El Paso Corporation provides natural gas and related energy products. The presentation discusses El Paso's plans to meet its 2009 debt maturities through capital expenditure reductions and potential asset sales while executing its $8 billion pipeline backlog. It also outlines El Paso's significant unproved natural gas resources and lower-risk development programs. El Paso expects its hedging program to provide stability in 2009 and sees opportunities for growth in its international and shale gas exploration.
energy future holindings 2008_EEI_Deck_FINALbfinance29
This presentation provides an overview of Energy Future Holdings Corporation and its subsidiaries. EFH has three distinct business segments: Oncor Electric Delivery, Texas Competitive Electric Holdings, and Luminant. Oncor is the largest transmission and distribution utility in Texas. TCEH includes TXU Energy, the largest retail electricity provider in Texas, and Luminant, the second largest power generator in the state. The presentation discusses key initiatives and value drivers for each business, including large capital expenditure programs. It also reviews the debt structure of EFH and liquidity position of the holding company.
The document summarizes Murphy Oil Corporation's 2012 Analyst Day presentations in El Dorado, Arkansas on May 8, 2012. The agenda included financial overview by Kevin Fitzgerald, exploration and production overview by Roger Jenkins and Sam Algar, downstream overview by Tom McKinlay, and wrap up. In the financial overview, Kevin Fitzgerald discussed Murphy's strong financial position, liquidity sources, historically low debt levels, and projected cash flows and capital expenditures through 2015. The exploration and production presentation by Roger Jenkins and Sam Algar focused on Murphy's strategy to maintain an oil-weighted resource base through impactful exploration and reducing development cycle times. They discussed progress and plans for ongoing oil projects in North America and Malaysia as well as shifting capital from
This presentation provides an overview of the company's key investment highlights:
1) It has a diversified portfolio of coal reserves and midstream assets, including over 800 million tons of high-quality coal reserves and a 4,263 mile pipeline network.
2) The company recently simplified its capital structure to enhance growth potential by merging with another company and eliminating incentive distribution rights.
3) Its coal royalty business provides stable cash flows through long-term leases with experienced operators and natural hedging between producers and end users.
4) The midstream segment has excellent organic growth opportunities in the Marcellus Shale through its fee-based business model and existing infrastructure.
Terex provides a presentation containing forward-looking statements about its business and financial performance. It warns that actual results could differ materially from expectations due to risks including economic conditions, competition, regulations, and access to capital. Terex aims to delight customers, attract top talent, and be the most profitable and responsive company in its industry. It has a diversified portfolio of equipment businesses and geographic presence.
Cobre del Mayo operates the Piedras Verdes copper mine in Mexico, the third largest copper mine in the country. It produces copper cathode through heap leaching and SX/EW processes, and sells ore to a nearby flotation plant for copper concentrate production. Since being acquired in 2009, the company has invested over $300 million to transform the mine into a low-cost, high-quality copper producer. Recent financial performance has shown improving production volumes, sales, and profitability. Cobre del Mayo also recently acquired a 40% stake in the adjacent flotation plant to further optimize operations across both sites.
Jim Yardley, president of a pipeline group, presented at a conference on the natural gas pipeline outlook. He discussed several challenges facing the industry, including ensuring adequate gas supply for the US, building needed infrastructure given rising costs and workforce issues, determining gas's role in greenhouse gas policy, and maintaining safety in pipeline operations and damage prevention. While there are significant opportunities, meeting these challenges will be important for the continued delivery of gas safely and reliably.
MPX reported strong 4Q10 results and outlined its growth strategy for 2011. It raised up to R$1.3 billion to fund key ventures in natural gas exploration and coal mining in Colombia. Construction of three power plants in Brazil, totaling 1,445 MW, is 90% complete with startups expected in 2H11 and 1H12. MPX has the largest licensed greenfield power portfolio in South America at 11 GW across various fuel sources and countries.
UGI Corporation is a balanced growth and income investment. It has a diversified portfolio of businesses including domestic and international propane, midstream and marketing, and utilities. This provides multiple revenue streams and risk hedging. The company aims for 6-10% EPS growth and 4% dividend growth annually through operational excellence, investments, and acquisitions. Significant cash generation supports growth and a growing dividend. UGI pursues further growth through organic investments and acquisitions.
The 2003 annual report summarizes Sempra Energy's performance for the year. [1] Sempra Energy is a Fortune 500 energy services company based in San Diego, California with $7.9 billion in revenues and nearly 13,000 employees worldwide. [2] In 2003, Sempra Energy reported net income of $649 million, up 9.8% from 2002, and earnings per share of $3.03, up 5.6% from the previous year. [3] The report discusses progress made in resolving issues facing the company and outlines continued growth opportunities through projects such as new liquefied natural gas import terminals.
