The document discusses the proposed Ruby Pipeline project, which would transport natural gas from Wyoming to California. It notes that Canadian gas exports are declining while Rocky Mountain gas production is increasing, creating a need for additional pipeline capacity. The Ruby Pipeline is presented as a project that could meet this need by transporting 1.2 Bcf/d of gas starting in 2011. The presentation provides updates on development progress, including open houses, surveys along the proposed route, and anticipated regulatory approval timelines.
SM Energy has a significant position in the Eagle Ford shale play in South Texas, including approximately 165,000 net operated acres and 85,000 net non-operated acres in a joint venture with Anadarko. In the first quarter of 2011, SM Energy's net production from the Eagle Ford was 91.6 MMCFE/d from its operated acres and 43.5 MMCFE/d from its non-operated acres. SM Energy plans to increase drilling and production over the course of 2011 by ramping up rig count and completing additional wells.
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.
- Shale gas exploration and development is a lengthy and uncertain process that can take decades and involves exploring, appraising, and developing resources through a step-wise approach.
- Not all shale gas plays are economically viable, and it can be challenging to determine where a particular play falls on the spectrum from expensive to economic.
- Shale gas operations require significant upfront investment and have long payout periods, but can provide stable long-term cashflow through manufacturing-style development once established.
- Operators aim to minimize surface footprint and engage local communities to address environmental and social concerns.
The document summarizes Denbury Resources' SECARB Phase III Anthropogenic Test project to inject 100,000-300,000 metric tons of captured carbon dioxide from Alabama Power's Plant Barry into a saline reservoir at the Citronelle oil field in Mobile County, Alabama over 2-3 years beginning in mid-2012. It describes the 12-mile CO2 pipeline built to transport the CO2 from Plant Barry to Citronelle, as well as the pipeline design, construction, commissioning, and monitoring systems. It also provides background on Denbury Resources' operations and other CO2 enhanced oil recovery study partnerships.
The document provides an overview and agenda for the Savannah District Program Review. It discusses the various programs managed by the Savannah District including the military, environmental, civil works, and small business programs. Key points covered include budgets and projects for each program for FY12-13 as well as acquisition planning for architectural and engineering contracts and construction contracts for FY13. The document is intended to inform stakeholders on the status and direction of programs in the Savannah District.
Linn Jp Morgan Hy Conference Final Website 3 3 2010Monster12
LINN Energy held a conference on March 3, 2010 to discuss its business operations and strategy. The company aims to acquire, develop and maximize cash flow from long-life oil and natural gas assets. It has a large, diversified reserve base of 1.8 trillion cubic feet equivalent and focuses on acquiring mature properties that can provide stable production and repeatable drilling opportunities. While acquisition costs have risen, LINN believes acquisition margins remain attractive due to current natural gas prices based on five-year forward strip prices exceeding typical costs.
1) El Paso owns and operates major natural gas pipeline infrastructure in the United States, including 26% of total interstate pipeline mileage.
2) There are opportunities and threats for El Paso from growth in LNG imports and terminal development. The US Gulf Coast has advantages over other regions for siting new LNG terminals.
3) Significant capital investment is required for the entire LNG supply chain, with regasification and pipeline components requiring the smallest investments. El Paso's role is to develop, own, and operate the downstream infrastructure to connect LNG terminals to demand centers.
The document summarizes key shale gas plays in the United States and Canada. It identifies the major established shale gas basins in the US, including the Barnett shale in Texas, Woodford shale in Oklahoma, Fayetteville shale in Arkansas, Antrim shale in Michigan, and Devonian/Ohio shale along the Appalachian basin. It notes that while Canada has large shale gas potential, commercial production has not been achieved. The document provides details on the thickness, depth, gas content, production and major players for several US and Canadian shale gas plays.
SM Energy has a significant position in the Eagle Ford shale play in South Texas, including approximately 165,000 net operated acres and 85,000 net non-operated acres in a joint venture with Anadarko. In the first quarter of 2011, SM Energy's net production from the Eagle Ford was 91.6 MMCFE/d from its operated acres and 43.5 MMCFE/d from its non-operated acres. SM Energy plans to increase drilling and production over the course of 2011 by ramping up rig count and completing additional wells.
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.
- Shale gas exploration and development is a lengthy and uncertain process that can take decades and involves exploring, appraising, and developing resources through a step-wise approach.
- Not all shale gas plays are economically viable, and it can be challenging to determine where a particular play falls on the spectrum from expensive to economic.
