PRECISION DRILLING CORPORATION Investor Presentation May 2018 | 1 - - PowerPoint PPT Presentation

precision drilling corporation
SMART_READER_LITE
LIVE PREVIEW

PRECISION DRILLING CORPORATION Investor Presentation May 2018 | 1 - - PowerPoint PPT Presentation

TSX: PD NYSE: PDS TSX: PD NYSE: PDS *Rig 576, Loving County TX, Permian Basin PRECISION DRILLING CORPORATION Investor Presentation May 2018 | 1 Forward-looking Statements Certain statements contained in this presentation, including


slide-1
SLIDE 1

1

|

Investor Presentation

PRECISION DRILLING CORPORATION

May 2018

*Rig 576, Loving County TX, Permian Basin

TSX: PD NYSE: PDS

TSX: PD NYSE: PDS

slide-2
SLIDE 2

2

|

2

|

Forward-looking Statements

Certain statements contained in this presentation, including statements that contain words such as "could", "should", "can", "anticipate", "estimate", "intend", "plan", "expect", "believe", "will", "may", "continue", "project", "potential" and similar expressions and statements relating to matters that are not historical facts constitute "forward-looking information" within the meaning of applicable Canadian securities legislation and "forward-looking statements" within the meaning of the "safe harbor" provisions of the United States Private Securities Litigation Reform Act

  • f 1995 (collectively, "forward-looking information and statements").

In particular, forward looking information and statements include, but are not limited to, the following: our strategic priorities for 2018; our capital expenditure plans for 2018; anticipated activity levels in 2018; our scheduled infrastructure projects; anticipated demand for Tier 1 rigs; and the average number of term contracts in place for 2018. These forward-looking information and statements are based on certain assumptions and analysis made by Precision in light of our experience and our perception of historical trends, current conditions, expected future developments and as well as other factors other factors we believe are appropriate under the circumstances. These include, among other things: our ability to react to customer spending plans as a result of changes in oil and natural gas prices; the status of current negotiations with our customers and vendors; customer focus on safety performance; existing term contracts are neither renewed nor terminated prematurely; our ability to deliver rigs to customers on a timely basis; the general stability of the economic and political environments in the jurisdictions where we operate; and the impact of an increase/decrease in capital spending. Undue reliance should not be placed on forward-looking information and statements. Whether actual results, performance or achievements will conform to our expectations and predictions is subject to a number of known and unknown risks and uncertainties which could cause actual results to differ materially from our expectations. Such risks and uncertainties include, but are not limited to: volatility in the price and demand for oil and natural gas; fluctuations in the level oil and natural gas exploration and development activities; fluctuations in the demand for contract drilling, well servicing and ancillary oilfield services; our customers’ inability to obtain adequate credit or financing to support their drilling and production activity; changes in drilling and well servicing technology which could reduce demand for certain rigs or put us at a competitive disadvantage; shortages, delays and interruptions in the delivery of equipment supplies and other key inputs; availability of cash flow, debt and equity sources to fund our capital and operating requirements, as needed; the impact of weather and seasonal conditions on operations and facilities; competitive operating risks inherent in contract drilling, directional drilling, well servicing and ancillary oilfield services; ability to improve our rig technology to improve drilling efficiency; general economic, market or business conditions; the availability of qualified personnel and management; a decline in our safety performance which could result in lower demand for our services; changes in laws or regulations, including changes in environmental laws and regulations such as increased regulation of hydraulic fracturing or restrictions on the burning of fossil fuels and greenhouse emissions, which could have an adverse impact on the demand for oil and gas; terrorism, social, civil and political unrest in the foreign jurisdictions where we operate; fluctuations in foreign exchange, interest rates and tax rates; and other unforeseen conditions which could impact the use of services supplied by Precision and Precision’s ability to respond to such conditions. Readers are cautioned that the forgoing list of risk factors is not exhaustive. Additional information on these and other factors that could affect

