Press Release
"We continue to make excellent progress advancing the
"Due to the delay in receiving
"We also continued to make significant progress on our liability management strategy in the third quarter of 2020, completing and announcing several transactions, consistent with our primary objectives to reduce leverage, simplify the balance sheet and create long-term value for stakeholders across our capital structure. Since closing of the GP Buy-In Transaction in May, including the
Summary of Selected Balance Sheet Items Impacted by SMLP's Liability Management Initiatives in 2020
The table below summarizes the par value of key selected SMLP balance sheet line items that have been, or are expected to be impacted by SMLP's liability management initiatives in 2020. Current par value is shown pro forma as of
($ in millions) |
Par Value |
Total Retirement Consideration |
|||||
Financial Instrument |
At GP Buy-In |
Retired |
Current |
Amount |
% Discount |
||
Recourse Obligations to SMLP: |
|||||||
2022 Senior Notes |
|
( |
|
|
32% |
||
2025 Senior Notes (2) |
500.0 |
(240.5) |
259.5 |
148.3 |
38% |
||
Deferred Purchase Price Obligation (3) |
180.8 |
(180.8) |
- |
26.5 |
85% |
||
Series A Preferred Units (4) |
300.0 |
(62.8) |
237.2 |
10.1 |
84% |
||
Total SMLP Recourse Debt, Obligations and Pref. |
|
( |
|
|
58% |
||
Non Recourse Debt to SMLP: |
|||||||
SMP Holdings Term Loan (3) |
|
( |
- |
|
68% |
||
Note: Current par value is as of |
|||||||
(1) GP Buy-In Transaction closed on 5/28/2020. |
|||||||
(2) Represents outstanding par value as of 9/30/2020, pro forma for privately negotiated repurchase of |
|||||||
(3) Pro forma for Term Loan Restructuring transaction announced on 9/29/2020, which is expected to close in the fourth quarter of 2020. |
|||||||
(4) Par value reflects the remaining portion of the original principal balance outstanding; As of 9/30/2020, the Series A Preferred Units had an outstanding balance of |
Third Quarter 2020 Business Highlights
In the third quarter of 2020, SMLP's average daily natural gas throughput for its operated systems increased 0.1% relative to the second quarter of 2020, to 1,392 MMcf/d, and liquids volumes decreased 9.2% relative to the second quarter of 2020, to 69 Mbbl/d. SMLP's customers had approximately 21 DUCs in inventory and 18 wells that had been completed but not turned-in-line upstream of its systems as of
Core Focus Areas:
- Core Focus Areas generated combined quarterly segment adjusted EBITDA of
$32.0 million and had combined capital expenditures of$6.3 million .
Utica Shale segment adjusted EBITDA totaled$7.5 million , a$3.2 million decrease from the second quarter of 2020, which was driven by a 15.4% decrease in volume throughput. Volume throughput was lower in the third quarter of 2020 due to the shut-in of a five-well pad site through mid-August that averaged more than 150 MMcf/d once back online, deferrals of new well connections and natural production declines. A total of 10 wells were connected in theUtica Shale segment during the quarter, of which seven wells were turned-in-line upstream of the TPL-7 Connector pipeline. We do not anticipate any new well connections for the remainder of the year, but we do expect additional activity in the first half of 2021 as a result of a previously announced gathering agreement amendment to incentivize accelerated drilling behind ourSMU system.
- Ohio Gathering segment adjusted EBITDA totaled
$7.1 million , a 5.1% decrease from the second quarter of 2020. Lower segment adjusted EBITDA was driven by a 5.2% decrease in volume throughput due to production shut-ins, which accounted for approximately 139 MMcf/d of gross volumes for the quarter, partially offset by 15 new wells that were connected, of which 10 wells were turned-in-line in September; as a result of our one-month lag in reporting for Ohio Gathering, these 10 September wells were not included in our third quarter operating or financial results.
Williston Basin segment adjusted EBITDA totaled$11.7 million in the third quarter of 2020, an 8.0% decrease from the second quarter of 2020, primarily due to a 9.2% decrease in liquids volume throughput to 69 Mbbl/d. This volume throughput decrease was driven largely by natural production declines and impacted by production shut-ins of approximately 5 Mbbl/d for the quarter. In September, two of ourWilliston Basin customers emerged from bankruptcy proceedings and at the end of the third quarter, there were approximately 6 DUCs in inventory and 8 wells that have been completed, but not yet turned to production behind ourWilliston Basin systems.
