A
l
t
a
G
a
s
A
n
n
u
a
l
R
e
p
o
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t
|
2
0
1
0
We’re in
a good
place
AltaGas Annual Report | 2010
2010 Financial Highlights
$ millions except as indicated
Revenue
Net revenue 1
EBITDA 1
EBITDA adjusted for mark-to-market accounting 1
Operating income 1
Operating income adjusted for
mark-to-market accounting 1
Net income applicable to common shares
Net income applicable to common shares
adjusted for mark-to-market accounting 1
Total assets
Total debt
Debt as a percent of total capitalization (%)
Funds from operations 1
Distributions declared
Dividends declared
$ per basic share
EBITDA adjusted for mark-to-market accounting 1
Net income applicable to common shares
Net income applicable to common shares adjusted for
mark-to-market accounting
Funds from operations 1
Distributions declared
Dividends declared
2010
1,354.1
485.5
243.8
249.5
151.8
157.5
97.2
101.7
2,751.7
904.5
42.8
195.0
87.0
54.1
3.06
1.19
1.25
2.39
1.08
0.66
2009
2008
2007
2006
1,268.3
1,816.8
1,428.4
1,362.6
456.6
251.5
242.0
174.3
164.8
141.3
132.7
2,628.9
1,014.6
49.2
202.3
170.2
–
3.08
1.80
1.69
2.58
2.16
–
476.5
258.7
247.7
188.0
177.0
163.6
158.0
324.0
175.2
174.1
126.6
125.5
108.8
109.3
318.9
174.5
174.5
126.7
126.7
114.5
114.5
2,132.3
1,172.7
1,109.6
565.3
37.8
216.8
147.1
–
3.60
2.38
2.30
3.15
220.8
27.4
162.9
118.6
–
3.03
1.90
1.90
2.84
265.5
33.4
161.7
110.8
–
3.14
2.06
2.06
2.92
2.125
2.065
1.995
–
–
–
1 Non-GAAP financial measure. See discussion in the “Non-GAAP Financial Measures” section of the MD&A.
With a strong balance
sheet, we have the financial
flexibility to fund our
committed capital program.
Capital structure
n EQUITY
n PREFERRED SHARES
n DEBT
EBITDA adjusted for
mark-to-market accounting
Funds from operations
Operating income
adjusted for
mark-to-market accounting
$ millions
$ millions
$ millions
250
200
150
100
50
0
43%
48%
9%
06
07
08
09
10
250
200
150
100
50
0
06
07
08
09
10
200
150
100
50
0
We generate superior
economic returns by
investing in low-risk,
long-life energy assets.
Operating income
n GAS
n POWER
n UTILITY
39%
49%
06
07
08
09
10
12%
W
N
S
E
BRITISH COLUMBIA
ALBERTA
SASKATCHEWAN
MANITOBA
Edmonton
Calgary
Vancouver
Regina
Winnipeg
NORTHWEST TERRITORIES
ONTARIO AND MICHIGAN
NOVA SCOTIA
UNITED STATES
Beaufor t
Sea
Tuktoyaktuk
ONTARIO
NEVADA
Carson City
Sacramento
Denver
COLORADO
Bismarck
NORTH DAKOTA
Reindeer Depot
IKHIL
Inuvik
MICHIGAN
Toronto
Detroit
Halifax
CALIFORNIA
Santa Fe
Los Angeles
NEW MEXICO
We’ve built a portfolio of long-life, high-quality assets
that provide a platform for future growth.
Energy Services
Wind Power Generation
Gas Business
Extraction Plants
We hold interests in six of the 10
extraction plants in Canada. These
plants process natural gas to recover
residual ethane and natural gas
liquids (NGLs).
Pipelines
— We own and operate eight transmission
pipelines that transport 554 million cubic
feet per day of natural gas and 152,000
barrels per day of NGLs. The pipelines
connect producers to markets throughout
North America.
Pipelines Under Construction
– – – Additional pipelines to the Harmattan
and Younger extraction facilities are
under construction.
Field Gathering & Processing Area
We operate more than 70 facilities
in 30 operating areas across western
Canada that process raw natural gas to
remove impurities, and in some cases, to
extract higher value-added NGLs. Our
network of 6,500 km of gathering and sales
lines provides producers in the Western
Canada Sedimentary Basin (WCSB) with
quick access to North American markets.
Gas Plants Under Development
The Gordondale Gas Plant is
currently under development
in northwest Alberta.
Storage Facility
We provide gas procurement, management
and optimization services by contracting
supply and shrinkage gas for extraction
facilities. We contract and resell capacity on
the transmission pipelines and provide gas
control services to balance gas flows. We also
store and market gas for producers and end
users, and procure energy for large industrial
and utility customers across Canada.
Power Business
Coal-fired Power Generation
Our 50 percent ownership interest in
the Sundance B Power Purchase
Arrangements (PPAs) gives us control of
353 MW of low-cost, base-load power in Alberta.
Gas-fired Power Generation
We have 54 MW of gas-fired
generation capacity in Alberta
through a capital lease and directly owned,
including the recently commissioned
15 MW Harmattan cogeneration facility.
The peaking plants have quick ramp-up
capabilities, enabling them to generate
revenue from the sale of energy and
ancillary services, while cogeneration
provides the steam required to process
gas and electricity for on-site consumption
and for the electrical grid.
Gas-fired Power Generation
Under Development
More gas-fired power generation is
under development. The second phase
of the Harmattan cogeneration facility will
provide an additional 15 MW of power.
We have a 50 percent interest in a gas
storage asset in Sarnia, Ontario, with
5.3 Bcf of natural gas storage capacity.
Waste Heat Recovery
Under Development
Storage Facilities Under Development
Further storage is under development
in Michigan and Nova Scotia.
We are adding a new type of power to
our portfolio, with a 60 percent interest
in the 6 MW Crowsnest Pass waste heat
recovery power plant in Sparwood, British
Columbia. A 20-year Electricity Purchase
Agreement (EPA) is in place with BC Hydro.
The 102 MW Bear Mountain Wind Park
near Dawson Creek, British Columbia,
delivers power to BC Hydro under a 25-year EPA.
Wind Power Generation
Under Development
We have 1,500 MW of wind power
projects under various stages of
development in western Canada and
the northern and western United States.
Hydro Power Generation
We have an effective interest
of 25 percent in a 7 MW, run-of-river
hydroelectric power generation facility
in British Columbia.
Hydro Power Generation
Under Construction
The Forrest Kerr run-of-river
hydroelectric project (195 MW) is
under construction and will provide
power to BC Hydro under a 60-year EPA.
Hydro Power Generation
Under Development
There are 205 MW of hydro power
generation projects under
development in British Columbia.
Utility Business
Gas Distribution
Our Utility business is comprised of
regulated natural gas distribution
systems in Alberta (AltaGas Utilities Inc.),
Nova Scotia (Heritage Gas Ltd.), and the
Northwest Territories (Inuvik Gas Ltd. and
Ikhil Joint Venture).
AltaGas Utilities Inc. (AUI) and Heritage Gas
operate in marketplaces where they are
allowed the opportunity to earn regulated
returns that provide for recovery of costs and
a return on capital from the franchise capital
investment base.
In fact,
we’re in a
lot of good
places
AltaGas’ vision is to be a leading North American
energy infrastructure company. Our focus is
Canada and the northern and western United States.
The Report
9 Letter to Shareholders 12 Executing Our Strategy 14 Corporate Governance 16 Management’s Discussion
and Analysis 58 Consolidated Financial Statements 65 Notes to the Consolidated Financial Statements
99 Shareholder Information 100 10-Year Review of Financial and Operating Information 102 Corporate Information
| AltaGas 2010 Annual Report | 1
Extraction & Transmission
Field Gathering
& Processing
Gas Storage
By providing a spectrum of midstream energy services,
we’re able to mitigate risk and capture economies of scale.
We’re capitalizing on the
growing unconventional
natural gas supply in
the WCSB.
Our $130 million Harmattan Co-stream Project is
enhancing value to the petrochemical industry
in Alberta. The project will bring rich, sweet
natural gas from the west leg of the Alberta system
to be processed using existing spare capacity.
Expected growth
Bcf/d
n MONTNEY
n HORN RIvER
The Gordondale gas processing facility is an exceptional
gas infrastructure project located in the Montney
resource area that will provide long-term, stable
cash flows. The $235 million plant will be equipped with
liquids extraction facilities to capture the natural gas
liquids value for our customers.
4
3
2
1
0
2010
2020
2
| AltaGas 2010 Annual Report
|
Natural gas
is a good
place to be
We’re building new assets and increasing volumes
where gas supply is growing, while stabilizing earnings
with fixed-fee and cost-of-service contracts.
We’re meeting producer demand by expanding,
consolidating and building processing facilities
including an expansion at our Pouce Coupe
facility located in the Montney resource area.
We entered into an agreement to acquire the
Groundbirch sour gas plant in the Montney
resource area in return for a dedicated
take-or-pay processing obligation.
| AltaGas 2010 Annual Report | 3
Conventional
Renewable
By pursuing a variety of power sources,
we can continue to be a reliable power provider
while filling the growing demand for clean energy.
The Sundance B facility is among the lowest cost
producers of power in Alberta. Our PPAs uniquely
position us to maintain profitable operations during
difficult economic conditions.
54 MW of gas-fired power generation in Alberta
adds fuel diversity to our portfolio, including the
newly commissioned 15 MW cogeneration facility
at Harmattan completed on time and under budget.
Clean sources of power,
such as wind, run-of-river
hydroelectricity, geothermal
and gas-fired generation.
Power business emissions
intensity target
Emissions intensity
(t/MWh) (Coal=1.04)
1
0
2009
2021
4
| AltaGas 2010 Annual Report
|
Power
generation
is a good
place to be
We’re combining base-load power with long-life,
contracted, clean and renewable power, reducing our carbon
footprint and delivering stable and growing earnings.
The Bear Mountain Wind Park completed its first
full year of operations. Bear Mountain is backstopped
by a 25-year EPA with BC Hydro.
We made significant progress on growing our renewable power platform with the
signing of a 60-year EPA with BC Hydro and associated long-term arrangements with
the First Nations in support of the Forrest Kerr 195 MW run-of-river hydroelectric project.
Base camp construction is complete, with construction activities continuing until mid-2014
on the estimated $700 million project.
| AltaGas 2010 Annual Report | 5
Rate Base
Growth
Stable
Returns
Our rate regulated gas distribution infrastructure
generates stable earnings growth through safe and
reliable service to a growing customer base.
We continued to deliver stable returns in 2010.
Offering clean natural gas through 64 km of new pipe to Fairview,
Clayton Park, Bayer’s Lake and Bedford in Nova Scotia. This expansion
is expected to bring Heritage Gas 1,100 new customers.
Regulated return on equity for 2010
%
15
12
9
6
3
0
AUI
Heritage
6
| AltaGas 2010 Annual Report
|
Utilities
are a good
place to be
We’re growing our regulated asset base while
providing stable and predictable cash flows.
We’re investing in the long-term reliability
and efficiency of AUI’s gas delivery systems.
We completed the first year of a 20-year
system rejuvenation program.
In 2010, we delivered natural gas to more than
74,000 customers, providing service to nearly
2,000 more customers than the year prior.
Our rate base grew
15 percent in 2010 and
is forecasted to grow by
17 percent in 2011.
15%
rate
base
growth
| AltaGas 2010 Annual Report | 7
AltaGas
is a good
place to be
Growth
Yield
David W. Cornhill
Chairman and Chief Executive Officer
8
| AltaGas 2010 Annual Report
|
LEttER to sHAREHoLDERs
2010 was a solid year, and the future looks even brighter. We are investing in
diversified energy infrastructure that will continue to provide long-term growth,
cash flow and solid returns. We are well on our way to doubling EBITDA by
2016. Every aspect of our business is positioned for success.
We are just 18 months into our five-year, $2 billion
growth plan. To date, we have $1.4 billion in
capital projects under construction, $235 million
awaiting regulatory approval and $500 million in
high-grade development opportunities. Our goals
are becoming a reality.
We are in a good place financially, with a strong
balance sheet and ample liquidity to finance our
growth over the next several years. We completed
$1.5 billion in finance initiatives last year,
including our first issuance of preferred shares.
We converted to a dividend-paying corporation
and provided our investors with a dividend at the
high end of the range we proposed last year,
proving once again to be a valuable long-term
investment proposition.
With all this in mind, we are now ready for the
next phase of growth. We have strengthened our
team by adding new people. We are developing
our team to take the Company into the future.
As part of this we have reorganized into three
businesses to allow senior management to better
oversee their business and growth opportunities.
Gas Highlights
The past year has been a successful
one. We expanded, consolidated,
built and redeployed processing
facilities to meet producer demand
in active drilling areas of the WCSB.
In November, Encana committed to a long-term
gathering and processing agreement that will
supply natural gas to our new Gordondale
deep-cut processing facility. AltaGas
shareholders will benefit from this 120 Mmcf/d
natural gas processing facility for years to come.
We set a goal to create
$2 billion in organic
growth by 2016. We have
$1.4 billion committed.
We will grow earnings by adding highly contracted,
long-life infrastructure while decreasing our overall
commodity exposure.
We balance income and
growth, ensuring stable and
growing dividends along
with capital appreciation.
2010 progress report
Growth and diversification strategy at work
2010 EBITDA
2016E EBITDA
$ millions
2,000
1,500
1,000
500
0
Utility
Gas
Power
UNHEDGED COMMODITY
HEDGED COMMODITY
FEE FOR SERVICE
RENEWABLE LONG-TERM
CONTRACTED
REGULATED UTILITY
AND CONTRACTED
Dividend
set at
$132
per share
in 2010
Letter to Shareholders | AltaGas 2010 Annual Report | 9
In December, we were pleased to receive regulatory
approval to proceed with our Harmattan Co-stream Project.
This project will increase throughput at the Harmattan
extraction facility and add extraction options on the west
leg of the Alberta natural gas transmission system.
Looking ahead, our growth strategy for the Gas business
is to expand our already significant presence in locations
with emerging supplies of unconventional natural gas.
This includes areas such as the Montney resource area
in northeast British Columbia and tight gas plays along
the Alberta Rockies.
We anticipate additional opportunities to increase
processing volumes near our existing assets by tying in
new wells and acquiring or building natural gas gathering,
processing and transmission infrastructure. We will grow
the Gas business and achieve even stronger results for
our shareholders going forward. Our Gas business is
in a good place.
Power Highlights
We had an exciting year in the power
business. In May, we signed a 60-year
EPA with BC Hydro and reached an
agreement with First Nations for our
195 MW Forrest Kerr run-of-river
hydroelectric power generation project.
We are pleased to have a strong partnership with the
Tahltan Nation and we continue to work closely with them
to advance this project. It will not only provide continued
employment for the Tahltan people, but will provide
enough electricity for approximately 70,000 homes in
British Columbia, and offset more than 450,000 tonnes
of greenhouse gas equivalents annually. In 2011, we will
be working hard to obtain similar agreements to begin
construction on the two sister hydroelectric projects
near Forrest Kerr.
Bear Mountain Wind Park completed its first full year of
operations, adding to our earnings in 2010 and it is just
the beginning of our plan to pursue more wind projects to
add to our power portfolio.
