This corporate presentation provides an overview of NAL Energy Corporation for January 2012. Some key points include:
- NAL is a Canadian energy company with a $1.1 billion market capitalization that pays a monthly dividend of $0.05 per share.
- The company's strategic direction focuses on being a dividend-paying exploration and production company that aims to maximize cash flow through adding liquids opportunities and operating efficiently.
- NAL's 2012 corporate plan centers around growing its liquids volumes, focusing capital on high-return projects, and maintaining financial flexibility.
Newest Investor Presentation from Magnum Hunter Resources, Issued Oct 2014Marcellus Drilling News
Information about the Marcellus/Utica begins on page 17 of the PDF (slide is numbered 16). On page 25 (slide #24) we have an updated table of the largest acreage holders in the Utica. The very next page is fascinating: a list of transactions--drillers that purchased large tracts of acreage from other drillers in the Utica--and what they paid for it on a per acre basis. Be sure to take a look at that slide. Finally, a little bit of crowing about drilling the Utica's most productive well to date, the Stewart-Winland Utica Shale well (in WV!) on page 30 (slide #29).
An update on Magnum Hunter's shale drilling programs in both the Marcellus/Utica region, and in the Bakken Shale region. Total Magnum leased acreage is now 350,000 acres. The company continues to push aggressively in both shale plays, but recent activity is particularly focused on the Utica Shale.
The newest PowerPoint slidedeck from MHR detailing results from 2014 and plans for 2015. MHR is focused almost totally on the Marcellus and Utica Shale, with very small operations also in the Bakken Shale region.
2013 Results, Achievement of our 135 mmcfe/d Phase VI target ahead of schedule and Acceleration of our Phase VII Glacier drilling program sets a solid foundation for multi-year growth.
Newest Investor Presentation from Magnum Hunter Resources, Issued Oct 2014Marcellus Drilling News
Information about the Marcellus/Utica begins on page 17 of the PDF (slide is numbered 16). On page 25 (slide #24) we have an updated table of the largest acreage holders in the Utica. The very next page is fascinating: a list of transactions--drillers that purchased large tracts of acreage from other drillers in the Utica--and what they paid for it on a per acre basis. Be sure to take a look at that slide. Finally, a little bit of crowing about drilling the Utica's most productive well to date, the Stewart-Winland Utica Shale well (in WV!) on page 30 (slide #29).
An update on Magnum Hunter's shale drilling programs in both the Marcellus/Utica region, and in the Bakken Shale region. Total Magnum leased acreage is now 350,000 acres. The company continues to push aggressively in both shale plays, but recent activity is particularly focused on the Utica Shale.
The newest PowerPoint slidedeck from MHR detailing results from 2014 and plans for 2015. MHR is focused almost totally on the Marcellus and Utica Shale, with very small operations also in the Bakken Shale region.
2013 Results, Achievement of our 135 mmcfe/d Phase VI target ahead of schedule and Acceleration of our Phase VII Glacier drilling program sets a solid foundation for multi-year growth.
Bluestone Resources is a mineral exploration and development company that is focused on advancing its 100-per-cent-owned Cerro Blanco gold and Mita geothermal projects located in Guatemala. A feasibility study on Cerro Blanco returned robust economics with a quick payback. The average annual production is projected to be 146,000 ounces per year over the first three years of production with all-in sustaining costs of $579/oz (as defined per World Gold Council guidelines, less corporate general and administration.
""Over the past three years, we have transformed Eni into a leaner and more resilient company. We have built a high margin portfolio consisting of a large number of mature projects, which will secure our production growth over the medium and long term, and a huge amount of reserves, which will give us flexibility and value."
Eni: results for the third quarter and the nine months of 2017Eni
The key messages for 2017 that we presented today:
E&P will reach its highest ever level of production and will continue to add high value barrels;
G&P is structurally positive;
Chemicals is beating new records and R&M is further enhancing its resilience;
At less than $45/bbl Brent we have one of the lowest levels of cash neutrality to cover capex and a full cash dividend; and
Gearing is expected to fall to 20% at year end.
Eni: second quarter and first half of 2016 resultsEni
Claudio Descalzi, Eni’s Chief Executive Officer, commented:
“Eni has achieved significant results in the first half of 2016, despite the weak but slowly improving market environment. Hydrocarbon production beat expectations, offsetting the suspension of activity in Val d’Agri and the disruptions in Nigeria. Our main developments are proceeding on time and on budget, allowing us to confirm our expected production growth of more than 5% in 2017. Our exploration, which is focused on near field activity, has allowed us to revise upwards our expectations for new discoveries in just six months. In mid and downstream, we have achieved positive results across all of our operations due to restructuring and efficiency measures which will continue as planned. Our strategy, including the optimization initiatives and a reduced cost base, has allowed us to absorb part of the impact of a low oil price scenario with a positive contribution of €1 billion to EBIT. We are maintaining our strong balance sheet, funding capex with our cash flow at a Brent price of 50$/bl. On this basis I will propose an interim dividend of €0.40 per share to the Board.”
Eni: Integrated Model for Sustainable Energy Resource DevelopmentEni
Developing sustainable energy: Eni’s Integrated Model is a presentation to investors of the basic principles that feature the sustainability of Eni’s way of working.
