.
The New Face Of Coal: CBM an Emerging Supply Trendbettinapg
The document summarizes coalbed methane (CBM) development in Canada. It notes that CBM production in Canada lags behind the US due to various factors like lower gas prices and lack of technology. Most CBM activity and production in Canada to date has occurred in the dry Horseshoe Canyon formation in Alberta. Total estimated CBM resources in Alberta are substantial at over 500 trillion cubic feet, with the largest potential coming from the Mannville formation, although not all of it will be recoverable.
ENSERVCO provides forward-looking statements about its future performance that are dependent on certain factors outside of its control. The accuracy of these statements cannot be guaranteed as the company faces various risks that could significantly impact its projections. ENSERVCO disclaims any obligation to update its forward-looking statements. [END SUMMARY]
This document is Devon Energy Corporation's 1998 annual report. It summarizes Devon acquiring Northstar Energy Corporation through a merger, creating a larger company with increased proved reserves and production. The merger brought Devon oil and gas properties and management experience in Canada, where opportunities were emerging due to improving natural gas pipeline infrastructure and access to US markets, opening previously unexplored regions. However, low oil prices in 1998 reduced Devon's revenues and led to a net loss for the year.
Teekay Corporation - 2012 Investor Day Overview and Financial UpdateTeekay Corporation
Teekay Corporation held an investor day on June 18, 2012 to provide an overview and strategy update. The presentation contained forward-looking statements and discussed tanker, offshore, and LNG market fundamentals. It also reviewed Teekay's business priorities of growing its net asset value per share through increasing the value of its publicly-traded subsidiaries, developing new projects, and focusing on costs and profitability across its existing assets.
1) James J. Cleary, president of El Paso Western Pipelines, presented at the AGA Financial Forum in Scottsdale, Arizona on May 8, 2006.
2) Cleary discussed El Paso's pipeline network and growth projects, noting excellent supply access and connectivity to serve growing markets.
3) Cleary also provided updates on favorable orders in rate cases for El Paso pipelines and ongoing settlement negotiations.
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.
Cooper Cameron Corporation is an international manufacturer of oil and gas pressure control equipment and turbines, compressors, engines and turbochargers. It produces valves, wellheads, blowout preventers and other equipment for drilling, production and transmission. It provides products and services to customers in oil and gas, pipelines, power generation and other industries. The 1998 annual report discusses Cooper Cameron's financial highlights for 1998, with revenues of $1.88 billion and net income of $136 million. It also gives an overview of the company's divisions and products.
El Paso Corporation is focused on growing its pipeline and E&P businesses in a sustainable manner over the long term. The company has a large committed growth backlog for its pipeline segment and plans for 8-12% annual production growth in its E&P segment through 2010. El Paso aims to deliver meaningful and profitable results through its focus on core assets and execution of growth projects.
This document is a Form 10-K annual report filed by Universal Health Services, Inc. with the SEC for the fiscal year ended December 31, 2003. It provides an overview of UHS's business operations, including that it operates acute care hospitals and behavioral health facilities across the US, Puerto Rico, and France. It also summarizes UHS's recent acquisitions and development activities in 2003 and early 2004, which included acquiring or opening several new hospitals. The report includes standard sections for a 10-K filing, such as business descriptions, properties, legal proceedings, market information for stock, financial data, and risk factors.
This document provides an overview of an exploration and production company's goals, operations, and strategic path forward. Key points include:
- The company aims to demonstrate clear progress on performance and become a "Top Tier" operator.
- Operations are focused on unconventional and low-risk conventional programs in key US basins, with production and reserves heavily weighted to US onshore assets.
- The strategy is to build competencies in repeatable programs, improve efficiency, and divest weaker assets in order to become a top performer based on growth, inventory, costs, reserve replacement, and value creation.
- Various US onshore programs are detailed that provide predictable growth, repeatability, and upside potential
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.
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.
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.
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.
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.
