Full Year Results 2019/20 North America Roadshow June 2020 - - PowerPoint PPT Presentation

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Full Year Results 2019/20 North America Roadshow June 2020 - - PowerPoint PPT Presentation

Full Year Results 2019/20 North America Roadshow June 2020 Disclaimer For the purposes of the following disclaimers, references to this document recruitment, retention and development of skills; non-delivery of regulatory shall mean


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SLIDE 1

Full Year Results

2019/20

North America Roadshow June 2020

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SLIDE 2

Disclaimer

For the purposes of the following disclaimers, references to this “document” shall mean this presentation pack and shall be deemed to include references to the related speeches made by or to be made by the presenters, any questions and answers in relation thereto and any other related verbal or written communications. This document contains certain “forward-looking statements” with respect to Pennon Group’s financial condition, results of operations and business and certain of Pennon Group's plans and objectives with respect to these matters which may constitute “forward-looking statements” within the meaning of the U.S. Private Securities Litigation Reform Act of 1995 (the “PSLRA”). Forward-looking statements are sometimes, but not always, identified by their use of a date in the future or such words as “anticipate”, “aim”, “believe”, “continue”, “could”, “due”, "estimate“, “expect”, “forecast”, “goal”, “intend”, “probably”, "may", “plan", “project”, “seek”, “should”, “target”, “will” and related and similar expressions, as well as statements in the future tense. By their very nature forward-looking statements are inherently unpredictable, speculative and involve risk and uncertainty because they relate to events and depend on circumstances that will or will not occur in the future. Various known and unknown risks, uncertainties and other factors could lead to substantial differences between the actual future results, financial situation, development or performance of the Group and the estimates and historical results given herein. Important risks, uncertainties and other factors that could cause actual results, performance

  • r achievements of Pennon Group to differ materially from any outcomes or

results expressed or implied by such forward-looking statements include, among other things, changes in Government policy; regulatory and legal reform; compliance with laws and regulations; maintaining sufficient finance and funding to meet ongoing commitments; non-compliance or occurrence

  • f avoidable health and safety incidents; tax compliance and contribution;

failure to pay all pension obligations as they fall due and increased costs to the Group should the defined benefit pension scheme deficit increase; non- recovery of customer debt; poor operating performance due to extreme weather or climate change; macro-economic risks impacting commodity and power prices and other matters; poor customer service and/or increased competition leading to loss of customer base; business interruption or significant operational failure/incidents; difficulty in recruitment, retention and development of skills; non-delivery of regulatory

  • utcomes and performance commitments; failure or increased cost of

capital projects/exposure to contract failures; failure of information technology systems, management and protection, including cyber risks. These risks will be described in greater detail in the Pennon Group Annual Report to be published in June 2020. Forward looking statements should therefore be construed in light of such risks, uncertainties and other factors and undue reliance should not be placed on them. Nothing in this document should be construed as a profit forecast. All written or verbal forward-looking statements, made in this document or made subsequently, which are attributable to Pennon Group or any other member of the Pennon Group or persons acting on their behalf are expressly qualified in their entirety by the factors referred to above. Pennon Group may or may not update these forward-looking statements. This document is not an offer to sell, exchange or transfer any securities of Pennon Group or any of its subsidiaries and is not soliciting an offer to purchase, exchange or transfer such securities in any jurisdiction. Without prejudice to the above, whilst Pennon Group accepts liability to the extent required by the Listing Rules, the Disclosure Rules and the Transparency Rules of the UK Listing Authority for any information contained within this document which the Company makes publicly available as required by such Rules: a) neither Pennon Group nor any other member of Pennon Group or persons acting on their behalf shall otherwise have any liability whatsoever for loss howsoever arising, directly or indirectly, from use of the information contained within this document; b) neither Pennon Group nor any other member of Pennon Group or persons acting on their behalf makes any representation or warranty, express or implied, as to the accuracy or completeness of the information contained within this document; and c) no reliance may be placed upon the information contained within this document to the extent that such information is subsequently updated by or on behalf of Pennon Group. Past performance of securities of Pennon Group cannot be relied upon as a guide to the future performance of any securities of Pennon Group.

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SLIDE 3

Pennon A unique combination of environmental infrastructure assets

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Water & Wastewater Waste Management

Regulatory ring-fence

Water and wastewater services to a population of c.2.2 m

  • Serves Cornwall, Devon, parts of Dorset,

Somerset, Hampshire and Wiltshire

  • Awarded ‘fast-track’ status by Ofwat for

2020-25 Business Plan – only company to achieve successive fast-track status

  • Potential to double base returns(1) in K7

(2020-25)

B2B water retailer

  • PWS is our growing B2B water

retailer currently serving >160,000 customers nationwide

  • c.13,000 new accounts won

since market opening

Sale of Viridor to KKR announced in March 2020

  • Recognises strategic value created in

Viridor - £4.2 billion enterprise value

  • Represents and EV/EBITDA multiple of

18.5x(2)

  • Sale on track for completion in early

summer 2020

Water Retail

Pennon has been driven by its strategic vision to become a leader in UK infrastructure, delivering for the benefit of customers, communities and the environment. 2019/20 has been a landmark year for Pennon, culminating in the announcement in March 2020, of the proposed sale of Viridor. Going forward, Pennon will continue to pursue operational excellence and growth within the UK water industry.

(1) Based on Ofwat’s Final Determination Assessment for South West Water (2) Based on Viridor’s 2018/19 adjusted EBITDA of £255.4 million

Continuing Group Discontinued operations

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SLIDE 4

UK Water Industry Regulation

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  • As a provider of water and wastewater services, South West Water operates

within a framework which contains a variety of regulators

  • Regulation on price and performance by economic, quality and

environmental factors - this regulatory framework is designed to safeguard the best interests of customers and the environment

  • Defra set the overall water and sewerage policy framework in England, other

regulators focus on specific economic, environmental, customer and drinking water quality aspects Ofwat - water sector economic regulator - legal obligations

  • Ensure companies properly carry out their functions
  • Ensure companies can finance their functions
  • Protect the interest of consumers, wherever appropriate, by promoting effective

competition

  • Ensure the long-term resilience of water and sewerage systems
  • Promote economy and efficiency
  • Contribute to the achievement of sustainable development