Today, Eni’s Board of Directors approved the Group results for the first quarter of 2019 (unaudited). Commenting on the results, Claudio Descalzi, CEO of Eni, remarked:
“I am very pleased of the excellent industrial and financial performance delivered by Eni in IQ 2019. Particularly, in light of a substantially unchanged market scenario, the E&P business has improved its operating profit by 25% compared to the first quarter of 2018, confirming our expectations of the business growing cash generation for the full year. The results of the G&P segment also improved; the 16% increase in operating profit to €372 million puts us on the path to achieving our €500 million profit target for the full year. The performance of the Downstream R&M and Chemicals business offset the effect of weaker margins and we expect to see a broad recovery over the next nine months, particularly in oil Refining and Marketing. Overall, first quarter operations generated a cash flow of €3.42 billion, up 8% and €1.5 billion greater than the investments for the period of around €1.9 billion, which is in line with the expectations of €8 billion for the whole year. The Group confirms that it can leverage on the quality and robustness of its asset portfolio, capable of covering costs, investments and dividends at a Brent price of US$ 55, in addition to generating a cash surplus in the event of higher prices, as in current trading conditions.”
PowerPoint slide deck from Cabot Oil & Gas updating investors on the company's recent history and future plans. Cabot is the premier Marcellus Shale gas producer in the "dry gas" area of northeastern Pennsylvania (Susquehanna County). This update highlights a new 10-well pad producing over 200 million cubic feet of natural gas per day--simply astonishing. A lot of other great information in this presentation.
Premier Oil Investor Presentation 2017-FebruaryOILWIRE
Premier Oil Investor Presentation 2017-02-17, 2016 Highlights - High Operating Efficiency, Step Change in Production, Continued Portfolio Upgrading, Cost Reductions, Refinancing in Progress.
Using Data to Determine Where to Build a New Data Center at Shutterstock from...ThousandEyes
Gene Yaacobi, Infrastructure Manager at Shutterstock, presents how his team uses active probing of their applications from around the world to help with choosing new data center locations.
Bluestone Resources is a mineral exploration and development company that is focused on advancing its 100-per-cent-owned Cerro Blanco gold and Mita geothermal projects located in Guatemala. A feasibility study on Cerro Blanco returned robust economics with a quick payback. The average annual production is projected to be 146,000 ounces per year over the first three years of production with all-in sustaining costs of $579/oz (as defined per World Gold Council guidelines, less corporate general and administration.
""Over the past three years, we have transformed Eni into a leaner and more resilient company. We have built a high margin portfolio consisting of a large number of mature projects, which will secure our production growth over the medium and long term, and a huge amount of reserves, which will give us flexibility and value."
Eni: results for the third quarter and the nine months of 2017Eni
The key messages for 2017 that we presented today:
E&P will reach its highest ever level of production and will continue to add high value barrels;
G&P is structurally positive;
Chemicals is beating new records and R&M is further enhancing its resilience;
At less than $45/bbl Brent we have one of the lowest levels of cash neutrality to cover capex and a full cash dividend; and
Gearing is expected to fall to 20% at year end.
Eni: second quarter and first half of 2016 resultsEni
Claudio Descalzi, Eni’s Chief Executive Officer, commented:
“Eni has achieved significant results in the first half of 2016, despite the weak but slowly improving market environment. Hydrocarbon production beat expectations, offsetting the suspension of activity in Val d’Agri and the disruptions in Nigeria. Our main developments are proceeding on time and on budget, allowing us to confirm our expected production growth of more than 5% in 2017. Our exploration, which is focused on near field activity, has allowed us to revise upwards our expectations for new discoveries in just six months. In mid and downstream, we have achieved positive results across all of our operations due to restructuring and efficiency measures which will continue as planned. Our strategy, including the optimization initiatives and a reduced cost base, has allowed us to absorb part of the impact of a low oil price scenario with a positive contribution of €1 billion to EBIT. We are maintaining our strong balance sheet, funding capex with our cash flow at a Brent price of 50$/bl. On this basis I will propose an interim dividend of €0.40 per share to the Board.”
Eni: Integrated Model for Sustainable Energy Resource DevelopmentEni
Developing sustainable energy: Eni’s Integrated Model is a presentation to investors of the basic principles that feature the sustainability of Eni’s way of working.
Today, Eni’s Board of Directors approved the Group results for the first quarter of 2019 (unaudited). Commenting on the results, Claudio Descalzi, CEO of Eni, remarked:
“I am very pleased of the excellent industrial and financial performance delivered by Eni in IQ 2019. Particularly, in light of a substantially unchanged market scenario, the E&P business has improved its operating profit by 25% compared to the first quarter of 2018, confirming our expectations of the business growing cash generation for the full year. The results of the G&P segment also improved; the 16% increase in operating profit to €372 million puts us on the path to achieving our €500 million profit target for the full year. The performance of the Downstream R&M and Chemicals business offset the effect of weaker margins and we expect to see a broad recovery over the next nine months, particularly in oil Refining and Marketing. Overall, first quarter operations generated a cash flow of €3.42 billion, up 8% and €1.5 billion greater than the investments for the period of around €1.9 billion, which is in line with the expectations of €8 billion for the whole year. The Group confirms that it can leverage on the quality and robustness of its asset portfolio, capable of covering costs, investments and dividends at a Brent price of US$ 55, in addition to generating a cash surplus in the event of higher prices, as in current trading conditions.”
