TERVI TA CORPORATION TSX: TEV I nvestor Presentation January 2 0 - - PowerPoint PPT Presentation

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TERVI TA CORPORATION TSX: TEV I nvestor Presentation January 2 0 - - PowerPoint PPT Presentation

TERVI TA CORPORATION TSX: TEV I nvestor Presentation January 2 0 2 0 DI SCLAI MER This Management Presentation contains certain statements that may be forward-looking statements or forward-looking information within the meaning of


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SLIDE 1

TERVI TA

CORPORATION TSX: TEV

I nvestor Presentation

January 2 0 2 0

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SLIDE 2

This Management Presentation contains certain statements that may be “forward-looking statements” or “forward-looking information” within the meaning of applicable securities

  • laws. Forward looking statements are statements that are not historical facts and are often, but not always, identified using words or phrases such as “expects”, “plans”, “anticipates”,

“intends”, “estimates”, “estimated”, “projects”, “potential” and similar expressions, or stating that certain actions, events or conditions “will”, “would”, “may”, “might”, “could” or “should”

  • ccur or be achieved or other similar terminology. In particular, but without limiting the foregoing, this Management Presentation contains forward-looking statements or information

pertaining to our plans and objectives for future operations, anticipated operational and financial performance, our growth strategy and our ability to take advantage of future growth

  • pportunities, our expectations regarding generating resilient and significant cash flows, our continued focus on efficiencies, our expectations and targets regarding our ability to

recognize returns on our capital projects, our expectations regarding Adjusted EBITDA growth and the sources thereof, annual adjusted EBITDA margin and capital spending (including with respect to both maintenance and growth and expansion projects and, with respect to the latter, the commissioning and timing thereof), our liquidity and financial position, our ability to reduce our leverage and manage our capital expenditures, the existence of stable, long-term and ongoing demand for services with growth potential, our expectations that oil and gas producers will continue to outsource waste by-product treatment and disposal and that it is difficult for third parties to replicate the expensive footprint of

  • ur facilities. By their nature, forward-looking statements and information involve known and unknown opportunities, costs, risks and uncertainties that may cause actual results to

differ materially from those anticipated. Risks and uncertainties that may affect actual results include, without limitation, decreases in exploration, drilling and production activity levels in the markets where we offer our services, customers may decide to no longer outsource their waste management and other environmental service activities, risks related to non-compliance with environmental laws or delays resulting from such non-compliance, legislative and regulatory initiatives that impact our business, competition, fluctuations in commodity prices and exchange rates and volatility in global financial conditions. For a more detailed discussion of risks relating to Tervita, see our most recent Annual Information Form and our Q3 2019 MD&A. With respect to the forward-looking statements and information contained in this Investor Presentation, Tervita has made assumptions regarding, among other things: our ability to achieve our growth strategy and reduce our leverage, the stability of the industries in which we operate, the creditworthiness of our customers, commodity prices, no material changes in the legislative and operating framework our business, our ability to access capital, our ability to successfully market our business in the areas in which we operate, conditions of the oil and gas industry in our current and proposed markets, general economic, business and market conditions, our future debt levels and the impact of increasing competition. Although Tervita believes the expectations expressed in such forward-looking statements and information are based on reasonable assumptions, such statements are not guarantees of future performance and actual results may differ materially from those in forward-looking statements. The forward-looking statements and information included in this Management Presentation are expressly qualified in their entirety by this cautionary statement. Tervita cautions that the foregoing list of assumptions, risks and uncertainties is not exhaustive. The forward-looking statements and information contained in this Management Presentation are based on the beliefs, estimates and opinions of Tervita’s management on the date the statements are made, and Tervita does not undertake any obligation to update publicly or to revise any

  • f the included forward-looking statements or information, whether as a result of new information, change in management’s estimates or opinions, future circumstances or events or
  • therwise, except as expressly required by applicable securities law.

Any financial outlook or future oriented financial information in this document, as defined by applicable securities legislation has been approved by management of Tervita. Such financial outlook or future oriented financial information is provided for the purpose of providing information about management’s current expectations and management’s plans relating to the future. Readers are cautioned that reliance on such information may not be appropriate for other purposes. Non-GAAP Financial Measures Certain financial measures in this Management Presentation are not prescribed by IFRS. All non-IFRS measures presented herein do not have any standardized meaning and therefore are unlikely to be comparable to similar measures presented by other companies. Therefore, these non-IFRS measures should not be considered in isolation or as a substitute for measures of performance prepared in accordance with IFRS. All non-IFRS measures are included because management uses the information to analyze operating performance and results, and therefore may be considered useful information by investors. Adjusted EBITDA and Pro Forma Adjusted EBITDA, Adjusted EBITDA Margin, Discretionary free cash flow, Net debt to Adjusted EBITDA (Pro Forma LTM), Divisional EBITDA, Divisional EBITDA margin, maintenance and growth and expansion capital expenditures, related and other financial ratios and credit statistics presented in this presentation are not measurements of financial performance under IFRS and should not be considered as an alternative to income or other performance measures derived in accordance with IFRS, or as an alternative to cash provided by (used in) operating activities as a measure of liquidity. In addition, non-IFRS measures do not have a standardized meaning prescribed by IFRS and, as such, our method of calculating Adjusted EBITDA and Pro Forma Adjusted EBITDA, Adjusted EBITDA Margin, Discretionary free cash flow, Net debt to Adjusted EBITDA (Pro Forma LTM), Divisional EBITDA, Divisional EBITDA margin, maintenance and growth and expansion capital expenditures, related and other financial ratios and credit statistics may vary from the methods used by other companies and, as a result, may not be comparable to similarly titled measures, ratios or credit statistics disclosed by other companies. Definitions of each non-IFRS measure used herein and reconciliations to GAAP measures can found in the “Non-GAAP Measures” section of the Q3 2019 MD&A available at www.tervita.com.

