Investor Presentation 29 October 2015 Forward-Looking Statements - - PDF document

investor presentation
SMART_READER_LITE
LIVE PREVIEW

Investor Presentation 29 October 2015 Forward-Looking Statements - - PDF document

1 Investor Presentation 29 October 2015 Forward-Looking Statements Statements contained in this presentation that are not historical facts are forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and


slide-1
SLIDE 1

1

Investor Presentation

29 October 2015

slide-2
SLIDE 2

2

Forward-Looking Statements

Statements contained in this presentation that are not historical facts are forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. Forward-looking statements include words or phrases such as “anticipate,” “believe,” “estimate,” “expect,” “intend,” “plan,” “project,” “could,” “may,” “might,” “should,” “will” and similar words and specifically include statements involving expected financial performance, day rates and backlog, estimated rig availability; rig commitments; contract duration, status, terms and other contract commitments; new rig commitments and construction; scheduled delivery dates for rigs; the timing of delivery, mobilization, contract commencement, relocation or other movement of rigs; benefits derived from expense management actions; estimated capital expenditures; rig stacking costs; and general market, business and industry conditions, trends and outlook. Such statements are subject to numerous risks, uncertainties and assumptions that may cause actual results to vary materially from those indicated, including commodity price fluctuations, customer demand, new rig supply, downtime and other risks associated with offshore rig operations, relocations, severe weather or hurricanes; changes in worldwide rig supply and demand, competition and technology; future levels of offshore drilling activity; governmental action, civil unrest and political and economic uncertainties; terrorism, piracy and military action; risks inherent to shipyard rig construction, repair, maintenance or enhancement; possible cancellation, suspension or termination of drilling contracts as a result of mechanical difficulties, performance, customer finances, the decline or the perceived risk of a further decline in oil and/or natural gas prices, or other reasons, including terminations for convenience (without cause); the outcome of litigation, legal proceedings, investigations or other claims or contract disputes; governmental regulatory, legislative and permitting requirements affecting drilling operations; our ability to attract and retain skilled personnel on commercially reasonable terms; environmental or other liabilities, risks or losses; debt restrictions that may limit our liquidity and flexibility; our ability to realize the expected benefits from our redomestication and actual contract commencement dates; cybersecurity risks and threats; and the occurrence or threat of epidemic or pandemic diseases or any governmental response to such occurrence or threat. In addition to the numerous factors described above, you should also carefully read and consider “Item 1A. Risk Factors” in Part I and “Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations” in Part II of our most recent annual report on Form 10-K, as updated in our subsequent quarterly reports on Form 10-Q, which are available on the SEC’s website at www.sec.gov or on the Investor Relations section of our website at www.enscoplc.com. Each forward-looking statement speaks only as of the date of the particular statement, and we undertake no obligation to publicly update or revise any forward-looking statements, except as required by law.

slide-3
SLIDE 3

3

Agenda

  • Current Market Conditions
  • Proactive Steps to Address Downturn
  • Outlook for Offshore Drilling

– efficiency & cost improvements – attrition of older rigs

  • Maintain and Widen Leadership Position

– #1 in customer satisfaction – best in innovation – most efficient/cost-effective driller

slide-4
SLIDE 4

4

Current Market Conditions

Source: IHS Upstream

$0 $10 $20 $30 $40 $50 $60

$ billions

Global exploration spend of 18 largest E&Ps

$29 $41 $58

  • Substantial reduction in

E&P capex

  • Unprecedented decline in

exploration spending

  • Lower rig utilization & day

rates

  • Expect 2016 capex to be

lower YoY

  • The significant pullback in

spending will affect supply in the future

slide-5
SLIDE 5

5

  • Drillers

– cutting costs & stacking/retiring rigs – deferring rig deliveries – speculators canceling rig orders

  • Service companies

– strategic combinations to invest in technological innovations and process improvements that increase efficiencies and drive out costs

  • Customers

– reducing capex – deferring projects – early terminations/concessions for existing rig contracts – re-engineering to increase efficiencies/reduce costs – testing economics for future programs based on lower costs and streamlined project management

Market Response

slide-6
SLIDE 6

6

  • Capital Management
  • Fleet Restructuring
  • Expense Management
  • Operational Excellence & Safety

