SALESFORCE BRIEFING BUILDING ON A STRONG PLATFORM MARCH 2016 - - PowerPoint PPT Presentation

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SALESFORCE BRIEFING BUILDING ON A STRONG PLATFORM MARCH 2016 DISCLAIMER For the purposes of the following disclaimers, references to this document shall mean higher cost for future service and growing deficit in relation to past service


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SLIDE 1

SALESFORCE BRIEFING

BUILDING ON A STRONG PLATFORM

MARCH 2016

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SLIDE 2

DISCLAIMER

For the purposes of the following disclaimers, references to this “document” shall mean this presentation pack and shall be deemed to include references to the related speeches made by or to be made by the presenters, any questions and answers in relation thereto and any other related verbal or written communications. This document contains certain “forward-looking statements” with respect to Pennon Group’s financial condition, results of operations and business and certain of Pennon Group's plans and objectives with respect to these matters. Forward-looking statements are sometimes, but not always, identified by their use of a date in the future or such words as “anticipate”, “aim”, “believe”, “continue”, “could”, “due”, "estimate“, “expect”, “forecast”, “goal”, “intend”, "may", “plan", “project”, “seek”, “should”, “target”, “will” and related and similar expressions, as well as statements in the future tense. By their very nature forward-looking statements are inherently unpredictable, speculative and involve risk and uncertainty because they relate to events and depend on circumstances that will or will not occur in the future. Various known and unknown risks, uncertainties and other factors could lead to substantial differences between the actual future results, financial situation development

  • r performance of the Group and the estimates and historical results given herein. Undue

reliance should not be placed on forward-looking statements which are made only as of the date of this document. Important risks, uncertainties and other factors that could cause actual results, performance or achievements of Pennon Group to differ materially from any outcomes or results expressed or implied by such forward-looking statements are changes in law, regulation or decisions by governmental bodies or regulators; non- recovery of customer debt; poor operating performance due to extreme weather and climate change; poor service provided to customers; global economic downturn pressuring volumes and margins; downward pressure on UK wholesale power prices; business interruption or significant operational failures/ incidents; non-compliance or

  • ccurrence of avoidable health and safety incidents; failure or increased cost of capital

projects and/or Joint Ventures not achieving predicted revenues or performance; exposure to contractor failure to deliver construction progress, increasing costs and potentially requiring lengthy legal action or other redress; reduced customer base, increased competition affecting prices or reduced demand for services; information technology systems requiring replacement, development or upgrading to meet growing requirements of the business; an inability to raise sufficient funds to finance its activities

  • r such funds only being available at higher cost; uncertainty arising from open tax

computations where liabilities remain to be agreed and pension costs increasing due to higher cost for future service and growing deficit in relation to past service in the Defined Benefit Schemes. Forward looking statements should therefore be construed in light of such risks, uncertainties and other factors and undue reliance should not be placed on them. Nothing in this document should be construed as a profit forecast. All written or verbal forward-looking statements, made in this document or made subsequently, which are attributable to Pennon Group or any other member of the Pennon Group or persons acting on their behalf are expressly qualified in their entirety by the factors referred to above. Pennon Group may or may not update these forward- looking statements. This document is not an offer to sell, exchange or transfer any securities of Pennon Group or any of its subsidiaries and is not soliciting an offer to purchase, exchange or transfer such securities in any jurisdiction. Without prejudice to the above, whilst Pennon Group accepts liability to the extent required by the Listing Rules, the Disclosure Rules and the Transparency Rules of the UK Listing Authority for any information contained within this document which the Company makes publicly available as required by such Rules: a) neither Pennon Group nor any other member of Pennon Group or persons acting on their behalf shall otherwise have any liability whatsoever for loss howsoever arising, directly or indirectly, from use of the information contained within this document; b) neither Pennon Group nor any other member of Pennon Group or persons acting on their behalf makes any representation or warranty, express or implied, as to the accuracy or completeness of the information contained within this document; and c) no reliance may be placed upon the information contained within this document to the extent that such information is subsequently updated by or on behalf of Pennon Group. Past performance of securities of Pennon Group cannot be relied upon as a guide to the future performance of any securities of Pennon Group.

