U.S. Securities and Exchange Commission
Washington, D.C. 20549
Form 40-F
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REGISTRATION STATEMENT PURSUANT TO SECTION 12 OF THE SECURITIES EXCHANGE ACT OF 1934 |
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OR |
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ý |
ANNUAL REPORT PURSUANT TO SECTION 13(a) OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the fiscal year ended December 31, 2013 Commission File Number 1-8887
TRANSCANADA PIPELINES LIMITED (Exact Name of Registrant as specified in its charter) |
Canada (Jurisdiction of incorporation or organization) |
4922, 4923, 4924, 5172 (Primary Standard Industrial Classification Code Number (if applicable)) |
Not Applicable (I.R.S. Employer Identification Number (if applicable)) |
TransCanada Tower, 450 1 Street S.W. Calgary, Alberta, Canada, T2P 5H1 (403) 920-2000 (Address and telephone number of Registrant's principal executive offices) |
TransCanada PipeLine USA Ltd., 717 Texas Street Houston, Texas, 77002-2761; (832) 320-5201 (Name, address (including zip code) and telephone number (including area code) of agent for service in the United States) |
Securities registered pursuant to section 12(b) of the Act: None
Securities registered pursuant to Section 12(g) of the Act: None
Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act: Debt Securities
For annual reports, indicate by check mark the information filed with this Form:
o Annual Information Form | ý Audited annual financial statements |
Indicate the number of outstanding shares of each of the issuer's classes of capital or common stock as of the close of the period covered by the annual report.
At December 31, 2013, 4,000,000 Cumulative Redeemable First Preferred Shares Series Y
were issued and outstanding.
757,241,389 common shares which are all owned by TransCanada Corporation
Indicate by check mark whether the Registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Exchange Act during the preceding 12 months (or such shorter period that the Registrant was required to file such reports) and (2) has been subject to such filing requirements for the past 90 days. Yes ý No o
Indicate by check mark whether the Registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the Registrant was required to submit and post such files). Yes ý No o
The document (or portions thereof) forming part of this Form 40-F are incorporated by reference into the following registration statement under the Securities Act of 1933, as amended:
Form
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Registration No. | |||
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F-10 |
333-192562 |
An amendment to this Form 40-F shall be filed to include the TransCanada PipeLines Limited ("TCPL") Annual information form for the year ended December 31, 2013. The amendment shall be filed no later than the date the Annual information form is required pursuant to home country requirements.
AUDITED CONSOLIDATED ANNUAL FINANCIAL STATEMENTS AND
MANAGEMENT'S DISCUSSION AND ANALYSIS
Except sections specifically referenced below which shall be deemed incorporated by reference herein and filed, no other portion of the TCPL 2013 Management's discussion and analysis and audited consolidated financial statements shall be deemed filed with the U.S. Securities and Exchange Commission (the "Commission") as part of this report under the Exchange Act.
A. Audited Annual Financial Statements
For audited consolidated financial statements, including the auditors' report, see pages 95 through 157 of the TCPL 2013 Management's discussion and analysis and audited consolidated financial statements included herein.
B. Management's Discussion and Analysis
For management's discussion and analysis, see pages 1 through 94 of the TCPL 2013 Management's discussion and analysis and audited consolidated financial statements included herein.
C. Management's Report on Internal Control Over Financial Reporting
For management's report on internal control over financial reporting, see "Report of management" that accompanies the audited consolidated financial statements on page 95 of the TCPL 2013 Management's discussion and analysis and audited consolidated financial statements included herein.
2
The Registrant undertakes to make available, in person or by telephone, representatives to respond to inquiries made by the Commission staff, and to furnish promptly, when requested to do so by the Commission staff, information relating to: the securities registered pursuant to Form 40-F; the securities in relation to which the obligation to file an Annual Report on Form 40-F arises; or transactions in said securities.
DISCLOSURE CONTROLS AND PROCEDURES
For information on disclosure controls and procedures, see "Other information Controls and procedures" in Management's discussion and analysis on page 80 of the TCPL 2013 Management's discussion and analysis and audited consolidated financial statements.
AUDIT COMMITTEE FINANCIAL EXPERT
The Registrant's board of directors has determined that it has at least one audit committee financial expert serving on its audit committee. Mr. Kevin E. Benson and Mr. Richard E. Waugh have been designated audit committee financial experts and are independent, as that term is defined by the New York Stock Exchange's listing standards applicable to the Registrant. The Commission has indicated that the designation of Mr. Benson and Mr. Waugh as audit committee financial experts does not make Mr. Benson or Mr. Waugh an "expert" for any purpose, impose any duties, obligations or liability on Mr. Benson or Mr. Waugh that are greater than those imposed on members of the audit committee and board of directors who do not carry this designation or affect the duties, obligations or liability of any other member of the audit committee.
The Registrant has adopted a code of business ethics for its directors, officers, employees and contractors. The Registrant's code is available on its website at www.transcanada.com. No waivers have been granted from any provision of the code during the 2013 fiscal year.
PRINCIPAL ACCOUNTANT FEES AND SERVICES
Pre-Approval Policies and Procedures
TCPL's Audit committee has adopted a pre-approval policy with respect to permitted non-audit services. Under the policy, the Audit committee has granted pre-approval for specified non-audit services. For engagements of up to $250,000, approval of the Audit committee Chair is required, and the Audit committee is to be informed of the engagement at the next scheduled Audit committee meeting. For all engagements of $250,000 or more, pre-approval of the Audit committee is required. In all cases, regardless of the dollar amount involved, where there is a potential for conflict of interest involving the external auditor to arise on an engagement, the Audit committee must pre-approve the assignment.
To date, non-audit services have been pre-approved by the Audit committee in accordance with the pre-approval policy described above.
3
External Auditor Service Fees
The following table provides information about the fees paid by the Company to KPMG LLP, the external auditor of the TransCanada group of companies, for professional services rendered for the 2013 and 2012 fiscal years.
($ millions) |
2013 | 2012 | |||
Audit fees |
$6.4 | $5.7 | |||
audit of the annual consolidated financial statements |
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services related to statutory and regulatory filings or engagements |
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review of interim consolidated financial statements and information contained in various prospectuses and other securities offering documents |
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Audit-related fees |
0.2 | 0.1 | |||
services related to the audit of the financial statements of certain TransCanada post-retirement and post-employment plans |
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Tax fees |
0.7 | 0.5 | |||
Canadian and international tax planning and tax compliance matters, including the review of income tax returns and other tax filings |
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All other fees |
| 0.6 | |||
review of information system design procedures |
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services related to vendor analytics and environmental compliance credits |
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Total fees |
$7.3 | $6.9 | |||
OFF-BALANCE SHEET ARRANGEMENTS
The Registrant has no off-balance sheet arrangements, as defined in this Form, other than the guarantees and commitments described in Note 26 of the Notes to consolidated financial statements attached to this Form 40-F and incorporated herein by reference.
TABULAR DISCLOSURE OF CONTRACTUAL OBLIGATIONS
For information on tabular disclosure of contractual obligations, see "Contractual obligations" in Management's discussion and analysis on page 70 of the TCPL 2013 Management's discussion and analysis and audited consolidated financial statements.
IDENTIFICATION OF THE AUDIT COMMITTEE
The Registrant has a separately-designated standing Audit committee. The members of the Audit committee are:
Chair: |
K.E. Benson | |
Members: |
D.H. Burney M.P. Salomone D.M.G. Stewart R.E. Waugh |
4
We disclose forward-looking information to help current and potential investors understand management's assessment of our future plans and financial outlook, and our future prospects overall.
Statements that are forward-looking are based on certain assumptions and on what we know and expect today and generally include words like anticipate, expect, believe, may, will, should, estimate or other similar words.
Forward-looking statements in this document may include information about the following, among other things:
Forward-looking statements do not guarantee future performance. Actual events and results could be significantly different because of assumptions, risks or uncertainties related to our business or events that happen after the date of this document.
Our forward-looking information is based on the following key assumptions, and subject to the following risks and uncertainties:
Assumptions
5
Risks and uncertainties
You can read more about these factors and others in reports we have filed with Canadian securities regulators and the U.S. Securities and Exchange Commission (SEC).
As actual results could vary significantly from the forward-looking information, you should not put undue reliance on forward-looking information and should not use future-oriented information or financial outlooks for anything other than their intended purpose. We do not update our forward-looking statements due to new information or future events, unless we are required to by law.
6
Pursuant to the requirements of the Exchange Act, the Registrant certifies that it meets all of the requirements for filing on Form 40-F and has duly caused this Annual Report to be signed on its behalf by the undersigned, thereto duly authorized, in the City of Calgary, Province of Alberta, Canada.
TRANSCANADA PIPELINES LIMITED | ||||
Per: |
/s/ DONALD R. MARCHAND DONALD R. MARCHAND Executive Vice-President and Chief Financial Officer |
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Date: February 21, 2014 |
DOCUMENTS FILED AS PART OF THIS REPORT
13.1 |
Management's discussion and analysis (included on pages 1 through 94 of the TCPL 2013 Management's discussion and analysis and audited consolidated financial statements). |
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13.2 |
2013 Audited consolidated financial statements (included on pages 95 through 157 of the TCPL 2013 Management's discussion and analysis and audited consolidated financial statements), including the auditors' report thereon. |
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EXHIBITS |
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23.1 |
Consent of KPMG LLP, Independent Registered Public Accounting Firm. |
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31.1 |
Certification of Chief Executive Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002. |
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31.2 |
Certification of Chief Financial Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002. |
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32.1 |
Certification of Chief Executive Officer regarding Periodic Report containing Financial Statements. |
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32.2 |
Certification of Chief Financial Officer regarding Periodic Report containing Financial Statements. |
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101.INS |
XBRL Instance Document. |
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101.SCH |
XBRL Taxonomy Extension Schema Document. |
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101.CAL |
XBRL Taxonomy Extension Calculation Linkbase Document. |
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101.DEF |
XBRL Taxonomy Definition Linkbase Document. |
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101.LAB |
XBRL Taxonomy Extension Label Linkbase Document. |
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101.PRE |
XBRL Taxonomy Extension Presentation Linkbase Document. |
ENERGY NATURAL GAS FINANCIAL STRENGTH PEOPLE OIL TRANSCANADA PIPELINES LIMITED // 2013 MANAGEMENTS DISCUSSION AND ANALYSIS AND AUDITED CONSOLIDATED STATEMENTS OPPORTUNITY TransCanada PipeLines Limited (TCPL) has expanded its portfolio of commercially secured projects to $38 billion. They are all supported by strong market fundamentals and underpinned by long-term contracts. RESULTS Completion of these initiatives will transform our company. Our footprint, our diversity and our revenues will grow. COMMUNITY |
2013 FINANCIAL HIGHLIGHTS NET INCOME ATTRIBUTABLE TO COMMON SHARES $1.8 BILLION OR $2.36 PER SHARE COMPARABLE EARNINGS(1) $1.6 BILLION COMPARABLE EARNINGS BEFORE INTEREST, TAXES, DEPRECIATION AND AMORTIZATION(1) $4.9 BILLION FUNDS GENERATED FROM OPERATIONS(1) $4.0 BILLION CAPITAL EXPENDITURES, EQUITY INVESTMENTS AND ACQUISITIONS $4.8 BILLION (1) Non-GAAP measure that does not have any standardized meaning prescribed by generally accepted accounting principles (GAAP). For more information see Non-GAAP measures in the Managements Discussion and Analysis of the 2013 Annual Report. Forward-Looking Information and Non-GAAP Measures These pages contain certain forward-looking information and also contain references to certain non-GAAP measures that do not have any standardized meaning as prescribed by U.S. generally accepted accounting principles (GAAP) and therefore may not be comparable to similar measures presented by other entities. For more information on forward-looking information, the assumptions made, and the risks and uncertainties which could cause actual results to differ from the anticipated results, and reconciliations of non-GAAP measures to the most closely related GAAP measures, refer to TransCanadas 2013 Annual Report filed with Canadian securities regulators and the U.S. Securities and Exchange Commission and available at TransCanada.com. 2,000 1,600 1,200 800 400 2012 2013 2011 Net Income Attributable to Common Shares (millions of dollars) 1,338 1,769 1,503 Comparable Earnings(1) (millions of dollars) 2013 1,641 2,000 1,600 1,200 800 400 2012 2011 1,369 1,536 6,000 5,000 4,000 3,000 2,000 1,000 Comparable EBITDA(1) (millions of dollars) 2012 2013 2011 4,859 4,245 4,544 Funds Generated from Operations(1) (millions of dollars) 2013 3,977 5,000 4,000 3,000 2,000 1,000 2012 2011 3,259 3,360 8,000 6,400 4,800 3,200 1,600 Capital Expenditures, Equity Investments and Acquisitions (millions of dollars) 2012 2013 2011 3,461 4,840 3,146 1,000 800 600 400 200 Common Shares Outstanding Average (millions of shares) 2012 2013 2011 738 749 678 3 2 1 Net Income per Share Basic, and Diluted (dollars) 2012 2013 2011 1.81 2.36 2.22 |
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Management's discussion and analysis
February 19, 2014
This management's discussion and analysis (MD&A) contains information to help the reader make investment decisions about TransCanada PipeLines Limited. It discusses our business, operations, financial position, risks and other factors for the year ended December 31, 2013.
This MD&A should be read with our accompanying December 31, 2013 audited comparative consolidated financial statements and notes for the same period, which have been prepared in accordance with U.S. generally accepted accounting principles (GAAP).
Contents
ABOUT THIS DOCUMENT | 2 | ||
ABOUT OUR BUSINESS | 4 | ||
Three Core Businesses | 4 | ||
A long-term strategy | 5 | ||
2013 financial highlights | 7 | ||
Outlook | 12 | ||
Non-GAAP measures | 13 | ||
NATURAL GAS PIPELINES | 17 | ||
OIL PIPELINES | 33 | ||
ENERGY | 43 | ||
CORPORATE | 63 | ||
FINANCIAL CONDITION | 65 | ||
OTHER INFORMATION | 74 | ||
Risks and risk management | 74 | ||
Controls and procedures | 80 | ||
CEO and CFO certifications | 81 | ||
Critical accounting estimates | 81 | ||
Financial instruments | 84 | ||
Accounting changes | 87 | ||
Quarterly results | 88 | ||
GLOSSARY | 94 |
2013 Management's discussion and analysis -- 1
About this document
Throughout this MD&A, the terms, we, us, our and TCPL mean TransCanada PipeLines Limited and its subsidiaries.
Abbreviations and acronyms that are not defined in the document are defined in the glossary on page 94.
All information is as of February 19, 2014 and all amounts are in Canadian dollars, unless noted otherwise.
FORWARD-LOOKING INFORMATION
We disclose forward-looking information to help current and potential investors
understand management's assessment of our future plans and financial outlook, and our future
prospects overall.
Statements that are forward-looking are based on certain assumptions and on what we know and expect today and generally include words like anticipate, expect, believe, may, will, should, estimate or other similar words.
Forward-looking
statements in this MD&A may include information about the following, among other things:
Forward-looking statements do not guarantee future performance. Actual events and results could be significantly different because of assumptions, risks or uncertainties related to our business or events that happen after the date of this MD&A.
Our forward-looking information is based on the following key assumptions, and subject to the following risks and uncertainties:
Assumptions
2 -- TransCanada PipeLines Limited
Risks and uncertainties
You can read more about these factors and others in reports we have filed with Canadian securities regulators and the U.S. Securities and Exchange Commission (SEC).
As actual results could vary significantly from the forward-looking information, you should not put undue reliance on forward-looking information and should not use future-oriented information or financial outlooks for anything other than their intended purpose. We do not update our forward-looking statements due to new information or future events, unless we are required to by law.
FOR MORE INFORMATION
See Supplementary information beginning on page 158 for other consolidated
financial information on TCPL for the last three years.
You can also find more information about TCPL in our annual information form and other disclosure documents, which are available on SEDAR (www.sedar.com).
2013 Management's discussion and analysis -- 3
About our business
With over 60 years of experience, TCPL is a leader in the responsible development and reliable operation of North American energy infrastructure including natural gas and oil pipelines, power generation and natural gas storage facilities. We are a wholly owned subsidiary of TransCanada Corporation (TransCanada).
THREE CORE BUSINESSES
We operate our business in three segments Natural Gas Pipelines, Oil
Pipelines and Energy. We also have a non-operational corporate
segment consisting of corporate and administrative functions that provide support and governance to our operational business segments.
Our $54 billion portfolio of energy infrastructure assets meets the needs of people who rely on us to deliver their energy safely and reliably every day. We operate in seven Canadian provinces, 31 U.S. states, Mexico and three South American countries.
at December 31 (millions of $) |
2013 | 2012 | per cent change |
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Total assets | |||||
Natural Gas Pipelines | 25,165 | 23,210 | 8% | ||
Oil Pipelines | 13,253 | 10,485 | 26% | ||
Energy | 13,747 | 13,157 | 4% | ||
Corporate | 4,461 | 4,450 | -% | ||
56,626 | 51,302 | 10% | |||
year ended December 31 (millions of $) |
2013 | 2012 | per cent change |
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Total revenue | |||||
Natural Gas Pipelines | 4,497 | 4,264 | 5% | ||
Oil Pipelines | 1,124 | 1,039 | 8% | ||
Energy | 3,176 | 2,704 | 17% | ||
8,797 | 8,007 | 10% | |||
year ended December 31 (millions of $) |
2013 | 2012 | per cent change |
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Comparable EBIT 1 | |||||||
Natural Gas Pipelines | 1,839 | 1,808 | 2% | ||||
Oil Pipelines | 603 | 553 | 9% | ||||
Energy | 1,069 | 620 | 72% | ||||
Corporate | (124 | ) | (111 | ) | 12% | ||
3,387 | 2,870 | 18% | |||||
Common shares outstanding average
(millions) | ||||
2013 | 749 | |||
2012 |
738 |
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2011 |
678 |
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as at February 14, 2014 Common shares |
Issued and outstanding |
766 million | |
Preferred shares | Issued and outstanding |
Series Y | 4 million |
4 -- TransCanada PipeLines Limited
A LONG-TERM STRATEGY
Our energy infrastructure business is made up of pipeline and power generation
assets that gather, transport, produce, store or deliver natural gas, crude oil and other
petroleum products and electricity to support businesses and communities in North America.
TCPL's vision is to be the leading energy infrastructure company in North America, focusing on pipeline and power generation opportunities in regions where we have or can develop a significant competitive advantage.
Key components of our strategy
1 Maximize the full-life value of our infrastructure assets and commercial positions | |||
Our strategy at a glance |
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Long-life infrastructure assets and long-term commercial arrangements are the cornerstones of our low-risk business model. Our pipeline assets include large-scale natural gas and crude oil pipelines that connect long-life supply basins with stable and growing markets, generating predictable and sustainable cash flows and earnings. In Energy, long-term power sale agreements and shorter-term power sales to wholesale and load customers are used to manage and optimize our portfolio and to manage price volatility. |
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2 Commercially develop and build new asset investment programs | |||
Our strategy at a glance |
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We are developing high quality, long-life projects under our current $38 billion capital program. These will contribute incremental earnings as our investments are placed in service. Our expertise in managing construction risks and maximizing capital productivity ensures a disciplined approach to quality, cost and schedule, resulting in superior service for our customers and returns to shareholders. As part of our growth strategy, we rely on this experience and our regulatory, commercial, financial, legal and operational expertise to successfully build and integrate new energy and pipeline facilities. Our growing investment in natural gas, nuclear, wind, hydro and solar generating facilities demonstrates our commitment to clean, sustainable energy. |
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3 Cultivate a focused portfolio of high quality development options | |||
Our strategy at a glance |
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We focus on pipelines and energy growth initiatives in core regions of North America. We assess opportunities to acquire and develop energy infrastructure that complements our existing portfolio and provides access to attractive supply and market regions. We will advance selected opportunities to full development and construction when market conditions are appropriate and project risks and returns are acceptable. |
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4 Maximize our competitive strengths | |||
Our strategy at a glance |
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We are continually developing competitive strengths in areas that directly drive long-term shareholder value. |
A competitive advantage
Years of experience in the energy infrastructure business and a
disciplined approach to project and operational management and capital
investment give us our competitive edge.
Strong leadership: scale, presence, operating capabilities, strategy development; expertise in regulatory, legal, commercial and financing support.
High quality portfolio: a low-risk business model that maximizes the full-life value of our long-life assets and commercial positions.
Disciplined operations: highly skilled in designing, building and operating energy infrastructure; focus on operational excellence; and a commitment to health, safety and the environment are paramount parts of our core values.
Financial expertise: excellent reputation for consistent financial performance and long-term financial stability and profitability; disciplined approach to capital investment; ability to access sizable amounts of competitively priced capital to support our growth.
Long-term relationships: long-term, transparent relationships with key customers and stakeholders; clear communication of our value to equity and debt investors both the upside and the risks to build trust and support.
2013 Management's discussion and analysis -- 5
$38 billion capital program
We are developing quality projects under our long-term $38 billion capital
program. These long-life infrastructure assets are supported by long-term commercial
arrangements with creditworthy counterparties and are expected to generate significant growth in earnings and cashflow.
Our $38 billion capital program is comprised of $12 billion of small to medium-sized projects and $26 billion of large scale projects. Amounts presented exclude the impact of foreign exchange and capitalized interest.
at December 31, 2013 (billions of $) |
Expected In-Service Date |
Estimated Project Cost |
Amount Spent |
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Small to medium-sized projects | ||||||
Gulf Coast Project1 | January 2014 | US 2.6 | US 2.3 | |||
Ontario Solar | 2014 | 0.5 | 0.2 | |||
Tamazunchale Extension | 2014 | US 0.5 | US 0.4 | |||
Houston Lateral and Terminal | 2015 | US 0.4 | US 0.1 | |||
Heartland and TC Terminals | 2016 | 0.9 | - | |||
Keystone Hardisty Terminal | 2016 | 0.3 | 0.1 | |||
Topolobampo | 2016 | US 1.0 | US 0.4 | |||
Mazatlan | 2016 | US 0.4 | US 0.1 | |||
Grand Rapids2 | 2015-2017 | 1.5 | 0.1 | |||
Northern Courier | 2017 | 0.8 | 0.1 | |||
NGTL System | 2014-2018 | 2.0 | 0.2 | |||
Napanee | 2017 or 2018 | 1.0 | - | |||
11.9 | 4.0 | |||||
Large scale projects3 | ||||||
Keystone XL4 | Approximately 2 years from date permit received | US 5.4 | US 2.2 | |||
Energy East5 | 2018 | 12.0 | 0.2 | |||
Prince Rupert Gas Transmission | 2018 | 5.0 | 0.1 | |||
Coastal GasLink | 2018+ | 4.0 | 0.1 | |||
26.4 | 2.6 | |||||
38.3 | 6.6 | |||||
6 -- TransCanada PipeLines Limited
2013 FINANCIAL HIGHLIGHTS
We use certain financial measures that do not have a standardized meaning under GAAP because we believe
they improve our ability to compare results between reporting periods,
and enhance understanding of our operating performance. Known as non-GAAP measures, they may not be comparable to similar measures provided by other companies.
Highlights
Comparable EBITDA (comparable earnings before interest, taxes, depreciation and
amortization), comparable EBIT (comparable earnings before interest and taxes), comparable
earnings, comparable earnings per common share and funds generated from operations are all non-GAAP measures. See page 13 for more information about the non-GAAP measures we use and a
reconciliation to their GAAP equivalents.
year ended December 31 (millions of $, except per share amounts) |
2013 | 2012 | 2011 | ||||
Revenue | 8,797 | 8,007 | 7,839 | ||||
Comparable EBITDA | 4,859 | 4,245 | 4,544 | ||||
Net income attributable to common shares | 1,769 | 1,338 | 1,503 | ||||
per common share basic and diluted | $2.36 | $1.81 | $2.22 | ||||
Comparable earnings | 1,641 | 1,369 | 1,536 | ||||
Operating cash flow |
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Funds generated from operations | 3,977 | 3,259 | 3,360 | ||||
(Increase)/decrease in working capital | (334) | 287 | 207 | ||||
Net cash provided by operations | 3,643 | 3,546 | 3,567 | ||||
Investing activities |
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Capital expenditures | 4,461 | 2,595 | 2,513 | ||||
Equity investments | 163 | 652 | 633 | ||||
Acquisitions, net of cash acquired | 216 | 214 | - | ||||
Balance sheet |
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Total assets | 56,626 | 51,302 | 50,165 | ||||
Long-term debt | 22,865 | 18,913 | 18,659 | ||||
Junior subordinated notes | 1,063 | 994 | 1,016 | ||||
Preferred shares | 194 | 389 | 389 | ||||
Common shareholders' equity | 19,827 | 17,915 | 17,543 | ||||
2013 Management's discussion and analysis -- 7
Comparable earnings and net income
Comparable earnings
Comparable earnings in 2013 were $272 million higher than in 2012.
The
increase in comparable earnings was the result of:
These increases were partly offset by lower contributions from U.S. natural gas pipelines because of lower earnings at ANR and Great Lakes.
Comparable earnings in 2012 were $167 million lower than 2011.
The
decrease in comparable earnings was the result of:
These
decreases were partially offset by:
8 -- TransCanada PipeLines Limited
Net income attributable to common shares
Net income attributable to common shares in 2013 was $1,769 million, a year-over-year increase of $431 million (2012 $1,338 million; 2011 $1,503 million).
Net
income attributable to common shares includes comparable earnings discussed above as well as other specific items which are excluded from comparable earnings. See page 15 for explanation of
specific items in non-GAAP measures. The following specific items were recognized in net income in 2011 to 2013:
Cash flow
Funds generated from operations
Funds generated from operations were 22 per cent higher this year compared to
2012 primarily for the same reasons comparable earnings were higher, as described
above.
2013 Management's discussion and analysis -- 9
Funds used in investing
Capital expenditures
We invested
$4.5 billion in capital projects this year as part of our ongoing capital program compared to $6.4 billion we expected to spend in 2013 primarily
because of the delay in Keystone XL permitting. Our capital program is a key part of our strategy to optimize the value of our existing assets and develop new, complementary assets in high demand
areas that are expected to generate stable, predictable earnings and cash flow for years to come.
