Let's start with this Shell. It is the top holding in your Cohen and Steers natural resources active ETF. Last week I did a fireside chat with their CEO while Sawan in Italy.He is very focused on putting Shell back on top. They are already the world's biggest trader of LNG. Why is this the biggest holding in your active ETF.Yeah, you know, we've spent the last few years thinking about what the future of energy markets are going to look like. And we've been thinking about it as this, hey, it's not really an ...

核心观点 - Energy Transfer单位价格今年下跌超过12% 但存在多重催化剂推动复苏 包括有机扩张项目逐步投产和潜在并购活动 预计2026年及以后增长将重新加速 [1][10] 财务表现 - 2024年调整后EBITDA增长13% 可分配现金流增长10% 单位价格去年飙升42% [3] - 2025年调整后EBITDA预计位于161-165亿美元指引区间低端或以下 隐含增长率低于4% [4] - 当前股息收益率升至7.7% 杠杆率处于4.0-4.5目标区间的下半部分 [1][8] 增长驱动因素 - 2025年有机扩张项目投资达50亿美元 已投产项目包括二叠纪盆地新建天然气处理厂和Nederland Flexport NGL扩建项目 [5] - 2026年底前将有多个项目投入商业运营 包括二叠纪盆地另一座天然气处理厂 Hugh Brinson管道一期和Mont Belvieu综合体新建NGL分馏装置 [5] - 长期项目包括2027年Hugh Brinson二期 2028年Bethel存储扩建项目和2029年53亿美元Desert Southwest扩建项目 [6] 并购战略 - 2019年以来完成多笔重大收购 包括2019年50亿美元收购SemGroup 2021年70亿美元收购Enable Midstream 2023年71亿美元收购Crestwood Equity 2024年33亿美元收购WTG Midstream [7] - 2020-2024年调整后EBITDA复合年增长率达10% [7] - 关联MLP收购活动带来协同效应 Sunoco LP去年73亿美元收购NuStar 近期91亿美元收购Parkland [9] 市场环境 - 能源市场条件降温 油价下跌对公司业绩造成压力 [4] - 当前增长放缓是暂时现象 预计2026-2027年将重新加速增长 [10]

行业背景 - 美国石油产量自2008年以来翻倍 从每日500万桶增至1340万桶创历史记录 使美国成为全球最大石油出口国之一[3] - 尽管德克萨斯州钻井许可从两年前的772份下降至606份（四年低点） 但实际产量保持强劲 得益于单井开采效率提升[4] - 天然气领域同样呈现增长态势 阿巴拉契亚地区的马塞勒斯和尤蒂卡页岩区已成为全球最大天然气田之一[5] 商业模式优势 - 管道运营商采用收费模式 根据油气流过管道的体积收费 不受油价波动影响（油价60美元或90美元均不影响收入）[2][8] - 收入取决于运输量而非价格边际效益 当前运输量维持在接近历史高位水平[4][8] - 行业存在高准入壁垒 新管道建设需大量资本支出且需克服许可和土地使用限制 现有运营商处于优势竞争地位[8] 具体投资标的分析 - Antero Midstream（AM）为母公司Antero Resources运营天然气管道 自2014年IPO以来持续支付股息 现金流覆盖率达130%[5] - 公司资产负债率从4倍EBITDA降至3.3倍 目标降至3倍以下 同时实施股票回购支持每股收益增长[6] - Alerian MLP ETF（AMLP）包含多家美国中游企业 提供8.1%收益率 其中Enterprise Products Partners已连续25年增加分红[7] 财务表现 - AM目前股息收益率为5.1% 现金流在支付股息后仍有30%剩余空间 为未来股息增长提供潜力[5][6] - AMLP每10万美元投资可产生8100美元年现金收入 该收益源自运输费用 不受钻井活动或油价波动影响[7][8] - 行业企业普遍签订长期稳定合同 保障现金流可持续性 多家持有企业持续增加股息分配[7][8]

华尔街分析师评级与Zacks排名对比 - 华尔街分析师对Kinder Morgan的平均评级(ABR)为1.95(1-5分制 接近强力买入) 基于20家券商评级计算得出 其中强力买入占比50% 买入占比5% [2] - 研究显示券商分析师存在系统性乐观偏见 每1个"强力卖出"评级对应5个"强力买入"评级 利益与散户投资者不完全一致 [6][10] - Zacks排名采用盈利预测修正量化模型 与短期股价走势高度相关 且保持五个等级的比例平衡 [11] Kinder Morgan具体评级状况 - 公司当前Zacks共识预期为每股1.27美元 过去一个月维持不变 [13] - 基于盈利预测等四个因素 Zacks排名第3级(持有) 与买入级ABR形成对比 [14] - 分析师对盈利前景保持稳定看法 可能使股价近期表现与大盘一致 [13] 投资研究工具差异分析 - ABR完全基于券商建议(显示为小数) Zacks排名基于盈利预测修正(显示为整数) 尽管均采用1-5分级但本质不同 [9] - ABR可能存在信息滞后 Zacks排名因持续更新盈利预测而能及时反映趋势变化 [12] - 研究显示券商推荐在选股方面成功率有限 建议将ABR与Zacks排名结合验证 [5][7][8]

[角色] 你是一名拥有10年投资银行从业经验的资深研究分析师，专门负责上市公司、行业研究。你擅长解读公司财报、行业动态、宏观市场，发现潜在的投资机会和风险。 [任务] 你需要仔细研读一份上市公司或者行业研究的电话会议记录，请阅读全文，一步一步思考，总结全文列出关键要点，不要错过任何信息，包括： * 纪要涉及的行业或者公司 * 纪要提到的核心观点和论据 * 其他重要但是可能被忽略的内容 如果没有相关内容，请跳过这一部分，进行其他的部分。 总结时要全面、详细、尽可能覆盖全部的内容、不遗漏重点,并根据上述方面对内容进行分组。 要引用原文数字数据和百分比变化,注意单位换算(billion=十亿,million=百万,thousand=千)。 [注意事项] 1) 使用中文,不要出现句号 2) 采用markdown格式 3) 不使用第一人称,以"公司"、"行业"代替 4) 只输出关于公司和行业的内容 5) 在每一个关键点后用[序号]形式引用原文档id 6) 一个[序号]只应该包含一个数字，不能包含多个，如果多个就用[序号][序号]分开写，不要写成 [序号-序号] 7) 每个关键要点后边的 [序号] 不要超过 3 个 Content: --------- <doc id='1'>Energy Services of America Corporation (ESOA) FY Conference August 27, 2025 10:15 AM ET Speaker0 Okay. Good morning. Our next presenting company is Energy Services of America. Ticker on the Nasdaq is ESOA. Company's involved in some general contracting, construction, some HVAC electrical work, primarily in the Appalachian region.