Pipeline Economics

Introduction to Pipeline Economics
By
Tom Miesner
Miesner, LLC
Copyright Miesner, LLC 2008. Contact: tom@miesnerllc.com
Tom Miesner
26 years with Conoco
Pipeline Eng, Ops, JV, BD, & Exec
Downstream strategy and BD
Industry groups and boards

President Conoco Pipeline
Chairman AOPL
Principal Miesner, LLC
Pipeline Education and Training

Strategy and Project Development
Expert Testimony, Litigations and Arbitration Consulting
Appraisals and Independent Opinions
Process Improvement
Author Oil and Gas Pipelines in NonTechnical

Language
Teaching Modules Day One

1.
2.
3.
4.
5.
6.
7.
8.
Pipelines, Types, Roles, And Customers

History Of Pipelines
Basic Hydraulics
Organizations and People
Pipeline Field Operations
Natural Gas Control Center Operations
Oil Pipeline Control Center Operations
Introduction to Controls and Scada
Teaching Modules Day 2

9. Introduction to Leak Detection
10. Major Components and How They Work
11. Maintenance
12. Introduction to Engineering and Design
13. Introduction to Construction
14. Investment Decisions
15. The People and Organizations
16. Satisfying Stakeholders
Module Overview
Role in the oil and gas value chain
Evolution of the pipeline business model
Ownership forms
Current U. S. pipeline business model
Business Development and Economics
Organic growth
Grassroots projects
Maintenance economics
Valuations
Oil Value Chain
The Business of Oil and Gas Pipelines

Pipelines provide transportation functions
In most cases they charge a tariff and do not own
the commodity they move
Pipelines serve a midstream function in the oil
and gas value chains, hooking other parts of the
value chain together.
Some are independently owned and publicly traded
Others are subsidiaries of integrated oil or gas
companies
Partnerships are quite common in the pipeline
company as means to spread risk.
Evolution of U. S. Oil Pipeline Ownership

Time Period
Ownership
Mid 1990s to
present day
Investors and integrated oil companies massive

redeployment as integrated majors shed lines to MLPs
(Buckeye formed in1986, Enron Liquids Pipeline in
1992, and Kinder Morgan in 1997)
Post war to
mid late
1980s
Primarily integrated oil companies, often as joint

ventures (Colonial 1968, Explorer 1971, TAPS 1977)
limited independent ownership (Buckeye/PennCentral)
1942 to 1944
Big Inch and Little Inch built by the government for

crude oil and products services respectively. Later sold
to Texas Eastern for gas service
Early 1900s
Integrated oil companies as well as producers and
to early 1940s refiners regulations evolve making most oil pipelines
common carriers and limiting earnings
Late 1860s to
early 1900s
Entrepreneurs, crude oil producers, and Standard Oil

a rambunctious time as Standard Oil tried to gain from
railroads and independent producers
Developed from multiple industry and company web sites.

Ownership
Common Pipeline Ownership Forms

Stock company
Partnership or Limited Liability Company
(LLC)
Undivided Joint Interest (UDI)
Master Limited Partnership (MLP)
10
Stock Companies
Owners own stock in the pipeline company
The pipeline company owns the assets
Normally governed by a board of directors or
management committee
May be operated by one of the owners or by an
operating company
Pipeline has one tariff
Operator markets space and handles shipper
relations
Directors or shareholders decide on major
financial decisions such as expansions
Owners receive dividends
11
Partnership or LLC Companies

Owners own a percentage of the pipeline
company
The pipeline company owns the assets
Normally governed by a or management
committee
May be operated by one of the owners or by an
operating company
Pipeline has one tariff
Operator markets space and handles shipper
relations
Directors or shareholders decide on major
financial decisions such as expansions
Owners received distributions
12
Undivided Joint Interest Pipelines

Each owner has the right to certain capacity and
owns a certain portion of each asset
Normally one owner operates on behalf of the
other owners
But each owner publishes their own tariffs and
markets their own space
Portions of shipper relations are handled by the
operator and others by the owners
Normally owners can choose to participate or not
in expansions
Normally oil pipelines and not gas pipelines
13
Master Limited Partnerships

General partner (GP) and limited partners (LP)
GP manages the company
LPs are investors
Units rather than shares
Units trade on stock exchanges
Owners receive distribution vs dividends
Distributions are pretax
Part may be treated as return of capital
Part to all of the taxes may be deferred until the
unit are sold
14
General Partner Economics

GP and LP both want increased distributions
GP is given an incentive to grow distributions
One possible arrangement
GP owns 2% of the company.
As long as distributions are below a certain amount per
unit the GP receives their proportionate share.
If GP grows distributions they receive increasingly

larger percentages of each increase. For
example
2%
15%
25%
50%
0 60 cents
61 72 cents
73 93 cents
94+ cents
15
Limited Partner Economics