PowerPoint slide deck from Cabot Oil & Gas updating investors on the company's recent history and future plans. Cabot is the premier Marcellus Shale gas producer in the "dry gas" area of northeastern Pennsylvania (Susquehanna County). This update highlights a new 10-well pad producing over 200 million cubic feet of natural gas per day--simply astonishing. A lot of other great information in this presentation.
Premier Oil Investor Presentation 2017-FebruaryOILWIRE
Premier Oil Investor Presentation 2017-02-17, 2016 Highlights - High Operating Efficiency, Step Change in Production, Continued Portfolio Upgrading, Cost Reductions, Refinancing in Progress.
Using Data to Determine Where to Build a New Data Center at Shutterstock from...ThousandEyes
Gene Yaacobi, Infrastructure Manager at Shutterstock, presents how his team uses active probing of their applications from around the world to help with choosing new data center locations.
Czy pojęcia abstrakcyjne są jak pióra dinozaurów?Jelec Anna
Obiektyfikacja jako narzędzie poznawcze w świetle badań nad gestem i językiem osób mówiących po polsku oraz angielsku.
Ta prezentacja stanowi część mojej obrony doktorskiej i opisuje badania, w których poszukiwałam odpowiedzi na pytanie czy nasze rozumienie abstrakcyjnych pojęć opiera się na metaforze, i co o tym powiedzieć nam mogą gesty osób niewidomych.
Information on IPSA 2017 Conference "Looking Beyond the Crisis: Impact of Mass Migrations on the Local, Regional, National and EU Governance", 11-14 May 2017, Dubrovnik, Croatia
Cognitive Discourse Analysis: Frame analysis (LANCOM 3) Jelec Anna
Would you like to learn how to find and recognise frames? This week we are going to apply the knowledge about frames to analysing text. We are going to go through the basics of frame analysis and watch a video to find out the frames.
Can you identify why the term "greenhouse effect" did not prove effective in convincing Americans to act against global warming? I
Since inception, Dejour has consistently seized the advantage of our management team's talent to identify premium assets at optimal timing, and then to monetize those assets for our shareholders.
The revival and transformation of Europe’s largest onshore oilfield; the Pato...Albania Energy Association
Presentation: The revival and transformation of Europe’s largest onshore oilfield; the Patos-Marinza field
Leonidha Çobo, General Manager, Bankers Petroleum Albania Ltd
State of the Canadian Oilfield Services Industry and 2015 Outlook WebinarMNP LLP
This presentation was part of an online webinar targeted toward Oilfield Services (OFS) businesses. It gives a clear picture of the current state of the OFS industry as well as a forecast for the future, including strategies for taking advantage of forthcoming opportunities and potential challenges OFS operators may face. It also provides an overview of MNP LLP's Oilfield Services team and the assistance we can provide.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
2. NAL Energy Corporation Profile
2
TSX Symbol NAE
Market Capitalization1 $1.1 Billion
Monthly Dividend $0.05/share
Net Debt2 $376 Million
Current Shares Outstanding2 150.4 Million
Convertible Debentures
Trading Symbol NAE.DB NAE.DB.A
Coupon 6.75% 6.25%
Principal Outstanding ($MM) 80 115
Conversion Price ($/Share) 14.00 16.50
Maturity Date 31AUG12 31DEC14
Notes:
1) As at January 10, 2012
2) As at Q3/11
3. Strategic Direction – Long Term Sustainability
3
• Dividend paying E&P company
• Maximize cash flow
• Add scalable liquids opportunities
• Utilize new tools and technologies
• Deliver operating and capital cost efficiency
• Actively manage business risk
• Disciplined acquisition focus
• Balance dividend with sustaining capital
5. 2012 Corporate Plan
5
1. Grow liquids volumes
• Forecast oil volumes up 5% / Liquids mix 47% to 50%
2. Capital focused on high ROR and recycle ratio projects
• Oil focused capital projects / higher liquids yields
3. Higher proportion of low risk development capital
4. Continued appraisal activity in new oil resource plays
5. Maintain financial flexibility
6. Financial Action Plan
6
Reduce monthly
dividend to $0.05
per share
Maintain credit
lines by
focusing capital
on oil and
liquids plays
Converted bank
line from one to
three year term
in 2011
Term out a
portion of existing
bank line with
high yield
Refinance 2012
convertible
maturity ($80MM)
with debt
Financial
Flexibility
7. 2012 Full Year Guidance
7
•Production (boe/d) 28,000 – 29,000
•Capital ($MM) 200
•Operating Costs ($/boe) 11.50 – 12.00
8. 8
2012 Key Assumptions
WTI ($US/bbl) 85.00 95.00 105.00
AECO ($C/GJ) 2.50 3.00 3.50
FX (CAD/US) 1.00 0.98 0.96
Monthly Dividend ($) 4.7 0.05 4.7
Volume (boe/d) 28,500
G&A ($/boe)2 3.00 2.50 3.00
Royalties (%) 17 18 19
Oil Differential (%)3 90 90 90
DRIP Participation (%) 23 23 23
Weighted Avg Shares O/S (MM) 152.3 152 152.3
Note: 1) Commodity, FX and Royalty assumptions are held constant through the year; 2) G&A excludes Unit Based
Compensation (UBC); 3) NAL forecast price differential to C$ WTI .
