Analyst Meetings New York April 19-20, 2006 www.sug.com Safe - - PowerPoint PPT Presentation

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Analyst Meetings New York April 19-20, 2006 www.sug.com Safe - - PowerPoint PPT Presentation

Analyst Meetings New York April 19-20, 2006 www.sug.com Safe Harbor This present at ion and ot her Company report s and st at ement s issued or made from t ime t o t ime cont ain cert ain forward-looking st at ement s concerning proj


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New York April 19-20, 2006

Analyst Meetings

www.sug.com

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This present at ion and ot her Company report s and st at ement s issued or made from t ime t o t ime cont ain cert ain “ forward-looking st at ement s” concerning proj ect ed financial performance, expect ed plans or fut ure

  • perat ions. Sout hern Union Company caut ions t hat act ual result s and development s may differ mat erially

from such proj ect ions or expect at ions. Invest ors should be aware of import ant fact ors t hat could cause act ual result s t o differ mat erially from t he forward-looking proj ect ions or expect at ions. These fact ors include, but are not limit ed t o: cost of gas; gas sales volumes; gas t hroughput volumes and available sources of nat ural gas; discount ing of t ransport at ion rat es due t o compet it ion; cust omer growt h; abnormal weat her condit ions in Sout hern Union’ s service areas; impact of relat ions wit h labor unions of bargaining-unit employees; t he receipt of t imely and adequat e rat e relief and t he impact of fut ure rat e cases or regulat ory rulings; t he out come of pending and fut ure lit igat ion; t he speed and degree t o which compet it ion is int roduced t o Sout hern Union’ s nat ural gas dist ribut ion businesses; new legislat ion and government regulat ions and proceedings involving or impact ing Sout hern Union; unant icipat ed environment al liabilit ies; abilit y t o compl y wit h or t o challenge successfully exist ing or new environment al regulat ions; changes in business st rat egy and t he success of new business vent ures, including t he risks t hat t he business acquired and any ot her business or invest ment t hat Sout hern Union has acquired or may acquire may not be successfully int egrat ed wit h t he business of Sout hern Union; exposure t o cust omer concent rat ion wit h a significant port ion of revenues realized from a relat ively small number of cust omers and any credit risks associat ed wit h t he financial posit ion of t hose cust omers; fact ors affect ing

  • perat ions – such as maint enance or repairs, environment al incident s or gas pipeline syst em const raint s;

Sout hern Union’ s or any of it s subsidiaries’ debt securit y rat ings; t he economic climat e and growt h in t he energy indust ry and service t errit ories and compet it ive condit ions of energy market s in general; inflat ionary t rends; changes in gas or ot her energy market commodit y prices and int erest rat es; current market condit ions causing more cust omer cont ract s t o be of short er durat ion, which may increase revenue volat ilit y; t he possibilit y of war or t errorist at t acks; t he nat ure and impact of any ext raordinary t ransact ions, such as any acquisit ion or divest it ure of a business unit or any asset . Cont act : Sout hern Union Company Jack Walsh, 800-321-7423 j ack.walsh@ sug.com

Safe Harbor

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3 0406-006

Julie Edwards

S enior Vice President & CFO

Craig S trehl

President – S U Gas S ervices

Mitch Roper

S enior Vice President – S U Gas S ervices

Jack Walsh

Direct or of Invest or Relat ions

Management Team

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  • Equity listed on the New York S

tock Exchange (NYS E:S UG)

  • Equity market capitalization almost $2.8 billion

– Approximat ely $80 million in 1990

  • Enterprise value over $5.6 billion

– Approximat ely $219 million in 1990

  • Total assets over $5.8 billion

– Approximat ely $346 million in 1990

  • Annual cash dividend of $.40 per share

– Yield approximat ely 1.6%

  • Investment grade credit ratings – recently affirmed

– BBB – S tandard & Poor's – Baa3 – Moody’ s Investor S ervices – BBB – Fitch Ratings

SUG Highlights

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SLIDE 5

Southern Union’s Transformation

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Southern Union Milestones

Metro Mobile Metro Mobile acquires Southern acquires Southern Union Gas Union Gas Acquisition of Acquisition of Pennsylvania Pennsylvania