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 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.
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.
- 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 document provides a summary from Dick Kelly, Chairman and CEO of Xcel Energy, at the Edison Electric Institute Financial Conference in November 2006. It discusses Xcel Energy's strategy of building its core utility business through meeting customer needs, environmental leadership, and regulatory and legislative accomplishments. Key points include delivering competitively priced and reliable energy, leading in renewables and emissions reductions, and significant investment opportunities through 2020 to support growth. Earnings guidance of $1.25-1.35 per share is provided for 2006 and $1.35-1.45 for 2007.
This document provides a summary from Dick Kelly, Chairman and CEO of Xcel Energy, at the Edison Electric Institute Financial Conference in November 2006. It discusses Xcel Energy's strategy of building its core utility business through meeting customer needs, environmental leadership, and regulatory and legislative accomplishments. Key points include delivering competitively priced and reliable energy, leading in renewables and emissions reductions, and significant investment opportunities through 2020 to support growth. Earnings guidance of $1.25-1.35 per share is provided for 2006 and $1.35-1.45 for 2007.
This document provides a summary from Dick Kelly, Chairman and CEO of Xcel Energy, at the Edison Electric Institute Financial Conference on November 5-8, 2006. It discusses Xcel Energy's strategy of building its core utility business through meeting customer needs, environmental leadership, and regulatory and legislative accomplishments. It outlines investment opportunities from 2006-2020 and provides earnings guidance for 2006 and 2007.
Doug Foshee, President and CEO of El Paso Corporation, presented at an annual investor conference on September 20, 2005. He summarized that El Paso has made significant progress in turning the company around, reducing net debt from $20.5 billion to $15.9 billion through asset sales and debt reduction. Production has stabilized at around 900 million cubic feet equivalent per day, and the company is well positioned with natural gas assets. El Paso expects substantial leverage to higher natural gas prices in 2006, with every $1 per million BTU increase providing around $200 million in additional cash flow.
Doug Foshee, President and CEO of El Paso Corporation, presented at an annual investor conference on September 20, 2005. He summarized that El Paso has made significant progress in turning the company around, reducing net debt from $20.5 billion to $15.9 billion through asset sales and debt reduction. Production has stabilized at around 900 million cubic feet equivalent per day, and the company is well positioned with natural gas assets. El Paso expects substantial leverage to higher natural gas prices in 2006, with every $1 increase in gas prices above $5 providing around $200 million in additional cash flow.
John Hopper presented at the Deutsche Bank High Yield Conference on September 28, 2005. The presentation summarized El Paso Corporation's progress in its turnaround, including significant debt reduction, asset sales exceeding targets, and stabilization of production. It highlighted the strength of El Paso's pipeline network and opportunities for growth projects. The production business was discussed as having completed its turnaround with a shift toward more predictable onshore assets. El Paso was positioned for substantial leverage to higher natural gas prices in 2006.
This document provides an overview and summary of Xcel Energy's strategy for sustainable growth between 2006-2020. It discusses Xcel's focus on building its core utility business through meeting customer needs, environmental leadership, and constructive regulation. Key initiatives include investments in renewable energy, emissions reductions, and new technologies. The document also summarizes Xcel's recent rate case outcomes, future investment opportunities, sources of cash, and earnings guidance. It outlines Xcel's objectives of 5-7% annual EPS growth and increasing the dividend by 2-4% annually.
This document provides an overview and summary of Xcel Energy's strategy to deliver sustainable growth through 2020. It discusses Xcel's goals of meeting customer needs, showing environmental leadership, and working to shape public policy. Key initiatives include renewable energy investments, emissions reductions, and new technologies like IGCC with carbon sequestration. Recent rate cases have allowed recovery of costs for projects like Comanche Unit 3 and emissions reductions. Planned investments are expected to drive 5-7% annual EPS growth through 2020 while maintaining the dividend.