2

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SLIDE 3

PENNON STRATEGY

STRONG PLATFORM, EVOLVING FOR FUTURE

3

LONG-TERM, PREDICTABLE, ASSET-BACKED, INDEX-LINKED RETURNS LEADING UK-LISTED ENVIRONMENTAL INFRASTRUCTURE GROUP FOCUSED ON MOVING TOWARDS A MORE CONSISTENT RISK PROFILE

Strategic priorities Strategic objective

CAPITALISE ON GROUP-WIDE STRENGTHS, BEST PRACTICE, SYNERGIES INVESTING FOR GROWTH LEADERSHIP IN EFFICIENT COST BASE AND FINANCING DELIVER FOR CUSTOMERS, COMMUNITIES, ENVIRONMENT, SHAREHOLDERS

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SLIDE 4

Varied contract lengths Managed commodity exposure Long-term contracted

PENNON’S BUSINESS

4

SIGNIFICANT AND GROWING ASSET BASE

£BN

Water RCV (1) Viridor Asset Base (2) (1)

EFFICIENT, EFFECTIVE ASSET BASE

Water Wholesale and HH Retail

(1) South West Water RCV, plus Bournemouth Water RCV from 2015-16 onwards (2) Includes NBV of PPE assets, JV Shareholder Loans and IFRIC 12 Financial Assets (3) Revenue based on H1 2015-16, adjusted to include share of JV revenue and excluding landfill tax, IFRIC 12 construction revenue and revenue subject to natural offset within the Group (i.e. power and recyclate purchase costs) (4) Non-Regulated and Non-Household Retail Revenue (excluding wholesale charges)

Water Wholesale and HH Retail 1 2 3 4 5 6

1 Water 47% 2 ERF - lt 12% 3 Other contracts - lt 9% 4 ERF - not lt 3% 5 Recycling, landfill, collections & contracts 17% 7 ERF power & Landfill Gas 6% Recyclate 5% 9 NHH Retail 1% 0%

REVENUE PROFILE

Water Wholesale and HH Retail

(3)

1 Water 47% 2 ERF - lt 12% 3 Other contracts - lt 9% 4 ERF - not lt 3% 5 Recycling, landfill, collections & contracts 17% 7 ERF power & Landfill Gas 6% Recyclate 5% 9 NHH Retail 1% 0%

Water Wholesale and HH Retail

Contracts ERF gate fees

1 Water 47% 4 ERF - not lt 3% 5 Recycling, landfill, collections & contracts 17% 7 ERF power & Landfill Gas 6% Recyclate 5% 9 NHH Retail 1% 0%

Recycling, landfill, collections and contracts ERF – gate fees Recyclate ERF power and landfill gas Water – Competition

0%

NHH Market Opening 2017

(4)

UNDERPINNED BY LONG- TERM INDEX-LINKED CONTRACTS

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SLIDE 5

DELIVERING SHAREHOLDER RETURNS

5

COMMITTED TO SECTOR-LEADING, SUSTAINABLE DIVIDENDS

Note: Full Year dividend in pence per share

2010/11

+4.9%

+6.5% +7.3% +7.6% 26.52 28.46 30.31 31.80 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

+4%

annual increase above RPI policy to 2020 Scrip dividend alternative

24.65

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SLIDE 6

WHOLESALE WATER

ON TRACK FOR OUTPERFORMANCE

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  • Enhanced business plan at PR14
  • Highest RoRE potential in the sector
  • Track record of delivering efficiency
  • RoRE at 11.5%(1)
  • Bournemouth Water integration on track

Ofwat Water and sewerage companies’ Return on Regulated Equity (RoRE) 2015-20

(1)As at H1 2015/16

Base returns in SWW Business Plan

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SLIDE 7

WHOLESALE WATER

ON TRACK FOR OUTPERFORMANCE

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  • Maintain cost leadership/ frontier

efficiency at PR19

  • Building customer operational

quality

  • Focus on environmental

performance and customer service

  • Strengthen/grow wholesale

business

Note: Operational RoRE calculated from outperformance on Total Expenditure (TOTEX) compared to 2014 Final Determination allowances and performance on Outcome Delivery Incentives (ODI). Regulatory reporting requirements still to be confirmed by Ofwat for 2015/16 and therefore approach to calculating returns may be amended when further guidance is published

