27 June 2006 The Manager Company Announcements Australian Stock Exchange Limited 20 Bridge Street SYDNEY NSW 2000 Dear Sir / Madam, PRESENTATION I enclose powerpoint slides which form the basis of a presentation to be made by Spark Infrastructure Group and its asset businesses today. Yours faithfully, Giri Tenneti Company Secretary Spark Infrastructure Management Limited ABN 84 114 940 304 Level 19 83 Clarence Street Sydney NSW 2000 Australia T +61 2 9249 9444 F +61 2 9249 9355
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27 June 2006 The Manager Company Announcements Australian Stock Exchange Limited 20 Bridge Street SYDNEY NSW 2000 Dear Sir / Madam, PRESENTATION I enclose powerpoint slides which form the basis of a presentation to be made by Spark Infrastructure Group and its asset businesses today. Yours faithfully,
Giri Tenneti Company Secretary
Spark Infrastructure Management Limited ABN 84 114 940 304 Level 19 83 Clarence Street Sydney NSW 2000 Australia
T +61 2 9249 9444 F +61 2 9249 9355
Site Visit and Management Briefing27 June 2006
3 2
• This presentation is not an offer or invitation for subscription or purchase of or a recommendation of securities. It contains general information only and does not take into account the investment objectives, financial situation and particular needs of individual investors. Investors should obtain their own independent advice from a qualified financial advisor having regard to their objectives, financial situation and needs.
• This presentation does not constitute an offer to sell, or a solicitation of an offer to buy, securities in the United States or to any “U.S. person”. Neither the Stapled Securities nor the Instalment Receipts have been registered under the Securities Act or the securities laws of any state of the United States. In addition, none of the Stapled Companies, the Trust or the Responsible Entity have been registered under the Investment Company Act of 1940, as amended (“US Investment Company Act”), in reliance on the exemption provided by Section 3(c)(7) thereof.
• No representation or warranty, express or implied, is made in relation to the accuracy or completeness of the information and opinions expressed in the course of this presentation. To the maximum extent permitted by law, each of Spark Infrastructure, all of its related bodies corporate and their representatives, officers, employees, agents and advisors do not accept any responsibility or liability for any of the information or for any action taken by you on the basis of the information or opinions expressed in the course of this presentation, including without limitation any liability arising from negligence on the part of any person.
• No representation or warranty is given as to the accuracy, likelihood of achievement or reasonableness of any forecasts, prospects, returns or statements in relation to future matters contained in the information provided in this presentation. Such forecasts, prospects, returns and statements are by their nature subject to significant uncertainties and contingencies many of which are outside the control of Spark Infrastructure. You must make your own independent assessment of the information and in respect of any action taken on the basis of the information
• High quality management teams with track record of outperforming operational and financial regulatory targets
• Natural monopoly “Poles and Wires” businesses
• RAB $5.1b (FY05 average)
• No energy market related price risk
• A- credit ratings by S & P
• Well maintained long life assets which have demonstrated superior reliability and performance
• Most reliable urban and rural distribution businesses in Australia (CitiPower and Powercorrespectively as at 31 Dec 2004 (1))
(1) Based on the system average interruption duration index
3 7
Potential For Growth
• Organic – to be discussed by Shane and Lew
– Stable and predictable growth in regulated revenue
– Continued capital investment in the underlying businesses ($438m forecast in 2006(1))
– Potential for growth in unregulated revenue activities
- Semi regulatedi.e. public lighting, asset relocation, disconnections/reconnections
- Contestable servicesi.e. Construction and maintenance services, asset management services, IT support and development, asset rentals and back office support
• Growth through acquisition
(1) All financial forecasts have been prepared by Spark, as with all forward looking statements, there can be no guarantee that the financialinformation, including distributions will be achieved.