This document provides an overview and summary of Xcel Energy's strategy to deliver sustainable growth through 2020. It discusses Xcel's goals of meeting customer needs, showing environmental leadership, and working to shape public policy. Key initiatives include renewable energy investments, emissions reductions, and new technologies like IGCC with carbon sequestration. Recent rate cases have allowed recovery of costs for projects like Comanche Unit 3 and emissions reductions. Planned investments are expected to drive 5-7% annual EPS growth through 2020 while maintaining the dividend.
xcel energy 12_6XcelUtilityWeekSECwAppendix12062006finance26
This document provides a summary of Xcel Energy's strategy to build a sustainable core business through 2022. It discusses plans to meet customer needs through competitive pricing and reliability, demonstrate environmental leadership in renewables and emissions reductions, and work with regulators and legislators to establish constructive policies. Key initiatives include the Colorado Emission Reduction Program, Comanche Unit 3, and CapX2020 transmission projects. Financial forecasts illustrate funding growth through operations, debt, and a dividend reinvestment plan while maintaining investment grade credit ratings.
xcel energy 12_6XcelUtilityWeekSECwAppendix12062006finance26
This document provides a summary of Xcel Energy's strategy to build a sustainable core business through 2022. It discusses plans to meet customer needs through competitive pricing and reliability, demonstrate environmental leadership in renewables and emissions reductions, and work with regulators and legislators to establish constructive policies. Key initiatives include the Colorado Emission Reduction Program, Comanche Unit 3, and CapX2020 transmission projects. Financial forecasts illustrate funding growth through operations, debt issuances, and a dividend reinvestment plan while maintaining investment grade credit ratings.
xcel energy 12_6XcelUtilityWeekSECwAppendix12062006finance26
This document provides a summary from Xcel Energy's Vice President and CFO to Wall Street analysts on the company's strategy for sustainable growth. The strategy focuses on building the core business by meeting customer needs, showing environmental leadership, and helping shape public policy. It outlines accomplishments in recent rate cases and regulatory approvals. The CFO projects $1.6-1.7 billion in annual capital expenditures through 2020 to upgrade infrastructure and add new generation. Financing plans include the dividend reinvestment plan, modest debt increases, and hybrid securities to fund the estimated $500 million or less in annual capital needs while maintaining investment grade credit ratings.
el paso C0A209DE-4313-4A81-8B00-54550DEAC9E8_Barclays_Fixed_Income_032509finance49
El Paso Corporation provides natural gas and related energy products. It has raised its liquidity to $3.3 billion and reduced capital spending thoughtfully in response to market challenges. The company has set 2009 financial targets including EPS of $0.85-1.05 and EBIT of $2.0-2.3 billion. It has a large pipeline backlog that is expected to generate $1.2 billion in incremental EBITDA. El Paso also has significant natural gas and oil reserves and is focusing its $0.9-1.3 billion capital budget on lower-risk exploration and production programs.
el paso C0A209DE-4313-4A81-8B00-54550DEAC9E8_Barclays_Fixed_Income_032509finance49
El Paso Corporation provides natural gas and related energy products. It has raised its liquidity to $3.3 billion and reduced capital spending thoughtfully in response to market challenges. The company has set 2009 financial targets including EPS of $0.85-1.05 and EBIT of $2.0-2.3 billion. It has a large pipeline backlog that is expected to generate $1.2 billion in incremental EBITDA. El Paso also has significant natural gas reserves and is focusing its $0.9-1.3 billion capital budget on lower-risk exploration and production programs.
This document provides an overview of Xcel Energy's strategy to align stakeholders and achieve success through 2022. Key points include:
- Xcel Energy is well positioned for renewable energy growth and potential climate policies due to its ability to meet renewable portfolio standards and environmental initiatives across eight states.
- The company forecasts renewable resources such as wind, solar, and biomass will grow substantially to comprise 24% of its energy mix by 2020 compared to 9% in 2007.
- Xcel Energy is seeking rate relief through rider mechanisms and rate cases to recover investments in transmission, renewable generation, and other capital projects aimed at reducing emissions.
- The company expects to deliver 5-7% annual EPS growth and 2
This document provides an overview of Xcel Energy's strategy to align stakeholders and achieve success through 2022. Key points include:
- Xcel Energy is well-positioned for renewable portfolio standards and environmental regulations due to its renewable resources and ability to provide clean energy.
- The company addresses public policy mandates for renewable energy and carbon reduction in its states. It is expanding investment in renewable generation such as wind and solar.
- Xcel Energy forecasts strong rate base and earnings per share growth through 2020 driven by its capital expenditure plans focused on generation, transmission and distribution investments.
- The company maintains constructive regulation with enhanced recovery mechanisms which support its investment opportunities and financial execution.
