Project Execution Client Due Diligenceecrisponsor.org/Npresentations/2-5la.pdf · 1.a -...
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Project Execution Client Due Diligence
December 4, 2014
Carlos Macias/V.P. Project Management
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Forward Looking Statements
This presentation contains certain statements that are, or may be deemed to be, “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. All statements, other than statements of historical facts, included herein are “forward-looking statements.” Included among “forward-looking statements” are, among other things:
statements regarding the ability of Cheniere Energy Partners, L.P. to pay distributions to its unitholders;
statements regarding our expected receipt of cash distributions from Cheniere Energy Partners, L.P., Sabine Pass LNG, L.P., Sabine Pass Liquefaction, LLC or Cheniere Creole Trail Pipeline, L.P.;
statements that we expect to commence or complete construction of our proposed liquefied natural gas (“LNG”) terminal or our proposed pipelines, liquefaction facilities or other projects, or any expansions thereof, by certain dates or at all;
statements regarding future levels of domestic and international natural gas production, supply or consumption or future levels of LNG imports into or exports from North America and other countries worldwide, regardless of the source of such information, or the transportation or demand for and prices related to natural gas, LNG or other hydrocarbon products;
statements regarding any financing transactions or arrangements, or ability to enter into such transactions;
statements relating to the construction of our natural gas liquefaction trains (“Trains”), or modifications to the Creole Trail Pipeline, including statements concerning the engagement of any engineering, procurement and construction ("EPC") contractor or other contractor and the anticipated terms and provisions of any agreement with any EPC or other contractor, and anticipated costs related thereto;
statements regarding any agreement to be entered into or performed substantially in the future, including any revenues anticipated to be received and the anticipated timing thereof, and statements regarding the amounts of total LNG regasification, liquefaction or storage capacities that are, or may become, subject to contracts;
statements regarding counterparties to our commercial contracts, construction contracts and other contracts;
statements regarding our planned construction of additional Trains, including the financing of such Trains;
statements that our Trains, when completed, will have certain characteristics, including amounts of liquefaction capacities;
statements regarding any business strategy, our strengths, our business and operation plans or any other plans, forecasts, projections or objectives, including anticipated revenues and capital expenditures and EBITDA, any or all of which are subject to change;
statements regarding projections of revenues, expenses, earnings or losses, working capital or other financial items;
statements regarding legislative, governmental, regulatory, administrative or other public body actions, requirements, permits, investigations, proceedings or decisions;
statements regarding our anticipated LNG and natural gas marketing activities; and
any other statements that relate to non-historical or future information.
These forward-looking statements are often identified by the use of terms and phrases such as “achieve,” “anticipate,” “believe,” “contemplate,” “develop,” “estimate,” “example,” “expect,” “forecast,” “opportunities,” “plan,” “potential,” “project,” “propose,” “subject to,” “strategy,” and similar terms and phrases, or by use of future tense. Although we believe that the expectations reflected in these forward-looking statements are reasonable, they do involve assumptions, risks and uncertainties, and these expectations may prove to be incorrect. You should not place undue reliance on these forward-looking statements, which speak only as of the date of this presentation. Our actual results could differ materially from those anticipated in these forward-looking statements as a result of a variety of factors, including those discussed in “Risk Factors” in the Cheniere Energy, Inc. and Cheniere Energy Partners, L.P. Annual Reports on Form 10-K filed with the SEC on February 22, 2013, each as amended by Amendment No. 1 on Form 10-K/A filed with the SEC on March 1, 2013, and the Cheniere Energy Partners, L.P. Current Report on Form 8-K filed with the SEC on May 29, 2013, which are incorporated by reference into this presentation. All forward-looking statements attributable to us or persons acting on our behalf are expressly qualified in their entirety by these ”Risk Factors”. These forward-looking statements are made as of the date of this presentation, and other than as required under the securities laws, we undertake no obligation to publicly update or revise any forward-looking statements.
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Agenda
1. HSE Moment
2. Company Introduction
3. Projects Due Diligence Importance
4. Cheniere’s Approach to Project Risks Assessment
5. Risk Considerations & Management
6. Incurred Events
7. Closing
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1.a - Cheniere’s HSE Standard Practices for Project Execution
Health, Safety & Environment – is the top priority
in ALL Cheniere projects
Ultimate Goal and Sincere Commitment to
Maintain all Employees’ Safety & Health and to
Comply with all Environmental Agency permits
and Government Regulations
Safety First ------ ALWAYS
Wellness and First Aid Station Facilities
Stewards of the Environment
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1.b - Coexistence of Flora & Fauna During Project Construction
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1.c - Beneficial Use of Dredged Material
Beach Nourishment
From Dredge
Spoils
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2.0 - Company Introduction
1. Company Structure
2. LNG Plant Development & Progression
3. Current Major Projects
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2.1.a - Company Summary Organizational Structure
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Cheniere Energy,
Inc. (NYSE MKT: LNG)
Sabine Pass LNG, L.P.