3 8
Acquisition StrategyMandate• Focus on regulated electricity and gas distribution and transmission and regulated water
and sewer assets• Seek to build global portfolio diversified by geography, regulatory regime and asset class• Preference to co-invest with our partners CKI and RREEF
3 9
Disciplined approach – will only invest:
• where it enhances shareholder value
• where the risk/return profile is complementary to the existing Spark Infrastructure investment portfolio
• where there are predictable and stable long-term cash flows with revenue growth potential
• where there is a transparent regulatory regime and relatively high barriers to entry
Investment Criteria
3 10
• Attractive and sustainable yield
• Quality businesses and management teams
• Regulatory certainty for 5 years across current portfolio
• Strength and track record of partners
• Strength and independence of board
• Potential for growth from existing businesses
• Prudent long term international growth strategy
Relative Strengths of Spark Infrastructure
3 Page 11
1. CitiPower and Powercor Australia Business Overview
3 Page 12
Powercor
Cheung Kong Holdings LtdPropertyMerchant BankingStock Holdings
AssetsTotal Current Assets 459,290 168,848Total Non-Current Assets 4,579,338 4,455,320
Total Assets 5,038,628 4,624,160
LiabilitiesTotal Current Liabilities 372,605 188.878Total Non-current Liabilities 4,109,725 3,918,791
Total Liabilities 4,482,330 4,107,669
Net Assets 556,298 516,499
EquityIssued Capital 279,499 279,499Reserves (451,159) -Retained Earnings 727,958 237,000
Total Equity 556,298 516,499
3 Page 24
2005 Cash Flows
CHEDHA Holdings Pty Limited (Consolidated)
2005$’000
2004$’000
Net cash inflow from operating activities 250,269 223,193Net cash (outflow) from investing activities (219,011) (193,094)
Net cash inflow (outflow) from financing activities
252,925 (85,500)
Net increase (decrease) in cash and cash equivalents 284,183 (55,401)
Cash and cash equivalents at the beginning of the financial year 11,578 66,979
Cash and Cash equivalents at end of year 295,761 11,578
3 Page 25
Performance Against Regulatory Parameters
2005 PERFORMANCE ACTUAL ESC TARGETPOWERCOR
Operational Expenditure $123.1 million $109.1 millionCapital Expenditure $140.1 million $165.4 millionVolume 9,736 GWh 9,942 GWh
CITIPOWER
Operational Expenditure $25.9 million $47.3 millionCapital Expenditure $73.4 million $83.4 millionVolume 5,805 GWh 5,623 GWh
3 Page 26
Customer Satisfaction 2005
Very satisfiedSatisfiedIndifferentDissatisfied
Target for proportion of Very
Satisfied and Satisfied
Customers is 80%
83% 76% 80%
29%
30%30%
54%46% 50%
13%9% 10%8%
11% 10%
0%
25%
50%
75%
100%
Powercor CitiPower Combined
% o
f res
pond
ents
3 Page 27
Major Customer Satisfaction 2005
3 Page 28
Community Reputation Index - 2005 Results
51.4 48.3 47.8 44.348.2
59.252.4 51.2 53.1 50.1 53.6
59.551.7 48.5
52.7 54.4 52.4
61.5
51.8 48.252.7 53.4
58.3
0
20
40
60
80
100
Powercor AGL CitiPower TXU United Energy ETSA
Wave III: Dec 2001 Wave IV: Dec 2003 Wave V: Dec 2004 Wave VI: Dec 2005
3 Page 29
3. Performance 2006
3 Page 30
Performance YTD 2006Solid financial and operational performance YTDFinancial– Favourable weather & economic conditions have contributed to solid
consumption; Powercor 4% & CitiPower 2% YTD increases on 2005– Customer numbers 2% higher than last year– Continued focus on productivity and efficiency gains– YTD capital expenditure slightly above target due to strong growth and
customer initiated capital projects
Operational– Call centre grade of service on track to meet regulatory target– Extreme weather conditions early in the year have contributed to a
