E.ON Debt Investor Update Call. Cleaner & better energy. Dr. Marcus Schenck, CFO May 21, 2012

Transcription

1 E.ON Debt Investor Update Call Cleaner & better energy Dr. Marcus Schenck, CFO May 21, 2012

2 Agenda Update on strategy Financial update 1

3 Key drivers of E.ON s transformation Five key drivers 1 Divest non-core assets Investment Less capital, more value 2 Safeguard financial strength 3 Expand in targeted growth areas Europe Focused & synergistic positioning Performance Efficiency & effective organization Outside Europe Targeted expansion 4 Increase efficiency, improve organization 5 Improve capital management Cleaner & better energy Position E.ON for the future 2

4 1 Divest non-core assets Disposal target and delivery Transactions ~2.6 ~15 Recently signed OGE for 2.9 bn EV Other key transactions Central Networks for 4.8bn EV 3.5% stake in Gazprom for 3.4bn Italian gas distribution network for 0.3bn EV 40% stake in HSE for 0.3bn 10 other transactions for ~ 0.7bn: 10% in Stadtwerke Karlsruhe, 20% in Stadtwerke Duisburg, Robin Rigg OFTO, E.ON Bulgaria, etc Achieved disposals pre-oge OGE Achieved disposals post-oge Left to be done Disposal target end 2013 Potential disposal candidates E.ON Energy from Waste E.ON Westfalen Weser 1. Thereof 0.4bn signed but not yet closed 2. Thereof 3.3bn signed but not yet closed 3. Assuming an interest rate of 4.5% More than 80% of 15bn disposal target already achieved 3

5 1 Disposal of Open Grid Europe Key transaction parameters Rationale of transaction for E.ON Focus on businesses in Europe with synergy potential across businesses and regions Very limited control over OGE due to ITO 1 requirements of third EU energy directive High investment obligations Buyer Consortium with experience of German regulated assets - stakes in Amprion and Thyssengas 24.11% Macquarie, 18.75% MEAG, 32.15% British Columbia Investment Management Corp, 24.99% Infinity investments (ADIA subsidiary) Closing Expected in Q Valuation Transaction price ~ 2.9bn consideration which, including adjustments for pensions and other assets, will result in a purchase price at closing of ~ 3.2bn 2 ~ 2.9bn enterprise value Transaction multiples 2013E EBITDA = 0.3bn EV/EBITDA = 10x Book value = 3.2bn P/B = 1.0x Planned contribution of OGE to E.ON bn Net sales EBITDA EBIT 2011A E E Independent Transmission Operator 2. Purchase price could be adjusted depending on date of closing Attractive disposal to experienced buyer 4

6 2 Safeguard financial strength Debt significantly reduced Comfortable liquidity position 1 Strong liquidity position bn Financial net debt 10.6bn of liquid funds & non-current securities Undrawn 6.0bn revolving credit facility 2009A A Economic net debt 10bn + $10bn commercial paper programs No near-term refinancing needs: upcoming bond maturities do not require funding activities in x 3.4x Debt factor <3.0x With 1.5bn negative one-off Long-term and well-balanced debt maturity profile Effective duration of issued bonds: 6.8 years Without 1.5bn negative one-off 2011A Target Regaining financial flexibility 1. Data as per Q

7 3 Expand in targeted growth areas Entry strategy Focus on conventional and on renewable generation Highly disciplined investment approach focused on organic development Cooperate with blue chip local partner to combine own expertise with local market know-how Limit commodity exposure through business model design Agreement with MPX Economic interest in 3.7 GW of conventional power plant projects Clear ambition to expand in renewables Limited upfront investment to acquire 10% of MPX Large project pipeline in JV MPX is a division of the Eike Batista s EBX Group, with businesses in power generation, coal mining and natural gas E&P in South America In PPA framework, system carries commodity price and volume risks Generator manages remaining operational risks Agreement with MPX fulfills all criteria of announced entry strategy 6