(“SPLNG”)
Sabine Pass Liquefaction, LLC
(“SPL”)
Cheniere Energy Partners, L.P.
(NYSE MKT: CQP)
Cheniere Creole Trail Pipeline, L.P.
(“CTPL”)
Corpus Christi Liquefaction, LLC
(“CCL”)
Cheniere Marketing, LLC
(“CMI”)
Cheniere Energy Partners GP,
LLC
100% Interest
100% Interest 100% Interest 100% Interest
(1) Current ownership interest. As Class B units accrete Blackstone will increase its ownership percentage, and the public and CQH will have reduced ownership
percentages.
Liquefaction
facilities
13.5 mtpa under
development
Regasification
facilities
4.0 Bcf/d of capacity
17.0 Bcf of storage
2 berths
Liquefaction facilities
18 mtpa under
construction
9 mtpa under development
Cheniere Energy Partners LP Holdings, LLC (NYSE MKT: CQH)
1.5 Bcf/d capacity for
SPL
Provides gas supply
for SPL
84.5% Interest
55.9% Interest (1)
2.0% Interest & Incentive Dist. Rights
Int’l LNG marketing
SPAs with SPL and
CCL
Three 5-year LNG
vessel charters Blackstone (BX) 29.0% (1)
Public 13.1% (1)
Public 15.5%
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2.1.b - Cheniere Investments Investing $30B+ for 9 LNG trains, ~40.5 MTPA, ~5.5Bcf/d LNG exports
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Sabine Pass Liquefaction
Gulf of Mexico
TX LA Creole Trail PL
Sabine Pass Liquefaction
• 6 Train Development – 27 MTPA
~3.8 Bcf/d in export capacity
• Trains 1-4 are under
construction;
First LNG in late 2015
• Trains 5-6 under development;
FID expected 2015
Corpus Christi Liquefaction
• 3 Train Development – 13.5 MTPA
~1.7 Bcf/d in export capacity
• FID expected early 2015
• First LNG expected 2018
Corpus Christi Liquefaction
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• LNG Plant Development & Projects Progression
2.2 - Company Development
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2.2.a – LNG Import Terminal Project
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Aug. 18, 2009
AAV Test
Sep. 3, 2009
Project Complete
Aug. 15, 2003
SPLNG Greenfield Site
Mar. 12, 2008
1st LNG Ship
Artist Rendition
SPLNG Phase 1 & 2
Sabine Pass LNG Terminal SPLNG Phase 2 SPLNG Phase 1
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2.2.b - Existing Facilities & Liquefaction Projects Site (Nov. 2011)
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STAGE 1 STAGE 2
Future STAGE 3
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Sabine Pass Liquefaction Plant Stage 1 Stage 2
Brownfield
Brownfield
2.2.c – LNG Export Terminal Project
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2.3.a - Sabine Pass Liquefaction - Brownfield LNG Export Project Utilizes Existing Assets, Trains 1-4 Fully Contracted, Under Construction
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Significant infrastructure in place including storage, marine and pipeline interconnection
facilities; pipeline quality natural gas to be sourced from U.S. pipeline network
Design production capacity is expected to be ~4.5 mtpa per train, using
ConocoPhillips’ Optimized Cascade® Process
Current Facility
~1,000 acres in Cameron Parish, LA
40 ft. ship channel 3.7 miles from coast
2 berths; 4 dedicated tugs
5 LNG storage tanks (~17 Bcfe of storage)
5.3 Bcf/d of pipeline interconnection
Liquefaction Trains 1 – 4: Fully Contracted
Lump Sum Turnkey EPC contracts w/ Bechtel
T1 & T2 EPC contract price ~$4.0B
• ~76% complete (as of 9/30/2014)
• Operations estimated late 2015/2016
T3 & T4 EPC contract price ~$3.8B
• ~43% complete (as of 9/30/2014)
• Operations estimated 2016/2017
Liquefaction Trains 5&6: T5 Fully Contracted
EPC contract under negotiation with Bechtel
Permits expected 2014/2015
Artist’s
rendition
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2.3.b - SPL, STAGE 1 PROJECT TIMELINE
SEQUENCE OF EVENTS
June 2010
FEL K.O.