K6 Business Plan Commitment

ODIs TOTEX SIM

+1.5% +2.3% +0.2%

H1 2015/16 Operational RoRE

+2.2% 0.0% +0.3% £12.5m £0.1m £1.8m

  • 1.8%
  • 1.5%
  • 0.3%
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SLIDE 8

PORTFOLIO OF ASSETS SERVING RESIDUAL WASTE MARKET

8

  • Build out risk diminishing
  • 8 operational ERFs delivered
  • Construction of 3 further ERFs progressing well
  • On track to deliver c.£100m ERF EBITDA 16/17
  • Supplies residual waste market

ENERGY RECOVERY FACILITIES (ERFS)

Operational ERF 2016-18 Consented facility

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SLIDE 9

LONG-TERM, PREDICTABLE, ASSET-BACKED, INDEX-LINKED RETURNS

9

ENERGY RECOVERY FACILITIES (ERFS)

9

LONG TERM CONTRACTED (C.80%)

MEDIUM TERM CONTRACTED SHORT TERM

70% WASTE FUEL INPUT (GATE FEES) 25% POWER OUTPUT

5% RECOVERED METALS

WASTE FUEL INPUT (GATE FEES)

ERF REVENUE

Pennon - natural hedge SWW/Viridor (c.25%)

VIRIDOR HAS OVER 80% OF ERF REVENUES HEDGED OR CONTRACTED

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SLIDE 10

LANDFILL AND LANDFILL GAS

A SOLID EARNINGS STREAM FROM GAS, CAPITALISE ON VALUE OF SITES

10

CASH GENERATING BUSINESS

  • Simple, well-proven technology
  • Predictable gas volumes, steady decline, effective

management of sales price risk LANDFILL SITES BEING CLOSED TO WASTE INPUTS

  • Reducing from 17 sites to 3 strategic sites by 2020

CAPITALISE ON VALUE OPPORTUNITIES

  • Industrial area/grid connections/decentralised energy
  • £8m Pilsworth cryogenic storage project, funded by

Department of Energy & Climate Change (DECC)

  • Solar power opportunities, Westbury solar array
  • perational
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SLIDE 11

RECYCLING

DRIVING TOWARDS MORE PROFITABLE RECYCLING

11

SECTOR CONTINUES TO FACE HEADWINDS

  • Current focus on comingled waste, but quality of waste input vital

SEEKING OPPORTUNITIES TO DE-RISK AND RATIONALISE ASSETS

  • ITOO change programme – essential response
  • Contract management, pain/gain sharing on recyclate price exposure

Comingled/ segregated waste INPUT THROUGHPUT OUTPUT Processing Facilities Recyclate OPTIMISATION

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SLIDE 12

NON-HOUSEHOLD RETAIL

  • Merging SWW and BW Non-Household Retail business

(based in Bournemouth)

  • Standalone legally separated business
  • Defend incumbent business and grow out of area
  • Capitalise on Viridor footprint/order book/relationships/culture
  • Winning Scottish customers
  • Engage with plans for household retail deregulation

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DEFEND AND GROW CUSTOMER BASE

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SLIDE 13

OUTLOOK

13

UNDERSTANDING AND MANAGING THE REGULATORY ENVIRONMENT WATER 2020 AND FUTURE REGULATORY REFORMS

  • Engaged in Water 2020 through “market place for ideas”
  • RPI / CPI is key debate
  • Lowest RPI index-linked debt in industry
  • Approach and pace of transition to CPI important

THE WASTE HIERARCHY AND CIRCULAR ECONOMY PACKAGE

  • Viridor well-positioned across the waste hierarchy
  • Strong in the residual waste market with its ERF portfolio
  • Recycling sector faces headwinds, but longer-term opportunities in growing market
  • EU Circular Economy package with 65% recycling target by 2030 is a long-term driver
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SLIDE 14