Similar to el paso 11_20_Hopper_BofACreditConferenceFINALv2(Web) (20)
This investor presentation provides an overview of Jarden Corporation. In 3 sentences: Jarden is a diversified global consumer products company with a portfolio of over 100 brands across multiple segments. It has established processes for continuous improvement to drive organic growth and integrate acquisitions. The presentation discusses Jarden's strategy, brand strengths, growth approach, operating culture, and framework for ongoing process improvement.
This investor presentation provides an overview of Jarden Corporation. In 3 sentences: Jarden is a diversified global consumer products company with a portfolio of over 100 brands across multiple segments. It has established resilient business platforms and market-leading brands. Jarden's growth strategy focuses on organic growth through increased investment and acquisitions of core, tuck-in businesses that strategically fit with its international focus.
Alltrista Corporation is a leading provider of niche consumer products used for home food preservation. In 2001, Alltrista undertook strategic initiatives to focus on its core consumer products business, including the divestiture of non-core businesses. As a result, Alltrista reported a net loss of $85.4 million for 2001 due to special charges associated with divestitures and restructuring costs. However, the divestitures and restructuring positioned Alltrista to focus on growing its consumer products business through the planned acquisition of Tilia International, which would make Alltrista the market leader in home vacuum packaging systems.
Alltrista sold off non-core businesses in 2001 to focus on consumer products, especially those related to home food preservation. This included brands for canning and vacuum packaging. The divestitures removed financial burdens and generated tax refunds. Alltrista also closed an office to reduce costs. Going forward, the strategy is to leverage leadership in niche consumer product markets to drive growth, with an acquisition of Tilia planned to expand into vacuum packaging.
This document is Jarden Corporation's 2002 Annual Report. It provides an overview of the company's performance in 2002 including financial highlights and summaries of its main business segments: branded consumables, home vacuum packaging, plastic consumables, and other. It discusses the company's acquisition of Tilia and strategic direction to build a world-class consumer products company with leading market shares in niche branded consumable products.
This document is Jarden Corporation's 2002 Annual Report. It provides an overview of the company's performance in 2002 including financial highlights and summaries of its main business segments: branded consumables, home vacuum packaging, plastic consumables, and other. It discusses the company's acquisition of Tilia and strategic direction to build a world-class consumer products company with leading market shares in niche branded consumable products.
The 2003 annual report summarizes Jarden Corporation's financial and operating results for the year. It discusses record financial performance with revenues surpassing $500 million and cash flow from operations exceeding $70 million. It also highlights the acquisitions of Diamond Brands and Lehigh Consumer Products, which added over $250 million in annual revenue. The Chairman expresses optimism that 2004 will be another record year as the company continues executing its strategy of building a portfolio of market-leading consumer brands.
The 2003 annual report summarizes Jarden Corporation's financial and operating results for the year. It discusses record financial performance with revenues surpassing $500 million and cash flow from operations exceeding $70 million. It also highlights the acquisitions of Diamond Brands and Lehigh Consumer Products, which added over $250 million in annual revenue. The Chairman expresses optimism that this is just the beginning and that Jarden will continue executing its strategy to deliver strong growth.
The document summarizes Jarden Corporation's 2004 annual report. It discusses record financial results in 2004, including 5% organic sales growth and 18% EBITDA margins. It also highlights acquisitions of The United States Playing Card Company and American Household, Inc., owner of brands like Coleman and Sunbeam. The acquisition of American Household tripled Jarden's revenue base and provides opportunities for margin expansion and earnings growth.
The document is Jarden Corporation's 2004 annual report. It discusses Jarden's record financial results in 2004, including organic sales growth of 5% and EBITDA margins of 18% excluding non-cash charges. It also summarizes two acquisitions completed in 2004 - The United States Playing Card Company and American Household, Inc. - and how they will help Jarden expand its business and drive margin improvement towards a target of 15% over five years. The report highlights the company's focus on innovation through new product introductions and maintaining financial flexibility.
This annual report summarizes Jarden Corporation's financial performance in 2005. It discusses the company's acquisition of American Household and The Holmes Group, which expanded its consumer solutions segment. It also highlights initiatives across its various business segments, including new product introductions, employee programs, and efforts to improve operations. The Chairman expresses pride in the company's strong growth and record results in 2005, with revenues reaching $3.2 billion, nearly halfway to its goal of doubling EPS within 3 to 5 years.
This annual report summarizes Jarden Corporation's financial performance in 2005. It discusses the company's acquisition of American Household and The Holmes Group, which expanded its consumer solutions segment. It also highlights initiatives across its various business segments, including new product introductions, employee programs, and efforts to improve operations. The Chairman expresses pride in the company's strong growth and record results in 2005, with revenues reaching $3.2 billion, nearly halfway to its goal of doubling EPS within 3 to 5 years.