Jan. 31, 2011
FERC Application
Sept. 7, 2010
DOE Authorization
To Export to FTA Countries Sept. 2011
FEED Completion
Oct. 2011
Early EPC Works
Started
Apr. 16, 2012
FERC Order
Authorization to
Site/Constr/Operate
Liquefaction & Export of
Domestic NG @ SPLNG
May 20, 2011
DOE Authorization
To Export to Non-FTA
Countries
EPC
2012 – 2015/2016
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2.3.c – Sabine Pass Liquefaction Construction Progress
October 2014, Aerial Photo
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2.3.d – Sabine Pass Liquefaction Construction Progress
October 2014, Aerial Photo
Train 1
Train 2
Train 3
Train 1
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2.4 - Corpus Christi Liquefaction Project
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Proposed 3 Train Facility >1,000 acres owned and/or controlled
2 berths, 3 LNG storage tanks (~10.1 Bcfe of storage)
Key Project Attributes 45 ft. ship channel 13.7 miles from coast
Protected berth
Premier Site Conditions • Established industrial zone
• Elevated site protects from storm surge
• Soils do not require piles
• Local labor, infrastructure & utilities
• 23-mile 48” pipeline will connect to several interstate and intrastate pipelines
Trains 1&2: Fully Contracted SPAs signed covering ~7.7 mtpa at a fixed fee
of $3.50/MMBtu; targeting ~10.5 mtpa in SPAs across all 3 Trains prior to FID
Lump Sum Turnkey contracts signed with Bechtel • Stage 1: ~$7.1B includes 2 Trains, 2 tanks, 1 berth
• Stage 2: ~$2.4B includes 1 Train, 1 tank, 1 berth
Regulatory approvals expected 2014/2015
Anticipate FID in early 2015, First LNG expected 2018
Houston New Orleans
Gulf of
Mexico
Corpus Christi
Design production capacity is expected to be ~4.5 mtpa per train,
using ConocoPhillips’ Optimized Cascade® Process
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3.0 - Project Due Diligence Importance
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Pave Roadway to Successful Project Execution
Safely
On Schedule
Within the Project Budget
To Identify Risk & Perform Assessment to Determine Mitigation
Measures
To Program the Project for Success
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4.0 - Approach to Risk Assessment
Risk Assessments Are Required for All Jobs – Don’t Start Work w/o One!
STEPS:
Identify Hazard/Risks
Assess the:
Likelihood of Occurrence
Impact of Consequence or Occurrence
Identify Control Measures
Implement Control Measures
Monitor and Review
Update as Required
Conducting Risk Reviews, Systematically relative to each Project Phase
Conceptual, Front End, FEED, EPC, Commissioning & Start-up
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5.1 - Risk Management Plan
Purpose to Assure Significant Project Risks are Mitigated to the “As low as reasonably Practical”
With Intent to Identify Significant Risks and Assign to an Owner
Discuss & Develop Mitigation Measures w/respective Implementation Action Target Dates
Organize the Appropriate Experienced & Knowledgeable PMT for Lessons Learned, Project Execution Reviews, Approvals, & Oversight
Develop Team Effort & Spirit
Produce Risk Register for a Project “Living” Document for Progression Reviews & Updates as Required
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5.2.a - Risk Factors
Project Location: Domestic vs Foreign
Availability of Resources
Regulatory Bodies & Regulations
Logistics for Materials, etc
Type of Project, Greenfield vs Brownfield
Maturity of Technology
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Identify, assess, evaluate, and develop plans to preventing, mitigate,
or transfer significant risks (personnel safety, environmental, and
financial).
Risk control measures are evaluated with an appropriate balance
between risks/impacts, cost, schedule, and operational requirements.
Production of a Risk Management Plan that will be further developed
and followed throughout the Project Life
5.2.b - Risk Considerations
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5.3.a - Top 10 Project Risks
Description of Risk Mitigant
Project Financing
LNG Purchase and Gas Sales Agreements expected to be in place prior to FID. With these long term
agreements and credit worthy position, the Project becomes readily financeable. Current credit markets are
favorable and alternative financing forms exists.
Natural Disasters
While none are anticipated, these events have the potential for significant damages, resulting in delayed
schedules. The majority of costs for restoring the project to its pre-event state will be covered under Builders
Risk Insurance. Advance preparation will minimize damages and immediate restoration actions in such an
event will minimize schedule delays.