- Shale gas operations require significant upfront investment and have long payout periods, but can provide stable long-term cashflow through manufacturing-style development once established.
- Operators aim to minimize surface footprint and engage local communities to address environmental and social concerns.
The document summarizes Denbury Resources' SECARB Phase III Anthropogenic Test project to inject 100,000-300,000 metric tons of captured carbon dioxide from Alabama Power's Plant Barry into a saline reservoir at the Citronelle oil field in Mobile County, Alabama over 2-3 years beginning in mid-2012. It describes the 12-mile CO2 pipeline built to transport the CO2 from Plant Barry to Citronelle, as well as the pipeline design, construction, commissioning, and monitoring systems. It also provides background on Denbury Resources' operations and other CO2 enhanced oil recovery study partnerships.
The document provides an overview and agenda for the Savannah District Program Review. It discusses the various programs managed by the Savannah District including the military, environmental, civil works, and small business programs. Key points covered include budgets and projects for each program for FY12-13 as well as acquisition planning for architectural and engineering contracts and construction contracts for FY13. The document is intended to inform stakeholders on the status and direction of programs in the Savannah District.
Linn Jp Morgan Hy Conference Final Website 3 3 2010Monster12
LINN Energy held a conference on March 3, 2010 to discuss its business operations and strategy. The company aims to acquire, develop and maximize cash flow from long-life oil and natural gas assets. It has a large, diversified reserve base of 1.8 trillion cubic feet equivalent and focuses on acquiring mature properties that can provide stable production and repeatable drilling opportunities. While acquisition costs have risen, LINN believes acquisition margins remain attractive due to current natural gas prices based on five-year forward strip prices exceeding typical costs.
1) El Paso owns and operates major natural gas pipeline infrastructure in the United States, including 26% of total interstate pipeline mileage.
2) There are opportunities and threats for El Paso from growth in LNG imports and terminal development. The US Gulf Coast has advantages over other regions for siting new LNG terminals.
3) Significant capital investment is required for the entire LNG supply chain, with regasification and pipeline components requiring the smallest investments. El Paso's role is to develop, own, and operate the downstream infrastructure to connect LNG terminals to demand centers.
The document summarizes key shale gas plays in the United States and Canada. It identifies the major established shale gas basins in the US, including the Barnett shale in Texas, Woodford shale in Oklahoma, Fayetteville shale in Arkansas, Antrim shale in Michigan, and Devonian/Ohio shale along the Appalachian basin. It notes that while Canada has large shale gas potential, commercial production has not been achieved. The document provides details on the thickness, depth, gas content, production and major players for several US and Canadian shale gas plays.
Presentation to the New England Estuaries Research Society 2012 provided by TNC staff on oyster restoration and establishing ecological baselines in RI.
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.
7-Eleven, Inc. is a convenience store chain with a Great Lakes division led by Rick Fernandez. The company operates over 9,000 stores across 17 states and has annual revenues of $11 billion. Rick Fernandez has been with 7-Eleven for 15 years and oversees store operations, marketing, and growth strategies for the Great Lakes region.
Bartley Residences is a development of 702 homes situated around a heritage tree on gently sloping land. The homes are designed to architecturally mirror the terrain. Residents will enjoy lush gardens, swimming pools, barbecue areas, tennis courts, fitness facilities, and other amenities designed to harmonize with nature. The development is well-connected to the Bartley MRT station and major roads for easy commuting around Singapore.
CRMWA History & System
Drought & CRMWA’s Response
Future Infrastructure Development
Presented by Kent Satterwhite, Canadian River Municipal Water Authority at the TWCA annual conference
This document discusses regional nitrogen and phosphorus trading programs in the Chesapeake Bay watershed. It notes that high nutrient loads from sources like wastewater treatment plants, urban stormwater, and agriculture are causing water quality problems in the bay like algae blooms and low dissolved oxygen. The Chesapeake Bay Total Maximum Daily Load plan sets goals to reduce nitrogen and phosphorus loads to levels the bay can assimilate. The document discusses the costs of reducing nutrient loads from different sources and how trading programs can provide a cost-effective approach to allowing growth while meeting reduction targets. It analyzes how expanding trading across state boundaries could increase opportunities for lower-cost nutrient reductions compared to the current system of separate state-based
Halle M. Yaeger is a landscape architectural designer with a Bachelor of Landscape Architecture and a minor in City & Regional Planning. The document provides summaries of 14 projects she has worked on ranging from park designs, corridor studies, food hub plans, and sustainable farming proposals. The projects showcase her skills in site analysis, concept development, design documentation, and communication through plans, sections, renderings, diagrams and models.