The demand for clean power is always increasing, and we
have many renewable projects under development to help
us meet it. As we grow our renewable power portfolio, we
reduce our emissions intensity and continue to be part of
the climate change solution.
Our renewable power generation business will undergo
dramatic growth in the next few years. We continue to
look to the future and turn ideas into reality as we
increase our portfolio of clean energy assets to
complement our profitable conventional power business
in Alberta. Our Power business is in a good place.
Utility Highlights
We provide natural gas to over 74,000
residential and commercial customers
in Alberta, Nova Scotia and Inuvik.
It is a safe and reliable way to keep their homes heated,
their lights on and their businesses operating efficiently.
In Alberta, AltaGas Utilities Inc. completed the first year of
the 20-year system rejuvenation program that will ensure
reliable and efficient long-term gas delivery, and will
maintain public and worker safety.
In Nova Scotia, Heritage Gas has a five-year expansion
project underway. This project will install 64 km of pipe to
serve 1,100 new customers in the Fairview, Clayton Park
and Bedford regions of the Halifax Regional Municipality.
In 2010, our rate base grew by 15 percent and it is
forecasted to grow another 17 percent in 2011.
Our utilities add a stable, growing source of cash flows
and earnings, and strengthens our business risk profile.
Our Utility business is in a good place.
10 | AltaGas 2010 Annual Report
| Letter to Shareholders
Looking forward
Financial discipline is the cornerstone
of AltaGas’ strategy.
Ensuring we have sufficient liquidity and flexibility to meet
our capital requirements, at the lowest possible cost, is a
key element in meeting our growth objectives.
In 2011, we will continue to improve the performance
of our existing businesses by controlling costs and
capitalizing on the strategic location of our current assets.
We will also continue to pursue opportunities that add
low-risk, high-quality assets that create, move and hold
energy and we will do this in a safe and reliable manner.
Safety is our number one priority. We have strict safety
and environment management policies and procedures in
place that have allowed us to exceed our targets this year.
Furthermore, the 2010 external auditors awarded us with
our highest scores for both safety and environmental
audits in company history. Our goal is to advance our
performance year-over-year and I am pleased with
these results.
AltaGas is proud to be a part of the communities where
we live, work and serve. Our employees have strong ties
to the community and it shows through their generous
contributions to community initiatives in health and social
services, education and the arts.
The success achieved in 2010 and the growth planned
for 2011 and beyond is due to the dedication of the 960
people that make up our workforce. I would like to thank
you for all your hard work. Your continued enthusiasm and
integrity is what makes AltaGas a great company and a
great place to work.
The long-term success of AltaGas can also be attributed
to our steadfast commitment to our core values. Since
our inception, in addition to our focus on safety and
environment and being financially astute, we have been
Trailblazers, not afraid to be different or to challenge the
industry status quo. Examples of this include our roots
as the first midstream company in Canada and the
development of new green-field natural gas distribution
businesses, such as Heritage and Inuvik Gas. From the
beginning, we have successfully focused on the big
picture, attracted exceptionally talented and intelligent
employees who are experts in their field and who act in
a manner that is decisive, seizing available opportunities
to create value. We know the importance of customers to
the sustainability of our company and continuously strive
to communicate effectively and appropriately with our
many stakeholders.
Among the people who contribute to AltaGas’ success are
those who serve on the Board of Directors. Denis Fonteyne
is retiring from the Board of Directors in April 2011 after
more than 12 years of service to AltaGas. Denis served as
Chair of the Environment, Occupational Health and Safety
Committee from 2001 to 2010 and provided guidance
throughout the growth of the organization. I would like
to extend my deepest gratitude to Denis for his
dedicated service.
We are in a good place. As we continue
to grow, our shareholders will benefit
from a business that is more diversified,
more stable and more prosperous.
The best is yet to come.
David W. Cornhill
Chairman and Chief Executive Officer
March 7, 2011
Letter to Shareholders | AltaGas 2010 Annual Report | 11
ExECUtING oUR
stRA tEGY IN 2010
optimize, Grow and Diversify
Energy Infrastructure
What We’ve
Accomplished this Year
s
s
E
N
I
s
U
B
R
E
W
o
P
s
s
E
N
I
s
U
B
s
A
G
Forrest Kerr
• Signed a 60-year inflation indexed EPA with BC Hydro in May for the
195 MW run-of-river project.
• Expected to have a capital cost of $700 million and is expected
in-service mid-2014.
Harmattan Cogeneration
• Completed the construction and commissioned a 15 MW gas-fired
cogeneration facility at the Harmattan Complex in Q4 2010.
McLymont Creek, Volcano Creek • Progressed negotiations with the Tahltan Nation,
the Government of British Columbia and BC Hydro.
Gordondale
• Secured a long-term agreement with Encana to construct a $235 million,
Groundbirch
120 Mmcf/d gas processing facility and an associated gas gathering
system and deep-cut facility in the Gordondale area of the Montney
resource play.
• Expected in-service Q4 2012.
• Entered into an agreement to acquire the 28 Mmcf/d Groundbirch sour
gas plant in northeast British Columbia. Under the agreement, AltaGas
invested approximately $28 million to construct the gas plant and related
infrastructure in return for 100 percent ownership of the gas plant and a
dedicated take-or-pay processing obligation.
Harmattan Co-stream
• Received regulatory approval in December to pursue a $130 million
co-stream project.
• Signed a contract with Nova Chemicals for a 20-year, full
cost-of-service agreement.
• Expected in-service Q1 2012.
Alton storage
• Acquired Landis Energy Corporation in March furthering the growth
of the natural gas storage business in Atlantic Canada.
Pouce Coupe, Ante Creek, Acme • Completed plant expansions at Pouce Coupe, Ante Creek and Acme
processing facilities adding 32 Mmcf/d in capacity.
s Heritage Gas
s
E
N
I
s
U
B
Y
t
I
L
I
t
U
AUI and Heritage Gas
• Completed a $19 million project to Fairview, Clayton Park, Bayer’s Lake
and Bedford in Nova Scotia, during 2010. The expansion added 34 km
of new pipelines to the natural gas distribution system and provides
the foundation for further expansion into growing communities over the
next several years.
• Increased rate base by 15 percent in 2010.
12 | AltaGas 2010 Annual Report
| Executing Our Strategy
Maintain Financial
strength and Flexibility
What We’ve
Accomplished this Year
Conversion to a Corporation
• Reorganized into a dividend-paying corporation.
• Monthly dividend set at the high-end of the guidance range;
$1.32 per share annualized.
Credit Facilities
• $600 million syndicated credit facility with an accordion
feature for another $200 million.
• $200 million AltaGas Utility Group Inc. (AUGI) credit facility.
Medium term Notes (MtNs)
• $175 million MTNs issued in November, carrying a coupon rate
of 4.6 percent, maturing January 15, 2018.
• Issued $200 million MTNs in March, carrying a coupon rate
of 5.49 percent, maturing March 27, 2017.
E
t
A
R
o
P
R
o
C
Preferred shares
• Offered 8,000,000 cumulative redeemable five-year rate-reset
preferred shares in August, resulting in gross proceeds of $200 million
and a strong balance sheet of a debt-to-total capitalization of
42.8 percent at December 31, 2010.
Develop organizational
Capability
What We’ve
Accomplished this Year
Aboriginal Relations Policy
• Started developing an Aboriginal Relations Policy with the
E
t
A
R
o
P
R
o
C
Hired Construction Expertise
Internal Management structure
aboriginal communities with which it operates.
• Hired major projects teams for Gas and Power.
• Led by experienced executives.
• Engaged leading engineering firms.
• Completed an internal organization that established three divisional
presidents to lead the Gas, Power and Utility businesses with full
accountability for their profitability, working capital management
and capital deployment.
Project Management Framework • Sponsored 25 employees to complete their project management
certification in 2010 and will continue to follow project management
methodologies.
• Developed project management dashboards.
• Developed cost control and reporting framework.
safety and Environmental
Management
• Exceeded 2010 safety targets.
• Achieved our highest-ever external audit scores for safety and environment.
Executing Our Strategy | AltaGas 2010 Annual Report | 13
David W. Cornhill
Chairman and Chief
Executive Officer
Member of the EOHSC
Myron F. Kanik
Lead Director
Independent director;
Chair of the GC and
Member of the HRCC
CoRPoRA tE GoVERNANCE
The members of the Board of Directors of AltaGas Ltd. (“AltaGas”) are
elected by the shareholders to manage, or supervise the management of,
its business and affairs. It is our responsibility to ensure that the interests
of shareholders and other stakeholders are properly represented. To that
end, the Board of Directors has assumed responsibility for the
stewardship of AltaGas, and developed standards and procedures for its
operations that meet a high standard of governance. We regularly review
AltaGas’ activities, with a view to ensuring its business affairs are
conducted appropriately, with the honesty, integrity, transparency and
accountability that shareholders expect. We are committed to
continuously meeting those high standards.
The annual meeting provides AltaGas’ executives with the opportunity to
communicate AltaGas’ goals and strategy to shareholders. The meeting
offers shareholders the chance to hear first-hand from management and
to understand AltaGas’ strategy for seeking to continually increase
shareholder value and grow AltaGas. The Board of Directors and AltaGas’
management team encourage you to attend the annual meeting either in
person in Calgary or through the live webcast that can be viewed at
www.altagas.ca.
Allan L. Edgeworth
Director
Independent director;
Member of the AC
Chair of the EOHSC
Hugh A. Fergusson
Director
Independent director;
Member of the AC
and HRCC
The annual meeting will be held at 3:00 p.m. MDT
on Wednesday, April 20, 2011 at
The Petroleum Club, Devonian Room,
319 – 5th Avenue S.W., Calgary, Alberta.
Daryl H. Gilbert
Director
Independent director;
Member of the AC and
Chair of the HRCC
Robert B. Hodgins
Director
Independent director;
Chair of the AC and
Member of the GC
Denis C. Fonteyne
Director
Independent director;
Member of the EOHSC and
Member of the HRCC
The Board of Directors would like to express
its thanks to Denis Fonteyne for more than
twelve years of service as a Director of
AltaGas. Denis, who is retiring from the
Board of Directors upon conclusion of the
annual meeting, joined the Board of
Directors of the then AltaGas Services Inc.
in September 1998. Denis brought a wealth
of business knowledge and experience to
AltaGas’ Board from a career of more than
40 years in the oil and gas industry, where
he held a number of senior executive
positions. We thank Denis for his support,
advice and dedication during his tenure
with the Board of Directors.
On behalf of the Board of Directors:
David F. Mackie
Director
Independent director;
Member of the GC
and HRCC
Neil McCrank
Director
Independent director;
Member of the GC
and EOHSC
Myron F. Kanik
Lead Director
14 | AltaGas 2010 Annual Report
| Corporate Governance
AltaGas is committed to a high standard of governance,
in the belief that it improves performance and benefits all
shareholders. The following is a summary of AltaGas’
Governance Practices. A more detailed description can be
found in AltaGas’ Management Information Circular filed on
the SEDAR system at www.sedar.com.
stAtEMENt oF GoVERNANCE PRACtICEs
Mandate of the Board of Directors
The Board of Directors exercises responsibility for the
management and supervision of the affairs of AltaGas.
This includes the appointment and monitoring of the Chief
Executive Officer, the appointment of other senior officers,
and the approval of their compensation.
The Board of Directors also reviews and approves the
annual strategic plan, which includes key objectives,
quantifiable operational and financial targets, and processes
for the identification, monitoring and mitigation of principal
business risks.
The Board of Directors also establishes a succession plan
that includes the appointment, training and monitoring of
senior management.
The independent Directors of AltaGas meet in the absence of
management and non-independent Directors at each meeting
of the Board of Directors.
Composition of the Board of Directors
David W. Cornhill, Chairman and Chief Executive Officer of
AltaGas, is the only member of the Board of Directors who
is also a member of management and considered not to
be independent.
Committees of the Board of Directors
The Board has four standing committees: Governance (GC);
Audit (AC); Environment, Occupational Health and Safety
(EOHSC); and Human Resources and Compensation (HRCC).
The GC, AC and HRCC are composed exclusively of non-
management, independent directors. The EOHSC includes a
majority of independent, non-management directors, as well as
the Chairman and Chief Executive Officer of AltaGas. Each of
the committees has a mandate that prescribes its composition
and responsibilities approved by the Board of Directors.
Governance Committee
The GC reviews Board performance and provides
recommendations for improvement with respect to all aspects
of governance. The GC identifies and recommends individuals
qualified to become members of the Board of Directors.
It reviews and recommends compensation for Directors and,
on an annual basis, formally assesses the effectiveness of
the Committees and the Board of Directors. The GC is also
responsible for the orientation and education of new Board
members and continuing development of existing members.
The Chair of the Governance Committee is Myron F. Kanik,
an energy industry consultant.
Audit Committee
The AC consists of four independent and financially literate
Directors who oversee AltaGas’ financial reporting process.
It reviews and provides recommendations to the Board
of Directors on annual and interim financial statements,
and examines the adequacy of its risk management
processes and internal control system for financial reporting
and disclosure.
The AC approves the appointment, terms of engagement,
provision of non-audit services and proposed fees of the
independent auditor. At every meeting, the AC has the
opportunity to meet with the independent and internal
auditors without management present.
The Chair of the Audit Committee is Robert B. Hodgins,
previously Chief Financial Officer of Pengrowth Energy Trust,
Treasurer of Canadian Pacific Limited and Chief Financial
Officer of TransCanada Pipelines Limited.
Environment, occupational Health and safety Committee
The EOHSC is responsible for reviewing, reporting and making
recommendations to the Board of Directors on AltaGas’
policies and procedures with respect to the environment and
occupational health and safety.
AltaGas is committed to being a steward of the environment
and to the health and safety of its employees.
The Chair of the Environment, Occupational Health and Safety
Committee is Allan L. Edgeworth, an energy industry consultant
and former President and Chief Executive Officer of Alliance
Pipeline Ltd.
Human Resources and Compensation Committee
The HRCC reviews, reports and provides recommendations
to the Board of Directors on the compensation of the Chief
Executive Officer, and the appointment and compensation of
senior corporate officers. It also reviews succession plans, the
compensation policy for all other employees and the approval
of all grants of share options.
AltaGas is committed to operating its businesses in an ethical
manner. In 2006, we adopted a Code of Business Ethics,
which can be viewed on our website.
The Chair of the Human Resources and Compensation
Committee is Daryl H. Gilbert, a managing director with JOG
Capital Inc. and prior to that an independent consultant in
reserves evaluation.
Corporate Governance | AltaGas 2010 Annual Report | 15
MANAGEMENt’s DIsCUssIoN AND ANALYsIs
The Management’s Discussion and Analysis (MD&A) of operations and Consolidated Financial Statements presented herein are provided to
enable readers to assess the results of operations, liquidity and capital resources of AltaGas Ltd. (the “Company”) and AltaGas Income Trust
(the “Trust”) (collectively AltaGas Ltd. and the Trust are referred to as “AltaGas”) as at and for the year ended December 31, 2010 compared
to 2009. This MD&A dated March 2, 2011 should be read in conjunction with the accompanying Consolidated Financial Statements and
notes thereto of AltaGas for the year ended December 31, 2010.