Capital expenditures
year ended December 31 (millions of $) | 2013 | 2012 | 2011 | |||
Natural Gas Pipelines | 1,776 | 1,389 | 917 | |||
Oil Pipelines | 2,483 | 1,145 | 1,204 | |||
Energy | 152 | 24 | 384 | |||
Corporate | 50 | 37 | 8 | |||
4,461 | 2,595 | 2,513 | ||||
Equity investments and acquisitions
In 2013, we invested $0.2 billion in
our equity investments. We also spent $0.2 billion on the acquisition of four solar facilities from Canadian Solar
Solutions Inc.
Balance sheet
We maintained a strong balance sheet while growing our total assets by
$6.5 billion since 2011. At December 31, 2013, common equity represented
47 per cent (47 per cent in 2012) of our capital structure. See page 66 for more information about our capital structure.
Dividend reinvestment plan
Under our dividend reinvestment
plan (DRP), eligible holders of TCPL preferred shares can reinvest their dividends and make optional cash payments to buy TransCanada
common shares.
Before April 2011, common shares purchased with reinvested cash dividends were satisfied with shares issued from treasury at a discount to the average market price in the five days before dividend payment. Beginning with the dividends declared in April 2011, common shares purchased with reinvested cash dividends are satisfied with shares acquired on the open market without discount. The increase in annual dividends paid on common shares since 2011 is, in part, the result of this change combined with the impact of increases in the annualized dividend rate between 2011 and 2013.
Quarterly dividend on our common shares
The dividend declared for the
quarter ending March 31, 2014 is equal to the quarterly dividend to be paid on TransCanada's issued and outstanding common shares at the
close of business on March 31, 2014.
10 -- TransCanada PipeLines Limited
Annual dividends on our preferred shares
In January 2014, we
announced the redemption of all of the four million outstanding 5.60 per cent Cumulative Redeemable First Preferred Shares
Series Y on March 5, 2014 at a price of $50 per share plus $0.2455 representing accrued and unpaid dividends to such redemption date.
Cash dividends
year ended December 31 (millions of $) | 2013 | 2012 | 2011 | |||
Common shares | 1,285 | 1,226 | 1,163 | |||
Preferred shares | 22 | 22 | 22 | |||
Refer to the Results section in each business segment and the Financial Condition section of this MD&A for further discussion of these highlights.
2013 Management's discussion and analysis -- 11
Earnings
We anticipate earnings in 2014 to be higher than 2013, mainly due to the net effect of
the following:
Results from our U.S. businesses are subject to fluctuations in foreign exchange rates. These fluctuations are largely offset by our hedging activities which are recorded in our Corporate segment.
Natural Gas Pipelines
Earnings from the Natural Gas
Pipelines segment in 2014 will be affected by regulatory decisions and the timing of those decisions. Earnings will also be affected by market
conditions, which drive the level of demand and the rates we secure for our services. Today's North American natural gas market is characterized by strong natural gas production, low natural gas
prices and low values for storage and transportation services.
For 2014, the Canadian Mainline will continue to operate under the direction of the NEB decision which included an ROE of 11.50 per cent. We also expect the NGTL System's investment base to continue to grow as new natural gas supply in northeastern B.C. and western Alberta continues to be developed which will have a positive impact on earnings in 2014.
Many of our U.S. natural gas pipelines are backed by long-term take-or-pay contracts that are expected to deliver stable and consistent financial performance. ANR and Great Lakes have had more commercial exposure from transportation and storage contract renewals which resulted in reduced earnings in 2012 and 2013 as transportation and storage values fell to historically low levels. ANR and GLGT are examining commercial, regulatory and operational changes to optimize their position to benefit from positive developments in supply fundamentals, particularly in the Utica/Marcellus shale areas, combined with continued growth in end use markets for natural gas. In addition, significant effort to reduce costs for our U.S. pipelines operations are underway and expected to help with the near term revenue challenges. Overall in 2014, we expect earnings from our U.S. Pipelines to be consistent with 2013.
Earnings from our Mexican pipelines are expected to be higher in 2014 compared to 2013 as a result of the Tamazunchale Pipeline Extension being placed in service in second quarter 2014. Earnings for our current operating assets are expected to be consistent with 2013 due to the long-term nature of the contracts for these pipeline systems.
Oil Pipelines
Oil Pipelines principally
generate earnings by providing pipeline capacity to shippers in exchange for fixed monthly payments that are not linked to actual throughput volumes.
Uncontracted capacity is offered to the market on a spot basis which provides opportunities to generate incremental earnings.
The Gulf Coast project, an extension of the Keystone Pipeline System achieved commercial in-service in January 2014 and is expected to have a positive impact on the Oil Pipelines segment earnings in 2014. Although the majority of the capacity on this extension is contracted, the actual results for 2014 will be impacted by the level and pricing of spot volumes shipped each month, which is a function of available capacity, market conditions and competitive transportation options.
12 -- TransCanada PipeLines Limited
Energy
The higher level of power plant
outages and other supply challenges that contributed to higher than expected prices and volatility within the Alberta power market in 2013 are
not anticipated to continue in 2014. The sale of Cancarb Limited and its related power
generation facility, which is expected to close in late first quarter 2014, as well as lower forecasted prices are expected to result in lower earnings in Western Power in 2014.
Eastern Power earnings in 2014 are expected to be relatively consistent with 2013 with earnings from a full year of service for four solar facilities offset by lower contributions from Bécancour.
Bruce Power equity income is expected to be consistent with 2013 earnings.
U.S. Power earnings are expected to be higher in 2014 due to an increase in realized capacity prices and commodity prices partially offset by lower power marketing contribution. Commodity prices for both power and natural gas are forecasted to be higher in 2014. As well, increased competition will continue to put downward pressure on retail and wholesale marketing margins and volumes in the U.S. Power segment.
Lower summer-to-winter natural gas spreads are expected to result in lower earnings from Natural Gas Storage.
Although a significant portion of Energy's output is sold under long-term contracts, output that is sold under shorter-term forward arrangements or at spot prices will continue to be affected by fluctuations in commodity prices.
Consolidated capital expenditures, equity investments and acquisitions
We expect to spend approximately $5 billion in 2014 on new and existing capital
projects, excluding Keystone XL. The amount and timing of capital spending on
Keystone XL will be dependent on the decision by the U.S. Department of State (DOS) to issue a Presidential Permit. The 2014 expected capital spending relates to the NGTL System expansion,
Mexican pipelines and new growth pipeline projects including Heartland, Northern Courier and Grand Rapids.
NON-GAAP MEASURES
We use the following non-GAAP measures:
These measures do not have any standardized meaning as prescribed by GAAP and therefore may not be comparable to similar measures presented by other entities.
EBITDA and EBIT
We use EBITDA as an approximate measure of our pre-tax operating cash flow. It measures
our earnings before deducting interest and other financial charges, income tax,
depreciation and amortization, net income attributable to non-controlling interests and preferred share dividends, and includes income from equity investments. EBIT measures our earnings from ongoing
operations and is a better measure of our performance and an effective tool for evaluating trends in each segment. It is calculated in the same way as EBITDA, less depreciation and amortization.
2013 Management's discussion and analysis -- 13
Funds generated from operations
Funds generated from operations includes net cash provided by operations before changes
in operating working capital. We believe it is a better measure of our consolidated
operating cashflow because it does not include fluctuations from working capital balances, which do not necessarily reflect underlying operations in the same period. See page 7 for a
reconciliation to net cash provided by operations.
Comparable measures
We calculate the comparable measures by adjusting certain GAAP and non-GAAP measures
for specific items we believe are significant but not reflective of our underlying
operations in the period. These comparable measures are calculated on a consistent basis from period to period and are adjusted for specific items in each period, as applicable.
Comparable measure | Original measure | |
comparable earnings | net income attributable to common shares | |
comparable EBITDA | EBITDA | |
comparable EBIT | EBIT | |
comparable depreciation and amortization | depreciation and amortization | |
comparable interest expense | interest expense | |
comparable interest income and other | interest income and other | |
comparable income tax expense | income tax expense/(recovery) | |
Our decision not to include a specific item is subjective and made after careful consideration. These may include:
We calculate comparable earnings by excluding the unrealized gains and losses from changes in the fair value of certain derivatives used to reduce our exposure to certain financial and commodity price risks. These derivatives provide effective economic hedges, but do not meet the criteria for hedge accounting. As a result, the changes in fair value are recorded in net income. As these amounts do not accurately reflect the gains and losses that will be realized at settlement, we do not consider them part of our underlying operations.
14 -- TransCanada PipeLines Limited
Reconciliation of non-GAAP measures
year ended December 31 (millions of $, except per share amounts) |
2013 | 2012 | 2011 | ||||
EBITDA | 4,958 | 4,224 | 4,495 | ||||
Non-comparable risk management activities affecting EBITDA | (44) | 21 | 49 | ||||
NEB decision 2012 | (55) | - | - | ||||
Comparable EBITDA | 4,859 | 4,245 | 4,544 | ||||
Comparable depreciation and amortization | (1,472) | (1,375) | (1,328) | ||||
Comparable EBIT | 3,387 | 2,870 | 3,216 | ||||
Other income statement items |
|||||||
Comparable interest expense | (1,045) | (1,037) | (1,080) | ||||
Comparable interest income and other | 80 | 126 | 94 | ||||
Comparable income tax | (656) | (472) | (565) | ||||
Net income attributable to non-controlling interests | (105) | (96) | (107) | ||||
Preferred share dividends | (20) | (22) | (22) | ||||
Comparable earnings | 1,641 | 1,369 | 1,536 | ||||
Specific items (net of tax): | |||||||
NEB decision 2012 | 84 | - | - | ||||
Part VI.I income tax adjustment | 25 | - | - | ||||
Sundance A PPA arbitration decision 2011 | - | (15) | - | ||||
Risk management activities1 | 19 | (16) | (33) | ||||
Net income attributable to common shares | 1,769 | 1,338 | 1,503 | ||||
Comparable depreciation and amortization | (1,472) | (1,375) | (1,328) | ||||
Specific item: | |||||||
NEB decision 2012 | (13) | - | - | ||||
Depreciation and amortization | (1,485) | (1,375) | (1,328) | ||||
Comparable interest expense | (1,045) | (1,037) | (1,080) | ||||
Specific items: | |||||||
NEB decision 2012 | (1) | - | - | ||||
Risk management activities1 | - | - | 2 | ||||
Interest expense | (1,046) | (1,037) | (1,078) | ||||
Comparable interest income and other | 80 | 126 | 94 | ||||
Specific items: | |||||||
NEB decision 2012 | 1 | - | - | ||||
Risk management activities1 | (9) | (1) | (5) | ||||
Interest income and other | 72 | 125 | 89 | ||||
2013 Management's discussion and analysis -- 15
year ended December 31 (millions of $, except per share amounts) |
2013 | 2012 | 2011 | ||||
Comparable income tax expense | (656) | (472) | (565) | ||||
Specific items: | |||||||
NEB decision 2012 | 42 | - | - | ||||
Part VI.I income tax adjustment | 25 | - | - | ||||
Sundance A PPA arbitration decision 2011 | - | 5 | - | ||||
Risk management activities1 | (16) | 6 | 19 | ||||
Income tax expense | (605) | (461) | (546) | ||||
year ended December 31 (millions of $) |
2013 | 2012 | 2011 | |||
Canadian Power | (4) | 4 | 1 | |||
U.S. Power | 50 | (1) | (48) | |||
Natural Gas Storage | (2) | (24) | (2) | |||
Interest rates | - | - | 2 | |||
Foreign exchange | (9) | (1) | (5) | |||
Income tax attributable to risk management activities | (16) | 6 | 19 | |||
Total gains/(losses) from risk management activities | 19 | (16) | (33) | |||
Comparable EBITDA and comparable EBIT by business segment
year ended December 31, 2013 (millions of $) |
Natural Gas Pipelines |
Oil Pipelines |
Energy | Corporate | Total | |||||
Comparable EBITDA | 2,852 | 752 | 1,363 | (108) | 4,859 | |||||
Comparable depreciation and amortization | (1,013) | (149) | (294) | (16) | (1,472) | |||||
Comparable EBIT | 1,839 | 603 | 1,069 | (124) | 3,387 | |||||
year ended December 31, 2012 (millions of $) |
Natural Gas Pipelines |
Oil Pipelines |
Energy | Corporate | Total | |||||
Comparable EBITDA | 2,741 | 698 | 903 | (97) | 4,245 | |||||
Comparable depreciation and amortization | (933) | (145) | (283) | (14) | (1,375) | |||||
Comparable EBIT | 1,808 | 553 | 620 | (111) | 2,870 | |||||
year ended December 31, 2011 (millions of $) |
Natural Gas Pipelines |
Oil Pipelines |
Energy | Corporate | Total | |||||
Comparable EBITDA | 2,875 | 587 | 1,168 | (86) | 4,544 | |||||
Comparable depreciation and amortization | (923) | (130) | (261) | (14) | (1,328) | |||||
Comparable EBIT | 1,952 | 457 | 907 | (100) | 3,216 | |||||
16 -- TransCanada PipeLines Limited
Natural Gas Pipelines
Our natural gas pipeline network transports natural gas to local distribution companies, power generation facilities and other businesses across Canada, the
U.S. and Mexico. We serve more than 80 per cent of the Canadian demand and approximately 15 per cent of the U.S. demand on a daily basis by connecting major natural
gas supply basins and markets through:
We have regulated natural gas storage facilities in Michigan with a total capacity of 250 Bcf, making us one of the largest providers of natural gas storage and related services in North America.
Strategy at a glance |
Optimizing the value of our existing natural gas pipelines systems, while responding to the changing flow patterns of natural gas in North America, is a top priority. |
We are also pursuing new pipeline projects to add incremental value to our business. Our key areas of focus include: |
greenfield development opportunities, such as infrastructure for liquefied natural gas (LNG) exports from the west coast of Canada and additional pipeline developments within Mexico |
connections to emerging Canadian and U.S. shale gas and other supplies |
connections to new and growing markets |
all of which play a critical role in meeting the increasing demand for natural gas in North America. |
2013 Management's discussion and analysis -- 17
18 -- TransCanada PipeLines Limited
We are the operator of all of the following natural gas pipelines and regulated natural gas storage assets except for Iroquois.
length | description | effective ownership |
|||||
Canadian pipelines |
|||||||
1 | NGTL System | 24,522 km (15,237 miles) |
Gathers and transports natural gas within Alberta and northeastern B.C., and connects with the Canadian Mainline, Foothills system and third-party pipelines | 100% | |||
2 | Canadian Mainline | 14,114 km (8,770 miles) |
Transports natural gas from the Alberta/Saskatchewan border to serve eastern Canada and the U.S. northeast markets | 100% | |||
3 | Foothills | 1,241 km (771 miles) |
Transports natural gas from central Alberta to the U.S. border for export to the U.S. midwest, Pacific northwest, California and Nevada | 100% | |||
4 | Trans Québec & Maritimes (TQM) | 572 km (355 miles) |
Connects with Canadian Mainline near the Ontario/Québec border to transport natural gas to the Montréal to Québec City corridor, and connects with the Portland pipeline system that serves the northeast U.S. | 50% | |||
U.S. pipelines |
|||||||
ANR | |||||||
5 | Pipeline | 16,121 km (10,017 miles) |
Transports natural gas from producing fields in Texas and Oklahoma, from offshore and onshore regions of the Gulf of Mexico and from the U.S. midcontinent, for delivery to the Gulf Coast region as well as Wisconsin, Michigan, Illinois, Indiana and Ohio. Connects with Great Lakes | 100% | |||
5a | Storage | 250 Bcf | Provides regulated underground natural gas storage service from facilities located in Michigan | ||||
6 | Bison | 487 km (303 miles) |
Transports natural gas from the Powder River Basin in Wyoming to Northern Border in North Dakota. We effectively own 50.2 per cent of the system through the combination of our 30 per cent direct ownership interest and our 28.9 per cent interest in TC PipeLines, LP | 50.2% | |||
7 | Gas Transmission Northwest (GTN) | 2,178 km (1,353 miles) |
Transports natural gas from the WCSB and the Rocky Mountains to Washington, Oregon and California. Connects with Tuscarora and Foothills. We effectively own 50.2 per cent of the system through the combination of our 30 per cent direct ownership interest and our 28.9 per cent interest in TC PipeLines, LP | 50.2% | |||
8 | Great Lakes | 3,404 km (2,115 miles) |
Connects with the Canadian Mainline near Emerson, Manitoba and St Clair, Ontario, plus interconnects with ANR at Crystal Falls and Farwell in Michigan, to transport natural gas to eastern Canada, and the U.S. upper Midwest. We effectively own 67 per cent of the system through the combination of our 53.6 per cent direct ownership interest and our 28.9 per cent interest in TC PipeLines, LP | 67% | |||
9 | Iroquois | 666 km (414 miles) |
Connects with Canadian Mainline near Waddington, New York to deliver natural gas to customers in the U.S. northeast | 44.5% | |||
2013 Management's discussion and analysis -- 19
length | description | effective ownership |
|||||
U.S. pipelines |
|||||||
10 | North Baja | 138 km (86 miles) |
Transports natural gas between Arizona and California, and connects with another third-party system on the California/Mexico border. We effectively own 28.9 per cent of the system through our interest in TC PipeLines, LP | 28.9% | |||
11 | Northern Border | 2,265 km (1,407 miles) |
Transports natural gas through the U.S. Midwest, and connects with Foothills near Monchy, Saskatchewan. We effectively own 14.5 per cent of the system through our 28.9 per cent interest in TC PipeLines, LP | 14.5% | |||
12 | Portland | 474 km (295 miles) |
Connects with TQM near East Hereford, Québec, to deliver natural gas to customers in the U.S. northeast | 61.7% | |||
13 | Tuscarora | 491 km (305 miles) |
Transports natural gas from GTN at Malin, Oregon to Nevada, and delivers gas in northeastern California and northwestern Nevada. We effectively own 28.9 per cent of the system through our interest in TC PipeLines, LP | 28.9% | |||
Mexican pipelines |
|||||||
14 | Guadalajara | 310 km (193 miles) |
Transports natural gas from Manzanillo, Colima to Guadalajara, Jalisco | 100% | |||
15 | Tamazunchale | 130 km (81 miles) |
Transports natural gas from Naranjos, Veracruz in east central Mexico to Tamazunchale, San Luis Potosi | 100% | |||
Under construction |
|||||||
16 | Mazatlan Pipeline | 413 km (257 miles) |
To deliver natural gas from El Oro to Mazatlan, Sinaloa in Mexico. Will connect to the Topolobampo Pipeline at El Oro | 100% | |||
17 | Tamazunchale Pipeline Extension | 235 km (146 miles) |
To extend existing terminus of the Tamazunchale Pipeline to deliver natural gas to power generating facilities in El Sauz, Queretaro and other parts of central Mexico | 100% | |||
18 | Topolobampo Pipeline | 530 km (329 miles) |
To deliver natural gas to Topolobampo, Sinaloa, from interconnects with third-party pipelines in El Oro, Sinaloa and El Encino, Chihuahua in Mexico | 100% | |||
In development |
|||||||
19 | Alaska LNG Pipeline | 1,448 km* (900 miles) |
To transport natural gas from Prudhoe Bay to LNG facilities in Nikiski, Alaska | ||||
20 | Coastal GasLink | 650 km* (404 miles) |
To deliver natural gas from the Montney gas producing region at an expected interconnect on NGTL near Dawson Creek, B.C. to LNG Canada's proposed LNG facility near Kitimat, B.C. | 100% | |||
21 | Prince Rupert Gas Transmission | 750 km* (466 miles) |
To deliver natural gas from the North Montney gas producing region at a NGTL interconnect near Fort St. John, B.C. to the proposed Pacific Northwest LNG facility near Prince Rupert, B.C. | 100% | |||
22 | North Montney Mainline | 306 km* (190 miles) |
To deliver natural gas from the North Montney gas producing region and connect to NGTL's existing Groundbirch Mainline | 100% | |||
* | Pipe lengths are estimates as final route is still under design |
||||||
20 -- TransCanada PipeLines Limited
RESULTS
Natural Gas Pipelines results
Comparable EBITDA and comparable EBIT are non-GAAP measures. See page 13 for more
information.
year ended December 31 (millions of $) | 2013 | 2012 | 2011 | |||
Canadian Pipelines | ||||||
Canadian Mainline | 1,121 | 994 | 1,058 | |||
NGTL System | 846 | 749 | 742 | |||
Foothills | 114 | 120 | 127 | |||
Other Canadian (TQM1, Ventures LP) | 26 | 29 | 34 | |||
Canadian Pipelines comparable EBITDA | 2,107 | 1,892 | 1,961 | |||
Comparable depreciation and amortization | (790) | (715) | (711) | |||
Canadian Pipelines comparable EBIT | 1,317 | 1,177 | 1,250 | |||
U.S. and International Pipelines (in US$) | ||||||
ANR | 188 | 254 | 306 | |||
GTN2 | 76 | 112 | 131 | |||
Great Lakes3 | 34 | 62 | 101 | |||
TC PipeLines, LP1,4 | 72 | 74 | 85 | |||
Other U.S. pipelines (Iroquois1, Bison2, Portland5) | 107 | 111 | 111 | |||
International (Gas Pacifico/INNERGY1, Guadalajara6, Tamazunchale, TransGas1) | 106 | 112 | 77 | |||
General, administrative and support costs | (10) | (8) | (9) | |||
Non-controlling interests7 | 186 | 161 | 173 | |||
U.S. and International Pipelines comparable EBITDA | 759 | 878 | 975 | |||
Comparable depreciation and amortization | (217) | (218) | (214) | |||
U.S. and International Pipelines comparable EBIT | 542 | 660 | 761 | |||
Foreign exchange impact | 15 | - | (7) | |||
U.S. and International Pipelines comparable EBIT (Cdn$) | 557 | 660 | 754 | |||
Business Development comparable EBITDA and comparable EBIT | (35) | (29) | (52) | |||
Natural Gas Pipelines comparable EBIT | 1,839 | 1,808 | 1,952 | |||
Summary | ||||||
Natural Gas Pipelines comparable EBITDA | 2,852 | 2,741 | 2,875 | |||
Comparable depreciation and amortization | (1,013) | (933) | (923) | |||
Natural Gas Pipelines comparable EBIT | 1,839 | 1,808 | 1,952 | |||
2013 Management's discussion and analysis -- 21
Ownership percentage as of |
|||||||||
July 1, 2013 | May 22, 2013 | May 3, 2011 | January 1, 2011 | ||||||
TC PipeLines, LP |
28.9 |
28.9 |
33.3 |
38.2 |
|||||
Effective ownership through TC PipeLines, LP: | |||||||||
GTN/Bison | 20.2 | 7.2 | 8.3 | - | |||||
Great Lakes | 13.4 | 13.4 | 15.5 | 17.7 | |||||
Canadian Pipelines
year ended December 31 (millions of $) | 2013 | 2012 | 2011 | ||||
Net income | |||||||
Canadian Mainline net income | 361 | 187 | 246 | ||||
Canadian Mainline comparable earnings | 277 | 187 | 246 | ||||
NGTL System | 243 | 208 | 200 | ||||
Average investment base | |||||||
Canadian Mainline | 5,841 | 5,737 | 6,179 | ||||
NGTL System | 5,938 | 5,501 | 5,074 | ||||
Comparable EBITDA and net income for our rate-regulated Canadian Pipelines are primarily affected by our approved ROE, our investment base, the level of deemed common equity and incentive earnings. Changes in depreciation, financial charges and taxes also impact comparable EBITDA but do not have a significant impact on net income as they are almost entirely recovered in revenue on a flow-through basis.
Canadian Mainline's comparable earnings this year increased by $90 million compared to 2012 because of the impact of the NEB decision. Among other items, the NEB decision approved an ROE of 11.50 per cent on 40 per cent deemed common equity for the years 2012 through 2017 compared to the last approved ROE of 8.08 per cent on 40 per cent deemed common equity that was used to record earnings in 2012. The NEB decision also approved an incentive mechanism based on total net revenues. The 2013 increase in comparable EBITDA is mainly due to the higher ROE plus incentive earnings. Net income of $361 million recorded in 2013 included $84 million related to the 2012 impact of the NEB decision, which was excluded from comparable earnings. Net income in 2012 was $59 million lower than 2011 because there were no incentive earnings and the average investment base was lower as annual depreciation outpaced our capital investment.
Net income in 2013 for the NGTL System was $35 million higher than 2012 because of a higher average investment base associated with 2012 and 2013 capital expenditures and the impact of the 2013-2014 NGTL Settlement approved by the NEB in November 2013. The settlement included an ROE of 10.10 per cent on 40 per cent deemed common equity, compared to an ROE of 9.70 per cent on 40 per cent deemed equity in 2012, and included annual fixed amounts for certain OM&A costs. Net income in 2012 was $8 million higher than 2011, mainly due to a growing investment base, partially offset by lower incentive earnings.
Comparable EBITDA and EBIT for the Canadian pipelines reflect the variances discussed above as well as variances in depreciation, financial charges and income tax which are substantially recovered in revenue on a flow-through basis and, therefore, do not have a significant impact on net income.
U.S. and International Pipelines
EBITDA for our U.S. operations is affected by contracted volume levels, actual
volumes delivered and the rates charged, as well as by the cost of providing services,
including OM&A and other costs, and property taxes.
22 -- TransCanada PipeLines Limited
ANR is also affected by the level of contracting and the determination of rates driven by the market value of its storage capacity, storage related transportation services, and incidental commodity sales. ANR's pipeline and storage volumes and revenues are generally higher in the winter months because of the seasonal nature of its business.