1) Bard Ventures is a Canadian exploration company focused on developing its molybdenum project, the Lone Pine Property in British Columbia.
2) A preliminary economic assessment of the Lone Pine Property estimates its net present value between $112-$505 million depending on molybdenum prices.
3) In addition to its molybdenum project, Bard Ventures also explores for gold at properties including Little Bear Lake, Little Steel Lake, Jackfish Lake, and Owl Lake.
El Paso Corporation provides an overview of its business, which includes owning North America's largest natural gas pipeline system and being one of North America's largest independent natural gas producers. The document discusses the company's two business segments - Pipelines and Exploration & Production. For the Pipelines segment, it provides details on the company-owned and partner pipeline systems including miles of pipeline. For Exploration & Production, it outlines the company's acreage positions and proved natural gas reserves. It also discusses trends in the U.S. natural gas market and the infrastructure investment needed to meet growing demand.
el paso D7A9D355-197F-480A-8FF4-86834B0DD876_EP_4Q_2008_Earnings_FINAL(Color...finance49
El Paso Corporation provides natural gas and related energy products. In 2008, it accomplished several key projects including placing 7 pipeline projects in service. However, it faces challenges from low commodity prices and uncertain capital markets. Key priorities are constructing its pipeline backlog on time and budget, and focusing exploration and production investments to preserve opportunities and maximize returns. El Paso increased its liquidity position and reduced borrowing costs through several financing transactions. It has excellent hedges for 2009 natural gas production and established initial hedges for 2010. Guidance for 2009 assumes $2.7-3.1 billion in capital spending and targets EPS of $0.85-1.05, EBIT of $2.0-2.3 billion,
El Paso Corporation provides a third quarter 2008 financial and operational update. Key points include:
- Earnings were higher driven by growth in the pipeline and E&P businesses. However, results were impacted by $63 million from changes in fair value of power contracts.
- Cash flow from operations was over $2 billion for the first nine months of 2008.
- Capital expenditures totaled $1.9 billion through September 2008, with a planned $3 billion budget for 2009 focused on pipelines and E&P.
- Pipeline throughput increased 5% from 2007, and three expansion projects were placed in service. However, earnings were impacted by $12 million from hurricanes.
John Hopper presented at the Deutsche Bank High Yield Conference on September 28, 2005. The presentation summarized El Paso Corporation's progress in its turnaround, including significant debt reduction, asset sales exceeding targets, and stabilization of production. It highlighted the strength of El Paso's pipeline network and opportunities for growth projects. The production business was discussed as having completed its turnaround with a shift toward more predictable onshore assets. El Paso was positioned for substantial leverage to higher natural gas prices in 2006.
- PETsMART reported strong financial results for 2004, with net sales increasing 12.6% to $3.36 billion and net income increasing 27% to $171.2 million.
- The company operates over 725 pet stores in the US and Canada, as well as PETsHOTELs, a pet supply catalog, and online pet products retailer petsmart.com.
- Several customers wrote letters praising PETsMART employees for providing excellent customer service and going above and beyond to solve customer issues.
- El Paso Corporation reported financial results for the third quarter of 2006 with EBIT of $359 million compared to a loss of $92 million in the third quarter of 2005.
- The Pipelines segment continued its strong performance with EBIT up 12% from the third quarter of 2005, driven by increased throughput. Exploration and Production also had a solid quarter with production volumes up.
- Significant progress was made on legacy issues, including exiting the domestic power business and downsizing the gas trading book. Debt was also reduced by $3.1 billion through the end of the third quarter.
El Paso Corporation reported higher third quarter 2008 earnings compared to third quarter 2007, driven by growth in its pipeline and exploration and production businesses. Earnings were impacted by unrealized mark-to-market gains and losses on derivatives, as well as changes in the fair value of power contracts and legacy indemnifications. While earnings were strong, El Paso also outlined plans to maintain liquidity through asset sales to preserve its future growth opportunities and weather current market conditions.
erie insurance group 2004-first-quarter-reportfinance49
- Erie Indemnity Company reported a net income increase of 8.1% to $49.6 million for Q1 2004 compared to $45.9 million for Q1 2003.
- Management fee revenue increased 7.1% to $221.9 million for Q1 2004, while income from management operations decreased 5.3% to $56.2 million for the same period.