2

DI SCLAI MER

Jan 2020 |

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SLIDE 3

TERVI TA AT A GLANCE

# 1 Environm ental Solutions Com pany

Focused on environmental and waste management solutions in the most active oil and gas region in Canada

Stable and Resilient Business Model

Diversified across sectors, customers (~ 1,700), and underpinned by production (~ 2/ 3 of Energy Services)

Strategically Located Critical I nfrastructure

Largest and most comprehensive network of 105 well-invested, permitted facilities in every major WCSB(1) play

Significant Barriers to Entry

Valuable and difficult to obtain portfolio

  • f permits, licenses, and locations

Superior Grow th Profile

Proven growth platform with $200 - $300 million of high potential organic projects over the next 2 – 3 years

$ 7 3 5 m illion( 2 )

Q3 2019 LTM Revenue excluding energy marketing

$ 2 2 4 m illion( 3 )

Q3 2019 LTM Adjusted EBITDA (30% Margin)

$ 1 ,5 5 6 m illion( 4 )

Enterprise Value $848M Market Cap $708M Net Debt

Select Facilities

Lindbergh Cavern W est Edson TRD ( 1 ) Spirit River Landfill and TRD Onsite

(1) Western Canada Sedimentary Basin (“WCSB”). Treatment, Recovery, and Disposal Facilities (“TRDs”). (2) Last twelve months (“LTM”) revenue excluding energy marketing as at September 30, 2019. (3) LTM as at September 30, 2019. Adjusted EBITDA is a non-IFRS measure. Reconciliations to GAAP measures can be found in the “Non-GAAP Measures” section of the Q3 2019 MD&A available at www.tervita.com (4) Market capitalization calculated using Tervita’s share price at December 31, 2019 of $7.41 and shares outstanding of 114.4m. Net Debt as at September 30, 2019. Net Debt s a non-IFRS measure. Reconciliations to GAAP measure can be found in the “Non-GAAP Measures” section of the Q3 2019 MD&A available at www.tervita.com

LEADI NG PROVI DER OF ENVI RONMENTAL AND W ASTE MANAGEMENT SOLUTI ONS AND I NFRASTRUCTURE TO THE CANADI AN OI L AND GAS AND I NDUSTRI AL SECTORS

Jan 2020 | 3

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SLIDE 4

OPERATI NG SEGMENTS SNAPSHOT

Drilling, Completions & Other ~ 1/ 3

Energy Services

AEBI TDA Margin ( 1 ): 4 9 %

Segm ent Description Core Assets W aste Processing (TRD Facilities, Onsite) & Energy Marketing  Includes the treatment, recovery, and disposal of oilfield fluids derived from production, drilling, and completions  Strategically located facilities serving all major plays across WCSB  Provides onsite waste processing services, including solids control  Leverages facility footprint to maximize energy marketing results  47 TRD facilities (21 pipeline- connected)  3 cavern disposal facilities  7 stand-alone water disposal facilities  7 onsite facilities W aste Processing (Landfills)  Process, recovery, and disposal of solid waste from resource production, contaminated soils, and municipal solid waste  Largest owner of industrial landfills in Western Canada  23 owned,

  • perated, or

marketed engineered landfills

I ndustrial Services AEBI TDA Margin ( 1 ): 1 4 %

Segm ent Description Core Assets Metals Recycling / Rail Services  Provides demolition, yard clean ups, and regular bin service  Operates recycling facilities processing ferrous and non-ferrous metals, including copper, steel, and aluminum  Emergency derailment services  5 metals recycling facilities W aste Managem ent  Full-service suite of waste management solutions including

  • nsite bin service, transportation, and

waste handling  Additional services include waste characterization, tracking, packaging, recycling, and the disposal of hazardous and non-hazardous waste  > 10,000 containment bins for waste  > 50 truck fleet  1 NORM facility(3)  4 transfer stations Environm ental Services  Construction of bioremediation cells, impermeable structures, pad construction liners, ponds, and lagoons  Includes mill services, water management, and sulphur services  8 bioremediation facilities

(1) LTM as at September 30, 2019. Adjusted EBITDA is a non-IFRS measure. Reconciliations to GAAP measures can be found in the “Non-GAAP Measures” section of the Q3 2019 MD&A. (2) LTM revenue excluding energy marketing as at September 30, 2019. (3) Naturally Occurring Radioactive Materials (“NORM”).