  • perations
  • perations

Acquisition of Acquisition of Panhandle Panhandle

  • perations
  • perations

Acquisition of Acquisition of New England New England

  • perations
  • perations

Acquisition of Acquisition of Missouri Missouri

  • perations
  • perations

Sale of Texas Sale of Texas

  • perations
  • perations

1999 2000 2003 1994 1995 1996 1997 1998 2001 2002 2004 2005 2006

Acquisition of Sid Acquisition of Sid Richardson Richardson Acquisition of Acquisition of CrossCountry CrossCountry Energy Energy

1990

Actively manage portfolio of assets to increase shareholder value

Announced sale of Announced sale of PA operations PA operations Announced sale of Announced sale of RI operations RI operations

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SUG - A Growth Story

CAGR = 14.7%

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  • Efficient ly manage exist ing asset s
  • Use free cash flow to fund growth

and optimize capitalization

  • Cont inue t o int egrat e business unit s
  • Evaluat e market opport unit ies

S

id Richardson Energy S ervices

Value Creation Strategy

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Southern Union Gas Services

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  • On March 1, 2006, SUG closed t he acquisit ion of

Sid Richardson Energy Services Co. and relat ed companies

  • Purchase price of $1.6 billion
  • SUG closed using int erim financing, which will

be replaced wit h proceeds from asset sales and appropriat e permanent financing wit hin t he calendar year

  • Sid Richardson renamed Southern Union Gas

Services

The Sid Rich Acquisition

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  • Leading provider of gas gathering and

processing services in the S E New Mexico and West Texas areas of the Permian Basin

  • High quality asset base anchored by

fully integrated pipeline system

  • S

trategically located throughout 16 counties surrounding one of Texas’ most prolific producing regions

SU Gas Services Overview

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___________________________

  • 1. Maj or connections include ATMOS

Pipeline, El Paso Natural Gas Co, Energy Transfer Fuel LP, Enterprise Texas Pipeline, Transwestern Pipeline.

  • 2. Maj or connections include Chapparal, Louis Dreyfus, and Chevron pipelines.
  • Gas control group ensures optimal value is

realized for residual gas and NGL product ion

  • At t ract ive downst ream market s include:

– Residue gas: (1) California, Mid-con, Texas – NGLs: (2) Mont Belvieu

  • Led by long-st anding, experienced management

team

Overview (continued)

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SU Gas Services SU Gas Services – Area of Operations Area of Operations

Pipelines Tot al Miles 4,750 Producer Delivery Point s 1,754 Current Throughput 596 Bbtu/ d (1) Field Compression HP 104,840/ 54,250 Gas Processing Plants Active Plants (2) 4 Processing Capacit y

(3)

470/ 410 MMcfd Processing Throughput 388 MMcf/ d (1) Field Compression HP 127,520/ 82,000 Treating Plants Active Plants 6 Treating Capacity 765/ 590 MMcfd Treat ing Throughput 426 MMcf/ d (1) Compression HP (4) 7,200/ 2,200

__________________________

  • 1. As of March 1, 2006.
  • 2. Each of the 4 active processing plants also contain treating plants.
  • 3. Active plants are expandable to 485 MMcf/ d.
  • 4. Represents compression HP at the Grey Ranch and Mi Vida treating plants.

System Map and Asset Detail

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  • Duke Energy Field S

ervices

  • Enterprise Field S

ervices

  • Regency Gas Services
  • Dynegy Midstream S

ervices

  • Western Gas Resources

Key Competitors

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  • Integrated system with a high pressure pipeline network

allows flexibility to transfer volumes between plants – Creates the opportunity to fully realize capacities throughout the system regardless of where production activity occurs – By transferring the volumes to different plants there is the ability to take advantage of pricing point differentials throughout the system – Allows the blending of rich and lean gas from various parts of the system to effectively bypass processing

  • This unique capability enables S

UGS to realize arbitrages within its own system

Fully Integrated Midstream System

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Well Permits and Production West Texas and SE New Mexico Operating Area(1)

Long-Lived Reserves

2,000 2,500 3,000 3,500 4,000 4,500 5,000 1Q99 2Q00 3Q01 4Q02 1Q04 2Q05 MMcf/d 100 200 300 400 500 600 700 800 900 1,000 1,100 1,200 # of Permits Gas Production Permits

S

  • urce: HPDI U.S

. Historical and PI/ Dwight s Plus. (1) Represents well permits and production from the 16 counties in which S id Richardson operates. (2) 2Q proj ection is April and May normalized.