- Insurance underwriting operations reported an underwriting loss of $1.5 million for Q1 2004, an improvement from a $5.7 million loss in Q1 2003, as rate increases and underwriting initiatives began realizing benefits.
Hovnanian Enterprises reported strong financial results for fiscal year 2004. Total revenues increased to $4.16 billion, up 30% from the prior year. Net income grew 35% to $348.7 million. Earnings per share increased 36% to $5.35. Stockholders' equity surpassed $1 billion for the first time, increasing 45% to $1.192 billion. The company benefited from leadership positions in expanding housing markets, a diverse product portfolio, and continuous process improvements. Hovnanian aims to continue growing revenues and profits through these strategies.
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.
Hovnanian Enterprises had its most profitable year in fiscal 1999, with net income increasing 18% to $30.1 million. The company focused on improving profitability and made two acquisitions that strengthened its position in existing markets and added a new market. Looking ahead, Hovnanian Enterprises will continue growing revenue while maintaining profit progress, with a delivery forecast of over 700 homes in both California and North Carolina and over 900 homes in Texas for fiscal 2000. The company will also work to balance its quarterly home deliveries at higher volumes going forward.
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.
This document is Holly Corporation's 1999 Annual Report. It provides an overview of Holly's financial performance and operations for fiscal year 1999. Some key details include:
- Net income increased to $19.9 million in 1999 from $15.2 million in 1998, driven by improved refining margins and increased contributions from Holly's growing transportation business.
- Sales and other revenues were $598 million for 1999. Holly's refineries in New Mexico and Montana refined a total of 70,700 barrels per day.
- Holly's transportation business more than doubled its pipeline network over the past three years and continues pursuing growth opportunities in this segment.
- The report provides financial data, operating highlights, and information about Holly's
Presentation to the New England Estuaries Research Society 2012 provided by TNC staff on oyster restoration and establishing ecological baselines in RI.
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.
7-Eleven, Inc. is a convenience store chain with a Great Lakes division led by Rick Fernandez. The company operates over 9,000 stores across 17 states and has annual revenues of $11 billion. Rick Fernandez has been with 7-Eleven for 15 years and oversees store operations, marketing, and growth strategies for the Great Lakes region.
Bartley Residences is a development of 702 homes situated around a heritage tree on gently sloping land. The homes are designed to architecturally mirror the terrain. Residents will enjoy lush gardens, swimming pools, barbecue areas, tennis courts, fitness facilities, and other amenities designed to harmonize with nature. The development is well-connected to the Bartley MRT station and major roads for easy commuting around Singapore.
CRMWA History & System
Drought & CRMWA’s Response
Future Infrastructure Development
Presented by Kent Satterwhite, Canadian River Municipal Water Authority at the TWCA annual conference
This document discusses regional nitrogen and phosphorus trading programs in the Chesapeake Bay watershed. It notes that high nutrient loads from sources like wastewater treatment plants, urban stormwater, and agriculture are causing water quality problems in the bay like algae blooms and low dissolved oxygen. The Chesapeake Bay Total Maximum Daily Load plan sets goals to reduce nitrogen and phosphorus loads to levels the bay can assimilate. The document discusses the costs of reducing nutrient loads from different sources and how trading programs can provide a cost-effective approach to allowing growth while meeting reduction targets. It analyzes how expanding trading across state boundaries could increase opportunities for lower-cost nutrient reductions compared to the current system of separate state-based
Halle M. Yaeger is a landscape architectural designer with a Bachelor of Landscape Architecture and a minor in City & Regional Planning. The document provides summaries of 14 projects she has worked on ranging from park designs, corridor studies, food hub plans, and sustainable farming proposals. The projects showcase her skills in site analysis, concept development, design documentation, and communication through plans, sections, renderings, diagrams and models.
1) Bard Ventures is a Canadian exploration company focused on developing its molybdenum project, the Lone Pine Property in British Columbia.
2) A preliminary economic assessment of the Lone Pine Property estimates its net present value between $112-$505 million depending on molybdenum prices.
3) In addition to its molybdenum project, Bard Ventures also explores for gold at properties including Little Bear Lake, Little Steel Lake, Jackfish Lake, and Owl Lake.