9. 9
2012 Financial Forecast
Funds From Operations “FFO” ($MM) 275 265 275
Net Capital Expenditures ($MM) (200) (200) (200)
Dividends ($MM) (90) (92) (90)
Payout Ratios (% of FFO):
Basic 46 35 46
Basic + Capital 122 110 122
Basic + Capital, net of DRIP 117 102 117
10. 10
2012 Balance Sheet Forecast
Year end 2012e ($MM)
Bank Debt at Year-end 2012e 412 305 412
Working Capital Deficit 72 70 72
Net Debt 484 375 484
Convertible Debentures1
115 195 115
Total Debt 599 570 599
Net Debt/2012e Cash Flow 1.8x 1.4x 1.8x
Total Debt/2012e Cash Flow 2.2x 2.2x 2.2x
Available Capacity ($550MM bank line) 138 245 138
Notes: 1) Assumes 2012 convertible maturity ($80MM) is refinanced with either high yield or convertible
debenture. 2015 maturity shown at face value and assumes no conversion in 2012.
11. Operate Across Western Canada
11
Alberta
% Crude Oil: 45%
% of Production: 59%
British Columbia
% Gas & NGL’s: 100%
% of Production: 14%
SE Saskatchewan
% Crude Oil: 93%
% of Production: 25%
Cardium Oil
Mississippian Oil
Natural Gas
12. Operational Strategy
12
• Oil 85% of the capital program
• Deliver capital performance
• Actively managing execution risk
• Enhance capital / operational efficiency
• High grade opportunity inventory
• Farm-out unproven acreage
13. 13
2012 Capital Allocation
2011e 2012e
Drill, Complete & Tie-in 200 170
Plant & Facilities 18 10
Land & Seismic 18 10
Subtotal E&D 236 190
Other 10 10
Total 246 200
Note: Net dispositions totaled ~($29) MM in 2011
14. Capital Allocation By Play
14
$26
$23
$40
$51
$42
$34
$51
$73
$26
$26
$39
$79
$0 $10 $20 $30 $40 $50 $60 $70 $80 $90
Liquids Rich Gas
Other Oil
Mississippian Oil
Cardium Oil
(Millions)
2012
2011
2010
Note: Does not include G&A, Facilities, Land & Seismic.
Drill, Complete & Tie-in - $170 MM
15. Cardium Oil: West Central AB
15
**Resource Halo Areas provided by Canadian Discovery
• Developing selectively to 3-4 wells/section
• Local sweet-spots emerging - focus on high-
graded lands in Garrington/Westward Ho
• De-risking non-core through farm-outs
• New land deal completed in January 2012
Gross Risked Locations assuming up to 4 wells/ sec
(see Appendix)
NAL Access Lands
Tier 1 Halo
Tier 2 Halo
Tier 3 Halo
Conventional
Garrington/
Westward Ho
Lochend
16. New Cardium Land Deal Increases Inventory
16
• New four year deal finalized January 2012
• Net $6MM commitment per year
• Access to 280 (182 net) sections of Cardium
prospective land directly offsetting existing
Garrington/Westward Ho acreage
• Adds 50 new drillable Cardium locations plus
future upside
17. Cardium Oil: Cochrane / Lochend AB
17
• Sweet spot outperforming regional type
curve by 2-3 times
• New 3D applied to delineate sweet spot
• Solution gas infrastructure added
3D
0
50
100
150
200
250
300
350
400
450
500
1 13 25 37 49
ProductionVolumes(Boe/d)
Month
Lochend Sweet Spot
Lochend Normal
WWHO
Garrington
NAL Access Lands
Key Penetrations
2012 Program
2011 Program
18. Lochend Cardium Exceeding Expectations
18
• Q4 2011 results set-up active program for 2012
• Liquids and solution gas handling facilities added in 2011
Lochend
W5M 3-17-027-03 1-17-027-03 1-18-027-03 16-19-027-03 14-20-027-03 16-20-027-03 8-33-027-03
On Production
August 27,
2010
December 1,
2011
November 3,
2011
November 3,
2011
September
5, 2011
December 1,
2011
August 6,
2011
30 day IP
(boe/d)
335 310 588 840 770 300 172
90 day IP
(boe/d)
268 - - - - - 162
Current (boe/d) 174 153 258 660 234 167 100
Formation Cardium A Cardium A Cardium A Cardium A Cardium A Cardium A Cardium A
Frac Fluid Type Water Water Water Water Water Water Water
Number of Fracs 10 15 11 13 14 14 12
Lateral length
(m)
1,082 1,179 1,024 1,260 1,132 1,276 1,000
19. 30
45
39
Mississippian Prospect
Inventory: n=114
2012 Program
Drillable Inventory
Contingent
Locations
Mississippian Oil – Greater Hoffer
19
• Multiple play trends now proven
• Infrastructure in-place to:
o Facilitate pressure maintenance
o Minimize production down-time
o Reduce operating costs
• Land position increasing through strategic
farm-ins completed in Q4/11
Gross Risked Locations assuming 300 m inter-well spacing
(see Appendix)
NAL Access Lands
MSSP Producers
2012 Program
2011 Program
MSSP Oil Pools
3D Seismic Outline
Area Play-Types Schematic
Hoffer
2009 Pool Discovery
Beaubier
New Pool Discovery
Neptune
New Pool Discovery
Oungre
Pool Extension
20. Emerging Tight Oil Play – Sawn Lake
20
• Scalable, repeatable oil resource play
targeting Slave Point Platform Carbonates
– positioned in 2010 - 2011
• OOIP of up to 6 mmboe/section
• Ave 50% WI in 32 gross sections
• Analogous development at 8 wells/ sec
• Play de-risked by offsetting industry
activity
2
26
20
Slave Point Prospect
Inventory: n=48
2012 Program
Drillable Inventory