Operating Segm ents & Services Jan 2020 | 4

Production ~ 2/ 3 Drilling, Completions & Other ~ 1/ 3

~ 7 5 % of revenue is driven by recurring production and industrial-related activity

Energy Services 6 6 % I ndustrial Services 3 4 %

Revenue ( excl. energy m arketing) ( 2 ) Breakdow n

Energy Services by Activity Driver

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SLIDE 5

Tervita W CSB Footprint ( Energy Services)

  • Major presence, market share & proximity to production
  • Strong demand & long-term growth prospects
  • High impact organic capital growth & customer
  • pportunities
  • Increasing water handling capacity
  • Pursuing further opportunities to partner with

producers

  • Positioned to benefit from LNG development
  • Improving utilization through consolidation

Highlights

HEAVY OI L & OI L SANDS MONTNEY / DUVERNAY DEEP BASI N / CARDI UM

EXTENSI VE I NFRASTRUCTURE:

LEADI NG POSI TI ON I N KEY PLAYS

Leading market position, well positioned in every major play in the WCSB US drill site business active in Marcellus, Permian & Bakken

  • Dominant presence in conventional heavy oil plays and
  • il sands region
  • Strong long-term and ongoing demand with growth

potential

  • Onsite services with significant portion of revenue under

longer term contracts

  • Additional upside from egress and pricing catalysts

Jan 2020 | 5

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SLIDE 6

ENVI RONMENTAL, SOCI AL & GOVERNANCE

  • Excellent safety

record

  • Reduced Total

Recordable Injury Frequency (TRIF) by 21% to 0.52 from 0.66

  • Continued our

successful Safety Absolutes program – a key tool to ensure safe decisions are made every day

  • Continued to build
  • ur company as a

great place to work, learn and develop

  • Focused on culture

development with employee engagement and Talent Management expansion

  • 30% of our

Corporate Executive are women

  • 30-year partnership with

the United Way of Calgary, and part of the United Way Corporate Million Dollar Roundtable indicating we have donated more than one million dollars since 2008

  • Sponsored the Boys and

Girls Club of Calgary Stampede Cleanup Crew, creating opportunities for the youth in our communities

  • Recycled 85,000 net

tonnes of scrap metal through our Metals Recycling services

  • Safely received over 3.2

million tonnes of oilfield solids into our engineered landfills

  • Over 2.7 million tonnes
  • f soil remediated for

reuse through our environmental services

We are a dedicated sustainability partner to our customers, and strive for excellence in sustainability performance at our own operations. The work we do is designed to minimize the environmental impact associated with development activities, while maximizing the value of the resources recovered.

Our 2018 accomplishments include:

Jan 2020 | 6

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SLIDE 7

COMPELLI NG I NVESTMENT PROPOSI TI ON

Broad Environm ental I nfrastructure Footprint Across W estern Canada

  • Largest waste and environmental energy solutions provider in Canada
  • Strategically located in key operating areas, including Montney, Duvernay and

Conventional Heavy Oil plays

  • High regulatory and capital barriers to entry
  • Increasing demand for third-party waste treatment and disposal

Stable, Resilient Cash Flow Generation

  • Resilient cash flow generation from stable production-based revenue (~ 2/ 3’s of

Energy Services’ revenue)

  • Long-life assets with high margins and low sustaining capital
  • Stable and growing industrial based business
  • Operating exposure to key industry catalysts and commodity price recovery without

need for additional capital

  • Long-term customer relationships with blue-chip, diversified customer base

Strong Balance Sheet and Self-Funded Leverage Reduction

  • Well capitalized balance sheet with no near-term maturities
  • Expect significant future Discretionary Free Cash Flow to further de-lever the

balance sheet and invest in growth

  • 3.16x Net Debt to Adjusted EBITDA(1); Focused on continued deleveraging to targeted

range of 2.0-2.5x Pipeline of Grow th Opportunities

  • $90 to $100 million approved for growth and expansion capital projects in 2019. 2020

capital budget expected to be announced in the first quarter of 2020

  • Additional $200 to $300 million pipeline of high potential organic projects; Target

> 20% IRR & 3 – 5 year payback

  • Focused on return on capital, cash flow per share growth and opportunities that

exhibit stable and recurring cash flows Jan 2020 | 7

(1) Net Debt and Adjusted EBITDA are non-IFRS measures. Reconciliations to GAAP measures can be found in the “Non-GAAP Measures” section of the Q3 2019 MD&A available at www.tervita.com

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SLIDE 8

CORPORATE ADJUSTED EBI TDA MARGI NS

HI GH ADJUSTED EBI TDA MARGI NS( 1 ) ( 2 ) CLOSELY ALI GNED TO W ASTE MANAGEMENT PEERS

(1) Source: Company filings. Includes Waste Management companies: Waste Management, Waste Connections, Republic Services, and Advanced Waste Disposal; Environmental Services: Covanta, US Ecology, Stericycle, Clean Harbors, and Heritage Crystal Clean; and Oilfield Services: Precision Drilling, Calfrac Well Services, Ensign Energy Services, Enerflex Ltd., Trican Well Service, Mullen Group, Secure Energy, CES Energy Solutions, and Badger Daylighting. (2) LTM Adjusted EBITDA is a non-IFRS measure. Adjusted EBITDA margins calculated using net energy marketing revenues. Reconciliations to GAAP measures can be found in the “Non-GAAP Measures” section of the Q3 2019 MD&A available at www.tervita.com.