Market Regulation – overview

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SLIDE 5

2020-25 Business Plan Ofwat’s Final Determination for South West Water

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  • Minimal changes to our Business Plan to 2025
  • Totex allowance of c.£2 billion – in line with South West Water’s fast

track Draft Determination

  • An innovative sharing mechanism – WaterShare+
  • A K7 capital investment programme of c.£1 billion
  • Appointee cost of capital for the industry of 2.96% (CPIH), 1.96% (RPI)
  • As a fast-track company, South West Water received a 10 basis point

uplift to our base Return on Regulated Equity Key Features

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SLIDE 6

Value creation for stakeholders

Pennon – Significant Strategic Delivery Bringing resources to life

  • Delivered in right way – consistent with our values
  • South West Water – strong finish to K6(1)
  • Viridor – successful delivery of growth investment
  • New deal – sharing financial outperformance between customers and

shareholders

  • Crystallising value from the sale of Viridor
  • Continuing Group well positioned for K7(2)
  • New Continuing Group dividend policy announced for K7

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Good results, momentum maintained COVID 19 – Resilient delivery of critical services across Group

  • Prioritised the health and safety of employees and customers – key worker

status across Group

  • Adapted quickly to unprecedented conditions, vast majority of operations

continuing as usual

(1) K6 regulatory period – 2015-20 (2) K7 regulatory period – 2020-25

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SLIDE 7

Financial Highlights Strong, consistent financial performance

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SLIDE 8

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Total Shareholder Return Consistently outperforming the market since privatisation

Total indexed to 100

Note: Share price as at 17 June 2020

500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 5,500 6,000 6,500 7,000 7,500 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Pennon Severn Trent United Utilities FTSE 100 FTSE 250

K7 K6 K5 K4 K3 K2 K1

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SLIDE 9

2019/20 Financial Highlights Solid financial performance, resilient outlook

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Responsible delivery of 2019/20 results for all stakeholders Strong liquidity and funding position Sale of Viridor on track Sector leading new dividend policy for 2020-25 Managing COVID-19 impacts

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SLIDE 10

Viridor Resilient ERF position

  • strong local authority

contracts

  • No significant additional Totex impact as a result of the pandemic to date
  • COVID-19 expected credit losses provision – non-underlying charge £9.0m across Group

– largest impact for PWS £5.0m

  • Cash collections remain strong post year end

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Limited impact on 2019/20 results

COVID-19 Managing financial impacts of COVID-19

Potential impact on 2020/21 – gradual recovery post lockdown

Revenue c.£10m reduction: Lower business customer revenue net of higher household demand (c.84% metered base) – regulatory mechanism to recover in future years Expected credit losses: Business customers, water retailers – risk increased through lockdown Household – strong collections and support schemes to mitigate impact

Water business – South West Water (SWW) and Pennon Water Services (PWS)

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SLIDE 11

Underlying(1)

Continuing Group Continuing Group and Viridor 2019/20 (£m) 2019/20 (£m) 2018/19 (£m) Change(2) Revenue 636.7 1,389.9 1,478.2 (6.0%) EBITDA 365.3 563.4 546.2 +3.1% Adjusted EBITDA(3) 365.3 619.8 592.7 +4.6% Depreciation and Amortisation (119.8) (201.9) (195.2) (3.4%) Operating Profit 245.5 361.5 351.0 +3.0% Net Interest (62.5) (88.7) (83.2) (6.6%) Share of JV Profit After Tax

  • 14.8

12.4 +19.4% Profit Before Tax 183.0 287.6 280.2 +2.6% Non-underlying Items Before Tax(4) 10.1 13.9 (19.9)

  • Profit Before Tax

193.1 301.5 260.3 +15.8% Tax (70.6) (95.2) (37.7) (152.5%) Discontinued Operations PAT 83.8 Profit After Tax for the Year 206.3 206.3 222.6 (7.3%) Statutory Earnings Per Share (p) 47.7 47.7 51.1 (6.7%)

  • From continuing operations (p)

27.7 Adjusted Earnings Per Share (p)(5) 61.7 61.7 57.8 +6.7% Dividend Per Share (p)(6) 43.77 43.77 41.06 +6.6%

Pennon Financial performance in line with expectations for 2019/20

(1) Before non-underlying items, see slide 12 (2) Measures presented focus on the results of the aggregate Continuing Group and Viridor to aid the comparability of reported results, year on year (3) Underlying EBITDA plus share of Joint Venture EBITDA and IFRIC 12 interest receivable (4) Non-underlying items are adjusted for by virtue of their size, nature or incidence to enable a full understanding of financial performance (5) Adjusted EPS: before deferred tax and non-underlying items (6) Dividend policy of 4% + RPI. RPI 2.6% at 31 March 2020

Solid Group financial performance

  • Expected revenue reduction

reflecting:

– Cessation of Viridor’s Greater

Manchester contract

– SWW demand reduction,

weather driven impacts

  • Good operational cost control

across the Group and strong performance across Viridor activities Efficient financing

  • Reduced average interest rate to

3.5%

  • £87.2m cash crystallised on swap

settlement resulting in £18m non- underlying credit in year

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Continuing Group represents South West Water, Pennon Water Services and Pennon (the company)

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SLIDE 12

South West Water Continued outperformance – delivered highest sector returns in K6

(1) Before non-underlying items, see slide 12 (2) Includes wholesale revenue for non-household customers (3) Financing outperformance based on average forecast RPI for K6 of 2.8% (4) Ofwat’s definition of financing outperformance calculated based on average RPI of 1.1% for 2015/16, 2.1% for 2016/17, 3.7% for 2017/18, 3.1% for 2018/19 and 2.6% for 2019/20 (5) Net tariff increase reflects the net position post Wholesale Revenue Forecast Incentive Mechanism (WRFIM) pass back of £17.5m for 2019/20

Wet weather impacting revenue

  • Overall revenue reduced by 1.8%

– Lower revenue from wet weather impact

(c.84% metered customer base)

– Net of 0.6%(5) tariff increase – Mitigated by revenue ‘true-up’

mechanism Momentum in efficiency

  • Overall cost reductions of 3.6%

– Efficiencies offsetting inflation – Weather related costs not as significant

as prior year

  • Efficient financing – 3.4% effective rate

Non-underlying items

  • Fair value benefit of 2040 bond swaps settled

in 2019

  • Net of impact of COVID-19 ECL provisions –

bad debt pre COVID-19 c.0.5% of revenue / post COVID-19 c.1.0% Strong RORE

  • Delivered on totex outperformance targets –

£297m over K6

  • Maintaining momentum – 12.1% 2019/20,

cumulative K6 position 11.8%

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Underlying(1) 2019/20 (£m) 2018/19 (£m) Change Revenue(2) 570.3 581.0 (1.8%) Operating Costs (206.1) (213.9) +3.6% EBITDA 364.2 367.1 (0.8%) Depreciation and Amortisation (118.8) (116.0) (2.4%) Operating Profit 245.4 251.1 (2.3%) Net Interest (71.4) (70.5) (1.3%) Profit Before Tax 174.0 180.6 (3.7%) Non-underlying items 15.0 4.0