Limited partners typically are looking for
Income
Tax savings
Growth
Income
Normally distribute pretax income less ongoing capex needs
Typically trade at 2 to 2.5 percent above 10 year T bill
Tax Savings
Portion of distribution shielded from current tax as return of
capital
Return of capital lowers tax basis and taxes must be paid on
sale
Growth Purchases and new investment opportunities

16
The Pipeline Business Model
17
Earnings = Revenue Expenses

Revenues
Transportation
Rate per unit
Units moved
Storage
Space
Time
Movements
Other
Expenses the big three and other

People
Power
Maintenance
Other
18
Rate Setting Mechanisms

Cost of service Interstate gas and oil
Valuation (rate base)
Allowed return
Equity
Debt
Operating and other costs
Volumes
Annual index adjustments Oil

Market based rates Oil and Gas
Negotiated rates Gas and Oil
Commission rate filings LDC
Many years of history, involving multiple entities, and changes in
accounting laws, make regulations and calculations complex
Cost of Service
20
Overall Return on and of Rate Base

Return on debt + return on equity +
income tax allowance on return on equity =
Total return on rate base
Total return on rate base + depreciation +
allowable expenses =
allowable revenue
Allowable revenue/total volumes =
Rate per unit volume
21
Return on Rate Base
Average adjusted net original cost rate base X debt

component of capital structure X cost of debt =
return on debt
Average adjusted net original cost rate base X
equity component of capital structure X cost of
equity = return on equity
22
Income Tax Allowance

Return on equity (net income after taxes)
Composite state and federal income tax rate
One - composite state and federal income tax rate =
factor to gross up for federal and state income tax
Net income after taxes X
Factor from above =
Income tax allowance
23
Development of Rate Base

Gross carrier property in service + gross right of way + land =
Total gross carrier property
Accumulated depreciation of carrier property in service +
Accumulated depreciation of right of way =
Accumulated depreciation
Total gross carrier property accumulated depreciation =
net original rate base
Net original rate base accumulated deferred taxes =
Adjusted net original rate base
Progressive yearly average = Average adjusted original rate base
24
Overall Return on and of Rate Base

Return on debt + return on equity +
income tax allowance on return on equity =
Total return on rate base
Total return on rate base + depreciation +
allowable expenses =
allowable revenue
Allowable revenue/total volumes =
Rate per unit volume
25
Annual Index Adjustment Oil Pipelines

Title XVIII of the Energy Policy Act of 1992
Deemed rates in effect as of October 24, 1992
which had not been protested as just and
reasonable
Allowed protest under substantial change
Rates in effect at that time could be adjusted
annually based on a published index
Started with PPI-FG minus a productivity
improvement of 1 percent
Currently at PPI-FG plus 1.3 percent
For a review of the Energy Policy Act of 1992 and its impact on oil pipeline rates see
an article by Steven Reed and Pantelis Michalopoulos, available at http://www.ebanet.org/elj/Energy%20Journals/Vol16_No1_1995_Oil_Pipeline.pdf
26
Market Based Rates

Oil market based rates grew from a 1987 Buckeye
Pipe Line Company rate case
FERC Order 636 issued in 1992 opened the door
to gas market based rates
Pipelines file with the FERC various studies
showing they lack market power (The market(s)
they serve is (are) competitive to the extent
market forces will effectively mitigate rate
increases)
Allows the pipeline to file rates without cost of
service or other support
Can be in effect for some but not all markets
served by a pipeline
27
Negotiated Rates
Pipelines and customers negotiate rates
Unusual or changed circumstances
Desired expansions
Market changes
Changes in service
Open seasons for new and expansion projects
Non binding expression of interest
Binding open seasons
Regulatory approval
28
Crude Oil Pipeline Tariff
29
Typical Oil Pipeline Tariff Table of Contents
Extracted March 4, 2004 from http://www.colpipe.com/cs_man.asp

30
Typical Oil Pipeline Rate Table
Extracted March 4, 2004 from http://www.colpipe.com/cs_man.asp

31
Business Development
32
Bright ideas
Brainstorms
Creativity
Opportunity
Strategy
Contacts
Industry
knowledge
Gaps
Relationships
Strategies
The Role of Business Development
Focus
Ropers
Execute
Branders
33
Types of Business Development

Short term optimization of current assets
Requires limited capital expenditures
Results in incremental earnings
Connections
Debottlenecks
Special services
Small capacity increases
Long term expansion of the business