APPENDIX

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SLIDE 15

15

PENNON OVERVIEW

UNIQUE COMBINATION OF ENVIRONMENTAL UTILITY INFRASTRUCTURE ASSETS

VIRIDOR One of the leading UK renewable energy, recycling and resource management companies providing services to more than 150 local authorities and major corporate clients as well as over 32,000 customers across the UK. SOUTH WEST WATER SWW provides water and sewerage services to a population of c.1.7 million in Devon and Cornwall and parts of Dorset and Somerset. SWW was awarded enhanced status for its 2015-2020 business plan, meaning it has the highest potential returns in the water sector. SWW is already

  • utperforming its business plan as at the end of H1 2015/16.

BOURNEMOUTH WATER Provides water services to a population of c.0.4 million in the Bournemouth and Christchurch region. Bournemouth was acquired in April 2015. Bournemouth Water is currently being integrated into SWW to deliver synergies and savings. The combined company is targeting frontier efficiency ahead of the 2019 Price Review. Bournemouth Water is one of the highest performing water companies with outstanding customer service and is also outperforming its business plan as at H1 2015/16.

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SLIDE 16

Pennon

16

PENNON – OLD STRUCTURE

MULTIPLE LAYERS

16

Pennon Board of Directors South West Water Viridor

Recycling / Resource s Energy Retail Wholesale

South West Water Board Viridor Board

Household Non- Household

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SLIDE 17

PENNON – NEW STRUCTURE

DECISION-MAKING STREAMLINED Pennon Executive Board

17

Pennon Board of Directors Pennon Water Services

(Non-Household Retail)

South West Water

(includes Bournemouth Water)

Viridor

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SLIDE 18

Recycling Contracts, Collections & Other(2) Landfill & Landfill Gas ERFs(2) South West Water Non-Household Retail

(1) As at H1 2015/16 (2) Includes share of JVEBITDA and IFRIC 12 interest receivable

PENNON GROUP EARNINGS PROFILE (1)

Underlying Group EBITDA

PENNON’S BUSINESS

EARNINGS UNDERPINNED BY LONG-TERM INDEX-LINKED CONTRACTS

18

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SLIDE 19

DRIVING FINANCIAL OUTPERFORMANCE

19

FOCUS ON CONTINUOUS, SECTOR-LEADING EFFICIENCY AND EFFECTIVENESS

INITIATIVES UNDERWAY ACROSS THE GROUP

  • Base efficiencies in water –13.8%(1) Totex outperformance in 2015/16 (c.£29m Totex at H1 2015/16)
  • Bournemouth Water integration –1.7% per annum of Totex outperformance

(c.£27m of net synergies for K6)(2)

  • Further water initiatives – 0.4% per annum Totex outperformance (c.£2m per annum of Totex

savings)(2)

  • Viridor restructuring – enduring financial benefits of c.£9m per annum(2)
  • Reducing central overheads
  • Centralising and optimising sales force, logistics and fleet management
  • Consolidating recycling operations

ALONGSIDE DELIVERING IMPROVED CUSTOMER SERVICE AND ENVIRONMENTAL PERFORMANCE

MOMENTUM CONTINUING, DELIVERING AN EVEN STRONGER GROUP

(1) Full year annual equivalent of H1 2015/16 performance (2) Exceptional Group restructuring costs of c.£10m recognised in 2015/16 to implement changes, with a two year

payback

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SLIDE 20

STRONG, SUSTAINABLE BALANCE SHEET

STRONG FINANCIAL POSITION PROVIDING FLEXIBILITY

20

SUSTAINABLE DEBT FUNDING

  • Diversified funding mix - large proportion of finance leasing
  • Fixed, floating, index-linked borrowings
  • Average debt maturity of 23 years (30 September 2015)

STRONG LIQUIDITY POSITION

  • Committed funding in place
  • SWW to March 2018
  • ERF programme financed
  • Long-term banking relationships

(1) Net borrowings/(equity + net borrowings) (2) Including £211m of deposits with Letters of Credit providers and Lessors

CASH/COMMITTED FACILITIES(2)