decrease in supply reliability performance for 2006– However, underlying supply reliability performance is strong & the
business focus is for further improvement in underlying performance
3 Page 31
Focus for 2006
Improvement opportunities in contact centre performanceAchieve cross-business synergy and integration benefitsRefine pricing structures to encourage economic activityTarget network investments to consistently outperform regulatory targetsContinually improve business delivery systems and processesPursue external growth opportunities
3 Page 32
4. Growth
3 Page 33
Business DevelopmentOur Approach
Build on existing skill base to establish new business or capabilityFocus on related and ancillary activitiesRely on established networking and referralsProvide support to Spark/CKI/HEH activitiesSmall dedicated groups with reliance on internal business expertiseLinked to innovation program for both internal & external opportunities
3 Page 34
Growth Opportunities
Achieve profitable revenue growth in unregulated markets leveraging core business skills and capacities:– IT– Construction and maintenance services– Private Networks Network Services Growth
- External Contracts– Advanced Interval Metering
3 Page 35
5. Network Management
3 Page 36
SUB TRANSMISSION66kV
SUB TRANSMISSION66kV
ZONE SUBSTATIONZONE SUBSTATION
DISTRIBUTIONDISTRIBUTION
HV FEEDERS22 , 11kV & SWER
HV FEEDERS22 , 11kV & SWER
LV DISTRIBUTION(415V)
LV DISTRIBUTION(415V)
CUSTOMERINSTALLATIONS
CUSTOMERINSTALLATIONS
TERMINAL STATION
TERMINAL STATION
POWER STATIONPOWER STATION Network Asset Management• POWERCOR
ASSETS
• 150k square km & 645k customers
• 515k wood, concrete and steel poles
• Approx 76,000 km route length of distribution line
• Approx 6,000 km of underground cable
• 74,000 distribution sub stations & 65 zone substations
Powercor & CitiPower
3 Page 37
Asset Management Strategy Overview
Subject Matter Experts Business Process Management Regional Asset Managers
Asset Manager
Experts that are responsible for financial & physical performance of assets. Initiators of policy reviews to improve performance
Facilitators of policy, process mapping, strategy documentation and communication.
Local owner of Asset plans & delivered outputs / asset performance
Performance in 2005 outperformed targets in all areas.
ReliabilityTarget
ActualPerformance
ReliabilityTarget
ActualPerformance
2004 2004 2005 2005
Total minutes off supply (SAIDI) 225 141.1 212 145.0Unplanned minutes off supply 184 122.8 173 128.0Planned minutes off supply 41 18.3 39 17.0Unplanned interruption frequency (SAIFI) 2.37 1.58 2.28 1.7Unplanned interruption duration (CAIDI) 78 77.9 76 75.0Momentary interruption frequency (MAIFI) 12.5 3.9 12.5 4.5
Notes: 1. The 2005 actual performance reported above are the preliminarily result reported by the business.These results could change before being finalised with the ESC.
2. These results exclude extraordinary events exempted by the ESC.
Total minutes off supply (SAIDI) 46.5 29.7 41.8 25.1Unplanned minutes off supply 37.1 21.8 32.4 18.6Planned minutes off supply 9.4 7.9 9.4 6.5Unplanned interruption frequency (SAIFI) 0.77 0.47 0.72 0.37Unplanned interruption duration (CAIDI) 48.0 44.2 45.0 50.1Momentary interruption frequency (MAIFI)
0.25 0.27 0.26 0.15
Notes: 1. The 2005 actual performance reported above are the preliminarily result reported by the business.These results could change before being finalised with the ESC.
2. These results exclude extraordinary events exempted by the ESC.
Performance in 2005 outperformed targets in all areas.