– innovation – process improvements

Taking Decisive Steps To Be Resilient Through The Downturn

slide-7
SLIDE 7

7

  • Accessed the debt markets

– $1.25 billion offering in 3Q14 – $1.10 billion offering in 1Q15 to refinance 2016 maturities

  • Increased revolver to $2.25 billion and extended to 2019
  • Reduced quarterly dividend to improve capital management

flexibility

  • Deferred ENSCO DS-10 delivery to 1Q17, delaying ~$300 million

in capex

Proactive Capital Management

slide-8
SLIDE 8

8

Debt Maturity Profile

$500 $900 $1,500 $625 $700 $2,250

$0 $300 $600 $900 $1,200 $1,500 $1,800 $2,100 $2,400 $2,700 $3,000

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2027 2040 $150 $300 2044 Increased Revolving Credit Facility to $2.25B; extended to 2019

$ millions

$1,025

No debt maturities until 2Q19

slide-9
SLIDE 9

9

Credit Ratings

ESV DO NE RDC RIG ATW PACD ORIG SDRL BBB BBB BBB- BBB- BB BB- B- CCC- Not Rated

Investment Grade

Source: Bloomberg composite credit ratings as of October 2015; cash, short-term investments and contracted revenue backlog as of 30 September 2015

  • $1.1 billion of cash and short-term investments
  • $6.6 billion of contracted revenue backlog
slide-10
SLIDE 10

10

Declining Capital Expenditures

4Q15 2016 2017 2018

120 475 325 30 25 80 55 125 150 150 New rig construction Rig enhancements Minor upgrades and improvements

$ millions

$205 $625* $555*

*Note: Preliminary estimates for rig enhancement and minor upgrade and improvements for 2016, 2017 and 2018; final capex estimates to be determined upon completion of annual budget process and subject to change based on rig contracting; year-to-date capital expenditures through 30 September 2015: $1,130 million of new rig construction, $145 million of rig enhancements and $170 million of minor upgrades and improvements

$150*

slide-11
SLIDE 11

11

Fleet Restructuring: Newbuild Deliveries

2012.75 2013.75 2014.75 2015.75 2016.75 2017.75 2018.75 2019.75

ENSCO DS-7 ENSCO 120 ENSCO 121 ENSCO 122 ENSCO 110 ENSCO DS-8 ENSCO DS-9 ENSCO 123 ENSCO 140 ENSCO 141 ENSCO DS-10 Drillships Premium jackups

2013 2016 2017 2014 2015 2020 2018 2019

5 yrs with Total 5 yrs with Total 2 yrs on operating rate* 2 yrs on operating rate* 2 yrs w/ Wintershall 2 yrs w/ Wintershall 2 yrs with NAM 2 yrs with NAM 2+ yrs with Nexen 2+ yrs with Nexen 4 yrs with Total 4 yrs with Total Delivered & Contracted Under Construction & Uncontracted Delivered and On Operating Rate 3 yrs with NDC 3 yrs with NDC

*Note: Customer has terminated contract for its convenience. Per terms of contract for early termination, customer is required to make monthly payments for two years equal to the operating day rate of approximately $550,000, which may be partially defrayed should Ensco re-contract the rig within the next two years and/or mitigate certain costs during this time period while the rig is idle and without a contract.

slide-12
SLIDE 12

12

  • 2014 floater upgrades

benefitting 2015 results

– ENSCO 5004 – ENSCO 5006

  • Mooring upgrade for

ENSCO 8503 contracted to Stone Energy and ENSCO 8505 contracted to Marubeni

  • 3rd ENSCO 8500 Series

floater to receive mooring upgrade in 2016

Upgrades to Existing Floaters

slide-13
SLIDE 13

13

  • 20 rigs sold since 2010 generating ~$675 million in

proceeds

– 6 rigs sold in the past 12 months

  • 4 jackups sold for more than $200 million in proceeds during 3Q14,

reducing exposure to Mexico jackup market

  • 2 floaters >30 years of age sold for scrap value
  • 6 rigs currently held for sale