El Paso Corporation provides an overview of its business, which includes owning North America's largest natural gas pipeline system and being one of North America's largest independent natural gas producers. The document discusses the company's two business segments - Pipelines and Exploration & Production. For the Pipelines segment, it provides details on the company-owned and partner pipeline systems including miles of pipeline. For Exploration & Production, it outlines the company's acreage positions and proved natural gas reserves. It also discusses trends in the U.S. natural gas market and the infrastructure investment needed to meet growing demand.
el paso D7A9D355-197F-480A-8FF4-86834B0DD876_EP_4Q_2008_Earnings_FINAL(Color...finance49
El Paso Corporation provides natural gas and related energy products. In 2008, it accomplished several key projects including placing 7 pipeline projects in service. However, it faces challenges from low commodity prices and uncertain capital markets. Key priorities are constructing its pipeline backlog on time and budget, and focusing exploration and production investments to preserve opportunities and maximize returns. El Paso increased its liquidity position and reduced borrowing costs through several financing transactions. It has excellent hedges for 2009 natural gas production and established initial hedges for 2010. Guidance for 2009 assumes $2.7-3.1 billion in capital spending and targets EPS of $0.85-1.05, EBIT of $2.0-2.3 billion,
El Paso Corporation provides a third quarter 2008 financial and operational update. Key points include:
- Earnings were higher driven by growth in the pipeline and E&P businesses. However, results were impacted by $63 million from changes in fair value of power contracts.
- Cash flow from operations was over $2 billion for the first nine months of 2008.
- Capital expenditures totaled $1.9 billion through September 2008, with a planned $3 billion budget for 2009 focused on pipelines and E&P.
- Pipeline throughput increased 5% from 2007, and three expansion projects were placed in service. However, earnings were impacted by $12 million from hurricanes.
John Hopper presented at the Deutsche Bank High Yield Conference on September 28, 2005. The presentation summarized El Paso Corporation's progress in its turnaround, including significant debt reduction, asset sales exceeding targets, and stabilization of production. It highlighted the strength of El Paso's pipeline network and opportunities for growth projects. The production business was discussed as having completed its turnaround with a shift toward more predictable onshore assets. El Paso was positioned for substantial leverage to higher natural gas prices in 2006.
- PETsMART reported strong financial results for 2004, with net sales increasing 12.6% to $3.36 billion and net income increasing 27% to $171.2 million.
- The company operates over 725 pet stores in the US and Canada, as well as PETsHOTELs, a pet supply catalog, and online pet products retailer petsmart.com.
- Several customers wrote letters praising PETsMART employees for providing excellent customer service and going above and beyond to solve customer issues.
- El Paso Corporation reported financial results for the third quarter of 2006 with EBIT of $359 million compared to a loss of $92 million in the third quarter of 2005.
- The Pipelines segment continued its strong performance with EBIT up 12% from the third quarter of 2005, driven by increased throughput. Exploration and Production also had a solid quarter with production volumes up.
- Significant progress was made on legacy issues, including exiting the domestic power business and downsizing the gas trading book. Debt was also reduced by $3.1 billion through the end of the third quarter.
El Paso Corporation reported higher third quarter 2008 earnings compared to third quarter 2007, driven by growth in its pipeline and exploration and production businesses. Earnings were impacted by unrealized mark-to-market gains and losses on derivatives, as well as changes in the fair value of power contracts and legacy indemnifications. While earnings were strong, El Paso also outlined plans to maintain liquidity through asset sales to preserve its future growth opportunities and weather current market conditions.
erie insurance group 2004-first-quarter-reportfinance49
- Erie Indemnity Company reported a net income increase of 8.1% to $49.6 million for Q1 2004 compared to $45.9 million for Q1 2003.
- Management fee revenue increased 7.1% to $221.9 million for Q1 2004, while income from management operations decreased 5.3% to $56.2 million for the same period.
- Insurance underwriting operations reported an underwriting loss of $1.5 million for Q1 2004, an improvement from a $5.7 million loss in Q1 2003, as rate increases and underwriting initiatives began realizing benefits.
Hovnanian Enterprises reported strong financial results for fiscal year 2004. Total revenues increased to $4.16 billion, up 30% from the prior year. Net income grew 35% to $348.7 million. Earnings per share increased 36% to $5.35. Stockholders' equity surpassed $1 billion for the first time, increasing 45% to $1.192 billion. The company benefited from leadership positions in expanding housing markets, a diverse product portfolio, and continuous process improvements. Hovnanian aims to continue growing revenues and profits through these strategies.
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.