Involves new assets or new business models
Normally requires medium to large capital expenditures
Significant earnings increases (hopefully)
Most acquisitions
Major expansions
Extensions of service
34
Project Economics
Select origins and destinations
Estimate (normally ranges or high, low, and base)
Volumes
Rates
Capital costs
Operating expenses
Life
Select required returns

Calculate preliminary economics
Refine economics
Conduct negotiations
Receive management agreement
Sign agreements
35
Project Economics Required Information

Project description
Agreed cases
Route
Supply and demand
Competition
Estimates
Volumes
Rates
Capital costs
Operating expenses
Assumptions
Required return
Tax
Inflation
36
Annual Demand Example

Area Demand
180,000
160,000
140,000
Current Capacity
Current Capacity
120,000
100,000
80,000
60,000
40,000
Year 1
Year 2
Year 3
Year 4
Year 5
Base
Year 6
Low
Year 7
Year 8
High
Year 9 Year 10
Monthly Demand Example

130000
120000
Current Capacity
110000
100000
90000
80000
70000
60000
50000
40000
n
Ja
Fe
ar
M
pr
ay
M
ne
u
J
Ju
ly
A
st
u
ug
pt
e
S
ct
O
ov
ec
Production Volume Estimates

250,000
200,000
Current Capacity
Phase 2 Expansion
150,000
Phase 1 Expansion
100,000
50,000
Existing Production
0
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Year 8
Year 9
Year 10
Estimating Rates
Cost of service
Competition
Shipper negotiations
Open seasons
40
Estimating the Rate

Origin
Destination
Rate
Commodity
Norco
Baton Rouge
$0.23
Products
Clovelly
Baton Rouge, LA
Norco
East Baton Rouge
$0.23
$0.33
Crude Oil
Benzene
Baton Rouge, LA
Sorrento Storage and return
$0.37
Isobutane
Baton Rouge, LA
$0.37
Propane
Baton Rouge, LA
$0.37
Raw Make
Baton Rouge, LA
$0.37
Butylene
Baton Rouge, LA
$0.37
Field Nat. Gasoline
Choctaw Dome Storage
Anchorage Chemical Terminal
$0.53
Light Hydrocarbons
Enterprise Bayou Sorrel, LA
Baton Rouge, LA
$0.42
Propylene
Enterprise Lou-Tex PL
Baton Rouge, LA
$0.38
Propylene
Baton Rouge Gas Plant
Garden City Gas Plant
$0.51
Light Hydrocarbons
Garden City Gas Plant
Anchorage Chemical Terminal
$0.53
Light Hydrocarbons
Geismar, LA
Baton Rouge
$0.42
Normal Butane
Geismar, LA
Baton Rouge
$0.44
Isobutane
Geismar, LA
Baton Rouge
$0.44
Propane
Geismar, LA
Baton Rouge
$0.44
Propylene
Geismar, LA
Baton Rouge
$0.44
Butylenes
Sorrento Storage, LA
Baton Rouge or Sorrento
$0.44
Propane
Palquemines Parish, LA
St. James Parish
$0.63
Liqified Petroleum
Average
$0.41
41
Estimating Capital and Operating Costs

Capital costs
Perform preliminary design (s)
Establish cost estimate range(s)
Clean sheet estimate
Rules of thumb
Operating costs
Categories
People
Power
Maintenance
Other
Inflation factors
42
Calculating IRR
1
50
0.34
6,205
52
0.34
6,391
54
0.34
6,711
57
0.34
7,046
60
0.34
7,399
63
0.34
7,768
63
0.34
7,768
63
0.34
7,768
63
0.34
7,768
63
0.34
7,768
925
278
953
286
981
294
1,011
303
1,041
312
1,072
322
1,104
331
1,138
341
1,172
352
1,207
362
Fuel and Power

Supplies
Maintenance
Insurance
1,132
50
745
200
1,166
52
767
206
1,201
53
790
212
1,237
55
814
219
1,274
56
839
225
1,312
58
864
232
1,352
60
890
239
1,392
61
916
246
1,434
63
944
253
1,477
65
972
261
Property Taxes
Other
75
450
77
464
80
477
82
492
84
506
87
522
90
537
92
553
95
570
98
587
Depreciation
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
Total Expenses
4,855
4,970
5,089
5,212
5,338
5,468
5,602
5,741
5,883
6,029
Pretax Income
1,351
1,421
1,621
1,834
2,060
2,300
2,166
2,028
1,886
1,739
Income Tax
Earnings
Cash flow
473
878
1,878
497
924
1,924
568
1,054
2,054
642
1,192
2,192
721
1,339
2,339
805
1,495
2,495
758
1,408
2,408
710
1,318
2,318
660
1,226
2,226
609
1,131
2,131
Investment
$ 10,000
Years
5
($M)
Volumes
(MBPD)
Rate
Total Revenue
Salaries
Benefits
IRR
NPV @12%
$(10,000)
10
17%
$1,938
43
Economics of Non-Return Projects
44
Non-return Expenditure Levels