Jarden Corporation reported record financial performance in 2006, with net sales increasing 21% to $3.85 billion and consolidated segment earnings growing 23% to $442 million. The annual report provides an overview of the company's three business segments - Branded Consumables, Consumer Solutions, and Outdoor Solutions - and their financial contributions. It also highlights new products, operational efficiencies, and initiatives around veterans hiring, outdoor recreation, and sustainability. Chairman Martin Franklin expressed confidence that the company is on track to double adjusted earnings per share within three to five years.
Chiquita Brands experienced a difficult year in 1999 due to severe banana price declines in Europe resulting from an overallocation of EU banana import licenses. Weak economies in Eastern Europe and Russia also negatively impacted pricing. Operating income declined compared to 1998. However, the company's Processed Foods business saw improved earnings. Chiquita completed a workforce reduction to streamline operations and generate annual savings. The EU banana import regime remains in noncompliance with international trade laws and continues to be challenged at the WTO.
Chiquita Brands International announced a proposed restructuring of $862 million in publicly-held debt discussed in the annual report. If successful, the restructuring would convert a significant portion of the debt into common equity, diluting existing shareholders. The restructuring process is still in the early stages and will continue past the customary May date for the annual shareholder meeting, which has been rescheduled for September 12, 2001. Shareholders will receive proxy materials in advance of the September meeting. The company's website and SEC filings provide information on the restructuring, operations, and other developments.
This document provides an update on Chiquita's progress against its three-year strategic plan to focus on its core banana business, drive better performance through cost reductions, and strengthen its balance sheet. Some key updates include selling non-core assets to focus on bananas, implementing cost saving programs with a target of $70 million in annual savings by 2005, reducing debt by over $100 million in 2002, and plans to invest cash flow into new growth opportunities once debt targets are met.
This document is Chiquita Brands International's 2003 annual report. It summarizes the company's financial performance and operational highlights for 2003. The key points are:
- Operating income doubled to $140 million compared to previous periods, due in part to asset sales. Debt was reduced by $122 million, achieving a $400 million target early.
- Productivity increased 12% on owned banana farms and a new fresh cut fruit business was successfully launched. Labor and food safety certifications were also earned.
- The company aims to leverage its brand and expand into higher-margin fruit businesses, targeting 30% of revenues from new businesses in 5 years. Transformation will include a focus on marketing and new talent.
Chiquita Brands International is a leading marketer and producer of bananas and other fresh produce. In 2004, the company achieved several financial and operational goals including 18% sales growth to $3.1 billion, a 23% increase in operating cash flow to $92 million, and an 11% reduction in total debt. The CEO discusses the company's strategy to strengthen its core banana business, pursue profitable growth through new acquisitions and segments, build a high-performance organization, and improve profitability in North America. Key goals for 2005 include completing the acquisition of Fresh Express to diversify product offerings and integrating the new leadership team to execute the long-term strategy.
This document is Chiquita Brands International's 2005 Annual Report. Some key highlights include:
- Net sales grew 27% to a record $3.9 billion in 2005. Operating income increased 66% to $188 million and net income grew 138% to $131 million.
- The company continued strengthening its management team and board. It also acquired Fresh Express, the US market leader in value-added salads.
- In Europe, Chiquita reinforced its brand leadership in the face of a controversial new EU banana import regime. In North America, it achieved its first meaningful increase in banana pricing in over 15 years.
- Fresh Express accelerated its market leadership in retail value-added salads to a
INTRODUCTION TO FISCAL ECONOMICS OR PUBLIC FINANCEDr T AASIF AHMED
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Public Expenditure & its Classifications, Canons, Causes, Effects & Theories....Dr T AASIF AHMED
The meaning, classifications, canons, theories, effects, and trends in public spending are all included in this ppt. This has been prepared to aid students in understanding and help them achieve the best grade possible. Kindly provide your insightful opinions and recommendations. For additional details, get in touch with Dr. T. Aasif Ahmed.