Hovnanian Enterprises had its most profitable year in fiscal 1999, with net income increasing 18% to $30.1 million. The company focused on improving profitability and made two acquisitions that strengthened its position in existing markets and added a new market. Looking ahead, Hovnanian Enterprises will continue growing revenue while maintaining profit progress, with a delivery forecast of over 700 homes in both California and North Carolina and over 900 homes in Texas for fiscal 2000. The company will also work to balance its quarterly home deliveries at higher volumes going forward.
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.
This document is Holly Corporation's 1999 Annual Report. It provides an overview of Holly's financial performance and operations for fiscal year 1999. Some key details include:
- Net income increased to $19.9 million in 1999 from $15.2 million in 1998, driven by improved refining margins and increased contributions from Holly's growing transportation business.
- Sales and other revenues were $598 million for 1999. Holly's refineries in New Mexico and Montana refined a total of 70,700 barrels per day.
- Holly's transportation business more than doubled its pipeline network over the past three years and continues pursuing growth opportunities in this segment.
- The report provides financial data, operating highlights, and information about Holly's
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.
Doug Foshee, President and CEO of El Paso Corporation, presented at the Lehman Energy Conference on September 7, 2005. El Paso has made significant progress in asset sales and debt reduction ahead of schedule and is narrowing its focus to pipelines and exploration and production. The company's pipeline business is performing well, and a turnaround is imminent for the exploration and production segment. Recent discoveries in the Gulf of Mexico and success of lower risk prospects in Texas point to production growth and increased reserves and cash flow from exploration and production areas.
The document discusses Spectra Energy Corp's non-GAAP financial measures that will be discussed in their May 6, 2008 earnings release call. It includes reconciliations of ongoing diluted EPS, ongoing net income, ongoing EBIT, funds from operations, and interest coverage ratio to the most comparable GAAP measures. The non-GAAP measures adjust for special items that management believes are not recurring in order to evaluate underlying operating performance.
The document is a letter inviting El Paso stockholders to attend the company's 2005 Annual Meeting. It provides details about the meeting such as the date, time, and location. It informs stockholders that there will be votes on electing directors, approving compensation plans, and ratifying the appointment of an auditing firm. The letter urges stockholders to vote and participate in corporate governance matters.
The document is a notice from El Paso Corporation inviting stockholders to attend its 2007 Annual Meeting of Stockholders on May 24, 2007. Stockholders will be asked to vote on the election of directors, ratification of the appointment of Ernst & Young LLP as the independent registered public accounting firm, and two stockholder proposals. The notice provides information on admission requirements for the meeting and parking availability.
Doug Foshee, President and CEO of El Paso Corporation, presented at the Lehman Energy Conference on September 7, 2005. El Paso has made significant progress in asset sales and debt reduction ahead of schedule and is narrowing its focus to pipelines and exploration and production. The company's pipeline business is performing well, and a turnaround is imminent for the exploration and production segment. Recent discoveries in the Gulf of Mexico and successful results from new projects in Texas indicate the exploration and production turnaround is gaining momentum, with production response expected to lag drill results but increase going forward.
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.
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.
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.
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.
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.
This document discusses hydraulic fracturing in Canada. It provides an overview of Encana Corporation, one of Canada's largest natural gas producers. It addresses public concerns regarding the safety and environmental impacts of hydraulic fracturing. The industry has responded to these concerns by developing guiding principles through the Canadian Association of Petroleum Producers around issues like water usage, chemical disclosure, and seismic activity. The document also outlines Encana's experience implementing practices like fracturing fluid additive disclosure and risk assessment to address stakeholder concerns over hydraulic fracturing.
Liquids Pipelines Infrastructure in North America Opportunities and ChallengesPorts-To-Plains Blog
Ports-to-Plains Energy Summit
Omni Interlocken Resort
Broomfield, CO
April 7, 2011
Alberta has the world’s second largest oil reserves, but new pipelines are needed to move this resource to markets in the U.S. Find out about proposed pipeline projects in the region and what they mean for job creation.
The document provides an investor update from Penn West Energy Trust. It discusses Penn West's discovered petroleum initially-in-place (DPIIP), including that DPIIP is equivalent to original oil in place. It also notes that certain information in the presentation constitutes forward-looking statements and is subject to risks and uncertainties. Furthermore, the document summarizes Penn West's light oil and natural gas reserves, prospective acreage holdings in various plays, and its Cardium development program in west central Alberta.
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.
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.
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.
1) El Paso is evaluating opportunities in LNG infrastructure development but will only take on balanced risks necessary to secure contracts for projects.