</doc> <doc id='2'>Here to speak on behalf and I should also mention, one, they are a client of ours, so if you have any questions after the presentation, or you'd like to set something up after the after today, happy to work on that with you. And secondly, the company was added to the Russell 2,000 here at the June, so really good accomplishment to be able to wave that flag. Here today to present on the company behalf is Charles Grimmel, the company's CFO. Charles? Speaker1 Thank you, John. John mentioned, my name is Charles Kremel. I'm the CFO for Energy Services of America. It's always great to enjoy coming to these conferences, getting to meet people, tell people about energy services. Hopefully, is it not too early for some audience participation, is it? So let can I get a show of hands? How many of all are familiar with energy services? Okay. How many of you guys are saying, hey, who are these guys and what do they do? Good.</doc> <doc id='3'>We get that a lot. People kind of look at our structure and they're kind of like, I don't, you know, Tom here is a good example. He's like, what do you guys do? What is your vision? What is your plan? So I've kind of tried to get into that a little bit and we can maybe address some of that in the Q and A. But what we are is we are a contractor based out of Huntington, West Virginia. We're primarily in the natural gas and petroleum transmission fields. We also have work in the water and natural gas distribution. And then we also have another sector that we identify then as more of our industrial type of work that can be involved in the water I'm sorry, the power, automotive, chemical, steel manufacturing work.</doc> <doc id='4'>And then from there, you know, within that we do electrical, mechanical, piping, HVAC, fire protection type of work. So we are kind of a conglomerate of companies. Amazingly, it does all kind of work together in what we do. We have companies that do work with some of the same customers. But then again, we also have opportunities that we can create within the companies to through our general contractor and to bring NITRO into more some of the commercial space, where they're working in schools and such doing electrical HVAC there too, just to give them a little more exposure and a little more variety on their work.</doc> <doc id='5'>So we'll get into the presentation here a little bit. As you can see, we do have a list there of about six to eight companies. There's probably even a few on there that fit under NYSRO that we don't have listed. We'll kind of go through and kind of tell you about how everything just kind of fits together. But last year we did about $352,000,000 in revenue and $29,000,000 in adjusted EBITDA.</doc> <doc id='6'>As you can see there, we are September 30 filer. So we right now are working in our fourth fiscal year quarter. And then also this is kind of our, our busiest peak of the construction season the time between July and August, I'm sorry July, September, even going into October and into November some. Roughly we have about 1,400 employees and again, we work in the natural gas, petroleum, chemical, automotive, water, wastewater sectors. Some of our investment highlights here.</doc> <doc id='7'>Of course, you know, one of the biggest things for us is our relationships with our customers. That's a big driver for us in helping us get work, keeping our customers happy. Our backlog has steadily been increasing. We had about a $3.00 $4,000,000 backlog that we reported as of June. Of that, roughly about 100 and 25, I believe, is in water.