* Most reliable urban electricity distribution business in Australia
• Asset Owner / Asset Manager• New Services department to focus on customer operations• Demand management capability embedded in network design & engineering• New service delivery units in CaMS
We continue to optimise our strategy and structure to better meet stakeholder requirements and emerging needs, and to position ourselves for new opportunities…
47
South Australian electricity industry structure & participants
Generation
Transmission
Distribution
Retail
Torrens Island Power Station
Northern Power Station
Thomas Playford Pelican Point
AGL Origin Energy
ElectraNet SA
End Users of Electricity
TRUenergy
System Operator NEMMCO
Other generators
Other retailers
ETSA Utilities
48
ETSA Utilities Roles and Statistics
Roles• Maintain safety & reliability of the
network• Extend and upgrade the network• Maintain public lighting system• Meter data collector & data
line • 15% underground • 723,000 poles• 394 zone substations
49
ETSA Utilities Summaryof Strengths
• Experienced management team• Monopoly electricity distributor in South Australia• Stable and predictable load growth patterns• Opportunities to further grow non-regulated business• Further integration and shared services potential with
CitiPower / Powercor• Diversified customer base• Leading health and safety performer amongst utilities in
Australia• Price certainty until end of June 2010• Opportunities with remote areas and mining networks
50
Our Vision
• Our Strategic Intent– To be a financially successful and respected provider of
electricity distribution and associated services
• KPIs will track and guide our success– Creating superior financial returns and growth for
shareholders– Delivering value to customers and benefits to the community– Ensuring an engaged, skilled and safe workforce EMPLOYEES
CUSTOMERS OWNERS
EMPLOYEES
CUSTOMERS OWNERS
We have completed a strategic review aimed at consolidating our core business and related growth successes, while creating the key capabilities that are required for success in our emerging business environment…
51
Customer Numbers
Customer Numbers by Type
Steady growth in residential and small business customers
Dec 2004 Dec 2005Residential (including Hot Water) 662,490 675,441Small Business 96,081 97,233Large Business 21 20Total Customers 758,592 772,694
52
Customer Energy and Revenue
Revenue is concentrated in the high yield residential and small business sectors.Major and large business have a lower yield, so do not impact as significantly on revenue.
Distribution of ETSA Utilities Sales by Energy (GWh) and Rev ($'s)
2005
14% 14%11%
23%
30%
1%2%
8%
28%
50%
3% 1%
7%8%
0%
10%
20%
30%
40%
50%
60%
Major B
us (>
40 G
Wh)
Lge B
us (>
4 GWh)
Med Bus
(>40
0MWh)
Small Bus
(<40
0MWh)
Reside
ntial
Hot Wate
r
Unmete
red
Energy Revenue
53
Customer Industry Energy % Revenue %Zinifex Smelter 2.7% 0.4%Adelaide Brighton Cement Cement 1.6% 0.3%GMH Auto 1.3% 0.3%ACI Glass Glass 1.0% 0.2%Kimberly Clark Paper 2.4% 0.2%Mitsubishi Auto 0.6% 0.1%Intercast & Forge Foundry 0.4% 0.1%Green Triangle Timber Products 0.4% 0.1%BOC Gases Industrial Gases 0.9% 0.1%OneSteel Whyalla Steel 0.8% 0.1%Bridgestone Tyres 0.3% 0.1%DSTO Salisbury Defence Industry 0.3% 0.1%Penrice Soda Ash 0.3% 0.1%Total 13.2% 2.1%
Major Customers
Major customers account for 13% of Energy but only 2% of revenue
54
2005 Income Statement
ETSA Utilities Partnership (Consolidated)
2005A$’000
2004A$’000
Revenue from continuing operations 757,918 735,706
Other income 17,773 84
Expense from ordinary activities (408,926) (405,331)
Finance costs (320,596) (321,114)
Profit before income tax 46,169 9,345
Income tax benefit 0 0
Profit from continuing operations 46,169 9,345
Profit attributable to members of the parent entity 46,169 9,345
55
2005 Balance Sheet
ETSA Utilities Partnership (Consolidated)
2005A$’000
2004A$’000
Assets
Total Current Assets 223,846 753,813
Total Non-Current Assets 4,040,364 3,993,046
Total Assets 4,264,210 4,746,859
Liabilities
Total Current Liabilities 336,092 875,852
Total Non-current Liabilities 2,971,374 3,480,646
Total Liabilities 3,307,466 4,356,498
Net Assets 956,744 390,361
Equity
Issued Capital 623,300 1,000
Reserves (33,628) -
Retained Earnings 367,072 389,361
Total Equity 956,744 390,361
Note: Current Assets and Current Liabilities for 2004 include $534.5m borrowings undertaken in 2004 to repay debt maturing in July 2005.