2) El Paso's existing Elba Island LNG terminal has been expanded and additional expansions are planned to increase storage and sendout capacity. Existing customers include BG and Progress Energy.
3) El Paso is developing the Cypress Pipeline project to improve gas supply to southern Georgia and Florida, supported by long-term agreements.
4) El Paso is also developing the Elba Express Pipeline project to improve gas supply and connectivity to Georgia and the East Coast, supported by agreements with Shell and BG.
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.
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.
Mark Leland, Executive Vice President and CFO of El Paso Corporation, presented at the AGA Financial Forum on April 30, 2007. El Paso provides natural gas and related energy products in a safe, efficient, and dependable manner. El Paso's pipeline group has an unparalleled market presence and excellent expansion opportunities that will drive visible 4-6% EBITDA growth. The presentation highlighted El Paso's pipeline assets and growth projects, including opportunities in LNG and its strategy to form a master limited partnership for its pipeline business.
- 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.
This presentation provides an overview of HighMount Exploration & Production (E&P), a natural gas company recently acquired by Loews. HighMount believes that natural gas will remain an important part of the US energy supply. It has large, long-life natural gas reserves in key basins like the Sonora Field that were acquired at attractive prices. HighMount aims to maximize value through operational excellence and cost management while positioning itself for growth through developing its existing assets and acquiring new assets and areas when opportunities arise.
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.
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.
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 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.
Chiquita Brands International reported its 2007 annual results. Key highlights included:
- Net sales increased to $4.7 billion from $4.5 billion in 2006, driven by higher banana prices in Europe and North America and favorable exchange rates, partly offset by lower volumes.
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- The company announced a restructuring in October 2007 to improve profitability through consolidation and
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1. Jim Cleary
President, El Paso Western Pipelines
Platts Conference, Rockies Gas & Oil
April 25, 2008
2. Cautionary Statement Regarding
Forward-looking Statements
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. 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 successfully contract, build and operate the pipeline
projects described in this presentation; changes in supply of natural gas; general economic
and weather conditions in geographic regions or markets served by El Paso Corporation 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
4. El Paso Western Pipelines
Big Horn
Powder River
Wind River
Green River
Denver-Julesburg
Uinta
Piceance
Anadarko
Raton
San Juan
Permian
WIC
CIG
EPNG
Mojave
Cheyenne Plains
Note: Includes El Paso Corporation and El Paso Pipeline Partners, L.P.
4
5. • 680 miles of 42-inch Opal to Malin
• 1.2 Bcf/d expandable to 2.0 Bcf/d
• 1,440 psig MAOP
Ruby Pipeline Map • Compression: Head Station (76,500 hp) & Mid
Point (30,000 hp) (possibly 3rd location)
• Measurement – 9 Locations
• 64% +/- Public Land
• 2 National Forests: Cache and Fremont-Winema
• 5 BLM Offices
OREGON
GTN • Mostly Remote / Unpopulated
Fremont-
Wenima
National
Malin IDAHO
Forest
WYOMING
PG&E
RUBY Opal Hub
Tuscarora
Cache CIG
WIC
National
Forest
CALIF.
Paiute
Cheyenne
U TA H
Plains
NEVADA
Kern River
COLORADO
5
7. Rockies versus Western Canada
Long-Term Production Trends
Bcf/d Canadian Peak
- 2001 Peak
18 - 17 Bcfd
El Paso High Case
16
Best fit of Current Trend:
14 - 2033 Peak
- 15 Bcfd Production
12
El Paso Base Case
10
8
6
Best Fit Curves Assumes:
4 - Gaussian Curve
- 340 EUR
2 - Few environmental constraints
Forecast
-
1970 1990 2010 2030 2050 2070 2090
7
9. Historical and Forecasted Gas Demand
(Northern CA and the Pacific Northwest)
MMcf/d
3,000
2,500