This MD&A contains forward-looking statements. When used in this MD&A the words “may”, “would”, “could”, “will”, “intend”, “plan”, “anticipate”,
“believe”, “seek”, “propose”, “estimate”, “expect”, and similar expressions, as they relate to AltaGas or an affiliate of AltaGas, are intended to
identify forward-looking statements. In particular, this MD&A contains forward-looking statements with respect to, among others things,
business objectives, expected growth, results of operations, performance, business projects and opportunities and financial results. Specifically,
such forward-looking statements are set forth under: “Strategy”; “Gas – Description of Assets – Capitalizing on Opportunities”; “Gas Outlook”;
“Power – Description of Assets – Capitalizing on Opportunities”; “Power Outlook”; “Utility – Description of Assets – Capitalizing on Opportunities”;
“Utility Outlook”; “Growth Capital”; “Consolidated Outlook”; and “Corporate Outlook”.
These statements involve known and unknown risks, uncertainties and other factors that may cause actual results or events to differ
materially from those anticipated in such forward-looking statements. Such statements reflect AltaGas’ current views with respect to future
events based on certain material factors and assumptions and are subject to certain risks and uncertainties including without limitation,
changes in market competition, governmental or regulatory developments, changes in tax legislation, general economic conditions and other
factors set out in AltaGas’ public disclosure documents.
Many factors could cause the results of AltaGas or any of its businesses, performance or achievements to vary from those described in this
MD&A, including without limitation those listed above as well as the assumptions upon which they are based proving incorrect. These factors
should not be construed as exhaustive. Should one or more of these risks or uncertainties materialize, or should assumptions underlying
forward-looking statements prove incorrect, actual results may vary materially from those described in this MD&A as intended, planned,
anticipated, believed, sought, proposed, estimated or expected, and such forward-looking statements included in this MD&A herein should
not be unduly relied upon. These statements speak only as of the date of this MD&A. AltaGas does not intend, and does not assume any
obligation, to update these forward-looking statements except as required by law. The forward-looking statements contained in this MD&A are
expressly qualified as cautionary statements.
Financial outlook information contained in this MD&A about prospective results of operations, financial position or cash flows is based on
assumptions about future events, including economic conditions and proposed courses of action, based on management’s assessment of the
relevant information currently available. Readers are cautioned that such financial outlook information contained in this MD&A should not be
used for the purposes other than for which it is disclosed herein.
This MD&A contains references to certain financial measures that do not have a standardized meaning prescribed by Canadian generally
accepted accounting principles (GAAP) and may not be comparable to similar measures presented by other entities.
Additional information relating to AltaGas can be found on its website at www.altagas.ca. The continuous disclosure materials of AltaGas Ltd.
and AltaGas Income Trust, including its annual MD&A and Consolidated Financial Statements, Annual Information Form, Information Circular,
and Proxy Statement, material change reports and press releases, are also available through AltaGas’ website or directly through the SEDAR
system at www.sedar.com.
2010 Highlights
The 195 MW Forrest Kerr
run-of-river hydroelectric
project is tied to a 60-year
inflation indexed EPA at
$120 to $130 per MWh
with BC Hydro. Forrest Kerr
has a capacity factor of
55 percent and is expected
to commence operations
mid-2014.
Our newest project in the
Gordondale area of the
Montney resource play,
will add 120 Mmcf/d of
gas processing capacity
and deep-cut capability.
Growth and our diversified
portfolio of energy assets
allowed us to deliver strong
operating results in the
face of weaker gas and
power prices.
Approximately $800 million
in available credit facilities,
good access to capital
markets and debt to
total capitalization of
42.8 percent at Dec 2010.
16 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
ALtAGAs oRGANIZAtIoN
The material businesses of AltaGas (the Company) are operated by AltaGas Ltd., AltaGas Holding Partnership (formerly Taylor NGL
Limited Partnership), AltaGas Pipeline Partnership, AltaGas Extraction and Transmission Limited Partnership, Harmattan Gas Processing
Limited Partnership, AltaGas Processing Partnership and AltaGas Utility Group Inc. (Utility Group), collectively the operating subsidiaries.
Prior to July 1, 2010, AltaGas General Partner Inc., through its Board of Directors, the members of which were appointed by the
Trustee at the direction of AltaGas Income Trust’s (the Trust) unitholders, had been delegated by the trustee of the Trust to
manage or supervise the business and affairs of the Trust. As of July 1, 2010, the Board of Directors of AltaGas General Partner
Inc. were appointed to the Board of Directors of the Company in accordance with the plan of arrangement approved at the
Annual and Special Meeting of Securityholders on June 3, 2010.
The annual MD&A and Consolidated Financial Statements follow the continuity of interest basis of accounting whereby the
Company is considered a continuation of AltaGas Income Trust. As a result, this MD&A includes the results of operations for the
period up to and including June 30, 2010, when the entity existed as a trust and the Company’s results of operations thereafter.
At the end of 2010, the Company completed an internal reorganization that formally established three operating divisions –
Gas, Power and Utility. The following MD&A is based on these operating divisions.
ALtAGAs’ VIsIoN AND oBJECtIVE
AltaGas’ vision is to be a leading North American energy infrastructure company with a focus in Canada and the northern and
western United States. The Company’s overall objective is to generate superior economic returns by investing in low-risk, long-
life energy assets underpinned by contracts with strong counterparties or regulated returns. Over the past seventeen years
AltaGas has built a portfolio of assets that provide the platform to support its future growth. The Company seeks to invest in
projects that provide returns that are accretive to cash flow and earnings which in turn provide stable and growing dividends and
capital appreciation.
oVERVIEW oF tHE BUsINEss
AltaGas is an energy infrastructure business with a focus on natural gas, power and regulated utilities. With the physical and
economic links along the energy value chain together with its efficient, reliable and profitable assets, market knowledge and
financial discipline, AltaGas has provided strong, stable and predictable returns to its investors. AltaGas focuses on maximizing
the profitability of its assets, providing services that are complementary to its existing businesses, and growing through the
acquisition and development of energy infrastructure.
AltaGas’ Gas business touches more than 2 Bcf/d of gas and includes natural gas gathering and processing transmission and
storage. The Power business includes conventional power generation in Alberta and renewable power generation in British
Columbia. The Utility business is a rate regulated business earning returns that are driven primarily by regulated rates of return
and cost-of-service recovery.
$485.5
million
Net Revenue
$243.8
million
EBITDA
$151.8
million
Operating Income
$221.9
million
Invested Capital
$312.7
Gas
$101.8
Power
$71.9
Utility
$312.7
Gas
$101.8
Power
$71.9
Utility
$312.7
Gas
$101.8
Power
$71.9
Utility
$157.8
$312.7
Gas
Gas
$101.8
$91.8
Power
Power
$36.4
$71.9
Utility
Utility
$157.8
Gas
$91.8
Power
$36.4
Utility
$157.8
Gas
$91.8
Power
$36.4
Utility
$95.9
$157.8
Gas
Gas
$91.8
$76.4
Power
Power
$36.4
$24.8
Utility
Utility
$95.9
Gas
$76.4
Power
$24.8
Utility
$95.9
Gas
$76.4
Power
$24.8
Utility
$108.2
$95.9
Gas
Gas
$76.4
$51.3
Power
Power
$24.8
$52.8
Utility
Utility
$108.2
Gas
$51.3
Power
$52.8
Utility
$108.2
Gas
$51.3
Power
$52.8
Utility
$108.2
Gas
$51.3
Power
$52.8
Utility
Excluding Corporate Segment and intersegment eliminations
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 17
stRAtEGY
In support of its vision and overarching goal of creating long-term shareholder value, AltaGas’ strategy has remained focused
on four key themes:
• Optimize its existing businesses by focusing on safe and reliable service to its customers and capitalizing on the strategic
location of its current assets;
• Grow and diversify its Gas, Power and Utility infrastructure platform;
• Maintain its financial strength and flexibility; and
• Continue to evolve its organizational capability to support the strategy.
AltaGas’ Board of Directors reviews the strategy annually, consistent with its mandate of overseeing and directing the Company’s
strategic direction. The Company continually assesses the macro and micro economic trends impacting its business and seeks
opportunities to generate value for shareholders, including acquisitions, dispositions or other strategic transactions.
Opportunities must meet strategic, operating and financial criteria.
optimize, grow and diversify energy infrastructure
The Company has been providing gas processing and marketing services to natural gas producers since 1994. Since that time it
has expanded into extraction, transmission, storage and distribution of natural gas as well as natural gas liquids and power
generation. The natural gas and power supply and demand fundamentals in North America have consistently underpinned the
Company’s strategy. In recent years, the supply and demand fundamentals have been changing. AltaGas sees a growing North
American gas supply as a result of new technology that has improved the economics of unconventional gas plays, including shale,
tight gas and coal bed methane. New technology such as horizontal drilling and multi stage hydraulic fracture drilling allow shale
and other low productivity gas resources to be produced more economically. The crude oil, natural gas and natural gas liquids
markets are presenting opportunities that the Company is well positioned to capitalize on as a result of its strategically located
assets and its capability to add new assets to serve areas which are not yet connected to gas processing, transmission or
distribution infrastructure.
Overall, abundant natural gas supply is anticipated to be positive news for North American consumers and is likely to lead to
renewed interest in natural gas as an economically priced, clean burning fuel. As a result, the share of natural gas being used
for power generation is expected to increase substantially. This is a result of both economic growth and increased demand for
clean sources of power to reduce greenhouse gas emissions. AltaGas expects that gas-fired power generation and renewable
power generation will be instrumental in the near-term reduction of green house gas emissions. Amid these changing energy
supply and demand dynamics, the Company’s strategy is to diversify and grow its energy asset portfolio with a focus on gas
and power.
Cost efficiency and operating performance is a driver of increasing value as the Company continues to build out its portfolio of
assets. Key initiatives that are underway to manage costs include changes to cost tracking systems and implementing best
practice procurement strategies. Superior service, safety and reliability are also integral to AltaGas’ customer value proposition.
Cost management initiatives are balanced with the safe and reliable operation of the Company’s assets and the need to ensure
ongoing customer satisfaction. With respect to safety, AltaGas strives to employ the best available practices and technologies
for integrity management systems and maintenance and operations in order to mitigate risks to the public, employees and
the environment.
Maintain financial strength and flexibility
Financial discipline is a fundamental cornerstone of the Company’s strategy. As a growth-oriented energy infrastructure
company, AltaGas creates value for its investors through minimizing its cost-of-capital and maximizing its return on invested
capital which ensures operating cash flows are maintained and growing. AltaGas’ financing strategy is built on two key principles:
ensure the Company has sufficient liquidity to meet its capital requirements, and do so at the lowest cost possible. The Company
develops and executes financing plans and strategies to maintain and improve its credit ratings, diversify its funding sources
and maintain ready access to capital markets.
18 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
A key element of the Company’s low-risk business model is mitigation of exposure to certain market price risks. As a result, the
Company has developed robust risk management processes that mitigate earnings volatility from commodity price risk. AltaGas
proactively hedges interest rates, foreign exchange and commodity price exposures. As well, the continued management of
counterparty credit risk remains an ongoing priority.
Continue to develop organizational capability to support the strategy
AltaGas recognizes that to be successful in operating and constructing energy infrastructure, specific core competencies are
required. To that end the Company continues to focus on training and hiring the required competencies for executing the strategy
and ensuring that the performance management processes support the long-term objective of creating shareholder value.
ExECUtING ALtAGAs’ stRAtEGY
In 2010 the expansions of the Pouce Coupe, Acme and Ante Creek facilities and the investment in the Groundbirch facility
enabled the Company to increase processing capability to serve producers seeking to capitalize on liquids-rich areas and areas
of growing gas supply. The start up of the Peace River pipeline serving the Montney and Doig areas has resulted in higher
volumes processed at the Younger Extraction plant. Higher demand for natural gas liquids enabled the Company to renew NGL
contracts at its plant gates to reduce the basis differential between plant gate and Mount Belvieu thereby reducing the volatility
in earnings and increasing the price received at the plant gate. AltaGas was also able to contract with an end-user to supply gas
to its Empress Gas Liquids Joint Venture facility.
Considerable progress was also made in 2010 on optimizing the existing assets by focusing on adding processing capacity at
strategic locations to further enhance shareholder value for the long-term. The Company entered into a long-term contract with
a major natural gas producer to build and operate a 120 million cubic feet per day (Mmcf/d) natural gas processing facility along
with a natural gas gathering system in the Gordondale area to serve the Montney reserve area. The plant will be equipped with
liquids extraction facilities to capture the natural gas liquids value for the producer. The plant is expected to be in-service in late
2012. AltaGas anticipates that early processing capabilities will be available by mid-2011 by using existing infrastructure in the
area and building a pipeline to its Pouce Coupe facility.
In late 2010, the Company received regulatory approval to build its Co-stream Project at its Harmattan facility. The Co-stream
Project will allow 250 Mmcf/d of rich, sweet natural gas sourced from the NOVA Gas Transmission Ltd. (NGTL) Western Alberta
System to be processed using spare capacity at the Harmattan Complex to recover ethane and NGLs. It will expand the availability
of valuable feedstock for Alberta’s petrochemical industry and retain extraction revenues and value in Alberta in an economical
manner. The project is expected to result in the full utilization of this facility, providing producers with additional capacity to
increase their netbacks on the western leg of the NGTL system.
The acquisition of Landis Energy Corporation in early 2010 was another example of the Company’s strategy at work as AltaGas
seeks to build upon its current asset base and capabilities by geographically diversifying its storage operations. Pursuing natural
gas storage in eastern Canada allows the Company to capitalize on the changing North American natural gas demand and
supply trends. The most advanced project is the Alton Natural Gas Storage Project located near Truro, Nova Scotia, of which
AltaGas has a 50 percent interest. This project complements the Company’s growing presence in Nova Scotia as the build out
of the Heritage Gas Limited (Heritage Gas) utility continues. AltaGas also continued to develop its Michigan Natural Gas Storage
Project, securing land leases and a partner for the project. The Alton and Michigan projects have the potential for 10 Bcf and
50 Bcf of storage capacity, respectively.
The addition of the cogeneration plant at the Harmattan facility is an example of the Company’s ability to capitalize on the
energy value chain. The new power generation plant further reinforces the success of the AltaGas strategy to optimize and grow
both its gas and power infrastructure platform. The 15 MW cogeneration facility provides the steam required for gas processing
while providing clean base-load power to the Alberta power market which serves as back stopping for its coal-fired generation
capacity resulting from its 50 percent ownership of the Sundance B3 and B4 Power Purchase Arrangements (PPAs). AltaGas
plans to add another 15 MW cogeneration plant and distribution system at the Harmattan Complex in conjunction with the
Harmattan Co-stream Project. The second cogeneration plant will meet the power demand of the Co-stream Project.
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 19
In 2010 AltaGas made significant progress to grow its renewable power platform with the signing of a 60-year Electricity
Purchase Agreement (EPA) with BC Hydro and associated long-term arrangements with the First Nations in support of the
Forrest Kerr 195 MW run-of-river hydroelectric project. The project is under construction and expected to be in-service in mid-
2014. This project adds a significant stream of low-risk, long-life cash flow that supports AltaGas’ objective of providing
shareholders with stable and predictable cash flows.