</doc> <doc id='8'>About 100,000,000 of it is in our industrial services group. So we are, you know, obviously been very successful picking up work and we're very optimistic about the opportunities we're seeing for the future. We also have been very active in expanding some of our geographical reach within Nitro. They have a company that works up in Battle Creek, Michigan, kind of right there in the heart of the automotive side, the food</doc> <doc id='9'>producer side. So we think that we've kind of got that going in the right direction and we think that's going to start to contribute well to Nitro's performance here in the future. Also, we've been active on the mergers and acquisitions side. We've added, I think we've completed about four acquisitions to add to our West Virginia Pipeline, the Tri State Paving Company. We started off our own general contractor. And then in roughly. Got about 700,000 shares left on that.</doc> <doc id='10'>We do pay a dividend. We pay a quarterly dividend of 3¢ per share. You can see our geographical reach here anywhere between New York down Alabama. We are in the Carolinas, Tennessee, as far West as maybe Indiana, Illinois. We do have some operations up in Michigan.</doc> <doc id='11'>This right here is probably not as far as potentially we could go. But a lot of it's going to depend on our customers with our general contractors. We're not looking necessarily to just to add more states, but as someone like a Walbridge or somebody says, hey, Nitro, we want you to go with us, come down to Tennessee, let's go to North Carolina, let's go whatever state we got a project we want you to work on with us. That's typically where we're going to expand our geographical reach is through our working with our general contractors and then working with our customers that want us to go a Toyota per se may want us to go to Georgetown, Kentucky, want us to go down to Huntsville, Alabama, go down to Liberty, North Carolina. So that's been very, our relationships with our customers and our general contractors are very important to us.</doc> <doc id='12'>Again, will mention that we've had some a lot of M and A opportunities and things that we've gotten closed in the past. You see here is a list of some of our customers. American Water is a big customer for us working both in Charleston, West Virginia and in Lexington, Kentucky. Toyota has been a long standing customer for Nitro. Nitro started there in, I believe, 1997, building a, helped build the plant in Buffalo, West Virginia and they have not left that facility since then.</doc> <doc id='13'>So roughly about twenty eight years, Nitro has been involved with Toyota. Mountaineer Gas is a big customer for us, Dow. So you see our exposure there is in the, we TC Energy, NISource in the transmission side of the gas distribution, Mountaineer Gas in the distribution side. Then the chemical companies, Dow, Clairon type of things. So we have a broad exposure to a lot of customers, have a lot of diversity of services that we provide within the company.</doc> <doc id='14'>CJ Hughes is one of the flagship companies. Just to give you a little bit of a background on Energy Services of America, it was started in 2006 as a SPAC company. CJ Hughes is one of the companies that came in at that time that was purchased. And Nitro was a subsidiary of CJ Hughes. So those two companies came in together.</doc> <doc id='15'>There was also a third company came in that was very much heavily weighted on the gas transmission side. And so the theory behind the SPAC was then to look at opportunities in the Marcellus and Utica Shale areas in West Virginia and Ohio. Didn't really pan out as expected, really not just for us, but a lot of other contractors did not do well at that time either. So, if you move forward to about 2011 or so, we had some suffered some significant losses on projects. We had gone in forbearance with our bank when when you were restructuring.