Doug Foshee, President and CEO of Bank of America, discussed El Paso Corporation's strategy of becoming a "meaningful company doing meaningful work and delivering meaningful results." He highlighted El Paso's leading interstate pipeline business and rapidly improving exploration and production segment. Foshee also outlined the company's financial progress, including debt reduction, and solid outlook supported by continued pipeline and drilling growth opportunities.
el paso 03_27Leland_CreditSuisse_FINAL(Web)finance49
The document provides an overview of El Paso Corporation, including its two core businesses of interstate pipelines and exploration and production. It summarizes El Paso's leading pipeline network in North America, well-positioned assets, committed growth backlog approaching $4 billion, and focus on sustainable long-term growth through pipeline infrastructure projects and 8-12% annual production growth from E&P. The document also highlights El Paso's strong financial performance and profitability in E&P that has grown faster than peers.
The document summarizes El Paso Pipeline Group, a leading natural gas pipeline operator in North America. It highlights the company's broad network of pipelines, strong connectivity to markets and supply basins, and $4 billion growth project backlog. The summary also notes the company's focus on key regions like the Northeast, Southeast, Rockies, and Southwest, and its strategy of leveraging LNG experience through Gulf LNG and Elba Island terminal projects.
el paso 09_04LehmanBrothersConference_FINALfinance49
El Paso Corporation provides natural gas and related energy products in a safe, efficient, and dependable manner. The company focuses on developing a culture where it is the best place to work, a good neighbor, and a company worth owning. El Paso has leading positions in interstate pipelines and exploration and production. The interstate pipelines are the cornerstone of the company and provide stable earnings growth. El Paso is also improving its exploration and production business through portfolio upgrades, increased drilling activity, and international progress. The company is making financial progress through debt reduction and has an outlook for excellent performance.
James C. Yardley, President and CEO of El Paso Pipeline GP Company, gave a presentation at the IPAA MLP Conference on January 17, 2008. He discussed El Paso Corporation's pipeline assets and its formation of El Paso Pipeline Partners, an MLP. El Paso retains a majority ownership in the MLP and its pipelines provide stable cash flows from long-term contracts. The MLP represents an opportunity for growth through organic expansion projects and potential dropdowns or third party acquisitions.
This document provides an overview of El Paso Corporation and its core businesses of interstate pipelines and exploration and production. It highlights El Paso's leading pipeline infrastructure positions, $3 billion growth project backlog, and targets for 2008 including EPS of $1.00-$1.10 and EBITDA of $3.4-$3.5 billion. The document also cautions that actual results may differ from projections due to various risk factors.
John Hopper, Vice President and Treasurer of El Paso Corporation, presented at the Merrill Lynch Leveraged Finance Conference on November 13, 2007. The presentation summarized that El Paso is a meaningful company doing meaningful work and delivering meaningful results. It highlighted the company's two core businesses of interstate pipelines and exploration and production. The pipelines business has a $2 billion project backlog and visible 4-6% EBIT growth. The exploration and production business has rapidly improving results with a balanced portfolio and 5 years of project inventory. El Paso is making progress high-grading its portfolio and has had successful exploration in Brazil.
El Paso Corporation provides natural gas and related energy products in North America. It operates 42,000 miles of interstate pipelines and has 2.8 trillion cubic feet of proven natural gas reserves. The company has $8 billion in committed pipeline expansion projects through 2013 to support 10%+ annual EBIT growth. El Paso also plans 8-12% annual production growth through 2010 by developing unconventional gas resources and international exploration.
Doug Foshee, President and CEO of El Paso Corporation, presented at a Bank of America investment conference on September 19, 2006. El Paso operates leading natural gas pipelines in the US, with 26% of total interstate pipeline mileage and a $3 billion growth project portfolio. Foshee discussed El Paso's industry-leading pipeline integrity program and its commitment to safety, expansion, and delivering natural gas in a reliable manner.
Doug Foshee, President and CEO of El Paso Corporation, presented at a Bank of America investment conference on September 19, 2006. El Paso operates leading natural gas pipelines in the US, with 26% of total interstate pipeline mileage and a $3 billion growth project portfolio. Foshee emphasized El Paso's industry-leading pipeline integrity program and commitment to safety, as well as projected 4-6% EBITDA growth over the next 3-5 years through expansion projects.
