Redefining Power CECP Investor Presentation Mauricio Gutierrez - - PowerPoint PPT Presentation

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Redefining Power CECP Investor Presentation Mauricio Gutierrez - - PowerPoint PPT Presentation

Redefining Power CECP Investor Presentation Mauricio Gutierrez President and Chief Executive Officer S E P T E M B E R 2 0 1 8 Safe harbor Forward-Looking Statements In addition to historical information, the information presented in this


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Redefining Power

CECP Investor Presentation

Mauricio Gutierrez

President and Chief Executive Officer S E P T E M B E R 2 0 1 8

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Forward-Looking Statements In addition to historical information, the information presented in this presentation includes forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Exchange Act. These statements involve estimates, expectations, projections, goals, assumptions, known and unknown risks and uncertainties and can typically be identified by terminology such as “may,” “should,” “could,” “objective,” “projection,” “forecast,” “goal,” “guidance,” “outlook,” “expect,” “intend,” “seek,” “plan,” “think,” “anticipate,” “estimate,” “predict,” “target,” “potential” or “continue” or the negative of these terms or other comparable

  • terminology. Such forward-looking statements include, but are not limited to, statements about the Company’s future revenues, income, indebtedness, capital structure,

plans, expectations, objectives, projected financial performance and/or business results and other future events, and views of economic and market conditions. Although NRG believes that its expectations are reasonable, it can give no assurance that these expectations will prove to be correct, and actual results may vary materially. Factors that could cause actual results to differ materially from those contemplated herein include, among others, general economic conditions, hazards customary in the power industry, weather conditions, competition in wholesale power markets, the volatility of energy and fuel prices, failure of customers to perform under contracts, changes in the wholesale power markets, changes in government regulations, the condition of capital markets generally, our ability to access capital markets, cyberterrorism and inadequate cybersecurity, unanticipated outages at our generation facilities, adverse results in current and future litigation, failure to identify, execute

  • r successfully implement acquisitions, repowerings or asset sales, our ability to implement value enhancing improvements to plant operations and companywide

processes, our ability to implement and execute on our publicly announced transformation plan, including any cost savings, margin enhancement, asset sale, and net debt targets, the timing or completion of GenOn's emergence from bankruptcy, the inability to maintain or create successful partnering relationships, our ability to operate our businesses efficiently, our ability to retain retail customers, our ability to realize value through our commercial operations strategy, the ability to successfully integrate businesses of acquired companies, our ability to realize anticipated benefits of transactions (including expected cost savings and other synergies) or the risk that anticipated benefits may take longer to realize than expected, and our ability to execute our Capital Allocation Plan. Debt and share repurchases may be made from time to time subject to market conditions and other factors, including as permitted by United States securities laws. Furthermore, any common stock dividend is subject to available capital and market conditions. NRG undertakes no obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, except as required by law. The foregoing review of factors that could cause NRG’s actual results to differ materially from those contemplated in the forward-looking statements included in this presentation should be considered in connection with information regarding risks and uncertainties that may affect NRG's future results included in NRG's filings with the Securities and Exchange Commission at www.sec.gov.

1

Safe harbor

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2

Our history

2000 2004 2009 2014 Spinoff Xcel Energy Regional generator Acquired retail National generator T

  • day

Integrated energy company

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3

Who we are 3M+

retail customers

~6,000

employees

~24 GW

generation

Fortune 500

company

$1.9 Bn

  • Adj. EBITDA

2020+ Pro Forma2

$10.9 Bn

Market Cap (NYSE: NRG)1

$1.3 Bn

Excess Free Cash Flow Before Growth 2020+ Pro Forma3

1 As of 09/18/2018; 2 As of 03/27/2018 NRG Analyst Day Finance presentation; see Appendix slide 19; see 2Q18 earnings presentation slide 52; 3 As of 03/27/2018 NRG Analyst Day Finance presentation;

see Appendix slide 20; see 2Q18 earnings presentation slide 42

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4

Mega trends

Decarbonization Digitization Customization

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5

Mega trends

Dec ar bonization

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6

Mega trends

Dig itization

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7

Mega trends

Customization

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We are the leading customer-driven power company built on a portfolio