</doc> <doc id='16'>Came out of it. Decided we're going to get back to basics and so we went from a company that was heavily focused being on the transmission side to a company that was looking to more diversify its services to try to still work in transmission but limit our risk to help also, you know, build and grow our our water distribution services to grow our gas distribution services and to grow our nitro industrial group. So as you see here, CJ has been a company that's been around for, you know, since 1946, believe over seventy years they've been around. And so it's almost to the point where with a lot of our customers, I mean, know ESA is the holding company, but their relationship is with CJ Hughes. It's with Nitro.</doc> <doc id='17'>It's with West Virginia Pipeline. And so that's why, you know, one of the reasons people kind of say, why do you have all these companies and such? I think a lot of it has to do with just the familiarity with our customers and knowing these companies that they've been dealing with for a long time. And also part of it is that we have a lot of different labor solutions. So CJ then is they're a union contractor.</doc> <doc id='18'>They are signatory to the steel workers. The steel workers are the ones who work on the gas distribution and on the water distribution side of it. CJ also has a subsidiary underneath of it called Contractors Rental that when they get into the transmission side is they hire through the building trades and they're signatory to the PLCA agreements. So CJ has two different options there with their labor force. They have a lower cost steel worker</doc> <doc id='19'>side and they have a building tray side where you need more skill type of work on some of the transmission work.</doc> <doc id='20'>And what also that allows you to do then is being on that side is you can go a little bit further away from home. It's easier to beef up your workforce when you're going through the coming through the union halls. And so that's kind of the way the CJ is structured and how they suit their customers' needs. So Nitro Construction, as I said, that was one that came into the ESA underneath the CJ Hughes back in 02/2008. Nitro again is a company that has been around since 1959.</doc> <doc id='21'>I've been around Nitro well before I started with ESA. I've been around Nitro for almost thirty years now. And they they have gone growing tremendously back when I kind of started there. They were they were strictly a electrical contractor, subcontractor that worked for their parent company, Uniboiler. Did anywhere, I don't know, maybe $15,000,000 in revenue a year.</doc> <doc id='22'>Over the years, CJ, I'm sorry, Nitro has branched out, become much more than just an electrical primarily a maintenance contractor doing in the neighborhood of $50,000,000 $55,000,000 of maintenance working here to being a company now that's pushing $100,000,000 I'm sorry. Can I get you closer to that? They're pushing more $100,000,000 in revenue and added a layer of construction services on top of it. Obviously, it makes them more the potential for more profit margin than adding the new construction on top of the general maintenance stuff. SQP Construction Group is the general contractor that we started up back in, I can't remember, maybe it's 02/2001.