The Company has a portfolio of 1,500 MW of wind power projects currently under development. There are approximately 260 MW
in the advanced development stages for which AltaGas is seeking contractual arrangements before moving forward. These
projects will provide geographic and counterparty diversification thereby reducing overall business risk.
The strategy to grow, optimize and diversify its asset base in a low-risk manner was further enhanced in late 2009 when AltaGas
acquired the remaining interests in Utility Group and Heritage Gas that it did not already own. The addition of a regulated asset
base to the cash flow profile of the Company has reduced its business risk profile. The build out of a new natural gas distribution
utility in Nova Scotia and the rejuvenation of the Alberta utility infrastructure provides an additional platform for AltaGas to meet
its objective of providing stable, growing returns to investors. In 2010, the regulated rate base in Alberta and Nova Scotia grew
by 10 percent and 20 percent respectively.
In 2010, AltaGas completed several financing transactions that served to support its strategy of maintaining financial strength
and flexibility. The Company executed two credit facilities for a total of $800 million with an accordion feature for an additional
$200 million. It also issued two senior medium term notes for a total of $375 million, extending its debt maturity profile. The
$200 million preferred share issuance in August 2010 was the Company’s first such issue and served to strengthen the balance
sheet by adding a new form of equity to its balance sheet. At the end of 2010, AltaGas had approximately $775 million of
available credit facilities and debt-to-total capitalization of 42.8 percent.
In 2010, the Company further strengthened the organizational capability to deliver its strategy. Due to the significant focus on
constructing key projects, the Major Projects group was split into two groups – Gas and Power. Experts were hired in both areas
to ensure the organization has the project, engineering and construction management expertise to build these infrastructure
projects on time and on budget. Since 2008, AltaGas has invested in its project management training across the Company to
further enhance organizational capability in this area. AltaGas also works with world class engineering and equipment
manufacturers and undertakes procurement strategies to mitigate project risks.
AltaGas recently completed an internal reorganization that establishes three Divisional Presidents to lead the Gas, Power and
Utility businesses with full accountability for the profitability of the assets, working capital management and capital deployment
thereby reducing the size of the Corporate segment. The Presidents of the Operating Divisions will ensure that each business is
able to customize its operational strategies to meet its unique business needs while aligning with the overall corporate and risk
management strategy.
20 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
2010 GRoWtH HIGHLIGHts
• Signed a 60-year inflation indexed EPA with BC Hydro for its 195 MW Forrest Kerr run-of-river hydroelectric power generation
project. Forrest Kerr is expected to cost approximately $700 million and be in-service by mid-2014;
• Received regulatory approval of the Harmattan Co-stream Project in December 2010. The Co-stream Project will allow
250 Mmcf/d of rich, sweet natural gas sourced from the NGTL Western Alberta System to be processed using spare capacity at
the Harmattan Complex to recover ethane and NGLs. The project is expected to commence operations in first quarter 2012.
The capital cost estimate is $130 million;
• Announced plans to construct a 120 Mmcf/d gas processing facility and an associated gas gathering system in the Gordondale
area of the Montney resource play, approximately 100 km northwest of Grande Prairie, Alberta. The project is subject to regulatory
approval. The plant will also be equipped with liquids extraction facilities. The facility and associated gas gathering system is
expected to cost approximately $235 million and be in-service in late 2012. By using existing infrastructure in the area and
building the Henderson Pipeline to connect to the Pouce Coupe facility, AltaGas anticipates providing processing for early
production by mid-2011. The facility is supported by a long-term gathering and processing agreement with Encana Corporation
to supply natural gas to the facility;
• Entered into an agreement to acquire the 28 Mmcf/d Groundbirch sour gas plant in northeast British Columbia. Under the
agreement, AltaGas invested approximately $28 million to construct the gas plant and related infrastructure in return for 100
percent ownership of the gas plant and a dedicated take-or-pay processing obligation;
• Completed a $19 million natural gas distribution pipeline project to Bedford, Nova Scotia. The expansion provides the foundation
for further expansion into the growing communities in the Halifax Regional Municipality over the next several years;
• Expansions completed at the Pouce Coupe, Ante Creek and Acme gas processing facilities added a combined 32 Mmcf/d
of capacity;
• Completed under budget and on time the construction of a 15 MW gas-fired cogeneration facility at the Harmattan Complex that
came into service during fourth quarter 2010. Plans to construct a second 15 MW cogeneration unit are underway;
• Completed year 1 of the system betterment rejuvenation program at the Alberta utility and expansion of the Heritage Gas
distribution system. The Utility business increased rate base by 15 percent in 2010; and
• Acquired all of the outstanding common shares of Landis Energy Corporation. Landis is a developer of underground natural gas
storage facilities, focused on opportunities in Atlantic Canada. The acquisition was valued at an estimated $25.6 million.
2010 FINANCIAL HIGHLIGHts
• Completed a $200 million issue of senior unsecured medium term notes. The notes carry a coupon rate of 5.49 percent and
mature on March 27, 2017;
• Entered into a series of agreements on June 30, 2010 for a new three-year $600 million extendible unsecured revolving term
credit facility with a syndicate of nine banks. The new syndicated credit facility has a $200 million accordion feature that allows
AltaGas to increase the credit facility to an aggregate amount of $800 million;
• Reorganized into a dividend paying corporation on July 1, 2010;
• Completed a public offering of 8,000,000 Cumulative Redeemable Five Year Rate Reset Preferred Shares, Series A (the “Series
A Preferred Shares”) at a price of $25 per Series A Preferred Share (the “Offering”) on August 19, 2010. The Offering resulted in
gross proceeds of $200 million;
• Completed its $175 million issue of senior unsecured medium term notes on November 26, 2010. The notes carry a coupon rate
of 4.6 percent and mature on January 15, 2018;
• Generated net income applicable to common shares of $97.2 million ($1.19 per share) compared to $141.3 million ($1.80 per
share) in 2009;
• Reported earnings before interest, taxes, depreciation and amortization (EBITDA) 1 of $243.8 million ($2.99 per share) compared
to $251.5 million ($3.20 per share) in 2009;
• Generated Funds from Operations 1 of $195.0 million ($2.39 per share) compared to $202.3 million ($2.58 per share) in
2009; and
• AltaGas’ debt-to-total capitalization ratio as at December 31, 2010 was 42.8 percent compared to 49.2 percent at
December 31, 2009.
1 Includes financial measures not included under Canadian GAAP. Please see discussion in “Non-GAAP Financial Measures” of this MD&A.
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 21
Gas Business
DEsCRIPtIoN oF AssEts
AltaGas’ Gas business touches more than 2 Bcf/d of natural gas and includes natural gas gathering and processing, natural gas
liquids (NGLs) extraction and fractionation, transmission and storage. Gas gathering systems move natural gas from producing
wells to processing facilities where impurities and certain hydrocarbon components are removed. The gas is then compressed
to meet downstream pipelines’ operating specifications for transportation. Extraction and field fractionation facilities reprocess
natural gas to extract and recover ethane and NGLs. AltaGas owns 1.6 Bcf/d of extraction processing capacity and 1.2 Bcf/d of
raw gas processing capacity.
Transmission pipelines deliver natural gas and NGLs to distribution systems, end-users or other downstream pipelines. AltaGas
uses its market knowledge and expertise to create value by providing energy consulting and supply management services to
non residential end-users, buys and resells energy, provides gas transportation, storage and gas marketing for producers and
sources gas supply to some of the processing assets. The Gas business also includes several expansion and greenfield projects
under development and construction.
The Gas business includes:
• Interests in six NGL extraction plants with net licensed inlet capacity of 1,594 Mmcf/d. The extraction assets provide stable
fixed fee or cost-of-service type revenues and margin based revenues;
• Five natural gas transmission systems with combined transportation capacity of approximately 554 Mmcf/d and three NGL
pipelines with combined capacity of 151,600 Bbls/d;
• More than 70 gathering and processing facilities in 31 operating areas in western Canada and a network of 6,500 km of
gathering and sales lines that gather gas upstream of processing facilities and deliver natural gas into downstream pipeline
systems that feed North American natural gas markets;
Gas
ONTARIO
NOVA SCOTIA
Extraction Plant
Gas Plant Under Development
Transmission Pipeline
Pipeline Under Construction
Field Gathering &
Processing Area
Storage Facility
Storage Facility
Under Development
Halifax
MICHIGAN
Toronto
Detroit
BRITISH COLUMBIA
ALBERTA
SASKATCHEWAN
Edmonton
Calgary
Regina
Vancouver
22 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
• 50 percent ownership of the 5.3 Bcf Sarnia natural gas storage facility connected to the Dawn hub in Eastern Canada;
• Harmattan Co-stream Project under construction with expected in-service date of first quarter 2012;
• Gordondale gas processing plant with deep cut extraction capability in regulatory process with planned in-service date of
late 2012;
• Several expansion projects to meet producer needs in the liquids-rich and solution gas formations;
• 50 percent interest in a natural gas storage project under development in Nova Scotia with potential gross storage capacity
of 10 Bcf and in Michigan with potential storage capacity of approximately 50 Bcf; and
• Energy consulting, natural gas buys and sells and gas transportation services to optimize the value of the infrastructure
assets and meet customer needs.
Capitalize on opportunities
AltaGas pursues opportunities to deliver value to its customers and enhance long-term shareholder value. The Company’s
objectives are to:
• Increase throughput and utilization of existing facilities;
• Be the most cost-effective provider of midstream services while delivering reliability and operating in a safe manner;
• Mitigate volume risk by directly recovering operating costs from customers;
• Acquire and develop new gas infrastructure assets to meet customers’ needs; and
• Enhance operational efficiencies and returns through consolidation of facilities, plant upgrades and integration of business
lines across the energy value chain.
AltaGas’ Gas business provides safe and reliable natural gas and liquids gathering, processing, extraction, transportation and
storage services to its customers. The strategic focus is on increasing profitability of the existing infrastructure, expanding and
adding new infrastructure and redeploying assets to capitalize on increased exploration and drilling activities in the Western
Canada Sedimentary Basin (WCSB or Basin). AltaGas also focuses on increasing long-term, fixed fee and cost-of-service
contracts with strong counterparties to mitigate the impact of volume risk and increase stability of earnings.
Until recently, the WCSB was considered to be a maturing basin. Recent technological advancements have resulted in a
significant change in the cost of production of natural gas in the Basin. As a result, AltaGas remains confident that the long-term
demand for natural gas, combined with improvements in exploration, drilling and completion technology, will support the long-
term viability of the Basin. The emergence of unconventional gas plays in the WCSB such as Montney and Horn River, as well as
increased focus on horizontal multi-fracturing technology have provided renewed life to the Basin. As natural gas supply
increases AltaGas expects growing demand for processing infrastructure in the WCSB. Strong NGL prices have resulted in
increased producer focus on liquids-rich and solution gas thereby increasing the demand for processing capacity that allows
producers to earn higher netbacks on liquids-rich gas.
The supply and demand fundamentals for natural gas and natural gas liquids provide significant growth opportunities in the
Company’s Gas business as plant modifications and additions are required to increase product recoveries. AltaGas expects to
capitalize on these opportunities by increasing throughput at facilities, by increasing interests in existing plants, and acquiring and
constructing new facilities in areas with growing demand for natural gas processing, extraction, storage and transmission capacity.
The natural gas supply to all extraction plants depends on natural gas demand pull from residential, commercial and industrial
usages inside and outside of Western Canada, and gas liquids demand pull from the Alberta petrochemical, propane heating
and Canadian oil and gas industries. AltaGas’ Empress extraction plants rely on natural gas exports via the NGTL eastern gate,
while the Younger extraction plant is supplied from the robust natural gas producing region of northeast British Columbia. The
Harmattan Complex is a significant service provider with a large capture area in west central Alberta. Many other facilities in the
Harmattan area are currently underutilized, providing AltaGas with opportunities to consolidate and increase asset utilization
and profitability. The Harmattan Co-stream Project will also increase utilization at the plant. The cost-of-service arrangement for
the Co-stream project adds long-life, low-risk stable cash flow that further strengthens AltaGas’ business risk profile and creates
significant shareholder value.
AltaGas also expects to see increased opportunities to acquire or build gathering and processing infrastructure from or on
behalf of producers wishing to redeploy capital to exploration and production activities rather than dedicating to non-core
activities such as processing. The Company also expects there to be opportunities to increase volumes by tying in new wells and
building or purchasing adjoining facilities and systems to create larger processing infrastructure to capture operating synergies
and enhance competitive advantages. The strategic location of some of its existing infrastructure will allow the Company to
capitalize on growing natural gas production in northeast B.C. and northwest Alberta, as well as unconventional sources of gas,
such as shale and coal bed methane. In addition, AltaGas is able to relocate units quickly and cost-effectively to respond to the
changing processing needs of its customers since most of the field gas compression and processing units are skid mounted.
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 23
The proposed Gordondale plant will meet liquids extraction needs in the Montney area as producers seek to increase netbacks
by capitalizing on liquids-rich gas in this prolific area. Overall, the diverse nature of its field processing and extraction infrastructure
should provide ongoing opportunities for AltaGas to increase throughput, utilization and profitability. The contractual underpinning
of the Gordondale plant provides investors with stable cash flows and the opportunity to further enhance returns due to the
strategic location of the facility.
Due to the integrated nature of AltaGas’ gas assets, transmission services are often offered in combination with gathering and
processing, natural gas marketing and extraction services. AltaGas works with customers to create transmission solutions in
areas where pipeline capacity is required to meet producer and market demands. AltaGas pursues additional opportunities to
enhance the value of its infrastructure through services ancillary to its infrastructure-based businesses. These include increasing
margins earned in transmission, maintaining the cost-effective flow of gas through extraction plants and increasing services
provided to producers. AltaGas has significant gas and electricity market knowledge which it employs across all its assets to
enhance value along the energy value chain and more effectively serve customers’ needs across Canada.
Gas outlook
The Gas Division is expected to deliver stronger results in 2011 than in 2010. Stronger results are expected from the field
processing and extraction assets as producers look to increase net backs from liquids-rich gas. These increases are expected
to be partially offset by lower volumes in areas where there are fewer opportunities for producers to benefit from liquids-rich gas
and lower daily contract quantity on the Suffield natural gas transmission system.
AltaGas expects higher volumes within the field processing business as a result of 2010 expansion projects at the existing
Pouce Coupe, Ante Creek and Acme gas processing plants and the expected acquisition of Groundbirch. Expansions and plant
modifications at Alder Flats and Blair Creek, connection of the new Henderson pipeline to the Pouce Coupe plant and higher
producer activity in the Bantry and Princess areas are expected to more than offset the volume declines at some of the other
facilities. Areas experiencing higher activity levels are being driven by producers focusing on high NGL content gas plays or light
oil plays which create significant solution gas.
Throughput at the extraction assets is expected to increase in 2011 over 2010 despite the scheduled turnarounds at the
Harmattan and Younger facilities. Drilling activity in northeast B.C. has increased as producers continue the development of
tight and shale gas plays within the area. Development in this area is expected to result in higher volumes being processed at
the Younger Extraction Plant. Higher extraction volumes through our Empress facilities are expected due to successful contracting
of gas supply to increase utilization at these facilities. In addition, operating income within the Gas business during 2011 is
expected to be greater than 2010 due to lower amortization, which has been estimated to be $7 million, as a result of changes
in expected lives at certain facilities. Offsetting these gains will be the 2011 turnarounds that are expected to result in an
operating income impact of $8.5 million. The turnarounds at the Younger and Harmattan facilities are expected to occur in
second and third quarter, respectively. In addition, the lower daily contract quantity on the Suffield system is expected to result
in lower operating income of approximately $6 million in 2011 compared to 2010.