Minimum expenditure level
1. Maintain production capability
2. Comply with rules and regulations
3. Maintain risk at acceptable levels
The overall business must provide positive return

Capital vs maintenance is an accounting issue
1 and 2 can be quantified, but what about 3?
Risk (consequences vs probability) can be
ranked
In the final analysis this is a management
judgement
45
Performing Pipeline Appraisals
46
The Appraisal Process
Seeks to determine what price the assets would

command in the market place
Requires a thorough understanding of the industry
and the market place
Combines calculations and facts with judgment
and decision making
Must be conducted by an independent appraiser
with no economic ties
47
Appraisal Methodologies
Economic value
How much is it worth?
Good measure for productive assets
Comparable Sales
Based on sales price of similar items
Good measure for nonproductive assets
Reconstruction cost new

Serves as an upper price limit
May have to be raised for going concern value or
lowered to recognize wear and tear
Highest and best use

Reflects value in alternative service
48
Economic Value Calculations

Present value
Forecast annual cash flow
Revenue
Expenses (cash and noncash)
Determine discount rate
Discount cash flows to the present
Multiples
EBITDA
Free cash flow
Distributable cash
Others as agreed
49
Example of Pretax Income Calculations

Category
Year 1
Volumes (BPD)
Year 2
Year 3
Year 4
Year 5
50,000
51,500
53,045
54,636
56,275
$0.50
$0.51
$0.52
$0.53
$0.54
Total Revenue
$9,125,000
$9,586,725
$10,071,813
$10,581,447
$11,116,868
Salaries and Wages
$2,500,000
2,575,000
2,652,250
2,731,818
2,813,772
$875,000
$901,250
$928,288
$956,136
$984,820
$3,050,000
3,233,000
3,426,980
3,632,599
3,850,555
Operating Supplies
$425,000
437,750
450,883
464,409
478,341
Maintenance
$250,000
257,500
265,225
273,182
281,377
$75,000
77,250
79,568
81,955
84,413
Property Taxes
$150,000
154,500
159,135
163,909
168,826
Other
$725,000
746,750
769,153
792,227
815,994
Depreciation
$450,000
450,000
450,000
450,000
450,000
$8,500,000
$8,833,000
$9,181,480
$9,546,234
$9,928,099
$625,000
$753,725
$890,333
$1,035,213
$1,188,769
Rate
Benefits
Fuel and Power
Insurance
Total Expenses
Pretax Income
Economic Valuation Scoping Example
51
Terminal Volumes
35.0
30.0
M BPD
25.0
20.0
15.0
10.0
5.0
0.0
Total Gasoline
Total Diesel
Revenue at Various Rates

$4,000,000
$3,500,000
Dollars
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
$0.21
$0.23
$0.25
$0.27
$0.29
$0.31
Operating Expenses
$2,500,000
Dollars
$2,000,000
$1,500,000
$1,000,000
$500,000
Other Operating
Expense
Maintenance
Rental Expense
Material
Contract Services
Labor
$0
Variable Operating
Expense
Valuation Assumptions
Low
Mid
High
Revenue
$2,300,000
$2,750,000
$3,250,000
Expenses
$1,700,000
$1,900,000
$2,100,000
10
12
16
Multiple
Revenue/Expense Combinations
EBITDA
Mid/Mid
$ 850,000
Low/High
$ 200,000
High/Low
$1,550,000
Valuation Matrix and Value

10
12
16
$ 200,000
$2,000,000
$ 2,400,000
$ 3,200,000
$ 850,000
$8,500,000
$10,200,200
$13,600,000
$1,550,000
$15,500,000
$18,600,000
$24,800,000
This analysis considers the economic value of the terminals

as distribution assets. Based on this consideration and the
interest in asset based investments in the petroleum sector
the economic value of the terminals as distribution assets is
between $10 and $25 million with the value likely towards
the upper end of the range.
Comparable Sales
Common method to perform real estate
appraisals
Begin with comparable sales
Make adjustments to compensate for
dissimilarities
Average several adjusted values together
Works well when there are many sales of similar
items (houses in a subdivision for example)
Does not work well for pipelines because of
differences
Can work well for terminals and tank farms
57
Reconstruction Cost
Develop a design for the replacement asset
Develop a cost estimate based on the design
Level of detail may vary
The objective is accuracy, not precision
May lower the RCN number to account for age
and condition of the asset
Based on the theory that no one would pay more
than the replacement cost
But, there may be going concern value drive by
permitting and construction risk
Generally serves as a ceiling value
58
Example Reconstruction Cost New