DJ Basin segment adjusted EBITDA totaled$4.8 million in the third quarter of 2020, a 9.8% increase from the second quarter of 2020, due to a 35.0% quarter-over-quarter increase in total throughput to 27 MMcf/d. The volume throughput increase was primarily driven by shut-in wells coming back online and nine new wells connected behind theDJ Basin system in the quarter. As ofSeptember 30, 2020 , our customers had 10 completed wells that had not yet been turned-in-line behind ourDJ Basin system; however, four of those wells came online inOctober 2020 and the remaining six are expected to be online by year end.
Permian Basin segment adjusted EBITDA totaled$0.9 million in the third quarter of 2020, a decrease of approximately 51.1% relative to the prior quarter primarily due decreased margins on natural gas and NGL sales, higher operating expenses and change in customer volume mix. The 6.3% increase in volume throughput was largely attributable to having a full quarter of throughput from a customer who signed a contract extension in May. Our customers have two DUCs in inventory behind thePermian Basin system, but we do not expect them to be turned-in-line until 2021.
Legacy Areas:
- Legacy Areas generated
$34.7 million of combined segment adjusted EBITDA in the third quarter of 2020 and had combined capital expenditures of$1.3 million .
Piceance Basin segment adjusted EBITDA of$21.5 million decreased by$0.2 million from the second quarter of 2020 due to lower volume throughput of 1.6%, which was primarily driven by the impact of natural production declines.
Barnett Shale segment adjusted EBITDA decreased by$1.3 million from the second quarter of 2020 to$7.2 million , primarily due to decreased gas sales and margin mix due to recent contract amendments. Throughput volumes increased by 2.5% primarily due to workovers and recompletions of existing wells behind the DFW Midstream system.
Marcellus Shale segment adjusted EBITDA increased by 23.2% compared to the second quarter of 2020, to$6.0 million , due to a 16.8 % increase in volume throughput to 396 MMcf/d. Our anchor customer connected nine wells in July, which represented the primary driver of increased performance. There were nine DUCs in inventory behind ourMarcellus Shale infrastructure at the end of the third quarter, which we do not expect to be turned-in-line until the first half of 2021.
The following table presents average daily throughput by reportable segment for the periods indicated:
Three months ended September 30, |
Nine months ended September 30, |
|||||||||||||||
2020 |
2019 |
2020 |
2019 |
|||||||||||||
Average daily throughput (MMcf/d): |
||||||||||||||||
|
352 |
290 |
330 |
279 |
||||||||||||
|
14 |
9 |
14 |
12 |
||||||||||||
|
27 |
33 |
26 |
25 |
||||||||||||
|
34 |
20 |
33 |
17 |
||||||||||||
|
361 |
446 |
370 |
464 |
||||||||||||
|
208 |
247 |
215 |
255 |
||||||||||||
|
396 |
349 |
366 |
358 |
||||||||||||
Aggregate average daily throughput |
1,392 |
1,394 |
1,354 |
1,410 |
||||||||||||
Average daily throughput (Mbbl/d): |
||||||||||||||||
|
69 |
105 |
81 |
101 |
||||||||||||
Aggregate average daily throughput |
69 |
105 |
81 |
101 |
||||||||||||
Ohio Gathering average daily throughput (MMcf/d) (3) |
512 |
777 |
554 |
734 |
__________ |
|
(1) |
|
(2) |
|
(3) |
Gross basis, represents 100% of volume throughput for Ohio Gathering, subject to a one-month lag. |
The following table presents adjusted EBITDA by reportable segment for the periods indicated:
Three months ended September 30, |
Nine months ended September 30, |
|||||||||||||||
2020 |
2019 |
2020 |
2019 |
|||||||||||||
(In thousands) |
||||||||||||||||
Reportable segment adjusted EBITDA (1): |
||||||||||||||||
|
$ |
7,453 |
$ |
7,864 |
$ |
24,074 |
$ |
20,697 |
||||||||
Ohio Gathering (2) |
7,129 |
10,435 |
22,582 |
29,584 |
||||||||||||
|
11,713 |
13,840 |
40,632 |
49,224 |
||||||||||||
|
4,766 |
6,554 |
15,016 |
12,043 |
||||||||||||
|
893 |
210 |
4,302 |
(996) |
||||||||||||
|
21,503 |