– 4 floaters – 2 jackups

Fleet Restructuring: Divestitures

slide-14
SLIDE 14

14

  • February 2015

– 9% unit labor cost decrease for offshore workers – 15% reduction of onshore positions

  • $27 million in annualized savings

– full run-rate savings beginning 2Q15

  • August 2015

– +6 ppt improvement in offshore unit labor cost savings to 15% compared to 2014 levels; full run-rate savings beginning 1Q16 – 14% incremental reduction of onshore positions

  • $30 million additional annualized savings; full run-rate beginning 4Q15
  • consolidated business unit reporting structure from five to three, centralizing certain

functions and rationalizing office space

Expense Management Actions

15% reduction in offshore unit labor costs + $57 million annual savings in onshore support costs

slide-15
SLIDE 15

15

  • Stacking rigs without near-

term contracting opportunities reduces daily operating expenses

  • Up-front costs to preserve

cold stacked rigs

– $1 million for jackups – $5 million for semis

  • 8500 Series semis cold

stacking process includes:

– dehumidification – prevention of hull corrosion – key equipment preservation

Proactive Rig Stacking

Avg Daily Operating Expenses Warm Stack Cold Stack Drillship $40k per day <$10k per day

(ENSCO DS-1 & DS-2)

Semi $32k per day <$10k per day Jackup $20k per day <$5k per day

slide-16
SLIDE 16

16

Improved Expense Outlook

2Q15A 3Q15A 4Q15E $503 million $434 million

Prior estimate $450 - 455 million

$415 – $420 million

Prior estimate $435 - 440 million Expense reductions more than offset a projected increase in rig operating days v. 3Q15

Contract Drilling Expense

slide-17
SLIDE 17

17

  • Proprietary asset

management system

– improve operational performance by increasing uptime – reducing maintenance costs – lower lifetime equipment costs

  • Leverages standardization

Innovation During the Downturn

Ensco Asset Management System

slide-18
SLIDE 18

18

Excellent Safety Performance

Total Recordable Incident Rate

  • Leading-edge safety

management systems

  • Enhancing process

safety to drive further improvements

0.0 0.2 0.4 0.6 0.8 1.0 1.2 2008 2009 2010 2011 2012 2013 2014 YTD 2015 Ensco Industry

Ensco statistics are Year To Date through September 30. The IADC industry statistics are as of Q2 2015.

slide-19
SLIDE 19

19

Net Income Margin Largest Offshore Drillers

ESV SDRL NE RIG DO RDC 30% 26% 25% 19% 16% 16%

Source: Thomson One; sum of trailing eight quarters of net income divided by sum of trailing eight quarters of revenue. Thomson One's data is based on aggregation of information collected from industry equity research analysts, and may not be based on GAAP reported financial data; Ensco financials as of 30 September 2015; Peer financials as of 2Q15 earnings disclosures; excludes Seadrill’s $440 million gain on disposal of West Auriga to Seadrill Partners in 1Q14

slide-20
SLIDE 20

20

High Levels of Customer Satisfaction Rated #1

  • Total Satisfaction
  • Health, Safety & Environment
  • Technology
  • Special Applications
  • Deepwater Drilling
  • Shelf Wells
  • Non-Vertical Wells
  • Harsh Environment Wells
  • North Sea
  • Latin America & Mexico
slide-21
SLIDE 21

21

Key Points to Remember

1. Deepwater production is 7% of global supply 2. Offshore reserves are a critical part of major E&P portfolios 3. Excessive costs/inefficiencies crept into sector during the $100+ oil environment 4. Industry is proactively responding to commodity price pressures 5. Breakeven commodity prices for offshore programs are declining 6. Unprecedented decline in E&P exploration spending will create pent up demand and a future snapback in spending

Outlook for Offshore E&P

slide-22
SLIDE 22

22

  • Shell has stated that deepwater is a key driver of growth

– “Our growth priorities follow two strategic themes: integrated gas and deepwater. These will provide our medium-term growth and we expect them to become core engines in the future.”

  • Shell’s recent acquisition of BG aligns with the company’s

priorities in deepwater, particularly in Brazil

– “Brazil is an absolutely outstanding upstream province … [and] at this moment is the most exciting part of the industry.” – “The potential is absolutely gigantic – there is much more to come.”