Contingent Locations
Gross Risked Locations assuming 4 wells/ sec (see Appendix)
NAL Access Lands
SLVP Penetrations
2012 Program
2011 Program
3D
1-26-91-13W5
IP: 445 bopd
& 2%WC
16-35-91-13W5
IP: 380 bopd
& 7%WC
21. Montney – Fireweed - NE British Columbia
21
• Scalable liquids-rich gas discovery in H2/11
• Initial production – 1,000 boe/d @ 100
bbls/mmcf of liquids
• EUR - 630 mboe per well
• 100% WI in 21 gas spacing units (sections)
• Second earning well drilled Q1/12
1
11
8
Montney Prospect Inventory:
n=20
2012 Program
Drillable Inventory
Contingent Locations
Gross Risked Locations assuming 3 wells/ sec (see Appendix)
NAL Access Lands
MNTY Penetrations
2012 Program
2011 Program
22. Significant Potential To Increase Oil Reserves
22
Gross Net
Drillable
Inventory
Contingent
Inventory
Total
Risked
Locations
EUR per
Well
(mboe)
Upside
Reserve
Potential
(mmboe)
Average
WI%
Upside
Reserve
Potential
(mmboe)
Cardium 151 191 342 170 58.1 65 37.8
Mississippian –
East
75 39 114 65 7.4 50 3.7
Mississippian –
West
74 37 111 85 9.4 50 4.7
Slave Point
Carbonate
28 20 48 170 8.2 100 8.2
Montney 12 8 20 630 12.6 100 12.6
635 95.7 67.0*
• Non-contingent development drilling inventory is drill-ready
• Well defined production and capital profiles
• Third Party activity is actively de-risking off-setting contingent locations
• Incremental potential exists at Fireweed and Sawn Lake to double location
tallies beyond that represented above
*Note: includes 9.2 mmboe of booked reserves
23. Extensive Land Base
23
Note: Excludes Approx 950,000 Acres (Gross) of undifferentiated Developed and Undeveloped Lands
955,000
919,000
294,000
NAL Access Lands (Gross Acres)
Developed
Undeveloped
JV
195,000
747,000
271,000
NAL Undeveloped Access Lands
(Gross Acres)
BC
Alberta
Saskatchewan
• 2.2 million gross acres • 1.2 million gross acres
24. 24
Summary & Key Messages
Sustainable
business
model
Capital
focused in
core areas
Increasing
liquids
volumes
Attractive
relative
valuation
26. 26
Experienced Management Team
Andrew Wiswell
President & CEO
John Kanik
Director, Marketing
Alex Tworo
A&D Geology
John Koyanagi
VP Business Dev.
Clayton Paradis
Director, IR
Tracy Heck
Controller
Vacant
VP Ops & COO
Keith Steeves
VP Finance & CFO
Angele Mullins
Director, HR
David Allen
Director, E&D
Deric Orton
Director, Land
Darcy Reding
Western BU
Tim Brandenborg
Non-Operated BU
Darcy Erickson
Drilling &
Completions
Jim Van Camp
Saskatchewan BU
Lance Berg
Sylvan Lake BU
27. 27
Manulife:
• Direct investor in oil and gas assets since
1990
• Long term investment horizon
• Desire to increase investment
Terms of Administrative Cost Sharing
Agreement:
• No management or acquisition fees
• Shared G&A costs
• Independently controlled board
• Long term contract - 90 day NAL Energy
exit option
Benefits:
• Enhanced technical/financial capability
• Broad market view & investment discipline
• Financial partner in transactions
Strategic Partnership with Manulife
NAL Resources Management
(manages 46,500 boe/d)
65% of assets are common
90% are operated
NAL Energy
28,500
boe/d
Manulife
18,000
boe/d
28. Non-Taxable For Many Years
28
Note: as at September 30, 2011
Available Tax Pools $ MM
Canadian Exploration Expense 91
Canadian Development Expense 442
Canadian Oil & Gas Property Expense 417
Undepreciated Capital Costs 261
Other (including loss carry forwards) 328
Total 1,539
30. 30
Available Credit Lines
Credit Lines ($MM)
2011
Bank of Montreal* 145
Royal Bank of Canada 110
CIBC 87.5
Bank of Nova Scotia 87.5
Alberta Treasury Branch 40
National Bank Financial 40
Union Bank of California 40
Total 550
* Includes $15 million of working capital facility
$247 MM of
credit
available as
at Sept. 30th
31. Hedging Programs Manage Risk
31
• Objective - Protect cash flow for the purposes of
sustaining dividends and maintaining an active capital
program
• Board approval: maximum of 60% of net revenue
• Counterparties: all Canadian chartered banks
32. 2012 Hedging Program
32
•Crude oil hedges:
• 67% of 2012 oil volumes
• Average floor price of US$ 97.42/bbl
•Natural gas hedges:
• 12% of 2012 gas volumes
• Average floor price of C$ 4.05/GJ
•Interest rate:
• 30 – 35% of 2012 bank debt @ 1.71%*
•Foreign Exchange:
• 45% of 2012 US$ exposure @ 1.01(70% collared to 1.045)
* All in bank interest rate 5.1% after bank fees
33. Note: All counterparties are Canadian banks in our syndicate.
• For calendar 2012, there are 4 swap contracts for a total of 1,250 bbl/d at an average price of $100.96, that contain extendable call options. These options
provide the counterparty with the right to extend the contract into calendar 2013 under the same price and volumetric terms. The counterparty can exercise
this option anytime before December 31, 2012.