  • ur business, operations or financial results are included in reports on file with applicable securities regulatory authorities, including but not

limited to Precision’s Annual Information Form for the year ended December 31, 2017, which may be accessed on Precision’s SEDAR profile at www.sedar.com or under Precision’s EDGAR profile at www.sec.gov. The forward-looking information and statements contained in this presentation are made as of the date hereof and Precision undertakes no obligation to update publicly or revise any forward-looking statements

  • r information, whether as a results of new information, future events or otherwise, except as required by law.
slide-3
SLIDE 3

3

|

3

|

Precision’s 2018 Strategic Priorities

Enhance financial performance through higher utilization and improved margins Reduce debt by generating free cash flow while continuing to fund

  • nly the most attractive investment opportunities

(Target $300 million-$500 million debt reduction in the next 3-4 years; $75 million-$125 million in 2018)

Commercial deployment of Process Automation Controls and Directional Guidance Systems on a wide scale FINANCIAL PERFORMANCE REDUCE DEBT WITH FREE CASH FLOW TECHNOLOGY AS A DIFFERENTIATOR

slide-4
SLIDE 4

4

|

4

|

Creating Shareholder Value

MARKET SHARE GAINS & PREMIUM PRICING DRIVE FINANCIAL PERFORMANCE HIGH PERFORMANCE SUPER SERIES FLEET CASH FLOW GENERATION FOR DEBT REPAYMENT AND ENHANCED EQUITY VALUE

slide-5
SLIDE 5

5

|

5 5

|

PRECISION AT A GLANCE

High Performance Land Driller

*Dots on map representative of areas where Precision has had drilling operations in 2015, 2016 & 2017 (09/2017)

256 Drilling Rigs:

Canada (136) U.S. (103) International (17)

210 Service Rigs:

Canada (202) U.S. (8)

Complementary Services:

Camps & Catering, Rentals and Water Treatment

slide-6
SLIDE 6

6

|

6 6

|

100 200 300 400 500 600 700 800 January February March April May June July August September October November December 2012-2017 Range 2014 2016 2017 2018

HISTORICAL NORTH AMERICAN DRILLING ACTIVITY

U.S. ACTIVITY IMPROVING IN 2018

U.S. LAND RIG COUNT 10 YEAR HISTORY CANADIAN LAND RIG COUNT 5 YEAR HISTORY

Source: Baker Hughes land rig count as of 4/27/2018

128

2016 Average Active Rigs

378

2014 Average Active Rigs

205

2017 Average Active Rigs

200 400 600 800 1,000 1,200 1,400 1,600 1,800 2,000 2012 2011 2010 2009 2008 2007 2018 2017 2016 2015 2014 2013

1,804

2014 Average Active Rigs

856

2017 Average Active Rigs

943

2015 Average Active Rigs

486

2016 Average Active Rigs

slide-7
SLIDE 7

7

|

7

|

Precision’s High Performance Foundation

PRECISION SYSTEMS PRECISION CREWS SUPER SERIES RIGS

slide-8
SLIDE 8

8

|

8 8

|

SYSTEMS + SCALE

Driving Operational Excellence and Lower Costs

Supply Chain Management

▪ Cost Savings ▪ Vendor Management ▪ Centralized Support

Manufacturing + Capital Projects

▪ Engineering ▪ Project Management ▪ Equipment Manufacturing

Technical Support Centres

▪ Asset Integrity ▪ Maintenance Standard ▪ In House Repair & Rebuild

IT Infrastructure and ERP

▪ Supports Increased Data Flows ▪ Operating Efficiencies ▪ Fixed Cost Leverage

slide-9
SLIDE 9

9

|

9

|

Recruiting and Development Program Successfully Eliminates Labor Constraints 1,200 – 1,400

Screened candidates in the system

▪ 100+ drilling rigs reactivated from Q2/16 lows, 2000+ positions filled ▪ 8,000 people received in-house training in 2017

Leadership Development Programs Career Path Management Structured Promotion Programs Long-term Compensation Programs Field Training Investments Permanent Training Facilities with Fully Functioning Rigs Tier 1 Assets Structured Competency Standards World-Class Safety Culture and Processes

177,972

Applications processed 2013-2017 (35,800 Applications in 2017)

slide-10
SLIDE 10

10

|

10

|

Precision’s Super Series Investments Drive Market Share Gains

>$3.0 Billion in Drilling Expansion and Upgrade Capital Investment from 2011 – 2017

75 114 128 43 72 79 88 101 125 119 103 2 2 8

2015 International 2016

129

Canada U.S.