This document contains the presentation slides of James J. Cleary, President of El Paso Western Pipelines, given at the AGA Financial Forum on May 8, 2006. The presentation discusses regional natural gas supply and demand trends and the growth outlook for El Paso Western Pipelines. It notes that expansion projects will be needed between 2011-2015 to keep up with increasing supply from the Rockies region and export that gas to other markets. Population and gas demand trends in Arizona and California through 2010 are also shown, with compound annual growth rates. The presentation provides an overview of El Paso's pipeline assets and operations in the western United States.
el paso 129E17E7-B9DE-4351-A90B-947315FA05EF_EP_RayJamesDLF(Orlando)_FinalCo...finance49
Doug Foshee, President and CEO of El Paso Corporation, presented at the Raymond James 30th Annual Institutional Investor Conference on March 10, 2009. El Paso has raised its liquidity to $3.3 billion and reduced capital spending thoughtfully while preserving its exploration and production inventory. For 2009, El Paso has financial targets of $0.85-1.05 EPS, $2.0-2.3 billion EBIT, and $1.7-2.0 billion cash flow from operations. El Paso also has a substantial pipeline backlog expected to generate $1.2 billion in incremental EBITDA.
el paso 129E17E7-B9DE-4351-A90B-947315FA05EF_EP_RayJamesDLF(Orlando)_FinalCo...finance49
Doug Foshee, President and CEO of El Paso Corporation, presented at the Raymond James 30th Annual Institutional Investor Conference on March 10, 2009. El Paso set financial targets for 2009 of $0.85-1.05 EPS, $2.0-2.3 billion EBIT, and $1.7-2.0 billion cash flow from operations. El Paso also discussed its substantial pipeline backlog valued at $8 billion, efforts to reduce construction risk, and plans to focus $0.9-1.3 billion in capital expenditures on lower-risk exploration and production programs in 2009.
The document provides an overview of an analyst meeting held by El Paso Corporation on April 16, 2008. It includes cautionary statements about forward-looking projections, outlines the schedule of presentations on topics such as the macro outlook, pipelines, exploration and production, and financials. It also discusses El Paso's purpose and culture, and components of its net asset value. The meeting aimed to provide investors with information on El Paso's businesses and outlook.
The document provides an overview of an analyst meeting held by El Paso Corporation on April 16, 2008. It includes cautionary statements about forward-looking projections, discusses the company's strategy and components of its net asset value. It also examines trends in North American natural gas demand and supply, including increased demand from power generation, a potential decline in Canadian gas exports, and the role of liquefied natural gas imports. Key issues covered include the competitiveness of gas versus coal for power, uncertainty around gas from the Mackenzie Delta, and the interaction of global and North American gas markets.
El Paso Corporation presented perspectives on emissions accounting and cap-and-trade policy considerations for the natural gas sector. El Paso has extensive experience inventorying and reporting its greenhouse gas emissions. Key challenges for the natural gas industry include the vast number of small emission sources and high uncertainty in fugitive methane emissions. El Paso recommends a consistent national reporting program that phases in requirements and considers the industry's limited prior experience with emissions accounting. Cap-and-trade programs could significantly impact natural gas sector businesses, with compliance costs estimated in the billions of dollars depending on the allowance price.
- El Paso Corporation has made significant progress in its turnaround, reducing debt from $20.5 billion to $15.9 billion and selling $4.3 billion in assets to focus on its pipeline and production businesses.
- The company's pipeline group owns major interstate pipelines and has a portfolio of growth projects to expand access to new natural gas supplies and growing markets. Its production business has stabilized production and increased reserves through acquisitions and improved drilling.
- Moving forward, El Paso aims to further reduce debt, generate free cash flow, complete the turnaround of production, and achieve additional cost reductions as it builds on its recent successes.
Byron Wright, Vice President of Corporate Development at El Paso Corporation, presented at the Wachovia LNG Conference on November 13, 2007. He discussed the long-term outlook for the North American gas market, noting rising costs across the liquefaction, transportation, and regasification chain. Wright also examined opportunities and threats from LNG for El Paso, including several Southeast LNG projects. He provided an update on Elba Island's infrastructure expansion to increase regasification capacity through 2010-2012.