Importance of Deepwater

slide-23
SLIDE 23

23

Other major E&Ps have made similar comments YTD regarding the importance of deepwater projects to future growth

– BP: “In order to deliver long-term growth, we will continue to maintain a disciplined investment approach into three distinctive classes of assets: deepwater, gas value chains and giant fields. We will continue to maintain a balanced portfolio of opportunities.” – Chevron: “New supply will increasingly come from more complex and remote sources with higher full-cycle development costs [including] arctic, deepwater, heavy, sour and the like.” – Total: “A new direction is being taken to carry out deep offshore

  • perations in even deeper waters … and at greater distances for multi-

phase production transport … which is fully in line with the ambitious goals of [the company’s] exploration and production [business] and supports major technology-intensive assets such as Libra in Brazil.”

Importance of Deepwater

slide-24
SLIDE 24

24

  • BP Mad Dog: Phase 2

– Cost estimates reduced to less than $10 billion from previous estimate of $22 billion – Project re-engineering through standardization and scope

  • ptimization, coupled with industry deflation, resulted in significantly less

capital required to develop approximately 90% of resources

  • Shell Appomattox

– 20% reduction in project costs from supply chain savings, design improvements, etc.

  • Total Block 32

– Capital expenditure estimate reduced by $4 billion to $16 billion – Optimized project design and contracting strategy

  • Statoil

– “Standardization is the new innovation.”

Customers Re-Engineering Projects

slide-25
SLIDE 25

25

Recent strategic combinations/alliances among service companies to drive greater efficiencies and lower the breakeven commodity prices for projects:

  • Schlumberger/Cameron – strategic innovation, efficiencies and cost

reductions in deepwater projects; driving down breakeven commodity price levels

  • GE Oil & Gas/McDermott – improve design/planning of offshore oil and gas

field developments

  • OneSubsea/Subsea 7 – enhance project delivery, improve recovery and
  • ptimize the cost and efficiency of deepwater subsea developments
  • FMC Technologies/Technip – overhaul subsea field operations to drive

efficiencies

  • Baker Hughes/Aker Solutions – develop technology for production solutions

that will boost output, increase recovery rates and reduce costs for subsea fields

  • Schlumberger/OneSubsea/Helix – optimize the cost and efficiency of subsea

well intervention systems

Service Sector Response

slide-26
SLIDE 26

26

  • Shallow water well programs have lower breakeven commodity

price points on average than deepwater projects

– less complex drilling requirements, shallower water depths and greater access to existing infrastructure

  • More diverse customer base; shallow water demand a function
  • f customer- and region-specific factors

– increased rig demand in the Middle East from NOCs – leases requiring continued drilling in areas like North Sea and West Africa have stabilized demand as exploration capex has been reduced – well intervention now more economic in lower day rate environment – U.S. Gulf of Mexico and Asia Pacific markets are challenged due to capex reductions and uncontracted newbuild supply, respectively

  • Drillers with established operational and safety track records have

an advantage in contracting rigs

– zero newbuilds being built by speculators have been contracted

Jackup Market Dynamics

slide-27
SLIDE 27

27

Source: IHS-ODS Petrodata as of October 2015; competitive marketed floaters and jackups (independent leg cantilever rigs); ‘contracted’ includes rigs currently under contract or with a future contract

Global Marketed Rig Fleet

Newbuilds

Floaters Jackups

Contracted 208 300 Idle/Other 62 93 Total 270 393 % Contracted 77% 76% Under Construction 52 107 On Order / Planned 19 5 Total 71 112 % Contracted 52% 7%

Active Fleet

29 / 41% by SETE Brasil 68 / 61% by Speculators

slide-28
SLIDE 28

28

Newbuild Floater Order Book

Source: IHS-ODS Petrodata as of October 2015; marketed competitive floaters

71 Total

7 Uncontracted, On Order 9 Contracted 36% 17% 17 SETE Brasil, Under Construction 26 Uncontracted, Under Construction 13% 10% 12 SETE Brasil, On Order 24%

slide-29
SLIDE 29

29

Newbuild Floater Delivery Schedule

Source: IHS-ODS Petrodata as of October 2015; marketed competitive floaters

3 13 8 1 1 4 3 1 6 4 1 9 5 2 1 2 5 2

5 10 15 20 25 30 2015 2016 2017 2018 2019 2020

Uncontracted, Under Construction Uncontracted, On Order SETE Brasil, On Order SETE Brasil, Under Construction Contracted