6 5

2013 2014 2011

2

2012

1) Excludes 16 upgrade candidates, 99 newbuild rigs (one commissioned in Q1/17) and 21 major upgrades. 2) Decommissioned 36 legacy rigs in 2011, 52 rigs in 2012, 29 rigs in 2014 and 79 rigs in 2015 – total of 196 rigs. 3) Peak based on Baker Hughes U.S. Land Rig Count average of 1,872 in November, 2014. 4) Peers A, B, and C operate in Canada and the U.S. Peer D operates only in the U.S. 5) For M&A occurring over time period, combined company data in 2014 and 2017 was used in calculations.

1,2,3

75 114 119 125 128 43 72 79 88 103 101 6 5 129 8 2 2 2

120

TIER 1 RIGS ADDED

2014 Peak Month

  • Avg. Rig

Count

Peak 2018 U.S. Rig Count as % of 2014 Peak Month Average 3,4,5

70% 54% 56% 56% 73% 54% 44% Lower 48

1,872

Peer D

72

PD

101 291

Peer C

290

Peer B

192

Peer A

926

Lower 48

  • ex. PD &

Peers A-D

slide-11
SLIDE 11

11

|

11 11

|

PRECISION SUPER TRIPLE

Advanced Rig Technology

1500 HP TDS-11 TOP DRIVE 25,000’ + FT RACKING CAPACITY PROCESS AUTOMATION CONTROL (APPS)* DRILLING EQUIPMENT CONTROL SYSTEM* HIGH SPEED DOWNHOLE DATA* “OMNI-PAD” WALKING SYSTEM TRANSFER TANK TWO SPEED DRAWWORKS DIRECTIONAL GUIDANCE SYSTEM* (3) 1,600HP 7,500 PSI PUMPS (4) CAT 3512 GENSETS INTEGRATED POWER MANAGEMENT SYSTEM

1

1 2 3 4 5 6 7 8 9

11 10 2 3 4 5 6

825,000 LBS HOOKLOAD

7 8 9 10 11 UMBILICALLY CONNECTED

BACKYARD COMPLEX

12 12 13 14 13 14

REMOTE OPERATIONS CONTROL CENTER (OPTIMIZATION*)

* Precision Technology Building Blocks

slide-12
SLIDE 12

12

|

COMMERCIALIZE RIG AUTOMATION

Reinforce Precision’s High Performance competitive advantage by deploying Process Automation Controls, Directional Guidance Systems and Drilling Performance Applications on a wide scale commercial basis

slide-13
SLIDE 13

13

|

13

|

PRECISION TECHNOLOGY BUILDING BLOCKS

DRILLING EQUIPMENT CONTROL SYSTEM Connects all rig components to electronically manage, control and monitor rig equipment PROCESS AUTOMATION CONTROL Automates repetitive drilling activities using pre-programmed automation routines APPS Open source software allows for expansive app development to further automate drilling

  • perations

HIGH SPEED DOWNHOLE DATA Wired drill pipe enables instantaneous transmission of data, saving time

RIG AUTOMATION

DIRECTIONAL GUIDANCE SYSTEM Steering instructions generated using algorithms and real-time downhole data to automate directional drilling OPTIMIZATION Using analytics and data to improve performance, drill faster

DRAWWORKS ENGINES MUD PUMPS TOP DRIVE

slide-14
SLIDE 14

14

|

14

|

Technology Update

NOVOS installed on 23 rigs including training rigs in Nisku and Houston

Up to 10 additional NOVOS systems expected to be added in 2018

Drilled 138 wells year-to-date1 in 2018 utilizing PAC (154 wells in all of 2017)