33
Crude Oil Hedge Positions
Crude Oil Hedge Contracts as at 1/5/2012
Q1-12 Q2-12 Q3-12 Q4-12
US$ Collar Contracts
$US WTI Collar Volume (b/d) 900 900 700 700
Bought Puts – Average Strike Price ($US/bbl) 101.11 101.11 101.43 101.43
Sold Calls – Average Strike Price ($US/bbl) 117.07 117.07 117.66 117.66
US$ Swap Contracts
$US WTI Swap Volume (b/d)* 6,950 6,950 6,750 6,750
Average WTI Swap Price ($US/bbl) 97.03 97.03 96.93 96.93
Cdn$ Collar Contracts
$Cdn WTI Collar Volume (b/d)
Bought Puts – Average Strike Price ($Cdn/bbl)
Sold Calls – Average Strike Price ($Cdn/bbl)
Cdn$ Swap Contracts
$Cdn WTI Swap Volume (b/d)
Average WTI Swap Price ($Cdn/bbl)
Total Volume (b/d) 7,850 7,850 7,450 7,450
34. 34
Natural Gas Hedge Positions
Natural Gas Hedge Contracts as at 1/5/2012
Q1-12 Q2-12 Q3-12 Q4-12
Collar Contracts
AECO Collar Volume (GJ/d)
Bought Puts – AECO Average Strike Price
($Cdn/GJ)
Sold Calls – AECO Average Strike Price
($Cdn/GJ)
Swap Contracts
AECO Swap Volume (GJ/d) 24,000 5,000 5,000 3,674
AECO Average Price ($Cdn/GJ) 3.98 4.16 4.16 4.17
Total Volume (GJ/d) 24,000 5,000 5,000 3,674
Note: All counterparties are Canadian banks in our syndicate.
35. 35
Interest Rate Hedge Positions
Financial Interest Rate Swap Contracts as at 1/5/2012
Remaining Term Notional (Cdn $MM) Floating Rate
(Receive)
Fixed Rate
(Pay)
Oct 2011– Jan 2013 22 CAD-BA-CDOR 3 month 1.3850%
Oct 2011– Jan 2014 22 CAD-BA-CDOR 3 month 1.5100%
Oct 2011 – Mar 2013 14 CAD-BA-CDOR 3 month 1.8500%
Oct 2011 – Mar 2013 14 CAD-BA-CDOR 3 month 1.8750%
Oct 2011 – Mar 2014 14 CAD-BA-CDOR 3 month 1.9300%
Oct 2011 – Mar 2014 14 CAD-BA-CDOR 3 month 1.9850%
Total Notional (Cdn $) 100*
* Fixed approximately 30% of floating bank debt ($325MM average for 2012e)
Note: All counterparties are Canadian banks in our syndicate.
36. 36
Foreign Exchange Hedge Positions
Option Fixing Range
(USD/CAD)
Notional (US) per
month
Term Counterparty Floating Rate
0.97 – 1.04 $1.0 MM Jan 1, 2012 to Dec 31, 2012 BofC Monthly Average Noon Rate
When the monthly average noon spot foreign exchange rate exceeds the fixing range, NAL is committed to selling the above listed USD at the lower fixing rate
for that month. To the extent the monthly average spot foreign exchange rate is below the lower fixing rate, NAL has a commitment to sell the above listed
USD at the lower fixing rate. When the monthly average noon spot foreign exchange rate falls within the fixing range, NAL has no commitment to sell USD.
When the monthly average noon spot foreign exchange rate is outside the payout range, the monthly premium is forfeited. NAL is committed to selling the
above listed USD at the upper payout range value for that month when the average noon spot foreign exchange rate exceeds the payout range.
Note: FX contracts as at 01/05/2012.