  • Statutory Profit Before Tax

189.0 184.6 +2.4% Capital Expenditure 161.0 154.0 +4.5% Return on Regulated Equity: WaterShare RORE(3) 12.1% 11.6% +0.5% Ofwat RORE(4) 11.9% 12.0% (0.1%)

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SLIDE 13

Pennon Water Services(1) Focused cost efficiencies in a competitive market

(1) 80:20 Joint Venture with South Staffordshire Group. Net interest charge payable to Group companies, including parent company guarantee (2) Before non-underlying items, see slide 12

Sustained position in a competitive market

  • Financial performance driven through

cross selling to national customers and winning dual tariff customers

  • Focus on reducing unit cost to serve

through automation, self serve and efficiency

  • Cash generation enabled debt

repayments reducing interest costs

  • Capital investments focused

improving service and driving efficiency Non underlying items

  • Impact of COVID-19
  • Debt as a % of revenue <0.5% pre

COVID-19 / post COVID-19 3.0%

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Underlying(2) 2019/20 (£m) 2018/19 (£m) Revenue 173.5 173.7 SWW wholesale elimination (106.4) (119.3) Revenue – external to the Group 67.1 54.4 Operating Costs (171.6) (172.7) SWW wholesale elimination 106.4 119.3 Operating costs – external to the Group (65.2) (53.4) EBITDA 1.9 1.0 Depreciation and Amortisation (0.7) (0.7) Operating Profit 1.2 0.3 Net Interest (1.6) (1.9) Loss Before Tax (0.4) (1.6) Non-underlying items (5.0)

  • Statutory Loss Before Tax

(5.4) (1.6) Capital Expenditure 0.5 0.1

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SLIDE 14

Viridor Solid performance, delivering value

(1) Before non-underlying items, see slide 12 (2) Includes landfill tax and construction spend on service concession arrangements (3) Including construction and lifecycle spend related to service concession arrangements

Revenue

  • Lower revenue with limited EBITDA

impact from landfill tax and Greater Manchester recycling operating contract ERFs

  • Ramp up ongoing at Glasgow,

Beddington and Dunbar ERFs – availability of 90%(5) Landfill Gas

  • Strong reliability and gas collection and

higher year on year pricing driving performance Recycling

  • Responding to headwinds in global paper

recyclate markets

  • Development of plastics processing

facilities progressing Joint Ventures

  • Strong contribution from joint ventures

Capital Expenditure

  • Primarily Avonmouth ERF and Plastics

Processing

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Underlying(1) 2019/20 (£m) 2018/19 (£m) Change Revenue(2) 757.8 852.7 (11.1%) EBITDA 198.1 178.9 +10.7% ERFs 165.6 154.8 +7.0% Landfill 5.2 4.8 +8.3% Landfill Gas 26.8 20.6 +30.1% Recycling 14.2 14.9 (4.7%) Contracts, Collections & Other 36.0 39.0 (7.7%) Indirect Costs (49.7) (55.2) +10.0% Depreciation and Amortisation (82.1) (78.0) (5.3%) Share of JV Profit After Tax 14.8 12.4 +19.4% Net Interest (26.2) (24.8) (5.6%) Profit Before Tax 104.6 88.5 +18.2% Non-underlying items 3.8 (29.6)

  • Statutory Profit Before Tax

108.4 58.9 +84.0% Capital Expenditure(3) 177.6 241.7 (26.5%) Share of JV EBITDA(4) 41.3 31.9 +29.5% IFRIC 12 Interest Receivable 15.1 14.6 +3.4% Adjusted EBITDA 254.5 225.4 +12.9%

(4) Joint Venture EBITDA reflects the acquisition of the additional stake in Runcorn I in H2 2018/19 (5) ERF availability is an average weighted by capacity, including 100% of joint ventures – excluding Glasgow due to different technology

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SLIDE 15

Pennon Non-underlying items

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Expected credit loss COVID-19 impacts

  • Pennon Water Services – c.£5m
  • South West Water – c.£3m
  • Viridor – c.£1m

Derivatives

  • Fair value movement of South West

Water 2040 bond swaps to settlement in September 2019. Locking in benefit of low yield environment.

  • Cash benefit of £87.2m

Pension past service credit

  • £4.9m recognised – reflects aspects of

closedown of defined benefit pension schemes following cessation of the Greater Manchester recycling operating contract Change in tax rate

  • £40.6m charge relating to the UK tax

change to retain the 19% corporation tax rate rather than the previously enacted 17% rate Total Group (incl. Viridor) 2019/20 £m 2018/19 £m COVID-19 – Expected credit loss from customers (9.0)

  • Derivatives

18.0 5.8 Pension past service credit 4.9

  • GMP equalisation
  • (3.0)

Interserve provision

  • (22.7)

Profit Before Tax 13.9 (19.9) Tax on non-underlying items (2.6) 5.0 Change in rate of tax (40.6)

  • Profit After Tax

(29.3) (14.9)

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SLIDE 16

Corporation Tax A responsible approach to tax

Continuing Group (incl. Viridor) 2019/20 £m 2018/19 £m Current Year Current Tax 28.0 32.4 Deferred Tax 26.7 23.2 54.7 55.6 Prior Year Current Tax (9.2) (3.0) Deferred Tax 6.5 (9.9) (2.7) (12.9) Total Underlying Tax Charge 52.0 42.7 Non-underlying items(1) 43.2 (5.0) Total Statutory Tax Charge 95.2 37.7

  • First water and waste infrastructure business to

secure accreditation

  • Demonstrates transparency and best practice

across the Group

  • Total tax contribution(2) £278m for 2019/20

Tax charge reflects investment profiles

  • Comparable current year current tax effective

rate of 9.7% in 2019/20 (2018/19 11.6%)

  • Lower than the UK headline rate of 19%,

reflecting capital allowances (including ERFs) resulting in deferred tax charge in current period