Drilled same number of DGS jobs in Q1/18 as we drilled in in all of 2017

  • 75% of jobs in 2018 were with a reduced crew compared to only 30% in 2017

1) As at 2/15/2018

Deploying revenue generating Drilling Performance Applications on several rigs including customer and Precision written applications

slide-15
SLIDE 15

15

|

15 15

|

41%

Overall Time Savings

PER CONNECTION

PROCESS AUTOMATION CONTROL

Consistent, Predictable, Repeatable

Experienced Driller Minutes Process Automation Control Minutes

Precision data from Rig 601 field trials

slide-16
SLIDE 16

16

|

FINANCIAL PERFORMANCE

Enhance financial performance through higher utilization and improved

  • perating margins
slide-17
SLIDE 17

17

|

17 17

|

300 600 900 1,200 20 40 60 80 2016 Low 2016 Avg. 2017 Avg. Q1/18 Avg. Current PD Lower 48 (RHS)

UNITED STATES

Focused on Market Share Growth, Cash Flow Growth

Pricing power on Super Series rigs

Leading edge dayrates up as much as US$10,000 from trough

Dayrates and margins continue to improve

Highest market share in company history at ~7%

Low cost rig upgrades backed by contracted cash flow

Technology (PAC, DGS, Apps) driving further growth

1) Market share calculated based on drilling days 2) Current and YTD rig count as at 4/27/2018 * Dots on map representative of areas where Precision has had operations in 2015, 2016 & 2017 (09/2017)

MARKET SHARE1 ACTIVE RIG COUNT GROWTH

PRECISION DRILLING U.S. COMPLETE GEOGRAPHICAL COVERAGE

CASH FLOW MOMENTUM TOTAL REACH

0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20% 22% 24% DJ-Niobrara Permian Woodford 2017 2010

PD trough to current up 223% versus Lower 48 up 164%

slide-18
SLIDE 18

18

|

18 18

|

CANADA

Focused on Cash Flow, Leading Market Share

$156 $252 $269 $321

STRONG FREE CASH FLOW GENERATION

1) Cash flow calculated using reported daily margins multiplied by drilling utilization days plus C&P EBITDA, less Canadian maintenance capital expenditure. 2) Based on well count provided by industry sources and internal analysis (2017 average). * Dots on map representative of areas where Precision has had operations in 2015, 2016 & 2017 (09/2017)

129

Tier 1 Rigs

INDUSTRIALIZED DRILLING EFFICIENCY

70+

Delivered

NEWBUILD & UPGRADED RIGS SINCE 2010

#1

High Performance Fleet in Canada SUPER SERIES FLEET LEADING MARKET POSITION

25%

Market Share

Typically operate 25% of rigs in market with 136 drilling rig fleet

30%

Duvernay

LEADING MARKET SHARE2

33%

Heavy Oil

LEADING MARKET SHARE2

26%

Montney

LEADING MARKET SHARE2

Generated $1.8 billion in free cash flow since 20101

Virtually no upgrade capital spending planned in 2018

Scale drives operational and cost efficiencies

slide-19
SLIDE 19

19

|

19 19

|

INTERNATIONAL

Stable Cash Flow in Low Cost Region

ESTABLISHED SCALE

IN THE MIDDLE EAST REGION

Ability to leverage fixed costs with additional deployments

Targeting IOC’s and NOC’s that value Safety and Performance

8

RIGS

CURRENTLY UNDER CONTRACT

6

NEWBUILD RIGS

DEPLOYED SINCE 2014 INCLUDING TWO IN Q4/16

17

TOTAL RIGS

DEPLOYED INTERNATIONALLY (12 ME REGION, 5 MEXICO)

slide-20
SLIDE 20

20

|

20

|

Revenue and Cash Flow Visibility and Stability

TOP 50 CUSTOMERS1

2017

PUBLIC

72%

CONTRACT BOOK3

2018

CUSTOMER BASE

Primarily public, large private and national oil companies

Average market capitalization of ~$51 billion (median ~$14 billion)2

  • 1. Includes Canada, U.S. and International operations based on revenue (2017) , 2. As of 4/30/2018, 3. As of 4/25/2018