£1,816m

(30 September 2015) GROUP NET BORROWINGS

£2,345m

(30 September 2015) GROUP NET GEARING(1)

62.6%

(30 September 2015)

GROWING BALANCE SHEET HEADROOM POST ERF BUILD-OUT

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SLIDE 21

3.0% 3.5% 4.0% 4.5% 5.0% 5.5% 6.0% 6.5% 7.0%

Pennon Water Sector SWW

K4 (2005-10)

STRONG, SUSTAINABLE BALANCE SHEET

SECTOR-LEADING FINANCE COSTS

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PENNON EFFECTIVE INTEREST RATES

SUSTAINABLE AND EFFICIENT FINANCING – BALANCING RISK AND REWARD

  • Floating rate debt fixed to protect against rate rises
  • Managing maturities and refinancing

WATER INDUSTRY 2014/15 AVERAGE INTEREST RATE ON NET DEBT

LOW COST FINANCING UNDERPINS OUTPERFORMANCE

Source: Pennon calculation based on company Annual Reports Basis: Net interest payable excluding pensions net interest, IFRIC 12 “interest receivable”, discount unwind on provisions and interest receivable

  • n shareholder loans to joint ventures.

(Includes: Anglian Water, Dwr Cymru, Northumbrian Water, Severn Trent, South West Water, Southern Water, Thames Water, United Utilities,

Wessex Water, Yorkshire Water

7.8% 5.1% 5.1% 5.0% 4.9% 4.7% 4.1% 4.1% 3.5% 3.3% SWW 3.2% SWW H1 2015/2016

K5 (2010-15) K6 (2015-20)

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SLIDE 22

INVESTING FOR GROWTH

APPROACH TO CAPITAL ALLOCATION

22

GEOGRAPHY UK FOCUS, LEVERAGING OUR SKILLS AND EXPERTISE ORGANIC OR M&A ALL GOOD OPPORTUNITIES REVIEWED AND ASSESSED BUSINESS FIT CULTURE AND VALUES IMPORTANT RISK PROFILE BALANCING RISK/REWARD IN-LINE WITH STRATEGY

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SLIDE 23

11.5% K4 (2005-10) K5 (2010-15) K6 (H1 2015/16)

GROUP CASH GENERATED FROM OPERATIONS

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DELIVERING SHAREHOLDER RETURNS

BASE PLANS DELIVERING SUBSTANTIAL EARNINGS AND CASH FLOW

SWW RETURN ON REGULATED EQUITY (RORE)(2)

100 200 300 400 500 600 700 £M

394.8 407.3 411.0

2012/13 2013/14 2014/15

GROUP EBITDA(1) £M

(1)Before exceptional items (2)Calculated from base equity returns allowed within the Final Determination plus outperformance delivered

ERFs expected to contribute

c.£100m to

EBITDA by 2016/17 ERFs contributing significantly post - build out £m 700 600 500 400 300 200 100

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SLIDE 24

SOUTH WEST WATER

RECONCILIATION OF H1 2015/16 RoRE TO FINAL DETERMINATION (FD)

24

BASE ALLOWED RETURNS – 6.0% COMBINED TOTEX OUTPERFORMANCE – 2.2% RoRE

  • Actual operating costs before depreciation (£106m) + actual capital expenditure (£58m) = £164m
  • Totex allowance(1)(2) assumed for H1 2015/16 = £193m
  • £29m Totex saving equates to £12.5m of RoRE benefit after applying company sharing rate and tax impact

SIM OUTPERFORMANCE – 0.0% RoRE

  • Assumed no reward or penalty for 2020 in SWW, BW assumed to remain in upper quartile with £0.1m reward
  • Currently on track to deliver business plan targets in both businesses

ODI OUTPERFORMANCE – 0.3% RoRE

  • Total net reward £2.2m(3), £1.8m net of tax
  • Rewards: bathing water quality, odour complaints, water restrictions, BW interruptions and leakage
  • Penalties: SWW duration of supply interruptions, pollution incidents

FINANCING COST – 3.0% RoRE

  • Actual financing costs compared to FD allowances(1)