  • Prior period items reflects clarification of

uncertain tax items Non-underlying items reflects

  • Charge associated with non-underlying items
  • Change of rate in UK tax from 17% to 19% for

future periods

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(1) £15.3m Current Tax charge and £27.9m Deferred Tax charge (2) Includes Landfill Tax collected and borne, VAT, Business Rates, Employment taxes, Corporation tax, Fuel Excise Duty, carbon reduction commitment, Environmental payments and climate change levy

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SLIDE 17

Net Debt Movements Strong cash inflow from operations

(1) Other taxes include business rates, employers national insurance, fuel excise duty, carbon reduction commitment, environmental payments, climate change levy and external landfill tax (2) Includes one-off impact of accelerated HMRC payment on account timing (3) Includes net proceeds from sale of property, plant and equipment and spend on service concession arrangements (4) IFRS 16 adjustment reflects impact of the new accounting standard on Group net debt. This non-cash impact has no debt covenant impact

£m

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(3,079.5) 728.6 87.2 0.4 (48.1) (147.1) (52.6) (94.3) (8.6) (172.6) (339.9) (3,126.5) (137.5) (3,264.0)

Net Debt 01-Apr-19 Cash inflow from

  • perations

Cash settlement of derivatives Other movements Pension contributions Other taxes Corporation tax Net interest paid Hybrid coupon payment Interim & Final 2018/19 dividend Capital additions Net Debt 31-Mar-20 (pre-IFRS 16) IFRS 16 adjustment Net Debt 31-Mar-20 (post-IFRS 16)

Substantial operating cash flows supporting:

  • Continued capital investment
  • Accelerated pension contributions
  • Responsible tax contributions

(3) (4)

£m

(2)

Non-cash impact of IFRS 16 has no debt covenant impact

(1)

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SLIDE 18

Balance Sheet Robust financing position

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Strong Balance sheet

64.6%

64.7% at 31 March 2019

63.6%

58.9% at 31 March 2019 Group Net Gearing(2) Water Business Debt / RCV(3)

(1) Group net debt is £3,127m at 31 March 2020 excluding the impact of IFRS 16 Leases (2) Net borrowings / (equity + net borrowings), excluding impact of IFRS 16 (3) Based on Regulatory Capital Value (RCV) at 31 March 2020 and South West Water Limited net debt, excluding impact of IFRS 16. Regulatory SWW Limited gearing including IFRS 16 is 64.6% at 31 March 2020 (58.9% at 31 March 2019)

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  • £1.6 billion cash and committed facilities
  • Diversified mix of fixed, floating and index-linked borrowings, maturity
  • f 17 years
  • £845 million sustainable financing raised since 2018
  • £300 million perpetual capital securities (hybrid bond) called and

repaid in May 2020 (increasing implied Pennon company net debt)

  • Opportunity to efficiently optimise facilities post Viridor sale completion
  • Covenants not adversely impacted by Viridor sale

Flexible and robust financing and liquidity Balance sheet optimisation

Group gearing stable SWW gearing increased to optimise balance sheet

Group Net Debt(1) £3,264m net debt at 31 March 2020

£3,080m at 31 March 2019

Implied Pennon Company £822m

£809m at 31 March 2019

South West Water £2,227m

£2,057m at 31 March 2019

Viridor £215m

£214m at 31 March 2019

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SLIDE 19

Finance Costs Efficient financing – mitigating risk

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  • Aligned to Ofwat’s PR19

methodology

  • Rolling 10 year hedges for

new debt in K7

  • Embedded debt matched

to regulatory delivery period

  • c.60% of South West

Water floating rate net debt hedged for the K7 regulatory period

(1) Before non-underlying items – see slide 12

£88.7m

£83.2m 2018/19

2019/20 net finance costs(1)

3.5%

3.6% 2018/19

3.4%

3.5% 2018/19

2019/20 SWW interest rate 2019/20 Group interest rate Interest rate hedging for K7

Hedging activity

0.30% 0.50% 0.70% 0.90% 1.10% 1.30% 1.50% 1.70% 1.90%

20 Year 10 Year 7 Year 5 Year

Hedging activity

Swap rates

2040 bond settlement

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SLIDE 20

Crystallising Value from Sale of Viridor

  • Recognises strategic value in Viridor - £4.2 billion enterprise value
  • Represents an EV / EBITDA multiple of 18.5x(1)
  • Pennon shareholder approval and European Commission merger clearance

received

  • Now finalising last condition precedent to completion – expected early

summer 2020

  • Net cash proceeds c.£3.7 billion(2)

– Consideration of appropriate capital structure at Pennon company level – Payments to pension schemes – Headroom for growth opportunities – Return to shareholders

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Strategic review – delivering for shareholders

(1) Based on Viridor’s 2018/19 adjusted EBITDA of £255.4 million (2) Taking into account customary deductions for costs related to the disposal and assumes a completion date of 31 May 2020 which has been chosen for illustrative purposes only

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SLIDE 21

Dividend Track record of sustained growth – sector leading policy for Continuing Group

  • Full year dividend for 2019/20 of 43.77p per share, up +6.6%

– Interim dividend paid 13.66p per share – Recommended final dividend of 30.11p per share

  • Dividend reinvestment plan (DRIP) available

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10 year sector leading dividend policy delivered to 2020 New 2020-25 Group dividend policy of CPIH + 2%

  • New dividend based on Continuing Group only

– Crystallisation of Viridor sale equivalent to 22.66p per share of 43.77p 2019/20 dividend – Implied Continuing Group 2019/20 dividend – 21.11p per share

  • Sustainable dividend growth policy from Continuing Group

– CPIH + 2% per annum for K7 (2020-25) from 21.11p base – Reflects sector leading position of South West Water – Consistent with sustainable dividend cover – Aligned with regulatory change in indexation from RPI to CPIH – matching allowed revenues

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SLIDE 22

South West Water

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SLIDE 23

South West Water Delivering for customers and communities in the right way

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  • Delivering robust service safely – responded rapidly to emerging impacts
  • Supporting customers in vulnerable circumstances – building on well established support
  • Managing impacts and financial implications to our K7 plans

(1) ODI – Outcome Delivery Incentives

  • Accepted Final Determination challenge to deliver enhancements and investments
  • Early start including targeting continued ODI delivery and outperformance
  • Expansion to Isles of Scilly completed
  • Customers at heart of our business – significant improvements in customer service throughout K6
  • Excelled and transformed performance in key operational areas – bathing waters, supply interruptions
  • Wastewater and environmental impacts – key area of focus in our delivery
  • Delivering sector leading returns – outperformance in every area and every year