Proactive contract management – balancing predictable cash flow with exposure to improving price environment

All contracts performed through the downturn

PRIVATE

24%

NATIONAL OIL COMPANIES

4%

7 47 38 24 36 8 7 6 7 6 6 6 Q4 2018 Average 61 Q3 2018 Average 50 2018 Average Q2 2018 Average 36 51

International US Canada

slide-21
SLIDE 21

21

|

21 21

|

PRECISION WELL SERVICING

High Performance Well Service Operations – Focused on Cash Flow

Largest service rig provider in the WCSB and established presence in the U.S.

Ideally suited to address maintenance,

  • ptimization and completion needs

210 Well Service rigs and Snubbing units

Includes 2016 acquisition of Essential’s well service rig fleet

Centralized Facility Includes: Localized

  • perations &

management teams Centralized technical support services Centralized HSE support & training center

Precision Well Service Facility, Red Deer, Alberta

slide-22
SLIDE 22

22

|

REDUCE DEBT WITH FREE CASH FLOW

Reduce debt by generating free cash flow while continuing to fund only the most attractive investment

  • pportunities
slide-23
SLIDE 23

23

|

23 23

|

2018 CAPITAL PLAN

Strict Financial Discipline

TOTAL:

$94M

PLANNED 2018 CAPEX

$45M

EXPANSION & UPGRADES

Plans to upgrade ~12-24 Tier 1 rigs to industry leading rig specifications

Additions of walking systems

Increased pumping and racking capacities

Rig automation systems ** Spending contingent on firm customer contract commitments that meet internal return thresholds

Could increase with improving demand and customer contracts

$71M

MAINTENANCE, INFRASTRUCTURE & INTANGIBLES

Fleet well maintained throughout the downturn, minimal catch-up maintenance required

Remaining spend related to ERP system upgrade ✓ Increase operating efficiencies, improve fixed cost leverage and position organization to better handle increased data flows

Maintenance spend highly correlated to activity levels

$116M

slide-24
SLIDE 24

24

|

24

|

Financial Performance

Aggressive cost management

Rig contract performance

Premium day rates

20 40 60 80 100 120 140 20 40 60 80 100 120 140 160 180

  • Avg. Active Rig Count

TTM SG&A Expense ($mms) TTM SG&A U.S. Rig Count WCSB Rig Count

Reduced TTM SG&A expenses by ~37% through downturn1

Stable corporate headcount from post- restructuring levels

Increased U.S. rig count by ~200% from trough to peak in 2017

FIXED COST LEVERAGE

WITH IMPROVED ACTIVITY

RESILIENT MARGINS

THROUGH THE DOWNTURN

1) From Q1/14 to Q4/17

IMPROVING PROFITABILITY

(in $ millions)

Revenue $1,321 $1,003 EBITDA $305 $228 Margin 23% 23% Fiscal 2016 Fiscal 2017

Q1 '18 Q1'17 EBITDA Margins 24% 23%

slide-25
SLIDE 25

25

|

25

|

Financial Discipline and Debt Reduction

Pro Forma Liquidity as of 3/31/2018 1

(in $ millions) 1) Calculated as undrawn portion of revolver (adjusted for LCs outstanding) and cash using CAD/USD exchange rate and balance sheet numbers as at 3/31/2018 US$400 US$400 US$350 US$249

2026 2025 2024 2023 2022 2021 2020 2019 2018 $661 $65 $759

Cash Revolver/ Operating Facilities1

(Matures November, 2021)

Full access to revolving credit facility and available cash balance

Revolving Credit Facility Amended

New Issue US$400 million notes due 2026

Tender Offer/Redemption of 2020 notes & partial tender of 2021 notes No Maturities Until December 2021