24,044 |
66,794 |
74,627 |
||||||||||||
|
7,205 |
10,901 |
24,475 |
33,483 |
||||||||||||
|
6,022 |
4,958 |
16,230 |
14,735 |
||||||||||||
Total |
$ |
66,684 |
$ |
78,806 |
$ |
214,105 |
$ |
233,397 |
||||||||
Less: Corporate and Other (5) |
6,854 |
6,859 |
23,781 |
27,032 |
||||||||||||
Adjusted EBITDA |
$ |
59,830 |
$ |
71,947 |
$ |
190,324 |
$ |
206,365 |
__________ |
|
(1) |
We define segment adjusted EBITDA as total revenues less total costs and expenses, plus (i) other income excluding interest income, (ii) our proportional adjusted EBITDA for equity method investees, (iii) depreciation and amortization, (iv) adjustments related to MVC shortfall payments, (v) adjustments related to capital reimbursement activity, (vi) unit-based and noncash compensation, (vii) impairments and (viii) other noncash expenses or losses, less other noncash income or gains. |
(2) |
Represents our proportional share of adjusted EBITDA for Ohio Gathering, subject to a one-month lag. We define proportional adjusted EBITDA for our equity method investees as the product of (i) total revenues less total expenses, excluding impairments and other noncash income or expense items and (ii) amortization for deferred contract costs; multiplied by our ownership interest in Ohio Gathering during the respective period. |
(3) |
|
(4) |
|
(5) |
Corporate and Other represents those results that are not specifically attributable to a reportable segment (such as |
Capital Expenditures
Capital expenditures totaled
Nine months ended September 30, |
||||||||
2020 |
2019 |
|||||||
(In thousands) |
||||||||
Cash paid for capital expenditures (1): |
||||||||
|
$ |
2,461 |
$ |
2,473 |
||||
|
8,435 |
20,288 |
||||||
|
11,349 |
66,775 |
||||||
|
6,342 |
43,422 |
||||||
|
971 |
1,919 |
||||||
|
1,627 |
317 |
||||||
|
430 |
347 |
||||||
Total reportable segment capital expenditures |
31,615 |
135,541 |
||||||
Corporate and Other (3) |
3,697 |
16,122 |
||||||
Total cash paid for capital expenditures |
$ |
35,312 |
$ |
151,663 |
__________ |
|
(1) |
Excludes cash paid for capital expenditures by Ohio Gathering and |
(2) |
For the nine months ended |
(3) |
For the nine months ended |
Capital & Liquidity
As of
Based upon the terms of SMLP's revolving credit facility and total outstanding debt, net of cash, of
Double E Update
During the third quarter of 2020, SMLP made cash investments totaling
MVC Shortfall Payments
SMLP billed its customers
Three months ended September 30, 2020 |
||||||||||||||||
MVC Billings |
Gathering revenue |
Adjustments |
Net impact to adjusted EBITDA |
|||||||||||||
(In thousands) |
||||||||||||||||
Net change in deferred revenue related to MVC shortfall payments: |
||||||||||||||||
|
$ |
3,454 |
$ |
3,454 |
$ |
— |
$ |
3,454 |
||||||||
Total net change |
$ |
3,454 |
$ |
3,454 |
$ |
— |
$ |
3,454 |
||||||||
MVC shortfall payment adjustments: |
||||||||||||||||
|
$ |
954 |
$ |
954 |
$ |
2,125 |
$ |
3,079 |
||||||||
|
7,155 |
7,155 |
167 |
7,322 |
||||||||||||
|
1,354 |
1,354 |
— |
1,354 |
||||||||||||
Total MVC shortfall payment adjustments |
$ |
9,463 |
$ |
9,463 |
$ |
2,292 |
$ |
11,754 |
||||||||
Total (1) |
$ |
12,917 |
$ |
12,917 |
$ |
2,292 |
$ |
15,209 |
__________ |
|
(1) |
Exclusive of Ohio Gathering due to equity method accounting. |
Nine months ended September 30, 2020 |
||||||||||||||||
MVC Billings |
Gathering revenue |
Adjustments |
Net impact to adjusted EBITDA |
|||||||||||||
(In thousands) |
||||||||||||||||
Net change in deferred revenue related to MVC shortfall payments: |
||||||||||||||||
|
$ |
10,531 |
$ |
10,531 |
$ |
— |
$ |
10,531 |
||||||||
Total net change |
$ |
10,531 |
$ |
10,531 |
$ |
— |
$ |
10,531 |
||||||||
MVC shortfall payment adjustments: |
||||||||||||||||
|
$ |
3,047 |
$ |
10,837 |
$ |
(1,416) |
$ |
9,421 |
||||||||
|
21,046 |
20,941 |
557 |
21,498 |
||||||||||||
|
3,898 |
3,898 |
— |
3,898 |
||||||||||||
Total MVC shortfall payment adjustments |
$ |
27,991 |
$ |
35,676 |
$ |
(859) |
$ |
34,816 |
||||||||