Comparable
EBITDA for the U.S. and International Pipelines was US$119 million lower in 2013 than 2012. This was due to the net effect of:
Comparable
EBITDA for the U.S. and International Pipelines was US$97 million lower in 2012 than 2011. This was due to the net effect of:
Comparable depreciation and amortization
Comparable depreciation and amortization was $80 million higher in 2013 than in
2012 mainly because of a higher NGTL System investment base and higher composite
depreciation rate in the 2013-2014 Settlement, as well as the impact of the NEB decision. Depreciation and amortization was $10 million higher in 2012 than in 2011 mainly because Bison began
operations in January 2011 and Guadalajara began operations in June 2011.
Business development
In 2013, business development expenses were $6 million higher than last year and
$23 million lower in 2012 compared to 2011. Both variances are mainly due to a
change in scope on the Alaska pipeline project. See page 30 for further discussion on Alaska.
OUTLOOK
Canadian Pipelines
Earnings
Earnings for Canadian Pipelines
are affected most significantly by changes in investment base, ROE and capital structure, and also by the terms of toll settlements or other
toll proposals approved by the NEB.
For 2014, we expect the Canadian Mainline will continue to operate under the direction of the NEB decision which included an ROE of 11.50 per cent. We expect 2014 earnings to be in line with 2013.
We expect the NGTL System investment base to continue to grow as we connect new natural gas supply in northeastern B.C. and western Alberta and respond to growing demand in the oil sands market in northeast Alberta. We expect the growing investment base to have a positive impact on earnings in 2014.
We also anticipate a modest level of investment in our other Canadian rate-regulated natural gas pipelines, but expect the average investment bases of these pipelines to continue to decline as annual depreciation outpaces capital investment, reducing their year-over-year earnings.
Under the current regulatory model, earnings from Canadian rate-regulated natural gas pipelines are not materially affected by short-term fluctuations in the commodity price of natural gas, changes in throughput volumes or changes in contracted capacity levels.
2013 Management's discussion and analysis -- 23
U.S. Pipelines
Earnings
U.S. Pipeline earnings are
affected by the level of contracted capacity and the rates charged to customers. Our ability to recontract or sell capacity at favourable
rates is influenced by prevailing market conditions and competitive factors, including alternatives available to end use customers in the form of competing natural gas pipelines and supply sources, in
addition to broader macroeconomic conditions that might impact demand from certain customers or market segments. Earnings are also affected by the level of OM&A and other costs, which includes the
impact of safety, environmental and other regulator's decisions.
Many of our U.S. natural gas pipelines are backed by long-term take-or-pay contracts that are expected to deliver stable and consistent financial performance. ANR and Great Lakes have had more commercial exposure from transportation and storage contract renewals which resulted in reduced earnings in 2012 and 2013 as transportation and storage values were depressed to historically low levels.
ANR and Great Lakes are examining commercial, regulatory and operational changes to optimize their position from positive developments in supply fundamentals, particularly in the Utica/Marcellus shale plays, combined with continued growth in end use markets for natural gas. In addition, significant efforts to reduce costs for our U.S. pipelines operations are underway and are expected to help with the near term revenue challenges. Overall in 2014, we expect earnings from our U.S. Pipelines to be consistent with 2013.
Mexican Pipelines
Overall earnings from our Mexican pipelines in 2014 are expected to be higher than 2013
due to the Tamazunchale Pipeline Extension which is expected to be placed in service in
second quarter 2014. The 2014 earnings for our current operating assets are expected to be consistent with 2013 due to the nature of the long-term contracts applicable to our Mexican pipeline systems.
Capital expenditures
We spent a total of $1.8 billion in 2013 for our natural gas pipelines in Canada,
the U.S. and Mexico, and expect to spend $2 billion in 2014 primarily on the
NGTL System expansion projects, the Topolobampo and Mazatlan pipelines in Mexico, and the Prince Rupert and Coastal GasLink LNG pipelines. See page 80 for further discussion on
liquidity risk.
UNDERSTANDING THE NATURAL GAS PIPELINES BUSINESS
Natural gas pipelines move natural gas from major sources of supply to locations or markets that use natural gas to meet their energy needs.
Our natural gas pipeline business builds, owns and operates a network of natural gas pipelines in North America that connects locations where gas is produced or interconnects with other pipelines to end customers such as local distribution companies, power generation facilities, industrial operations and other pipeline interconnects or end-users. The network includes pipelines that are buried underground and transport natural gas under high pressure, compressor stations that act like pumps to move the large volumes of natural gas along the pipeline and meter stations that record the amount of natural gas coming on the network at receipt locations and leaving the delivery locations.
Regulation of tolls and cost recovery
Our natural gas pipelines are generally regulated in Canada by the NEB, in the
U.S. by the Federal Energy Regulatory Commission (FERC) and in Mexico by the
Comisión Reguladora de Energía (CRE). The regulators approve construction of new pipeline facilities and ongoing operations of the infrastructure.
Regulators in Canada, the U.S. and Mexico allow us to recover costs to operate the network by collecting tolls, or payments, for services. These costs include OM&A costs, income and property taxes, interest on debt, depreciation expense to recover invested capital, and a return on the capital invested. The regulator reviews
24 -- TransCanada PipeLines Limited
our costs to ensure they are prudent, and approves tolls that provide us a reasonable opportunity to recover them.
Within their respective jurisdictions, the FERC and CRE approve maximum transportation rates. These rates are cost based and are designed to recover the pipeline's investment, operating expenses and a reasonable return for investors. The pipeline operator may negotiate lower rates with shippers.
Sometimes we enter into agreements or settlements with our shippers for tolls and cost recovery, which may include mutually beneficial performance incentives. The regulator must approve a settlement for it to be put into effect.
Generally, Canadian natural gas pipelines request the NEB to approve the pipeline's cost of service and tolls once a year, and recover or refund the variance between actual and expected revenues and costs in future years. Due to the NEB decision, the Canadian Mainline was required to fix its contracted tolls for five years (2013-2017) and defer certain costs to the end of the five-year period. The Mainline was also given flexibility to price its discretionary or uncontracted services in order to maximize its revenue.
The FERC does not require U.S. interstate pipelines to calculate rates annually, nor do they allow for the collection of the variance between actual and expected revenue and costs into future years. This difference in U.S. regulation puts our U.S. pipelines at risk for the difference in expected and actual costs and revenues between rate cases. If revenues no longer provide a reasonable opportunity to recover costs, we can file with the FERC for a new determination of rates, subject to any moratorium in effect. Similarly, the FERC may institute proceedings to lower tolls if they consider returns to be too high.
Our Mexican pipelines are also regulated and have approved tariffs, services and related rates. However, the contracts underpinning the construction and operation of the facilities in Mexico are long-term negotiated fixed-rate contracts. These rates are only subject to change under specific circumstances such as certain types of force majeure events or changes in law.
2013 Management's discussion and analysis -- 25
Business environment and strategic priorities
The North American natural gas pipeline network has developed to connect supply
to market. Use and growth of this infrastructure is affected by changes in the location and
relative cost of natural gas supplies as well as changing demand.
We have a significant pipeline footprint in the WCSB and transport approximately 75 per cent of total WCSB production to markets within and outside of the basin. Our pipelines also source natural gas, to a lesser degree, from the other major basins including the Appalachian (Utica and Marcellus), Rockies, Williston, Haynesville, Fayetteville and Anadarko as well as the Gulf of Mexico.
Increasing supply
The WCSB spans almost all of
Alberta and extends into B.C., Saskatchewan, Yukon and Northwest Territories and is Canada's primary source of natural gas. The WCSB is currently
estimated to have 150 trillion cubic feet of remaining conventional resources and a technically accessible unconventional resource base of almost 780 trillion cubic feet.
The total WCSB resource base has recently more than quadrupled with the advent of technology that can economically access unconventional gas areas in the basin. We expect production from the WCSB to
increase slightly in 2014 after decreasing every year since 2006. WCSB production is expected to continue to increase over the next several years. The Montney and Horn River shale play formations in
northeastern B.C. are also part of the WCSB and have recently become a significant source of natural gas. We expect production from these sources, currently 2 Bcf/d, to grow to approximately
6 Bcf/d by 2020, depending on natural gas prices and the economics of exploration and production.
The primary sources of natural gas in the U.S. are the U.S. shale areas, Gulf of Mexico and the Rockies. The U.S. shales are the biggest area of growth which we estimate will meet almost 50 per cent of the overall North American gas demand by 2020. Of the shale areas in the U.S, the Utica, Marcellus, Haynesville, Barnett, Eagle Ford and Fayetteville are the major supply sources.
26 -- TransCanada PipeLines Limited
The
supply of natural gas in North America is forecast to increase significantly over the next decade (by approximately 20 Bcf/d or 22 per cent by 2020), and is expected to
continue to increase over the long term for several reasons:
The development of shale gas basins that are located close to existing markets, particularly in the northeast U.S., has led to an increase in the number of supply choices and is changing historical gas pipeline flow patterns, generally from long-haul, long-term firm contracted capacity to shorter-distance, shorter-term contracts. While the Canadian Mainline has also seen this shift following the NEB decision, we have seen a considerable volume of long-haul transportation recontracted through 2014.
While the increase in supply, particularly in northeastern B.C., has created opportunities for us to build and plan new large pipeline infrastructure on the NGTL System to move the natural gas to markets, including proposed LNG exports, the majority of existing Canadian and U.S. pipelines, including ours, have focused on smaller debottlenecking or short pipe connections as part of any new infrastructure development.
Changing demand
The growing supply of natural gas
has resulted in relatively low natural gas prices in North America, which have supported increased demand for natural gas particularly in the
following areas:
Natural gas producers are also assessing opportunities to sell natural gas to global markets, which would involve connecting natural gas supplies to new LNG export terminals proposed primarily along the west coast of B.C., and on the U.S. Gulf of Mexico. Assuming the receipt of all necessary regulatory and other approvals, these facilities are expected to become operational later in this decade. The addition of these new markets creates opportunities for us to build new pipeline infrastructure and to increase throughput on our existing pipelines.
More competition
Changes in supply and demand
levels and locations have resulted in increased competition for transportation services throughout North America. Development technology for shale
gas supply basins that are closer to markets historically served has resulted in changes to flow patterns of existing natural gas pipeline infrastructure from long haul to shorter haul distances
particularly with the large development of U.S. northeast supply. Along with other pipelines, we are restructuring our tolls and service offerings to capture this growing northeast supply and
North American demand.
Strategic priorities
We are focused on capturing
opportunities resulting from growing natural gas supply, and connecting new markets, while satisfying increasing demand for natural gas within
existing markets.
We are also focused on adapting our existing assets to the changing gas flow dynamics.
The Canadian Mainline continued to be a focal point in 2013 following the receipt and implementation of the NEB decision. Following the NEB decision, we reached an LDC Settlement that addresses issues associated
2013 Management's discussion and analysis -- 27
with the NEB decision. The LDC Settlement reflects our focus on developing a framework that balances the needs of our shippers while at the same time ensuring a reasonable opportunity to recover the capital from our existing facilities and any new facilities required to serve existing and new markets.
The NGTL System is the major natural gas gathering and transportation system for the WCSB, connecting most of the natural gas production in Western Canada to domestic and export markets. It faces competition for connection to supply, particularly in northeastern B.C., where the largest new source of natural gas has access to two existing competing pipelines. Connections to new supply and new or growing demand supports new capital expansions of the NGTL System. We expect supply in the WCSB to grow from its current level of approximately 14 Bcf/d to approximately 17 Bcf/d by 2020. The NGTL System is well positioned to connect WCSB supply to meet expected demand for LNG exports on the B.C. coastline. Obtaining the necessary regulatory approvals to extend and expand the NGTL System into northeast B.C. to connect the Montney shale area will be a key focus in 2014.
Our
U.S. pipeline assets are positioned well for anticipated connections to growth in supply and markets for the following reasons:
Management expects to divest our remaining U.S. natural gas pipeline assets into TC PipeLines LP over time as a means of funding a portion of our capital growth program.
Our focus in Mexico in 2014 is to complete the Tamazunchale Pipeline Extension project and to advance the construction phase for the Mazatlan and Topolobampo pipelines. We continue to be very interested in the further development of natural gas infrastructure in Mexico and will work to advance future projects that align with the investment profile of our current set of assets.
We continue to assess repurposing opportunities for our existing natural gas pipelines assets, including the possibility of converting existing infrastructure from natural gas to crude oil service. In 2007, we received NEB approval to convert one of our Canadian Mainline gas pipelines to crude oil service for the original Keystone project. Another project, the Energy East Pipeline is planning, subject to regulatory approval, to utilize approximately 3,000 km (1,864 miles) of the Canadian Mainline from the Alberta border to a point in eastern Ontario, southeast of Ottawa. As a result, we are working closely with our shipper community to ensure their firm service needs will continue to be met following the planned conversion.
SIGNIFICANT EVENTS
Canadian Pipelines
In 2013, we completed and placed in service approximately $730 million of pipeline
projects to expand and extend the NGTL System and $160 million to expand the
Canadian Mainline.
NGTL System
In addition to completing and
placing in service new pipeline projects to expand the NGTL System, in 2013 the NEB approved approximately $290 million in additional
expansions that are currently in various stages of development or construction but were not in service at the end of 2013.
On November 8, 2013, we filed an application with the NEB to construct and operate the North Montney Project, which is an extension and expansion of the NGTL System to receive and transport natural gas from the
28 -- TransCanada PipeLines Limited
North Montney area of B.C. The estimated capital cost of the project is $1.7 billion and it consists of approximately 300 km (186 miles) of pipeline.
The NEB approved the 2013-2014 NGTL Settlement and final 2013 rates, as filed, in November 2013. We expect the final tolls for 2014 for the NGTL System will be determined on the basis of the NGTL settlement process.
Canadian Mainline
In March 2013, we received
the NEB decision on our application to change the business structure and the terms and conditions of service for the Canadian Mainline and
implemented the decision on July 1, 2013. The implementation of the NEB decision was a key priority in 2013 and with the ability to price discretionary services at market prices we were able to
essentially meet our overall cost of service requirements for 2013.
The NEB decision established a Tolls Stabilization Account (TSA) to capture the surplus or the shortfall between our revenues and our cost of service for each year over the five-year term of the decision. The NEB decision also identified certain circumstances that would require a new tolls application prior to the end of the five-year term. One of those circumstances is if the TSA balance becomes positive, which occurred in 2013.
The Mainline and the three largest Canadian local distribution companies entered into a settlement (LDC Settlement) which was filed with the NEB for approval in December 2013. The LDC Settlement, if approved, will establish new fixed tolls for 2015 to 2020 and maintain tolls for 2014 at the current rates. The LDC Settlement calculates tolls for 2015 on a base ROE of 10.10 per cent on 40 per cent deemed common equity. It also includes an incentive mechanism that requires a $20 million (after tax) annual contribution by us from 2015 to 2020, which could result in a range of ROE outcomes from 8.70 per cent to 11.50 per cent.
The LDC Settlement will enable the addition of facilities in the Eastern Triangle to serve immediate market demand for supply diversity and market access. The LDC Settlement is intended to provide a market-driven, stable, long-term accommodation of future demand in this region in combination with the anticipated lower demand for transportation on the Prairies Line and the Northern Ontario Line while providing a reasonable opportunity to recover our costs. The LDC Settlement also retains pricing flexibility for discretionary services and implements certain tariff changes and new services as required by the term of the settlement.
The NEB decision remains in effect pending the outcome of the LDC Settlement application.
On January 31, 2014, shippers on the Canadian Mainline elected to renew approximately 2.5 Bcf/d of their contracts through November 2016. This represents a significant amount of volume renewal especially by Canadian shippers.
U.S. Pipelines
Bison and GTN
In July 2013, we sold an
additional 45 per cent interest in each of GTN and Bison to TC PipeLines, LP. for an aggregate purchase price of
US$1.05 billion. We continue to hold a 30 per cent direct ownership interest in both pipelines. We also hold 28.9 per cent interest in, and are the General Partner
of TC PipeLines, LP.
ANR Lebanon Lateral Reversal Project
Following a successful binding
open season which concluded in October 2013, we have executed firm transportation contracts for 350 million cubic feet per day at
maximum tariff rated for 10 years on the ANR Lebanon Lateral Reversal Project, which will entail modifications to existing facilities. The facility modifications are expected to be completed in
first quarter 2014. Contracted volumes will increase over the course of 2014 generating incremental earnings. The project will substantially increase our ability to receive gas on ANR's southeast
mainline from the Utica/Marcellus shale areas.
Great Lakes
In November 2013, we
received FERC approval for a rate settlement with our shippers resulting in maximum recourse rates increasing by approximately
21 per cent resulting in a modest increase in revenues derived from our recourse rate contracts. The settlement includes a 17 month moratorium through March 2015 and
requires us to have new rates in effect by January 1, 2018.
Mexican Pipelines
Topolobampo and Mazatlan Pipeline Projects.
Permitting and engineering
activities are advancing as planned for these two northwest Mexico pipelines. The Topolobampo project is a 530 km (329 miles), 30-inch
pipeline with a capacity of 670 MMcf/d and a cost of
2013 Management's discussion and analysis -- 29
US$1 billion that will deliver gas from El Encino, Chihuahua and interconnects with third party pipelines in El Oro, Sinaloa to Topolobampo, Sinaloa. The Mazatlan project is a 413 km (257 miles), 24-inch pipeline running from El Oro to Mazatlan, within the state of Sinaloa with a capacity of 200 MMcf/d and an estimated cost of US$400 million. Both projects are supported by 25-year contracts with the Comisión Federal de Electricidad (CFE) and are expected to be in service mid to late 2016.
Tamazunchale Pipeline Extension Project
The construction of the
US$500 million Tamazunchale Pipeline Extension project is proceeding although delays have occurred due to a significant number of archeological
finds within the pipeline route. It is expected these findings and related alternative construction will move the project scheduled in-service date to second quarter 2014. As these types of findings
are not uncommon
in significant infrastructure projects in Mexico, contractual relief for such delays is provided. We continue to work with local, state and federal authorities to minimize and mitigate ground
disturbance at the specific sites as well as to minimize impact to the scheduled in-service date.
LNG Pipeline Projects
Coastal GasLink
In June 2012 we were
selected to design, build, own and operate the proposed Coastal GasLink project. The estimated $4 billion, 650 km (404 miles)
pipeline is expected to have an initial capacity of 1.7 Bcf/d and will transport natural gas from the Montney gas producing region near Dawson Creek B.C. to LNG Canada's proposed LNG export
facility near Kitimat B.C.
We are currently focused on community, landowner, government and First Nations engagement as the project advances through the regulatory process. We filed the Application for an Environmental Assessment Certificate with the B.C. Environmental Assessment Office (BCEAO) in January 2014.
The pipeline would be placed in service near the end of the decade, subject to a final investment decision to be made by LNG Canada after obtaining final regulatory approvals. We continue to advance this project and all costs would be recoverable should the project not proceed.
Prince Rupert Gas Transmission Project
We have been selected to design,
build, own and operate the proposed $5 billion, 750 km (466 miles) Prince Rupert Gas Transmission Project. The proposed
pipeline will transport natural gas primarily from the North Montney gas-producing region near Fort St John, B.C. to the proposed Pacific Northwest LNG export facility near Prince
Rupert, B.C.
We are currently focused on First Nations, community, landowner and government engagement as the Prince Rupert pipeline project advances through the regulatory process with the BCEAO. We continue to refine our study corridor based on consultation and detailed studies to date. A final investment decision to construct the project, for a planned in-service date of late 2018, is expected to be made following final regulatory approvals.
We continue to advance this project and all costs would be fully recoverable should the project not proceed.
Alaska LNG Project
The State of Alaska is proposing
new legislation that would transition from the Alaska Gasline Inducement Act and enable a new
commercial arrangement to be established with us, the three major producers, and the Alaska Gasline Development Corp. It has also been agreed that an LNG export project, rather than a pipeline to
Alberta, is currently the best opportunity to commercialize Alaska North Slope gas resources in current market conditions. It is anticipated that two years of front end engineering will be completed
before further commitments to commercialize the project will be made.
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BUSINESS RISKS
The following are risks specific to our natural gas pipelines business. See
page 74 for information about general risks that affect the company as a whole.
WCSB supply for downstream connecting pipelines
Although we have diversified our sources of natural gas supply, many of our North
American natural gas pipelines and transmission infrastructure assets depend largely on supply
from the WCSB. There is competition for this supply from several pipelines, demand within the basin, and in the future, demand for pipelines proposed for LNG exports from the west coast of B.C. An
overall decrease in production and/or competing demand for supply, could impact throughput on WCSB connected pipelines that in turn could impact overall revenues generated. The WCSB has considerable
reserves, but how much of it is actually produced will depend on many variables, including the price of natural gas, basin-on-basin competition, downstream pipeline tolls, demand within the basin and
the overall value of the reserves, including liquids content.
Market access to other supply
We compete for market share with other natural gas pipelines. New supply basins being
developed closer to markets we have historically served may reduce the throughput and/or
distance of haul on our existing pipelines that may impact revenue. The long-term competitiveness of our pipeline systems will depend on our ability to adapt to changing flow patterns by offering
alternative transportation services at prices that are acceptable to the market.
Competition for greenfield expansion
We face competition from other pipeline companies seeking opportunities to invest in
greenfield natural gas pipeline development opportunities. This competition could result in
fewer projects being available that meet our investment hurdles or projects that proceed with lower overall financial returns.
Demand for pipeline capacity
Demand for pipeline capacity is ultimately the key driver that enables pipeline
transportation services to be sold. Demand for pipeline capacity is created by supply and market
competition, variations in economic activity, weather variability, natural gas pipeline and storage competition and pricing of alternative fuels. Renewal of expiring contracts, and the opportunity to
charge and collect a toll the market requires depends on the overall demand for transportation service. A change in the level of demand for our pipeline transportation services could impact revenues.
Regulatory risk
Decisions by regulators can have an impact on the approval, timing, construction,
operation and financial performance of our natural gas pipelines. There is a risk that
decisions are delayed or are not favourable that could impact revenues and the opportunity to further invest capital in our systems. There is also risk of a regulator disallowing a portion or all
prudently incurred costs, now or at some point in the future.
The regulatory approval process for larger infrastructure projects including the time it takes to receive a decision could be slowed or unfavorable due to the influence from the evolving role of activists and their impact on public opinion and government policy related to natural gas pipeline infrastructure development.
Increased scrutiny of operating processes by the regulator or other enforcing agencies, has the potential to increase operating costs. There is a risk of an impact to revenues if these costs are not fully recoverable.
We continuously monitor regulatory developments and decisions to determine the possible impact on our gas pipelines business. We also work closely with our stakeholders in the development of rate, facility and tariff applications and negotiated settlements, where possible.
2013 Management's discussion and analysis -- 31
Operational
Keeping our pipelines operating safely and reliably is essential to the success of our
business. Interruptions in our pipeline operations impact our throughput capacity and may
result in reduced revenue and can affect corporate reputation as well as customer and public confidence in our operations. We manage this by investing in a highly skilled workforce, operating
prudently, using risk-based preventive maintenance programs and making effective capital investments. We use internal inspection equipment to check our pipelines regularly, and repair or replace them
whenever necessary. We also calibrate the meters regularly to ensure accuracy, and continuously maintain compression equipment to ensure safe and reliable operation.
32 -- TransCanada PipeLines Limited
Oil Pipelines
Our existing crude oil pipeline infrastructure connects Alberta crude oil supplies to U.S. refining markets in Illinois, Oklahoma and Texas, as well as connecting U.S. crude oil supplies from the Cushing, Oklahoma hub to refining markets in the U.S. Gulf Coast.
Strategy at a glance |
With the increasing production of crude oil in Alberta and the U.S. and the growing demand for secure, reliable sources of energy, developing new liquids pipeline capacity and related infrastructure is essential. |
We continue to focus on accessing and delivering growing North American crude oil supply to key markets, and are planning to expand our crude oil transportation infrastructure to deliver supply directly from the production site seamlessly along a contiguous path to the market. |
Construction of these infrastructure projects will provide North America with a key crude oil transportation network to transport growing crude oil supply directly to key markets and provide opportunities for us to further expand our liquids pipelines business. |
2013 Management's discussion and analysis -- 33
34 -- TransCanada PipeLines Limited
We are the operator of all of the following pipelines and properties.
length | description | ownership | |||||
Oil pipelines |
|||||||
23 | Keystone Pipeline System (includes Gulf Coast Project) | 4,247 km (2,639 miles) |
Transports crude oil from Hardisty, Alberta, to U.S. markets at Wood River and Patoka in Illinois, Cushing, Oklahoma, and to the U.S. Gulf Coast refining market | 100% | |||
Under construction |
|||||||
24 | Cushing Marketlink Receipt Facility | Crude oil receipt facilities | To facilitate the transportation of crude oil from the market hub at Cushing, Oklahoma to the U.S. Gulf Coast refining market on facilities that form part of the Keystone Pipeline System | 100% | |||
25 | Houston Lateral and Terminal | 77 km (48 miles) |
To transport crude oil from the Keystone Pipeline System to Houston, Texas | 100% | |||
26 | Keystone Hardisty Terminal | Crude oil terminal | Crude oil terminal to be located at Hardisty, Alberta, providing western Canadian producers with new crude oil batch accumulation tankage and access to the Keystone Pipeline System | 100% | |||
In development |
|||||||
27 | Bakken Marketlink Receipt Facility | Crude oil receipt facilities | To transport crude oil from the Williston Basin producing region in North Dakota and Montana to Cushing, Oklahoma on facilities that form part of Keystone XL | 100% | |||
28 | Grand Rapids Pipeline | 500 km (300 miles) |
To transport crude oil and diluent between the producing area northwest of Fort McMurray, Alberta and the Edmonton/Heartland market region | 50% | |||
29 | Keystone XL | 1,897 km (1,179 miles) |
Crude oil pipeline from Hardisty, Alberta to Steele City, Nebraska to expand capacity of the Keystone Pipeline System | 100% | |||
30 | Northern Courier Pipeline | 90 km (56 miles) |
To transport bitumen and diluent between the Fort Hills mine site and Suncor Energy's terminal located north of Fort McMurray, Alberta | 100% | |||
31 32 |
Heartland Pipeline and TC Terminals | 200 km (125 miles) |
Terminal and pipeline facilities to transport crude oil from the Edmonton/Heartland, Alberta region to facilities in Hardisty, Alberta | 100% | |||
33 | Energy East Pipeline | 4,500 km (2,700 miles) |
To transport crude oil from western Canada to eastern refineries and export markets | 100% | |||
2013 Management's discussion and analysis -- 35
RESULTS
Comparable EBITDA and comparable EBIT are non-GAAP measures. See page 13 for more information.
year ended December 31 (millions of $) | 2013 | 2012 | 20111 | |||
Keystone Pipeline System | 766 | 712 | 589 | |||
Oil Pipelines Business Development | (14) | (14) | (2) | |||
Oil Pipelines comparable EBITDA | 752 | 698 | 587 | |||
Comparable depreciation and amortization | (149) | (145) | (130) | |||
Oil Pipelines comparable EBIT | 603 | 553 | 457 | |||
Comparable EBIT denominated as follows | ||||||
Canadian dollars | 201 | 191 | 159 | |||
U.S. dollars | 389 | 363 | 301 | |||
Foreign exchange impact | 13 | (1) | (3) | |||
Oil Pipelines comparable EBIT | 603 | 553 | 457 | |||
Comparable EBITDA
Comparable EBITDA for the Keystone Pipeline System was $54 million higher this year than in 2012.