REGULATED EQUITY

  • Based on notional gearing levels of 62.5%
  • Average 2015/16 RCV(4) of SWW: £2,961m, BW: £150m

(1) Final Determination allowances are sourced from Ofwat published models at outturn prices. Regulatory reporting requirements still to be confirmed by Ofwat for 2015/16 and therefore approach to calculating returns may be amended when further guidance published (2) Assuming recognition of advancements and deferrals from Final Determination and non-appointed costs (3) 22% of ODIs are in period rewards/penalties. (4) Inflated using average RPI for the half year to 30 September 2015 of 1.0%

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SLIDE 25

ERF UNDER-CAPACITY CONTINUES TO 2030 AND BEYOND

ENERGY RECOVERY FACILITIES (ERFS)

Source: DEFRA, SEPA, NRW and Viridor analysis

UK COMBUSTIBLE RESIDUAL WASTE MARKET (MT)

25

5 10 15 20 25 30 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Other ERF Capacity Viridor ERF Capacity UK ERF Under-capacity

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SLIDE 26

LONG TERM CONTRACT BASE, WHICH COVERS C.80% OF CAPACITY

26

ENERGY RECOVERY FACILITIES (ERFS)

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Source: Viridor Analysis

Long-term contracts at the start of the ERF programme

De-risking - long-term contracts secured

Balance of short and medium-term contracts (Municipal and Commercial & Industrial) Viridor capacity (operational & in construction) VIRIDOR CAPACITY

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SLIDE 27

VIRIDOR

MINIMISING RISK – MERCHANT BECOMES LONG TERM CONTRACTED

Fuel Load 0% 20% 40% 60% 80% 100%

2010 2011/12 2013/14 2015/16 2017/18 2019/20

Clyde Valley Preparation Clyde Valley PQQ, ISOS & Detailed Submission Stage Clyde Valley Preferred Bidder & Contracting Complete Further Tenders Expected

Trident Contracting Status Dunbar Contracting Status

Source: Viridor Analysis

0% 20% 40% 60% 80% 100% Fuel Load

TRIDENT PARK ERF

Project Gwyrdd Outline Bid Staged Stage Project Gwyrdd in Detailed Bid & Final Bid Stage Project Gwyrdd Contract signed & Tomorrow's Valley in Procurement Tomorrow’s Valley Completed Further Capacity Available

DUNBAR ERF

Planning & Permitting Achieved Planning & Permitting Achieved Plant Commissioning Plant Commissioning Plant Operational Plant Operational

Contracted % Merchant %

27

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SLIDE 28

OPERATIONAL RAMP-UP AT NEW PLANTS

  • Eight operational facilities
  • Managed operational ramp-up of the five new

ERFs brought on-stream in 2014/15, the same process performed at Lakeside

  • Takeover of Peterborough is now complete, with

the plant delivered on time and below budget

  • Transition from commissioning to full operational

performance at design capacity over c.12 months

  • Targeting outperformance of design capacity over

the life of each plant and world class utilisation CONSTRUCTION OF THREE NEW ERFs PROGRESSING WELL AND TO BUDGET

  • Glasgow ERF moving into early commissioning
  • Dunbar and Beddington (South London) ERFs,

construction progressing well

VIRIDOR

DELIVERING THE ERF PROGRAMME, REDUCING CONSTRUCTION RISK

LAKESIDE RAMP-UP

100,000 200,000 300,000 400,000 500,000 Design 2010 2011 2012 2013 2014 2015

Waste Inputs (tonnes)

28

Source: Viridor Analysis

100,000 150,000 200,000 250,000 300,000 Design 2010 2011 2012 2013 2014 2015

Power Exported (MWh)

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SLIDE 29

AN ILLUSTRATIVE, LARGE ERF (C.300KT) WILL CONTRIBUTE C.£28M TO VIRIDOR EBITDA IAS 16 IFRIC 12 JVs

  • Oxford (Ardley)
  • Cardiff

(Trident Park)

  • Runcorn II
  • Dunbar
  • South London

(Beddington)

  • Bolton
  • Avonmouth

(not committed)