LTM 19 Adjusted EBITDA Margin LTM 19 TEV Adjusted EBITDA Margin

Jan 2020 | 8

WASTE MANAGEMENT 30% Average: 28% Average: 16% Average: 18% ENVIRONMENTAL SERVICES OILFIELD SERVICES

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SLIDE 9

STABLE EARNI NGS THROUGH THE COMMODI TY CYCLE

TERVI TA ADJUSTED EBI TDA STABI LI TY I N LI NE W I TH W ASTE MANAGEMENT & ENVI RONMENTAL SERVI CES THAT TRADE AT HI GHER MULTI PLES( 1 )

Peak/ Trough vs Average Adjusted EBI TDA ’1 6 – LTM ‘1 9 EV/ EBI TDA Multiple ( x)

Jan 2020 | 9

OILFIELD SERVICES WASTE MANAGEMENT ENVIRONMENTAL SERVICES

(2)

Average: 7.4x Average: 13.2x Average: 10.8x

W aste Managem ent companies include: Advanced Disposal Services, Republic Services, Waste Connections(3), Waste Management; Environm ental Services companies include: Clean Harbors, Covanta Holding, Heritage-Crystal Clean, Stericycle, US Ecology; Oilfield Services companies include: Badger Daylighting, Calfrac Well Services, CES Energy Solutions, Mullen Group, Precision Drilling, Secure Energy Services, Trican Well Service Source: BMO Capital Markets, FactSet, company filings (1) EV/ EBITDA multiples based on 2020 AEBITDA estimates. Note: Based on annual Adjusted EBITDA 2016-LTM 2019. Unless otherwise noted, all figures are unadjusted for M&A transactions historically. (2) Tervita figures are pro forma the acquisition of Newalta (closed in July 2018) and includes full estimated synergies of $46 million and TEV 2018 G&A expenses. (3) Waste Connections figures are pro forma the acquisition of Progressive Waste Solutions (closed in June 2016).

Tervita 6.9x

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SLIDE 10

LTM 2 0 1 9 Adjusted EBI TDA( 1 ): $ 2 2 4 m illion

DI SCRETI ONARY FREE CASH FLOW ( 1 ) GENERATI ON

(1) Adjusted EBITDA and Discretionary Free Cash Flow are non-IFRS measures. LTM is the last twelve months as at September 30 of each year. LTM 2019 Discretionary Free Cash Flow is before Newalta transaction costs. Reconciliations to GAAP measures can be found in the “Non-GAAP Measures” section of the Q3 2019 MD&A available at www.tervita.com. (2) Discretionary Free Cash Flow Per Share is based on the weighted average shares outstanding for each year.

$112 M $28 M $69 M

LTM Discretionary Free Cash Flow Per Share ( 2 )

  • 35% of Adjusted EBITDA is converted to

Discretionary Free Cash Flow

$22 M Jan 2020 | 10 3 7 % increase LTM Q3 2 0 1 9

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SLIDE 11

Adjusted EBI TDA grow th

  • Expect double-digit growth in 2019 compared to 2018 AEBITDA of

$191 million, and fourth year of AEBITDA growth in 2020

  • ~ 2/ 3 of Energy Services’ revenue production-related and stable

2 0 1 9 Approved capital spend $ 1 2 0 - $ 1 3 5 m illion

  • $90 - $100 million for 2019 growth and expansion capital projects:
  • Development of a customer dedicated water disposal facility

comprised of three pipeline-connected disposal wells in the Montney play

  • Expansion of our storage and blending capacity at five TRD

facilities

  • Completion and tie-in of additional water disposal wells at

active TRD facilities in the Montney and heavy oil areas of

  • perations
  • Capital projects provide attractive economics of > 20% IRR and 3-5

year paybacks and are less impacted by volatility in commodity prices

  • Low maintenance capital requirements of $30-35 million

Cost structure

  • G&A run rate of ~ $50 million in 2019, down ~ 50% since 2016
  • Continued focus on efficiencies
  • Field Services integration
  • Increased supply chain leverage with combined businesses
  • Additional commercial synergy opportunities

FI NANCI AL PERFORMANCE HI GHLI GHTS

G&A Expense ( 3 ) ( 4 )

2 2 % AEBI TDA CAGR( 2 )

(1) Adjusted EBITDA and Adjusted EBITDA margin are Non-GAAP measures. LTM is the last twelve months as at September 30 of each year. Reconciliations to GAAP measures can be found in the “Non-GAAP Measures” section of the Q3 2019 MD&A available at www.tervita.com. (2) CAGR is the LTM Q3 Adjusted EBITDA Compound Annual Growth Rate 2017 – 2019. (3) 2016-2018 pro forma balances including Newalta. (4) 2019 G&A as a % of revenue (excluding energy marketing) of 7% is YTD.

