Investor Presentation September 2016 1 Forward-Looking Statements - - PowerPoint PPT Presentation

investor presentation
SMART_READER_LITE
LIVE PREVIEW

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


slide-1
SLIDE 1

1

Investor Presentation

September 2016

slide-2
SLIDE 2

2

Forward-Looking Statements

Statements contained in this press release that are not historical facts are forward-looking statements within the meaning

  • f 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, 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

  • r scrap rigs; 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

  • ffshore 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 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.

slide-3
SLIDE 3

3

  • Market Conditions
  • Decisive actions to persevere through the downturn

– capital & expense management – fleet restructuring – investments in engineering and innovation to improve operational & safety performance

  • Outlook for offshore drilling

– efficiency & cost improvements – attrition of older rigs & deferral/cancellation of newbuild deliveries – catalyst markets

slide-4
SLIDE 4

4

$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

  • Substantial reduction in

upstream capex among Major & European IOCs’ since 2013

− unprecedented decline in exploration spending

  • 2016 upstream capex for

Major & European IOCs’ expected to decline ~30% year-over-year, but bottoming in 2017

  • Significant pullback in

spending will affect supply in the future

  • 45%
slide-5
SLIDE 5

5

  • Capital management
  • Expense management
  • Fleet restructuring
  • Investments to improve
  • perational & safety

performance

– engineering & innovation – process improvements

Decisive Actions To Persevere Through The Downturn

slide-6
SLIDE 6

6

  • Accessed the debt markets twice to bolster liquidity and refinance near-

term debt maturities

  • Increased revolver to $2.25 billion and extended to 2019
  • Reduced capital expenditures and dividend to preserve cash
  • Delayed delivery of newbuilds, postponing ~$500 million of final milestone

payments

  • Repurchased debt in 2Q16 at substantial discounts resulting in ~$500

million of pre-tax cash savings

  • Raised equity to further enhance liquidity position
  • Significantly reduced leverage

Proactive Capital Management

slide-7
SLIDE 7

7

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

  • f $5.9 billion plus shareholders’ equity of $6.5 billion, minus $1.3 billion of cash and short-term investments. 2Q16 net debt-to-capital is calculated as

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

slide-8
SLIDE 8

8

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

  • ver next eight years
slide-9
SLIDE 9

9

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

slide-10
SLIDE 10

10

2015 Actions

  • 15% reduction in offshore unit labor cost
  • $60+ million of annual savings from 27% reduction in onshore support

headcount

– consolidated business unit reporting structure from five to three – centralized certain functions

  • $100+ million of additional contract drilling and G&A expense savings

– repair and maintenance rate reductions and lower rig insurance premiums –

  • ther savings through negotiated discounts with vendors

Recent Actions

  • Recently instituted a lower base salary structure for new hire offshore crews
  • Further streamlining organizational structure: shore-based operational support,
  • ffshore labor pool and additional corporate staff department centralization

Expense Management Actions

slide-11
SLIDE 11

11

Fleet Management Strategy

  • Leverage record uptime/safety performance to negotiate extensions for

contracted rigs

  • Maintain warm stacked rig availability in each region in order to bid into

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*

  • Preservation stack excess high-spec rig capacity to prudently reduce

expenses, yet maintain high-spec capacity that may be reactivated within 90 – 120 days

  • Retire older, less capable rigs as they roll off contract as part of continuous

high-grading/expense management

*Note: Current contract expires in October 2016.

slide-12
SLIDE 12

12

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.

slide-13
SLIDE 13

13

(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

17

Fleet Restructuring: Floaters

Newbuilds(1) Current Fleet Year-End 2009 Retirements & Sales(2)

+13

  • 10

20

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

slide-14
SLIDE 14

14

51

Fleet Restructuring: Jackups

Current Fleet Year-End 2009

+5

  • 24

32

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

slide-15
SLIDE 15

15

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

  • Low-cost mooring

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

slide-16
SLIDE 16

16

  • We continue to invest in

three core programs:

− improving the drilling process − asset uptime and efficiency

  • Ensco Asset Management

System

− re-engineering the support structure

Investment in Innovation: Operational & Safety Results

slide-17
SLIDE 17

17

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

slide-18
SLIDE 18

18

Excellent Safety Performance

Total Recordable Incident Rate

  • Record 2015 and

YTD16 TRIR

  • 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 2015 YTD 2016

Ensco Industry

Note: IADC industry statistics are as of 1Q16.

slide-19
SLIDE 19

19

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.