The document summarizes the state of the US oil and gas industry from 2000-2011, including key events, price fluctuations, production levels, and policy issues. It highlights the economic importance of the industry in Louisiana and challenges it faces, such as increased regulation, lawsuits, and a difficult legislative environment. Alternative fuels like CNG are also discussed as an opportunity for the industry.
el paso 2E961AE6-D8CD-4328-9657-89A97FED03C0_Howard_Weil_032409finance49
El Paso Corporation provides natural gas and related energy products in North America. It has raised its liquidity to $3.3 billion and reduced capital spending thoughtfully in response to market challenges. The company has set 2009 financial targets including EPS of $0.85-1.05 and EBITDA of $3.1-3.3 billion. El Paso has a substantial pipeline backlog of around $8 billion that is expected to generate $1.2 billion in additional EBITDA. The company also has a significant exploration and production portfolio focused on lower-risk programs in its key areas.
Similar to el paso AGAFinancialForum_FINAL(Web) (20)
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
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
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STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
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OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
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A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
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New Visa Rules for Tourists and Students in Thailand | Amit Kakkar Easy VisaAmit Kakkar
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Fabular Frames and the Four Ratio ProblemMajid Iqbal
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Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
5 Tips for Creating Standard Financial ReportsEasyReports
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Decoding job postings: Improving accessibility for neurodivergent job seekers
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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.
1. a meaningful company
doing meaningful work
delivering meaningful results
Mark Leland
Executive Vice President and
Chief Financial Officer
AGA Financial Forum
April 30, 2007
2. Cautionary Statement Regarding
Forward-looking Statements
Cautionary Note to U.S. Investors - The United States Securities and Exchange Commission permits oil and gas
companies, in their filings with the SEC, to disclose only proved reserves that a company has demonstrated by actual
production or conclusive formation tests to be economically and legally producible under existing economic and operating
conditions. We use certain terms in this presentation, such as net risked resource, that the SEC. U.S. Investors are urged
to consider closely the disclosures regarding proved reserves in this presentation and the disclosures that will be
contained in our Form 10-K for the year ended December 31, 2006, File No. 001-14365, available from by writing; Investor
Relations, El Paso Corporation, 1001 Louisiana St., Houston, TX 77002. You can also obtain this form from the SEC by
calling 1-800-SEC-0330. This presentation includes forward-looking statements and projections, made in reliance on the
safe harbor provisions of the Private Securities Litigation Reform Act of 1995. Forward-looking statements include
statements regarding our plans for 2007 and our expected financial and operating results for 2007, as well as other
statements regarding matters other than historical fact. 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 2007 plan; our ability to obtain necessary governmental approvals for proposed pipeline projects and our
ability to successfully construct and operate such projects; the risks associated with recontracting of transportation
commitments by our pipelines; regulatory uncertainties associated with pipeline rate cases; our ability to successfully
create, market and operate a master limited partnership and complete related financing transactions; changes in
commodity prices for oil, natural gas, and LNG; general economic and weather conditions in geographic regions or
markets served by the company and its affiliates, or where operations of the company and its affiliates are located; the
uncertainties associated with governmental regulation; competition; 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. Defining Our Purpose
El Paso Corporation provides
natural gas and related energy
products in a safe, efficient, and
dependable manner
3
4. Creating a New Culture
the place to work
the neighbor to have
the company to own
4
6. El Paso Pipeline System
Tennessee
Wyoming Gas Pipeline
Interstate
Colorado
Interstate Gas
Cheyenne
Plains Pipeline
Mojave
Pipeline Southern
Natural Gas
Elba Island
El Paso LNG
Natural Gas
Mexico Florida Gas
Ventures Transmission (50%)
• 19% of total U.S. interstate pipeline mileage
• 23 Bcf/d capacity (16% of total U.S.)