LTM Adjusted EBI TDA( 1 )

( $ Millions) ( $ Millions)

Jan 2020 | 11

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SLIDE 12

CONTI NUED FOCUS ON I NCREASI NG RESI LI ENCY

  • Tervita has taken significant steps to further enhance stability in Adjusted EBITDA since 2016 when average WTI

prices were $43/ bbl, bottoming out at $26/ bbl

  • Acquisition of Newalta’s (NAL) base business and associated synergies
  • G&A approximately half of 2016 pro forma levels
  • Growth and expansion capital spent in 2017 & 2018, adjusted for 2016 conditions
  • We have shifted to growth with significant contracted and/ or highly confident EBITDA coming online from

current 2019 spending

W ell positioned to generate strong Discretionary Free Cash Flow even in sustained challenging m arket conditions

Adjusted EBITDA(1) ($M)

(1) Adjusted EBITDA is a Non-GAAP measure. Reconciliations to GAAP measures can be found in the “Non-GAAP Measures” section of the Q3 2019 MD&A available at www.tervita.com. (2) Realized run-rate synergies of $46 MM. (3) Adjusted for 2016 economic conditions.

(2)

W HAT W OULD HAPPEN I N A REPEAT OF A 2 0 1 6 COMMODI TY ENVI RONMENT?

2016 TEV AEBITDA 2016 NAL AEBITDA TEV G&A reductions NAL Synergies 2017-2018 Growth capital(3) 2019 contracted/highly confident growth capital(3) EST 2016 AEBITDA

Jan 2020 | 12

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SLIDE 13

Total WCSB Production Operated Wells

Drilling, Completions & Other(2) 37% Production 63%

2018 ENERGY SERVICES REVENUE BY OIL & GAS ACTIVITY(1)

  • Production activities provide stability through

economic cycles

  • Long life of oil and gas wells and significant base of

producing wells in the WCSB

  • Drilling and completions activity is driven by

customer capital spending to sustain and grow production

  • ~ 2/ 3’s of Energy Services’ revenue underpinned by

production(1)

(1) Tervita pro forma revenue excluding energy marketing. (2) Includes Cleanups, Daily Cover, MSW and Service. (3) Source: Peters & Co. Canadian Association of Petroleum Producers (CAPP). Includes data from British Columbia, Alberta, Saskatchewan and Manitoba.

HI STORI CAL TOTAL W CSB PRODUCTI ON & OPERATED W ELL COUNT( 3 )

~ 3.0 million BOE per day ~ 7.6 million BOE per day 1980 2018 ~ 35,000 wells ~ 213,000 wells

RESI LI ENT CASH FLOW GENERATI ON FROM STABLE PRODUCTI ON-RELATED REVENUES

Jan 2020 | 13

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SLIDE 14
  • $12

$24 $36 $48 $60 1997 2000 2003 2006 2009 2012 2015 2018 Operating Maintenance Capital/Construction Capital Spending ($ Billions)

TOTAL FLUI D PUMPED I N W ESTERN CANADA I S I NCREASI NG ( 1 ) AVERAGE FLUI D PUMPED PER W ELL I S I NCREASI NG I N KEY PLAYS ( 1 ) STABLE HEAVY OI L / OI L SANDS MAI NTENANCE SPENDI NG ( 2 )

  • 8

16 24 32 40

  • 3

6 9 12 15 2009 2012 2015 2018 Wells completed Total fluid pumped Wells completed (000s) Total Fluid Pumped (MM m 3)

  • 12

24 36 48 60 2009 2012 2015 2018 Deep Basin Duvernay Montney Total WCSB Average Fluid Pumped per Well (000s m3)

TREND I N W CSB TOW ARD LONGER, MORE CAPI TAL I NTENSI VE AND COMPLEX W ELLS I S DRI VI NG AN I NCREASE I N OI LFI ELD W ASTE VOLUMES

  • Increased activity by customers in the Montney and Duvernay regions
  • Leading waste management services provider in the region
  • Stable annual maintenance spending in the heavy oil and oil sands regions

(1) Source: Peters & Co. Limited. (2) Source: Based on Peters & Co. Limited estimates and historic based on CAPP data. Includes spending on upgraders.

~$33 billion in 2018 spending

SI GNI FI CANT EXPOSURE TO ATTRACTI VE I NDUSTRY FUNDAMENTALS

Jan 2020 | 14

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SLIDE 15

KEY HI GHLI GHTS

  • Tervita has a strong liquidity

position

  • 3.16x leverage, based on 2019

Adjusted EBITDA(3)

  • Company generates strong

Discretionary Free Cash Flow

  • Undrawn $275 million credit

facility renewed in December 2018

  • Flexibility to fund organic growth

and de-lever in the near term

(1) Adjusted EBITDA and Net Debt are non-IFRS measures. Reconciliations to GAAP measures can be found in the “Non-GAAP Measures” section of the Q3 2019 MD&A available at www.tervita.com. (2) LTM Adjusted EBITDA for Q3 2018, Q4 2018, Q1 2019 and Q2 2019 are pro forma. (3) As at September 30, 2019.