</doc> <doc id='23'>What we saw there was a need in the marketplace because the right to work laws were changing in West Virginia and Kentucky. So it made it more advantageous then for the non union contractors and general contractors in the area. And it kind of stifled some of the ability for Nitro to get into commercial work. They're much bigger than the local GCs in the area, made it harder for Nitro to get their foot in the door for some of them, obviously not wanting to deal with a bigger gorilla, someone they really couldn't push around. And so we saw a need for us to start up, spin up our own general contractor there.</doc> <doc id='24'>So SQP does a lot of work in school work, correctional facility work, do civil work, you know, getting into some small bridge work, but also what it allows us to do then is to feed commercial opportunities to Nitro. So whether that be on the electrical side, the piping side, HVAC, the fire protection then that Nitro could possibly do somewhere about 8,000,000 to $10,000,000 worth of work a year through contractor I'm sorry, through SQP construction. Also helps filter some work down to CJ Hughes then. CJ Hughes can help SQP on doing civil work, on doing foundations, concrete work also. This is one we get asked about a lot in the sense of this was an acquisition we did back in the 2022.</doc> <doc id='25'>And people always want to know why do you have a paving company? And it doesn't seem to fit, but it makes perfect sense. What Tri State Paving does is they work about 90% of their work is with American Water in Charleston, West Virginia and Lexington, Kentucky. What they do then is come back behind the water crews that are putting in the new water lines and they do the paving restoration and the curbs back behind those crews. And as the water company says, what they get the most complaints on is the finished product.</doc> <doc id='26'>It's the paving. That's what people see. They see the finished product. They don't see what's been put under the ground. So what they decided to do is the water company wanted to have a dedicated contractor that just did the paving services behind all the contractors.</doc> <doc id='27'>And so what we found then was that paving work was pretty valuable to CJ Hughes and now they were losing out on it. And so we had the opportunity through some of our connections, reached out to Tri State Paving and their owner was looking to get out of the business. Just made perfect sense then for us to acquire them and to bring them into our fold and add to our water services that we provide. West Virginia Pipeline, I think this is a great story right here. This is a company located in Southern West Virginia.</doc> <doc id='28'>Was two brothers ran it and before them, their dad had owned it. They were looking to get out of the business. They both had a child in the business too, but they really didn't want to saddle them with having to deal with everything it takes to run a business, Having to worry about having money for payroll and equipment and all that. So the water company came to us and said, hey, we really like these guys. They fit in perfectly with you all.</doc> <doc id='29'>We want energy services to buy them. So we looked at them and saw, yeah, this makes perfect sense. So we bought them and this was our first acquisition. We bought them in December 2020. The two I'll say the two main owners at the time spent a year there.</doc> <doc id='30'>And then we kind of turned it over to the two children. So Michael and his cousin Amy run West Virginia Pipeline for us. They are tremendous in what they do. Went from the two brothers had a theory that nothing good happens when you get over 50 employees. And so they ran it at a level not to exceed 50 employees for years.