This increase reflected higher revenues primarily
resulting from:
Results in 2013 were positively impacted by the stronger U.S. dollar compared to 2012.
Comparable
EBITDA for the Keystone Pipeline System was $123 million higher in 2012 than in 2011. This increase reflected higher revenues primarily resulting from:
We began recording EBITDA for the Keystone Pipeline System in February 2011, when we began delivering crude oil to Cushing, Oklahoma.
36 -- TransCanada PipeLines Limited
Business development
Business development expenses in 2012 were $12 million higher than 2011 mainly
because of increased business development activity on various oil pipeline development
projects.
Comparable depreciation and amortization
Comparable depreciation and amortization was $15 million higher in 2012 than in
2011 because 12 months of depreciation was recorded in 2012 compared to
11 months in 2011.
OUTLOOK
Earnings
We expect earnings to increase in 2014 compared to 2013, due to the completion of the
Gulf Coast segment of the Keystone Pipeline System allowing commencement of crude oil
transportation services to the U.S. Gulf Coast. Earnings are expected to increase over time as projects currently in development are placed in service.
Capital expenditures
We spent a total of $2.5 billion in 2013, and expect to spend approximately
$2.3 billion in 2014, mainly related to Heartland Pipeline, Northern Courier Pipeline
and Grand Rapids Pipeline. This amount excludes Keystone XL. The amount and timing of capital spending on Keystone XL will be dependent on the decision by the DOS to issue a Presidential Permit. See
page 80 for further discussion on liquidity risk.
UNDERSTANDING THE OIL PIPELINES BUSINESS
Oil pipelines move crude oil from major supply sources to refinery markets so the crude
oil can be refined into various petroleum products.
We generate earnings from our oil pipelines mainly by providing pipeline capacity to shippers in exchange for fixed monthly payments that are not linked to actual throughput volumes. Uncontracted capacity is offered to the market on a spot basis which provides opportunities to generate incremental earnings.
The terms of service and fixed monthly payments are determined by transportation service arrangements negotiated with shippers. These arrangements are typically long term, and provide for the recovery of costs we incur to construct and operate the system.
2013 Management's discussion and analysis -- 37
Business environment
Increasing crude oil supply production in Canada and the U.S. has increased
the demand for new crude oil pipeline infrastructure and, as a result, we are pursuing
opportunities to connect growing North American crude oil supplies to key markets.
Alberta produces the majority of the crude oil in the WCSB which is the primary source of crude oil supply for the Keystone Pipeline System. In a 2013 Canadian Association of Petroleum Producers (CAPP) report, the WCSB produced an estimated 1.2 million Bbl/d of conventional crude oil and condensate, and 1.8 million Bbl/d of Alberta oil sands crude oil a total of approximately 3.0 million Bbl/d. The production of conventional crude oil in western Canada continues to grow with 2012 to 2013 growth representing the largest year over year change to the previous forecast.
In its 2013 report, the Alberta Energy Regulator (AER) estimated there are approximately 170 billion barrels of remaining established conventional and oil sands reserves in Alberta. In June 2013, CAPP forecasted WCSB crude oil supply would increase to 3.9 million Bbl/d by 2015 and to 4.9 million Bbl/d by 2020. Its 2013 forecast for western Canadian production of conventional and unconventional crude oil in 2025 is 300,000 Bbl/d higher than its forecast in 2012.
Oil sands production
Despite increases in production
from conventional sources, and new shale oil production (including the Canadian Bakken and Cardium formations), the oil sands will continue to
make up most of the crude oil production from the WCSB. CAPP estimated that industry capital spending on oil sands development held steady at $23 billion for 2013.
Oil sands projects have a long reserve life. According to the Responsible Canadian Energy Report issued by CAPP, it is estimated that a typical oil sands mine has a 25 to 50 year lifespan and an in-situ operation will run
38 -- TransCanada PipeLines Limited
10 to 15 years on average. That aligns with producers' desire to secure long-term connectivity of their reserves to market. The Keystone Pipeline System and the proposed Energy East Pipeline will provide producers with needed pipeline capacity and are underpinned by long term commercial contracts.
Demand for infrastructure within Alberta
Growth in oil sands production is
also driving the need for new intra-Alberta pipelines, like our Grand Rapids Pipeline, that can move crude oil production from the source to
market hubs at Edmonton/Heartland and Hardisty, Alberta and which can also move diluent from Edmonton/Heartland region to the production area in Northern Alberta. We are constructing the Heartland
Pipeline and TC Terminals projects to support these market hubs which allow shippers the ability to connect with the Keystone Pipeline System, Energy East Pipeline and other pipelines that transport
crude oil outside of Alberta.
Growth in U.S. production
According to the International
Energy Agency World Energy Outlook 2013 report, by 2015, the U.S. is set to surpass Saudi Arabia as the world's largest oil producer. The
U.S. Energy Information Administration (EIA) projects nearly 2.0 million Bbl/d of U.S. production growth, peaking at 9.6 million Bbl/d by 2019. Higher production volumes
result mainly from shale oil production. EIA forecasts approximately 4.8 million Bbl/d of shale oil production by 2020 and declining by 2022.
Shale oil supply growth is mainly from the Bakken formation of the Williston basin in North Dakota and Montana, the Permian basin in south Texas and Woodford shale area of the Arkoma basin in Oklahoma. These shale production areas represent some of the sources of crude oil supply for our Bakken and Cushing Marketlink projects.
Growing U.S. production has contributed to increased crude oil supply at the Cushing, Oklahoma market hub and resulted in increased demand for additional pipeline capacity between Cushing, Oklahoma and the U.S. Gulf Coast refining market. Our Gulf Coast segment of the Keystone Pipeline System and Cushing Marketlink project provide needed pipeline capacity to transport growing crude oil supply at Cushing, Oklahoma to the U.S. Gulf Coast.
Even with growth in U.S. crude oil production, the EIA report predicts the U.S. will remain a net importer of crude oil, importing 7.7 million Bbl/d into 2040. Growing production in the west Texas Permian, south Texas Eagle Ford and Williston basins, is primarily light crude oil, and is expected to compete with light imports from countries such as Nigeria and Saudi Arabia. Gulf Coast refiners are expected to continue to prefer Canadian heavy crude oil because their refineries are mainly configured to process heavy crude oil and cannot easily switch to processing the new light shale oil in large quantities without significant capital investments. Gulf Coast refineries currently require approximately 3.5 million Bbl/d of heavy and medium crude oil, and the level of demand is not expected to change significantly in the future. The Keystone Pipeline System is well positioned to deliver Canadian crude oil to this significant market.
Refineries in eastern Canada currently process primarily light crude oil from west Africa and the Middle East, so are better able to handle light shale oil. Many of these refineries have recently begun transporting domestic light crude oil in small quantities by rail at a cost significantly higher than the cost to ship by pipeline. This has created a significant demand for pipelines to connect eastern Canada with growing Bakken and WCSB light crude oil production. We anticipate that our Energy East Pipeline project, once approved and constructed, will meet this demand.
SIGNIFICANT EVENTS
Keystone Pipeline System
We finished constructing the 780 km (485 miles) 36-inch pipeline of the Gulf
Coast project, an extension of the Keystone Pipeline System, from Cushing, Oklahoma
to the U.S. Gulf Coast. Crude oil transportation service on the project began January 22, 2014. We are projecting an average pipeline capacity of 520,000 Bbl/d for the first year
of operation.
2013 Management's discussion and analysis -- 39
Houston Lateral and Terminal
Construction continues on the US$400 million 77 km (48 miles) Houston
Lateral pipeline and tank terminal to transport crude oil to Houston, Texas
refineries. We anticipate the capacity of the lateral will be similar to that of the Gulf Coast project and the terminal is expected to have initial storage capacity for 700,000 barrels of
crude oil. The pipeline and terminal are expected to be completed in mid-2015.
Cushing Marketlink
Construction continues on the Cushing Marketlink receipt facilities at Cushing,
Oklahoma. Cushing Marketlink will facilitate the transportation of crude oil from the market hub
at Cushing to the U.S. Gulf Coast refining market on facilities that form part of the Keystone Pipeline System. Construction is expected to be completed in the first half of 2014.
Keystone XL
In March 2013, the DOS released its Draft Supplemental Environmental Impact
Statement for the Keystone XL project. The impact statement reaffirmed construction of
the 830,000 Bbl/d Keystone XL project would not result in any significant impact to the environment.
On January 31, 2014, the DOS released its Final Supplemental Environmental Impact Statement (FSEIS) for the Keystone XL project. The results included in the report were consistent with previous environmental reviews of Keystone XL. The FSEIS concluded Keystone XL is "unlikely to significantly impact the rate of extraction in the oil sands" and that all other alternatives to Keystone XL are less efficient methods of transporting crude oil, and would result in significantly more greenhouse gas emissions, oil spills and risks to public safety. The report initiated the National Interest Determination period of up to 90 days which involves consultation with other governmental agencies and provides an opportunity for public comment.
On February 19, 2014, a Nebraska district court ruled that the state Public Service Commission, rather than Governor Dave Heineman, has the authority to approve an alternative route through Nebraska for the Keystone XL project. We disagree with the decision of the Nebraska district court and will now analyze the judgment and decide what next steps may be taken. Nebraska's Attorney General has filed an appeal.
We anticipate the pipeline, which will extend from Hardisty, Alberta to Steele City, Nebraska, to be in service approximately two years following the receipt of the Presidential Permit. The US$5.4 billion cost estimate will increase depending on the timing and conditions of the permit. Any capital cost increase above the initial estimated capital cost, up to a specified amount, is shared between us and the shippers such that 75 per cent of the change in capital cost is reflected in the fixed payment received by us. Any capital cost increase above the specified amount is shared equally between us and the shippers. As of December 31, 2013, we have invested US$2.2 billion in the project.
Energy East Pipeline
In August 2013, we announced we are moving forward with the 1.1 million Bbl/d
Energy East Pipeline as it received approximately 900,000 Bbl/d of firm,
long-term contracts in its open season to transport crude oil from western Canada to eastern refineries and export terminals. The project is estimated to cost approximately $12 billion,
excluding the transfer value of Canadian Mainline natural gas assets.
Subject to regulatory approvals, the pipeline is anticipated to commence deliveries to Québec in 2018, with service to New Brunswick expected to follow in late 2018. We have begun Aboriginal and stakeholder engagement and associated field work as part of our initial design and planning. We intend to file the necessary regulatory applications in mid-2014 for approvals to construct and operate the pipeline project and terminal facilities.
Northern Courier Pipeline
In April 2013, we filed a permit application with the AER after completing the
required Aboriginal and stakeholder engagement and associated field work.
40 -- TransCanada PipeLines Limited
In October 2013, Suncor Energy announced that the Fort Hills Energy Limited Partnership is proceeding with the Fort Hills oil sands mining project and expects to begin producing crude oil in 2017. Our Northern Courier Pipeline project is expected to cost $800 million and will transport bitumen and diluent between the Fort Hills mine site and Suncor Energy's terminal located north of Fort McMurray, Alberta.
Heartland Pipeline and TC Terminals
In May 2013, we announced we had reached binding long-term shipping agreements to
build, own and operate the Heartland Pipeline and TC Terminals projects.
The projects will include a 200 km (125 miles) crude oil pipeline connecting the Edmonton/Heartland, Alberta market region to facilities in Hardisty, Alberta, and a terminal facility in the Heartland industrial area north of Edmonton, Alberta. We anticipate the pipeline could transport up to 900,000 Bbl/d, while the terminal is expected to have storage capacity for up to 1.9 million barrels of crude oil. These projects together have a combined cost estimated at $900 million and are expected to be placed in service in 2016.
We filed a permit application for the terminal facility in May 2013 and for the pipeline in October 2013 with the AER, after completing the required Aboriginal and stakeholder engagement and associated field work. In February 2014, the application for the terminal facility was approved.
Keystone Hardisty Terminal
In May 2013, we started construction on the Keystone Hardisty Terminal which we
anticipate will have a storage capacity of up to 2.6 million barrels of crude oil.
The $300 million crude oil terminal at Hardisty, Alberta is expected to be in service in 2016.
Grand Rapids Pipeline
In May 2013, we filed a permit application for the Grand Rapids Pipeline with the
AER after completing the required Aboriginal and stakeholder engagement and associated
field work. The dual pipeline system could transport up to 900,000 Bbl/d of crude oil and 330,000 Bbl/d of diluent.
Along with a partner, we will each own 50 per cent of the project and we will operate the system, which is expected to cost $3 billion. Our partner has entered into a long-term commitment to ship crude oil and diluent on this pipeline system.
Subject to regulatory approvals, the system is expected to be placed in service in multiple stages, with initial crude oil service by mid-2015 and the complete system in service in the second half of 2017.
BUSINESS RISKS
The following are risks specific to our oil pipelines business. See page 74 for
information about general risks that affect the company as a whole, including other
operational risks, health, safety and environment (HSE) risks, and financial risks.
Operational
Optimizing and maintaining availability of our oil pipelines is essential to the
success of our oil pipelines business. Interruptions in our pipeline operations impact our
throughput capacity and may result in reduced fixed payment revenues and spot volume opportunities. We manage this by investing in a highly skilled workforce, operating prudently, using risk-based
preventive maintenance programs and making effective capital investments. We use internal inspection equipment to check our pipelines regularly and repair them whenever necessary.
Regulatory
Decisions by Canadian and U.S. regulators can have a significant impact on the
approval, construction, operation and financial performance of our oil pipelines. Public
opinion about crude oil development and production may also have an adverse impact on the regulatory process. There are some individuals and interest groups that are expressing their opposition to
crude oil production by opposing the construction of oil
2013 Management's discussion and analysis -- 41
pipelines. We manage this risk by continuously monitoring regulatory developments and decisions to determine their possible impact on our oil pipelines business and by working closely with our stakeholders in the development and operation of the assets.
Execution, capital costs and permitting
We make substantial capital commitments in large infrastructure projects based on the
assumption that the new assets will offer an attractive return on investment in the
future. Under some contracts, we share the cost of these risks with customers. While we carefully consider the expected cost of our capital projects, under some contracts we bear capital cost risk
which may impact our return on these projects. Our capital projects are also subject to permitting risk which may result in construction delays, increased capital cost and, potentially, reduced
investment returns.
Crude oil supply and demand for pipeline capacity
Demand for crude oil pipeline capacity is dependent on the level of crude oil supply
and demand for refined crude oil products. New producing technologies such as steam
assisted gravity drainage and horizontal drilling in combination with hydraulic fracturing are allowing producers to economically increase development of unconventional resources, such as oil sands
and shale oil at current crude oil prices, and have resulted in increased demand for new crude oil pipeline infrastructure. A decrease in demand for refined crude oil products could adversely impact
the price that crude oil producers receive for their product. Lower margins for crude oil could mean producers curtail their investment in the development of crude oil supplies. Depending on their
severity, these factors would negatively impact the opportunities we have to expand our crude oil pipeline infrastructure and, in the longer term, re-contract with shippers as current agreements
expire.
Competition
As we continue to develop a competitive position in the North American crude oil
transportation market to transport growing WCSB, Williston, Permian and Arkoma basins crude oil
supplies to key North American refining markets and export markets, we face competition from other pipeline companies and to a lesser extent, rail companies which also seek to transport these crude
oil supplies to the same markets. Our success is dependent on our ability to offer and contract transportation services on terms that are market competitive.
42 -- TransCanada PipeLines Limited
Energy
Our Energy business includes a portfolio of power generation assets in Canada and the U.S., and unregulated natural gas storage assets in Alberta.
We own, control or are developing more than 11,800 MW of generation capacity powered by natural gas, nuclear, coal, hydro, wind and solar assets. Our power business in Canada is mainly located in Alberta, Ontario and Québec. Our U.S. power business is located in New York, New England, and Arizona. The assets are largely supported by long-term contracts and some represent low-cost baseload generation, while others are critically located, essential capacity.
We conduct wholesale and retail electricity marketing and trading throughout North America from our offices in Alberta, Ontario and Massachusetts to actively manage our commodity exposure and provide higher returns.
We own or control approximately 156 Bcf of unregulated natural gas storage capacity in Alberta, accounting for approximately one-third of all storage capacity in the province. When combined with the regulated natural gas storage in Michigan (part of the Natural Gas Pipelines segment), we provide approximately 407 Bcf of natural gas storage and related services.
Strategy at a glance We are focusing on low-cost, long-life electrical infrastructure and natural gas storage assets supported by strong market fundamentals and the opportunity for long-term contracts with creditworthy counterparties. Our growing investment in natural gas, nuclear, wind, hydro-power and solar generating facilities demonstrates our commitment to clean, sustainable energy. The growth in demand for power in North America coupled with an electrical infrastructure base that is aging and a societal preference for lower carbon intense electricity production is expected to provide us with the opportunity to participate in new generation and other power infrastructure projects. Natural gas storage's role in balancing and providing reliability and flexibility to the natural gas system is expected to grow as the market expands and becomes more dynamic as a result of the electric grid's increased reliance on gas-fired capacity to backup ever increasing renewable power and from the addition of LNG export terminals. |
1 includes facilities in development |
2013 Management's discussion and analysis -- 43
44 -- TransCanada PipeLines Limited
We are the operator of all of our Energy assets, except for the Sheerness, Sundance A and Sundance B PPAs, Cartier Wind, Bruce A and B and Portlands Energy.
generating capacity (MW) |
type of fuel | description | location | ownership | |||||||
Canadian Power 8,070 MW of power generation capacity (including facilities in development) |
|||||||||||
Western Power 2,636 MW of power supply in Alberta and the western U.S. |
|||||||||||
34 | Bear Creek | 80 | natural gas | Cogeneration plant | Grand Prairie, Alberta | 100% | |||||
35 | Cancarb1 | 27 | natural gas, waste heat | Facility fuelled by waste heat from an adjacent TCPL facility that produces thermal carbon black, a by-product of natural gas | Medicine Hat, Alberta | 100% | |||||
36 | Carseland | 80 | natural gas | Cogeneration plant | Carseland, Alberta | 100% | |||||
37 | Coolidge2 | 575 | natural gas | Simple-cycle peaking facility | Coolidge, Arizona | 100% | |||||
38 | Mackay River | 165 | natural gas | Cogeneration plant | Fort McMurray, Alberta | 100% | |||||
39 | Redwater | 40 | natural gas | Cogeneration plant | Redwater, Alberta | 100% | |||||
40 | Sheerness PPA | 756 | coal | PPA for entire output of facility | Hanna, Alberta | 100% | |||||
41 | Sundance A PPA | 560 | coal | PPA for entire output of facility | Wabamun, Alberta | 100% | |||||
41 | Sundance B PPA (Owned by ASTC Power Partnership3) |
3534 | coal | PPA for entire output of facility | Wabamun, Alberta | 50% | |||||
Eastern Power 2,950 MW of power generation capacity (including facilities in development) |
|||||||||||
42 | Bécancour | 550 | natural gas | Cogeneration plant | Trois-Rivières, Québec | 100% | |||||
43 | Cartier Wind | 3664 | wind | Five wind power projects | Gaspésie, Québec | 62% | |||||
44 | Grandview | 90 | natural gas | Cogeneration plant | Saint John, New Brunswick | 100% | |||||
45 | Halton Hills | 683 | natural gas | Combined-cycle plant | Halton Hills, Ontario | 100% | |||||
46 | Portlands Energy | 2754 | natural gas | Combined-cycle plant | Toronto, Ontario | 50% | |||||
47 | Ontario Solar | 36 | solar | Four solar facilities | Southern Ontario | 100% | |||||
2013 Management's discussion and analysis -- 45
generating capacity (MW) |
type of fuel | description | location | ownership | |||||||
Bruce Power 2,484 MW of power generation capacity through eight nuclear power units |
|||||||||||
48 | Bruce A | 1,4624 | nuclear | Four operating reactors | Tiverton, Ontario | 48.9% | |||||
48 | Bruce B | 1,0224 | nuclear | Four operating reactors | Tiverton, Ontario | 31.6% | |||||
U.S. Power 3,755 MW of power generation capacity |
|||||||||||
49 | Kibby Wind | 132 | wind | Wind farm | Kibby and Skinner Townships, Maine | 100% | |||||
50 | Ocean State Power | 560 | natural gas | Combined-cycle plant | Burrillville, Rhode Island | 100% | |||||
51 | Ravenswood | 2,480 | natural gas and oil | Multiple-unit generating facility using dual fuel-capable steam turbine, combined-cycle and combustion turbine technology | Queens, New York | 100% | |||||
52 | TC Hydro | 583 | hydro | 13 hydroelectric facilities, including stations and associated dams and reservoirs | New Hampshire, Vermont and Massachusetts (on the Connecticut and Deerfield rivers) | 100% | |||||
Unregulated natural gas storage 118 Bcf of non-regulated natural gas storage capacity |
|||||||||||
53 | CrossAlta | 68 Bcf | Underground facility connected to the NGTL System | Crossfield, Alberta | 100% | ||||||
54 | Edson | 50 Bcf | Underground facility connected to the NGTL System | Edson, Alberta | 100% | ||||||
In development |
|||||||||||
55 | Napanee | 900 | natural gas | Proposed combined-cycle plant | Greater Napanee, Ontario | 100% | |||||
56 | Ontario Solar | 50 | solar | Acquisition of five remaining solar facilities from Canadian Solar Solutions Inc. in 2014 | Southern Ontario and New Liskeard, Ontario | 100% | |||||
46 -- TransCanada PipeLines Limited
RESULTS
Comparable EBITDA and comparable EBIT are non-GAAP measures. See page 13 for more information.
year ended December 31 (millions of $) | 2013 | 2012 | 2011 | |||
Canadian Power | ||||||
Western Power1 | 380 | 335 | 483 | |||
Eastern Power2 | 347 | 345 | 297 | |||
Bruce Power | 310 | 14 | 110 | |||
General, administrative and support costs | (50) | (48) | (43) | |||
Canadian Power comparable EBITDA3 | 987 | 646 | 847 | |||
Comparable depreciation and amortization | (172) | (152) | (141) | |||
Canadian Power comparable EBIT3 | 815 | 494 | 706 | |||
U.S. Power (US$) | ||||||
Northeast Power | 370 | 257 | 314 | |||
General, administrative and support costs | (47) | (48) | (41) | |||
U.S. Power comparable EBITDA | 323 | 209 | 273 | |||
Comparable depreciation and amortization | (107) | (121) | (109) | |||
U.S. Power comparable EBIT | 216 | 88 | 164 | |||
Foreign exchange impact | 7 | - | (4) | |||
U.S. Power comparable EBIT (Cdn$) | 223 | 88 | 160 | |||
Natural Gas Storage and other | ||||||
Natural Gas Storage and other | 73 | 77 | 84 | |||
General, administrative and support costs | (10) | (10) | (6) | |||
Natural Gas Storage and other comparable EBITDA3 | 63 | 67 | 78 | |||
Comparable depreciation and amortization | (12) | (10) | (12) | |||
Natural Gas Storage and other comparable EBIT3 | 51 | 57 | 66 | |||
Business development comparable EBITDA and EBIT | (20) | (19) | (25) | |||
Energy comparable EBIT3 | 1,069 | 620 | 907 | |||
Summary | ||||||
Energy comparable EBITDA3 | 1,363 | 903 | 1,168 | |||
Comparable depreciation and amortization | (294) | (283) | (261) | |||
Energy comparable EBIT3 | 1,069 | 620 | 907 | |||
Comparable EBITDA for Energy was $460 million higher in 2013 than in 2012. The increase was the effect of:
2013 Management's discussion and analysis -- 47
Comparable
EBITDA for Energy was $265 million lower in 2012 compared to 2011. This reflected the net effect of:
OUTLOOK
Earnings
We expect 2014 earnings from the Energy segment to be slightly lower than 2013,
assuming the net effect of:
Bruce Power equity income is expected to be consistent with 2013.
Although a significant portion of Energy's output is sold under long-term contracts, revenue from power that is sold under shorter-term forward arrangements or at spot prices will continue to be impacted by fluctuations in commodity prices and changes in seasonal natural gas storage price spreads will impact Natural Gas Storage earnings.
Weather, unplanned outages and unforeseen regulatory changes can play a role in spot markets.
Western Power
Alberta power market fundamentals are strong and new power capacity and transmission
projects are being developed to meet growing demand. In step with economic growth, Alberta
power demand in 2013 was 2.5 per cent higher than 2012, an annual rate that has been relatively consistent since 2009. The outlook for forward oil prices supports ongoing investment in
the oil sands and the associated development is expected to support continuing economic growth and increased power consumption in the province of Alberta. The Alberta Electric System Operator is
forecasting that demand growth will continue to be strong at a three per cent plus annual increase over the next 10 years, and estimates that about 7,000 MW of new generation will
be required.