PROVEN ABI LI TY TO MANAGE THE BALANCE SHEET

2 .0 x– 2 .5 x targeted range

Q3 2 0 1 8 New alta Acquisition Q4 2 0 1 6 Recapitalization

Jan 2020 | 15

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SLIDE 16

PI PELI NE OF GROW TH OPPORTUNI TI ES

Jan 2020 | 16

GROW TH CAPI TAL EXPECTED TO BE FUNDED FROM CASH FLOW

  • $200 – $300 million backlog of high potential organic projects in addition to 2019 capital over

the next 2 – 3 years. Implementation is underway

  • $90 – $100 million approved for growth and expansion capital projects in 2019
  • Nimble with capital investments to respond to the current environment
  • Prioritize longer-term customer backed projects
  • Highly focused on return on invested capital and growth in cash flow per share

Target > 2 0 % I RR & 3 - 5 year pay back

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SLIDE 17

STRATEGI C PRI ORI TI ES FOR 2 0 2 0 AND BEYOND

FOCUS ON STRATEGI C PRI ORI TI ES HAS STRENGTHENED THE ORGANI ZATI ON AND SET TERVI TA UP FOR LONG-TERM GROW TH

Optim izing the Base and Driving Efficiencies  Consolidate / rationalize facilities to optimize utilization  Improve corporate cost structure and G&A rationalization  Implement a culture of continuous improvement to drive efficiencies  Substantial G&A reductions

Head count

Office space reductions  ERP implementation completed  Accretive to m argins Grow th, Leverage and Shareholder Return  Invest growth capital across energy and industrial service pipeline with targeted IRR > 20% and 3-5 year payback

Projects

Bolt-on acquisitions  Balance sheet management focused on continued deleveraging to targeted range of 2.0-2.5x  Returning value to shareholders  Delevering following NAL acquisition  NCIB  Projects

Pipeline connections

Terminal and tank upgrades

Landfill cell expansions

New deep water expansion wells

Blending  Accretive to m argins and supports AEBI TDA grow th  I ncreased financial flexibility Strategic Acquisition and Expansion Opportunities  Leverage Tervita’s experience and capabilities to:

Facilitate additional consolidation

  • pportunities in existing markets (i.e.,

North American industrial services market)

Explore expansion of platform into new markets and services

Increase size, scale, and diversification and generate synergies  Newalta acquisition  Three bolt-on acquisitions  Accretive to grow th and m argins

2 3 1

Financial I m pact Strategic Priorities Representative Exam ples

Jan 2020 | 17

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SLIDE 18

I NVESTMENT HI GHLI GHTS

FOURTH STRAI GHT YEAR OF AEBI TDA GROW TH EXPECTED I N 2 0 2 0 STRATEGI CALLY LOCATED I NFRASTRUCTURE STABLE, RESI LI ENT AND GROW I NG CASHFLOW GENERATI ON STRONG BALANCE SHEET PI PELI NE OF GROW TH OPPORTUNI TI ES

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SLIDE 19

APPENDI X: ADDI TI ONAL I NFORMATI ON

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SLIDE 20

ANALYST COVERAGE

Firm Analyst Phone

AltaCorp Capital Tim Monachello, CFA 403-539-8633 BMO Capital Markets Michael Mazar, CA, CFA 403-515-1538 Canaccord Genuity Corp. John Bereznicki, CFA 403-691-7805 CIBC World Markets Inc. Jon Morrison 403-216-3400 IA Securities Elias Foscolos 403-705-4982 National Bank Financial Greg Colman 416-869-6775 Peters & Co. Limited Jeff Fetterly, CFA 403-261-2283 RBC Capital Markets Keith Mackey, CFA 403-299-6958 Stifel Canada Ian Gillies, MSc 403-262-0626 TD Securities Inc. Aaron MacNeil, CA 403-292-1222 Jan 2020 | 20

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SLIDE 21

ENERGY SERVI CES DI VI SI ON

Leading m arket position in key regions, w ell positioned in every m ajor play in the W CSB Jan 2020 | 21

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SLIDE 22

ENERGY SERVI CES - PI CTORI AL

Lindbergh Cavern West Edson TRD Spirit River Landfill & TRD Onsite Facilities

Jan 2020 | 22

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SLIDE 23

TREATMENT, RECOVERY AND DI SPOSAL FACI LI TI ES ( “TRDs”)

TRDs separate waste water and waste solids, while recovering oil from petroleum wastes Separation maximizes recovery of oil and the residual waste water and how solids byproducts are disposed Tervita owns and operates 54 TRDs and water disposal wells

Waste Receiving & Processing System Liquids and solids with recoverable oil Crude Oil Pipeline Reclaimed Oil Centrifuge Deep Well Injection Fluid To Cavern To Landfill

Residual

Solids

Jan 2020 | 23

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SLIDE 24

CAVERN DI SPOSAL FACI LI TI ES

Tervita pioneered salt caverns for secure disposal

  • f fluids and certain solids. Tervita currently owns

and operates three caverns Wastes are unloaded into mixing tanks and blended with brine water to make a slurry The slurry is pumped into a cavern for disposal Crude oil is separated from the waste through gravity and heat, and eventually extracted and sold Tervita’s cavern disposal technology is highly effective

  • High capacity receiving system
  • Safe and reliable solids disposal
  • Geothermal heat assists in oil recovery
  • Capacity expandable by washing new caverns

Brine Recoverable Oil Salt (Depth: 3,000– 4,000 ft)

Caverns can take wastes that traditional TRDs cannot process

  • High pH fluids
  • Chemicals
  • Naturally occurring radioactive materials (“NORMs”)
  • Processed sludges and other contaminants

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SLIDE 25

Largest owner and operator of Class II landfills in Western Canada Provides services for the processing, recovering and disposing of solid materials 23 engineered landfill (18 owned sites, two sites

  • perated under contract and three sites we

market under contract for other landfill operators) Provides disposal options for non-hazardous

  • ilfield waste and industrial waste

The non-hazardous oilfield waste is received from:

  • Tervita’s TRD facilities
  • External oil and gas operations
  • Environmental remediation sites

Solid waste streams include drill cuttings, contaminated soil, produced sand and treated solids

Source: Company filings.