(2)

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  • We have access to California, Mid-continent and Texas markets.

These multiple take away options take advantage of pricing point differentials and help to maximize price realizations

Major Pipeline Interconnects Major Liquid Pipeline Interconnects

Access to Attractive Downstream Markets

Current Meter Capacity Entity Number Status Mcf/ D ATMOS Pipeline - Texas (Lone Star) 3 Delivery 236,000 El Paso Nat ural Gas Co. 3 Delivery 330,000 El Paso Nat ural Gas Co. 1 Receipt 53,000 Energy Transfer Fuel LP (TUFCO) 2 Delivery 161,000 Enterprise Texas Pipeline (Gulft erra Texas) 1 Delivery 126,000 Enterprise Texas Pipeline (GTTX/ Duke Grey Ranch) 1 Delivery 180,000 Kinder Morgan - Rancho (under const ruct ion) 1 Delivery 50,000 Northern Natural Gas Co. 2 Delivery 120,000 Northern Natural Gas Co. 1 Receipt 100,000 Oasis Pipeline, L.P. 5 Delivery 328,000 OneOk WesTex Transmission (Westar ) 1 Delivery 53,000 OneOk WesTex Transmission (Red River) 1 Delivery 35,000 OneOk WesTex Transmission (Red River) 1 Receipt 35,000 Transwest ern Pipeline Co. 1 Delivery 118,000 Total 1,925,000 Entity Facility West Texas LPG Pipeline (Chevron) Tippet t Chaparral (TEPPCO) Jal, Keyst one Louis Dreyfus (former ExxonMobil Pipeline) Coyanosa, Keystone Huntsman - Odessa Chemical Plant via REM owned pipeline (idle) Jal

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  • S

UGS ’ contract mix helps reduce fluctuations in cash flows associated with volatile commodity prices

  • Focused cont ract mix wit h

POP/ Fee Based representing over 96%

  • f cont ract s

– Fee-based represents no commodity price exposure – Percent -of-proceeds results in long gas/ long liquids position – Minimal exposure to keep- whole contracts (short gas/ long liquids position)

2005 Total System Profile

Percent of Proceeds, 45% Fee Based, 37% Wellhead Purchases, 4% Conditioning Fee, 14%

Strong Contract Mix

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Mitigated Contract Risk

  • Percent of Proceeds Contracts
  • 45%

by volume

  • 80 - 85%

by margin

  • Spreads price risk t o bot h producer and pipeline
  • Fixed recovery and fuel %

in cont ract

  • Allows pipeline and producer t o hedge it s int erest s
  • Allows pipeline t o benefit from operat ional flexibilit y
  • Creat es pipeline opt ion t o opt imize revenue when processing is economic
  • Cont ract cont ains recovery of t reat ing, compression and gat hering services
  • Fee Based / Conditioning Fee Contracts

– 55% by volume – 15 – 20% by margin – Cont ract s cont ain fixed fees for service – Depending on gas qualit y cont ract s may cont ain upside for processing and no downside risk below base fee – Creat es exposure t o diverse producer base wit h no downside commodit y risk

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Diversified Producer Base

  • Top 12 high-qualit y producers account for

approximately 60%

  • f volumes
  • St able, act ive and diversified producer base

with no one customer accounting for as much as 10%

  • f total volume
  • Unsurpassed producer relat ionships
  • Permian Basin st ill cont inuing t o be

developed as companies pursue new growt h

  • pport unit ies
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  • Operat ing Risks reduced by…

– Diversified inter-connected assets – S trong reliable operations

  • High run rate
  • Low FF&U (fuel, flared and unaccountable)
  • Low operating costs
  • Financial risks reduced by…

– Fixed recovery contract structure – Gas rej ection – Blending

Risk Reduction Strategies

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Processing Risk Profile

100 200 300 400 500 600 700 800 900

  • 40
  • 30
  • 20
  • 10

10 20 30 40

Processing Spread (Cents/Gal) SUGS Total & Net Processing Margin (M$/Day)

Data from Nov/ Dec 2005 Daily Processing Model

Gas price averaged for the period

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Hedging Strategy

  • SUG has put opt ions in place t o limit downside

and reduce exposure t o commodit y price risk – $11 floor for 2006 on 85%

  • f volumes

– $10 floor for 2007 on 50%

  • f volumes
  • We will cont inue t o layer in price prot ect ion at

appropriat e inflect ion point s

  • We can hedge effect ively on Waha natural gas

due t o fixed recovery cont ract st ruct ure; eliminat es exposure t o NGL’s and t o basis risk