– Innovative Watershare – c.£140m of benefits delivered for customers

Continued delivery and strong performance throughout K6 regulatory period COVID-19 – Resilient delivery of critical services Delivering the fast-tracked K7 plan

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SLIDE 24

South West Water COVID-19 – Resilient delivery of critical services

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Focus on safety and supporting our employees and customers

  • Prioritised mental, physical and financial wellbeing
  • Commitment to full pay without Government support
  • Swift response to ensuring safety – continuing supply of PPE
  • Technology infrastructure robust – swift changes in working locations and

practices

  • Extensive staff engagement – dedicated online COVID-19 information facility

Delivering a robust service

  • Responded rapidly to emerging developments – maintained vast majority of

services

  • Continued to deliver key capital schemes – working with partners to ensure

safe working practices

  • Isles of Scilly expansion completed and operations underway
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SLIDE 25

Supporting customers and our communities

  • Building on our well established support for customers
  • Launched COVID-19 Priority Services Register – 21,000 registered (an

industry first)

  • Social tariff and affordability schemes providing additional financial support
  • Dual-billing pilot already underway – delivers lower bills and water

efficiency

  • c.60,000 customers benefiting through range of support programmes
  • Provided mobile incident support vehicle for use as a COVID-19 GP

medical consultation room

South West Water COVID-19 – Resilient delivery of critical services

25

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SLIDE 26

South West Water Strong delivery and performance throughout K6 regulatory period

26

Customer service improvements over K6

  • Step change in SIM performance – biggest increase across

the industry

  • Written complaints more than halved since 2015
  • Customer waiting times down to less than a minute
  • Unwanted contacts down c.40%
  • CCW complaints down by almost two thirds
  • 96% of operational contacts resolved first time
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SLIDE 27
  • Serious pollution incidents (Cat 1 & 2) reduced to 1 in 2019

(7 in 2015)

  • Minor pollution incidents above target commitment –

impacts EPA(1) Environmental performance – remains a key area of focus Excelled and transformed performance in key operational areas

  • Bathing water quality achieving c.99%
  • Leakage targets met every year
  • Maintained asset reliability throughout K6
  • Supply interruptions more than halved over K6
  • Internal sewer flooding down 12% over K6, despite extreme wet

weather in 2019/20

  • Contacts for taste and colour down 44%

South West Water Strong delivery and performance throughout K6 regulatory period

27

(1) Environment Agency - Environmental Performance Assessment (EPA)

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SLIDE 28

(1) RORE - Return on Regulated Equity

South West Water Strong delivery and performance throughout K6 regulatory period

28

  • c.£300m savings delivered – reducing future bills for customers
  • Represents outperformance from K6 allowances of c.15%

Totex outperformance delivered across 5 years Consistently delivered highest RORE(1) in every year

  • 11.8% over K6
  • Delivering outperformance in every area, every year
  • Effective interest rate one of the lowest in industry

Strong financing outperformance

  • Delivering c.£140m of benefits over K6 – reducing future bills,

reinvestment, improved services, and c.£20m share scheme

  • Only company to voluntarily share financing and tax outperformance

with customers Sharing outperformance benefits with customers

slide-29
SLIDE 29

RORE impacted by industry wide changes in returns and approach in PR19

  • Lower base returns – 3.9% (from 6.0% K6)
  • Gearing reduced to 60%
  • Totex sharing rates reduced to 50%
  • Nominal cost of debt reduced to 4.2% (from 5.5% K6)

South West Water Looking forward – delivering fast-track K7 plan

  • Potential doubling of base returns(1)

South West Water continuing to target outperformance in all areas

(1) Based on Ofwat’s Final Determination assessment for South West Water

29

slide-30
SLIDE 30

South West Water Looking forward – delivering fast-track K7 plan

30

Strong track record of improvements Isles of Scilly expansion completed on 1 April 2020

  • First for industry – collaboration with all regulators and stakeholders
  • Teams fully operational and assets transferred
  • Delivering significant improvements for customers

Significant enhancement programme of investment

  • Early start targeting key ODIs
  • Delivering safe, reliable drinking water

– Two new water treatment works in Bournemouth region – building

  • n innovative works in Plymouth

– Securing long-term resilience

  • Focusing on improving our environmental performance

– Pollutions enhancement strategy – reducing incidents and impacts

slide-31
SLIDE 31

Pennon Water Services

slide-32
SLIDE 32

Pennon Water Services High quality business services delivering value

COVID-19 High quality customer service in competitive market Delivering operating cost efficiencies

32

  • Regulatory safety net introduced for sector – have not required to date
  • Customer centric approach underpinning excellent service – Trustpilot score of 9.1/10
  • 41% reduction in written complaints from prior year – top 3 position within market performance

standards

  • Resilient performance, well placed to deliver long term strategic objectives once business market

‘normalises’

  • Efficiencies delivered through investment in people, processes and technology
  • Bad debt costs of <0.5% of revenue – strong operational delivery
slide-33
SLIDE 33

Value creation for stakeholders

Pennon – Significant Strategic Delivery Bringing resources to life

  • Delivered in right way – consistent with our values
  • South West Water – strong finish to K6(1)
  • Viridor – successful delivery of growth investment
  • New deal – sharing financial outperformance between customers and

shareholders

  • Crystallising value from the sale of Viridor
  • Continuing Group well positioned for K7(2)
  • New Continuing Group dividend policy announced for K7

33

Good results, momentum maintained COVID 19 – Resilient delivery of critical services across Group

  • Prioritised the health and safety of employees and customers – key worker

status across Group

  • Adapted quickly to unprecedented conditions, vast majority of operations

continuing as usual

(1) K6 regulatory period – 2015-20 (2) K7 regulatory period – 2020-25

slide-34
SLIDE 34

Pennon Appendix

slide-35
SLIDE 35

Pennon Group 2019/20 Change Revenue

  • Impact of lower tariffs based on K7 Final Determination (c.£20m)
  • Reduced non household demand (c.£15m including impact from customers outside of the South West

Water region) partially offset by increased household demand (c.£5m) as a result of COVID-19

  • Non-underlying sharing of outperformance with customers through WaterShare+ of c.£20m

£636.7m(1) Net debt

  • Expectation of reduced Pennon company debt levels following Viridor sale completion

£1,122m(2) Tax rate

  • Underlying effective tax rate lower than UK headline rate of 19% reflecting capital allowances

9.7% South West Water – transition to new regulatory period 2019/20 Change Operating costs