  • f dynamic retail brands and diverse

generation assets

8

Our purpose

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9

Our transformation roadmap

2015-2016 2017-2020 2019+

I n f o c u s

 O n t r a c k  C o m p l e t e d

RETAIL

St a b i l i z e R i g h t- s i z e R ed efi n e

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10

Our strategy

Predictable earnings + strong FCFbG Purposeful generation Disciplined capital allocation Leading retail brands Strong governance + comprehensive sustainability

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11

Leading retail brands

  • 500

1,000 1,500 2,000 2,500 3,000

Competitive Residential Customers (000s)

North American energy retailers1

1 Source: Company filings. DNV-GL; residential customers.

Products Services Brands

Electricity Solar Natural Gas Backup Power Security Services Energy Management Home Services Protection Plans

NRG

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12

Purposeful generation

Retail Generation

Gas Coal Oil Solar Nuclear Retail mass customers

1 By fuel type, North America portfolio; before non-controlling interest; as of 03/31/2018

Rebalanced and better-matched portfolio Strategic overlap with retail1

2018E Retail 2018E Generation 2015 Generation (production in TWh)

123 63 53

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13

Financial discipline

Power Prices Retail Generation Consolidated Margin Time

Disciplined capital allocation Predictable earnings

Maintain top decile safety and

  • perational excellence

Maintain 3.0x Net Debt/Adj. EBITDA

Reinvest at or above hurdle rate of 12-15% unlevered pretax return with 5-year or less payback

Return capital to shareholders

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14

Strong governance

  • 91% independent board members
  • 36% gender or ethnic diversity
  • Strong skill set
  • Balanced tenure

27%

time based

18%

base salary

55%

performance based

Compensation alignment1 A highly engaged board

1 Based on 2017 NEO compensation allocation; see page 42 of 2018 Annual Meeting of Stockholders and Proxy Statement

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 Drive business results  Reduce risk and ensure continuity  Enhance brand value

15

Our sustainability framework

Business Custom

  • mers

Suppliers Operation

  • ns

Workplace S u s t aina bil it y P r i o r it ie s

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A ccou n t a b i li t y Tr a n s pa rency C ommu n i t y

16

Sustainability principles

Gold Communit y 2018

  • Safety – top decile
  • GHG – reduce

50% by 2030, 90% by 2050*

  • Water – 40% reduction by 2030*

*from a 2014 baseline

  • 541 nonprofits served
  • >21K total volunteer hours
  • Company matched employee

donations

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Redefining power

Repositioning our integrated platform to sustain over the long-term and capitalize on emerging trends and disruptive technologies

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Redefining Power

CECP Investor Presentation

Mauricio Gutierrez

President and Chief Executive Officer S E P T E M B E R 2 0 1 8

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Appendix: Reg. G Schedules

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  • Reg. G

Appendix : Pro Forma Adjusted EBITDA: The following table summarizes the calculation of Adjusted EBITDA providing reconciliation to net income:

Pro Forma

($ millions)

2018 2020 GAAP Net Income1 303 900 Income tax 20 20 Interest Expense 402 342 Depreciation, Amortization, Contract Amortization, and ARO Expense 485 485 Adjustment to reflect NRG share of adjusted EBITDA in unconsolidated affiliates 123 123 Other Costs2 267 5 Adjusted EBITDA $1,600 $1,875

1 For purposes of guidance, discontinued operations are excluded and fair value accounting related to derivatives are assumed to be zero; 2 Includes deactivation costs, reorganization costs associated with the

Transformation Plan, gain on sale of businesses, asset write-offs, impairments and eVgo California settlement

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  • Reg. G

Appendix: 2018 Guidance: The following table summarizes the calculation of Free Cash Flow before Growth and provides a reconciliation to Adjusted EBITDA

($ millions)

2018 Guidance Adjusted EBITDA $2,800 - $3,000 Interest payments (785) Income tax (40) Working capital / other 40 Adjusted Cash Flow from Operations $2,015 - $2,215 Maintenance capital expenditures, net (210) - (240) Environmental capital expenditures, net (0) - (5) Distributions to non-controlling interests

1

(220) - (250) Consolidated Free Cash Flow before Growth $1,550 - $1,750 Less: FCFbG at Non-Guarantor Subsidiaries2 (380) NRG-Level Free Cash Flow before Growth $1,170 - $1,370

1 Includes NRG Yield distributions to public shareholders, and Capistrano and Solar distributions to non-controlling interests; 2 Reflects impact from NRG Yield and other excluded project subsidiaries