8 4 Increase efficiency, improve organization Controllable cost target Progress bn Breakdown of cost reductions ~10.9 >2 ~9.5 Procurement ~30% Operations ~40% 2011 controllable costs Cost inflation Cost reductions 2015 controllable costs Support functions & Overhead ~30% Target of reducing controllable costs to 9.5bn in 2015 Cost reductions to also compensate for cost inflation 50+ individual projects launched Not only cost savings, but also better and faster decision making Framework agreement with German labor unions reached in January E.ON 2.0 program: implementation now in full swing 7

9 5 Improve capital management Increase return requirements Spread between hurdle rates and cost of capital 2.0% 1.5% 1.0% 1.5% % 2.5% Change business approach Infrastructure Most other activities E&P and wind offshore Renewables: Build Operate Share approach Rotate capital faster Offer world-class O&M services Outside Europe: Partnering Combine know-how of both partners Expand investment opportunities by sharing capex Disciplined capital management Higher hurdle rates will make approval of investment projects more selective Build-Operate-Share approach to offer interested outside investors a stake in renewable projects to mitigate capital intensity Full ownership not necessarily aspired However, low risk income from operation targeted Partnering outside Europe to de-risk market entry and benefit from local knowhow Disciplined capital management drives long term performance 8

10 Agenda Update on strategy Financial update 9

11 E.ON Group FY2011 financial highlights recap In million /- % Sales 112,954 92, EBITDA 1 9,293 13, EBIT 1 5,438 9, Underlying net income 1 2,501 4, Operating cash flow 6,610 10, Investments 6,524 8, Economic net debt 2-36,385-37,701 +1, marked earnings trough after hits from nuclear shut-down and LTC losses 1. Adjusted for extraordinary effects 2. Change in absolute terms 10

12 Update on first quarter 2012 financials EBITDA 1 : +9% to 3.8bn EBIT 1 : +10% to 2.8bn Q Financial highlights Underlying net income 1 : +27% to 1.7bn Underlying EPS 1 2 : 0.87 /share Operating cash flow: -51% to 0.4bn Economic net debt: -1.2bn to -37.6bn (heavily impacted by increase in pension provisions from discount rate changes and e.o. tax effects) Outlook 2012: Outlook EBITDA 1 : 9.6bn 10.2bn (unchanged) Underlying net income 1 : 2.3bn 2.7bn (unchanged) 2013 & 2015: Unchanged 1. Adjusted for extraordinary effects 2. Based on number of shares outstanding (1.905 billion) Positive start into

13 Operating cash flow Reconciliation 1 First quarter in million ,090 Operating cash flow Q1/2011 Higher cash-effective EBITDA Generation UK: Lower coal inventory Optimization & Trading: Lower WC 2 from gas and coal business Russia & Czech Republic: One-off regulatory effect in 2011 Region Germany: Settlement of EEG payables UK: Absence of cash effective pension funding in 2011 Group: Lower interest payments Other Subtotal operating cash flow Q1/ ,640 Withholding tax payments Operating cash flow Q1/2012 Impact of withholding tax payment to be fully recouped in H2 1. Individual effects rounded 2.Working capital 12

14 Recap on recent achievements on Gas LTCs Status of LTC renegotiations ~2/3 of LTC volumes now renegotiated Statoil: structural solution reached in March 2012 Other: aim to convert quick fixes (substantial price reduction, but new price mechanism not finalized) into structural solutions Arbitration with Gazprom proceeding as planned - commercial discussions continue in parallel Outlook Supply & Sales 2011 results EBITDA loss of ~ 0.7bn Includes ~ 0.3bn optimization gains and some retroactive compensation for Q outlook Assumption of an EBITDA loss similar to 2011 Upside potential if there is any further renegotiation progress 2013 target Return to normal level assumed for operational Supply & Sales business Upside potential if retroactive compensation for previous periods ~2/3 of LTC volumes already renegotiated 13

