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Investor Presentation
September 2016
Investor Presentation September 2016 1 Forward-Looking Statements - - PowerPoint PPT Presentation
Investor Presentation September 2016 1 Forward-Looking Statements Statements contained in this press release that are not historical facts are forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and
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Investor Presentation
September 2016
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Forward-Looking Statements
Statements contained in this press release that are not historical facts are forward-looking statements within the meaning
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, effective tax rate, day rates and backlog, estimated rig availability; rig commitments and contracts; contract duration, status, terms and other contract commitments; letters of intent or letters of award; scheduled delivery dates for rigs; the timing of delivery, mobilization, contract commencement, relocation or other movement of rigs; our intent to sell
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
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 cancellation of letters of intent or letters of award or any failure to execute definitive contracts following announcements of letters of intent or letters of award; 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.
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– capital & expense management – fleet restructuring – investments in engineering and innovation to improve operational & safety performance
– efficiency & cost improvements – attrition of older rigs & deferral/cancellation of newbuild deliveries – catalyst markets
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$218 $208 $181 $126 $120
$0 $50 $100 $150 $200 $250
$ billions
Major & European IOCs’ Upstream Capital Spending Outlook
Market Conditions
Source: IHS Energy Notes: Group of Major & European integrated oil companies includes BP, Chevron, Eni, ExxonMobil, OMV, Repsol, Shell/BG, Statoil and Total; historical years include acquisitions; 2016 and 2017 estimates exclude acquisitions
upstream capex among Major & European IOCs’ since 2013
− unprecedented decline in exploration spending
Major & European IOCs’ expected to decline ~30% year-over-year, but bottoming in 2017
spending will affect supply in the future
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performance
– engineering & innovation – process improvements
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term debt maturities
payments
million of pre-tax cash savings
Proactive Capital Management
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Benefits of Recent Capital Management Actions
Note: Net debt is a non-GAAP financial measure defined as long-term debt less cash and short-term investments. Non-GAAP financial measures should be considered as a supplement to, and not as a substitute for, or superior to, financial measures prepared in accordance with GAAP. 4Q15 net debt-to- capital is calculated as follows: long-term debt of $5.9 billion, less $1.3 billion of cash and short-term investments, divided by the sum of long-term debt
follows: long-term debt of $4.9 billion, less $1.8 billion of cash and short-term investments, divided by the sum of long-term debt of $4.9 billion plus shareholders’ equity of $7.9 billion, minus $1.8 billion of cash and short-term investments.
2.25 2.25 1.3 1.8
4Q15 2Q16
Liquidity
Revolver Cash + Short-term investments
$ billions
4Q15 2Q16
Net Debt-to-Capital Ratio
$3.55 $4.05 41% 28%
$1.5 billion reduction in net debt
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Debt Maturity Schedule
$454 $760 $778 $623 $669 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2027 2040 $300 2044
$ millions
$1,025
No debt maturities until 2019
$150
$2 billion of debt maturities
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Capital Expenditure Outlook
$100 $375 $225
2H16E 2017E 2018E 2019E
Newbuild Capital Expenditures
New rig construction
$ millions
$0
Note: Estimates for 2016, 2017, 2018 and 2019; final capex estimates to be determined upon completion of annual budget process and subject to change based on rig contracting; new rig construction represents contractual commitments plus anticipated capex associated with rig construction; 2016 rig enhancements capex is specific to a mooring upgrade for an additional ENSCO 8500 Series rig, while 2017, 2018 and 2019 rig enhancements are estimates and not earmarked for any specific projects at this time; capex for minor upgrades and improvements are based on the currently active fleet.
55 50 50 10 25 50
2H16E 2017E 2018E
Other Capital Expenditures
Rig enhancements Minor upgrades & improvements
$ millions
$65 $75 $100
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2015 Actions
headcount
– consolidated business unit reporting structure from five to three – centralized certain functions
– repair and maintenance rate reductions and lower rig insurance premiums –
Recent Actions
Expense Management Actions
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Fleet Management Strategy
contracted rigs
new opportunities, examples include:
– West Africa: ENSCO DS-7 – U.S. Gulf of Mexico: ENSCO 8503 & ENSCO 68 – Asia: ENSCO DS-9, ENSCO 8504* & ENSCO 106 – Middle East: ENSCO 140 – North Sea: ENSCO 120/1*
expenses, yet maintain high-spec capacity that may be reactivated within 90 – 120 days
high-grading/expense management
*Note: Current contract expires in October 2016.