The strong growth will afford us ample opportunity to participate in new generation additions and other power infrastructure projects. Spot market power prices are a function of many factors, including supply and demand conditions and natural gas prices. The supply of power is largely dictated by the performance of the coal fleet and wind availability, while power demand is highly influenced by weather and seasonal factors. Average spot market power prices in Alberta in 2013 ($80/MWh) were higher than 2012 ($64/MWh) partly due to three significant long-term coal unit outages, demand growth and higher natural gas prices. In 2014, modest supply additions combined with fewer long-term coal unit outages are expected to result in lower spot prices that are more in line with long run historical price levels.
Natural Gas Storage
Natural gas spreads are currently in cyclical lows with 2014 forward summer/winter
spreads below the average experienced in 2013. The strength of summer prices relative to
winter will be heavily influenced by season ending storage inventory levels and increased summer flows out of Alberta.
48 -- TransCanada PipeLines Limited
Eastern Power
All of our existing energy assets in Eastern Power are fully contracted. Our Ontario
assets are contracted with the Ontario Power Authority (OPA) and, as a result, we are
largely shielded from fluctuations in the spot price of electricity in Ontario. The Ontario Independent Electricity System Operator forecasts slight growth in the demand for power in 2014 as
conservation programs and embedded generation offset consumption gains related to stronger economic growth. At the end of 2013, Ontario had retired the majority of its coal-fired fleet.
Bruce Power
In late 2013, the Ontario government released an updated Long-term Energy Plan that
introduced a nuclear refurbishment policy framework for select nuclear units, including the
Bruce Power facilities that we partially own. Bruce Power is considering the implications of the updated Long-term Energy Plan and the site's refurbishment options.
U.S. Power
U.S. northeast power market areas are expected to have minor growth in load demand
in 2014. A larger source of potential growth for power prices will be the expected
higher natural gas prices due to the limited import capability into the U.S. northeast markets and better fundamental support with larger 2013/2014 winter season withdrawals
from storage.
Average New England ISO power prices increased to US$56/MWh in 2013 from US$36/MWh in 2012, primarily driven by higher gas prices. New England power demand increased by approximately one and a half per cent in 2013 compared to 2012, partly due to cold winter weather and modest gains in the economy. The New England ISO forecasts growth in the demand for power of about one and a half per cent per year in the coming years, centred on modest economic growth.
Power demand in New York City in 2013 was similar to 2012, primarily due to tepid economic growth conditions and a cool second half of the summer; however, the average New York ISO power price for New York City increased to US$52/MWh in 2013, compared to approximately US$39/MWh in 2012, as a result of higher natural gas prices. The New York ISO forecasts New York City power demand will grow at a rate of 0.5 per cent per year over the next decade, based on modest growth in the population and the economy.
Our northeastern U.S. power facilities also earn significant revenues through participation in regional capacity markets. Capacity markets compensate power suppliers for being available to provide power, and are intended to promote investment in new and existing power resources needed to meet customer demand and maintain a reliable power system. New England ISO's forward capacity market auction prices have been set at US$2.75/kW month for 2014 with prorated prices coming in slightly higher compared to US$2.50/kW month in 2013. In New York, new demand curve parameters were recently set by FERC order to take effect in summer 2014 and have been modestly reduced compared to the parameters presently in place. Combined with other factors affecting the supply and demand for capacity, including the net effect of these new parameters, capacity prices in 2014 are expected to modestly improve over those realized in 2013. For further information on these developments please see Energy Significant Events on page 59.
Capital expenditures
We spent a total of $152 million in 2013, and expect to spend approximately
$270 million on capital expenditures in Energy in 2014. See page 80 for further
discussion on liquidity risk.
Equity investments and acquisitions
In 2013, we also invested $216 million on the acquisition of four Ontario solar
facilities and $63 million in Bruce Power for capital projects. We expect to spend
approximately $280 million on the acquisition of the remaining five Ontario solar facilities and $90 million on Bruce Power investments in 2014.
2013 Management's discussion and analysis -- 49
UNDERSTANDING THE ENERGY BUSINESS
Our Energy business is made up of three groups:
Energy comparable EBIT contribution by group, excluding business development expenses
year ended December 31, 2013
Power generation capacity contribution by group
year ended December 31, 2013 (includes facilities in development)
Canadian Power
Western Power
We own or have the rights to
approximately 2,600 MW of power supply in Alberta and Arizona through three long-term PPAs, five natural gas-fired cogeneration facilities,
and through Coolidge, a simple-cycle, natural gas peaking facility in Arizona.
Power purchased under long-term contracts is as follows:
Type of contract | With | Expires | ||||
Sheerness PPA | Power purchased under a 20-year PPA | ATCO Power and TransAlta Utilities Corporation | 2020 | |||
Sundance A PPA | Power purchased under a 20-year PPA | TransAlta Utilities Corporation | 2017 | |||
Sundance B PPA | Power purchased under a 20-year PPA (own 50 per cent through our ASTC Power Partnership) |
TransAlta Utilities Corporation | 2020 | |||
Power sold under long-term contracts is as follows:
Type of contract | With | Expires | ||||
Coolidge | Power sold under a 20-year PPA | Salt River Project Agricultural Improvements & Power District | 2031 | |||
Earnings in the Western Power business are maximized by maintaining and optimizing the operations of our power plants, and through various marketing activities.
50 -- TransCanada PipeLines Limited
A disciplined operational strategy is critical to maximizing output and revenue at our cogeneration facilities and maximizing Coolidge earnings, where revenue is based on plant availability, and is not a function of market price.
The marketing function is critical for optimizing returns and managing risk through direct sales to medium and large industrial and commercial companies and other market participants. Our marketing group sells power sourced through the PPAs, markets uncommitted volumes from the cogeneration plants, and buys and sells power and natural gas to maximize earnings from our assets. To reduce exposure associated with uncontracted volumes, we sell a portion of our power in forward sales markets when acceptable contract terms are available.
A portion of our power is retained to be sold in the spot market or under shorter-term forward arrangements. This ensures we have adequate power supply to fulfill our sales obligations if we have unexpected plant outages and provides the opportunity to increase earnings in periods of high spot prices.
The amount sold forward will vary depending on market conditions and market liquidity and has historically ranged between 25 to 75 per cent of expected future production with a higher proportion being hedged in the near term periods. Such forward sales may be completed with medium and large industrial and commercial companies and other market participants and will affect our average realized price (versus spot price) in future periods.
Eastern Power
We own or are developing
approximately 3,000 MW of power generation capacity in eastern Canada. All of the power produced by these assets is sold under long-term
contracts.
Disciplined maintenance of plant operations is critical to the results of our Eastern Power assets, where earnings are based on plant availability and performance.
Assets currently operating under long-term contracts are as follows:
Type of contract | With | Expires | ||||
Bécancour1 | 20-year PPA Steam sold to an industrial customer |
Hydro-Québec | 2026 | |||
Cartier Wind | 20-year PPA | Hydro-Québec | 2032 | |||
Grandview | 20-year tolling agreement to buy 100 per cent of heat and electricity output | Irving Oil | 2025 | |||
Halton Hills | 20-year Clean Energy Supply contract | OPA | 2030 | |||
Portlands Energy | 20-year Clean Energy Supply contract | OPA | 2029 | |||
Ontario Solar2 | 20-year Feed-in Tariff (FIT) contracts | OPA | 2033 | |||
Assets currently in development are as follows:
Type of contract | With | Expires | ||||
Ontario Solar1 | 20-year FIT contracts | OPA | 20 years from in-service date | |||
Napanee | 20-year Clean Energy Supply contract | OPA | 20 years from in-service date | |||
2013 Management's discussion and analysis -- 51
Western and Eastern Power results1,2
Comparable EBITDA and comparable EBIT are non-GAAP measures. See page 13 for more information.
year ended December 31 (millions of $) | 2013 | 2012 | 2011 | ||||
Revenue | |||||||
Western power1 | 609 | 640 | 822 | ||||
Eastern power2 | 400 | 415 | 391 | ||||
Other3 | 108 | 91 | 69 | ||||
1,117 | 1,146 | 1,282 | |||||
Income from equity investments4 | 141 | 68 | 117 | ||||
Commodity purchases resold | |||||||
Western power | (277) | (281) | (368) | ||||
Other5 | (6) | (5) | (9) | ||||
(283) | (286) | (377) | |||||
Plant operating costs and other | (248) | (218) | (242) | ||||
Sundance A PPA arbitration decision 2012 | - | (30) | - | ||||
General, administrative and support costs | (50) | (48) | (43) | ||||
Comparable EBITDA | 677 | 632 | 737 | ||||
Comparable depreciation and amortization | (172) | (152) | (141) | ||||
Comparable EBIT | 505 | 480 | 596 | ||||
Breakdown of comparable EBITDA | |||||||
Western power | 380 | 335 | 483 | ||||
Eastern power | 347 | 345 | 297 | ||||
General, administrative and support costs | (50) | (48) | (43) | ||||
Comparable EBITDA | 677 | 632 | 737 | ||||
52 -- TransCanada PipeLines Limited
Sales volumes and plant availability1,2
Includes our share of volumes from our equity investments.
year ended December 31 | 2013 | 2012 | 2011 | |||||
Sales volumes (GWh) | ||||||||
Supply | ||||||||
Generation | ||||||||
Western power1 | 2,728 | 2,691 | 2,606 | |||||
Eastern power2 | 3,822 | 4,384 | 3,714 | |||||
Purchased | ||||||||
Sundance A & B and Sheerness PPAs3 | 8,223 | 6,906 | 7,909 | |||||
Other purchases | 13 | 46 | 248 | |||||
14,786 | 14,027 | 14,477 | ||||||
Sales | ||||||||
Contracted | ||||||||
Western power1 | 7,864 | 8,240 | 8,381 | |||||
Eastern power2 | 3,822 | 4,384 | 3,714 | |||||
Spot | ||||||||
Western power | 3,100 | 1,403 | 2,382 | |||||
14,786 | 14,027 | 14,477 | ||||||
Plant availability4 | ||||||||
Western power1,5 | 95% | 96% | 97% | |||||
Eastern power2,6 | 90% | 90% | 93% | |||||
Western Power
Western Power's comparable EBITDA in 2013 was
$45 million higher than in 2012. The increase was mainly due to increased volumes purchased under the PPAs and sold at
realized power prices that were comparable to levels achieved in 2012.
The Alberta power market continued to be strong during 2013. Alberta power demand in 2013 was 2.5 per cent higher than 2012. Average spot market power prices in Alberta were $80/MWh in 2013, or 25 per cent higher than 2012, partly due to three significant long-term coal unit outages, demand growth and higher natural gas prices. Realized power prices on power sales can be higher or lower than spot market power prices in any given period as a result of contracting activities.
Purchased volumes in 2013 were higher than 2012 mainly because of the return to service of the Sundance A Unit 1 in early September 2013 and Unit 2 in early October 2013 and increased volumes under the Sundance B PPA.
Western
Power's comparable EBITDA in 2012 was $148 million lower than 2011. This was primarily due to the net effect of:
2013 Management's discussion and analysis -- 53
Approximately 72 per cent of Western Power sales volumes were sold under contract in 2013 compared to 85 per cent in 2012 and 78 per cent in 2011.
Eastern Power
Eastern Power's comparable EBITDA
in 2013 was similar to 2012, due to the net effect of:
In
2012, Eastern Power's comparable EBITDA was $48 million higher than 2011 mainly due to:
Bruce Power
Bruce Power is a nuclear power generation facility located near Tiverton, Ontario and
is comprised of Bruce A and Bruce B. Bruce A Units 1 to 4 have a combined capacity
of approximately 3,000 MW and Bruce B Units 5 to 8 have a combined capacity of approximately 3,200 MW. Bruce B leases the eight nuclear reactors from Ontario Power Generation and
subleases Units 1 to 4 to Bruce A.
Bruce Power's generating capacity is fully contracted with the OPA. Results from Bruce Power fluctuate primarily due to the frequency, scope and duration of planned and unplanned outages.
Under the contract with the OPA, all of the output from Bruce A is sold at a fixed price/MWh. The fixed price is adjusted annually on April 1 for inflation and other provisions under the OPA contract. Bruce A also recovers fuel costs from the OPA.
Bruce A fixed price | Per MWh | |
April 1, 2013 March 31, 2014 | $70.99 | |
April 1, 2012 March 31, 2013 | $68.23 | |
April 1, 2011 March 31, 2012 | $66.33 | |
Under the same contract, all output from Bruce B Units 5 to 8 is subject to a floor price adjusted annually for inflation on April 1.
Bruce B floor price | Per MWh | |
April 1, 2013 March 31, 2014 | $52.34 | |
April 1, 2012 March 31, 2013 | $51.62 | |
April 1, 2011 March 31, 2012 | $50.18 | |
Amounts received under the Bruce B floor price mechanism within a calendar year are subject to repayment if the monthly average spot price exceeds the floor price. Bruce Power has not had to repay any amounts in the past three years.
Bruce B also enters into fixed-price contracts under which it receives or pays the difference between the contract price and the spot price.
54 -- TransCanada PipeLines Limited
Bruce Power results
Our proportionate share
year ended December 31 (millions of $, unless otherwise indicated) | 2013 | 2012 | 2011 | ||||
Income/(loss) from equity investments1 | |||||||
Bruce A | 202 | (149) | 33 | ||||
Bruce B | 108 | 163 | 77 | ||||
310 | 14 | 110 | |||||
Comprised of: | |||||||
Revenues | 1,258 | 763 | 817 | ||||
Operating expenses | (618) | (567) | (565) | ||||
Depreciation and other | (330) | (182) | (142) | ||||
310 | 14 | 110 | |||||
Bruce Power other information | |||||||
Plant availability2 | |||||||
Bruce A3 | 82% | 54% | 90% | ||||
Bruce B | 89% | 95% | 88% | ||||
Combined Bruce Power | 86% | 81% | 89% | ||||
Planned outage days | |||||||
Bruce A | 123 | 336 | 60 | ||||
Bruce B | 140 | 46 | 135 | ||||
Unplanned outage days | |||||||
Bruce A | 63 | 18 | 16 | ||||
Bruce B | 20 | 25 | 24 | ||||
Sales volumes (GWh)1 | |||||||
Bruce A3 | 10,033 | 4,194 | 5,475 | ||||
Bruce B | 7,824 | 8,475 | 7,859 | ||||
17,857 | 12,669 | 13,334 | |||||
Realized sales price per MWh4 | |||||||
Bruce A | $70 | $68 | $66 | ||||
Bruce B | $54 | $55 | $54 | ||||
Combined Bruce Power | $62 | $57 | $57 | ||||
Equity income from Bruce A in 2013 was $351 million higher than 2012. The increase was mainly due to:
2013 Management's discussion and analysis -- 55
Equity income from Bruce B in 2013 was $55 million lower than 2012. The decrease was mainly due to lower volumes and higher operating costs resulting from higher planned outage days.
In 2012, equity income from Bruce A was $182 million lower than 2011. The decrease was mainly due to lower volumes and higher operating costs resulting from the Unit 4 and the Unit 3 West Shift Plus planned outages, partially offset by incremental earnings from Units 1 and 2 which returned to service in October 2012.
In 2012, equity income from Bruce B was $86 million higher than 2011. The increase was mainly due to higher volumes and lower operating costs resulting from fewer outage days, lower lease expense and higher realized prices.
The overall plant availability percentages in 2014 are expected to be high 80s for both Bruce A and Bruce B. Planned maintenance on a Bruce A unit is scheduled to occur in first half of 2014. Planned maintenance on two Bruce B units is scheduled to occur in first and fourth quarters of 2014.
U.S. Power
We own approximately 3,800 MW of power generation capacity in New York and
New England, including plants powered by natural gas, oil, hydro
and wind.
We earn revenues in both New York and New England in two ways by providing capacity and by selling energy. Capacity markets compensate power suppliers for being available to provide power, and are intended to promote investment in new and existing power resources needed to meet customer demand and maintain a reliable power system. The energy markets compensate power providers for the actual energy they supply.
Providing capacity
Capacity revenues in
New York and New England are a function of two factors capacity prices and plant availability. It is
important for us to keep our plant availability high to maximize the amount of capacity we get paid for.
Capacity prices paid to capacity suppliers in New York are determined by a series of voluntary forward auctions and a mandatory spot auction. The forward auctions are bid based while the mandatory spot auction is affected by a demand curve price setting process that is driven by a number of established parameters that are subject to periodic review by the New York ISO and FERC. The parameters are determined for each zone and include the forecasted cost of a new unit entering the market, available existing operable supply and fluctuations in the forecasted demand.
The price paid for capacity in the New England Power Pool is determined by annual competitive auctions which are held three years in advance of the applicable capacity year. Auction results are impacted by actual and projected power demand, power supply, and other factors.
Selling energy
We focus on selling power
under short and long-term contracts to wholesale, commercial and industrial customers. In some cases, power sales are bundled with other energy
services that we earn additional revenues for providing in the following power markets:
We meet our power sales commitments using power we generate ourselves or with power we buy at fixed prices, reducing our exposure to changes in commodity prices.
56 -- TransCanada PipeLines Limited
U.S. Power results
Comparable EBITDA and comparable EBIT are non-GAAP measures. See page 13 for more
information for more details.
year ended December 31 (millions of US$) | 2013 | 2012 | 2011 | ||||
Revenue | |||||||
Power1 | 1,484 | 1,189 | 1,139 | ||||
Capacity | 295 | 234 | 227 | ||||
Other2 | 56 | 51 | 80 | ||||
1,835 | 1,474 | 1,446 | |||||
Commodity purchases resold | (1,003) | (765) | (618) | ||||
Plant operating costs and other2 | (462) | (452) | (514) | ||||
General, administrative and support costs | (47) | (48) | (41) | ||||
Comparable EBITDA | 323 | 209 | 273 | ||||
Comparable depreciation and amortization | (107) | (121) | (109) | ||||
Comparable EBIT | 216 | 88 | 164 | ||||
Sales volumes and plant availability
year ended December 31 | 2013 | 2012 | 2011 | ||||
Physical sales volumes (GWh) | |||||||
Supply | |||||||
Generation | 6,173 | 7,567 | 6,880 | ||||
Purchased | 9,001 | 9,408 | 6,018 | ||||
15,174 | 16,975 | 12,898 | |||||
Plant availability1 | 84% | 85% | 87% | ||||
U.S. Power's comparable EBITDA in 2013 was US$114 million higher than 2012. This reflected the net effect of:
In
2012, U.S. Power's comparable EBITDA was US$64 million lower than 2011. This reflected the net effect of:
Average New York Zone J spot capacity prices were approximately 38 per cent higher in 2013 than in 2012. The increase in spot prices and the impact of hedging activities resulted in higher realized capacity prices in New York in 2013.
Commodity prices in U.S. Power were higher in 2013 as natural gas prices recovered from low levels in 2012. Higher natural gas prices, fuel transportation constraints in the northeast U.S. and severe weather in both winter 2012/13 and summer 2013 were factors that contributed to an average increase of Independent System Operator (ISO) power prices in New England of approximately 55 per cent and New York City of approximately 33 per cent in 2013 compared to 2012.
2013 Management's discussion and analysis -- 57
Physical sales volumes in 2013 decreased compared to 2012. Generation volumes decreased primarily due to lower generation at the Ravenswood facility in fourth quarter 2013 compared to fourth quarter 2012, when Ravenswood ran at higher than normal generation levels during and following Superstorm Sandy when damage at several other power and transmission facilities reduced power supply in New York City. Purchased volumes were also lower in 2013 compared to 2012 as volumes purchased to serve the commercial and industrial customers in the New England market decreased offset by higher volumes in the PJM market.
Power revenue and commodity purchases resold were 25 per cent and 31 per cent higher, respectively, in 2013 compared to 2012 mainly due to the higher commodity prices mentioned above.
As at December 31, 2013, approximately 4,300 GWh or 53 per cent of U.S. Power's planned generation is contracted for 2014, and 1,800 GWh or 24 per cent for 2015. Planned generation fluctuates depending on hydrology, wind conditions, commodity prices and the resulting dispatch of the assets. Power sales fluctuate based on customer usage.
Natural Gas Storage
We own or control 156 Bcf of non-regulated natural gas storage capacity in
Alberta. This includes contracts for long-term, Alberta-based storage capacity from a third
party, which expire in 2030, subject to early termination rights in 2015. This business operates independently from our regulated natural gas transmission business and from ANR's regulated storage
business, which are included in our Natural Gas Pipelines segment.
Storage capacity
year ended December 31, 2013 | Working gas storage capacity (Bcf) |
Maximum injection/ withdrawal capacity (MMcf/d) |
||
Edson | 50 | 725 | ||
CrossAlta | 68 | 550 | ||
Third-party storage | 38 | 630 | ||
156 | 1,905 | |||
Our natural gas storage business helps balance seasonal and short-term supply and demand, and adds flexibility to the delivery of natural gas to markets in Alberta and the rest of North America. Market volatility creates arbitrage opportunities and our natural gas storage facilities also give customers the ability to capture value from short-term price movements.
The natural gas storage business is affected by the change in seasonal natural gas price spreads, which are generally determined by the differential in natural gas prices between the traditional summer injection and winter withdrawal seasons. We manage this exposure by economically hedging storage capacity with a portfolio of third-party storage capacity contracts and proprietary natural gas purchases and sales. We sell a portfolio of short, medium and long-term storage products to participants in the Alberta and interconnected gas markets.
Proprietary natural gas storage transactions include a forward purchase of natural gas to be injected into storage and a simultaneous forward sale of natural gas for withdrawal at a later period, typically during the winter withdrawal season. By matching purchase and sales volumes on a back-to-back basis, we lock in future positive margins, effectively eliminating our exposure to seasonal natural gas price spreads.
These forward natural gas contracts provide highly effective economic hedges but do not meet the specific criteria for hedge accounting and, therefore, are recorded at their fair value through net income based on the forward market prices for the contracted month of delivery. We record changes in the fair value of these contracts in revenues. We do not include changes in the fair value of natural gas forward purchase and sales contracts when we calculate comparable earnings, because they do not represent the amounts that will be realized on settlement.
58 -- TransCanada PipeLines Limited
Natural Gas Storage and other results
Comparable EBITDA and comparable EBIT are non-GAAP measures. See page 13 for more
information.
year ended December 31 (millions of $) | 2013 | 2012 | 2011 | |||
Natural Gas Storage and other1 | 73 | 77 | 84 | |||
General, administrative and support costs | (10) | (10) | (6) | |||
Comparable EBITDA | 63 | 67 | 78 | |||
Comparable depreciation and amortization | (12) | (10) | (12) | |||
Comparable EBIT | 51 | 57 | 66 | |||
Comparable EBITDA in 2013 was $4 million lower than 2012, mainly due to lower realized natural gas storage price spreads, partially offset by incremental earnings from CrossAlta resulting from the acquisition of the remaining 40 per cent interest in December 2012.
In 2012, comparable EBITDA was $11 million lower than 2011, mainly due to lower realized natural gas storage price spreads, partially offset by lower operating costs.
SIGNIFICANT EVENTS
Canadian Power
Ontario Solar
In late 2011, we agreed to
buy nine Ontario solar generation facilities (combined capacity of 86 MW) from Canadian Solar Solutions Inc., for approximately
$500 million. We completed the acquisition of the first facility for $55 million in June 2013, two additional facilities in September 2013 for $99 million, and a
fourth facility in December 2013 for $62 million. We expect the acquisition of the remaining five facilities to close in 2014, subject to satisfactory completion of the related
construction activities and regulatory approvals. All power produced by the solar facilities is currently or will be sold under 20-year PPAs with the OPA.
Cancarb Limited and Cancarb Waste Heat Facility
On January 20, 2014
we announced we had reached an agreement for the sale of Cancarb Limited, our thermal carbon black facility, and its related power generation
facility for $190 million subject to closing adjustments. The sale is expected to close in late first quarter 2014.
Bécancour
In June 2013,
Hydro-Québec notified us that it would exercise its option to extend the agreement to suspend all electricity generation from the
Bécancour power plant through 2014. In December 2013, we entered into an amendment to the original suspension agreement with Hydro-Québec to further extend
suspension of generation through to the end of 2017. Under the amendment, Hydro-Québec continues to have the option (subject to certain conditions) to further extend the suspension past
2017. The amendment also includes revised provisions intended to reduce Hydro-Québec's payments to us for Bécancour's natural gas transportation costs during the
suspension period, although we retain our ability to recover our full capacity costs under the Electricity Supply Contract with Hydro-Québec while the facility is suspended. Final
execution of this amendment is conditional on the pending approval by the Régie de l'énergie.
Sundance A
Sundance A Unit
1 returned to service in September 2013 and Sundance A Unit 2 returned to service in October 2013, following an outage that began in
December 2010. The operator was ordered by an arbitration panel in July 2012 to rebuild these units.
2013 Management's discussion and analysis -- 59
The revenues and costs recorded in first quarter 2012 from the Sundance A PPA were offset by a second quarter 2012 charge recorded as a result of the July 2012 Sundance A arbitration decision. which determined that the units were in force majeure effective November 2011. We recorded the $50 million charge to second quarter 2012 earnings, of which $20 million related to amounts accrued in 2011. Throughout 2011, revenues and costs had been recorded as though the outages were interruptions of supply in accordance with the terms of the PPA.
Bruce Power
In April 2013, Bruce
Power announced that it had reached an agreement with the OPA to extend the Bruce B floor price through to the end of the decade, which is expected
to coincide with the 2019 and 2020 end of life dates for the Bruce B units.
Bruce Power returned Bruce A Unit 4 to service in April 2013 after completing an expanded life extension outage investment program, which began in August 2012. It is anticipated that this investment will allow Unit 4 to operate until at least 2021.
On January 31, 2014, Cameco Corporation (Cameco) announced it had agreed to sell its 31.6 per cent limited partnership interest in Bruce B to BPC Generation Infrastructure Trust (BPC). We are considering our option to increase our Bruce B ownership percentage.
Napanee
In December 2012, we
signed a contract with the OPA to develop, own and operate a new 900 MW natural gas-fired power plant at Ontario Power Generation's Lennox
site in eastern Ontario in the town of Greater Napanee. The project is on schedule and we expect to complete the permitting process in late 2014. We expect to invest approximately $1.0 billion
in the Napanee facility during construction and commercial operations are expected to begin in late 2017 or early 2018.