56
2005 Cash Flows
ETSA Utilities Partnership (Consolidated)
2005$’000
2004$’000
Net cash inflow from operating activities 96,508 121,011
Net cash inflow/(outflow) from investing activities 400,385 (697,426)
Net cash inflow/(outflow) from financing activities (484,660) 565,722
Net increase/(decrease) in cash and cash equivalents 12,233 (10,693)
Cash and cash equivalents at the beginning of the financial year 95,296 105,989
Cash and Cash equivalents at end of year 107,529 95,296
Reliability (average minutes without supply pa due to significant
weather events)
16
63
8
3135
2001 2002 2003 2004 2005
Reliability (average minutes without supply pa excluding
significant weather events)
154143136131131
2001 2002 2003 2004 2005
59
Benchmark comparisons -Expenditure against Assets
Australian Benchmark Total Expenditures per Regulated Asset Base (RAB)(2004/05 data)
0%
5%
10%
15%
20%
25%
NS
W -
IE
NS
W -
CE
NS
W -
AIE
NS
W -
EA
NS
W -
AV
E
VIC
- A
GL
VIC
- P
C
VIC
- TX
U
VIC
- U
E
VIC
- C
P
VIC
- A
VE
QLD
- E
NX
QLD
- E
rg
QLD
- A
VE
WA
- W
P
TAS
- A
ur
ETS
A
Exp
endi
ture
as
% o
f Ass
et B
ase
Opex Capex Min Average Max
60
2005 ETSA Utilities Business Performance Highlights
• Regulator’s 2005-2010 Price Determination provides a real increase in revenues• Regulator’s industry performance report 2004/05 found that ETSA Utilities had
maintained its service standards and remained one of the nation’s most reliable distributors
• Enterprise Bargaining agreement 2005 certified in November• New demand management plan approved by Regulator in October • Significant new embedded generator connection projects came on line in early 2005• Completed new 66K line to meet fast-expanding power demand in Golden Grove • 23 overseas powerline workers and 22 additional apprentices joined in 2005• Successful tender for work on transmission & connection assets at Iron Duke Mine• Work on new $7 million power station project for Kangaroo Island approved• ETSA Utilities re-certified to SafetyMAP advanced level and Australian Standard AS
4901
61
2006 Performance to date (May 2006)
• Distribution revenue above target due to favourable weather year to date– Mitigated by cap and collar arrangements established in
price determination• Contestable services revenue tracking well
– Mainly due to major contract with electricity transmission company in SA and sale of materials (eg poles) to contractors
• Continued focus on productivity and efficiency gains
• Reliability impacted due to severe weather conditions
62
Improving Reliability and Customer Service
• Using technology and systems to improve service & efficiency
– response and restoration times for customers
– information provision to customers– accessibility for customers– end to end efficiency– reporting
• Leading edge integrated hardware & software
– Outage Management System (OMS)– Geographic Information System (GIS)– Click Schedule– Mobile computing systems in 200 vehicles– Call centre systems– Internet channel for connections
CLICK OMS
MOBILECOMPUTING
Networkinformation
Customerinformation
Plannedwork
Unplannedwork
Crews
Work flow
New systems
63
• Good synergy performance– Shared and supplied
services• >$100 million NPV
– Standardisation and purchasing
– Knowledge sharing– Employment mobility
• Cross-business process alignment
• Collaboration on common issues and strategies– Synergy Committee
SouthAustralia
Victoria
Adelaide
Melbourne
Synergies and Leverage
Network Services
Call Centre and support for Retail
Competition
Strong synergy benefits have been achieved so far, and new Groupbusinesses have been successfully established and grown…
64
South Australian Economy
Economy• Adelaide Australia’s most competitive business city (KPMG Int’l 2004)• Resources boom underway• 220 major projects planned or underway - in excess of $25 billion
across various industry sectors• Key industries – wine, automotive, defence, agriculture, mining, back