2,000 Forecast: (2008–2016)
PG&E Planning Area
CAGR = .39%
Growth Volume = 42 MMcf/d
*Source: California Energy Commission
2008-2018 California Energy Demand
1,500
(Staff Revised Forecast Nov. 2007)
1,000
Forecast: (2008–2016)
Pacific Northwest CAGR = 2.24%
500
*Source: EL Paso Macro Model (Oregon & Washington) Growth Volume = 195 MMcf/d
0
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
9
10. Northern/Central California
Market Detail
• The northern/central California North to South flow
market is served by PG&E OREGON
utilization typically
GTN below 70% due to
– PG&E system is supplied from reduced Canadian
Malin
Canada and US (Rockies, San imports
Juan and Permian Basins) 2.0 Bcf/d
/40 e
400 E Lin
– Reduced imports have resulted in
1
Tuscarora
PG&E Lines 400/401 (north to
&
PG
south flow) being underutilized NEVADA
s
Sacramento
s
• Current California pipeline s
s
s
infrastructure allows for limited
San Francisco
gas deliveries from southern to CALIFORNIA
Kern
northern California
ARIZONA
1.1 Bcf/d
Topock
• SoCal system has limited PG&E Line 300
physical ability to flow LNG from SoCal Blythe
Los Angeles
Mexico or Southern California North
into PG&E SDG&E Baja
San Diego
Baja Norte
Costa Azul LNG
10
12. Rocky Mountain Production
(Volumes are Wellhead – Measured in MMcfd)
14,000
Big Horn Wind River Forecast
12,000 Green River Overthrust
Powder River Uinta 3.28 Bcf/d of
10,000 growth 2006-2016
Piceance Denver
8,000
6,000
Forecast by 2016:
4,000
High Case 13,278
Mid Case 11,860
2,000 Low Case 10,442
0
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
1990-2006: Wellhead total data from IHS database
2007-2015: El Paso forecast
12
13. Cheyenne Basis to Henry Hub
vs. Export Load Factors
Jan 1995 – Feb 2008
3.50
3.00
Historical Relationship
2.50
Load Factor ~84%
Dollars per MMBtu
HH Hub Basis ~ $0.61
2.00
1.50
1.00
0.50
0.00
60.0% 65.0% 70.0% 75.0% 80.0% 85.0% 90.0% 95.0% 100.0%
-0.50
13
14. Rockies Gas Balance
Annual Average Wellhead Production Forecast (MMcf/d)
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Dry Production 6,325 6,694 7,288 7,875 8,324 8,683 8,979 9,232 9,451 9,641 9,807
Local
Consumption* 1,591 1,637 1,613 1,695 1,625 1,637 1,652 1,657 1,690 1,721 1,750
Available for
Export 4,734 5,057 5,675 6,180 6,699 7,046 7,328 7,575 7,760 7,920 8,057
Total Export
Capacity 5,397 6,030 6,200 6,200 8,070 8,070 8,070 9,270 9,270 9,270 9,270
Capacity
Surplus 663 973 525 20 1,371 1,024 742 1,695 1,510 1,350 1,213
% Surplus
Capacity 12.3% 16.1% 8.5% 0.3% 17.0% 12.7% 9.2% 18.3% 16.3% 14.6% 13.1%
- Expansions (Includes Ruby)
Need for Additional Export Capacity
Possible Need for Another Expansion by 2013-2014
*Source – El Paso supply Forecast
14
15. Rockies Supply vs.
Regional Export Capacity
MMcf/d
10,000
Ruby
REX West High Case
1200 expansion
1800 expansion
9,000
Cheyenne Plains
100% LF
170 expansion
8,000 Cheyenne Plains
560 expansion
7,000
Expansion needed:
6,000 85% LF Base Case
2009-2010 if 85% LF
5,000
2013-2014 if 85% LF
Supply Available for
Export
4,000
Base Case
3,000
2,000
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
*Source – El Paso supply Forecast
15
17. Development
• In development for over a year
• Analyzed 3 major routes & 4 variations of the preferred route
• Route selected after extensive agency/stakeholder discussions
• BLM application filed: November 2007
• Precedent agreement (PA) signed with PG&E (anchor shipper) and
two others for 650 Mdth/d: December 2007
• CPUC filing for approval of PG&E PA: December 2007
• FERC Pre-filing process began: January 2008
• Binding Open Season began: February 2008
17
18. Boots On the Ground
• Centerline and detailed surveys underway
• Survey permission received from Land-owners
and the BLM for 75% of the route
• 25% of ROW is already surveyed
• 10 Open Houses covering the entire route from
Opal, Wyoming to Malin, Oregon
• 6 Scoping meetings with BLM
18
19. Looking Forward
• CPUC Ruling Expected: October 2008
• FERC Filing: January 2009
• In Service Target: March 2011
19
20. Conclusion
• Canadian export decline suggests the Western Markets
require supply diversity
• Rockies Supply push requires additional infrastructure in
the next few years
• Considerable progress has already been made on Ruby
Pipeline development
• Ruby is the project that can meet the market’s timeline and
needs
20