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  • System maintained with long-term focus
  • Made substantial investments to upgrade and

enhance its operating systems without increasing O&M expenses

  • Company-owned modern compression

throughout system

  • Operational flexibility enables efficient use of

excess processing/ treating plant and pipeline capacity in response to market conditions

  • Focus on minimizing FF&U

Stringent Cost Management

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Key Drivers to Profitability

  • 1. Control fuel, flared and

unaccountable volumes

  • Aggressively monitor

syst ems for leaks

  • Reduce fuel by increasing

efficiencies

  • Minimize gas releases at

plant by recapture or redirection

  • Provides significant

compet it ive advant age

  • 2. Wellhead gas volumes
  • Not all volumes created

equally

  • Maint ain excellent producer

relationships

  • S

ecure acreage dedications

  • Have pipeline connections

ahead of well completion

  • 3. Contract structure
  • POP structure - long gas &

NGLs

  • Fee based – no commodity

risk

  • Conditioning fee –

processing upside, fee protection

  • Wellhead purchases – long

NGLs, opt ion t o by-pass processing

  • Fixed fuel and recoveries –

long gas & NGLs

  • 4. Plant NGL production
  • Maximize volumes during

high processing spreads

  • Reduce production when

processing spreads dictate

  • Plant s designed for

appropriate gas quality

  • 5. Operational flexibility
  • Ability to move volumes

between plants and compressors

  • Maximize system utilization
  • Maximize revenue potential
  • Provide ability to hedge

margins

  • 6. Price and price relationships
  • Significant port ion of margin

tied to commodity prices

  • Ability to hedge equity

portion using gas

  • Free opt ion on equit y gas t o

convert to NGLs when profitable

  • 7. Minimizing/eliminating risks
  • Contract structures
  • Gas and NGL pricing

st rat egy

  • Abilit y t o reduce processing

spread exposure at plants

  • Operat ional flexibilit y
  • 8. Controlling operating costs
  • Operational flexibility
  • High pressure t ransfer

capability

  • Upgrading efficiencies and

use of t echnology

  • 9. Market optionality
  • Mult iple residue out let s at

each plant

  • Mult iple NGL opt ions for

t ransport at ion and fract ionat ion

  • 10. Capacity and Growth
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Southern Union Today

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Expansive Footprint

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  • Transport at ion and St orage

– Panhandle Energy

  • Panhandle East ern Pipe Line
  • Trunkline Gas Company
  • Sea Robin Pipeline
  • Trunkline LNG
  • Sout hwest Gas St orage

– CrossCount ry Energy (50% equit y int erest )

  • Transwestern Pipeline (100%

)

  • Florida Gas Transmission (50%

)

Business Segments

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  • Midstream

– S

  • uthern Union Gas S

ervices

  • Distribution

– Missouri Gas Energy – New England Gas Company (RI under contract for sale) – PG Energy (under contract for sale)

Business Segments

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  • Panhandle Eastern Pipe

Line (PEPL)

–6,500 mile 4-line syst em –2.8 Bcf/ d capacit y

  • Trunkline Gas (TGC)

–3,500 mile 2-line syst em –1.5 Bcf/ d capacit y

  • Sea Robin

–450 mile offshore syst em –1.0 Bcf/ d capacit y

  • Transwestern (TW) 50%

–2,400 mile bi-direct ional flow syst em –2.1 Bcf/ d capacity (1.2 Bcf/ d west ; 800 MMcf/ d east ) –1.2 Bcf/ d San Juan to mainline capacit y

  • Florida Gas (FGT) 25%

–5,000 mile syst em –2.1 Bcf/ d capacit y

Pipeline Assets

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Trunkline LNG is a Leading Player in LNG Sector

Trunkline LNG Company

  • One of North America’ s

largest operating facilities

  • Fully contracted with high

credit quality counterparty— BG Group— until 2028

  • 1.2 Bcf/ d baseload sendout
  • 9.0 Bcf storage
  • S

end out capacity to be expanded to 1.8 Bcf/ d by mid 2006

  • Ambient air vaporization

and NGL extraction to be in service by 2008

Above: Art ist 's rendering of expanded facilit y.