Based on management’s analysis of historical NGL prices, along with NGL published commodity prices and the current forward
curve for 2011, management expects NGL frac spread prices to average approximately $35/Bbl. In 2011, the Company
estimates that 13 percent of total extraction volumes will be exposed to frac spread. In 2011, approximately 70 percent of the
exposure has been hedged at an average price of $26.85/Bbl.
Gas Risk Management
AltaGas’ Gas assets process and transport natural gas and NGLs produced in the WCSB. Utilization of the assets is dependent
on a number of factors including natural gas supply and demand, the ability of natural gas producers to deliver natural gas to
the various pipeline systems and processing facilities, the long-term price of natural gas, the level of demand for ethane and
NGLs and the regulatory environment for market participants. The utilization of extraction plants is influenced by natural gas
composition and the difference between the value of the ethane, propane, butane and condensate as separate marketable
commodities versus their value in a heat content basis within the natural gas stream.
In the energy services business, AltaGas’ competitors range from single person operations to large marketing and aggregation
companies as well as other energy consulting firms. The most significant risk in this aspect of the Gas business is counterparty
credit risk. The credit intensive nature of this business requires balance sheet support to enable the execution of fixed price
natural gas purchase and sale agreements. Storage spreads that support the economic fundamentals of the Company’s storage
business is also a risk.
24 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
AltaGas manages its exposure to risk in the Gas business using the strategies outlined in the following table:
Risks
strategies and organizational
Capability to Mitigate Risks
Indicators and Achievements
LoNG-tERM
VoLUME DECLINEs
• Contract provisions underpin capital
commitments
• Long-term contracts independent of
throughput, such as take-or-pay, area of
mutual interest, geographic franchise with
economic out
• Increase market share by expanding
existing facilities or acquiring or
constructing new facilities
• Increase geographical and customer
diversity to reduce exposure to individual
customer or area of the WCSB
• Strategically locate facilities to provide
secure access to gas supply
• Capitalize on integrated aspects of AltaGas
businesses to increase volumes through its
processing facilities
• In 2010, a majority of extraction ethane production was sold
under long-term cost-of-service or fee for service contracts
• 98 percent of net revenue from transmission contracts are
cost-of-service, take-or-pay or fixed-fee
• New Field Gathering and Processing (FG&P) facilities and
expansions underpinned by take-or-pay contracts
• Completed expansions at Pouce Coupe and Ante Creek
facilities to serve growing production in northeast B.C. and
northwest Alberta
• Entered long-term contract with Encana Corporation to build
Gordondale plant to serve the liquids-rich Montney area
• Completed the acquisition of Landis Energy Corporation to
grow and diversify the natural gas storage business over time
with potential for 10 Bcf of storage capacity in Nova Scotia
• Progressed discussions with partners and landowners to
move Michigan storage forward
• Over 260 customers with no customer representing more
than 7 percent of FG&P net revenue during 2010
• Top 10 FG&P customers represented 9 percent of
consolidated net revenues in 2010
• 77 FG&P facilities in 31 operating areas in three provinces
within the WCSB
• Interest in six of Canada’s 10 NGL extraction facilities
• First full year of operations of Sarnia Storage
• Empress extraction facilities maintained high
capacity utilization
• Harmattan Co-stream Project to increase utilization
and extract liquids-rich gas from the western leg of
the NGTL system
INCREAsING
oPERAtING Costs
• Acquire large working interests to control
and optimize operations and maximize
efficiencies
• Contractual provisions provide for recovery
of operating costs
• Centralized procurement strategy to
reduce costs
• Approximately 40 percent of FG&P’s and Extraction and
Transmission’s (E&T) operating costs were recovered through
contract provisions in 2010
• Operate and control 74 of 77 FG&P facilities
• Operate and control all transmission assets
• Operate and control four of six extraction facilities
• Average FG&P working interest of 93 percent and average
E&T working interest of 82 percent
• Maintenance management and centralized purchasing
programs ensure tight cost controls and equipment reliability
oPERAtIoNAL
• Maintain control over operational decisions,
operating cost and capital expenditures by
operating our facilities
• Maintain written standard operating
practices, assess and document employee
competency, and maintain formal
inspection, maintenance, safety and
environmental programs
• Operated and controlled 74 of 77 FG&P facilities at
98 percent reliability
• Operate and control all transmission assets
• Operate and control four of six extraction facilities
• Successful operator competency program closely monitored
and improved
• Successful maintenance management program to ensure
facility integrity
CoMMoDItY
PRICE AND
stoRAGE sPREAD
FLUCtUAtIoN
• Contracting terms, processing, storage and
• Less than 13 percent of total extraction production was
transportation fees independent of commodity
prices through fee-for-service, take-or-pay,
fixed-fee or cost-of-service provisions
• Employ hedging practices to reduce exposure
to frac and storage spread volatility and lock
in margins when the opportunity arises
to increase profitability and reduce
earnings volatility
exposed to frac spreads in 2010
• Most ethane production sold under long-term, cost-of-service
or fee-for-service
• 62 percent of NGL production under long-term, fixed-fee
arrangements
• 98 percent of revenue in transmission business is
underpinned by take-or-pay contracts
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 25
Risks
CoMMoDItY
PRICE AND
stoRAGE sPREAD
FLUCtUAtIoN
(Continued)
strategies and organizational
Capability to Mitigate Risks
Indicators and Achievements
• Commodity Risk Policy prohibits transactions
• Approximately 70 percent of volumes exposed to frac spread
for speculative purposes
• Have strong systems and processes for
monitoring and reporting compliance with
Commodity Risk Policy
• In depth knowledge of transportation systems,
natural gas and NGL markets
for 2011 and 16 percent for 2012 have been hedged
• NGL is reinjected or extraction operations are reduced or
suspended when uneconomical to produce
• Majority of FG&P contracts are volumetric service fee
structures, based on a rate per Mcf of throughput reducing
direct commodity price risk compared to a percentage
of price arrangement
• All gas marketing transactions are back to back with
locked in margins
• In majority of energy management business AltaGas acts as
agent, taking no direct commodity price risk
• Storage fees based on fixed price contracts in 2010
CoUNtERPARtY
• Strong credit policies and procedures
• Continuous review of counterparty credit
• Establish credit thresholds using
• Over 260 FG&P customers with no customer representing
more than 7 percent of FG&P net revenue during 2010
• Majority of the exposures are to investment grade
conservative credit metrics
counterparties
• Closely monitor exposures and impact of
price shocks on liquidity
• In energy management business, customers are aggregated
into groups with joint and several liability for payment of fees
• Build a diverse customer and supplier base
• Agency arrangements in energy
management whereby counterparty credit
risk for commodity is between the supplier
and end-user
• Active accounts receivable monitoring and
collections processes in place
• Credit mitigants included in gas processing
contracts
• No energy services customer represented more than
10 percent of consolidated revenues during 2010
• AltaGas purchases natural gas from a wide array of
investment grade suppliers
• Liens placed on natural gas volumes owned by customers,
but processed by AltaGas to collect accounts receivable in
accordance with contractual terms
CoNstRUCtIoN
• Major Projects Group manages and
• Practiced effective procurement policies and procedures and
monitors significant construction projects
• Strong project control and management
framework
• Appropriate internal management structure
vendor selection
• Fixed price quotes for most major equipment components
• Redeploying equipment from underutilized plants
• Established Major Project – Gas group, hired senior executive
and processes
and project team members
• Engage specialists in designing and building
major projects
• Contractual arrangements to mitigate
cost and schedule risks
• Steering committees provide strong project governance
• Expect to contractually fix approximately 60 percent and
two-thirds of capital costs for Harmattan Co-stream Project
and Gordondale Gas Plant Project, respectively
REPUtAtIoN
• Maintain active corporate and regulatory
• Held several events to inform and educate the communities
affairs department
in which AltaGas is operating, constructing and
developing projects
REGULAtoRY
• Regulatory and commercial personnel
monitor and react to regulatory issues
• Proactive government relations group
• Build risk-mitigation into contracts where
• AltaGas continued active participation in industry committees and
regulatory forums in 2010
• Improved communication in communities in which we operate
• Received regulatory approval of the Harmattan Co-stream Project
possible
in December 2010
ENVIRoNMENt
AND sAFEtY
• Strong safety and environmental
• Audits resulted in AltaGas maintaining its Certification of
management systems, which AltaGas
continually strives to improve
Recognition from Alberta Human Resources and Employment
• In 2010, AltaGas received its highest scores since inception for
safety and environment audits
• There were no lost-time accidents in 2010
• Participated in industry programs, including the annual Safety
Stand Down
26 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
Power Business
DEsCRIPtIoN oF AssEts
The Power business includes operating assets in conventional power generation in Alberta and wind power generation in British
Columbia. In addition, there is a 195 MW Forrest Kerr run-of-river project under construction in northwest British Columbia and
more wind and run-of-river projects under development in Canada and the United States. We have also recently announced
plans to pursue another 15 MW cogeneration project at the Harmattan complex and a 6 MW of waste heat recovery project in
Sparwood, British Columbia.
The power business comprises 407 MW of total power generation capacity in Alberta and 102 MW from the Bear Mountain Wind
Park. AltaGas owns 50 percent of the Sundance B PPAs, giving it the rights to power output and ancillary services from 353 MW
of coal-fired base-load generation until December 31, 2020. PPAs were established in 1999 under Alberta’s program of power
industry deregulation in order to separate ownership of the physical power generation assets from marketing of output.
In addition, AltaGas has 39 MW of gas-fired power peaking capacity in southern Alberta. In late 2010 the Company commissioned
15 MW gas-fired cogeneration facility at the Harmattan Complex. This 54 MW of gas-fired capacity provides fuel diversity to
AltaGas’ Power business and partially backstops outages at Sundance. The cogeneration facility provides steam to the gas
processing facility as well as base-load power to the Alberta electric grid. The peaking plants also provide revenue from the sale
of energy and ancillary services due to their quick ramp-up capability.
The Company employs a power hedging strategy which is designed to balance market and operational risk related to the
Sundance PPAs, thereby reducing the exposure to power prices and providing earnings stability in the power business in Alberta.
Hedges are executed with industry participants and are subject to credit reviews and credit thresholds in the normal course of
business. AltaGas also sells power to commercial and industrial end-users in Alberta, providing further earnings stability.
Power
Coal-Fired Power Generation
Gas-Fired Power Generation
Gas-Fired Power Generation
Under Development
Wind Power Generation
Wind Power Generation
Under Development
Hydro Power Generation
Hydro Power Generation
Under Development
Hydro Power Generation
Under Construction
Waste Heat Recovery
Under Development
BRITISH COLUMBIA
ALBERTA
MANITOBA
Edmonton
Calgary
Vancouver
Winnipeg
Carson City
NEVADA
Sacramento
CALIFORNIA
Los Angeles
Denver
COLORADO
Bismarck
NORTH DAKOTA
Santa Fe
NEW MEXICO
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 27
AltaGas recognizes that climate change concerns give rise to opportunities to create value. The Company is committed to
capturing and retaining that value for its shareholders. AltaGas tracks and maintains its inventory of credits and offsets and
pursues opportunities to generate emissions credits or offsets through efficient and environmentally responsible operations of
existing or new assets. Lower emissions costs are also achieved by sourcing third-party emissions credits at costs that are lower
than paying into the fund established by the Specified Gas Emitters Regulations (SGER) in Alberta.
In addition to the 102 MW Bear Mountain Wind Park near Dawson Creek, British Columbia, AltaGas also owns a 15 percent
effective interest in a 7 MW run-of-river hydroelectric power generation facility in near Boston Bar, British Columbia. The Bear
Mountain Wind Park is backstopped by a 25-year EPA with BC Hydro. AltaGas retained the green attributes and Renewable
Energy Credits (RECs) related to the project. These credits have recently been certified by the California Energy Commission,
enabling AltaGas to sell them in the California market. In addition, Bear Mountain has qualified for the Federal Government of
Canada’s ecoEnergy renewable initiative (eRPI), which grants $10/MWh generated by the Bear Mountain Wind Park for 10-years
beginning on October 31, 2009. AltaGas has entered into a long-term service agreement with the manufacturer of the wind
turbines to operate and maintain the turbines.
Capitalize on opportunities
AltaGas pursues opportunities in this segment to enhance long-term shareholder value. Its objectives are to:
• Execute power hedges to balance operational and market risk and to increase earnings stability from its Alberta power assets;
• Operate and dispatch the gas-fired peaking capacity to maximize revenue from both energy sales and ancillary services and
minimize operating costs;
• Identify and execute opportunities to create value from the regulation of greenhouse gas emissions;
• Acquire and develop power infrastructure backstopped by long-term power sales arrangements or supported by strong power
supply and demand fundamentals; and
• Grow and diversify the power generation portfolio by geography and fuel source.
AltaGas’ strategy is to build, own and operate long-life, low-risk power infrastructure assets to deliver strong, stable returns for
investors. Growth is focused on clean and renewable sources of energy as the Company seeks to capitalize on increasing
demand for clean power while reducing its carbon footprint.
The demand for renewable and clean generating capacity continues to be strong across North America, as industry prepares to
address climate change legislation and utilities are faced with renewable portfolio standards. However, the poor economic
environment in 2008 and 2009 resulted in slowed demand growth for power. In Alberta specifically, average power demand had
remained essentially unchanged since 2008, but showed renewed growth in 2010 at a rate of approximately 2.5 percent.
AltaGas expects power demand growth to follow suit with a broader economic recovery, which is expected to lead to a recovery
in power prices. The potential retirement of a 560 MW coal-fired generator announced in early February 2011 has resulted in
stronger and more volatile power prices since the announcement.
The Sundance B facility is among the lowest cost producers of power in the province, uniquely positioning AltaGas to maintain
profitable operations during difficult economic conditions. The evolution of the Rate Regulated Option (RRO) has changed the
wholesale power market dynamics in Alberta. As of July 1, 2010 the RRO is based entirely on the month ahead market price of
electricity. RRO providers submit their regulated rate proposals to the appropriate regulatory body for approval. The Alberta
Utilities Commission (AUC) regulates investor owned utilities and approves RRO rates for the cities of Calgary and Edmonton and
rural Alberta. Before July 1, 2010 the RRO was calculated using a combination of both short and long-term market prices for
electricity. The new RRO pricing mechanism has resulted in lower liquidity in the long-term market. While the changing market
dynamics have presented opportunities for AltaGas to capitalize on the short-term price volatility this results in less opportunities
to enter into long-term hedges.
AltaGas’ primary means of securing long-term power sales is through its Commercial and Industrial (C&I) power retail business.
AltaGas actively markets electricity directly to end-users, enabling the Company to secure fixed price sales at competitive market
prices while earning fees associated with the administration of the metered data and billing. These C&I sales are typically for
3 to 5 year terms, offering AltaGas price certainty and a source of liquidity that has decreased in the wholesale market. Currently,
AltaGas has approximately 60 MW of fixed price sales to C&I customers for 2011 and 2012, 50 MW for 2013 and 45 MW for
2014, all with average prices in the low $60’s per MWh, excluding retail fees.