</doc> <doc id='31'>And Michael and Amy have come in and they have grown that business to roughly about $6,000,000 a year up to about $12,000,000 a year. They've maintained their margins. It's just a tremendous case study for us and the kind of a perfect opportunity of an acquisition. Bryan Construction Services is one of our companies. We bought this company out of bankruptcy about three years ago.</doc> <doc id='32'>It's been a struggle for us. And so what we've decided to do on that is we are going to the work they do in the gas distribution, cathodic protection works right with what CJ Hughes does. So we're going to take those crews and blend them over to CJ Hughes. We're going to right size this company and get them down to about a 25 man boring company, about four to five crews just doing a little bit of fiber broadband work, but primarily we're going to focus on the boring work, going underneath roads and such with water pipes, with gas distribution stuff. So far, we've been successful marketing to outside customers on that.</doc> <doc id

项目概述 - Eiger Express天然气管道项目由ONEOK、Enbridge、MPLX及WhiteWater合资推进 全长450英里 设计运输能力达每日250万立方英尺 将天然气从西得克萨斯二叠纪盆地输送至休斯顿附近Katy地区 预计2028年中完工[1] - 项目通过10年及以上长期运输合约支持 投入运营后将提供稳定收入 WhiteWater负责建设运营 Matterhorn合资公司持股70% 后者由WhiteWater(65%)、ONEOK(15%)、MPLX(10%)和Enbridge(10%)共同持有 ONEOK与MPLX在Eiger项目中各自直接持股15%[5] ONEOK业务影响 - ONEOK通过直接持股15%及Matterhorn间接持股 合计享有Eiger项目25.5%权益 成为公开交易管道公司中最大受益方[6] - 公司2028年增长计划包括与MPLX合资建设德州城LPG出口终端(各50%权益)及MBTC管道(80%权益) 总投资约10亿美元 预计2028年初投运[6] - 其他中期项目包括丹佛精炼产品系统扩建(2025年中完工)、Medford分馏装置重建(2026年第四季度至2027年第一季度)及Bighorn处理厂建设(2027年中) 叠加并购协同效应 预计推动股息实现每年3%-4%增长 当前股息收益率5.5%[7][8] MPLX业务影响 - MPLX通过直接持股15%及Matterhorn持股 参与Eiger项目 增强长期增长前景[9] - 项目储备包括Blackcomb(2026年下半年投运)、Rio Bravo(2026年下半年)、Traverse管道(2027年)及两个墨西哥湾NGL分馏装置(2028-2029年) 近期以24亿美元收购Northwind Midstream强化短期增长[9] - 投资策略支持收益中个位数年增长 推动股息分配增长 自2021年以来股息复合年增长率超10% 当前股息收益率逾7.5%[10] Enbridge业务影响 - Enbridge通过Matterhorn持股10%间接参与Eiger项目 受益程度相对较小[11] - 公司当前扩张项目储备超320亿加元(约230亿美元) 涵盖原油管道扩建、新天然气管道、公用事业项目及太阳能电站 预计项目将持续投运至2029年[11] - 预计2026年前每股现金流复合年增长率达3% 之后加速至约5% 支持股息年增长最高5% 当前股息收益率5.7% 已连续30年上调股息[12] 行业协同效应 - 项目连接二叠纪盆地与墨西哥湾沿岸高价市场 满足燃气发电厂及LNG出口终端需求 提升区域天然气输送效率[4] - 三家上市公司原有项目管线与Eiger形成协同效应 进一步增强高股息增长能力 为被动收入投资提供持续增长标的[13]

财务表现 - 季度收入106.4亿美元 同比下降17.7% 较市场共识预期120.5亿美元低11.68% [1] - 每股收益0.36美元 高于去年同期0.31美元 较市场预期0.30美元高出20% [1] - 股票过去一个月回报率-4.7% 同期标普500指数上涨1.9% 当前Zacks评级为4级（卖出）[3] 运营指标 - 原油管道运输量965.9万桶 低于两位分析师平均预估的1038.216万桶 [4] - NGL业务收入2600万美元 较两位分析师平均预估的1.3911亿美元低91.1% 同比大幅下滑 [4] - NGL业务调整后EBITDA为8700万美元 高于两位分析师平均预估的6882万美元 [4] - 原油业务调整后EBITDA为5.8亿美元 略低于两位分析师平均预估的5.9878亿美元 [4]

财报发布 - 公司将于8月8日周五开盘前发布第二季度财报 [1] - 分析师预计季度每股收益为33美分，高于去年同期的31美分 [1] - 预计季度营收为1286亿美元，略低于去年同期的1293亿美元 [1] 业务交易 - 公司与Plains GP Holdings于6月17日签署协议，以375亿美元向Keyera出售NGL业务 [2] - 公司股价在周四上涨01%至1787美元 [2] 分析师评级 - 瑞穗分析师Gabriel Moreen维持"跑赢大盘"评级，目标价从20美元上调至22美元 [7] - 摩根大通分析师Jeremy Tonet维持"中性"评级，目标价从19美元上调至20美元 [7] - 花旗分析师Spiro Dounis维持"中性"评级，目标价从21美元下调至18美元 [7] - 巴克莱分析师Theresa Chen维持"减持"评级，目标价从19美元下调至18美元 [7] - 摩根士丹利分析师Robert Kad维持"持有"评级，目标价从19美元上调至23美元 [7]

These energy stocks offer attractive dividends backed by strong financial profiles. The energy sector is a great place to find high-quality, high-yielding dividend stocks. With numerous options available, it is easy for investors to overlook some excellent opportunities. Oneok (OKE -0.52%) and Williams (WMB -0.57%) are two energy dividend stocks that income-seeking investors won't want to miss. The high-quality nature of their payouts was evident in their recent second-quarter earnings report. A model of di ...