  • Increased costs reflecting inflation, expansion into the Isles of Scilly, net of continued efficiency

£206.1m Net interest

  • Efficient financing reflecting lower interest rate swaps – effective rate reduction

£71.4m Capex

  • Capital expenditure reflects K7 profile of investment – 2019/20 included advancement of investment

from 2020/21 £161.0m RORE

  • Continued outperformance targeted in all areas

9.0% (re-based)(3) RCV

  • Reduction due to impact of K7 Final Determination reflecting midnight adjustments of c.£200m driven

by the significant totex outperformance in K6

  • Potential impact of COVID-19 on future inflation rates

£3,573m Pennon Water Services 2019/20 Change Operating costs

  • Reduction in operating costs due to lower wholesale charges due to COVID-19

£171.6m EBITDA

  • Focus on continued cost efficiency with strong collections offsetting potential bad debt impact of

COVID-19 £1.9m Viridor – completion of transaction expected early summer 2019/20 Change Profit after tax

  • Continues to contribute to Group earnings up until the point of completion

£83.8m

Pennon 2020/21 Technical Guidance – Continuing Group

35

35

(1) 2019/20 revenue for the Continuing Group (2) £822m net debt as at 31 March 2020 plus £300m perpetual capital securities, repaid May 2020 (3) Re-based to reflect changes in returns and approach in K7

COVID-19 assumptions are based on Government current position and timeframe of lockdown, successful exit of lockdown and no second wave of the pandemic supporting a recovery in economic activity over the year.

slide-36
SLIDE 36

Pennon Group EBITDA

546.2 (10.7) (0.7) 0.9 2.5 7.8 6.6 10.8 563.4

2018/19 SWW revenue Recycling Pennon Water Services Viridor contracts, collections &

  • ther, and

indirect costs SWW cost savings Landfill and landfill gas ERFs 2019/20

£m

36

36

slide-37
SLIDE 37

Pennon Adjusted EPS reconciliation

37

Hybrid (Perpetual Capital Securities) movements

  • 2017 Hybrid – adjusted EPS reflects a proportionate adjustment for the annual periodic return. In 2019/20 the 2017

Hybrid qualified for tax relief, following a change in legislation, with an annualised saving of £1.6m for the financial year Continuing Group

Continuing Group and Viridor

Adjusted EPS Calculation 2019/20 £m 2019/20 £m 2018/19 £m Profit Before Tax 193.1 301.5 260.3 Adjusted for: Non-underlying Items (pre-tax) (10.1) (13.9) 19.9 Current Tax (28.3) (18.8) (29.4) Minority Interest(1) 0.1 0.1 0.3 Hybrid charge (7.0) (7.0) (8.6) Adjustment for Full Year depreciation charge in the Disposal Group

  • (2.6)
  • Profit for Adjusted EPS calc.

147.8 259.3 242.5 Average number of shares (m) 420.2 420.2 419.6 Adjusted EPS (p) 35.2 61.7 57.8 Continuing Group

Continuing Group and Viridor

Statutory EPS Calculation 2019/20 £m 2019/20 £m 2018/19 £m Statutory Profit Before Tax 193.1 301.5 260.3 Adjusted for: Tax (current and deferred) (70.6) (95.2) (37.7) Minority Interest(1) 1.1 1.1 0.3 Hybrid charge (7.0) (7.0) (8.6) Profit for Statutory EPS calc. 116.6 200.4 214.3 Average number of shares (m) 420.2 420.2 419.6 Statutory EPS 27.7 47.7 51.1

(1) Reflects the impact of the non-controlling interest in Pennon Water Services

37

slide-38
SLIDE 38

Capital Investment Continued investment across the Group

Key elements of Group expenditure in 2019/20

  • Early investments for SWW for K7 – focused on ODI delivery
  • Water quality investments, including commencing c.£10m project at

College water treatment works

  • Commissioning of Mayflower water treatment works
  • Avonmouth ERF now operational
  • Construction of Plastics Recycling Facility at Avonmouth underway
  • Upgrade of Masons Material Recycling Facility (MRF)

(1) Including construction and lifecycle spend related to service concession arrangements, capitalised interest (£11.0m in 2019/20), ERF maintenance capital expenditure net of amounts subject to legal contractual process

Group Capex

38

2019/20 £m 2018/19 £m Total Water 161 154 Total Viridor 178 242 Total(1) 339 396

100 200 300 400 500

2015/16 2016/17 2017/18 2018/19 2019/20

SWW Viridor

£m

slide-39
SLIDE 39

Pennon Group capital expenditure reconciliations

Group Capital Investment (Slide 35) 2019/20 £m 2018/19 £m Viridor 160.5 210.2 ERFs 84.5 176.2 Recycling 48.2 8.9 Landfill and Landfill Gas 17.2 10.3 Contracts and Collections 5.0 6.9 Other 5.6 7.9 South West Water 161.0 154.0 Clean Water 87.4 77.2 Waste Water 73.6 76.8 Other Group 0.6 0.2 Group Capital Additions 322.1 364.4 IFRIC 12 Additions(1) 17.1 31.5 Capital Investment 339.2 395.9 Group Capital Payments (Net debt movements slide 14) 2019/20 £m 2018/19 £m Viridor 160.5 210.2 South West Water 161.0 154.0 Other Group 0.6 0.2 Group Capital Additions 322.1 364.4 Capital creditor decrease/(increase) (inc. non-cash items) 14.0 (6.2) Grants and Contributions (2.7) (2.2) Proceeds from sale of PPE (10.6) (6.3) IFRIC 12 Payments 17.1 34.8 Total Adjustments 17.8 20.1 Capital Payments 339.9 384.5

(1) Capital additions on IFRIC 12 ERF capital assets (before amounts subject to legal contractual process)

39

slide-40
SLIDE 40

Pennon Sustainable, diversified funding sources

40

(1) Includes £133m of index-linked finance leasing

  • Group net borrowings (post IFRS 16) includes £2,227 million for South West Water and £215 million for

Viridor, with £822 million implied for Pennon the Company.