Total (1) |
$ |
38,522 |
$ |
46,207 |
$ |
(859) |
$ |
45,348 |
__________ |
|
(1) |
Exclusive of Ohio Gathering due to equity method accounting. |
Quarterly Distribution Update
The board of directors of SMLP's general partner continues to suspend cash distributions payable on its common units and on its 9.50% Series A fixed-to-floating rate cumulative redeemable perpetual preferred units for the period ended
Previously Announced Reverse Unit Split
On
Third Quarter 2020 Earnings Call Information
SMLP will host a conference call at
Upcoming Investor Conferences
Members of SMLP's senior management team will attend the
Use of Non-GAAP Financial Measures
We report financial results in accordance with
Management uses these non-GAAP financial measures in making financial, operating and planning decisions and in evaluating our financial performance. Furthermore, management believes that these non-GAAP financial measures may provide external users of our financial statements, such as investors, commercial banks, research analysts and others, with additional meaningful comparisons between current results and results of prior periods as they are expected to be reflective of our core ongoing business.
Adjusted EBITDA and distributable cash flow are used as supplemental financial measures by external users of our financial statements such as investors, commercial banks, research analysts and others.
Adjusted EBITDA is used to assess:
- the ability of our assets to generate cash sufficient to make future potential cash distributions and support our indebtedness;
- the financial performance of our assets without regard to financing methods, capital structure or historical cost basis;
- our operating performance and return on capital as compared to those of other entities in the midstream energy sector, without regard to financing or capital structure;
- the attractiveness of capital projects and acquisitions and the overall rates of return on alternative investment opportunities; and
- the financial performance of our assets without regard to (i) income or loss from equity method investees, (ii) the impact of the timing of minimum volume commitments shortfall payments under our gathering agreements or (iii) the timing of impairments or other income or expense items that we characterize as unrepresentative of our ongoing operations.
Distributable cash flow is used to assess:
- the ability of our assets to generate cash sufficient to support future potential cash distributions and
- the attractiveness of capital projects and acquisitions and the overall rates of return on alternative investment opportunities.
Both of these measures have limitations as analytical tools and investors should not consider them in isolation or as a substitute for analysis of our results as reported under GAAP. For example:
- certain items excluded from adjusted EBITDA and distributable cash flow are significant components in understanding and assessing an entity's financial performance, such as an entity's cost of capital and tax structure;
- adjusted EBITDA and distributable cash flow do not reflect our cash expenditures or future requirements for capital expenditures or contractual commitments;
- adjusted EBITDA and distributable cash flow do not reflect changes in, or cash requirements for, our working capital needs; and
- although depreciation and amortization are noncash charges, the assets being depreciated and amortized will often have to be replaced in the future, and adjusted EBITDA and distributable cash flow do not reflect any cash requirements for such replacements.
We compensate for the limitations of adjusted EBITDA and distributable cash flow as analytical tools by reviewing the comparable GAAP financial measures, understanding the differences between the financial measures and incorporating these data points into our decision-making process. Reconciliations of GAAP to non-GAAP financial measures are attached to this press release.