28 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
Power generated from the Bear Mountain Wind Park is not currently exposed to power price volatility as the power generated is
sold to BC Hydro at a fixed price with 50 percent escalated by the Canadian Consumer Price Index (CPI) for 25-years. The British
Columbia power market is established by the government’s strategy to increase its green footprint and enter into electricity
purchase arrangements with independent power producers. While the BC power market is linked to some of the northwest
Electric Regions, namely Mid-Columbia (Mid-C) and the California Oregon Border (COB) the price received by AltaGas for power
generated by Bear Mountain is driven by the contractual arrangement with BC Hydro. AltaGas also receives eRPI funding of $10
per MWh from the Federal government of Canada. In addition to the price received for power generated, AltaGas receives the
economic benefit of any RECs produced as a result of power generated from Bear Mountain. There is significant opportunity to
capitalize on the demand for RECs as North America moves forward on its climate change policies and establishes renewable
portfolio standards for utilities.
Opportunities to develop and own additional power generation are also likely to arise due to the growing North American
demand for cleaner energy sources such as natural gas, hydroelectric and wind. The federal government’s stated policy to have
coal-fired generators retire at the end of their useful economic lives may prompt additional opportunities to develop new clean
power generation capacity. The 102 MW Bear Mountain Wind Park in addition to the Forrest Kerr run-of-river project under
construction and the McLymont and volcano run-of-river projects under development are all examples of AltaGas’ strategy
in action.
AltaGas has approximately 1,900 MW of renewable power under development, including 1,500 MW of wind power developments,
205 MW of run-of-river hydroelectric developments and 195 MW run-of-river hydroelectric under construction. The wind projects
are geographically dispersed in western North America, with 500 MW in Canada and 1,000 MW in the northern and western
United States, while the run-of-river projects are located in British Columbia.
Power outlook
AltaGas has altered its approach to hedging its Alberta power generation. Changes in the Alberta power market, particularly the
changes to the RRO have focused liquidity into the prompt month while decreasing liquidity for longer term products. For first
quarter 2011, AltaGas has hedged approximately two-thirds of the expected Alberta-based power generation at an average price
of $63.50 per MWh. For the second through fourth quarters of 2011, AltaGas has hedged approximately one-third at an average
price of $65 per MWh. On a full year basis, AltaGas is approximately 40 percent hedged at an average price of $64.50 per MWh.
Management expects to be able to continue to execute short-term hedges throughout the year at premium prices to long-term
averages, as it has successfully done to date in 2011.
On February 8, TransAlta announced its intentions to terminate the Sundance A PPA, which will have the effect of permanently
removing approximately 560 MW, or 4 percent of the generation supply in Alberta. The Sundance B PPA generating units, which
support AltaGas’ PPA generation, are approximately five years newer than the Sundance A generating units, the term of the
Sundance B PPAs is three years longer, and unit 4 of Sundance B saw a significant capital investment by its owner in 2007 when
its capacity was increased by approximately 53 MW. Therefore, management does not believe the risk of a similar event
happening with Sundance B is significant. Upon announcement of the potential termination of the Sundance A PPA, forward
prices immediately increased, marking a fundamental shift in the market that results in a more sustainable supply/demand/
price balance in the province. Current forward prices, as published in daily broker reports, are in the low $60’s per MWh for the
balance of 2011 as well as 2012 and 2013.
The impact of the addition of the Harmattan cogeneration facility in late 2010 will also help strengthen results from the power
business in 2011. According to AESO, if the demand for power and the rate of growth in Alberta continues as forecast, the
addition of up to 3,800 MW of new generation may be required by 2016. Improved economic conditions in Alberta are expected
to bring increased power demand to the province and provide further support to prices over the long term.
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 29
Risk Management
In Alberta, the main risks faced in the Power business are power prices, the cost of power, volume of power generated, counterparty
risk and regulatory risks related to the deregulation of power, market regulation and environmental legislation. Power results are
generally driven by volumes of power generated, hedge prices, spot power prices, the cost of power and transmission. Power prices
in Alberta are impacted by fluctuations in supply and demand as a consequence of weather, customer usage, and economic
activity. The cost of power is driven by operating costs, changes in transmission rates and power available for sale, mainly due to
outage and force majeure events. In British Columbia, the risks impacting financial performance are weather and operational
performance of the turbines. AltaGas mitigates these risks through the strategies outlined in the following table:
Risks
PoWER PRICE
VoLAtILItY
strategies and organizational
Capability to Mitigate Risks
Indicators and Achievements
• Disciplined hedging strategy with hedge
targets approved by the Board of Directors
• Monitor hedge transactions through Risk
• Average sales price received in 2010 was $66.79 per MWh,
compared to average monthly Alberta Power Pool spot price
of $50.76 per MWh
Management Committee
• In depth Alberta power market knowledge
and experience
• Hedge own electrical demand requirements
• Direct marketing to end-use customers
• Own and operate gas-fired peaking capacity
to backstop PPAs and sell energy and
ancillary services
• Increase base-load generating capacity
• Execute long-term inflation adjusted
electricity purchase arrangements with
power buyers
• PPAs include specified target availability
levels
• Diversification of fuel sources and
geography
• Hedging strategy to balance price and
operating risk
• Undertake extensive wind and hydrological
studies to support investment decisions
VoLUME
oF PoWER
GENERAtED
Cost oF PoWER
• Hedge power costs
• Avoid commodity price exposure
on electricity energy sources
• Hedged 63 percent of generation in 2010
• Supplied approximately 9 MW for own use in 2010
• Supplied approximately 60 MW to Alberta commercial and
industrial customers under one to five year contracts
• Peaking plants contributed $5.2 million to net revenue in
2010 through sales of ancillary services and energy
• Commissioned the Harmattan cogeneration facility that
increased the volume of low-cost efficient base-load
power generated
• Power generated from Bear Mountain Wind Park covered
under 25-year EPA with BC Hydro; power price is inflation
adjusted for 50 percent of CPI
• Entered 60-year EPA fully indexed to CPI with BC Hydro
for power generated from Forrest Kerr
• The operator of the Sundance B plant is obligated to provide
AltaGas financial compensation for shortfalls below the
specified target availability level, which was 86 percent of
rated capacity in 2010. Payment is based on the difference
between actual and target availability multiplied by the
30 day rolling average power price (RAPP)
• 39 MW of gas-fired generation provided partial operational
backstopping to the Sundance PPAs
• 15 MW of base-load cogeneration completed in late 2010 to
provide further backstopping to the Sundance PPAs
• Full year power generated in 2010 from the Bear Mountain
Wind Park
• Installed 5 met towers during 2010 to monitor and study
wind power development projects; exit 2010 had 31 met
towers installed
• Forrest Kerr project is supported by 40 years of hydrologic
data and analysis
• Cost of power from the coal-fired generation based on PPA
indices not market price of coal
30 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
Risks
strategies and organizational
Capability to Mitigate Risks
Indicators and Achievements
oPERAtIoNAL
• Long-term maintenance contract with wind
turbine manufacturer (Enercon)
• Bear Mountain Wind Park turbines under warranty
• Power curve and reliability guarantees provided by turbine
• Fixed price O&M contracts with equipment
manufacturer
manufacturers
• PPAs include specified target availability levels
• Hedging strategy used to balance price and
operating risk; deliveries of certain hedge
contracts are suspended if there is an
outage at Sundance B
• Backstop Sundance B PPA operations by
adding new power generation capacity
• Develop standard operating procedures to
maximize reliability, safety and output
• Revenue from Sundance B PPA based on target availability
• Active hedging program during 2010 for Sundance B PPA
power generation volumes balancing operational risk with
market risk
• Balance availability and production from gas-fired peakers to
maximize revenue and minimize operating costs
• Gas-fired peakers dispatched from central location
CoUNtERPARtY
• Strong credit policies
• Continuous review of counterparty
• All relevant policies and processes were enforced in 2010
• All wholesale financial hedge counterparties are
credit worthiness
• Establish credit thresholds using
conservative credit metrics
• Closely monitor exposures and impact of
price shocks on liquidity
• Contracts with strong counterparties
investment grade
• No wholesale counterparty defaults in 2010
• Alberta retail credit risk has little impact on hedge portfolio on
an individual basis. In the event of a default, AltaGas can sell
the power on the spot market
• Bear Mountain contracted with BC Hydro
• Entered 60-year contract with BC Hydro for Forrest Kerr
CoNstRUCtIoN
• Major Projects Group manages and
• Qualified and experienced team engaged to construct
monitors significant construction projects
• Strong project control and management
framework
Forrest Kerr
• Significant internal project and construction
management expertise
• Appropriate internal management structure
• Procurement strategy balances cost certainty with
and processes
project risks
• Engage specialists in designing and building
• Completed construction of the 15 MW Harmattan
major projects
cogeneration facility in 2010 on time and under budget
• Contractual arrangements to mitigate cost
• Built a 40:1 scale model of the intake structure for
and schedule risks
Forrest Kerr to mitigate engineering risk
• Strong engineering expertise provided by key service provider
• Strong working relationship with BC Hydro
• At the end of 2010, approximately 20 percent of the cost for
the Forrest Kerr project had been fixed; expect to have
75 percent of the project cost contractually committed to
fixed price contracts by December 31, 2011 and 90 percent
contractually fixed by the end of 2012
REPUtAtIoN
• Active corporate and regulatory affairs
• Completed an Impact Benefit Agreement with the Tahltan in
departments
support of the Forrest Kerr project
• Held several events to inform and educate the
communities in which AltaGas is operating, constructing
and developing projects
REGULAtoRY
• Regulatory and commercial personnel
monitor and react to regulatory issues
• Build risk-mitigation into contracts where
• AltaGas’ Sundance B PPAs have provisions for financial relief in
the event that policies and regulations render PPAs uneconomic
• AltaGas personnel participate in industry policy and oversight
possible
committees
ENVIRoNMENt
AND sAFEtY
• Strong safety and environmental
• Bear Mountain Wind Park generates renewable energy
management systems, which AltaGas
continually strives to improve
• Focus on mitigating the impact of the SGER
certificates
• Bantry and Parkland gas-fired peaking plants use compressed
natural gas to drive the peaking plant starter motors;
compressed gas is then captured and cycled through the
peaking plants rather than vented into the environment
• Generate offsets and emissions performance credits from
existing AltaGas operating facilities
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 31
Utility
DEsCRIPtIoN oF AssEts
The acquisition of rate regulated assets in 2009 is another example of AltaGas’ strategy at work. The low-risk, long-life energy
infrastructure is underpinned by regulated returns and cost-of-service recovery that provide stable and predictable earnings and
cash flows. The Utility business enhances the diversification of AltaGas’ portfolio of energy infrastructure assets and strengthens
the Company’s business risk profile, thus allowing the Company to meet its objective of generating superior economic returns
by investing in low-risk, long-life assets with stable earnings.
AltaGas owns and operates utility assets that deliver natural gas to end-users in Alberta, Nova Scotia and Inuvik, Northwest
Territories. The Utility business is comprised of 100 percent interests in AltaGas Utilities Inc. (AUI), the Alberta utility business
and Heritage Gas, the Nova Scotia utility business, a one-third interest in Inuvik Gas Ltd. (Inuvik Gas) and a 33.3335 percent
interest in the Ikhil Joint venture (Ikhil).
AUI and Heritage Gas operate in regulated marketplaces where they are allowed to earn regulated returns that provide for
recovery of costs and a return on capital from the capital investment base. Return on rate base comprises regulator allowed
financing costs and return on equity. Inuvik Gas operates a natural gas distribution franchise in a “light-handed” regulatory
environment where delivery service and natural gas pricing are market based.
Earnings in the Utility business are highly seasonal, as revenues are primarily based on the demand for space heating in the
winter months, mainly from November to March. Costs, on the other hand, are generally incurred more uniformly over the year.
This typically results in stronger first and fourth quarters and weaker second and third quarters. Earnings can be impacted by
variations from normal weather resulting in delivered volumes being different than anticipated. Increases in the number of
customers or changes in customer usage are other factors that might typically affect volumes and hence actual earned returns.
Utility
NORTHWEST TERRITORIES
Beaufort
Sea
Tuktoyaktuk
ALBERTA
IKHIL
Reindeer Depot
Inuvik
NOVA SCOTIA
Edmonton
Pictou
Guysborough
Cumberland
Colchester
East Hants
Halifax
Halifax
Calgary
Field Gathering &
Processing Area
Gas Distribution Area
Transmission Pipeline
32 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
Regulatory Process – Delivery tariffs
AUI’s and Heritage Gas’ delivery tariffs are designed to recover their approved cost-of-service and their approved return on
equity. Tariffs are determined through a two phase General Rate Application (GRA) or Tariff Application (GTA). Phase 1 establishes
the revenue requirement and Phase 2 sets the rates to be charged to various customer classes.
AUI seeks approval of its revenue requirement through a negotiated settlement process with interested parties or through an
administrative hearing before the AUC. The AUC monitors the negotiated settlement process and AUC approval is required for
any settlement AUI reaches with interested parties. Factors affecting AUI’s revenue requirement include forecasts for rate base,
distribution and other revenue, operating costs, depreciation, financing costs, income taxes and return on rate base. Heritage
Gas uses an administrative hearing for the two phases of the regulatory process.
Although the approved revenue requirement and subsequent approved rates are based on forecasts, and actual results can
differ from these forecasts, no adjustment is made to either the revenue requirement or rates for actual results varying from
forecast. Once the rates are approved for a period, all risks and benefits from differences in actual versus forecast energy units
delivered, capital expenditures, numbers of service sites billed, operating costs, debt servicing costs and taxes are borne by
AltaGas’ shareholders. Actual returns achieved can therefore differ from allowed returns.
AltaGas Utilities Inc.
AUI serves 70,788 customers (2009 – 69,370), primarily residential and small commercial consumers located in smaller
population centers or rural areas of Alberta. The growth of AUI’s service sites and business generally occurs through infill growth
in established franchises. Growth for space and water heating in AUI’s service areas continues to be concentrated in town
distribution systems and relates to servicing new homes and commercial developments with natural gas. AUI serves almost all
of the potential market in its existing service areas. New service site installations during 2010 were 1,592 compared to 1,241
in 2009. AUI’s rate base growth during 2010 was $12.4 million, or 10 percent, which is the highest in AUI’s recent history.
Heritage Gas Limited
Heritage Gas has the exclusive rights to distribute natural gas to all or part of six counties in Nova Scotia, including the Halifax
Regional Municipality (HRM). Heritage Gas is a relatively new energy alternative in the province and will continue to require
significant capital investment as the natural gas distribution infrastructure is constructed to provide new services to consumers
in its franchise areas. Heritage Gas provides Nova Scotia consumers with the opportunity to switch heating fuel sources, mainly
from oil or electricity to natural gas. In Heritage Gas’ current development stage, the actual revenues billed to customers are
less than the revenue required to earn the regulated rates of return. Heritage Gas is allowed to accumulate, up to a maximum
of $50 million, a revenue deficiency account (RDA) for this shortfall. The RDA is a component of Heritage Gas’ rate base upon
which it earns a return.
