Enel Chile Strategic Plan

Transcription

1 Enel Chile Strategic Plan Paolo Pallotti CEO Marcelo De Jesus CFO

2 Agenda Paolo Pallotti (CEO) 2018 Enel Chile Today Our Journey Our Pillars Marcelo De Jesus (CFO) Our Plan Capital allocation Financial management Earnings & targets Paolo Pallotti (CEO) Closing Remarks 2

3 Enel Chile Today

4 Enel Chile today We are the largest private utility in Chile with a strong and unique portfolio of assets to capture the coming opportunities 4.7 GW capacity 63% emission free 14.0 TWh generation 74% emission free 2018E EBITDA (US$ bn) 1.4 Capex (US$ bn) GW capacity 4.9 TWh generation Highly flexible & efficient EBITDA US$ 1.4 bn 16.9 GWh energy distributed 1.9 mn end users ~300k digital meters Indefinite concession in the capital city Net Income* (US$ bn) 0.6 Net Debt (US$ bn) 3.3 Net Debt/EBITDA 2.3x Payout Ratio (%) 60% Dividend Yield (%) 4.9% 15.9 TWh regulated customers 11.4 TWh free customers Better positioned to face the liberalization of Chilean market Electric mobility electric buses Growth through new services, products and solutions EPS (Ch$/Sh) 5.7 * Attributable Net Income to shareholders 4

5 Our Journey

6 Our journey Recent milestones paved the way to a sustainable business model Enel Chile creation EGP consolidation First Yankee Bond issued by Enel Chile New technical standards in Dx Enel X creation New Control Room for renewable power plants 100 electric buses started operating 6

7 Our journey A path that shaped the company as a key player in a new energy market 2016* 2018E Var. Installed capacity GW % Growth Energy sales TWh % Energy distributed Digitalization TWh # digital meters (k) % - Customer centricity Margin Electricity mobility US$ (mn) # buses Enel X People benefited Sustainability Indexes # # (k) % - Communities & People * 2016 proforma and includes 12 months of operations 7

8 Our journey Strategy delivered with solid cash flow, sustainable investment and value creation to all shareholders Gross Capex (US$ bn) EBITDA (US$ bn) +58% +55% FFO (US$ bn) E E Net Income* (US$ bn) FFO/EBITDA 74% 73% +54% Dividend Yield 4.3% 4.9% +67% 60% Pay out 50% E E *Ordinary Net Income excluding one-off effects 8

9 Enel Chile Our Pillars

10 ENERGY TRANSITION Our pillars New opportunities arising from the energy transition Urbanization Decarbonization Concentration in capital cities Energy needs Interconnections Renewable Electric mobility Political Context Market Competition Reliable investment environment Stable regulatory framework Liberalization Competition 10

11 Our pillars Sustainable value creation to all stakeholders over the long term Renewable Growth Infrastructure & networks Operational Efficiency Enel X Additional renewable capacity Free customers sale increase Digitalization Performance improvement Digitalization & innovation to support operational efficiencies Electric mobility New products, services & solutions Communities & People Sustainable long-term value creation 11

12 Our pillars Enhanced generation through addition of low carbon capacity, improving diversification and mitigating risks Installed Capacity 2018E (GW) Gross Capex Renewable Projects % 1.6 US$ bn 86% GW Thermal Hydro Wind Solar Geothermal Asset Management Asset Development Wind Solar Hydro Geothermal Growth devoted to projects that boost operational efficiencies and positions the company for the future and continue growing 12

13 Our pillars Capturing opportunities from energy demand and free market growth Energy Sales (TWh) EBITDA (US$ bn) - Generation Business +8% +39% E E 2021 Regulated Free market Spot 13

14 Our pillars Recent technical regulation enhances new opportunities for Infrastructure & Networks Energy Distributed (TWh) Gross Capex EBITDA (US$ bn) - Distribution Business % % 0.5 US$ bn 40% % % 2018E 2021 Asset Development Customers Asset Management 2018E 2021 Smart Meters Requirements Implementation of Smart Meters systems in a maximum period of 7 years % of clients with smart meters 100% 80% 40% Minimum functionalities: Remote measurement of consumption Warning of lack of supply (required from 2022) Remote connection / disconnection

15 Our pillars Operational efficiencies and digitalization to support growth Opex evolution (US$ bn) Digitalization main driver % (0.04) 0.52 Control room Predictive maintenance Smart meters Telecontrol Network resilience 2018E CPI & FX Growth Adjusted Opex Efficiency 2021 Support activities Robot process automation 15

16 Our pillars Enel X addresses customers needs with new services and electric mobility Public lighting (k points) Charging points (#) Demand response* (MW) PV* (MWp) Major appliances (k) 2018E Urbanization Develop a large and distributed infrastructural network to leverage on electrification of uses by offering tailored solutions to cities and communities Electrification of uses Empower customers to exploit clean and cost effective energy solutions (air conditioning, PV) while providing support services (i.e, maintenance & repair, insurance services) E-mobility Enable the electrification of transportation through the development of widespread and easy-touse private and public infrastructure Flexibility Leverage on digital platforms to provide energy efficiency, advisory and distributed energy services to commercial and industrial clients * Accumulated figures 16