Fade-in Level
(USD/CAD)
Strike Price
(USD/CAD)
Participation Level
(USD/CAD)
Notional (US)
per month
Term Counterparty Floating Rate
0.92 0.985 1.03 $2.0 MM Jan 1, 2012 to Dec 31, 2012 BofC Monthly Average Noon Rate
0.91 1.0075 1.05 $1.5 MM Jan 1, 2012 to Dec 31, 2012 BofC Monthly Average Noon Rate
0.935 1.00 1.05 $0.5 MM Jan 1, 2012 to Dec 31, 2012 BofC Monthly Average Noon Rate
0.92 1.012 1.0625 $0.5 MM Jan 1, 2012 to Dec 31, 2012 BofC Monthly Average Noon Rate
0.92 0.995 1.035 $1.0 MM Jan 1, 2012 to Dec 31, 2012 BofC Monthly Average Noon Rate
0.93 1.04 1.075 $0.5 MM Jan 1, 2012 to Dec 31, 2012 BofC Monthly Average Noon Rate
0.90 1.065 1.15 $1.0 MM Jan 1, 2013 to Sept 30, 2013 BofC Monthly Average Noon Rate
Option Payout Range
(USD/CAD)
Notional (US) per
month
Term Counterparty Floating Rate Monthly
Premium
Received
0.93 - 1.01 $2.0 MM Jan 1, 2012 to Dec 31, 2012 BofC Monthly Average Noon Rate CAD $40K
0.90 - 1.15 $1.0 MM Jan 1, 2013 to Sept 30, 2013 BofC Monthly Average Noon Rate CAD $40K
NAL is fixed to sell USD on a monthly basis at the strike price. If the Bank of Canada monthly average noon rate is below the fade-in level or between the strike and
participating level, NAL has no commitment to sell USD.
37. 37
Foreign Exchange Hedge Positions
Fixed Rate
(USD/CAD)
Notional (US)
per month
Term Counterparty Floating Rate
0.9954 $2.0 MM Jan 1, 2012 to Dec 31, 2012 BofC Monthly Average Noon Rate
1.0565 $1.5 MM Jan 1, 2012 to Dec 31, 2012 BofC Monthly Average Noon Rate
NAL has a monthly commitment to settle the above fixed rates against the Bank of Canada monthly average noon rate.
Note: FX contracts as at 01/05/2012.
39. Understanding Our Inventory
39
Prospect
Attributes
Risked
Inventory
>100% ROR
Tier 1 locations Tier 2 locations Tier 3 locations
Failed Proof-of-concept
Positioning Barriers
Execution Barriers
80%
50%
20%
Drillable
Immediately
Proven
Economic
Well Constrained by Mapping
Positioning complete
Drillable in
Near Term Drillable in
Medium Term
20% ROR
Geoscience Professionals
Feeding Prospect Hopper
Un-Risked
Inventory
(n=2,750)
(n=1,150)
Risk
Factors
40. Understanding Our Inventory
40
• Drillable Inventory equals
• 100% of Tier 1 Locations
• Total Risked Inventory equals
• 90% of Tier 1 locations plus
• 50% of Tier 2 locations plus
• 10% of Tier 3 locations
• Contingent Inventory equals
• Total Risked Inventory minus Drillable Inventory
41. 2010 – Stable Reserves Performance
41
•Reserves performance in the McDaniel report
was stable and predictable
•109% total production replacement,
approximately 90% through the drill bit
•3 yr average F&D of $18.80/boe; FD&A of
$21.86/boe
42. 42
Reserves & Capital Efficiency Summary
2010 2009
Reserves (MMboe)
Proved 71.0 70.91
Proved + Probable (“P+P) 103.9 102.21
P+P Reserves/sh (boe/sh) 0.71 0.74
RLI (years)
P+P 9.4 9.2
Reserves Replacement Ratio
P+P (excluding A&D) 90% 131%
P+P (including A&D) 109% 445%
Three Year
Weighted Average
Including Changes in Future Development Capital 2010 2009 2008 2008 – 2010
Finding & Development Costs ($/boe)
Proved 21.41 18.52 14.18 17.92
P+P 22.60 17.86 16.24 18.80
F&D Recycle Ratio(3)
Proved 1.4 1.7 3.0 1.9
P+P 1.3 1.8 2.6 1.8
Finding, Development & Acquisition Costs ($/boe)
Proved 22.37 27.87 19.41 24.77
P+P 22.85 22.33 19.66 21.86
43. 43
PDP reserves represent a high percentage of total proved
Conservatively Booked Reserves
96%
93%
94%
95%
94%
85% 86%
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
2004 2005 2006 2007 2008 2009 2010
Mboe
PROVED PRODUCING
45. 45
Stable Reserves Per Share Performance
Note: DARPU calculated using year-end reserves, net debt, convertibles and units outstanding.
Net debt converted to units using annual average unit price. Converts converted to units at strike price
Stable reserves per share performance reinvesting approximately 59% of cash flow
0.00
0.10
0.20
0.30
0.40
0.50
0.60
0.70
2007 2008 2009 2010
Mboe/000units
46. 46
Stable Production Per Share Performance
Note: Production per unit calculated using annual average production and annual average units outstanding.
This metric is not debt-adjusted given complications in calculating average annual debt figures.