Potential customers are those with direct access to natural gas service and the opportunity to switch heating fuel sources,
mainly from oil or electricity, to natural gas. At the end of 2010, Heritage Gas had 9,435 potential customers that had
access to its distribution system. Of these potential customers, Heritage Gas has installed service lines to 3,247 potential
customers of which 2,937 were activated before the end of 2010. Heritage Gas’ rate base growth during 2010 was
$23.8 million, or 20 percent.
Heritage Gas has approval from the Nova Scotia Utility and Review Board (NSUARB) to use the RDA. The RDA changes based on
the difference between the actual revenue billed and the revenue required to earn the rates of return approved by the NSUARB.
In Heritage Gas’ early development stage, it is expected that the actual revenue billed will be less than the revenue required to
earn the approved rates of return and therefore an RDA asset will accumulate. As the distribution network matures, the actual
revenue billed is expected to exceed the revenue required to earn the approved rates of return, and the RDA will be drawn down.
In September 2010, AltaGas completed the RDA consultation process with NSUARB with a successful negotiation that the
Heritage Gas RDA will not exceed $50 million. Heritage Gas may, if necessary, apply to the NSUARB for increases to the RDA
limit. Furthermore, Heritage Gas received NSUARB approval for a 6.8 percent increase to its rates effective January 1, 2011.
This increase in rates is expected to reduce the RDA.
Inuvik Gas Ltd. & Ikhil Joint Venture
Ikhil produces natural gas for sale under long-term contracts based on the price of diesel fuel. These contracts are with the
Northwest Territories Power Corporation and Inuvik Gas. At the end of 2010 Inuvik Gas provided service to 932 (2009 – 905)
residential and commercial customers.
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 33
Capitalize on opportunities
The Utility business pursues opportunities to enhance long-term shareholder value and deliver value to its customers. The Utility
business’ objectives are to:
• Grow its existing infrastructure through infill and expansion of services within current franchise areas;
• Continue the 20-year system rejuvenation program in Alberta to maintain public and worker safety, and to ensure reliable and
efficient long-term operation of the gas delivery systems;
• Continue to work within regulatory processes to ensure fair returns are earned for shareholders; and
• Develop or acquire assets in new market areas in Canada and the contiguous United States.
AUI will continue to pursue growth in its existing franchise areas and is well positioned to capture opportunities arising in its
service areas. The years leading up to 2008 were of exceptional growth with 2007 and 2008 being the largest growth in-service
site additions in AUI’s history. New service site installations in the year ended December 31, 2010 were 1,592 compared to
1,241 in the same period in 2009. AltaGas expects that new business growth in 2011 will continue at the historic growth levels
of roughly two percent in its Alberta utility business.
2011 will mark the second year of AUI’s 20-year system rejuvenation program. The program is being undertaken to maintain
public and worker safety and to ensure reliable and efficient long-term operation of AUI’s gas delivery systems, many of which
are in their fifth or sixth decade of service. In 2011 AUI will continue the system rejuvenation program, including PVC and non
certified pipe replacement projects, steel pipe replacement, station upgrades as well as routine system betterment projects.
Heritage Gas offers strong growth potential in its franchise areas such as the continued expansion of its system in the HRM and
through ongoing conversion of customers with existing access to natural gas.
In 2010 Heritage Gas expanded service to the Fairview, Clayton Park, Bayer’s Lake and Bedford regions of the HRM. Heritage
Gas installed nine kilometers of 10 inch steel pipeline, two district regulator stations and 25 kilometers of polyethylene pipeline.
The project targets conversions and new developments, with the emphasis on conversions in Fairview, Clayton Park and Bayer’s
Lake and the older areas of Bedford and construction in the newer areas of Bedford. While most of the capital investment is
planned for 2010 and 2011, ongoing construction is expected to bring the new customers serviced by this project to over 1,100
by 2015 from 45 customers at the end of 2010.
AltaGas is actively pursuing the prudent acquisition of other utility type infrastructure and related businesses in Canada and the
contiguous United States.
Utility outlook
AltaGas expects to grow the rate bases within its utility businesses in Alberta and Nova Scotia during 2011 resulting in growth
in earnings. AltaGas expects the utilities in Alberta and Nova Scotia to perform according to their respective 2011 GRA. In 2011,
AUI is forecast to spend approximately $26 million, growing mid-year rate base by 16 percent to $164 million. Heritage Gas is
forecast to spend approximately $20 million to expand its system in 2011 which, along with the growth in the RDA, is expected
to grow rate base by 25 percent.
AltaGas will continue to pursue growth in its existing franchise areas and is well positioned to capture opportunities arising in
its service areas in Alberta. AltaGas expects that new business growth in 2011 will be approximately two percent at AUI.
AUI is operating in regulatory lag for a number of items including 2011 return on equity, debt rates on all of AUI’s debt and its
2010 – 2012 GRA including costs-of-service and capital programs. The 2010 capital incurred and plans for 2011 and 2012 are
subject to regulatory approval which is not expected until late 2011 at the earliest. Should AUI receive a decision on any of these
matters during the year, the impact of the decision will be recorded in 2011.
Heritage Gas offers strong growth potential in its franchise areas. Examples include the continued expansion of its system in the
HRM and ongoing conversion of customers with existing access to natural gas. Heritage Gas expects to activate approximately
750 new customers in 2011.
The 13 percent allowed return on equity and the 8.75 percent allowed debt rate at Heritage Gas are approved by the NSUARB
through 2011. Heritage Gas will file a GRA by mid-year 2011 to apply for rates and terms beginning January 2012. The GRA will
provide a number of studies requested by the NSUARB, including cost-of-capital, capital structure, cost-of-service and rate-
design. The hearing is set for fall 2011 and a decision from the NSUARB is expected before the end of 2011.
34 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
Risk Management
AltaGas manages its exposure to risk in the Utility business using the strategies outlined in the following table:
Risks
WEAtHER
RAtE REGULAtED
ENVIRoNMENt
strategies and organizational
Capability to Mitigate Risks
Indicators and Achievements
• Earnings can be impacted by variations
• AUI was 1.6 percent warmer than normal in 2010
from normal weather resulting in delivered
volumes being different than anticipated
• Anticipated volumes are determined based
on the 20-year rolling average for weather
(2009 – 9.6 percent colder than normal)
• Heritage Gas was 13.2 percent warmer than normal in 2010
(2009 – 1.0 percent warmer than normal)
• Skilled regulatory department retained
• Received AUC approval for the issuance of new debt and
at AUI, Heritage Gas and AltaGas
head office
• Maintain strong working relationship with
the respective regulators and their staff
• Use of expert consultants when needed
equity financing at AUI in 2010
• Received NSUARB approval in June 2010 of the $33 million
Heritage Gas expansion to Fairview, Clayton Park,
Bayer’s Lake and Bedford
• Completion of the RDA consultation process with NSUARB
resulting in a $50 million cap on the Heritage Gas RDA set
in September 2010
• Received NSUARB approval of a 6.8 percent increase to
Heritage Gas rates effective January 1, 2011
• Alberta 2011 Generic cost-of-capital began in December
2010. Decision expected in late 2011
• Studies to support the Heritage regulatory applications and
strategy were underway at the end of 2010, which included
cost-of-service and rate design, cost-of-capital, depreciation
and lead-lag
RECoVERY oF
Costs At AUI AND
HERItAGE GAs
• Skilled regulatory department retained
at AUI, Heritage Gas and the AltaGas
head office
• Received NSUARB approval of a 6.8 percent increase to rates
effective January 1, 2011 to recover increased forecast
operating costs at Heritage Gas
• Maintain strong working relationship with
the respective regulators and their staff
• Filed AUI’s 2010 – 2012 GRA, approval expected in late 2011
• Studies to support the recovery of costs undertaken
CoNstRUCtIoN
• Appropriate internal management structure
• Practiced effective procurement policies and procedures
and processes
and vendor selection
ENVIRoNMENt
AND sAFEtY
• Strong project cost control and project
management framework
• Engage specialists in designing and
building major projects
• AUI successfully completed 118 /118 planned 2010 system
betterment projects in the year and advanced and completed
4 projects from the 2011 system betterment program
• Received NSUARB approval of the economic feasibility of
the Heritage Gas expansion to Fairview, Clayton Park,
Bayer’s Lake and Bedford prior to construction of the steel
pipe expansion
• Strong safety and environmental
• AUI did not receive any fines, warnings, or citations related to
management systems, which AltaGas
continually strives to improve
environmental matters during 2010
• AUI maintained “Partners in Injury Reduction” status as
awarded by Alberta Workers’ Compensation Board (WCB)
• Completion of approximately 93,400 net person hours in
2010 at Heritage Gas without a lost-time injury
• Heritage Gas received the Canadian Gas Association Safety
Leadership Award for Public Safety Program Excellence in 2010
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 35
Consolidated Results
Years ended December 31
($ millions)
Revenue
Net revenue 1
EBITDA 1
EBITDA adjusted for mark-to-market accounting 1
Operating income 1
Operating income adjusted for mark-to-market accounting 1
Net income applicable to common shares
Net income applicable to common shares adjusted for mark-to-market accounting 1
Total assets
Total long-term liabilities
Net additions of capital assets
Distributions declared 2
Dividends declared 3
Funds from operations 1
$ per share or unit
EBITDA1
EBITDA adjusted for mark-to-market accounting 1
Net income – basic
Net income – diluted
Net income applicable to common shares adjusted for mark-to-market accounting 1
Distributions declared 2
Dividends declared 3
Funds from operations 1
Common shares outstanding (millions)
Weighted average number of common shares outstanding for the year (basic)
End of year (basic)
2010
1,354.1
2009
1,268.3
2008
1,816.8
485.5
243.8
249.5
151.8
157.5
97.2
101.7
2,751.7
1,217.4
220.1
87.0
54.1
195.0
2.99
3.06
1.19
1.19
1.25
1.08
0.66
2.39
81.5
82.5
456.6
251.5
242.0
174.3
164.8
141.3
132.7
476.5
258.7
247.7
188.0
177.0
163.6
158.0
2,628.9
2,132.3
719.1
486.4
170.2
–
202.3
3.20
3.08
1.80
1.79
1.69
2.16
–
2.58
78.5
80.3
851.6
808.0
147.1
–
216.8
3.76
3.60
2.38
2.36
2.30
2.125
–
3.15
68.8
71.9
1 Non-GAAP financial measure. See discussion in the “Non-GAAP Financial Measures” section of this MD&A.
2 Distributions declared of $0.18 per trust unit and exchangeable unit per month commencing August 2008 through June 2010, $0.175 per unit per month
from August 2007 through July 2008.
3 Dividends declared of $0.11 per common share per month commencing July 2010.
2010 CoNsoLIDAtED FINANCIAL REVIEW
Net income applicable to common shares for 2010 was $97.2 million ($1.19 per share) compared to $141.3 million ($1.80 per
share) in 2009. Effective July 1, 2010, AltaGas commenced operations as a corporation, whereby the tax obligations of the
organization were expensed. For the first six months of 2010, AltaGas operated under a trust structure, whereby the majority of
tax obligations were passed to its securityholders. For purposes of comparison, had AltaGas operated as a trust for all of 2010,
net income applicable to common shares for 2010 would have been $118.3 million ($1.45 per share). Adjusting for the impact
of mark-to-market accounting, net income applicable to common shares for 2010 was $101.7 million ($1.25 per share)
compared to $132.7 million ($1.69 per share) in 2009. Adjusting for the impact of mark-to-market accounting, operating
income for all reporting segments for 2010 was $157.5 million compared to $164.8 million in 2009.
Operating income for 2010 from the Gas, Power and Utility businesses was $197.1 million similar to $198.3 million reported
in 2009. Results were impacted by the 2009 reduction in liabilities related to natural gas transactions and the reversal of
deferred revenue related to the Suffield pipeline reported in 2009. Results were further impacted by lower power prices in
Alberta and the impact of lower throughput at some of the processing facilities, partially offset by the addition of the Utility
business and Bear Mountain Wind Park, higher frac spreads and lower amortization as a result of change in estimates for the
expected remaining useful lives of certain assets. Corporate costs excluding the impact of mark-to-market accounting were
$39.5 million in 2010 compared to $33.5 million in 2009. Corporate costs were higher due to a full year of operations in the
Utility business, costs associated with conversion to a corporation and general increases.
36 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
On a cash flow basis, funds from operations for 2010 was $195.0 million ($2.39 per share) compared to $202.3 million
($2.58 per share) in 2009. The decrease in funds from operations is primarily attributed to lower Alberta power prices and
higher interest expense partially offset by the contribution from the full year operations of the Utility business and stronger
results in the extraction business. EBITDA adjusted for the impact of mark-to-market accounting was $249.5 million ($3.06 per
share) compared to $242.0 million ($3.08 per share) in 2009.
On a consolidated basis, net revenue for 2010 was $485.5 million compared to $456.6 million in 2009. Net revenue from the
Gas business increased due to higher realized frac spreads, expiration of a legacy gas marketing contract in late 2009 and
higher extraction and transmission operating cost recoveries. These increases were partially offset by lower gas processing fees
and volumes processed at some facilities, the reduction in liabilities related to natural gas transactions and the reversal of
deferred revenue related to the Suffield pipeline reported in 2009, lower volumes exposed to frac spreads, lower storage
margins and a provision for doubtful customer accounts. Net revenue in the Power business decreased due to higher PPA costs
and lower realized power prices in Alberta partially offset by contributions from the addition of Bear Mountain Wind Park,
addition of the C&I power retail business and higher revenues from the Company’s gas-fired peakers. The Corporate segment
recorded unrealized losses on risk management contracts and investments compared to unrealized gains last year and no
investment income from the Utility Group since it is now fully consolidated due to the acquisition of the shares that were not
already owned by AltaGas in fourth quarter 2009. Net revenue in the Utility business increased due to a full year of results since
Utility Group and Heritage Gas were acquired during fourth quarter 2009.
Operating and administrative expenses for 2010 were $241.5 million, up from $205.1 million in 2009. The increase was due to
incremental costs associated with AltaGas’ growth including the addition of the Utility business, higher environmental costs,
conversion to a corporation, regulatory compliance initiatives and increases in general administration costs. These increases
were partially offset by lower operating costs related to the gas processing business due to lower volumes processed as well as
cost control measures.
Accretion for asset retirement obligations for 2010 was $2.9 million compared to $3.1 million in 2009. The decrease was due
to the expectation that cash outlays to fund these obligations would be later than originally estimated.
Amortization expense for 2010 was $89.2 million compared to $74.1 million in 2009. The increase was due to the growth in
AltaGas’ asset base from acquisition and construction activities, partially offset by the adjustment to amortization expense as
a result of change in estimates for the expected remaining useful lives of certain assets.
Interest expense for 2010 was $48.8 million compared to $31.8 million in 2009. The increase was due to higher average debt
balances of $988.0 million arising from AltaGas’ growth compared to $691.5 million in 2009. Interest capitalized in 2010 was
$4.4 million compared to $7.1 million in 2009. The average borrowing rate was 5.4 percent in 2010 compared to 5.6 percent
in 2009.