We do not provide the GAAP financial measures of net income or loss or net cash provided by operating activities on a forward-looking basis because we are unable to predict, without unreasonable effort, certain components thereof including, but not limited to, (i) income or loss from equity method investees and (ii) asset impairments. These items are inherently uncertain and depend on various factors, many of which are beyond our control. As such, any associated estimate and its impact on our GAAP performance and cash flow measures could vary materially based on a variety of acceptable management assumptions.
About
SMLP is a value-driven limited partnership focused on developing, owning and operating midstream energy infrastructure assets that are strategically located in the core producing areas of unconventional resource basins, primarily shale formations, in the continental United States. SMLP provides natural gas, crude oil and produced water gathering, processing and transportation services pursuant to primarily long-term, fee-based agreements with customers and counterparties in six unconventional resource basins: (i) the
Forward-Looking Statements
This press release includes certain statements concerning expectations for the future that are forward-looking within the meaning of the federal securities laws. Forward-looking statements contain known and unknown risks and uncertainties (many of which are difficult to predict and beyond management's control) that may cause SMLP's actual results in future periods to differ materially from anticipated or projected results. An extensive list of specific material risks and uncertainties affecting SMLP is contained in its 2019 Annual Report on Form 10-K filed with the
SUMMIT MIDSTREAM PARTNERS, LP AND SUBSIDIARIES
|
||||||||
September 30, |
December 31, |
|||||||
2020 |
2019 |
|||||||
(In thousands) |
||||||||
ASSETS |
||||||||
Cash and cash equivalents |
$ |
50,272 |
$ |
9,530 |
||||
Restricted cash |
24 |
27,392 |
||||||
Accounts receivable |
76,497 |
97,418 |
||||||
Other current assets |
4,559 |
5,521 |
||||||
Total current assets |
131,352 |
139,861 |
||||||
Property, plant and equipment, net |
1,840,284 |
1,882,489 |
||||||
Intangible assets, net |
207,766 |
232,278 |
||||||
Investment in equity method investees |
389,088 |
309,728 |
||||||
Other noncurrent assets |
4,989 |
9,742 |
||||||
TOTAL ASSETS |
$ |
2,573,479 |
$ |
2,574,098 |
||||
LIABILITIES AND CAPITAL |
||||||||
Trade accounts payable |
$ |
16,205 |
$ |
24,415 |
||||
Accrued expenses |
11,353 |
11,339 |
||||||
Deferred revenue |
17,827 |
13,493 |
||||||
Ad valorem taxes payable |
6,931 |
8,477 |
||||||
Accrued interest |
12,092 |
12,346 |
||||||
Accrued environmental remediation |
1,553 |
1,725 |
||||||
Other current liabilities |
10,747 |
12,206 |
||||||
Term loan (See TL Restructuring discussion in Note 8) |
155,200 |
5,546 |
||||||
Total current liabilities |
231,908 |
89,547 |
||||||
Long-term debt |
1,390,842 |
1,622,279 |
||||||
Noncurrent deferred revenue |
41,755 |
38,709 |
||||||
Noncurrent accrued environmental remediation |
2,003 |
2,926 |
||||||
Other noncurrent liabilities |
4,536 |
7,951 |
||||||
Total liabilities |
1,671,044 |
1,761,412 |
||||||
|
||||||||
Subsidiary Series A Preferred Units |
85,800 |
27,450 |
||||||
Partners' Capital |
||||||||
Series A Preferred Units |
249,351 |
293,616 |
||||||
Common limited partner capital |
567,284 |
305,550 |
||||||
Noncontrolling interest |
— |
186,070 |
||||||
Total partners' capital |
816,635 |
785,236 |
||||||
TOTAL LIABILITIES AND CAPITAL |
$ |
2,573,479 |
$ |
2,574,098 |