Stable production per share performance reinvesting
approximately 59% of cash flow
10,000
15,000
20,000
25,000
30,000
35,000
0
20
40
60
80
100
120
2007 2008 2009 2010
Production(boe/d)
boe/000units
P+P Reserves Per Unit Annual Average Production
47. 47
2012 Sensitivities on FFO
Impact on FFO – Excluding Hedges
Change ($MM) $/share
WTI ($US/bbl) $5.00 16.9 0.11
AECO ($C/GJ) $0.50 14.4 0.09
FX (CAD/US) $0.01 3.4 0.02
Prime Rate 1.0% 3.4 0.02
Production (bbl/d) 100 2.1 0.01
Production (mmcf/d) 1 0.4 0.003
Oil Differential 1.0% 3.9 0.03
Gas Differential 1.0% 0.9 0.01
Note: Excludes impact of hedge contracts
48. 48
2012 Sensitivities on FFO
Impact on FFO – Including Hedges
($MM) $/share
WTI ($US/bbl) $5.00 2.9 0.02
AECO ($C/GJ) $0.50 12.7 0.08
FX (CAD/US) $0.01 2.3 0.02
Prime Rate 1.0% 2.4 0.02
Note: Includes impact of hedge contracts
50. 50
Sell-side Research
Analyst Firm Recommen
Gordon Tait BMO Capital Markets Market
Grant Hofer Barclays Capital Unde
Jeremy Kaliel CIBC World Markets Sector Outpe
Kevin C.H. Lo FirstEnergy Capital Market
Stacey McDonald GMP Securities
Cristina Lopez Macquarie Capital
Kyle Preston National Bank Financial Out
Jeff Martin Peters & Co. Sector
Kristopher Zack Raymond James Market
Mark Friesen RBC Capital Markets Sector
Gordon Currie Salman Partners
Patrick Bryden Scotia Capital Sector
Michael Zuk Stifel Nicolaus
Travis Wood TD Securities
51. 51
EXECUTIVE TEAM
Andrew Wiswell President & CEO
Keith Steeves VP Finance & CFO
John Koyanagi VP Business Development
INVESTOR RELATIONS
Clayton Paradis Director, Investor Relations
Local: (403) 294-3620
Toll-free: (888) 223.8792
E-mail: investor.relations@nal.ca
Corporate Information
TRUSTEE AND TRANSFER AGENT
Computershare Trust Company
of Canada
AUDITOR
KPMG
ENGINEERING CONSULTANTS
McDaniel & Associates
LEGAL COUNSEL
Bennett Jones LLP
STOCK EXCHANGE LISTING
& SYMBOL
Toronto Stock Exchange: NAE
EXECUTIVE OFFICE
1000 – 550 6th Avenue SW, Calgary, Alberta, T2P 0S2
Website: www.nalenergy.com
52. Disclaimers
52
• Forward Looking Statements
• This document contains statements that constitute “forward-looking information” within the meaning of applicable securities legislation as to NAL
Energy Corporation’s (“NAL’s”) internal projections, expectations and beliefs relating to future events or future performance. This forward-looking
information includes, among others, statements regarding: NAL’s strategic focus, business strategy and plans and budgets; business plans for drilling,
exploration and development, including drilling locations; estimates of production and operations performance; forecasted commodity price estimates
of future sales; estimated amounts, allocation and timing of capital expenditures; estimates of operating costs and unit operating costs; the estimated
timing and results of new development programs; estimates of anticipated funds from operations, cash flow, netbacks, dividends, working capital and
debt levels; estimated rates of return; the anticipated results of NAL’s divestiture program; various tax matters related to NAL; NAL’s hedging program;
NAL’s prospect inventory; and other expectations, beliefs, plans, goals, objectives, assumptions, information and statements about possible future
events, conditions, results of operations or performance.
• Various assumptions were used in drawing the conclusions or making the forecasts and projections contained in the forward-looking information
contained in this presentation including, without limitation, with respect to commodity prices, interest rates, exchange rates, royalty rates, general
and administrative expenses, the success of NAL's drilling programs and the production profile of NAL's oil and natural gas reserves. Forward-looking
information is based on current expectations, estimates and projections that involve a number of risks, which could cause actual results to vary and in
some instances to differ materially from those anticipated by NAL and described in the forward-looking information contained in this document. Undue
reliance should not be placed on forward-looking information. The material risk factors include, but are not limited to: the risks of the oil and gas
industry, such as operational risks in exploring for, developing and producing oil and natural gas, market demand and unpredictable facilities outages;
risks and uncertainties involving the geology of oil and gas deposits; the uncertainty of estimates and projections relating to production, costs and
expenses; potential delays or changes in plans with respect to exploration or development projects or capital expenditures; risk that adequate pipeline
capacity to transport oil and natural gas to market may not be available; fluctuations in oil and gas prices, foreign currency exchange rates and interest
rates; the outcome and effects of any future acquisitions and dispositions; safety and environmental risks; uncertainties as to the availability and cost
of financing and changes in capital markets; competitive actions of other industry participants; changes in general economic and business conditions;
the possibility that government policies or laws may change or governmental approvals may be delayed or withheld; changes in tax laws; changes in
royalty rates; the results of NAL’s risk mitigation strategies, including insurance; and NAL’s ability to implement its business strategy. Readers are
cautioned that the foregoing list of risk factors is not exhaustive. Additional information on these and other factors which could affect NAL’s operations
or financial results are included in NAL’s most recent Annual Information Form and Annual Financial Report. In addition, information is available in
NAL’s other filings with Canadian securities regulatory authorities.
• Forward-looking information is based on the estimates and opinions of NAL’s management at the time the information is released.
• Boe Conversion
• Throughout this press release, the calculation of barrels of oil equivalent (boe) is based on the widely recognized conversion rate of six thousand cubic
feet (mcf) of natural gas for one barrel (bbl) of oil. Boes may be misleading, particularly if used in isolation. A boe conversion ratio of 6 mcf:1 bbl is
based on an energy equivalence conversion method primarily applicable at the burner tip and does not represent a value equivalence at the wellhead.
• All dollar amounts in Canadian dollars, unless otherwise stated.