Under SETE Brasil by Shipyard Constr. On Order Total Estaleiro Atlantico Sul 4 3 7 Estaleiro Jurong Aracruz 4 3 7 BrasFELS, Angra dos Reis 5 1 6 Estaleiro Enseada do Paraguacu 2 4 6 Ecovix‐Engevix, Rio Grande do Sul 2 1 3 Total 17 12 29

? ? ? ? ?

slide-30
SLIDE 30

30

159 164 182 195 211 32 32 37 35 31 38 36 38 31 19 41 43 45 55 71 Current 2015 2016 2017 2018

< 15 years old 15-29 years old 30-35 years old > 35 years old

Floater Supply

*SETE Brasil rig counts by year are cumulative Source: IHS-ODS Petrodata as of October 2015; marketed competitive floaters

Assumes all rigs ‘On Order’

  • r partially

completed including SETE Brasil rigs are built, delivered and complete customer acceptance testing 9 SETE*

Cumulative # of rigs rolling off contract > 30 years old: 9 45 59 65

15 SETE* 23 SETE*

slide-31
SLIDE 31

31

Attrition of Older Floaters

  • 88% attrition for rigs >35

years of age historically

– 24 rigs >35 years of age scrapped

  • 67% attrition for rigs 30-34

years of age historically

– 11 rigs 30-34 years of age scrapped

  • 7 rigs <30 years of age

scrapped (5 rigs <20 yrs old)

~100 floaters could be retired by year-end 2017 if attrition continues at similar rates observed over the past 12 months

Scrapped to Date 42 floaters scrapped since 3Q14 Currently Idle ~30 floaters that are idle without follow-on work could be retired Expiring Contracts ~45 floaters with contracts expiring before YE17 without follow-on work could be retired

  • 20 rigs >35 years of age

x 88% attrition rate ~18 scrap candidates

  • 18 rigs 30-34 years of age

x 67% attrition rate ~12 scrap candidates

  • Floater utilization would

improve to 79% from 71% if ~30 rigs were scrapped

Source: IHS-ODS Petrodata as of October 2015; ‘retired’ includes scrapped rigs, announced scrapping and rigs converted to non-drilling units; utilization figures include non-marketed units

  • 38 rigs >35 years of age

x 88% attrition rate ~33 scrap candidates

  • 21 rigs 30-34 years of age

x 67% attrition rate ~14 scrap candidates

slide-32
SLIDE 32

32

Newbuild Jackup Order Book

Source: IHS-ODS Petrodata as of October 2015; marketed competitive jackups (independent leg cantilever rigs)

112 Total

64 Uncontracted, Speculators 35 Uncontracted, Established Drillers 8 Contracted, Established Drillers

31% 7% 57%

5 On Order, All Uncontracted

5%

Zero rigs being built by speculators have been contracted

slide-33
SLIDE 33

33

7 20 4 2 2 3 1 1 24 24 15 1 6 2

10 20 30 40 50 60 2015 2016 2017 2018 2019 2020

Uncontracted, Established Drillers On Order, Established Drillers On Order, Speculators Uncontracted, Speculators Contracted

Newbuild Jackup Delivery Schedule

Source: IHS-ODS Petrodata as of October 2015; marketed competitive jackups (independent leg cantilever rigs)

? ? ? ? ?