SUMMIT MIDSTREAM PARTNERS, LP AND SUBSIDIARIES
|
||||||||||||||||
Three months ended September 30, |
Nine months ended September 30, |
|||||||||||||||
2020 |
2019 |
2020 |
2019 |
|||||||||||||
(In thousands, except per-unit amounts) |
||||||||||||||||
Revenues: |
||||||||||||||||
Gathering services and related fees |
$ |
71,964 |
$ |
80,968 |
$ |
229,667 |
$ |
243,039 |
||||||||
Natural gas, NGLs and condensate sales |
10,783 |
12,219 |
35,246 |
68,438 |
||||||||||||
Other revenues |
7,406 |
7,000 |
22,150 |
19,804 |
||||||||||||
Total revenues |
90,153 |
100,187 |
287,063 |
331,281 |
||||||||||||
Costs and expenses: |
||||||||||||||||
Cost of natural gas and NGLs |
8,632 |
7,472 |
22,945 |
50,802 |
||||||||||||
Operation and maintenance |
22,168 |
26,231 |
65,131 |
74,771 |
||||||||||||
General and administrative (1) |
10,561 |
10,029 |
39,908 |
38,979 |
||||||||||||
Depreciation and amortization |
29,505 |
27,443 |
88,801 |
82,044 |
||||||||||||
Transaction costs |
726 |
129 |
1,944 |
2,562 |
||||||||||||
Gain on asset sales, net |
(104) |
(347) |
(270) |
(1,595) |
||||||||||||
Long-lived asset impairment (2) |
— |
- |
4,475 |
45,021 |
||||||||||||
Goodwill Impairment (3) |
— |
16,211 |
— |
16,211 |
||||||||||||
Total costs and expenses |
71,488 |
87,168 |
222,934 |
308,795 |
||||||||||||
Other income |
795 |
12 |
644 |
304 |
||||||||||||
Interest expense |
(19,018) |
(23,462) |
(64,836) |
(68,547) |
||||||||||||
Gain on early extinguishment of debt (4) |
24,690 |
— |
78,925 |
— |
||||||||||||
Income (loss) before income taxes and equity method investment income (loss) |
25,132 |
(10,431) |
78,862 |
(45,757) |
||||||||||||
Income tax benefit (expense) |
(298) |
(21) |
104 |
(1,427) |
||||||||||||
Income (loss) from equity method investees |
795 |
(677) |
7,146 |
(1,197) |
||||||||||||
Net income (loss) |
$ |
25,629 |
$ |
(11,129) |
$ |
86,112 |
$ |
(48,381) |
||||||||
Net income (loss) per limited partner unit: |
||||||||||||||||
Common unit – basic |
$ |
1.29 |
$ |
(0.17) |
$ |
2.41 |
$ |
(0.72) |
||||||||
Common unit – diluted |
$ |
1.25 |
$ |
(0.17) |
$ |
2.34 |
$ |
(0.72) |
||||||||
Weighted-average limited partner units outstanding: |
||||||||||||||||
Common units – basic |
51,974 |
45,319 |
47,331 |
45,319 |
||||||||||||
Common units – diluted |
53,650 |
45,319 |
48,782 |
45,319 |
__________ |
|
(1) |
For the three and nine months ended |
(2) |
For the nine months ended |
(3) |
For the three and nine months ended |
(4) |
Subsequent to the GP Buy-In Transaction, the Partnership commenced a debt buyback program to repurchase our Senior Notes, which is ongoing. We repurchased |
SUMMIT MIDSTREAM PARTNERS, LP AND SUBSIDIARIES
|
|||||||||||||||
Three months ended September 30, |
Nine months ended September 30, |
||||||||||||||
2020 |
2019 |
2020 |
2019 |
||||||||||||
(Dollars in thousands) |
|||||||||||||||
Other financial data: |
|||||||||||||||
Net income (loss) |
$ |
25,629 |
$ |
(11,129) |
$ |
86,112 |
$ |
(48,381) |
|||||||
Net cash provided by operating activities |
$ |
41,436 |
$ |
43,043 |
$ |
146,807 |
$ |
127,617 |
|||||||
Capital expenditures |
$ |
7,886 |
$ |
40,571 |
$ |
35,312 |
$ |
151,663 |
|||||||
Contributions to equity method investees |
$ |
12,344 |
$ |
5,409 |
$ |
92,072 |
$ |
11,330 |
|||||||
Adjusted EBITDA |
$ |
59,830 |
$ |
71,947 |
$ |
190,324 |
$ |
206,365 |
|||||||
Cash flow available for distributions (1) |
$ |
37,551 |
$ |
42,591 |
$ |
118,270 |
$ |
126,140 |
|||||||
Distributions (2) |
$ |
— |
$ |
30,915 |
$ |
— |
$ |
92,718 |
|||||||
Distribution coverage ratio (3) |
n/a |
1.38x |
n/a |
1.36x |
|||||||||||
Operating data: |
|||||||||||||||