el paso 11_20_Hopper_BofACreditConferenceFINALv2(Web)
1. El Paso Corporation
John Hopper
Vice President & Treasurer
Bank of America
2008 Credit Conference
November 20, 2008
2. Cautionary Statement Regarding
Forward-looking Statements
This presentation includes certain forward-looking statements and projections. 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 release, including, without
limitation, changes in unaudited and/or unreviewed financial information; our ability to meet our 2009 debt maturities; volatility in, and access to, the
capital markets; our ability to implement and achieve our objectives in our 2008 plan, including achieving our earnings and cash flow targets; the effects of
any changes in accounting rules and guidance; our ability to meet production volume targets in our Exploration and Production segment; our ability to
comply with the covenants in our various financing documents; our ability to obtain necessary governmental approvals for proposed pipeline and E&P
projects and our ability to successfully construct and operate such projects; the risks associated with recontracting of transportation commitments by our
pipelines; regulatory uncertainties associated with pipeline rate cases; actions by the credit rating agencies; the successful close of our financing
transactions; our ability to close asset sales, as well as transactions with partners on one or more of our expansion projects that are included in the plan
on a timely basis; credit and performance risk of our lenders, trading counterparties, customers, vendors and suppliers ;changes in commodity prices and
basis differentials for oil, natural gas, and power; our ability to obtain targeted cost savings in our businesses; inability to realize anticipated synergies
and cost savings on a timely basis or at all; general economic and weather conditions in geographic regions or markets served by the company and its
affiliates, or where operations of the company and its affiliates are located, including the risk of a global recession and negative impact on natural gas
demand; the uncertainties associated with governmental regulation; political and currency risks associated with international operations of the company
and its affiliates; 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.
Certain of the production information in this presentation include the production attributable to El Paso’s 49 percent interest in Four Star Oil & Gas
Company (“Four Star”). El Paso’s Supplemental Oil and Gas disclosures, which are included in its Annual Report on Form 10-K, reflect its proportionate
share of the proved reserves of Four Star separate from its consolidated proved reserves. In addition, the proved reserves attributable to its proportionate
share of Four Star represent estimates prepared by El Paso and not those of Four Star.
Cautionary Note to U.S. Investors—The United States Securities and Exchange Commission permits oil and gas companies, in their filings with the SEC, to
disclose only proved reserves that a company has demonstrated by actual production or conclusive formation tests to be economically and legally
producible under existing economic and operating conditions. We use certain terms in this presentation that the SEC's guidelines strictly prohibit us from
including in filings with the SEC. U.S. Investors are urged to consider closely the disclosures regarding proved reserves in this presentation and the
disclosures contained in our Form 10-K for the year ended December 31, 2007, File No. 001-14365, available by writing; Investor Relations, El Paso
Corporation, 1001 Louisiana St., Houston, TX 77002. You can also obtain this form from the SEC by calling 1-800-SEC-0330.
Non-GAAP Financial Measures
This presentation includes certain Non-GAAP financial measures as defined in the SEC’s Regulation G. More information on these Non-GAAP financial
measures, including EBIT and EBITDA, and the required reconciliations under Regulation G, are set forth in this presentation or in the appendix hereto. El
Paso defines Resource Potential or Resource Inventory as subsurface volumes of oil and natural gas the company believes may be present and eventually
recoverable. The company utilizes a net, geologic risk mean to represent this estimated ultimate recoverable amount.
2
3. Defining Our Purpose
El Paso Corporation provides
natural gas and related energy
products in a safe, efficient, and
dependable manner
3
4. Our Vision & Values
the place to work
the neighbor to have
the company to own
4
5. Beyond the Credit Crisis
Credit crisis is a big issue for entire market
El Paso has implemented comprehensive plan
Will meet our maturities
Will fund our pipeline backlog
Will preserve E&P opportunities
Looking past the storm
Pipeline backlog generates $1.2 billion EBITDA*
E&P opportunities have expanded
Credit metrics improve
*Pro rata to El Paso’s interest 5
6. Liquidity Update
$1.9 billion liquidity at 9/30/08
$1.2 billion cash
$0.7 billion revolving credit facilities
$2.5 billion in revolving facilities maturing 2012
$1.0 billion in LC facilities
Roll-off with collateral needs in 2009 and 2011
Diverse group of 31 banks
Primary covenants*
Debt to EBITDA < 5.25x LTM 3.4x
EBITDA to fixed charges > 2.0x LTM 3.1x
*As defined in El Paso Corporation’s $1.5 billion Revolving Credit Agreement 6
7. Debt Maturity Schedule
$ Millions
$956*
$1,000
$900
$800
$700
$600
$500
$400
$251
$300
$115
$200
$4 $4 $4
$100
$0
4Q 2008 1Q 2009 2Q 2009 3Q 2009 4Q 2009 2010
*Excludes $89 MM of euro hedge gain 7
8. 2008–2009 Outlook
Projected 2008 EPS ± $1.25
Capital spending slow down underway
$3 billion 2009 capital program
$1.7 billion Pipelines; $1.3 billion E&P
Plan to meet 2009 maturities primarily through
capex reductions
Minor asset sales
Partner(s) on growth projects
Do not anticipate need to access capital markets
until 2H 2009
Will be opportunistic in capital markets
And have numerous additional liquidity options
8
9. Has the Need for
New Infrastructure Changed?
