Jim Cleary, president of El Paso Western Pipelines, presented on the Ruby Pipeline project at a gas and oil conference. The presentation included forward-looking statements and projections with the required cautionary language about the risk factors that could affect actual results. Cleary outlined the Ruby Pipeline project, explaining why it was needed now to transport gas from the Rockies to markets in California and the Northwest. He provided a map and details of the 680-mile pipeline with a capacity of 1.2 to 2 billion cubic feet per day.
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.
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.
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.
The document discusses Spectra Energy Corp's non-GAAP financial measures that will be discussed in an earnings release call on August 6, 2008. It provides reconciliations of ongoing diluted EPS, ongoing net income, ongoing EBIT, EBITDA for various segments to the most comparable GAAP measures. These non-GAAP measures exclude special items that management believes are not recurring in order to provide a more meaningful evaluation of the company's ongoing operating performance.
The Pipeline Group had a strong fourth quarter and 2007. EBIT increased 2% and 7% respectively compared to the prior year. Throughput increased 7% in 2007. Notable events included placing the WIC Kanda project in service and acquiring a 50% stake in Gulf LNG. The group signed a precedent agreement to support expansion of the FGT pipeline and has a committed backlog approaching $4 billion.
el paso 11_14_Foshee_BofAConferenceFINALv2(Web)finance49
- El Paso Corporation is an energy company that provides natural gas and related energy products.
- The company has implemented a comprehensive plan to meet its 2009 debt maturities and fund its $8 billion pipeline backlog while preserving opportunities in its exploration and production business.
- El Paso has significant resource potential from unconventional plays like shale gas that could provide long-term growth.
This document provides an overview of Universal Health Services' financial performance in 2002. Key points:
- Net revenues increased 15% to $3.26 billion in 2002 compared to 2001, driven by revenue growth at existing and acquired facilities.
- Operating income increased 17% to $516 million in 2002. Overall operating margins were 15.8% in 2002, compared to 15.6% in 2001.
- Net income increased to $175.4 million in 2002 from $99.7 million in 2001, primarily due to increased operating income from existing and acquired facilities.
- Acute care services revenues grew 10% at existing US/Puerto Rico facilities in 2002, driven by a 6.9
- El Paso Corporation is an energy company focused on providing natural gas and related energy products.
- The presentation outlines El Paso's vision, assets, growth strategy, and financial outlook. It discusses plans for production growth in key basins like Arklatex through repeatable drilling programs.
- El Paso expects to deliver 8-12% production growth from 2007-2010 through development of its multi-year inventory of drilling opportunities, particularly in U.S. onshore areas like Arklatex and its international assets in Brazil.
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.
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.
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 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.
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.
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.
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.
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.
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.
The document discusses Spectra Energy Corp's non-GAAP financial measures that will be discussed in an earnings release call on August 6, 2008. It provides reconciliations of ongoing diluted EPS, ongoing net income, ongoing EBIT, EBITDA for various segments to the most comparable GAAP measures. These non-GAAP measures exclude special items that management believes are not recurring in order to provide a more meaningful evaluation of the company's ongoing operating performance.
The Pipeline Group had a strong fourth quarter and 2007. EBIT increased 2% and 7% respectively compared to the prior year. Throughput increased 7% in 2007. Notable events included placing the WIC Kanda project in service and acquiring a 50% stake in Gulf LNG. The group signed a precedent agreement to support expansion of the FGT pipeline and has a committed backlog approaching $4 billion.
el paso 11_14_Foshee_BofAConferenceFINALv2(Web)finance49
- El Paso Corporation is an energy company that provides natural gas and related energy products.
- The company has implemented a comprehensive plan to meet its 2009 debt maturities and fund its $8 billion pipeline backlog while preserving opportunities in its exploration and production business.
- El Paso has significant resource potential from unconventional plays like shale gas that could provide long-term growth.
This document provides an overview of Universal Health Services' financial performance in 2002. Key points:
- Net revenues increased 15% to $3.26 billion in 2002 compared to 2001, driven by revenue growth at existing and acquired facilities.
- Operating income increased 17% to $516 million in 2002. Overall operating margins were 15.8% in 2002, compared to 15.6% in 2001.
- Net income increased to $175.4 million in 2002 from $99.7 million in 2001, primarily due to increased operating income from existing and acquired facilities.
- Acute care services revenues grew 10% at existing US/Puerto Rico facilities in 2002, driven by a 6.9
- El Paso Corporation is an energy company focused on providing natural gas and related energy products.
- The presentation outlines El Paso's vision, assets, growth strategy, and financial outlook. It discusses plans for production growth in key basins like Arklatex through repeatable drilling programs.
- El Paso expects to deliver 8-12% production growth from 2007-2010 through development of its multi-year inventory of drilling opportunities, particularly in U.S. onshore areas like Arklatex and its international assets in Brazil.
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.
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.
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 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.
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.
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.
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
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EP4_25_08ClearyPlattsRockiesConf
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