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  • Headquart ered in

Wilkes-Barre, PA

  • Serves approximat ely

160,000 cust omers

  • Serves 13 count ies in

nort heast ern and central PA

  • Regulat ed by t he

Pennsylvania PUC

  • Announced sale of

PA assets to UGI for $580 million

  • Headquart ered in

Providence, RI

  • Serves approximat ely

300,000 cust omers

  • Serves the state of

Rhode Island and SE Massachuset t s

  • Regulat ed by t he RI PUC

and t he Massachuset t s DT&E

  • Announced sale of RI

assets to National Grid for $575 million including assumed debt

  • f $77 million

Missouri Gas Energy Missouri Gas Energy PG Energy PG Energy New England Gas Co. New England Gas Co.

  • Headquart ered in

Kansas Cit y, MO

  • Serves approximat ely

500,000 cust omers

  • Serves 34 count ies

t hroughout MO

  • Regulat ed by t he

Missouri PS C

Distribution Assets

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Growth Projects

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Filed with FERC 25% Mid 2007 $6 - $14 $60 - $100 100 – 160 MMcf/ d Florida Gas Phase VII Filed with FERC 100% Mid 2008 $35-$40 $250 Vaporization & NGL extraction Trunkline LNG IEP Under construction 100% Mid 2006 $16 $82 600 MMcf/ d Trunkline LNG Phase II Complete 100% April 4, 2006 $28 $137 570 MMcf/ d 2.7 Bcf storage Trunkline LNG Phase I

Comments SUG % In Service

  • Est. EBIT*

($MM)

  • Est. Cost

($MM) Capacity Project Name

* Note: EBIT is equivalent to operating income under GAAP.

Projects in Process

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Under Negot iat ion Under Negot iat ion

  • Est. EBIT

($MM)

Early 2008 $500 - $600 500 MMcf/ d Phoenix Lateral Late 2007 $90 - $110 600 MMcf/ d Trunkline North Texas

In Service

  • Est. Cost

($MM) Capacity Project Name

Note: All data shown above is subj ect to revision based upon final proj ect specifications.

Projects Under Negotiation

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Financial Information

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$0.00 $0.50 $1.00 $1.50 $2.00 FY 2003 FY 2004 CY 2005 CY 2006E

Diluted EPS $0.66 $1.24 $1.58*

* - 2005 Diluted EPS excludes a non-cash charge of $175 million related to the impairment of goodwill for the distribution properties expected to be sold in 2006. Reported EPS was $.03 per share. Note: Prior period EPS amounts have been adj usted to reflect the 5% stock dividend paid to shareholders on S eptember 1, 2005. Previously issued 2006 GAAP guidance included contributions from S U Gas S ervices for ten months, closing of the LDC sales prior to the end of the third quarter, and excludes proj ected one-time charges related to the announced LDC sales.

$1.70 - $1.90

EPS Growth Profile

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Strong Cash Generator

$0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 ($000) 2003 2004 2005 CFFO

Cash Flow From Operations

(Before Changes in Working Capit al)

Cash Flow From Operations Cash Flow From Operations

(Before Changes in Working Capit al) (Before Changes in Working Capit al)

Note: Data shown represents fiscal year ended June 30, 2003 and calendar years ended December 31, 2004 and 2005. Note: Data shown represents fiscal year ended June 30, 2003 and Note: Data shown represents fiscal year ended June 30, 2003 and calendar years ended December 31, calendar years ended December 31, 2004 and 2005. 2004 and 2005.

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$0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 ($000) 2002 2003 2004 2005 Distribution Transportation

Note: Data shown represents fiscal years ended June 30, 2002 and 2003 and calendar years ended December 31, 2004 and 2005. 2005 data excludes a non-cash charge of $175 million related to the impairment of goodwill for the Company’ s distribution businesses under contract to be sold in 2006. Reported operating income for the distribution segment was a loss of $42.5 million.

As we have changed our asset focus, we have demonstrated measured growth…

Segment Operating Income

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35% 65% 37% 63% 47% 53% 0% 20% 40% 60% 80% 100% 2003 2004 2005

Equity Debt

… and improved our balance sheet. We have accomplished this with a combination

  • f prudent financing

and strong internal equity formation.

Note: Debt/ Cap ratio as of December 31 for periods shown; provides 100% equity credit for preferred stock and convertible equity units.

Respect for the Balance Sheet

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Questions