No
Natural gas fueling most incremental
electric generation
New infrastructure required to meet
producers’ needs
Especially in the Rockies
Fundamentals remain strong
9
10. Executing on $8 Billion Backlog of
Committed Growth
Construct at 7x run rate EBITDA
Ruby Pipeline
$3 Billion TGP Concord
2011 $21 MM
TGP Line 300 Expansion
1.3–1.5 Bcf/d Nov 2009
$750 MM
30 MMcf/d
2010–2011
290 MMcf/d
WIC System Expansion
CIG High Plains Pipeline
$71 MM
$216 MM (100%)
2010–2011 Elba Expansion III & Elba
November 2008
320 MMcf/d Express
900 MMcf/d
$1.1 Billion
2010–2013
WIC Piceance Lateral
CIG Totem Storage 8.4 Bcf / 0.9 Bcf/d & 1.2 Bcf/d
$62 MM
$154 MM (100%)
4Q 2009
July 2009
220 MMcf/d
SNG Cypress Phase III
200 MMcf/d
$86 MM
2011
CIG Raton 2010
160 MMcf/d
Expansion
TGP Blue Water / 800 Ln Exp
$146 MM
$25 MM
2Q 2010
SNG South System III/
Dec 2008
TGP Carthage
130 MMcf/d
SESH Phase II
340 MMcf/d
Expansion
$352 MM / $69 MM
$39 MM
2011–2012
May 2009
Gulf LNG 370 MMcf/d / 350 MMcf/d
100 MMcf/d
$1+ Billion (100%)
2011
El Paso Pipeline Partners, LP FGT Phase VIII
6.6 Bcf / 1.3 Bcf/d
Expansion
$2.4 Billion (100%)
El Paso Pipeline 2011
800 MMcf/d
Note: As of November 6, 2008; El Paso Pipeline Partners owns 25% of SNG & 40% of CIG 10
11. Pipeline Construction Report Card
Remains Excellent
2008 Projects
WIC Kanda Lateral In-service
Cheyenne Plains—Coral In-service
SNG Cypress Phase II In-service
WIC Medicine Bow In-service
CIG High Plains Pipeline 4Q
TGP Blue Water/800 Line Exp 4Q
4 operated pipelines completed—on-budget
11
12. Construction Risk Management
El Paso Capital
($ Billions) Steel Construction
Elba Expansion $ 1.1 Fixed-Price EPC Contract
Elba Express Fixed United-Priced
Gulf LNG (50%) $ 0.5 Fixed-Price EPC Contract
Ruby $ 3.0 Fixed Incentive-Based
FGT Phase VIII (50%) $ 1.2 Fixed Unit-Priced
TGP Line 300 $ 0.8 Fixed Negotiating
Backlog has been significantly de-risked
12
13. E&P 2008 Progress
Completed 2007/2008 portfolio high grading
Reduced unit LOE and G&A
Expanded non-proved resources
Cotton Valley horizontals
Haynesville shale
Niobrara shale
Raton in-fill
Altamont in-fill
13
14. Significant Resource Inventory*
Infill drilling (CBM, Altamont, Arklatex)
Emerging shale gas plays
Upside (Niobrara and Haynesville)
Potential International exploration leads
2.8 Tcfe 6.1 Tcfe unrisked non-proved resources
Unproved
2.0 Tcfe risked unconventional and low risk
Inventory
Heavily weighted to U.S. Onshore (86%)
2.8 Tcfe
Proved 869 Bcfe Proved Undeveloped Reserves
Reserves R/P of 9.6
*As of 12/31/2007 adjusted for 2008 domestic divestitures 14
15. 2009 Program Overview
Favor lower-risk, repeatable programs
More Onshore, resource-based
Less TGC and GOM
Delivers production in line with 2008
Generates very predictable cash flow
Preserves opportunity for future ramp up
15
16. Significant Inventory of
Lower-Risk Programs
Altamont
100%
Arlatex Black Warrior
Raton
100% 100%
100%
Texas Gulf Coast
(non-exploration)
94%
Note: 2008 success rates through September 30, 2008
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17. Continue to Develop Shale Opportunities
Haynesville Niobrara
CO
Marion
Ups
Claiborne
hur
Webster
Caddo
Harrison Bossier
NM
Travis Lynch #4H
Gregg
Completed
IP 8 MMcfe/d
Bienville
Rusk
Panola
Miller 10H #1 Red
Desoto River
Completed
IP 4 MMcfe/d Gamble 24H
Current prospective area Drilling
Niobrara Shale
El Paso operated wellsShe Natchitoches
Test well locations
Horizontal wells drilled by others
lby
Approximately 42,500 net acres 3 wells drilled and completed
2 horizontal and 1 vertical
2 wells completed
Initial flow rates of 0.4–1.8 MMcfe/d
1 well drilling $2 MM–$3 MM completed well costs
Significant resource potential > 300,000 prospective net acres
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18. Brazil to Become a Meaningful
Contributor
Pinaúna (100%)
15–20 MBOE/d peak production
Slowed pace of development
Brazil
Copaiba Well (18%)
Drilled and testing
Rio de
Janeiro
Camarupim (24%)
35–50 MMcfe/d in 1Q 2009