17 Our pillars Strong commitment to our SDG targets Engaging local communities (mn beneficiaries) Enel Spa 2018E Enel Chile 2018E 1 % Enel Chile/Group High-quality, inclusive and fair education % Access to affordable and clean energy mainly in Africa, Asia and Latin America % Employment and sustainable and inclusive economic growth % Climate change 2018E E Reduction of CO 2 specific emissions (kg/kwh eq ) 0.39 < Cumulated figures since In the whole Group perimeter, 4.9 mn beneficiaries were reached Target already achieved before

18 Our Plan

19 Our plan Capex allocation to shape our portfolio of assets and improve margins Gross Capex Asset development (US$ bn) Asset management (US$ bn) +20% -16% 18% 7% 2.2 US$ bn 75% Asset Management Customers Asset Development Enel Gx Chile EGP Enel Dx Chile Enel Gx Chile EGP Enel Dx Chile Holding 19

20 Our plan Business model positioning allows to capture opportunities from energy demand and free market growth EBITDA (US$ bn) Main drivers % Capacity New services New renewable capacity improving margin. E-City, E-Mobility, E-Home, E- Industries Efficiencies Efficiency plan allows an increased EBITDA, in a stable regulatory environment. 2018E Margin growth Efficiencies 2021 Free market development Ambitious plan to capture new clients also outside our concession area. 20

21 Our plan Strong cash flow generation supports capex funding and value creation to shareholders EBITDA & FFO (US$ bn) Cash Flow generation (US$ bn) 73% 73% 74% 72% 3.9 (0.4) (0.2) 3.3 (1.6) (1.5) E EBITDA FFO FFO/EBITDA FFO Asset Management Customers FFO after Oper. Capex Asset Development FCF before Dividends Dividends paid Net FCF 21

22 Our plan Deleveraging over the period of plan will sustain strategy of continuing growth Gross and Net Debt (US$ bn) Financial Expenses (US$ bn) ND/EBITDA: 2.3x 1.6x -0% % 5.6% 5.6% E 2021 Net Debt Cash Financial expenses Cost of debt Long term credit rating Standard & Poors Moody's Fitch BBB+ Stable Baa2 Stable BBB+ Stable 22

23 Our plan Net income evolution supported by business growth drivers Net Ordinary Income* (US$ bn) 2018E-21 Net Ordinary Income evolution* (US$ bn) +35% +35% 45% 46% 45% 45% (0.1) (0.1) (0.1) E Net Income Net Income/EBITDA 2018E EBITDA D&A Financial Charges Taxes Minorities 2021 * Attributable Net Income to shareholders 23

24 Our plan Continuous business growth supports improvement in shareholders value creation Earnings growth 2018E CAGR Ordinary EBITDA (US$ bn) % Net Ordinary Income (US$ bn) % Value creation Pay-out ratio 60% 65% 70% 70% +5% Implicit DPS (Ch$/Sh) % Implicit EPS (Ch$/Sh) % 24

25 Closing Remarks

26 Closing remarks Unique portfolio of assets in Chile Growth focused on renewable capacity Digitalization in all business lines Enel X as an agent of the energy transition Shareholder value creation improvement in a sustainable business model 26

27 Susana Rey Head of IR Enel Chile susana.rey@enel.com Catalina González Head of IR Enel Generación Chile catalina.gonzalez@enel.com Gonzalo Juarez IR New York Office +1 (212) gonzalo.juarezdelarasilla@enel.com ir.enelchile@enel.com For further information, visit our IR site at: Claudio Ortiz Investor Relations Associate claudio.ortiz@enel.com Pablo Contreras Investor Relations Associate pablo.contreras@enel.com 27

28 This presentation contains statements that could constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of These statements appear in a number of places in this announcement and include statements regarding the intent, belief or current expectations of Enel Chile and its management with respect to, among other things: (1) Enel Chile's business plans; (2) Enel Chile's cost-reduction plans; (3) trends affecting Enel Chile's financial condition or results of operations, including market trends in the electricity sector in Chile or elsewhere; (4) supervision and regulation of the electricity sector in Chile or elsewhere; and (5) the future effect of any changes in the laws and regulations applicable to Enel or its subsidiaries. Such forward-looking statements are not guarantees of future performance and involve risks and uncertainties. Actual results may differ materially from those in the forward-looking statements as a result of various factors. These factors include a decline in the equity capital markets of the United States or Chile, an increase in the market rates of interest in the United States or elsewhere, adverse decisions by government regulators in Chile or elsewhere and other factors described in Enel Chile's Annual Report and Form 20-F. Readers are cautioned not to place undue reliance on those forward-looking statements, which state only as of their dates. Enel Chile undertakes no obligation to release publicly the result of any revisions to these forward-looking statements. 28