U.S. Power
Capacity prices in the New York market are established through a series of forward
auctions and utilize a demand curve administered price for purposes of setting
the monthly spot price. The demand curve, among other inputs, uses assumptions with respect to the expected cost of the most likely peaking generation technology applicable to
new entrants to the market. In January 2014, the FERC accepted a new rate for the demand curve that was filed by New York ISO as part of its triennial Demand Curve Reset
(DCR) process. The filing changed the generation technology used in the DCR versus that used during the last reset process for New York City Zone J where Ravenswood operates. We do not expect
this change to impact Zone J capacity prices in 2014, however, this new assumption does have the potential to negatively affect these capacity prices in 2015 and 2016.
Additionally, another recent FERC decision affecting future capacity auctions in New England Power Pool (NEPOOL) may potentially improve capacity price conditions in 2018 and beyond, for our assets that are located in NEPOOL.
BUSINESS RISKS
The following are risks specific to our energy business. See page 74 for
information about general risks that affect the company as a whole.
Fluctuating power and natural gas market prices
Power and natural gas prices are affected by fluctuations in supply and demand, weather,
and by general economic conditions. The power generation facilities in our Western
Power operations in Alberta, and in our U.S. Power operations in New England and New York, are exposed to commodity price volatility. Earnings from these businesses are generally
correlated to the prevailing power supply and demand conditions and the price of natural gas, as power prices are usually set by gas-fired power supplies. Extended periods of low gas prices will
generally exert downward pressure on power prices and therefore earnings from these facilities. Our Coolidge Generating Station and our portfolio of assets in Eastern Canada are fully contracted, and
are
60 -- TransCanada PipeLines Limited
therefore not subject to fluctuating commodity prices. Bruce Power's exposure to fluctuating power prices is discussed further below.
To mitigate the impact of power price volatility in Alberta and the U.S. northeast, we sell a portion of our supply under medium to long-term sales contracts where contract terms are acceptable. A portion of our power is retained to be sold in the spot market or under shorter-term forward arrangements to ensure we have adequate power supply to fulfill sales obligations if unexpected plant outages occur. This unsold supply is exposed to fluctuating power and natural gas market prices. As power sales contracts expire, new forward contracts are entered into at prevailing market prices.
Under an agreement with the OPA, Bruce B volumes are subject to a floor price mechanism. When the spot market price is above the floor price, Bruce B's non-contracted volumes are subject to spot price volatility. When spot prices are below the floor price, Bruce B receives the floor price for all of its output. Bruce B also enters into third party fixed-price contracts where it receives the difference between the contract price and spot price. All Bruce A output is sold into the Ontario wholesale power spot market under a fixed-price contract with the OPA.
Our natural gas storage business is subject to fluctuating seasonal natural gas price spreads which are generally determined by the differential in natural gas prices between the traditional summer injection and winter withdrawal seasons.
U.S. Power capacity payments
A significant portion of revenues earned by Ravenswood and a portion of revenues earned
by our power facilities in New England are driven by capacity payments.
Fluctuations in capacity prices can have a material impact on these businesses, particularly in New York. New York capacity prices are determined by a series of voluntary forward
auctions and a mandatory spot auction. The forward auctions are bid based while the mandatory spot auction is affected by a demand curve price setting process that is driven by a number of established
parameters that are subject to periodic review by the New York ISO and FERC. These parameters are determined for each capacity zone and include the forecasted cost of a new unit entering the
market, available existing operable supply and fluctuations in forecasted demand. Capacity payments are also a function of plant availability which is discussed below.
Plant availability
Optimizing and maintaining plant availability is essential to the continued success of
our Energy business. Unexpected outages or extended planned outages at our power plants
can increase maintenance costs, lower plant output and sales revenue and lower capacity payments and margins. We may also have to buy power or natural gas on the spot market to meet our delivery
obligations.
We manage this risk by investing in a highly skilled workforce, operating prudently, running comprehensive, risk-based preventive maintenance programs and making effective capital investments.
For facilities we do not operate, our purchase agreements include a financial remedy if a plant owner does not deliver as agreed. The Sundance and Sheerness PPAs, for example, require the producers to pay us market-based penalties if they cannot supply the amount of power we have agreed to purchase.
Regulatory
We operate in both regulated and deregulated power markets in both the
United States and Canada. These markets are subject to various federal, state and provincial
regulations in both countries. As power markets evolve across North America, there is the potential for regulatory bodies to implement new rules that could negatively affect us as a generator and
marketer of electricity.
These may be in the form of market rule changes, changes in the interpretation and application of market rules by regulators, price caps, emission controls, cost allocations to generators and
out-of-market actions taken by others to build excess generation, all of which negatively affect the price of power or capacity, or both. In addition, our development projects rely on an orderly
permitting process and any disruption to that process can have negative effects on project
2013 Management's discussion and analysis -- 61
schedules and costs. We are an active participant in formal and informal regulatory proceedings and take legal action where required.
Weather
Significant changes in temperature and other weather events have many effects on our
business, ranging from the impact on demand, availability and commodity prices, to
efficiency and output capability.
Extreme temperature and weather can affect market demand for power and natural gas and can lead to significant price volatility. Extreme weather can also restrict the availability of natural gas and power if demand is higher than supply.
Seasonal changes in temperature can reduce the efficiency of our natural gas-fired power plants, and the amount of power they produce. Variable wind speeds affect earnings from our wind assets.
Hydrology
Our hydroelectric power generation facilities in the northeastern U.S. are subject
to potential hydrology risks that can impact the volume of water available for
generation at these facilities including weather changes and events, local river management and potential dam failures at these plants or upstream facilities.
Execution, capital cost and permitting
Energy's construction programs are subject to execution, capital cost and permitting
risks.
62 -- TransCanada PipeLines Limited
Corporate
OTHER INCOME STATEMENT ITEMS
year ended December 31 (millions of $) | 2013 | 2012 | 2011 | |||
Comparable interest expense | 1,045 | 1,037 | 1,080 | |||
Comparable interest income and other | (80) | (126) | (94) | |||
Comparable income tax | 656 | 472 | 565 | |||
Net income attributable to non-controlling interests | 105 | 96 | 107 | |||
Preferred share dividends | 20 | 22 | 22 | |||
year ended December 31 (millions of $) | 2013 | 2012 | 2011 | |||
Comparable interest on long-term debt (including interest on junior subordinated notes) |
||||||
Canadian dollar-denominated | 495 | 513 | 490 | |||
U.S. dollar-denominated | 766 | 740 | 734 | |||
Foreign exchange | 20 | - | (7) | |||
1,281 | 1,253 | 1,217 | ||||
Other interest and amortization expense | 51 | 84 | 165 | |||
Capitalized interest | (287) | (300) | (302) | |||
Comparable interest expense | 1,045 | 1,037 | 1,080 | |||
Comparable interest expense this year was $8 million higher compared to 2012 because of incremental interest on long term debt issues of:
as well as higher foreign exchange on interest expense related to U.S. dollar denominated debt, partially offset by Canadian and U.S. dollar denominated debt maturities. In addition, there was a decrease in capitalized interest due to Bruce Units 1 and 2 being placed in service in 2012, partially offset by increased capitalized interest on the Gulf Coast project.
Comparable
interest expense in 2012 was $43 million lower than 2011 because of lower interest expense on amounts due to affiliates, and the impacts of debt repayments of $980 million and
$1,272 million in 2012 and 2011. The decrease was partially offset
by the negative impact of a stronger U.S. dollar on U.S. dollar denominated interest and incremental interest on debt issues of:
2013 Management's discussion and analysis -- 63
Comparable interest income and other was $46 million lower compared to 2012. This decrease was mainly because of losses in 2013 compared to gains in 2012 on the settlement of derivatives used to manage our net exposure to foreign exchange rate fluctuations on U.S. dollar-denominated income and on translation of foreign denominated working capital balances. In 2012, comparable interest income and other was $32 million higher than 2011 because of higher gains in 2012 on derivatives used to manage exposure to foreign exchange rate fluctuations on U.S. dollar-denominated income and on translation of foreign denominated working capital.
Comparable income tax increased $184 million in 2013 compared to 2012 mainly because of higher pre-tax earnings in 2013 compared to 2012 combined with changes in the proportion of income earned between Canadian and foreign jurisdictions. In 2012, comparable income tax decreased $93 million from 2011 because of lower pre-tax earnings.
Net income attributable to non-controlling interests increased in 2013 compared to 2012 primarily due to the sale of a 45 per cent interest in each of GTN LLC and Bison to TC PipeLines, LP in July 2013.
Net income attributable to non-controlling interests decreased in 2012 compared to 2011 because of lower earnings in TC PipeLines, LP mainly due to lower earnings from Great Lakes, partially offset by a full year of earnings from GTN and Bison.
64 -- TransCanada PipeLines Limited
Financial condition
We strive to maintain strong financial capacity and flexibility in all parts of an economic cycle, and rely on our operating cash flows to sustain our business, pay dividends and fund a portion of our growth.
We believe we have the financial capacity to fund our existing capital program through our predictable cash flow from our operations, access to capital markets, cash on hand and substantial committed credit facilities.
We access capital markets to meet our financing needs, manage our capital structure and to preserve our credit ratings.
Balance sheet analysis
As of December 31, 2013, total assets increased $5.3 billion, total
liabilities increased $3.2 billion and total equity rose $2.1 billion compared
to December 31, 2012.
The increase in assets is primarily due to increases in property, plant and equipment, intangible and other assets, and equity investments. Property, plant and equipment increased by $3.9 billion primarily due to the construction of the Gulf Coast project, expansion of our Mexican pipelines projects and further investment in the NGTL System.
Intangible and other assets rose by $0.5 billion due to the increase in our capital projects under development. Equity investments increased by $0.4 billion primarily due to an increase in our investment in Bruce B.
2013 Management's discussion and analysis -- 65
Capital structure
at December 31 (millions of $) | 2013 | 2012 | ||
Notes payable | 1,842 | 2,275 | ||
Due from affiliates | (2,721) | (2,889) | ||
Due to affiliates | 1,439 | 1,904 | ||
Long-term debt | 22,865 | 18,913 | ||
Junior subordinated notes | 1,063 | 994 | ||
Cash and cash equivalents | (895) | (537) | ||
Debt, net of cash and cash equivalents | 23,593 | 20,660 | ||
Equity controlling interests | 20,021 | 18,304 | ||
Equity non-controlling interests | 1,417 | 1,036 | ||
Total equity | 21,438 | 19,340 | ||
45,031 | 40,000 | |||
In 2013 we issued $4.3 billion and repaid $1.3 billion of long term debt. The strengthening of the U.S. dollar also contributed a $1 billion increase on translation of our U.S. dollar-denominated debt. In 2013, notes payable decreased by $0.4 billion and cash and cash equivalents increased by $0.4 billion.
Total equity increased $2.1 billion in 2013 mainly due to an increase in retained earnings, $899 million common share issuances to TransCanada and a $400 million common unit issuance by TC PipeLines, LP.
Consolidated capital structure
at December 31, 2013
The following table shows how we have financed our business activities over the last three years. We continue to fund our extensive capital program through cash flow from operations supplemented by capital market financing activity.
year ended December 31 (millions of $) | 2013 | 2012 | 2011 | |||
Net cash provided by operations | 3,643 | 3,546 | 3,567 | |||
Net cash used in investing activities | (5,120) | (3,256) | (3,054) | |||
(Deficiency)/surplus | (1,477) | 290 | 513 | |||
Net cash provided by/(used in) financing activities | 1,807 | (367) | (536) | |||
330 | (77) | (23) | ||||
Liquidity will continue to be comprised of predictable cash flow generated from operations, committed credit facilities, our ability to access debt and equity markets in both Canada and the U.S., and portfolio management including additional drop downs of assets into TC PipeLines, LP.
66 -- TransCanada PipeLines Limited
As at December 31, 2013, we were in compliance with all of our financial covenants. Provisions of various trust indentures and credit arrangements that certain of our subsidiaries are party to restrict those subsidiaries' ability to declare and pay dividends or make distributions under certain circumstances. If such restrictions apply, they may, in turn, have an impact on our ability to declare and pay dividends on our common and preferred shares. In the opinion of management, these provisions do not currently restrict or alter our ability to declare or pay dividends. These trust indentures and credit arrangements also require us to comply with various affirmative and negative covenants and maintain certain financial ratios.
Net cash provided by operations
year ended December 31 (millions of $) | 2013 | 2012 | 2011 | |||
Funds generated from operations | 3,977 | 3,259 | 3,360 | |||
(Increase)/decrease in operating working capital | (334) | 287 | 207 | |||
Net cash provided by operations | 3,643 | 3,546 | 3,567 | |||
Funds generated from operations, a non-GAAP measure, helps us assess the cash generating ability of our operations, excluding the timing effects of working capital changes. See page 13 for more information about non-GAAP measures.
At
December 31, 2013, our current liabilities were higher than our current assets, leaving us with a working capital deficit of $907 million. This short-term deficiency is considered to
be in the normal course of business and is managed through:
Net cash used in investing activities
year ended December 31 (millions of $) | 2013 | 2012 | 2011 | |||
Capital expenditures | 4,461 | 2,595 | 2,513 | |||
Other investing activities | 659 | 661 | 541 | |||
Our 2013 capital expenditures were incurred primarily for construction of the Gulf Coast project, expanding our NGTL System and construction of our Mexican pipelines. Other investing activities in 2013 included the acquisitions of four solar facilities from Canadian Solar Solutions Inc.
We are developing quality projects under our long-term $38 billion capital program. These long-life infrastructure assets are supported by long-term commercial arrangements and once completed, are expected to generate significant growth in earnings and cashflow.
Our
$38 billion capital program is comprised of $12 billion of small to medium-sized projects and $26 billion of large scale projects each of which are subject to key commercial
or regulatory approvals. The portfolio is expected to be financed through our growing internally generated cash flow and a combination of funding options including:
Additional financing alternatives available include discrete equity issuances.
2013 Management's discussion and analysis -- 67
Net cash provided by/(used in) financing activities
year ended December 31 (millions of $) | 2013 | 2012 | 2011 | |||
Long-term debt issued, net of issue costs | 4,253 | 1,491 | 1,622 | |||
Long-term debt repaid | (1,286) | (980) | (1,272) | |||
Notes payable (repaid)/issued, net | (492) | 449 | (224) | |||
Dividends and distributions paid | (1,454) | (1,361) | (1,294) | |||
Advances (to)/from affiliates, net | (297) | (235) | (2,090) | |||
Common shares issued | 899 | 269 | 2,401 | |||
Partnership units of subsidiary issued, net of issue costs | 384 | - | 321 | |||
Preferred shares redeemed | (200) | - | - | |||
Long-term debt issued:
Long-term
debt retired:
In January 2013, we issued 7.2 million common shares to TransCanada resulting in proceeds of $345 million.
In March 2013, we issued 3.1 million common shares to TransCanada resulting in proceeds of $154 million.
In October 2013, we redeemed four million outstanding 5.60 per cent Cumulative Redeemable First Preferred Shares Series U. The Series U Shares were redeemed at a price of $50 per share plus $0.5907 of accrued and unpaid dividends. The total face value of the outstanding Series U Shares was $200 million and carried an aggregate of $11.2 million in annualized dividends.
In November 2013, we issued 8.5 million common shares to TransCanada resulting in proceeds of $400 million.
In January 2014, we issued 9.1 million common shares to TransCanada resulting in proceeds of $440 million.
In January 2014, we announced the redemption of Series Y preferred shares at a price of $50 per share plus $0.2455 representing accrued and unpaid dividends. The total face value of the outstanding Series Y Shares was $200 million and carried an aggregate of $11 million in annualized dividends.
The net proceeds of the above offerings were used for general corporate purposes and to reduce short-term indebtedness.
In May 2013, TC PipeLines, LP completed a public offering of 8,855,000 common units at US$43.85 per common unit for gross proceeds of US$388 million. We contributed an additional approximate US$8 million to maintain our general partnership interest and did not purchase any other units. Upon completion of this offering, our ownership interest in TC PipeLines, LP decreased from 33.3 per cent to 28.9 per cent.
68 -- TransCanada PipeLines Limited
In July 2013, TC PipeLines, LP entered into a five-year, US$500 million medium-term loan, maturing July 2018. The proceeds from the public offering, term loan and partner contribution were used to finance the acquisition of the 45 per cent interest in GTN and Bison from us.
As at December 31, 2013, we had unused capacity of $2.0 billion, $2.0 billion and US$4.0 billion under our equity, Canadian debt and U.S. debt shelf prospectuses to facilitate future access to the North American debt and equity markets.
Credit facilities
We have committed, revolving credit facilities to primarily support our commercial
paper programs. The commercial paper programs, along with additional demand credit facilities
are used for general corporate purposes, including issuing letters of credit and providing additional liquidity.
At December 31, 2013, we had $6.2 billion (2012 $5.3 billion) in unsecured credit facilities, including:
Amount | Unused capacity |
Borrower | For | Matures | ||||
$3.0 billion | $3.0 billion | TCPL | Committed, syndicated, revolving, extendible credit facility that supports TCPL's Canadian commercial paper program | December 2018 | ||||
US$1.0 billion | US$0.8 billion | TransCanada PipeLine USA Ltd. (TCPL USA) | Committed, syndicated, revolving, extendible credit facility that is used for TCPL USA general corporate purposes | November 2014 | ||||
US$1.0 billion | US$1.0 billion | TransCanada American Investments Ltd. (TAIL) | Committed, syndicated, revolving, extendible credit facility that supports the TAIL U.S. dollar commercial paper program in the U.S. | November 2014 | ||||
$1.1 billion | $0.3 billion | TCPL / TCPL USA | Demand lines for issuing letters of credit and as a source of additional liquidity. At December 31, 2013, we had outstanding $0.7 billion in letters of credit under these lines | Demand | ||||
At December 31, 2013, our operated affiliates had $0.3 billion of undrawn capacity on committed credit facilities.
Related Party Debt Financing
Related party debt consists of amounts due to/from affiliates.
Amount | For | Matures | ||||
Discount Notes | $2.7 billion | Discount notes issued to TransCanada; used for general corporate purposes. | 2014 | |||
Credit Facility | US$0.6 billion | Demand revolving credit facility arrangement with TransCanada; used for general corporate purposes. | n/a | |||
Credit Facility | $0.9 billion | TransCanada Energy Investments Ltd. unsecured credit facility agreement; used to repay indebtedness, make partner contributions to Bruce A, and for working capital and general corporate purposes. | 2014 | |||
2013 Management's discussion and analysis -- 69
Contractual obligations
Payments due (by period)
at December 31, 2013 (millions of $) |
Total | less than 12 months |
12 - 36 months |
37 - 60 months |
more than 60 months |
|||||
Notes payable | 1,842 | 1,842 | - | - | - | |||||
Long-term debt (includes junior subordinated notes) |
23,928 | 973 | 3,751 | 2,494 | 16,710 | |||||
Operating leases (future annual payments for various premises, services and equipment, less sub-lease receipts) |
752 | 90 | 177 | 160 | 325 | |||||
Purchase obligations | 8,187 | 3,134 | 2,914 | 1,068 | 1,071 | |||||
Other long-term liabilities reflected on the balance sheet | 386 | 8 | 16 | 18 | 344 | |||||
35,095 | 6,047 | 6,858 | 3,740 | 18,450 | ||||||
Our contractual obligations include our long-term debt, operating leases, purchase obligations and other liabilities incurred in our business such as environmental liability funds and employee retirement and post-retirement benefit plans.
Long-term debt
At the end of 2013, we had $22.9 billion of long-term debt and $1.1 billion
of junior subordinated notes, compared to $18.9 billion of long-term debt and
$1.0 billion of junior subordinated notes at December 31, 2012.
Total notes payable were $1.8 billion at the end of 2013 compared to $2.3 billion at the end of 2012.
We attempt to spread out the maturity profile of our debt. The majority of our obligations mature beyond five years with an average term of 12 years.
At December 31, 2013, scheduled principal repayments and interest payments related to long-term debt were as follows:
Principal repayments
Payments due (by period)
at December 31, 2013 (millions of $) |
Total | less than 12 months |
12 - 36 months |
37 - 60 months |
more than 60 months |
|||||
Notes payable | 1,842 | 1,842 | - | - | - | |||||
Long-term debt | 22,865 | 973 | 3,751 | 2,494 | 15,647 | |||||
Junior subordinated notes | 1,063 | - | - | - | 1,063 | |||||
25,770 | 2,815 | 3,751 | 2,494 | 16,710 | ||||||
Interest payments
Payments due (by period)
at December 31, 2013 (millions of $) |
Total | less than 12 months |
12 - 36 months |
37 - 60 months |
more than 60 months |
|||||
Long-term debt | 16,798 | 1,254 | 2,315 | 2,111 | 11,118 | |||||
Junior subordinated notes | 3,614 | 68 | 135 | 135 | 3,276 | |||||
20,412 | 1,322 | 2,450 | 2,246 | 14,394 | ||||||
70 -- TransCanada PipeLines Limited
Operating leases
Our operating leases for premises, services and equipment expire at different times between now and
2052. Some of our operating leases include the option to renew the agreement
for one to 10 years.
Our commitments under the Alberta PPAs are considered operating leases. Future payments under these PPAs depend on plant availability, so we do not include them in our summary of future obligations. Our share of power purchased under the PPAs in 2013 was $242 million (2012 $238 million; 2011 $309 million).
We have subleased a part of the PPAs to third parties under terms and conditions similar to our own leases.
Purchase obligations
We have purchase obligations that are transacted at market prices and in the normal
course of business, including long-term natural gas transportation and purchase
arrangements.
Capital expenditure commitments include signed contracts related to the construction of growth projects and are based on the projects proceeding as planned. Changes to these projects, including cancellation, would reduce or possibly eliminate these commitments as a result of cost mitigation efforts.
Payments due (by period)
(not including pension plan contributions)
at December 31, 2013 (millions of $) |
Total | less than 12 months |
12 - 36 months |
37 - 60 months |
more than 60 months |
|||||
Natural Gas Pipelines | ||||||||||
Transportation by others1 | 463 | 134 | 173 | 133 | 23 | |||||
Capital expenditures2,3 | 1,252 | 845 | 407 | - | - | |||||
Other | 13 | 7 | 4 | 2 | - | |||||
Oil Pipelines | ||||||||||
Capital expenditures2,4 | 2,537 | 1,223 | 1,188 | 126 | - | |||||
Other | 70 | 7 | 14 | 14 | 35 | |||||
Energy | ||||||||||
Commodity purchases5 | 2,568 | 496 | 929 | 655 | 488 | |||||
Capital expenditures2,6 | 120 | 47 | 60 | 13 | - | |||||
Other7 | 1,140 | 353 | 137 | 125 | 525 | |||||
Corporate | ||||||||||
Information technology and other | 24 | 22 | 2 | - | - | |||||
8,187 | 3,134 | 2,914 | 1,068 | 1,071 | ||||||
2013 Management's discussion and analysis -- 71
KEY PURCHASE COMMITMENTS
Ontario Solar
In December 2011, we announced an agreement to purchase nine solar facilities in
Ontario with a combined capacity of 86 MW at a cost of approximately
$500 million. To date, we have purchased four of the nine solar facilities at a cost of $216 million, with the expectation to acquire the remaining facilities in 2014.
GUARANTEES
Bruce Power
We and our partners, Cameco and BPC, have severally guaranteed one-third of some of
Bruce B's contingent financial obligations related to power sales agreements, a lease
agreement and contractor services. The Bruce B guarantees have terms to 2018 except for one guarantee with no termination date that has no exposure associated with it.
We and BPC have each severally guaranteed half of certain contingent financial obligations of Bruce A related to a sublease agreement, an agreement with the OPA to restart the Bruce A power generation units, and certain other financial obligations. The Bruce A guarantees have terms to 2019.
At December 31, 2013, our share of the potential exposure under the Bruce A and B guarantees was estimated to be $629 million. The carrying amount of these guarantees was estimated to be $8 million. Our exposure under certain of these guarantees is unlimited.
Other jointly owned entities
We and our partners in certain
other jointly owned entities have also guaranteed (jointly, severally, or jointly and severally) the financial performance of these entities
relating mainly to redelivery of natural gas, PPA payments and the payment of liabilities. The guarantees have terms ranging from 2014 to 2040.
Our share of the potential exposure under these assurances was estimated at December 31, 2013 to be a maximum of $51 million. The carrying amount of these guarantees was $10 million, and is included in other long-term liabilities. In some cases, if we make a payment that exceeds our ownership interest, the additional amount must be reimbursed by our partners.
OBLIGATIONS PENSION AND OTHER POST-RETIREMENT PLANS
In 2014, we expect to make funding contributions of approximately $70 million for the defined benefit
pension plans, approximately $6 million for the other
post-retirement benefit plans and approximately $34 million for the savings plan and defined contribution pension plans. We also expect to provide a $47 million letter of credit to our
Canadian defined benefit plan in lieu of cash funding.
In 2013, we made funding contributions of $79 million to our defined benefit pension plans, $6 million for the other post-retirement benefit plans and $29 million for the savings plan and defined contribution pension plans. We also provided a $59 million letter of credit to a defined benefit plan in lieu of cash funding.
72 -- TransCanada PipeLines Limited
Outlook
The next actuarial valuation for our pension and other post-retirement benefit plans
will be carried out as at January 1, 2015. Based on current market conditions, we
expect funding requirements for these plans to approximate 2013 levels for several years. This will allow us to amortize solvency deficiencies in the plans, in addition to normal funding costs.
Our net benefit cost for our defined benefit and other post-retirement plans increased to $134 million in 2013 from $99 million, mainly due to a lower discount rate used to measure the benefit obligation.
Future
net benefit costs and the amount we will need to contribute to fund our plans will depend on a range of factors, including:
We do not expect future increases in the level of funding needed to maintain our plans to have a material impact on our liquidity.
2013 Management's discussion and analysis -- 73
Other information
RISKS AND RISK MANAGEMENT
The following is a summary of general risks that affect our company. You can find risks
specific to each operating business segment in the business segment discussions.