2017 FINANCING ACTIVITIES STRONG LIQUIDITY POSITION SENIOR DEBT MATURITY PROFILE DEBT REDUCTION PROGRESS

2016 – reduced debt outstanding by $213 million

2017 – reduced debt outstanding by $52 million

Future – reduce debt by $300 million-$500 million over next 3-4 years; $75 million-$125 million in 2018 S&P recently upgraded Precision’s ratings outlook to stable

slide-26
SLIDE 26

26

|

26

|

Creating Shareholder Value

MARKET SHARE GAINS & PREMIUM PRICING DRIVE FINANCIAL PERFORMANCE HIGH PERFORMANCE SUPER SERIES FLEET CASH FLOW GENERATION FOR DEBT REPAYMENT AND ENHANCED EQUITY VALUE

slide-27
SLIDE 27

27

|

27

|

Appendix

slide-28
SLIDE 28

28

|

HIGH PERFORMANCE, HIGH VALUE + FIXED COST LEVERAGE FINANCIAL DISCIPLINE COMMERCIALIZE RIG AUTOMATION

Precision’s 2017 Strategic Priorities & Results

Strong uptime and safety performance

Flat corporate headcount, 16% y/y reduction in G&A

U.S. op. cost reached record lows (Q3)

Completed Beta testing on PAC with 23 installed systems

Drilled 57 wells using DGS 30% of which were with a reduced crew

Remain industry leader in wired drill pipe

Initiated implementation of new ERP system

Generated $184 million in funds from operations

Added 29 term contracts

Actual capital spend ~$40 million below plan

Reduced debt by $52 million

Extended earliest LTD maturity to Dec. 2021

Extended credit facility to Nov. 2021

slide-29
SLIDE 29

29

|

29 29

|

PRECISION SUPER TRIPLE

Consistent, Predictable and Efficient

*Rig 575, Drilling in Oklahoma (SCOOP/ STACK)

▪ Reducing well cost ▪ Improving performance and efficiency ▪ Providing value to customers – increasing market share

U.S. Total Downtime

1.73% 1.65% 1.58% 1.39% 0.90% 1.03%

  • 10%

2017 2016 2015 2014 2013 2012

+49%

2017

87%

2016

76%

2015

53%

2014

29%

2013

24%

2012

12%

U.S. Super Triple Pad Rig

  • Op. Days as % of Total
slide-30
SLIDE 30

30

|

30

|

Technology Commercialization – Revenue Potential

REVENUE IMPACT

Each technology is a service sold to customers as bolt on to

  • ur existing rigs

FLEET PULL THROUGH

Pull through on existing rigs and directional drilling service

TECHNOLOGY DAILY EBITDA IMPACT ESTIMATE AVAILABLE FLEET

  • EST. % OF ACTIVE

RIGS (2018-2019)

PAC $1,500 100+ rigs 80%-100% DGS $1,000 256 rigs 20%-50% High Speed Downhole Data $2,500 100+ rigs 20% Apps $250-$1,000 100+ rigs 80%-100% FIXED DAILY CHARGE INCREASED UTILIZATION & DAYRATE

REINFORCED COMPETITIVE ADVANTAGE

New technologies will strengthen competitive advantage and provide a platform for future technology revenue streams

MARKET SHARE

slide-31
SLIDE 31

31

|

31 31

|

PROCESS AUTOMATION CONTROL

Consistent, Predictable, Repeatable

Consistent results eliminates human variance

Allows driller to focus on the wellbore and crew performance

More efficient operations by eliminating operator induced process delays

NOV controlled testing

EXPERIENCED DRILLER PROCESS AUTOMATION CONTROL

slide-32
SLIDE 32

32

|

32

|

0% 20% 40% 60% 80% 100% 2011 2012 2013 2014 2015 2016 2017 U.S. Canada International

EXPANSION & UPGRADE CAPITAL SPENDING ALLOCATION

Since 2011, 51% of Expansion & Upgrade capital allocated to U.S. operations

Virtually all 2018 planned Upgrade capital allocated to U.S. operations

U.S. Fuels Growth, Canada Strong & Stable Cash Flow

U.S. Canada International

2017 REVENUE BY GEOGRAPHY

Scale in Canadian market drives consistently strong financial performance

Minimal upgrade capital required in Canadian drilling supports strong free cash flow