财务数据和关键指标变化 - 第二季度调整后EBITDA达到创纪录的4.64亿美元 排除约1000万美元一次性交易相关费用 调整后可分配现金流为3亿美元 [3] - 第二季度增长资本支出约1.2亿美元 维护资本支出4000万美元 包括与Energy Transfer合资企业的1500万美元增长资本和200万美元维护资本 [3] - 2025年预计资本支出包括至少4亿美元增长资本和约1.5亿美元维护资本 [3] - 截至第二季度末 15亿美元循环信贷额度中约有2亿美元未偿还借款 季度末杠杆率略低于4.2倍 [3][4] - 第二季度宣布每普通单位分配90.88美元 年化约3.63美元 较上一季度增长1.25% 过去12个月覆盖率为1.9倍 [4] 各条业务线数据和关键指标变化 燃料分销业务 - 第二季度调整后EBITDA为2.14亿美元 排除800万美元一次性交易相关费用 [5] - 季度销量为22亿加仑 环比增长5% 与去年第二季度持平 [6] - 第二季度报告毛利率为每加仑0.105美元 第一季度为0.115美元 2024年同期为0.118美元 [6] - 预计下半年销量和EBITDA将增加 支持该业务板块再创纪录 [7][8] 管道系统业务 - 第二季度调整后EBITDA为1.77亿美元 第一季度为1.72亿美元 去年第二季度为1.11亿美元 均排除交易相关费用 [8] - 季度吞吐量为120万桶/天 第一季度为130万桶/天 [8] - 受长途运输费率 强劲混合利润和中西部强劲农业需求支持 毛利润上升 [9] 终端业务 - 第二季度调整后EBITDA为7300万美元 排除200万美元一次性交易相关费用 第一季度为6600万美元 去年第二季度为4300万美元 [9] - 季度吞吐量为69.2万桶/天 第一季度为62万桶/天 去年第二季度为63.8万桶/天 [9] - 受益于强劲的吞吐量增长和混合业务良好表现 [9] 公司战略和发展方向和行业竞争 - 预计将继续产生每单位不断增加的可分配现金流 支持持续分配增长和额外增长 [4] - Parkland收购预计将在第四季度完成 股东以超过93%的投票支持该交易 [14][15] - 预计Parkland收购将带来两位数增值 同时保持强劲资产负债表 [16] - 联邦电动汽车税收抵免即将到期 进一步强化了市场共识 即精炼产品需求将在未来几十年保持强劲 [16] - 计划通过高级票据和优先股组合为Parkland交易的27亿美元现金对价提供资金 [34] 管理层对经营环境和未来前景的评论 - 所有三个业务部门表现良好 燃料分销业务继续展示弹性和增长 [12] - 预计今年下半年将超过良好的上半年表现 并预计未来几年持续强劲表现 [12] - 管道和终端部门也继续保持高水平表现 NuStar收购大大增强了这两个部门的规模和效率 [13] - 对Parkland收购的经济效益更有信心 Parkland的基础业务稳固且不断改善 [15] - 行业领先的精炼产品短缺使公司能够从持续强劲的精炼产品需求中获益 [16] 其他重要信息 - 预计将在第四季度初完成在德国和波兰的终端资产收购 [14] - 燃料分销业务中 西德克萨斯零售业务去年春季出售 混合处理利润在新的部门报告结构下重新分类 影响了报告的每加仑利润率 [6] - 计划在Parkland收购后优先整合收购资产和实现协同效应 并将资产负债表恢复到目标杠杆率 [43] 问答环节所有的提问和回答 关于Parkland收购 - 预计在第三年实现2.5亿美元协同效应 并在12-18个月内将长期杠杆目标恢复到4倍 [22] - 协同效应将来自费用控制和商业机会 公司将提供更多关于协同效应时间和组成的更新 [23] - 预计Suncorp股息将在两年等效期后继续与Sunoco LP分配保持平价 最近的预算法案将有助于最小化现金税泄漏 [24][25] 关于燃料利润率 - 尽管投资组合演变 但宏观环境对利润率整体看涨 由于盈亏平衡点保持高位 [28] - 行业高度分散 大多数站点由单一单位所有者经营者管理 外生冲击会提高所有运营商的燃料利润率盈亏平衡水平 [29] - 预计下半年将实现明显的销量增长和健康利润率 尽管某些业务不再包含在报告数字中 [31] 关于资本分配 - Parkland收购后首要任务是整合收购资产和实现协同效应 并将资产负债表恢复到目标杠杆率 [43] - 评估机会时使用相同标准 包括稳定现金流特征 增长机会 重大协同效应和吸引人的估值 [44] - 燃料分销领域有大量小型收购机会 市场高度分散 60%以上是单店运营商 [55] 关于需求背景 - 汽油需求同比持平或略有下降 柴油年初强劲但随后减弱 但预计将继续超越这些趋势 [37] - 任何导致需求破坏的因素最终都被视为对利润率有利 [38] 关于燃料分销量 - 预计燃料分销部门下半年将非常强劲 有机投资和多次收购将推动下半年EBITDA增长 [51] - 今年在资本分配方面执行了建设和购买策略 有机投资扩大了足迹 特别是在水运市场周围 [51] - 小型收购机会定义为总购买价格低于1亿美元 认为这类机会充足 [55]