Risk management is integral to the successful operation of our business. Our strategy is to ensure that our risks and related exposures are in line with our business objectives and risk tolerance.
We build risk assessment into our decision-making processes at all levels.
The Board's Governance Committee oversees our risk management activities, including making sure there are appropriate management systems in place to manage our risks, and adequate Board oversight of our risk management policies, programs and practices. Other Board committees oversee specific types of risk: the Audit Committee oversees management's role in monitoring financial risk, the Human Resources Committee oversees executive resourcing and compensation, organizational capabilities and compensation risk, and the Health, Safety and Environment Committee oversees operational, safety and environmental risk through regular reporting from management.
Our executive leadership team is accountable for developing and implementing risk management plans and actions, and effective risk management is reflected in their compensation.
Operational risks
Business interruption
Operational risks, including
labour disputes, equipment malfunctions or breakdowns, acts of terror, or natural disasters and other catastrophic events, could decrease revenues,
increase costs or result in legal or other expenses, all of which could reduce our earnings. We have incident, emergency and crisis management systems to ensure an effective response to minimize
further loss or injuries and to enhance our ability to resume operations. We have comprehensive insurance to mitigate certain of these risks, but insurance does not cover all events in all
circumstances. Losses that are not covered by insurance may have an adverse effect on our operations, earnings, cash flow and financial position.
Our reputation and relationships
Stakeholders, such as Aboriginal
communities, other communities, landowners, governments and government agencies, and environmental non-governmental organizations can have a
significant impact on our operations, infrastructure development and overall reputation. Our Stakeholder Engagement Framework which we have implemented across
the company is our formal commitment to stakeholder engagement. Our four core values integrity, collaboration,
responsibility and innovation are at the heart of our commitment to stakeholder engagement, and guide us in our interactions with stakeholders.
Execution and capital costs
Investing in large infrastructure
projects involves substantial capital commitments, based on the assumption that these assets will deliver an attractive return on investment
in the future. Under some contracts, we share the cost of these risks with customers, in exchange for the potential benefit they will realize when the project is finished. While we carefully consider
the expected cost of our capital projects, under some contracts we bear capital cost overrun risk which may decrease our return on these projects.
Cyber security
Security threats, including cyber
security threats, and related disruptions can have a negative impact on our business. We rely on our information technology to process,
transmit and store electronic information, including information we use to safely operate our assets. A breach in the security of our information technology could expose our business to a risk of
loss, misuse or interruption of critical information and
74 -- TransCanada PipeLines Limited
functions. This could affect our operations, damage our assets, result in safety incidents, damage to the environment, reputational harm, competitive disadvantage, regulatory enforcement actions and potential litigation, which could have a material adverse effect on our operations, financial position and results of operations.
Pipeline abandonment costs
The NEB's Land Matters
Consultation Initiative (LMCI) is an initiative that will require all Canadian pipeline companies regulated by the NEB to set aside funds to cover future
abandonment costs.
The NEB provided several key guiding principles during the LMCI process, including the position that abandonment costs are a legitimate cost of providing pipeline service and are recoverable, upon NEB approval, from users of the individual pipeline systems. The first hearing addressing the basis and the approach to the determination of specific pipeline abandonment cost estimates was held in October 2012. Additional hearings and the Board's decisions are scheduled to be completed by June 2014. We do not expect the collection of funds to begin until 2015 at the earliest.
Health, safety and environment
Our approach to managing health and safety and protecting the environment is guided by
our HSE commitment statement, which outlines guiding principles for a safe and healthy
environment for our employees, contractors and the public, and expresses our commitment to protect the environment.
We are committed to continually improving our occupational health and safety performance, and to promoting safety on and off the job, in the belief that all occupational injuries and illnesses are preventable. We strive to work with companies and contractors who share our commitment and approach. We also have environmental controls in place, including physical design, programs, procedures and processes, to help manage the environmental risk factors we are exposed to, including spills and releases.
Management monitors HSE performance and is kept informed about operational issues and initiatives through formal incident and issues management processes and regular reporting.
The safety and integrity of our existing and newly-developed infrastructure is also a top priority. All assets are designed, constructed and commissioned with full consideration given to safety and integrity, and are brought in service only after all necessary requirements have been satisfied. We spent $376 million in 2013 for pipeline integrity on the pipelines we operate, an increase of $67 million over 2012 primarily due to increased levels of in-line pipeline inspection on all systems as well an increased amount of pipe replacement required due to population encroachment on the pipelines. Under the approved regulatory models in Canada, non-capital pipeline integrity expenditures on NEB-regulated pipelines are generally treated on a flow-through basis and, as a result, these expenditures have minimal impact on our earnings. Under the Keystone contracts, pipeline integrity expenditures are recovered through the tolling mechanism and, as a result, these expenditures have no impact on our earnings. Our safety record in 2013 continued to exceed industry benchmarks.
Spending associated with public safety on Energy assets is focused primarily on our hydro dams and associated equipment.
Our
main environmental risks are:
As described in the Business interruption section, above, we have a set of procedures in place to manage our response to natural disasters and other catastrophic events such as forest fires, tornadoes, earthquakes, floods, volcanic eruptions and hurricanes. The procedures, which are included in the Operating Procedures in our Incident Management System, are designed to help protect the health and safety of our employees,
2013 Management's discussion and analysis -- 75
minimize risk to the public and limit the impact any operational issues caused by a natural disaster might have on the environment.
Environmental compliance and liabilities
Our facilities are subject to
stringent federal, state, provincial and local environmental statutes and regulations governing environmental protection, including air and GHG
emissions, water quality, wastewater discharges and waste management. Our facilities are required to obtain and comply with a wide variety of environmental registrations, licences, permits and other
approvals and requirements. Failure to comply could result in administrative, civil or criminal penalties, remedial requirements or orders for future operations.
We continually monitor our facilities to ensure compliance with all environmental requirements. We routinely monitor proposed changes in environmental policy, legislation and regulation, and where the risks are potentially large or uncertain, we comment on proposals independently or through industry associations.
We are not aware of any material outstanding orders, claims or lawsuits related to releasing or discharging any material into the environment or in connection with environmental protection.
Compliance obligations can result in significant costs associated with installing and maintaining pollution controls, fines and penalties resulting from any failure to comply, and potential limitations on operations.
Remediation obligations can result in significant costs associated with the investigation and remediation of contaminated properties, and with damage claims arising from the contamination of properties.
It
is not possible to estimate the amount and timing of all our future expenditures related to environmental matters because:
At December 31, 2013, we had accrued approximately $32 million related to these obligations ($37 million at the end of 2012). This represents the amount that we have estimated that we will need to manage our currently known environmental liabilities. We believe that we have considered all necessary contingencies and established appropriate reserves for environmental liabilities; however, there is the risk that unforeseen matters may arise requiring us to set aside additional amounts. We adjust this reserve quarterly to account for changes in liabilities.
Greenhouse gas emissions regulation risk
We own assets and have business
interests in a number of regions where there are regulations to address industrial GHG emissions. We have procedures in place to comply with
these regulations, including:
76 -- TransCanada PipeLines Limited
There are federal, regional, state and provincial initiatives currently in development. While economic events may continue to affect the scope and timing of new regulations, we anticipate that most of our facilities will be subject to future regulations to manage industrial GHG emissions.
Financial risks
We are exposed to market risk, counterparty credit risk and liquidity risk, and have
strategies, policies and limits in place to mitigate their impact on our earnings, cash
flow and, ultimately, shareholder value.
These strategies, policies and limits are designed to ensure our risks and related exposures are in line with our business objectives and risk tolerance. We manage market risk and counterparty credit risk within limits that are ultimately established by the Board, implemented by senior management and monitored by our risk management and internal audit groups. Management monitors compliance with market and counterparty risk management policies and procedures, and reviews the adequacy of the risk management framework, overseen by the Audit Committee. Our internal audit group assists the Audit Committee by carrying out regular and ad-hoc reviews of risk management controls and procedures, and reporting up to the Audit Committee.
Market risk
We build and invest in large
infrastructure projects, buy and sell energy commodities, issue short-term and long-term debt (including amounts in foreign currencies) and invest
in foreign operations. Certain of these activities expose us to market risk from changes in commodity prices and foreign exchange and interest rates which may affect our earnings and the value of the
financial instruments we hold.
We
use derivative contracts to assist in managing our exposure to market risk, including:
We assess contracts we use to manage market risk to determine whether all, or a portion of it, meets the definition of a derivative.
2013 Management's discussion and analysis -- 77
Commodity price risk
We are exposed to changes
in commodity prices, especially electricity and natural gas, which may affect our earnings. We use several strategies to reduce this exposure,
including:
Foreign exchange and interest rate risk
Certain of our businesses
generate income in U.S. dollars, but since we report in Canadian dollars, changes in the value of the U.S. dollar against the Canadian
dollar can affect our net income. As our U.S. dollar-denominated operations continue to grow, our exposure to changes in currency rates increases. Some of this risk is offset by interest
expense on U.S. dollar-denominated debt and by using foreign exchange derivatives.
We have floating interest rate debt which subjects us to interest rate cash flow risk. We manage this using a combination of interest rate swaps and options.
Average exchange rate U.S. to Canadian dollars
2013 | 1.03 | |
2012 | 1.00 | |
2011 | 0.99 | |
The impact of changes in the value of the U.S. dollar on our U.S. operations is significantly offset by other U.S. dollar-denominated items, as set out in the table below. Comparable EBIT is a non-GAAP measure. See page 13 for more information.
Significant U.S. dollar-denominated amounts
year ended December 31 (millions of US$) | 2013 | 2012 | 2011 | |||
U.S. and International Natural Gas Pipelines comparable EBIT | 542 | 660 | 761 | |||
U.S. Oil Pipelines comparable EBIT | 389 | 363 | 301 | |||
U.S. Power comparable EBIT | 216 | 88 | 164 | |||
Interest on U.S. dollar-denominated long-term debt | (766) | (740) | (734) | |||
Capitalized interest on U.S. dollar-denominated capital expenditures | 219 | 124 | 116 | |||
U.S. non-controlling interests and other | (196) | (192) | (192) | |||
404 | 303 | 416 | ||||
We hedge our net investment in foreign operations (on an after-tax basis) with U.S. dollar-denominated debt, cross-currency interest rate swaps, foreign exchange forward contracts and foreign exchange options.
78 -- TransCanada PipeLines Limited
Derivatives designated as a net investment hedge
The fair values and notional or principal amounts for the derivatives designated as a
net investment hedge were as follows:
2013 |
2012 |
|||||||
at December 31 (millions of $) | Fair value1 |
Notional or principal amount |
Fair value1 |
Notional or principal amount |
||||
U.S. dollar cross-currency interest rate swaps (maturing 2014 to 2019)2 | (201) | US 3,800 | 82 | US 3,800 | ||||
U.S. dollar foreign exchange forward contracts (maturing 2014) | (11) | US 850 | - | US 250 | ||||
(212) | US 4,650 | 82 | US 4,050 | |||||
U.S. dollar-denominated debt designated as a net investment hedge
at December 31 (millions of $) | 2013 | 2012 | ||
Carrying value | 14,200 (US 13,400) | 11,100 (US 11,200) | ||
Fair value | 16,000 (US 15,000) | 14,300 (US 14,400) | ||
The balance sheet classification of the fair value of derivatives used to hedge our U.S. dollar net investment in foreign operations is as follows:
at December 31 (millions of $) | 2013 | 2012 | ||
Other current assets | 5 | 71 | ||
Intangible and other assets | - | 47 | ||
Accounts payable and other | (50) | (6) | ||
Other long-term liabilities | (167) | (30) | ||
(212) | 82 | |||
Counterparty credit risk
We have exposure to counterparty credit risk in
the following areas:
If
a counterparty fails to meet its financial obligations to us according to the terms and conditions of the financial instrument, we could experience a financial loss. We manage our exposure to this
potential loss using recognized credit management techniques, including:
There is no guarantee, however, these techniques will protect us from material losses.
2013 Management's discussion and analysis -- 79
We review our accounts receivable regularly and record allowances for doubtful accounts using the specific identification method. We had no significant credit losses in 2013 and no significant amounts past due or impaired at year end. We had a credit risk concentration of $240 million at December 31, 2013 with one counterparty ($259 million in 2012). This amount is secured by a guarantee from the counterparty's parent company and we anticipate collecting the full amount.
We have significant credit and performance exposure to financial institutions because they hold cash deposits and provide committed credit lines and letters of credit that help manage our exposure to counterparties and provide liquidity in commodity, foreign exchange and interest rate derivative markets.
Liquidity risk
Liquidity risk is the risk that
we will not be able to meet our financial obligations as they come due. We manage our liquidity by continuously forecasting our cash flow for a
12 month period and making sure we have adequate cash balances, cash flow from operations, committed and demand credit facilities and access to capital markets to meet our operating, financing
and capital expenditure obligations under both normal and stressed economic conditions.
See page 65 for more information about our financial condition.
Dealing with legal proceedings
Legal proceedings, arbitrations
and actions are part of doing business. While we cannot predict the final outcomes of proceedings and actions with certainty, management does
not expect any current proceeding or action to have a material impact on our consolidated financial position, results of operations or liquidity. We are not aware of any potential legal proceeding or
action that would have a material impact on our consolidated financial position, results of operations or liquidity.
CONTROLS AND PROCEDURES
We meet Canadian and U.S. regulatory requirements for disclosure controls and
procedures, internal control over financial reporting and related CEO and CFO
certifications.
Disclosure controls and procedures
We carried out an evaluation under the supervision and with the participation of
management, including our President and CEO and our CFO, of the effectiveness of our disclosure
controls and procedures as at December 31, 2013 as required by the Canadian securities regulatory authorities and by the SEC. Based on this evaluation, our President and CEO and our CFO have
concluded that the disclosure controls and procedures are effective in that they are designed to ensure that the information we are required to disclose in reports we file with or send to securities
regulatory authorities is recorded, processed, summarized and reported within the time periods specified under Canadian and U.S. securities laws.
Management's annual report on internal control over financial reporting
We are responsible for establishing and maintaining adequate internal control over
financial reporting, which is a process designed by, or under the supervision of, our
President and CEO and our CFO, and effected by our board of directors, management and other personnel, to provide reasonable assurance regarding the reliability of financial reporting and the
preparation of financial statements for external purposes in accordance with GAAP.
Under the supervision and with the participation of management, including our President and CEO and our CFO, an evaluation of the effectiveness of the internal control over financial reporting was conducted as of December 31, 2013 based on the criteria described in "Internal Control Integrated Framework" issued in 1992 by the Committee of Sponsoring Organizations of the Treadway Commission. Based on this assessment, management determined that, as of December 31, 2013, the internal control over financial reporting was effective.
80 -- TransCanada PipeLines Limited
Limitations of the effectiveness of controls
Management's assessment included an evaluation of the design and testing of the
operational effectiveness of internal control over financial reporting. Because of its inherent
limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that
controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
Changes in internal control over financial reporting
There has been no change in our internal control over financial reporting that occurred
during the year ended December 31, 2013, that has materially affected, or is
reasonably likely to materially affect, our internal control over financial reporting.
Effective January 1, 2014, management implemented an Enterprise Resource Planning (ERP) system, which had no impact on our internal control over financial reporting at December 31, 2013. As a result of the ERP system, certain processes supporting our internal control over financial reporting are expected to change in 2014. Management will continue to monitor these processes going forward.
CEO AND CFO CERTIFICATIONS
Our President and CEO and our CFO have attested to the quality of the public disclosure
in our fiscal 2013 reports filed with Canadian securities regulators and the SEC, and
have filed certifications with them.
CRITICAL ACCOUNTING ESTIMATES
When we prepare financial statements that conform with GAAP, we are required to make
certain estimates and assumptions that affect the timing and amount we record for our
assets, liabilities, revenues and expenses because these items may be affected by future events. We base the estimates and assumptions on the most current information available, using our best
judgment. We also regularly assess the assets and liabilities themselves.
The following accounting estimates require us to make the most significant assumptions when preparing our financial statements and changes in these assumptions could have a material impact on the financial statements.
Rate-regulated accounting
Under GAAP, a company qualifies to use rate-regulated accounting (RRA) when it meets
three criteria:
We believe that the regulated natural gas pipelines we account for using RRA meet these criteria. The most significant impact of using these principles is the timing of when we recognize certain expenses and revenues, which is based on the economic impact of the regulators' decisions about our revenues and tolls, and may be different from what would otherwise be expected under GAAP. Regulatory assets represent costs that are expected to be recovered in customer rates in future periods. Regulatory liabilities are amounts that are expected to be refunded through customer rates in future periods.
2013 Management's discussion and analysis -- 81
Regulatory assets and liabilities
at December 31 (millions of $) | 2013 | 2012 | |||
Regulatory assets | |||||
Long-term assets | 1,735 | 1,629 | |||
Short-term assets (included in other current assets) | 42 | 178 | |||
Regulatory liabilities |
|||||
Long-term liabilities | 229 | 268 | |||
Short-term liabilities (included in accounts payable and other) | 7 | 100 | |||
Impairment of long-lived assets and goodwill
We review long-lived assets (such as plant, property and equipment) and intangible assets for
impairment whenever events or changes in circumstances lead us to believe we might
not be able to recover an asset's carrying value. If the total of the undiscounted future cash flows we estimate for an asset is less than its carrying value, we consider its fair value to be less
than its carrying value, and we calculate an impairment loss to recognize this.
Goodwill
We test goodwill for impairment
annually or more frequently if events or changes in circumstances lead us to believe it might be impaired. We assess qualitative factors to
determine whether events or changes in circumstances indicate that goodwill might be impaired, and if we conclude that it is not more likely than not that the fair value of the reporting unit is
greater than its carrying value, we use a two-step process to test for impairment:
We
base these valuations on our projections of future cash flows, which involves making estimates and assumptions about:
If our assumptions change significantly, our requirement to record an impairment charge could also change. There is a risk that adverse changes in key assumptions could result in a future impairment of a portion of the goodwill balance relating to Great Lakes. These assumptions could be negatively impacted by factors including changes in customer demand at Great Lakes for pipeline capacity and services, weather, levels of natural gas in storage, and regulatory decisions. Our share of the goodwill related to Great Lakes, net of non-controlling interests, was US$266 million at December 31, 2013 (2012 US$266 million).
82 -- TransCanada PipeLines Limited
Asset retirement obligations
When there is a legal obligation to set aside funds to cover future abandonment costs,
and we can reasonably estimate them, we recognize the fair value of the asset retirement
obligation (ARO) in our financial statements.
We cannot determine when we will retire many of our hydro-electric power plants, oil pipelines, natural gas pipelines and transportation facilities and regulated natural gas storage systems because we intend to operate them as long as there is supply and demand, and so we have not recorded obligations for them.
For
those we do record, we use the following assumptions:
The ARO is initially recorded when the obligation exists and is subsequently accreted through charges to operating expenses.
We continue to evaluate our future abandonment obligations and costs and monitor developments that could affect the amounts we record.
Canadian regulated pipelines
The NEB's LMCI is an initiative for all pipeline companies regulated under the
National Energy Board Act (Canada) to begin
collecting and setting aside funds to cover future abandonment costs.
As part of the guidance provided by the initiative, the NEB has stated that abandonment costs are a legitimate cost of providing pipeline service and should be recoverable (with NEB approval) from system users.
In
May 2009, the NEB established several filing deadlines for pipeline companies, including deadlines for
We filed estimates for our regulated Canadian oil and natural gas pipelines in November 2011 as required. In February 2013, the NEB issued its Reasons for Decision regarding pipeline abandonment cost estimates. We filed revisions to our estimates in April 2013 and January 2014. In February and April 2013, we filed our set-aside and collection mechanism applications. An oral hearing to consider both applications commenced on January 14, 2014. Based on the NEB's direction in 2009, the earliest we could begin collecting funds through cost of service tolls would be 2015. The specific impacts on tolls will depend on the 2014 proceeding related to the collection mechanism.
2013 Management's discussion and analysis -- 83
FINANCIAL INSTRUMENTS
All financial instruments, including both derivative and non-derivative
instruments, are recorded on the balance sheet at fair value unless they were entered into and continue
to be held for the purpose of receipt or delivery in accordance with our normal purchases and normal sales exemptions and are documented as such. In addition, fair value accounting is not required for
other financial instruments that qualify for certain accounting exemptions.
Non-derivative financial instruments
Fair value of non-derivative financial instruments
The fair value of our notes
receivable is calculated by discounting future payments of interest and principal using forward interest rates. The fair value of long-term debt has
been estimated using an income approach based on quoted market prices for the same or similar debt instruments from external data providers. The fair value of available for sale assets has been
calculated using quoted market prices where available. Credit risk has been taken into consideration when calculating the fair value of non-derivative financial instruments.
Certain non-derivative financial instruments including cash and cash equivalents, accounts receivable, intangibles and other assets, notes payable, accounts payable and other, accrued interest and other long-term liabilities have carrying amounts that equal their fair value due to the nature of the item or the short time to maturity.
Contractual maturities of non-derivative liabilities
The following tables detail the
remaining contractual maturities for our non-derivative financial liabilities, including both the principal and interest cash flows:
Contractual principal repayments of non-derivative financial liabilities
at December 31, 2013 (millions of $) |
Total | 2014 | 2015 and 2016 |
2017 and 2018 |
2019 and thereafter |
|||||
Notes payable | 1,842 | 1,842 | - | - | - | |||||
Long-term debt | 22,865 | 973 | 3,751 | 2,494 | 15,647 | |||||
Junior subordinated notes | 1,063 | - | - | - | 1,063 | |||||
25,770 | 2,815 | 3,751 | 2,494 | 16,710 | ||||||
Interest payments on non-derivative financial liabilities
at December 31, 2013 (millions of $) |
Total | 2014 | 2015 and 2016 |
2017 and 2018 |
2019 and thereafter |
|||||
Long-term debt | 16,798 | 1,254 | 2,315 | 2,111 | 11,118 | |||||
Junior subordinated notes | 3,614 | 68 | 135 | 135 | 3,276 | |||||
20,412 | 1,322 | 2,450 | 2,246 | 14,394 | ||||||
Derivative instruments
We use derivative instruments to reduce
volatility associated with fluctuations in commodity prices, interest rates and foreign exchange rates. We apply hedge accounting to
derivative instruments that qualify. The effective portion of the change in the fair value of hedging derivatives for cash flow hedges and hedges of our net investment in foreign operations are
recorded in other comprehensive income (OCI) in the period of change. Any ineffective portion is recognized in net income in the same financial category as the underlying transaction. The change in
the fair value of derivative instruments that have been designated as fair value hedges are recorded in net income in interest income and other and interest expense.
Derivative instruments that are not designated or do not qualify for hedge accounting treatment have been entered into as economic hedges to manage our exposure to market risk (held for trading). Changes in the fair
84 -- TransCanada PipeLines Limited
value of held for trading derivative instruments are recorded in net income in the period of change. This may expose us to increased variability in reported operating results since the fair value of the held for trading derivative instruments can fluctuate significantly from period to period.
The recognition of gains and losses on the derivatives for the Canadian natural gas regulated pipelines exposures is determined through the regulatory process. Gains and losses arising from changes in the fair value of derivatives accounted for as part of RRA, including those that qualify for hedge accounting treatment, can be recovered through the tolls charged by us. As a result, these gains and losses are deferred as regulatory assets or regulatory liabilities and are refunded to or collected from the ratepayers in subsequent years when the derivative settles.
Fair value of derivative instruments
The fair value of foreign
exchange and interest rate derivatives has been calculated using the income approach which uses year-end market rates and applies a discounted cash
flow valuation model. The fair value of power and natural gas derivatives have been calculated using quoted market prices where available. In the absence of quoted market prices, third-party broker
quotes or other valuation techniques have been used. Credit risk has been taken into consideration when calculating the fair value of derivative instruments.
Balance sheet presentation of derivative instruments
The balance sheet classification of the fair value of the derivative instruments is
as follows:
at December 31 (millions of $) | 2013 | 2012 | ||
Other current assets | 395 | 259 | ||
Intangible and other assets | 112 | 187 | ||
Accounts payable and other | (357) | (283) | ||
Other long-term liabilities | (255) | (186) | ||
(105) | (23) | |||
Anticipated timing of settlement derivative instruments
The anticipated timing of settlement for derivative instruments assumes constant commodity prices, interest rates and foreign
exchange rates. Settlements will vary based on the
actual value of these factors at the date of settlement.
at December 31, 2013 (millions of $) |
Total fair value |
2014 | 2015 and 2016 |
2017 and 2018 |
|||||
Derivative instruments held for trading | |||||||||
Assets | 346 | 268 | 74 | 4 | |||||
Liabilities | (371) | (288) | (81) | (2) | |||||
Derivative instruments in hedging relationships | |||||||||
Assets | 161 | 128 | 33 | - | |||||
Liabilities | (241) | (70) | (143) | (28) | |||||
(105) | 38 | (117) | (26) | ||||||
2013 Management's discussion and analysis -- 85
The effect of derivative instruments on the consolidated statement of income
The following summary does not include hedges of our net investment in foreign operations.
year ended December 31 (millions of $) |
2013 | 2012 | |||
Derivative instruments held for trading1 | |||||
Amount of unrealized gains/(losses) in the year | |||||
Power | 19 | (30) | |||
Natural gas | 17 | 2 | |||
Foreign exchange | (10) | (1) | |||
Amount of realized (losses)/gains in the year | |||||
Power | (49) | 5 | |||
Natural gas | (13) | (10) | |||
Foreign exchange | (9) | 26 | |||
Derivative instruments in hedging relationships2,3 | |||||
Amount of realized (losses)/gains in the year | |||||
Power | (19) | (130) | |||
Natural gas | (2) | (23) | |||
Interest | 5 | 7 | |||
86 -- TransCanada PipeLines Limited
Derivatives in cash flow hedging relationships
The components of the Consolidated statement of OCI related to derivatives in
cash flow hedging relationships is as follows:
year ended December 31 (millions of $, pre-tax) |
2013 | 2012 | |||
Change in fair value of derivative instruments recognized in OCI (effective portion) | |||||
Power | 117 | 83 | |||
Natural Gas | (1) | (21) | |||
Foreign Exchange | 5 | (1) | |||
121 | 61 | ||||
Reclassification of gains on derivative instruments from AOCI to net income (effective portion) | |||||
Power | 40 | 147 | |||
Natural Gas | 4 | 54 | |||
Interest | 16 | 18 | |||
60 | 219 | ||||
Gains on derivative instruments recognized in earnings (ineffective portion) | |||||
Power | 8 | 7 | |||
8 | 7 | ||||
Credit risk related contingent features of derivative instruments
Derivatives often contain financial assurance provisions that may require us to provide collateral if a
credit risk-related contingent event occurs (for example, if our
credit rating is downgraded to non-investment grade). We may also need to provide collateral if the fair value of our derivative financial instruments exceeds pre-defined exposure limits.