Aggregate average daily throughput – natural gas (MMcf/d) |
1,392 |
1,394 |
1,354 |
1,410 |
|||||||||||
Aggregate average daily throughput – liquids (Mbbl/d) |
69 |
105 |
81 |
101 |
|||||||||||
Ohio Gathering average daily throughput (MMcf/d) (4) |
512 |
777 |
554 |
734 |
__________ |
|
(1) |
Cash flow available for distributions is also referred to as Distributable Cash Flow, or DCF. |
(2) |
Represents distributions declared and ultimately paid or expected to be paid to preferred and common unitholders in respect of a given period. On |
(3) |
Represents the ratio of distributable cash flow to distributions declared and ultimately paid to preferred and common unitholders. Distribution coverage ratio calculation for the three months ended |
(4) |
Gross basis, represents 100% of volume throughput for Ohio Gathering, subject to a one-month lag. |
SUMMIT MIDSTREAM PARTNERS, LP AND SUBSIDIARIES |
||||||||||||||||
Three months ended September 30, |
Nine months ended September 30, |
|||||||||||||||
2020 |
2019 |
2020 |
2019 |
|||||||||||||
(In thousands) |
||||||||||||||||
Reconciliations of net income or loss to adjusted EBITDA and distributable cash flow: |
||||||||||||||||
Net income (loss) |
$ |
25,629 |
$ |
(11,129) |
$ |
86,112 |
$ |
(48,381) |
||||||||
Add: |
||||||||||||||||
Interest expense |
19,018 |
23,462 |
64,836 |
68,547 |
||||||||||||
Income tax (benefit) expense |
298 |
21 |
(104) |
1,427 |
||||||||||||
Depreciation and amortization (1) |
29,739 |
27,677 |
89,505 |
83,030 |
||||||||||||
Proportional adjusted EBITDA for equity method investees (2) |
7,129 |
10,435 |
22,582 |
29,584 |
||||||||||||
Adjustments related to MVC shortfall payments (3) |
2,292 |
3,534 |
(859) |
2,868 |
||||||||||||
Adjustments related to capital reimbursement activity (4) |
(328) |
(145) |
(776) |
(1,906) |
||||||||||||
Unit-based and noncash compensation |
1,622 |
1,291 |
6,191 |
5,370 |
||||||||||||
Gain on early extinguishment of debt (5) |
(24,690) |
— |
(78,925) |
— |
||||||||||||
Gain on asset sales, net |
(104) |
(347) |
(270) |
(1,595) |
||||||||||||
Long-lived asset impairment |
— |
— |
4,475 |
45,021 |
||||||||||||
Goodwill Impairment |
— |
16,211 |
— |
16,211 |
||||||||||||
Other, net (6) |
20 |
260 |
4,703 |
4,992 |
||||||||||||
Less: |
||||||||||||||||
Income (loss) from equity method investees |
795 |
(677) |
7,146 |
(1,197) |
||||||||||||
Adjusted EBITDA |
$ |
59,830 |
$ |
71,947 |
$ |
190,324 |
$ |
206,365 |
||||||||
Less: |
||||||||||||||||
Cash interest paid |
18,368 |
22,752 |
62,441 |
66,435 |
||||||||||||
Cash paid for taxes |
— |
— |
— |
150 |
||||||||||||
Senior notes interest adjustment (7) |
410 |
3,063 |
(1,396) |
3,063 |
||||||||||||
Maintenance capital expenditures |
3,501 |
3,541 |
11,009 |
10,577 |
||||||||||||
Cash flow available for distributions (8) |
$ |
37,551 |
$ |
42,591 |
$ |
118,270 |
$ |
126,140 |
||||||||
Distributions (9) |
$ |
— |
$ |
30,915 |
$ |
— |
$ |
92,718 |
||||||||
Distribution coverage ratio (10) |
n/a |
1.38x |
n/a |
1.36x |
__________ |
|
(1) |
Includes the amortization expense associated with our favorable gas gathering contracts as reported in other revenues. |
(2) |
Reflects our proportionate share of Ohio Gathering adjusted EBITDA, subject to a one-month lag. |
(3) |
Adjustments related to MVC shortfall payments are recognized ratably over the term of the associated MVC. |
(4) |
Adjustments related to capital reimbursement activity represent contributions in aid of construction revenue recognized in accordance with Accounting Standards Update No. 2014-09 Revenue from Contracts with Customers ("Topic 606"). |
(5) |