  • Finance leasing provides a significant amount of long-dated funding

Pennon Group as at 31 March 2020 £m Finance Leasing(1) 1,549 Bank Bilaterals 660 European Investment Bank Loans 374 Index-Linked Bonds 490 Fixed Rate (SWW 2040) Bond 135 Private Placements 618 Total Debt (pre-IFRS 16) 3,826 Less: Cash and cash deposits (699) Net Borrowings (pre-IFRS 16) 3,127 IFRS 16 Adjustment 137 Net Borrowings (post-IFRS 16) 3,264 SWW as at 31 March 2020 £m Finance Leasing(1) 1,402 Bank Bilaterals 139 European Investment Bank Loans 264 Index-Linked Bonds 443 Fixed Rate (SWW 2040) Bond 135 Private Placements 100 Total Debt (pre-IFRS 16) 2,483 Less: Cash and cash deposits (292) Net Borrowings (pre-IFRS 16) 2,191 IFRS 16 Adjustment 36 Net Borrowings (post-IFRS 16) 2,227

40

slide-41
SLIDE 41

Pennon Fair value of non-current debt

41

Continuing Group and Viridor Pennon Plc As at 31 March 2020 (£m) Book Value Fair Value Difference Book Value Fair Value Difference Bank Bilaterals 702 710 (8) 520 528 (8) European Investment Bank Loans 341 324 17 103 103

  • Index-Linked Bonds

440 536 (96)

  • Fixed Rate (SWW 2040) Bond

135 206 (71)

  • Private Placements(1)

618 690 (72) 512 583 (71) Total Debt (excluding leases) 2,236 2,466 (230) 1,135 1,214 (79) Leases(2) 1,648 1,648

  • Total Debt

3,884 4,114 (230) 1,135 1,214 (79)

41

(1) Includes other borrowings of £6m related to PWS (2) On transition to IFRS 16 the disclosure relating to the fair value of leases is no longer required

slide-42
SLIDE 42

42

Pennon Pensions

31 March 2020 £m 31 March 2019 £m Pension schemes’ assets 934 934 Pension schemes’ liabilities 943 995 9 = 7 net of tax 61 = 51 net of tax

2019 Actuarial technical provision basis

  • Principal scheme (82% SWW, 12% Viridor, 6%

Plc) deficit of c.£53m, agreed through triennial valuation – outcome broadly in line with the previously agreed deficit recovery plan

  • Schemes associated with Viridor’s Greater

Manchester waste contract that ceased in May 2019, total c.£21m net deficit at March 2019

  • Well managed pension scheme – on track to meet
  • bligations through efficient investment returns on scheme

asset, supported by company contributions

  • The aggregate pension schemes’ net deficit has decreased

in the period to 31 March 2020 by £52m from £61m to £9m, reflecting:

the responsible acceleration of £17.2m of deficit contributions

lower long-term inflation rates reducing liabilities 42 Future pension provision

  • Pension consultation outcome expected shortly

regarding closure of the principal scheme to future accrual

  • Pennon to assume nearly all of Viridor’s net

pension liabilities on sale to KKR

slide-43
SLIDE 43

Pennon Net interest analysis(1)

43

2019/20 £m 2018/19 £m Net interest charge: (88.7) (83.2) Add: capitalised interest (11.0) (15.2) Less: notional interest payable(2) 9.0 12.5 Add: interest receivable on service concession contracts (15.1) (14.6) Add: interest receivable on shareholder loans to JVs (5.3) (5.3) Net interest for average rate calculation: (111.1) (105.8) Split between: Interest payable (100.2) (94.2) Capitalised interest payable (11.0) (15.2) Other finance income 0.1 3.6 Net interest payable: (111.1) (105.8) Average rate of interest 3.5% 3.6% Net interest cover 3.8x 4.1x

  • Decrease reflects build out of ERFs
  • Increase reflects higher Group borrowings and

IFRS 16 Lease interest impact Efficient, effective interest rate

  • Group – 3.5%
  • South West Water – 3.4%

A A B

3.0% 3.5% 4.0% 4.5% 5.0% 5.5% 6.0% 6.5% 7.0%

Pennon SWW Water Sector

K4 (2005-10) K5 (2010-15) K6 (2015-20)

(1) Before non-underlying items as set out in slide 12 (2) Includes pensions net interest and discount unwind on provisions

43

B

slide-44
SLIDE 44

Pennon

Significant energy generation

Total Continuing Group energy generation of 20.6 GWh in 2019/20

  • 25 hydro turbines – 12.5 GWh
  • 44 Solar PV installations(1) – 7.2 GWh
  • 6 CHP – 5.8 GWh
  • 1 wind turbine – 0.3 GWh

Portfolio management strategy

  • The Group has continued to trade over the

last 12 months to maintain its net hedged position in accordance with Group policy

  • Forward hedges for South West Water have

been put in place along the curve:

100% for 2020/21

92% for 2021/22

44

(1) Including Solar PV electricity supply purchased via PPA through private wires to Restormel Water Treatment Works and Nanstallon Sewage Treatment Works

Denotes hedging activity

44

25 30 35 40 45 50 55 60 65

Apr 2019 May 2019 Jun 2019 Jul 2019 Aug 2019 Sep 2019 Oct 2019 Nov 2019 Dec 2019 Jan 2020 Feb 2020 Mar 2020

£/MWh

UK Power Forward Seasons

S 20 W 20 S 21 W 21

slide-45
SLIDE 45

South West Water Appendix

slide-46
SLIDE 46

46

South West Water Revenue

(1) WRIFM - Wholesale Revenue Forecast Incentive Mechanism (1)

46

581.0 21.4 (17.5) 4.3 (3.4) (3.0) (12.5) 570.3

2018/19 Tariff increases WRFIM New connections Customer leak allowances Meter optants Other revenue (incl. customer demand) 2019/20

£m

slide-47
SLIDE 47

47

South West Water EBITDA

47

367.1 (10.6) (6.4) 7.6 4.7 362.4 1.8 364.2

2018/19 Reduction in revenue Cost increases incl. inflation Efficiencies & other cost savings Prior year one-

  • ff/atypical costs

2019/20 (pre-IFRS) IFRS 16 2019/20

£m

slide-48
SLIDE 48

South West Water 2019/20 Performance Measures

Exceeded or met

Water quality standard Taste, smell and colour contacts Water contacts resolved 1st time Water restrictions Supplies interrupted due to flooding External sewer flooding Supply interruptions

Performance within regulatory tolerance

Pollution incidents Cat 1&2 Internal sewer flooding Descriptive compliance

Performance below target

Pollution incidents Cat 3&4 Numeric compliance

Cumulative ODI outperformance net reward: £13.3m(2)