Based on contracts in place and market prices at December 31, 2013, the aggregate fair value of all derivative contracts with credit-risk-related contingent features that were in a net liability position was $16 million (2012 $37 million), with collateral provided in the normal course of business of nil (2012 nil).
If the credit-risk-related contingent features in these agreements were triggered on December 31, 2013, we would have been required to provide additional collateral of $16 million (2012 $37 million) to our counterparties. We have sufficient liquidity in the form of cash and undrawn committed revolving bank lines to meet these contingent obligations should they arise.
ACCOUNTING CHANGES
Changes in accounting policies for 2013
Balance sheet offsetting/netting
Effective January 1, 2013,
we adopted the Accounting Standards Update (ASU) on disclosures about balance sheet offsetting as issued by the Financial Accounting Standards
Board (FASB) to enable readers to evaluate the effects of netting arrangements on our financial position. Adoption of the ASU has resulted in increased qualitative and quantitative disclosures about
certain derivative instruments that are either offset in accordance with current GAAP or are subject to a master netting arrangement or similar agreement.
2013 Management's discussion and analysis -- 87
Accumulated other comprehensive income
Effective January 1, 2013,
we adopted the ASU on reporting of amounts reclassified out of accumulated other comprehensive income (AOCI) as issued by the FASB. Adoption
of the ASU has resulted in providing additional qualitative and quantitative disclosures about significant amounts reclassified out of AOCI into net income.
Future accounting changes
Obligations resulting from joint and several liability arrangements
In February 2013, the FASB
issued guidance for recognizing, measuring, and disclosing obligations resulting from joint and several liability arrangements when the total
amount of the obligation is fixed at the reporting date. Debt arrangements, other contractual obligations, and settled litigation and judicial rulings are examples of these obligations. This ASU is
effective retrospectively for fiscal years, and interim reporting periods within those years, beginning after December 15, 2013. We are evaluating the impact that adopting the ASU would have on
our consolidated financial statements, but do not expect it to have a material impact.
Foreign currency matters cumulative translation adjustment
In March 2013, the FASB issued amended guidance
related to the release of the cumulative translation adjustment into net income when a parent either sells a part or all
of its investment in a foreign entity or no longer holds a controlling financial interest in a subsidiary or group of assets that is a business. This ASU is effective prospectively for fiscal years,
and interim reporting periods within those years, beginning after December 15, 2013. Early adoption is allowed as of the beginning of the entity's fiscal year. We are evaluating the impact that
adopting this ASU would have on our consolidated financial statements, but do not expect it to have a material impact.
Unrecognized tax benefit
In July 2013, the FASB
issued amended guidance on the financial statement presentation of an unrecognized tax benefit when a net operating loss carryforward, a similar
tax loss, or a tax credit carryforward exists. This ASU is effective prospectively for fiscal years and interim reporting periods within those years, beginning after December 15, 2014. Early
adoption is permitted. We are evaluating the impact that adopting the ASU would have on our consolidated financial statements, but do not expect it to have a material impact.
QUARTERLY RESULTS
Selected quarterly consolidated financial data
(unaudited, millions of $, except per share amounts)
2013 | Fourth | Third | Second | First | |||||
Revenues | 2,332 | 2,204 | 2,009 | 2,252 | |||||
Net income attributable to common shares | 436 | 494 | 381 | 458 | |||||
Comparable earnings | 426 | 460 | 373 | 382 | |||||
Share statistics | |||||||||
Net income per share basic and diluted | $0.58 | $0.66 | $0.51 | $0.62 | |||||
2012 | Fourth | Third | Second | First | |||||
Revenues | 2,089 | 2,126 | 1,847 | 1,945 | |||||
Net income attributable to common shares | 315 | 379 | 282 | 362 | |||||
Comparable earnings | 327 | 359 | 310 | 373 | |||||
Share statistics | |||||||||
Net income per share basic and diluted | $0.43 | $0.51 | $0.38 | $0.49 | |||||
88 -- TransCanada PipeLines Limited
Factors affecting quarterly financial information by business segment
Quarter-over-quarter revenues and net income fluctuate for reasons that vary across our business
segments.
In
Natural Gas Pipelines, except for seasonal fluctuations in short-term throughput volumes on U.S. pipelines, quarter-over-quarter revenues and net income generally remain relatively stable
during any fiscal year. Over the long term, however, they fluctuate because of:
In Oil Pipelines, annual revenues and net income are based on contracted crude oil transportation and uncommitted spot transportation. Quarter-over-quarter revenues and net income during any particular fiscal year remain relatively stable.
In
Energy, quarter-over-quarter revenues and net income are affected by:
Factors affecting financial information by quarter
We calculate comparable measures by adjusting certain GAAP and non-GAAP measures for
specific items we believe are significant but not reflective of our underlying operations
in the period.
Comparable earnings exclude the unrealized gains and losses from changes in the fair value of certain derivatives used to reduce our exposure to certain financial and commodity price risks. These derivatives provide effective economic hedges, but do not meet the criteria for hedge accounting. As a result, the changes in fair value are recorded in net income. As these amounts do not accurately reflect the gains and losses that will be realized at settlement, we do not consider them part of our underlying operations.
In second quarter 2013, comparable earnings excluded a $25 million favourable income tax adjustment due to the enactment of Canadian Federal tax legislation relating to Part VI.I tax in June 2013.
In first quarter 2013, comparable earnings excluded $84 million of net income in 2013 related to 2012 from the NEB decision.
In second quarter 2012, comparable earnings excluded a $15 million after tax charge ($20 million pre-tax) from the Sundance A PPA arbitration decision.
2013 Management's discussion and analysis -- 89
FOURTH QUARTER 2013 HIGHLIGHTS
Reconciliation of non-GAAP measures
three months ended December 31 (unaudited) (millions of $, except per share amounts) |
2013 | 2012 | |||
EBITDA | 1,320 | 1,040 | |||
Non-comparable risk management activities affecting EBITDA | (29) | 12 | |||
Comparable EBITDA | 1,291 | 1,052 | |||
Comparable depreciation and amortization | (396) | (343) | |||
Comparable EBIT | 895 | 709 | |||
Other income statement items |
|||||
Comparable interest expense | (254) | (262) | |||
Comparable interest income and other | 19 | 30 | |||
Comparable income tax | (196) | (122) | |||
Net income attributable to non-controlling interests | (35) | (23) | |||
Preferred share dividends | (3) | (5) | |||
Comparable earnings | 426 | 327 | |||
Specific item (net of tax): | |||||
Risk management activities1 | 10 | (12) | |||
Net income attributable to common shares | 436 | 315 | |||
Comparable interest expense | (254) | (262) | |||
Specific item: | |||||
Risk management activities1 | - | - | |||
Interest expense | (254) | (262) | |||
Comparable interest income and other | 19 | 30 | |||
Specific item: | |||||
Risk management activities1 | (9) | (5) | |||
Interest income and other | 10 | 25 | |||
Comparable income tax expense | (196) | (122) | |||
Specific item: | |||||
Risk management activities1 | (10) | 5 | |||
Income tax expense | (206) | (117) | |||
three months ended December 31 (unaudited) (millions of $) |
2013 | 2012 | ||
Risk management activities gains/(losses): | ||||
Canadian Power | (2) | (6) | ||
U.S. Power | 36 | (5) | ||
Natural Gas Storage | (5) | (1) | ||
Foreign exchange | (9) | (5) | ||
Income tax attributable to risk management activities | (10) | 5 | ||
Total gains/(losses) from risk management activities | 10 | (12) | ||
90 -- TransCanada PipeLines Limited
Comparable EBITDA and comparable EBIT by Business Segment
three months ended December 31, 2013 (unaudited) (millions of $) |
Natural Gas Pipelines |
Oil Pipelines |
Energy | Corporate | Total | |||||
Comparable EBITDA | 778 | 198 | 346 | (31) | 1,291 | |||||
Comparable depreciation and amortization | (280) | (38) | (74) | (4) | (396) | |||||
Comparable EBIT | 498 | 160 | 272 | (35) | 895 | |||||
three months ended December 31, 2012 (unaudited) (millions of $) |
Natural Gas Pipelines |
Oil Pipelines |
Energy | Corporate | Total | |||||
Comparable EBITDA | 690 | 172 | 222 | (32) | 1,052 | |||||
Comparable depreciation and amortization | (236) | (36) | (68) | (3) | (343) | |||||
Comparable EBIT | 454 | 136 | 154 | (35) | 709 | |||||
Comparable earnings
Comparable earnings in fourth quarter 2013 were
$99 million higher compared to the same period in 2012.
The
increase in comparable earnings was primarily the result of:
These
increases were partly offset by:
Net income attributable to common shares
Our net income attributable to
common shares was $436 million in fourth quarter 2013 compared to $315 million for the same period in 2012.
Highlights by business segment
Natural Gas Pipelines
Natural Gas Pipelines comparable
EBIT increased $44 million for the three months ended December 31, 2013 compared to the same period in 2012 because of higher
earnings from the Canadian Mainline due to the NEB decision in March 2013 and higher earnings from the NGTL System because of a higher average investment base associated with 2013 capital
expenditures and the impact of the 2013-2014 NGTL Settlement which included a higher ROE of 10.10 per cent on 40 per cent deemed common equity. These increases were
partially offset by lower contributions from GTN and Bison due to reduced effective ownership and lower revenue and higher OM&A costs at ANR.
Natural Gas Pipelines comparable depreciation and amortization increased by $44 million for the three months ended December 31, 2013 compared to the same period in 2012 mainly due to a 2013 true-up for the higher composite depreciation rate in the 2013-2014 NGTL Settlement approved in November 2013, a higher investment base on the NGTL System, and the impact of the NEB decision on the Canadian Mainline.
2013 Management's discussion and analysis -- 91
Canadian Pipelines
Canadian Mainline's
comparable earnings increased by $29 million for the three months ended December 31, 2013 compared to the same period in 2012 because of the
impact of the NEB decision in March 2013 and higher incentive earnings. Among other items, the NEB approved an ROE of 11.50 per cent on 40 per cent deemed common
equity for the years 2012 through to 2017 compared to the last approved ROE of 8.08 per cent on deemed common equity of 40 per cent that was used to record earnings in 2012
as well as an incentive mechanism based on total net revenues. The increase in comparable earnings relates almost fully to the higher ROE and some incentive earnings.
Net income for the NGTL System increased by $17 million for the three months ended December 31, 2013 compared to the same period in 2012 because of the impact of the 2013-2014 NGTL Settlement which included a higher ROE and incentive earnings and a higher average investment base associated with 2012 and 2013 capital expenditures. The settlement, approved by the NEB in November 2013, included an ROE of 10.10 per cent on 40 per cent deemed common equity compared to an ROE of 9.70 per cent on 40 per cent deemed common equity in 2012. The settlement also included annual fixed amounts for certain OM&A costs.
U.S. Pipelines
Comparable EBITDA for the
U.S. and international pipelines decreased by US$30 million for the three months ended December 31, 2013 compared to the same period in
2012. This was the net effect of:
Oil Pipelines
Comparable EBITDA for Oil
Pipelines increased by $26 million primarily due to the Keystone Pipeline System which increased by $20 million for the three months
ended December 31, 2013 compared to the same period in 2012. These increases reflected higher revenues primarily resulting from higher volumes.
Energy
Comparable EBITDA for Energy
increased by $124 million for the three months ended December 31, 2013 compared to the same period in 2012. The increase was the
effect of:
Western
Power's comparable EBITDA decreased by $24 million for the three months ended December 31, 2013 compared to the same period in 2012 due to the net effect of:
Average spot market power prices in Alberta decreased by 39 per cent to $48/MWh for the three months ended December 31, 2013 compared to the same period in 2012. This decrease was the result of changes in the Alberta power supply and demand balance reflecting the return of Sundance A Units 1 and 2, significantly fewer coal plant outages and higher wind output in fourth quarter 2013 compared to fourth quarter 2012. Realized power prices on power sales can be higher or lower than spot market power prices in any given period, as a result of contracting activities.
92 -- TransCanada PipeLines Limited
Purchased volumes for the three months ended December 31, 2013 were higher compared to the same period in 2012 mainly because of the return to service of Sundance A Units 1 and 2.
Approximately 68 per cent of Western Power sales volumes were sold under contract this quarter compared to 80 per cent in fourth quarter 2012. To reduce exposure to spot market prices in Alberta, Western Power enters into fixed price forward sales to secure future revenue and a portion of our power is retained to be sold in the spot market or under shorter-term forward arrangements. The amount sold forward will vary depending on market conditions and market liquidity and has historically ranged between 25 to 75 per cent of expected future production with a higher proportion being hedged in the near term periods. Such forward sales may be completed with medium and large industrial and commercial companies and other market participants and will affect our average realized price (versus spot price) in future periods.
Equity
income from Bruce A increased by $124 million for the three months ended December 31, 2013 compared to the same period in 2012. The increase was mainly
due to:
U.S. Power's
comparable EBITDA increased by US$17 million for the three months ended December 31, 2013 compared to the same period in 2012. The increase was the net
effect of:
Natural Gas Storage's comparable EBITDA increased by $7 million for the three months ended December 31, 2013 compared to the same period in 2012 mainly due to higher volumes at higher realized natural gas storage spreads and incremental earnings from CrossAlta resulting from the acquisition of the remaining 40 per cent interest in December 2012.
2013 Management's discussion and analysis -- 93
Glossary
Units of measure
Bbl/d | Barrel(s) per day | |
Bcf | Billion cubic feet | |
Bcf/d | Billion cubic feet per day | |
GWh | Gigawatt hours | |
MMcf/d | Million cubic feet per day | |
MW | Megawatt(s) | |
MWh | Megawatt hours |
General terms and terms related to our operations
bitumen | A thick, heavy oil that must be diluted to flow (also see: diluent). One of the components of the oil sands, along with sand, water and clay | |
Canadian Restructuring Proposal | Canadian Mainline business and services restructuring proposal and 2012 and 2013 Mainline final tolls application | |
cogeneration facilities | Facilities that produce both electricity and useful heat at the same time | |
diluent | A thinning agent made up of organic compounds. Used to dilute bitumen so it can be transported through pipelines | |
Eastern Triangle | Canadian Mainline region between North Bay, Toronto and Montréal | |
FIT | Feed-in tariff | |
force majeure | Unforeseeable circumstances that prevent a party to a contract from fulfilling it | |
fracking | Hydraulic fracturing. A method of extracting natural gas from shale rock | |
GHG | Greenhouse gas | |
HSE | Health, safety and environment | |
LNG | Liquefied natural gas | |
OM&A | Operating, maintenance and administration | |
PJM Interconnection area (PJM) | A regional transmission organization that coordinates the movement of wholesale electricity in all or parts of 13 states and the District of Columbia | |
PPA | Power purchase arrangement | |
WCSB | Western Canada Sedimentary Basin |
Accounting terms
AFUDC | Allowance for funds used during construction | |
AOCI | Accumulated other comprehensive (loss)/income | |
ARO | Asset retirement obligations | |
ASU | Accounting Standards Update | |
DRP | Dividend reinvestment plan | |
EBIT | Earnings before interest and taxes | |
EBITDA | Earnings before interest, taxes, depreciation and amortization | |
FASB | Financial Accounting Standards Board (U.S.) | |
OCI | Other comprehensive (loss)/income | |
RRA | Rate-regulated accounting | |
ROE | Rate of return on common equity | |
GAAP | U.S. generally accepted accounting principles |
Government and regulatory bodies terms
CFE | Comisión Federal de Electricidad (Mexico) | |
CRE | Comisión Reguladora de Energia, or Energy Regulatory Commission (Mexico) | |
DOS | Department of State (U.S.) | |
FERC | Federal Energy Regulatory Commission (U.S.) | |
IEA | International Energy Agency | |
ISO | Independent System Operator | |
LMCI | Land Matters Consultation Initiative (Canada) | |
NEB | National Energy Board (Canada) | |
OPA | Ontario Power Authority (Canada) | |
RGGI | Regional Greenhouse Gas Initiative (northeastern U.S.) | |
SEC | U.S. Securities and Exchange Commission |
94 -- TransCanada PipeLines Limited
Report of management
The consolidated financial statements and Management's Discussion and Analysis (MD&A) included in this Annual Report are the responsibility of the management of TransCanada PipeLines Limited (TCPL or the Company) and have been approved by the Board of Directors of the Company. The consolidated financial statements have been prepared by management in accordance with United States generally accepted accounting principles (GAAP) and include amounts that are based on estimates and judgements. The MD&A is based on the Company's financial results. It compares the Company's financial and operating performance in 2013 to that in 2012, and highlights significant changes between 2012 and 2011. The MD&A should be read in conjunction with the consolidated financial statements and accompanying notes. Financial information contained elsewhere in this Annual Report is consistent with the consolidated financial statements.
Management is responsible for establishing and maintaining adequate internal control over financial reporting for the Company. Management has designed and maintains a system of internal control over financial reporting, including a program of internal audits to carry out its responsibility. Management believes these controls provide reasonable assurance that financial records are reliable and form a proper basis for the preparation of financial statements. The internal control over financial reporting include management's communication to employees of policies that govern ethical business conduct.
Under the supervision and with the participation of the President and Chief Executive Officer and the Chief Financial Officer, management conducted an evaluation of the effectiveness of its internal control over financial reporting based on the framework in Internal Control Integrated Framework 1992 issued by the Committee of Sponsoring Organizations of the Treadway Commission. Management concluded, based on its evaluation, that internal control over financial reporting was effective as of December 31, 2013, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external reporting purposes.
The Board of Directors is responsible for reviewing and approving the financial statements and MD&A and ensuring that management fulfills its responsibilities for financial reporting and internal control. The Board of Directors carries out these responsibilities primarily through the Audit Committee, which consists of independent, non-management directors. The Audit Committee meets with management at least five times a year and meets independently with internal and external auditors and as a group to review any significant accounting, internal control and auditing matters in accordance with the terms of the Charter of the Audit Committee, which is set out in the Annual Information Form. The Audit Committee's responsibilities include overseeing management's performance in carrying out its financial reporting responsibilities and reviewing the Annual Report, including the consolidated financial statements and MD&A, before these documents are submitted to the Board of Directors for approval. The internal and independent external auditors have access to the Audit Committee without the requirement to obtain prior management approval.
The Audit Committee approves the terms of engagement of the independent external auditors and reviews the annual audit plan, the Auditors' Report and the results of the audit. It also recommends to the Board of Directors the firm of external auditors to be appointed by the shareholders.
The shareholders have appointed KPMG LLP as independent external auditors to express an opinion as to whether the consolidated financial statements present fairly, in all material respects, the Company's consolidated financial position, results of operations and cash flows in accordance with GAAP. The report of KPMG LLP outlines the scope of its examination and its opinion on the consolidated financial statements.
Russell K. Girling | Donald R. Marchand | |
President and Chief Executive Officer |
Executive Vice-President and Chief Financial Officer |
|
February 19, 2014 |
2013 Consolidated financial statements -- 95
Independent Auditors' Report of Registered Public Accounting Firm
TO THE SHAREHOLDERS OF TRANSCANADA PIPELINES LIMITED
We have audited the accompanying consolidated financial
statements of TransCanada PipeLines Limited, which comprise the consolidated balance sheets
as at December 31, 2013 and December 31, 2012, the consolidated statements of income, comprehensive income, equity and cash flows for each of the years in the three-year period ended
December 31, 2013, and notes, comprising a summary of significant accounting policies and other explanatory information.
MANAGEMENT'S RESPONSIBILITY FOR THE CONSOLIDATED FINANCIAL STATEMENTS
Management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with
U.S. generally accepted accounting principles, and for such internal control as management determines is necessary to enable the preparation of consolidated financial statements that are free
from material misstatement, whether due to fraud or error.
AUDITORS' RESPONSIBILITY
Our responsibility is to express an opinion on these
consolidated financial statements based on our audits. We conducted our audits in accordance
with Canadian generally accepted auditing standards and the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we comply with ethical
requirements and plan
and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the consolidated financial statements. The procedures selected depend on our judgment, including the assessment of the risks of material misstatement of the consolidated financial statements, whether due to fraud or error. In making those risk assessments, we consider internal control relevant to the entity's preparation and fair presentation of the consolidated financial statements in order to design audit procedures that are appropriate in the circumstances. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements.
We believe that the audit evidence we have obtained in our audits is sufficient and appropriate to provide a basis for our audit opinion.
OPINION
In our opinion, the consolidated financial statements
present fairly, in all material respects, the consolidated financial position of TransCanada
PipeLines Limited as at December 31, 2013 and December 31, 2012, and its consolidated results of operations and its consolidated cash flows for each of the years in the three-year period
ended December 31, 2013 in accordance with U.S. generally accepted accounting principles.
Chartered Accountants
Calgary, Canada
February 19, 2014
96 -- TransCanada PipeLines Limited
Consolidated statement of income
year ended December 31 (millions of Canadian dollars) |
2013 | 2012 | 2011 | ||||
Revenues | |||||||
Natural Gas Pipelines | 4,497 | 4,264 | 4,244 | ||||
Oil Pipelines | 1,124 | 1,039 | 827 | ||||
Energy | 3,176 | 2,704 | 2,768 | ||||
8,797 | 8,007 | 7,839 | |||||
Income from Equity Investments (Note 8) | 597 | 257 | 415 | ||||
Operating and Other Expenses | |||||||
Plant operating costs and other | 2,674 | 2,577 | 2,358 | ||||
Commodity purchases resold | 1,317 | 1,049 | 991 | ||||
Property taxes | 445 | 434 | 410 | ||||
Depreciation and amortization | 1,485 | 1,375 | 1,328 | ||||
5,921 | 5,435 | 5,087 | |||||
Financial Charges/(Income) | |||||||
Interest expense (Note 15) | 1,046 | 1,037 | 1,078 | ||||
Interest income and other | (72 | ) | (125 | ) | (89 | ) | |
974 | 912 | 989 | |||||
Income before Income Taxes | 2,499 | 1,917 | 2,178 | ||||
Income Tax Expense (Note 16) | |||||||
Current | 43 | 185 | 194 | ||||
Deferred | 562 | 276 | 352 | ||||
605 | 461 | 546 | |||||
Net Income | 1,894 | 1,456 | 1,632 | ||||
Net Income Attributable to Non-Controlling Interests (Note 18) | 105 | 96 | 107 | ||||
Net Income Attributable to Controlling Interests | 1,789 | 1,360 | 1,525 | ||||
Preferred Share Dividends (Note 20) | 20 | 22 | 22 | ||||
Net Income Attributable to Common Shares | 1,769 | 1,338 | 1,503 | ||||
The accompanying notes to the consolidated financial statements are an integral part of these statements.
2013 Consolidated financial statements -- 97
Consolidated statement of comprehensive income
year ended December 31 (millions of Canadian dollars) |
2013 | 2012 | 2011 | ||||
Net Income | 1,894 | 1,456 | 1,632 | ||||
Other Comprehensive Income/(Loss), Net of Income Taxes | |||||||
Foreign currency translation gains and losses on net investments in foreign operations | 383 | (129 | ) | 137 | |||
Change in fair value of net investment hedges | (239 | ) | 44 | (73 | ) | ||
Change in fair value of cash flow hedges | 71 | 48 | (212 | ) | |||
Reclassification to Net Income of gains and losses on cash flow hedges | 41 | 138 | 147 | ||||
Unrealized actuarial gains and losses on pension and other post-retirement benefit plans | 67 | (73 | ) | (89 | ) | ||
Reclassification to Net Income of actuarial gains and losses and prior service costs on pension and other post-retirement benefit plans | 23 | 22 | 10 | ||||
Other Comprehensive Income/(Loss) on equity investments | 234 | (70 | ) | (91 | ) | ||
Other Comprehensive Income/(Loss) (Note 21) | 580 | (20 | ) | (171 | ) | ||
Comprehensive Income | 2,474 | 1,436 | 1,461 | ||||
Comprehensive Income Attributable to Non-Controlling Interests | 171 | 75 | 142 | ||||
Comprehensive Income Attributable to Controlling Interests | 2,303 | 1,361 | 1,319 | ||||
Preferred Share Dividends | 20 | 22 | 22 | ||||
Comprehensive Income Attributable to Common Shares | 2,283 | 1,339 | 1,297 | ||||
The accompanying notes to the consolidated financial statements are an integral part of these statements.
98 -- TransCanada PipeLines Limited
Consolidated statement of cash flows
year ended December 31 (millions of Canadian dollars) |
2013 | 2012 | 2011 | ||||
Cash Generated from Operations | |||||||
Net income | 1,894 | 1,456 | 1,632 | ||||
Depreciation and amortization | 1,485 | 1,375 | 1,328 | ||||
Deferred income taxes (Note 16) | 562 | 276 | 352 | ||||
Income from equity investments (Note 8) | (597 | ) | (257 | ) | (415 | ) | |
Distributed earnings received from equity investments (Note 8) | 605 | 376 | 393 | ||||
Employee post-retirement benefits funding lower than (in excess of) expense (Note 22) | 50 | 9 | (2 | ) | |||
Other | (22 | ) | 24 | 72 | |||
(Increase)/decrease in operating working capital (Note 24) | (334 | ) | 287 | 207 | |||
Net cash provided by operations |