Subsequent to the GP Buy-In Transaction, the Partnership commenced a debt buyback program to repurchase our Senior Notes, which is ongoing. We repurchased |
(6) |
Represents items of income or loss that we characterize as unrepresentative of our ongoing operations. For the three months ended |
(7) |
Senior notes interest adjustment represents the net of interest expense accrued and paid during the period. Interest on the |
(8) |
Represents cash flow available for distribution to preferred and common unitholders. Common distributions cannot be paid unless all accrued preferred distributions are paid. Cash flow available for distributions is also referred to as Distributable Cash Flow, or DCF. |
(9) |
Represents distributions declared and ultimately paid or expected to be paid to preferred and common unitholders in respect of a given period. On |
(10) |
Represents the ratio of distributable cash flow to distributions declared and ultimately paid to preferred and common unitholders. Distribution coverage ratio calculation for the three months ended |
SUMMIT MIDSTREAM PARTNERS, LP AND SUBSIDIARIES |
||||||||
Nine months ended September 30, |
||||||||
2020 |
2019 |
|||||||
(In thousands) |
||||||||
Reconciliation of net cash provided by operating activities to adjusted EBITDA and distributable cash flow: |
||||||||
Net cash provided by operating activities |
$ |
146,807 |
$ |
127,617 |
||||
Add: |
||||||||
Interest expense, excluding amortization of debt issuance costs |
59,966 |
63,828 |
||||||
Income tax (benefit) expense |
(104) |
1,427 |
||||||
gain on fair value of warrants |
838 |
— |
||||||
Changes in operating assets and liabilities |
(21,049) |
8,262 |
||||||
Proportional adjusted EBITDA for equity method investees (1) |
22,582 |
29,584 |
||||||
Adjustments related to MVC shortfall payments (2) |
(859) |
2,868 |
||||||
Adjustments related to capital reimbursement activity (3) |
(776) |
(1,906) |
||||||
Other, net (4) |
4,703 |
4,992 |
||||||
Less: |
||||||||
Distributions from equity method investees |
19,859 |
28,008 |
||||||
Noncash lease expense |
1,925 |
2,299 |
||||||
Adjusted EBITDA |
$ |
190,324 |
$ |
206,365 |
||||
Less: |
||||||||
Cash interest paid |
62,441 |
66,435 |
||||||
Cash paid for taxes |
— |
150 |
||||||
Senior notes interest adjustment (5) |
(1,396) |
3,063 |
||||||
Maintenance capital expenditures |
11,009 |
10,577 |
||||||
Cash flow available for distributions (6) |
$ |
118,270 |
$ |
126,140 |
__________ |
|
(1) |
Reflects our proportionate share of Ohio Gathering adjusted EBITDA, subject to a one-month lag. |
(2) |
Adjustments related to MVC shortfall payments are recognized ratably over the term of the associated MVC. |
(3) |
Adjustments related to capital reimbursement activity represent contributions in aid of construction revenue recognized in accordance with Accounting Standards Update No. 2014-09 Revenue from Contracts with Customers ("Topic 606"). |
(4) |
Represents items of income or loss that we characterize as unrepresentative of our ongoing operations. For the three months ended |
(5) |
Senior notes interest adjustment represents the net of interest expense accrued and paid during the period. Interest on the |
(6) |
Represents cash flow available for distribution to preferred and common unitholders. Common distributions cannot be paid unless all accrued preferred distributions are paid. Cash flow available for distributions is also referred to as Distributable Cash Flow, or DCF. |
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SOURCE
Ross Wong, Senior Director, Corporate Development & Finance, 832-930-7512, ir@summitmidstream.com