15 2012/2013 Outlook overview In billion EBITDA 1 : Underlying net income 1 : Underlying EPS 1 : /share Dividend: 1.10 /share EBITDA 1 : Underlying net income 1 : Underlying EPS 1 : /share Dividend: 1.10 /share Scope basis for 2012/2013 Disposal proceeds 2013 EBITDA dilution Planned (as per Nov. 2010) Achieved (as per Aug. 2011) ~9.1 ~0.9 Open (as per Aug. 2011) ~5.9 ~0.8 Current guidance contains scope for achieved disposal as per August 2011 Scope adjustment planned in due course 1. Adjusted for extraordinary effects Full dilution impact of ~ 0.8bn from remaining disposals does not consider reinvestments 14

16 E.ON has taken massive efforts to support financial strength and Debt and debt factor target significantly reduced 45 Reduced debt factor targets: bn A 2010A 2011A Economic net debt 18 Financial net debt 2.8x 3.3x 3.0x <3.0x Nov 2010 Aug 2011 Reduced dividend payments 2 bn A 2010A 2011A Dividends to shareholders Reduced dividends: Floor DPS 2012/2013: 1.3/ 1.3 Aug 2011 Target DPS 2012/2013: 1.1/ 1.1 Maintain balanced share of stable operations Quasi-regulated and longterm contracted 10% 2011 EBITDA 1 split Merchant 50% Commitment to efficiency improvements bn >2 ~11 ~9.5 Regulated 40% 2011 controllable costs Cost inflation Cost reductions 2015 controllable costs remains committed to a solid single A rating 1. Adjusted for extraordinary effects 2. For the respective financial year; 2011 as per management s proposal 15

17 Appendix

18 Alternative EBITDA 1 split 2011 EBITDA 1 split Description Quasi-regulated and longterm contracted 10% Regulated 40% Merchant business 50% Regulated : Revenues set by law and based on costs plus a reasonable return on capital employed Therefore extremely stable and predictable Quasi-regulated and long-term contracted: Revenues with high degree of predictability Price and/or volume largely set by law or individual contractual arrangements for the medium- to long-term Examples: Renewables with highly supportive incentive mechanisms; generating capacity sold under long-term PPAs Merchant: All of which does not fall under other two categories Half of E.ON s 2011 EBITDA 1 derived from stable business 1. Adjusted for extraordinary effects 17

19 E.ON Group EBITDA 1 and EBIT 1 by segments First quarter in million EBITDA 1 EBIT /-% /- % Generation 1,131 1, , Renewables Optimization & Trading Exploration & Production Germany Other EU countries Russia Group Management / Other Group total 3,770 3, ,831 2, Adjusted for extraordinary effects 18

20 Key drivers of group EBITDA 1,2 Q vs. Q First quarter in million , EBITDA Q1/2011 Power: Price and volume effects E&P: Lower production volumes Gas: Reduced losses in supply & sales + 70 Gas: Infrastructure revaluation effects Trading: Proprietary trading UK: Portfolio and sales effects Russia: Increase in generation capacity ,770 Other EBITDA Q1/ Adjusted for extraordinary effects 2. Individual effects rounded Gas renegotiations with substantial positive impact 19

21 Ongoing reduction of financial liabilities bn Q Reduction of total financial liabilities per period Regular repayments Repayments prior to maturity Commercial paper Changes of financial liabilities to related companies Other effects Significant reduction of financial liabilities achieved over recent years mainly stemming from regular as well as early repayments Reduction of gross financial debt continues in Includes bond repurchases ( 1.8 bn) and repayment of promissory notes ( 0.6 bn) 2. Including effects from disposals and currency effects 20

22 E.ON Group Economic net debt First quarter in million Liquid funds Non-current securities Total liquid funds and non-current securities Financial liabilities to banks and third parties Financial liabilities resulting from interests in associated companies and other shareholdings Total financial liabilities Net financial position Fair value of currency derivatives used for financing transactions 1 Provisions for pensions Asset retirement obligations Less prepayments to Swedish nuclear fund Economic net debt Mar 31, ,448 5,165 10,613-27,484-1,451-28,935-18, ,921-17,359 1,640-37,598 Dec 31, ,020 4,904 11,924-28,490-1,424-29,914-17, ,245-17,269 1,595-36, Net figure; does not include transactions relating to our operating business or asset management 21