Materials
Unit Costs
Labor
Misc
($ Per Dia Inch Mile) ($ Per Dia Inch Mile) ($ Per Mile)
$11,000
$21,000
ROW
($ Per Mile)
$387,000
$89,000
Calculations
Cost Per Mile Based on Normalization
10-Inch
$110,000
$210,000
$387,000
$89,000
$796,000
6-Inch
$66,000
$126,000
$241,000
$66,000
$499,000
Total Cost Based Normalization Except for Misc @ 20%

10-Inch
6-Inch
$8,946,300
$17,079,300
$6,652,794
$7,238,370
$39,916,764
$337,260
$643,860
$263,676
$337,260
$1,582,056
Total
$41,498,820
59
Highest and Best Use

Examines other uses for the asset
Abandoned pipeline could be taken up and used
as structural steel
Pump or compressor sites could be used to build
high rise condos
Pipeline rights of ways could be used for fiber
optic cables
Requires logic checks to ensure assumptions are
reasonable
Usually the highest and best use of a pipeline will
be as a pipeline but it may be in alternative
service for example, a crude oil line converted to
gas service
60
Gas Gathering Line Appraisal Example

Owners wanted to transfer ownership
Put together team
Engineering
Operations
Environmental
Financial
Economic
Conducted site tour

Analyzed historical and developed forecast data
Blended economic value and RCN
Produced substantive report with rational
Worked with auditors
61
Economic Cases Considered

Case 1 - Minimum Daily Quantities for the first 10
years only.
Case 2 - Volumes based on total reserves from
the production forecast.
Case 3 - Minimum Daily Quantities for the first 10
years and then keeping the year 10 MDQ level for
the next 5 years.
Case 4 - Only developed volumes from the
production forecast
Case 5 - The pipeline earns a FERC cost of
service return.
62
Economic Valuation Calculations
63
Economic Value based on COS
64
Module Overview
Role in the oil and gas value chain
Evolution of the pipeline business model
Ownership forms
Current U. S. pipeline business model
Business Development and Economics
Organic growth
Grassroots projects
Maintenance economics
Valuations
65
For more information please contact

Tom Miesner
tom@miesnerllc.com
281-579-8877
66

Pipeline Economics

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Pipeline Economics

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Introduction to Pipeline Economics

Copyright Miesner, LLC 2008. Contact: tom@miesnerllc.com

Industry groups and boards

Pipeline Education and Training

Author Oil and Gas Pipelines in NonTechnical

Teaching Modules Day One

Pipelines, Types, Roles, And Customers

Copyright Miesner, LLC 2008. Contact: tom@miesnerllc.com

Teaching Modules Day 2

Copyright Miesner, LLC 2008. Contact: tom@miesnerllc.com

Copyright Miesner, LLC 2008. Contact: tom@miesnerllc.com

Oil Value Chain

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The Business of Oil and Gas Pipelines

Copyright Miesner, LLC 2008. Contact: tom@miesnerllc.com

Evolution of U. S. Oil Pipeline Ownership

Investors and integrated oil companies massive

Primarily integrated oil companies, often as joint

Big Inch and Little Inch built by the government for

Entrepreneurs, crude oil producers, and Standard Oil

Developed from multiple industry and company web sites.

Copyright Miesner, LLC 2008. Contact: tom@miesnerllc.com

Common Pipeline Ownership Forms

Copyright Miesner, LLC 2008. Contact: tom@miesnerllc.com

Copyright Miesner, LLC 2008. Contact: tom@miesnerllc.com

Partnership or LLC Companies

Undivided Joint Interest Pipelines

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Master Limited Partnerships

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General Partner Economics

If GP grows distributions they receive increasingly

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Limited Partner Economics

Growth Purchases and new investment opportunities

The Pipeline Business Model

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Earnings = Revenue Expenses

Expenses the big three and other

Rate Setting Mechanisms

Annual index adjustments Oil

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Overall Return on and of Rate Base

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Return on Rate Base

Average adjusted net original cost rate base X debt

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Income Tax Allowance

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Development of Rate Base

Overall Return on and of Rate Base

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Annual Index Adjustment Oil Pipelines

Market Based Rates

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Crude Oil Pipeline Tariff

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Typical Oil Pipeline Tariff Table of Contents

Extracted March 4, 2004 from http://www.colpipe.com/cs_man.asp