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Stacking & Reactivation Costs
Rig Type Upfront Cost to Preservation Stack Average Estimated Daily Operating Expenses Estimated Cost to Reactivate Warm Stack Preservation Stack Drillship $5 million $40k per day $15k per day $25 - $35 million 8500 Series Semi $5 million $32k per day <$10k per day $25 - $35 million High-Spec Jackup $1 million $20k per day* <$5k per day $5 million
*Note: ENSCO 140 daily stacking costs covered by shipyard for up to two years.
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(1) Includes ENSCO DS-10 newbuild currently scheduled for delivery in 1Q17 (2) Includes ENSCO 7500 that is expected to be retired from Ensco’s go-forward fleet Note: adjusted for 2011 acquisition of Pride International; ultra-deepwater defined as 7500 ft. or greater
Fleet Restructuring: Floaters
Newbuilds(1) Current Fleet Year-End 2009 Retirements & Sales(2)
16.8 years Lower average fleet age Greater drilling capabilities 9.2 years 4 ultra-deepwater capable floaters 7 floaters with 15k psi BOPs 15 ultra-deepwater capable floaters 18 floaters with 15k psi BOPs Enhanced well control
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Fleet Restructuring: Jackups
Current Fleet Year-End 2009
ENSCO 141
Scheduled Delivery: 3Q16
ENSCO 123
Scheduled Delivery: 1Q18
Under Construction
Jackup sales since 2009 have generated ~$600 million in proceeds Newbuilds(1) Retirements & Sales(2)
(1) Includes ENSCO 140 newbuild that was delivered in August 2016 (2) Includes ENSCO 56, ENSCO 81, ENSCO 82, ENSCO 86, ENSCO 90 & ENSCO 99 that are expected to be retired from Ensco’s go-forward fleet Note: adjusted for 2011 acquisition of Pride International
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Investment in Engineering: 8500 Series Mooring Upgrade
Source: IHS-ODS Petrodata as of August 2016; Ultra deepwater defined as 7500 ft. or greater
Dynamically Positioned
295 Rig Count
Global Floater Fleet
Ultra-deepwater capable
15K+ psi & 6+ ram BOP
8 mooring winches
193 162 127 9
upgrade increases the versatility of our 8500 Series rigs, placing them among a select group of floaters with superior technological capabilities and the ability to operate in a dynamically positioned and/or moored capacity
ENSCO 8503 ENSCO 8505
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three core programs:
− improving the drilling process − asset uptime and efficiency
System
− re-engineering the support structure
Investment in Innovation: Operational & Safety Results
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Improved Operational Utilization
98.5% 99.0% 99.1% 99.5%
2013 2014 2015 1H16
Jackups
92.0% 92.9% 94.0% 99.1%
2013 2014 2015 1H16
Floaters
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Excellent Safety Performance
Total Recordable Incident Rate
YTD16 TRIR
management systems
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 2015 YTD 2016
Ensco Industry
Note: IADC industry statistics are as of 1Q16.
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Net Income Margin Largest Offshore Drillers
ESV SDRL RDC NE RIG DO 27% 24% 20% 17% 16% 16%
Source: FactSet as of August 2016; sum of trailing eight quarters of net income divided by sum of trailing eight quarters of revenue. FactSet's data is based on aggregation of information collected from industry equity research analysts and may not be based on GAAP reported financial data.