Site Safety Safety Practices to be promoted and instilled in all Project Participants with developed safety guidelines,
procedures, safety environment socialization, Safety recognitions, etc—Zero Tolerance Approach.
Default of EPC Contractor
Screening for EPC contractors will be based on reputable, financially sound, LNG experienced, and industry
acceptable track record criteria. Evaluation and Selection process will determine the highest ranked bidder for
assurance of completion of all contractor’s obligations. Contract will include default clauses with requirements
for “irrevocable letter of credit or equivalent” in a specified percentage of Contract Price and retention of
specified percentage amount from each progress invoice payment as fall back, in the event of a default
Delay to Target Completion
Date(s)
Included in the EPC Execution Plan are Schedule Control processes to maintain the project schedule. This
processes with its associated tools, oversight, look ahead and progress reporting prevent any delays. In cases
where impacts to schedule are encountered, work around plans will be expeditiously activated
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5.3.b - Top 10 Project Risks (continued)
Description of Risk Mitigant
Change to Design after Contract
Award
Project Management Team oversight on a day to day basis with a Management of Change Procedure will
be in place to control, coordinate and head off scope of work changes and avoid any cost and schedule
impacts
Government-Regulatory
Agencies’ Changes
Final Basis of Design will be in compliance with current regulations. Coordination and interface with the
regulatory bodies will be maintained during the project execution. Good communications as required for
data transfer , understanding and reporting will be part of PMT’s responsibility to mitigate any negative
impacts
Labor Disputes and Strikes
Assessment and study of Labor conditions and situations will be an ongoing activity within EPC contractor
and Project Management teams. Good working Relations will be established with labor groups prior to
project construction and maintained through project completion. As we proposed, Project Labor
Agreements could be negotiated and implemented
Materials and/or Labor Escalation
Reasonably assessed Allowance Factors for potential material and labor increase would be included in
Project Venture budget forecast and EPC contractor normally includes such allowances in their EPC
Lump Sum Contract
Currency Fluctuations Project Contracts would be base Country denominated. The risk for currency within the scope of each
contract will be borne by contractor, who normally factors this risk into their lump sum contract price
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5.4 - Maintaining Awareness of Murphy’s LAW
Murphy’s Law ADAGE: “Anything That Can Go Wrong…
Will Go Wrong”
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Y2K BUG Dec. 31, 1999, Past Midnight Forecasted Event
6.1.a - Reminder of Millennium BUG
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6.1.b - Recollection of Y2K Problem
The “Sky Will Fall” Predictions for end of Year 1999
Due to most Computer Dates had been Programmed w/Automatic with
Assumed Year Date which Began with two digits, that being ”19”
Much of Everyday lives Run by Computer
Effected Banks, Traffic Lights, Power Grid, Airport, Process Plants, etc
Globally, Numerous Risks Identified w/Mitigation Plan Developed by ALL
Much Preparation & Updated Programming Done
In Actuality, Very Little Adverse Effects were Experienced
Relatively Minor Millennium Bug Problems Occurred
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6.2.a - Event, Construction Initiation
1st of Cranes Mobilization, Crane Rolling off Barge!
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6.2.b – Hurricane Event, MIC
Event: Hurricane IKE, Sept. 2008
(MIC - Microbiologically Induced Corrosion)
• Effects of Salt Water on S.S. Piping
Action Taken:
• Organized & mobilized Setup for Acid Washing of Materials
• Expedited Replacement Materials Purchase for damaged goods
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6.2.c – Hurricane Event, Storm Surge
Flooded Laydown Areas,
Construction Materials Damaged
Drew Uninvited Critters
• Expedited Insurance Reps Involvement
• Notified the Emergency Response Team/ERT according to Plan
• Mobilized to Site as Soon as Authorities allowed
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6.2.d – Plant Start Up
Overseas Plant, 1983
Over-Pressure Results
• Immediately Organized Project Team for:
• Damages Assessment
• Prepared & Executed Fast Track Plant Repairs
• Continued in parallel with Plan for Execution of Subsequent Full
Train Capacity restoration
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“One Can Mitigate Against Risk, But not Remove it
Entirely from Some Endeavors”
“Plus if You’re Going to Prohibit People from taking Risks,
You’re Going to Prohibit Certain Kinds of Progress”
6.2.e – Closing Thoughts
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7.0 – Q & A
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