Tot Well (35%)
Drilling and
evaluating
18
19. Significant Value in 2009 Hedges
Positions as of October 2, 2008
151 TBtu
Ceiling Average cap $14.97/MMBtu
143 TBtu
168 TBtu 8 TBtu
2009 Gas $15.41
$9.10 $7.33
ceiling
floor fixed price
176 TBtu
Floor
Balance at
Average floor $9.02/MMBtu
Market Price
3.4 MMBbls
2009 Oil $109.93
fixed price
~70% of domestic natural gas and ~60% domestic oil production hedged*
2009 hedge program valued at ~$500 MM at November 3, 2008
Note: See full Production-related Derivative Schedule in Appendix
* Includes proportionate share of Four Star equity volumes 19
20. Summary
Will meet 2009 maturities
Will execute pipeline backlog
While preserving E&P opportunities
Long-term growth potential in tact
20
21. El Paso Corporation
John Hopper
Vice President & Treasurer
Bank of America
2008 Credit Conference
November 20, 2008
23. Disclosure of Non-GAAP
Financial Measures
The SEC’s Regulation G applies to any public disclosure or release of material information that includes a non-GAAP
financial measure. In the event of such a disclosure or release, Regulation G requires (i) the presentation of the most
directly comparable financial measure calculated and presented in accordance with GAAP and (ii) a reconciliation of
the differences between the non-GAAP financial measure presented and the most directly comparable financial
measure calculated and presented in accordance with GAAP. The required presentations and reconciliations are
attached. Additional detail regarding non-GAAP financial measures can be reviewed in El Paso’s full operating
statistics, which will be posted at www.elpaso.com in the Investors section.
El Paso uses the non-GAAP financial measure “earnings before interest expense and income taxes” or “EBIT” to
assess the operating results and effectiveness of the company and its business segments. The company defines EBIT
as net income (loss) adjusted for (i) items that do not impact its income (loss) from continuing operations, such as
extraordinary items and discontinued operations; (ii) income taxes; and (iii) interest and debt expense. The company
excludes interest and debt expense so that investors may evaluate the company’s operating results without regard to
its financing methods or capital structure. EBITDA is defined as EBIT excluding depreciation, depletion and
amortization. El Paso’s business operations consist of both consolidated businesses as well as investments in
unconsolidated affiliates. As a result, the company believes that EBIT, which includes the results of both these
consolidated and unconsolidated operations, is useful to its investors because it allows them to evaluate more
effectively the performance of all of El Paso’s businesses and investments.
El Paso believes that the non-GAAP financial measures described above are also useful to investors because these
measurements are used by many companies in the industry as a measurement of operating and financial performance
and are commonly employed by financial analysts and others to evaluate the operating and financial performance of
the company and its business segments and to compare the operating and financial performance of the company and
its business segments with the performance of other companies within the industry.
These non-GAAP financial measures may not be comparable to similarly titled measurements used by other companies
and should not be used as a substitute for net income, earnings per share or other GAAP operating measurements.
23
24. Reserves Pro Forma Reconciliation
Onshore
Central Western TGC GOM Int’l Total
Reserves (Bcfe)1
Ending reserves 1/1/08 1,328 715 550 269 247 3,109
Adjustments2 (58) (40) (93) (118) – (309)
Pro forma ending reserves 1/1/08 1,270 675 457 151 247 2,800
1 Reserves data includes proportionate share of Four Star
2 Adjustments reflect elimination of divestiture properties and addition of Peoples for full-year 2007
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