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High Levels of Customer Satisfaction Rated #1
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Offshore Exploration & Production
are vital to the economies of several countries
and breakeven commodity prices for offshore programs are declining
challenges – the longer the duration of the pullback, the greater the chance of significant upward movements in commodity prices
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Catalyst Markets Offshore Rig Supply
Path to Recovery
Breakeven Economics Commodity
stabilization in oil prices
standardization / innovation
and efficiency gains
salt to more players
lease sales and entrance of international
capable assets
cancellation of newbuild deliveries
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estimate of $20 billion
significantly less capital required to develop approximately 90% of resources
Offshore Breakeven Economics Improving
BP Mad Dog Phase 2 Shell Vito Statoil Johan Castberg
through project re-scoping
supply chain savings, optimized project design and standardized and simplified solutions
Recent Customer Commentary on Deepwater Projects Offshore Outlook
has turned to project re-engineering, efficiency gains and better expense management
supply chain:
companies
economics are improving significantly for
Sources: Statoil 4 February 2016 Capital Markets Day; BP 17 June 2016 Bloomberg interview; Shell Capital Markets Day 7 June 2016
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Norwegian continental shelf have been reduced from $70 per barrel to approximately $40 per barrel
been reduced to $45 per barrel on average
− Brazilian pre-salt project breakevens under $40 per barrel on average
Offshore Breakeven Economics Improving
Sources: Shell Capital Markets Day 7 June 2016; Maersk Earnings Release 12 August 2016; Statoil 29 August 2016 Upstream Interview; Chevron 29 April 2016 earnings conference call
per barrel and $40 per barrel for brownfield developments in U.S. Gulf of Mexico
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Strategic Combinations & Alliances Among Offshore Service Companies
Strategic combinations and alliances drive greater efficiencies and lower the breakeven commodity prices for offshore projects
Innovation, efficiencies and cost reductions in deepwater projects Enhance project delivery, improve recovery and
subsea developments Overhaul subsea field
efficiencies Integrated FPSO solutions to reduce costs of offshore developments Optimize the cost and efficiency of subsea well intervention systems Develop production solutions to boost output, increase recovery rates and reduce costs for subsea fields
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Attrition of Older Rigs
60 more floaters could be retired by year-end 2017 if attrition
continues at similar rates observed throughout the downturn
Retired to Date 63 floaters retired since 3Q14 Currently Idle ~35 floaters >30 years of age idle without follow-
Expiring Contracts
~25 floaters >30 years of age have contracts expiring before YE17 without follow-
Source: IHS-ODS Petrodata as of August 2016; competitive jackups are independent leg cantilever rigs, ‘retired’ includes scrapped rigs, announced scrapping and rigs converted to non-drilling units. Historical attrition ratio of 88% for floaters older than 35 years of age and 67% for floaters between 30 and 35 years of age applied annually to rigs that are currently idle or rolling
Up to 150 additional jackups could be retired as expiring contracts and survey costs lead to the removal of older rigs from drilling supply
Retired to Date 20 competitive jackups retired since 3Q14 Currently Idle 87 competitive jackups >30 years of age idle without follow-
Expiring Contracts
63 jackups >30 years of age have contracts expiring before YE17 without follow-
FLOATERS JACKUPS
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Newbuild Floater Order Book
Source: IHS-ODS Petrodata as of August 2016; marketed competitive floaters
2 Uncontracted, On Order 3 Contracted 45% 8 – 29 SETE Brasil 28 Uncontracted, Under Construction 5% 3% 47%
News reports suggest SETE Brasil program could be reduced to 8 newbuilds in total
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Newbuild Jackup Order Book
Source: IHS-ODS Petrodata as of August 2016; marketed competitive jackups (independent leg cantilever rigs)
? – 61 Uncontracted, Speculators 37 Uncontracted, Established Drillers 7 Contracted, Established Drillers
35% 7% 58%
Zero rigs being built in China by speculators have been contracted
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Jackup Delivery Deferrals
5 10 15 20 25 30 1Q14 2Q14 3Q14 4Q14 1Q15 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20
May 2014 Delivery Schedule
Delivered Under Costruction
5 10 15 20 25 30 1Q14 2Q14 3Q14 4Q14 1Q15 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20
August 2016 Delivery Schedule
Delivered Under Costruction
Source: IHS-ODS Petrodata as of August 2016 Note: August 2016 delivery schedule includes 20 new orders and excludes 11 orders cancelled since May 2014.
112 Scheduled Deliveries 42 Actual Deliveries 119 Scheduled Deliveries 26 Scheduled Deliveries
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Future Catalyst Markets: Brazil
bill that would eliminate requirement for Petrobras to manage all pre-salt
stake in pre-salt projects
acquired Petrobras’ 66% operating interest in BM-S-8 offshore Brazil including the Carcará discovery for $2.5 billion
Brazil is ongoing with outstanding tenders from Premier, Total and Chevron
“We believe in the strong fundamentals of Brazil and the fundamentals of its geology. We will be looking at a substantial part of our production from Brazil.” – Ben van Beurden, Shell CEO February 2016
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Future Catalyst Markets: Mexico
for shallow-water blocks offshore Mexico, awarding licenses to several exploration and production companies
auctioned in late 2016 with 26 E&Ps registered for participation including several integrated oil companies
“Regardless of what happens in the international context, Mexico will move forward with the energy reform implementation.” – Enrique Peña Nieto, President of Mexico February 2016
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Recap
– improve capital structure – reduce expenses – restructure fleet – invest in engineering and innovation that improves operational and safety performance
economics are building the foundation for future market recovery
navigate through the market cycle
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