23 E.ON Group Economic net debt March 31, 2012, in billion Investments Operating cash flow Divestments Pension obligations Other 22

24 Financial liabilities of the E.ON Group in billion 31 Mar Dec 2011 Maturity profile (as of 31 Mar 2012) 3 Bonds 1 in EUR bn 5,0 in GBP ,0 in USD ,0 in CHF ,0 in SEK ,0 in JPY ,0 other currencies Promissory notes EUR GBP USD CHF YEN Other Commercial Paper Other liabilities Total ) Thereof bonds issued by segments: March 31, 2012: 0.3bn; Dec 31, 2011: 0.3bn 2) Thereof other financial liabilities of segments: March 31, 2012: 3.2bn; Dec 31, 2011: 3.2bn 3) Bonds and promissory notes issued by E.ON AG or E.ON International Finance B.V. (fully guaranteed by E.ON AG) 23

25 Markets Energy markets Hedging (as per end March, 2012) Oil price and European gas prices Central Europe: Outright power hedging /MWh German gas import price NCG Gas CO2 - /t ~ 54 /MWh 1 ~ 55 /MWh 1 ~ 54 /MWh Brent - RHS $/bbl 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% European wholesale power - next-year baseload forwards 70 /MWh 60 EEX UK 50 Nordpool 40 Spain Nordic: Outright power hedging 2012 ~ 43 /MWh ~ 44 /MWh ~ 44 /MWh 1 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% = percentage band of generation hedged Sideways development of commodities and power prices 24

26 Progress of 15bn disposal program Disposal target and delivery Transactions OGE third largest transaction so far ~2.6 ~15 Central Networks: 4.8bn EV % stake in Gazprom: 3.4bn OGE: 2.9bn EV Financial impact of OGE disposal 2013E EBITDA reduced by ~ 0.3bn 2013E underlying EPS reduced by ~ E debt factor reduced by ~0.2x No material book gain Achieved disposals pre-oge OGE Achieved disposals post-oge Left to be done Disposal target end bn of disposals with 0.9bn EBITDA contribution already reflected in 2013E EBITDA target 1. Thereof 0.4bn signed but not yet closed 2. Thereof 3.3bn signed but not yet closed 3. Assuming an interest rate of 4.5% More than 80% of 15bn disposal target already achieved 25

27 Change in group structure as per Q Group Management New Build & Generation Renewables Gas Trading Germany Technology 1 Other EU countries Russia Support functions 1 Global units Regional units Support functions 2012 Group Management Generation Renewables Optimization& Trading Exploration& Production New Build & Technology 1 Germany Other EU countries Russia Support functions 1 Prop. Trading Optimization Transmission/ Shareholdings/ Other Global units Regional units Support functions 1. Not a reporting segment. 26

28 E.ON Investor & Creditor relations Reporting calendar & important links Reporting calendar Date August 13, 2012 November 13, 2012 March 13, 2013 May 3, 2013 May 6, 2013 May 8, 2013 Event Interim Report II: January June 2012 Interim Report III: January September 2012 Annual report Annual Shareholders Meeting Dividend Payment Interim Report I: January March 2013 Important links Content E.ON Creditor Relations Website E.ON Investor Relations Website Capital Market Stories Annual Report Interim Reports Facts & Figures Link

29 Disclaimer This presentation may contain forward-looking statements based on current assumptions and forecasts made by E.ON Group management and other information currently available to E.ON. Various known and unknown risks, uncertainties and other factors could lead to material differences between the actual future results, financial situation, development or performance of the company and the estimates given here. E.ON AG does not intend, and does not assume any liability whatsoever, to update these forward-looking statements or to conform them to future events or developments. 28