offices• Exports – wine, metals and manufactures, cars, meat, wheat,
machinery, seafood, petroleum products, wool
South Australia’s economy was historically based on agriculture and later manufacturing. In the 1990s, the high tech defence, back office services and wine making sectors grew significantly. Now, a newphase based on resources and mining is underway…
65
Mining Boom Underway
• SA exploration and development expenditure at an all time high– Response to record metal prices
• SA Government focus on mineral, petroleum and geothermal sectors• Mine production/refining annual value a record $2.7 billion in 2004-05
– 34% growth on 2003-04– Mineral exports have reached a record $1.4 billion (19% of total state
exports)
Olympic Dam Copper 230,000 tonnes pa Project Magnet Magnetite Ore Middleback Ranges
Operating Mines Advanced Mining Projects
Uranium 3,300 tonnes pa
Gold 3,300 kg pa
MiddlebackRanges
Iron Ore 3,000,000 tonnes pa
Challenger Gold 44,000 ounces pa
Beverley Uranium 1,200 tonnes pa
Leigh Creek Coal 3,700,000 tonnes pa
Australia Zircon Mineral Sands Mindarie, south east
Kanmantoo Copper & Gold East of Adelaide
Strathalbyn Lead & Zinc South of Adelaide
Honeymoon Uranium North of Olary
Kalkaroo Copper & Gold Near Honeymoon
Prominent Hill Copper & Gold N.E. of Olympic Dam
66
Opportunities for Growth and Improvement
• Construction and maintenance services– South Australia– Interstate
• Asset and project management– Mining sector– Remote area networks
• Customer services– Outage Management System– Click and mobile computing– Internet channels
• Demand management
Our track record of success is based on real capabilities and competencies in our core business and closely related areas. In the near and medium term, we have significant areas of opportunity in terms of service and growth performance…
67
Construction and Maintenance Services
• Continued focus on growing unregulated revenue activities
• Dominant SA market position
• Major contracts with SA transmission company (ElectraNet)– Recent $125M contract win
“ETSA’s credit metrics are anticipated to meet Standard & Poor’s expectations of an improving trend. The recently announced five-year A$125 million contract with transmission company ElectraNet is expected to underpin ETSA’s strategy of growing non-distribution revenue, giving further impetus to improving credit metrics.”
-S&P Industry Report Card on Australian Utilities May 2006
68
Construction and Maintenance Services
• Major new opportunities in SA mining sector• Build interstate business • Services to Powercor growing• Penetration of much larger interstate markets
– Joint services to other states’ distribution and transmission companies
– Victorian depot being established
• Focus on expansion strategies
69
Working in partnership with Federal and State Government
A wiser energyfuture
A new way to think about
energy
Getting wise about energy
use
•Federal Government $75 M Solar CitiesProgram
“Securing Australia's Energy Future”•SA regulator $20.3 M Funding for DemandManagement Trials / Evaluation
Federal Government Funding
$75 M
SA Regulator Funding
$20 M
70
Political and Regulatory Scene
• National Economic Regulation by June 2007• Separation of rule maker (AEMC) and regulation
(AER)• AER established – offices in each state and currently
consulting on future regulation guidelines• AEMC develops rules – currently revising
transmission rules• Initial national legislation and rules for distribution
regulation being developed by Ministerial Council of Energy (MCE)
• Distribution rules likely to include :• Merits review (limited) (better appeal process)• Transition process for existing instruments
71
Summary
• Strong financial and operational performance by ETSA in 2005
• Businesses performing well in 2006
• High quality assets, led by experienced management team