• 16 Bcf/d throughput (28% of gas delivered to U.S. consumers)
6
7. Pipeline Group—What Sets Us Apart
• Best market presence
– Market centers
– Connectivity
• Best access to supply
– Gulf of Mexico
– LNG
– Rockies
• Disciplined growth
• Excellent project execution
7
8. Pipelines Well Aligned With
Demand & Supply Growth
2005–2015 Growth in Bcf/d
Canadian
LNG
+0.9
Rockies
Supply
Northeast
+3.8
Demand
+2.1
Southwest
Demand
+1.5
Elba
Southeast
LNG
Demand
+1.4
+4.9
Mexico
LNG Gulf of
+2.5 Mexico LNG
Mexico
+6.8
Demand
+2.6
8
Source: El Paso Corporation
9. Significant Connectivity
VT
ID
SD
NH
WY NE
Boston
MA
NY
RI
CT
Denver
UT New York
NJ
CO PA
• 63 supply meters in the Rockies
• 110 delivery meters along the Front Range • 97 delivery meters into 26 LDCs
UT
NV SC
Atlanta
Birmingham
CA AZ NM
Phoenix
GA
AL
FL
• 344 delivery meters in Arizona • 155 delivery meters into Alagasco and AGL
9
10. Organic Growth Opportunity:
Superior Supply Connectivity
Big Horn
Wind River Powder River
Green River
Denver-Julesburg
Uinta
Piceance
San Juan
Raton Anadarko
Permian
WIC
CIG
EPNG
Mojave
Cheyenne Plains
10
11. LNG Opportunities
Elba Island
LNG
$1.2 billion of
LNG-related
projects
El Paso has 28% of
Gulf of Mexico
takeaway capacity
Existing Terminal
Certificated Terminal
11
12. Value Added Projects
More than $2 billion of committed growth TGP Essex-
Middlesex
TGP NE ConneXion
$47 MM
New England
WIC Kanda Lateral November 2007
$103 MM
$141 MM 82 MMcf/d
November 2007
WIC Medicine Bow
2008 136 MMcf/d
Expansion—2008
January 2008
$18 MM
Up to 410 MMcf/d
July 2008
205 MMcf/d
CIG High Plains Pipeline
$145 MM (50%) CP Shell Expansion
December 2008/July 2009 $21 MM
965 MMcf/d April 2008
70 MMcf/d
SNG Elba Expansion III
CIG Raton Expansion & Elba Express
SESH Interest
$12 MM $930 MM
$170 MM
December 2007 2010–2012
June 2008/October 2010
29 MMcf/d 8.4 Bcf / 900 MMcfd
137 MMcf/d/ 490 MMcf/d
EPNG
Mexico Lateral Loop TGP Carthage
$36 MM Expansion SNG Cypress Phase I / II
November 2008 $35 MM $255 MM/$19 MM
127 MMcf/d May 2009 May 2007/May 2008
100 MMcf/d 220 MMcf/d/116 MMcf/d
Mexico JV—LPG
TGP
Reynosa SNG South System III
Eugene Island 371
$53 MM (50%) $133 MM–$286 MM
$33 MM
July 2007 Oct 2010–Apr 2012
September 2007
30,000 Bbl/d 245 MMcf/d–367 MMcf/d
200 MMcf/d
FGT Phase VII
TGP
$63 MM
LA Deepwater Link
May 2007
$55 MM
60 MMcf/d
July 2007
FERC Certificated/ Under Construction 850 MMcf/d
Signed PA’s Expected PA’s
Strong Positions
12
13. Pipeline Valuations
• Valuations are increasing
• Most M&A in 10x – 12x EBITDA range
– Including ANR
• MLP creates additional opportunities
– Lower cost of capital
– Valuation
13
14. El Paso MLP Strategy
• Targeting fourth quarter 2007 for pipeline MLP
• $500 MM asset value
• El Paso pipelines are ideal MLP assets
– Stable cash flow
– Visible organic growth
• Tax treatment will dictate ultimate potential
14
16. Revenue Stability
$2,500
$2,250
$2,000
2006 Revenue
$1,750
($ Millions)
$1,500
$1,250
$1,000 82%
$750
$500
91%
62%
$250 91% 94%
94%
$0
Total TGP SNG EPNG CIG FGT
Demand Revenue (% of total Revenue)
Demand as a % of total revenue increases over time
16
17. Contractual Certainty
As of January 1, 2007
(Thousands of Dth/d)
47%
13,000
10,026
12,000
11,000
10,000
9,000
8,000
7,000
6,000
14%
5,000 14%
3,545
10%
3,524
4,000 8%
2,698 7%
3,000 2,186
1,773
2,000
1,000
0
2007 2008 2009 2010 2011 Beyond
Average remaining contract term: 5.4 years
17
18. a meaningful company
doing meaningful work
delivering meaningful results
Mark Leland
Executive Vice President and
Chief Financial Officer
AGA Financial Forum
April 30, 2007