  • Exeter
  • Glasgow
  • Peterborough(2)
  • Lakeside
  • Runcorn I

VIRIDOR

ERF ACCOUNTING

ILLUSTRATIVE ERF(1) IAS 16 IFRIC 12 JVs EBITDA £28m £12m

  • IFRIC 12 Interest

Receivable

  • £16m
  • Share of JV EBITDA (50%)
  • £14m

Underlying EBITDA £28m £28m £14m

(1) From first full year of operation (2) Local authority funding, interest income will be negligible

29

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SLIDE 30

PROGRESS ON ERF PIPELINE

VIRIDOR

ERFS (INCLUDING JOINT VENTURES)

ERF BUILD-OUT NEARING COMPLETION

30

(1) Capital cost excludes capitalised interest and for projects for which the Engineering Procurement Construction (EPC) contract has not yet been executed, capital cost may vary in accordance with the Euro exchange rate (2) Operational period post construction. This is usually the minimum guaranteed plant life (3) Joint ventures economic interest (Lakeside 50%; Runcorn I 37.5%) (4) Project is not yet committed (5) Plus heat 51MWth (6) Plus heat 17MWth

SITE CAPITAL COST (1) GROSS CAPACITY STATUS BASE LOAD MUNICIPAL CONTRACT ACTUAL/EXPECTED COMMISSIONING Tonnes (000) Electricity MWe Lakeside(3) 150 410 38 Fully operational Merchant Commissioned Bolton N/A 120 9 Fully operational Greater Manchester Commissioned Exeter 48 60 3 Fully operational Exeter Commissioned Oxford (Ardley) 204 300 24 Operational ramp-up Oxfordshire Commissioned Cardiff (Trident Park) 207 350 28 Operational ramp-up Gwyrdd (SE Wales) Commissioned Runcorn I(3) 236 375 28(5) Operational ramp-up Greater Manchester Commissioned Runcorn II 217 375 41 Operational ramp-up Merchant Commissioned Peterborough 72 80 7 Operational ramp-up Peterborough Commissioned Glasgow 155 200 15 Moving to early commissioning Glasgow H1 2016/17 Dunbar 177 300 23(6) Construction in progress Merchant (Preferred Bidder Clyde Valley) H2 2017/18 South London (Beddington) 199 275 26 Construction in progress S London H1 2018/19 Sub Total 2,845 242 Avonmouth(4) 233 350 28 Planning permission achieved TBA TBA Grand Total 3,195 270

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SLIDE 31
  • £20m of efficiencies realised across capital investment programme
  • Debt includes £868m(1) for Runcorn II / Exeter / Oxford / Cardiff / Glasgow / Dunbar / South London

VIRIDOR

SUBSTANTIAL ONGOING ERF CAPEX(1)

£M CUMULATIVE SPEND AT 1 APRIL 2015(2) CAPITAL INVESTMENT H1 2015/16 CUMULATIVE SPEND TO 30 SEP 2015 REMAINING SPEND TO COMPLETION TOTAL PROJECT SPEND ORIGINAL PLANNED PROJECT SPEND ERF projects in operation Exeter 47 1 48

  • 48

47 Oxford (Ardley) 203 1 204

  • 204

210 Cardiff (Trident Park) 207

  • 207
  • 207

223 Runcorn II 207 10 217

  • 217

216 Total 664 12 676

  • 676

696 ERF projects under construction Glasgow 121 7 128 27 155 155 Peterborough 53 13 66 6 72 72 Dunbar 11 23 34 143 177 177 South London (Beddington)

  • 30

30 169 199 199 Total 185 73 258 345 603 603 Total 849 85 934 345 1,279 1299 Peterborough financed by local authority (53) (13) (66) (6) (72) (72) Total impact on net debt 796 72 868 339 1,207 1,227 31

(1) Excluding capitalised interest, £2m in H1 2015/16 and £60m cumulatively to 30 September 2015 (2) Including capital investment reclassified from construction in progress

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SLIDE 32

SALESFORCE BRIEFING

BUILDING ON A STRONG PLATFORM

MARCH 2016