slide-20
SLIDE 20

20

High Levels of Customer Satisfaction Rated #1

  • Total Satisfaction
  • Safety & Environment
  • Performance & Reliability
  • Job Quality
  • Special Applications
  • Ultra-Deepwater Wells
  • Deepwater Wells
  • Harsh Environment Wells
  • Horizontal & Directional Wells
  • Shelf Wells
  • North Sea
  • Middle East
  • Asia & Pacific Rim
slide-21
SLIDE 21

21

Outlook for Offshore Drilling

slide-22
SLIDE 22

22

Offshore Exploration & Production

  • Offshore production is ~33% of global supply
  • Offshore reserves are a critical part of major E&P portfolios and

are vital to the economies of several countries

  • Excessive costs/inefficiencies crept into sector during the $100+
  • il environment
  • Industry is proactively responding to commodity price pressures

and breakeven commodity prices for offshore programs are declining

  • Unprecedented decline in E&P spending will lead to supply side

challenges – the longer the duration of the pullback, the greater the chance of significant upward movements in commodity prices

slide-23
SLIDE 23

23

Catalyst Markets Offshore Rig Supply

Path to Recovery

Breakeven Economics Commodity

  • Improvement /

stabilization in oil prices

  • Re-engineering /

standardization / innovation

  • Cost deflation

and efficiency gains

  • Brazil opens pre-

salt to more players

  • Mexico offshore

lease sales and entrance of international

  • perators
  • Retirement of
  • lder, less

capable assets

  • Deferral and

cancellation of newbuild deliveries

slide-24
SLIDE 24

24

  • Cost estimates reduced to less than $9 billion from prior

estimate of $20 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

Offshore Breakeven Economics Improving

BP Mad Dog Phase 2 Shell Vito Statoil Johan Castberg

  • Lowered estimated breakeven cost from >$60/bbl to $45/bbl

through project re-scoping

  • Reduced breakeven cost from >$80/bbl to <$45/bbl through

supply chain savings, optimized project design and standardized and simplified solutions

Recent Customer Commentary on Deepwater Projects Offshore Outlook

  • Customers attention

has turned to project re-engineering, efficiency gains and better expense management

  • Cost deflation across

supply chain:

  • perators, service

companies

  • Break-even

economics are improving significantly for

  • ffshore projects

Sources: Statoil 4 February 2016 Capital Markets Day; BP 17 June 2016 Bloomberg interview; Shell Capital Markets Day 7 June 2016

slide-25
SLIDE 25

25

  • Cost reductions have led to an average project breakeven
  • f $40 to $45 per barrel
  • Average breakeven prices for future projects on

Norwegian continental shelf have been reduced from $70 per barrel to approximately $40 per barrel

  • Project breakevens for pre-FID deepwater projects have

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

  • Deepwater single-well breakeven economics between $20

per barrel and $40 per barrel for brownfield developments in U.S. Gulf of Mexico

slide-26
SLIDE 26

26

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

  • ptimize cost/efficiency of

subsea developments Overhaul subsea field

  • perations to drive

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

slide-27
SLIDE 27

27

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-

  • n work could be retired

Expiring Contracts

~25 floaters >30 years of age have contracts expiring before YE17 without follow-

  • n work could be retired

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

  • ff contract for each age category.

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-

  • n work could be retired

Expiring Contracts

63 jackups >30 years of age have contracts expiring before YE17 without follow-

  • n work could be retired

FLOATERS JACKUPS

slide-28
SLIDE 28

28

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

slide-29
SLIDE 29

29

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

slide-30
SLIDE 30

30

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

slide-31
SLIDE 31

31

Future Catalyst Markets: Brazil

  • In 1Q16, the Brazilian Senate passed a

bill that would eliminate requirement for Petrobras to manage all pre-salt

  • perations and hold a minimum 30%

stake in pre-salt projects

  • More recently, Statoil conditionally

acquired Petrobras’ 66% operating interest in BM-S-8 offshore Brazil including the Carcará discovery for $2.5 billion

  • Diversification of customer base offshore

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

slide-32
SLIDE 32

32

Future Catalyst Markets: Mexico

  • During 4Q15, an auction was completed

for shallow-water blocks offshore Mexico, awarding licenses to several exploration and production companies

  • Deepwater blocks are scheduled to be

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

slide-33
SLIDE 33

33

Recap

  • Proactive steps to:

– improve capital structure – reduce expenses – restructure fleet – invest in engineering and innovation that improves operational and safety performance

  • Positive steps taken by the offshore sector to reduce breakeven

economics are building the foundation for future market recovery

  • Rig attrition improving rig supply dynamics
  • Our actions and investments position Ensco to capitalize as we

navigate through the market cycle

slide-34
SLIDE 34

34