Speculator Newbuilds Under by Shipyard Constr. On Order Total China China Merchants Heavy Industry 12 ‐ 12 Shanghai Waigaoqiao Shipbuilding 7 1 8 Yantai CIMC Raffles 5 ‐ 5 Other 29 1 30 Subtotal 53 2 55 Singapore & Middle East Keppel FELS, Singapore 8 ‐ 8 Other ‐ Singapore 3 ‐ 3 UAE & Dubai ‐ 2 2 Subtotal 11 2 13 Total 64 4 68

slide-34
SLIDE 34

34

*Speculator rig counts by year are cumulative Source: IHS-ODS Petrodata as of October 2015; marketed competitive jackups (independent leg cantilever rigs)

Jackup Supply

200 231 280 300 301 22 20 17 19 20 107 105 73 28 17 64 68 104 151 164 Current 2015 2016 2017 2018

< 15 years old 15-29 years old 30-35 years old > 35 years old

Assumes all rigs ‘On Order’

  • r partially

completed including rigs built by Speculators are built, delivered and complete customer acceptance testing

Cumulative # of rigs rolling off contract > 30 years old: 19 65 90 115

30 Speculator 52 Speculator 65 Speculator 66 Speculator 24 Speculator* 48 Speculator* 66 Speculator* 68 Speculator*

slide-35
SLIDE 35

35

Attrition of Older Jackups

  • 5 competitive jackups retired
  • Between 1Q09 and 2Q14,

another 13 competitive jackups were retired with an average age of 30 years

100+ jackups could be retired as expiring contracts and survey costs lead to the removal of older rigs from drilling supply

Retired to Date 5 competitive jackups retired since 3Q14 Currently Idle 69 competitive jackups >30 years of age idle Expiring Contracts 90 jackups >30 years of age have contracts expiring before YE17 without follow-on work

  • 16 competitive jackups

>30 years old have been idle for at least one year

  • 15 competitive jackups

>30 years old have been idle for six to 12 months

  • 38 competitive jackups

>30 years old have been idle up to six months

  • Jackup utilization would

improve to 84% from 72% if ~70 rigs were retired

Source: IHS-ODS Petrodata as of October 2015; competitive jackups are independent leg cantilever rigs, ‘retired’ includes scrapped rigs, announced scrapping and rigs converted to non- drilling units; utilization figures include non-marketed units

  • ~50% of these rigs are

estimated to require a major survey for recertification within one year of contract expiration

  • These surveys could

require significant capital investment to meet classification requirements that may prompt more rig retirements

slide-36
SLIDE 36

36

Newbuild Cancellations and Deferrals

Floaters

  • Reports suggest many of the 29 rigs in SETE Brasil program may be cancelled
  • Seadrill and Vantage each cancel 1 drillship scheduled for 2015 delivery; 4
  • ther newbuilds ‘on order’ cancelled
  • Atwood delays 2 drillships with 2015 expected deliveries by 18 months each
  • Ocean Rig delays 2 drillships with 2017 expected deliveries by 16 months

each on average

  • Transocean delays 4 drillships with 2016 to 2018 expected deliveries by

between 12 and 24 months each Jackups

  • 6 jackups ordered by speculators were cancelled since mid-year 2014
  • Seadrill delays 8 jackups with 2015/2016 scheduled deliveries by approx. six

months each

  • Transocean delays 5 jackups with 2016/2017 expected deliveries by more

than two years each

slide-37
SLIDE 37

37

Increase in Scrapping and Cold Stacking

18 12 8 2 2 1 7 9 5 4 1 5 10 15 20 25 30 2Q14 3Q14 4Q14 1Q15 2Q15 3Q15 4Q15 Scrapped Cold Stacked

Floaters

1 2 2 1 4 2 3 6 9 4 2 4 6 8 10 12 2Q14 3Q14 4Q14 1Q15 2Q15 3Q15 4Q15 Scrapped Cold Stacked

Jackups

Source: IHS-ODS Petrodata as of October 2015; jackups defined as independent leg cantilever rigs; ‘scrapping’ includes scrapped rigs, announced scrapping and rigs converted to non-drilling units

42 scrapped & 27 cold stacked 6 scrapped & 28 cold stacked

slide-38
SLIDE 38

38

  • We have taken proactive capital

management, fleet restructuring and expense management decisions

  • Our liquidity and balance sheet position

gives us resilience and options

  • We will invest in innovation and

engineering to grow our leadership position for the future

  • The offshore drilling industry will be

reconfigured by this downturn - newer entrants and companies with weaker balance sheets will struggle

Summary

In a very challenged market our liquidity and balance sheet provide resilience and options

slide-39
SLIDE 39

39