ENGI NEERED LANDFI LLS

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SLIDE 26

ENERGY MARKETI NG OVERVI EW

Includes the purchase, blending, storage and selling of processed / recovered crude oil and condensate Maximizes the return on oil recovered at Tervita waste processing facilities Leverages 21 strategically located pipeline connected TRD facilities(1) Provides valuable netback

  • ptimization opportunities to over

~ 200 producers and other counterparties TRD network provides customers with access to the pipeline grid Low risk, high volume business with low overhead, minimal capital, and low operating expenditures

KEY HI GHLI GHTS

(1)Source: Company filings and Company website. Some TRD facilities don’t maintain terminal operations.

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SLIDE 27

Diverse customer base includes mining, transportation, forestry and property development companies, and various governmental organizations Diversifies revenue away from oil and gas commodity fluctuations

METALS RECYCLI NG W ASTE MANAGEMENT ENVI RONMENTAL SERVI CES

I NDUSTRI AL SERVI CES DI VI SI ON MANAGES W ASTE FOR MANY SECTORS

Purchases and resells metals collected from demolition sites,

  • perating oil production mines

and industrial facilities Rail connected facilities served by a fleet of specialized mobile heavy equipment Collects, processes and disposes

  • f hazardous and non-hazardous

waste Specialized trucks and transfer stations serving customers in Western Canada Remediation and environmental construction, demolition and decommissioning, mill services, bioremediation facilities, water management and sulphur services Targets and captures waste material for disposal in Tervita facilities Jan 2020 | 27

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SLIDE 28

Operates recycling facilities that purchase and process ferrous and non-ferrous metals recovered from demolition sites and other locations Fleet of 12 modern mobile stationary shears in Western Canada All four of Tervita’s metals recycling scrap yards (two in AB, two in B.C.) are rail connected, providing market access within Canada and the U.S. and allows Tervita to offer competitive pricing to its customers

Source: Company filings.

TERVI TA OPERATI ONAL FOOTPRI NT

METALS RECYCLI NG

Scrap Metals Recycling: recycle all types of metal including steel, aluminum, copper, brass, stainless steel, and lead Bin Services: temporary, short-term, or long-term bin service Oilfield & Industrial Demolition Services: oilfield demolition & yard clean-up throughout Alberta and Saskatchewan On-site Scrap Metals Recycling: on-site scrap metal yards & scrap metal collection points for key customers Rail Services: single point of contact for all derailment response, clean-up, asset recovery, & remediation activities

SERVI CE LI NES SUMMARY KEY HI GHLI GHTS

Full-service scrap metals recycler with over 60 years in the business Largest fleet of heavy recycling equipment and specialist recycling equipment in Western Canada Leading supplier for railroad emergency response in Western Canada

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SLIDE 29

METALS RECYCLI NG PROCESS

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SUMMARY

Collects and processes waste bins that contain hazardous and non-hazardous materials and disposes of the collected waste products Also provides cost-effective services for management and disposal of NORMs(1) Extensive network of facilities including a fleet

  • f specialized trucks and containment bins

Source: Company filings. (1) Naturally occurring radioactive materials

W ASTE MANAGEMENT SERVI CES

SERVI CE LI NES KEY HI GHLI GHTS

  • Transfer Stations
  • Roll Off Services
  • NORM Services
  • Field Services
  • Waste Tracking

Full-cycle waste management, delivering unique solutions for specific customer needs:

  • Network of facilities spanning Western Canada
  • Specializing in waste management through all business sectors: Oil & Gas,

Industrial, Commercial, Maintenance and Manufacturing

  • By-product recycling & disposal
  • Waste characterization and identification
  • Packaging, transportation, recycling & disposal of hazardous and non-

hazardous waste streams

  • Bulk liquid and specialty waste management
  • Solid & sludge waste processing and management
  • Specialized waste container services, servicing 10,000 containers
  • Waste transfer stations: waste processing, consolidation and disposal
  • Field services: on-site management of waste, project management and site

supervision, site clean ups, transportation and disposal of various waste streams, emergency response, spill containment and mitigation, and major maintenance waste management support

  • Canada’s leading NORM management services provider

TERVI TA OPERATI ONAL FOOTPRI NT

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SLIDE 31

W ASTE MANAGEMENT CYCLE

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SUMMARY

Provides comprehensive environmental solutions, including site remediation, demolition, decommissioning, and related services Reclam ation and Rem ediation: Remediation services include the segregation, handling and treatment of contaminated soils, water and hazardous substances Dem olition and Decom m issioning: Demolition services include turnkey demolition and decommissioning services that enable regulatory compliance, materials recycling waste disposal and site rehabilitation for both above ground and underground storage tanks Initial removal, disposal and/ or recycling of residual waste in tanks and explosive vapor monitoring, if necessary Mill Services: Provide auto fluff management, slag management and contractor support to various steel mills

Source: Company filings.