48

(1) ODI performance in 2019/20 of £2.0m net reward. £3.0m net reward will be recognised at the end of the regulatory period, with £1.0m net penalty reflected during the regulatory period. Of the cumulative net reward of £13.3m, £17.4m will be recognised at the end of the regulatory period and £4.1m net penalty which will be reflected during the regulatory period

Bathing water quality Water & waste asset reliability Sustainable abstractions Leakage level Descriptive compliance Water Cat 1&2 pollution incidents Odour contacts

48

Metered customers Wastewater contacts resolved 1st time Customer satisfaction Carbon emissions and energy from renewable sources

slide-49
SLIDE 49

49

South West Water Sharing outperformance with customers

Strong focus on sharing financial benefits with customers

  • Unique mechanism to share outperformance transparently
  • Significant benefits identified for customers to date
  • Reinvestment in services, future lower bills
  • Future sharing scheme for customers planned in K7 (WaterShare+)

Customer Shareholder

Cumulative benefit 2015-20 £m Cumulative benefit 2015-20 £m

103 Net Totex savings(1) 139 13 ODIs 13 23 Other items(2)

  • Total Value Benefit

(1) Gross Totex savings (inclusive of retail), net of tax for sharing and performance purposes (2) Other items including market movements on new financing returned to customer and the impact of new legislation. £3.1m of benefits in 2015/16 previously reinvested for customers. Remaining c.£20m provides the basis for the WaterShare+ scheme returning benefits to customers in 2020.

49

slide-50
SLIDE 50

South West Water Reconciliation of RORE to financials

50 Totex £m K6 Total 2019/20 Operating Costs 1,054 206 Capital Expenditure 824 161 Totex 1,878 367 Totex allowance 2,175 427 Totex saving 297 60 RORE benefit 140 27 ODIs £m K6 Total 2019/20 End of period 17.4 3.0 During period (4.1) (1.0) Net ODI reward (excluding SIM) 13.3 2.0

Cumulative Totex(1) outperformance of £297m ODI Outperformance(2)

  • 2019/20 net reward £2.0m
  • Rewards: water restrictions, flooding incidents
  • Penalties: numeric compliance, pollution incidents

Cumulative financing outperformance(3) of £164m Regulated Equity – 62.5% notional gearing

  • 2019/20 average RCV of £2,998m in 2012/13

prices

(1) Phasing of actual expenditure compared to the planned programme is reflected prior to calculating Totex savings (2) ODI net rewards – excluding the impact of SIM. SIM penalty confirmed in SWW Final Determination of £2.9m (3) Interest outperformance is based on the outturn effective interest rate on net debt, translated into an effective real interest rate using cumulative K6 forecast RPI of 2.8%, notional debt gearing of 62.5%, and actual tax rates

50

slide-51
SLIDE 51

Viridor Appendix

slide-52
SLIDE 52
  • Ramp up of existing plants - first financial contribution from Avonmouth
  • Increasing contribution from contract backed infrastructure assets
  • Successful transition out of Greater Manchester contract in May 2019 – limited business impact

Viridor Successful delivery of key priorities for 2019/20

  • Mitigating impact of challenging recyclate markets in the near term

52

Strong growth in ERFs Growth in earnings delivery from a complementary portfolio of assets Long term recycling fundamentals remain strong

(1) Adjusted EBITDA excluding indirect overheads

slide-53
SLIDE 53

Viridor COVID-19 – Resilient operations in unprecedented times

53

Well positioned to manage impact of COVID-19

  • Strong local authority contracted position
  • Strong ERF performance mitigating volume impact from Commercial &

Industrial customers in Collections, Landfill and Recycling

  • Household Waste Recycling Centres initially closed – now reopened in

conjunction with Local Authority Customers

  • Operations continued at other sites

Supporting staff across the business

  • Supporting the heath & wellbeing of our people
  • Facilitating remote working where possible
  • Adhering to guidelines on social distancing at operational sites
  • Successful management of PPE availability
slide-54
SLIDE 54

Avonmouth ERF in commissioning – on track for

  • perational ramp up in 2020/21
  • First financial contribution(1) in 2019/20

Optimisation ongoing at Glasgow, Beddington and Dunbar

  • Full year availability 90%(2)

Ford ERF JV with Grundon Waste Management announced H1 2019/20

  • Progressing project design with Viridor’s technical

advisor Further ERF capacity essential to meet longer term demand

  • Continuing to progress pipeline of opportunities to

deliver 2 further ERFs

Viridor Strong growth from ERF portfolio

(1) Contractual compensation of £4.1m received in the form of liquidated damages arising where construction was completed post the original contractual compensation date (2) Based on average weighted by site capacity, including 100% of joint ventures, excluding Glasgow due to different technology

54

slide-55
SLIDE 55

Responsible operator

  • Highly engineered and controlled operations
  • Norlands site sold for alternative use in H1 2019/20

Improved gas collection and availability

  • Strong engine availability and gas collection efficiency
  • Electricity volumes generated declining at a lower rate

than experienced in previous years Strong pricing from hedging activities and renewables pricing (ROC) Opportunities to utilise surplus grid connection capacity

  • Installation of gas peaking engines

Viridor – Landfill and Landfill Gas Efficiently managed with demand into the long term

55

slide-56
SLIDE 56

Avonmouth Plastics Recycling Facility

  • £65m construction progressing

Continuing to progress facilities co-located at Ardley and Dunbar ERFs

  • UK regional events held to engage stakeholders ahead of formal planning

applications Focus on driving value from the Circular Economy

  • Investment in UK plastics processing reducing exposure to international

markets

  • Moving Viridor up the value chain

Navigating near term challenges in paper markets

  • Global paper markets impacting H2 2019/20 contribution
  • Prices reduced by c.£50 per tonne
  • Risk sharing mechanisms providing mitigation
  • Markets for high grade export paper effectively closed

Viridor - Recycling Long term recycling fundamentals remain strong

56

slide-57
SLIDE 57

Viridor Revenue

57

852.7 37.0 3.3 3.1 (22.9) (28.2) (87.2) 757.8

2018/19 ERFs Contracts Landfill Gas Recycling Landfill Greater Manchester contract 2019/20

£m

slide-58
SLIDE 58

Viridor Adjusted EBITDA

58

225.4 10.8 9.9 6.2 2.5 0.4 (0.7) 254.5

2018/19 ERFs Share of JV EBITDA and IFRIC 12 Interest Receivable Landfill Gas Contract, Collections & Other (inc. indirect

  • verheads)

Landfill Recycling 2019/20

£m

slide-59
SLIDE 59

Full Year Results

2019/20