BreitBurn Energy Partners' CEO To Present At Barclays 2012 High Yield Bond And Syndicated Loan Conference (Transcript)

BreitBurn Energy Partners L.P. (BBEP)

Barclays 2012 High Yield Bond and Syndicated Loan Conference Call

March 26, 2012 11:50 am ET

Executives

Hal Washburn - Director & CEO

Analysts

Presentation

Operator

Good morning. Our next presenter is Hal Washburn, he is the co-founder and Chief Executive Officer of BreitBurn Energy Partners. Hal?

Hal Washburn

Thank you. I am Hal Washburn, I am the CEO and co-founder of BreitBurn Energy Partners. We are a publicly traded master limited partnership focused on long-lived oil and gas producing properties across the United States. We have been in business since 1988, about 24 years, we have been public since 2006 as an upstream MLP. We have been following the same basic business strategy since 88, that is to acquire interest in large oil and gas fields and to focus on operations and technical innovation to increase reserves, production, cash flow and therefore value. As I said we have been in business for over 20 years successfully following the same strategy. We have assets now across the country, long-lived oil and gas fields. We actually have a Reserve Life Index of over 18 years. So our reserve production ratio is 18 plus years.

We are divided into two divisions. Our Northern division, the Antrim Shale in Michigan and several other zones, the New Albany Shale in Indiana Kentucky and oil and gas assets in Wyoming and Wind River, Big Horn, Evanston and Green River basins.

Our Southern division which is primarily crude oil, is Los Angeles basin in Southern California and the Sunniland Trend in South Florida. As of the end of last year, we were just under a Tcfe improved reserves of 151 million barrels of oil equivalent, about 35% crude oil and about 65% natural gas. Our prove development ratio which is very important for master and limited partnership, our prove development ratio is 87%. What that means is we produced almost 90% of the reserves on our books without drilling additional new wells.

Our production today is about 43% crude oil, 57% natural gas. Our market cap is $1.3 billion, we have approximately $643 million in debt, only about $88 million of that is on our senior facility. Our enterprise value is right at $2 billion, our debt to enterprise value is 33%, a very strong balance sheet, a very good position to execute on our growth through acquisition strategy. As I mentioned earlier, we have assets that are long-lived mature fields, very low decline, very stable production profiles. We operate in virtually all of our production, therefore we have a strong control over expenses, we have very good control of our operating costs and we have very high visibility into production, therefore we know what our cash flow generating capacity is, assuming that we hedge our production which we do quite a bit of.

We have a substantial book of low-risk development opportunities. We'll be drilling a number of oil wells this year. When gas prices rebound, we will switch over to gas. One of the nice things about our business is we are balanced between the two and we have the flexibility to move our capital from oil to gas and from gas to oil when the time permits. On the oil side of the business, I believe we will spend about 90% of our capital budget this year. On the oil business, yet in the gas side of the business, we have well over 600 development opportunities when gas prices rebound. And we do hedge consistently and aggressively and the hedge book supports our ability to make distributions.

We have been in business for many years, we have a very strong team with experience throughout the energy industry and throughout the oil and gas business in the United States. We actually have technical and operating people that worked in virtually every basin in North America. And we have a significant history with the BreitBurn assets. Many of these assets we have owned for north of 20 years. As I mentioned earlier, we have been in business for a long time, we have employed the same strategy successfully. Buy large oil and gas fields, put technology to work and let new technologies come to you, we believe you increase reserves, you increase production and you increase value. You couple that with strong operational control as well as a very strong and aggressive hedge book and you have quite a bit of visibility towards your cash flow generating capacity going forward.

Well across the country now. We started the business in Southern California buying large oil and gas fields from major oil companies. We have since grown to be in six states, we are the largest or second largest gas producer, we are not sure how to measure it. We claim to be the largest gas producer in Michigan. Chevron claims to be number one, we will probably not battle them over that. But we are the largest gas producer or the second largest producer in state of Michigan. We have about 75 million barrels equivalent of gas and oil reserves there. The vast majority of that prove develop, we don't have a lot of non-producing reserves booked in Michigan.

However if gas prices rebound and when gas prices rebound, we do have hundreds of drilling locations in Michigan. So we have the ability to hold that business flat and grow the business depending upon how we choose to allocate capital going forward. Another strong gas area for us is Indiana Kentucky, it's not a large business for us, but we have a significant acreage position in the New Albany Shale which is primarily held by production. We don't produce a significant amount now, however if technology opens the New Albany Shale up and makes it economic or if gas prices rebound we have the potential to grow that business.

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