Biorem ediation Facilities: Network of bioremediation pads used to convert hydrocarbon contaminated soil into clean fill W ater Managem ent: Full suite of water treatment and management services for major infrastructure upgrade projects, including liquefied natural gas early works, facility expansions, dam construction and upgrades, and large tunneling projects Sulphur Services: Provides sulphur by-product solutions, including sulphur forming/ blocking, re-melting, logistics services and disposal

ENVI RONMENTAL SERVI CES

TERVI TA OPERATI ONAL FOOTPRI NT

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SLIDE 33

STRONG CREDI T METRI CS

YE 2 0 1 7 YE 2 0 1 8 Q3 2 0 1 9

Credit Facility ($millions) 200 275 275 Letters of credit 73 87 75 Undrawn credit facility 127 188 200 Adjusted EBITDA LTM(1)(2) ($ millions) 156 216 224

Debt Covenants Required( 3 ) YE 2 0 1 8 ( 2 ) Q3 2 0 1 9 ( 2 )

Total Leverage Ratio(4) Less than 4.50 3.56 3.40 Secured Leverage Ratio(5) Less than 2.50 0.20 0.00 Interest Coverage Ratio(6) Greater than 2.00 3.21 3.27

(1) Adjusted EBITDA is a non-IFRS measure. Reconciliations to GAAP measures can be found in the “Non-GAAP Measures” section of the Q3 2019 MD&A available at www.tervita.com. (2) LTM Adjusted EBITDA for YE 2018 and Q2 2019 are pro forma. (3) 2018 debt covenant ratios were that which Total Leverage Ratio could not exceed 5.00 to 1.00, Secured Leverage Ratio could not exceed 2.50 to 1.00 and Interest Coverage must be greater than 1.75. (4) Leverage Ratio = Total Indebtedness to Covenant EBITDA (LTM) (5) Secured Leverage Ratio = Secured Indebtedness to Covenant EBITDA (LTM) (6) Interest Coverage Ratio = Covenant EBITDA (LTM) to Interest Expense

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SLIDE 34

Drilling / Completions Onsite Services

Drill cuttings and mud Water / oil flowback Fracturing sand TRD Facilities Caverns / Landfills CAPEX (can be cyclical) Produced / wastewater Emulsions Dry oil / condensate Produced sand TRD Facilities Caverns / Landfills Energy Marketing Produced / wastewater Emulsions Produced sand Fee for Service Facility Operations / Centrifuge Blending / transportation Basic arbitrage N/A

PREDI CTABLE REVENUE PROFI LE W I TH SI GNI FI CANT UPSI DE POTENTI AL I N AN ACTI VI TY RECOVERY

Energy Price Exposure

Energy Marketing

Some energy price exposure

Ongoing Production

OPEX (Stable and predictable)

Energy Services

W aste Products Tervita Solutions

 Ongoing production provides significant revenue stability  Drilling / completions provides significant leverage to commodity prices in a recovery scenario  Industrial Services has little exposure to energy commodity price fluctuations  While relatively small (based on EBITDA contribution), Industrial Services represents a potential future area of organic and inorganic growth Jan 2020 | 34

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SLIDE 35

BOARD OF DI RECTORS

Grant Billing Chair Director of Badger Daylighting and Meg Energy Previously Chair and CEO of Superior Plus Michael Colodner Managing Director of Solus Alternative Asset Management LP Allen Hagerm an Chair of TransAlta Renewables Inc. Director of Precision Drilling Corporation Previously Executive VP of Canadian Oil Sands and prior thereto CFO of Canadian Oil Sands Cam eron Kram er Previously COO and Senior VP of ARC Resources and prior thereto an executive at CNRL Gordon Pridham Chair of Orvana Minerals Corp. Director of America's Silver Corporation Principal of Edgewater Capital Previously Chair of Newalta Doug Ram say Co-founder, Vice-Chairman and director of Calfrac Well Services (previously CEO) Co-Chair of STARS Air Ambulance Susan Riddell Rose President and CEO and director of Perpetual Energy Inc. Director of Paramount Resources Ltd. Previously director of Newalta Jay Thornton Director of North American Energy Partners Previously an executive of Shell and Suncor Kevin W albridge Chair of Wild River Environmental, LLC Previously Executive VP and COO of Progressive Waste Solutions

LEADERSHI P TEAM

John Cooper President, CEO & Director Over 30 years of leadership experience in the energy, industrial and logistic industries Previously CEO of ClearStream Energy Services, COO of Savanna Energy Services, President & CEO of Enermax Services and President of Superior Propane Rob Daw son EVP, Strategy & Corporate Development Over 20 years of strategy, finance and capital markets experience across a broad range of industries, including 13 years in the Alberta oil sands Previously CFO of Canadian Oil Sands, held senior positions at Suncor Energy and Global Crossing

STRONG LEADERSHI P TEAM AND BOARD OF DI RECTORS

Linda Dietsche CFO Over 20 years of experience leading finance and accounting teams; extensive knowledge of waste and environmental services sectors Previously CFO of Newalta, held senior accounting roles at Mount Royal University and Ogilvy and Mather

Jan 2020 | 35

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SLIDE 36

TERVI TA

CORPORATION TSX: TEV

I nvestor Relations

Toll-free: 1-866-233-6690 ir@tervita.com tervita.com