Income tax expense for 2010 was $1.7 million compared to $1.2 million in 2009. The increase in expense was primarily
associated with higher income subject to tax reported since July 1, 2010 since AltaGas’ conversion to a corporation offset by
lower taxes incurred by the Utility business and the 2009 nonrecurring tax expense related to an acquisition. For purposes
of comparison, had AltaGas operated as a trust for all of 2010, the Company would have reported an income tax recovery of
$19.4 million for 2010.
GRoWtH CAPItAL
Based on projects currently under review, development or construction, AltaGas expects capital expenditures for 2011 to be
approximately $425 million, of which the allocation is expected to be 50 percent for Power, 40 percent for Gas and 10 percent
for Utility. To date, approximately $400 million of capital has been committed for 2011.
AltaGas is well positioned to fund its committed capital program through its growing internally generated cash flow, its dividend
reinvestment plan and its continued strong access to capital markets. At December 31, 2010 the Company had approximately
$775 million of available credit facilities. In 2010 AltaGas declared dividends to common shareholders of approximately
76 percent of funds from operations, after reductions for preferred share dividends and maintenance capital. Based on the new
dividend policy on conversion to a corporation on July 1, 2010, the Company expects the payout ratio as a percentage of funds
from operations to be in the range of 50 to 55 percent.
The following projects have an expected in-service date after 2011.
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 37
Northwest Hydroelectric Projects
AltaGas signed a 60-year CPI indexed EPA with BC Hydro for its 195 MW Forrest Kerr run-of-river hydroelectric power generation
project. As disclosed by BC Hydro, the average price contracted is in the range of $120 to $130 per MWh. The Forrest Kerr
project is estimated to cost approximately $700 million and is expected to be in commercial operation by mid-2014. Normal
course permitting and licensing will occur as construction proceeds. The project is supported by 40 years of hydrologic data and
analysis at the Forrest Kerr site.
AltaGas has also entered into an agreement with the Tahltan First Nations providing employment and business opportunities as
well as economic participation. In addition, there is an agreement in place for transmission infrastructure with the B.C. government.
Construction is underway, with the construction camp completed. AltaGas expects to obtain the occupancy permit for the camp
in March and begin mobilizing the workforce shortly thereafter. The turbine package and initial tunnel excavation contracts for
the access and surge tunnels are expected to be awarded by the end of first quarter 2011. Tunneling of the surge and powerhouse
access tunnels is expected to begin in March 2011 with completion of the tunnels expected in third quarter 2011. At the close
of 2010, approximately 20 percent of the cost of the project had been fixed. AltaGas expects to have 75 percent of the project
cost contractually committed to fixed price contracts by December 31, 2011 and 90 percent contractually fixed by the end of
2012. AltaGas’ plans to mitigate project cost escalation and schedule risk through its procurement and contracting strategies.
AltaGas continues to be in discussions related to the McLymont Creek and volcano Creek projects. These two projects will add
82 MW of run-of-river hydroelectric power to the region.
Harmattan Co-stream Project
On December 8, 2010, AltaGas’ application for the Harmattan Co-stream Project received approval from the Energy Resources
Conservation Board (ERCB). The project is expected to cost approximately $130 million and includes an incremental $8 million
for an enhanced refrigeration modernization project. The Harmattan Co-stream project will allow 250 Mmcf/d of rich, sweet
natural gas sourced from the NGTL Western System to be processed using spare capacity at the Harmattan Complex to recover
ethane and other NGLs. AltaGas expects to commence construction in early 2011 and to commence operations in first quarter
2012. Based on current capital cost estimates AltaGas expects the annual EBITDA contribution to be in the range of $20 million
to $25 million once completed.
AltaGas entered into a Memorandum of Understanding with NOvA Chemicals Corporation (NOvA Chemicals). The agreement is
for an initial term of 20-years whereby AltaGas would deliver all natural gas liquids extracted from co-stream gas on a full cost-
of-service basis to NOvA Chemicals, and would provide that all capital expenditures and operating costs related to the project
be fully recovered through fees under normal operations.
AltaGas expects to procure materials and services in first quarter 2011 and begin pipeline construction in June 2011. Major
equipment tie in is planned to occur during the planned plant turnaround in September 2011. To date approximately $15 million
of costs are fixed. AltaGas expects a further $50 million to be fixed by April 2011 and another $15 million to be contractually
fixed by third quarter 2011. In total, AltaGas expects approximately 60 percent of the total project cost to be contractually fixed.
The remainder will be subject to cost escalation and labour productivity risk. AltaGas plans to mitigate project cost escalation
and schedule risk through its procurement and contracting strategies.
In early January 2011, the parties that initially intervened in AltaGas’ application filed a notice of motion for leave to appeal. AltaGas
believes that the grounds set forth for leave to appeal are without merit and remains committed to the schedule as outlined above.
Gordondale Gas Plant Project
On November 4, 2010 AltaGas announced it will construct a 120 Mmcf/d gas processing facility and an associated gas gathering
system in the Gordondale area of the Montney resource play, approximately 100 km northwest of Grande Prairie, Alberta. The
project is subject to regulatory approval. The plant will also be equipped with liquids extraction facilities. The facility and
associated gas gathering system is expected to cost approximately $235 million and be in-service in late 2012. By using existing
infrastructure in the area and building the Henderson Pipeline to connect to the Pouce Coupe facility, AltaGas expects to provide
processing services for early production by mid-2011. The facility is supported by a long-term gathering and processing
agreement with Encana Corporation to supply natural gas to the facility. Based on current production and natural gas reserve
estimates, AltaGas expects the annual average EBITDA contribution to range between $30 million and $35 million once completed.
The project is subject to regulatory approval by Alberta Environment (AENV) and ERCB. AltaGas has filed the AENV application
and expects to file the regulatory application with the ERCB in first quarter 2011. Based on the expected timeline for filing
and receiving regulatory approvals, the Company expects $70 million to $80 million of costs to be contractually fixed by
38 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
September 2011. In total, approximately two-thirds of costs are expected to be contractually fixed over the course of construction.
The remainder will be subject to cost escalation and labour productivity risk. AltaGas plans to mitigate project cost escalation
and schedule risk through its procurement and contracting strategies.
Harmattan Cogeneration #2 Project
Following on the success of the 15 MW Harmattan Cogeneration project that was commissioned in late 2010, AltaGas plans to
construct a second 15 MW cogeneration unit at the Harmattan Plant as a means of supplying power for the Co-stream project.
Having two independent generating units on site will provide a reliable source of low-cost power and steam to the facility while
reducing the Harmattan facility’s reliance on the grid and its power boilers. The project also includes adding the distribution
system within the Harmattan facility. The project is estimated to cost $24 million and be in-service at the same time as the
Harmattan Co-stream Project comes on line.
Alton Natural Gas storage Project
AltaGas completed the acquisition of Landis Energy Corporation in first quarter 2010. The most advanced project under
development by Landis is the Alton Natural Gas Storage Project, of which AltaGas has a 50 percent interest, located near Truro,
Nova Scotia that is expected to serve customers seeking to manage natural gas supply requirements in eastern Canada and the
northeast United States. The Alton project has the potential capacity of 10 Bcf of natural gas storage.
Wind-generation Power Projects
The 67 MW Walker Ridge project in northern California is currently under development. AltaGas has selected the turbines and
a preliminary layout and has completed preliminary engineering studies. The project is located near existing transmission lines
and requires limited system upgrades to interconnect. It is located in Lake and Colusa counties, close to San Francisco load.
This project is proceeding with the environmental permitting process. AltaGas is actively seeking bilateral agreements for sale
of the power output.
The 100 MW Glenridge project in southeast Alberta is currently under development. AltaGas has secured a 17,000 acre land
package. AltaGas is in the third stage of the Alberta Electricity System Operator (AESO) customer connection process and has
begun the facilities study. AltaGas is actively seeking a market for its prospective green credits. Once in-service, the project will
use these green credits to offset compliance costs associated with AltaGas’ Sundance B PPAs.
The 90 MW Roughrider project in North Dakota is currently under development. The project holds easements of approximately
27,000 acres on private land. AltaGas is currently in the Western Area Power Administration (WAPA) and Midwest Independent
System Operator (ISO) transmission queues and has determined that there are limited transmission upgrades required to interconnect
to the WAPA transmission system. AltaGas is seeking green credit and energy markets with local and out of state utilities.
sparwood Power Project
AltaGas is pursing the installation of a 6 MW waste heat recovery unit in Sparwood, B.C. The project is supported by a 20-year
EPA with BC Hydro. Right of way and waste heat agreement discussions are underway with relevant parties and AltaGas expects
to commence construction in 2011.
CoNsoLIDAtED oUtLooK
AltaGas expects to report stronger results from its operating businesses in 2011 compared to 2010. On a net income basis, the
Company expects to report higher future income tax expense based on being a corporation for a full year, partially offset by a
lower effective corporate tax rate of approximately 23 percent. With tax pools in excess of $1 billion, AltaGas does not expect to
be cash taxable until approximately 2016. However, net income before taxes is expected to be higher in 2011 compared to 2010
due to stronger results from its diversified portfolio of energy assets.
Higher earnings are expected from higher volumes processed at some field and extraction facilities driven by producer activity to
capitalize on high NGL content gas plays or light oil plays. Stronger results are expected in gas despite turnarounds at the Younger
Extraction Plant and Harmattan Complex and lower daily take-or-pay volumes on the Suffield natural gas transmission system.
The Gas business is also expected to benefit from continued strong frac spreads on volumes exposed to spot NGL prices.
Recent supply uncertainty in the Alberta power market together with changes to the Rate Regulated Option used for setting
power prices by the utilities has increased power prices and power price volatility. With approximately two-thirds of generation
hedged in first quarter 2011 at an average price of $63.50 and approximately one-third hedged at $64.50 for the rest of the
year and recent increases in forward power prices, AltaGas expects earnings in its power business to be at or slightly lower than
the 2010 results. The addition of the new Harmattan Cogeneration facility and the gas-fired peakers are all expected to benefit
from higher power prices in 2011.
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 39
AltaGas also expects to report stronger earnings from its Utility business as the utilities in Alberta and Nova Scotia continue to
increase rate base at 16 percent and 25 percent respectively in 2011.
NoN-GAAP FINANCIAL MEAsUREs
This MD&A contains references to certain financial measures that do not have a standardized meaning prescribed by Canadian
generally accepted accounting principles (GAAP) and may not be comparable to similar measures presented by other entities.
The non-GAAP measures and their reconciliation to GAAP financial measures are shown below. All of the measures have been
calculated to be consistent with previous disclosures. These measures provide additional information that management believes
is meaningful regarding AltaGas’ operational performance, liquidity and its capacity to fund dividends, capital expenditures and
other investing activities. The specific rationale for, and incremental information associated with, each non-GAAP measure is
discussed below.
References to net revenue, operating income, operating income adjusted for mark-to-market accounting, EBITDA, EBITDA
adjusted for mark-to-market accounting, net income applicable to common shares adjusted for mark-to-market accounting and
funds from operations throughout this document have the meanings as set out in this section.
Net Revenue
Years ended December 31
($ millions)
Net revenue
Add: Cost of sales
Revenue (GAAP financial measure)
2010
485.5
868.6
2009
456.6
811.7
1,354.1
1,268.3
2008
476.5
1,340.3
1,816.8
Net revenue, which is revenue less the cost of commodities purchased for sale and shrinkage, is a better reflection of
performance than revenue, since changes in the market price of natural gas and power affect both revenue and cost of sales.
operating Income
Years ended December 31
($ millions)
Operating income
Add (deduct):
Interest expense
Foreign exchange (loss) gain
Income taxes (expense) recovery
Preferred shares dividend (net of tax)
Net income applicable to common shares (GAAP financial measure)
2010
151.8
(48.8)
(0.1)
(1.7)
(4.0)
97.2
2009
174.3
(31.8)
–
(1.2)
–
141.3
2008
188.0
(27.4)
1.4
1.6
–
163.6
Operating income is a measure of AltaGas’ profitability from its principal business activities prior to how these activities are
financed or how the results are taxed. The measure is used by management to assess the operating performance of the
business segments since it is a better indicator of operating performance than net income. Operating income is calculated from
the Consolidated Statements of Income and is defined as net revenue less operating and administrative expenses, amortization
and accretion of asset retirement obligations.
operating Income Adjusted for Mark-to-Market Accounting
Years ended December 31
($ millions)
Operating income before unrealized (loss) gain on mark-to-market accounting
Add (deduct):
Unrealized (loss) gain on mark-to-market accounting
Interest expense
Foreign exchange (loss) gain
Income taxes (expense) recovery
Preferred share dividends (net of tax)
Net income applicable to common shares (GAAP financial measure)
2010
157.5
(5.7)
(48.8)
(0.1)
(1.7)
(4.0)
97.2
2009
164.8
9.5
(31.8)
–
(1.2)
–
2008
177.0
11.0
(27.4)
1.4
1.6
–
141.3
163.6
40 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
Operating income adjusted for mark-to-market accounting is a measure of AltaGas’ profitability from its principal operating activities
prior to how these activities are financed, how the results are taxed, or the impact of unrealized gains or losses on risk management
contracts and investments. The measure is used by management to assess the operating performance of the business segments
since it is a better indicator of operating performance than net income. Operating income adjusted for mark-to-market accounting
is calculated from the Consolidated Statements of Income and is defined as net revenue less operating and administrative
expenses and amortization less any unrealized gains or losses on risk management contracts and investments.
EBItDA
Years ended December 31
($ millions)
EBITDA
Add (deduct):
Amortization
Accretion of asset retirement obligations
Interest expense
Income taxes (expense) recovery
Preferred share dividends (net of tax)
Net income applicable to common shares (GAAP financial measure)
2010
243.8
(89.2)
(2.9)
(48.8)
(1.7)
(4.0)
97.2
2009
251.5
(74.1)
(3.1)
(31.8)
(1.2)
–
141.3
2008
258.7
(67.0)
(2.3)
(27.4)
1.6
–
163.6
EBITDA is a measure of AltaGas’ operating profitability. EBITDA provides an indication of the results generated by principal
business activities prior to accounting for how these activities are financed, assets are amortized or how the results are taxed.
EBITDA is calculated from the Consolidated Statements of Income and is defined as net revenue less operating and administrative
expenses, and foreign exchange gains or losses.
EBItDA Adjusted for Mark-to-Market Accounting
Years ended December 31
($ millions)
EBITDA
Add (deduct):
Unrealized (loss) gain on mark-to-market accounting
Amortization
Accretion of asset retirement obligations
Interest expense
Income taxes (expense) recovery
Preferred share dividends (net of tax)
Net income applicable to common shares (GAAP financial measure)
2010
249.5
(5.7)
(89.2)
(2.9)
(48.8)
(1.7)
(4.0)
97.2
2009
242.0
9.5
(74.1)
(3.1)
(31.8)
(1.2)
–
2008
247.7
11.0
(67.0)
(2.3)
(27.4)
1.6
–
141.3
163.6
EBITDA adjusted for mark-to-market accounting is a measure of AltaGas’ operating profitability without the impact of the change
in fair value of risk management contracts and the mark-to-market on investments. EBITDA adjusted for mark-to-market
accounting reports the results of business activities on a realized basis and prior to how business activities are financed, assets
are amortized or how the results are taxed. AltaGas does not speculate on commodity prices, but rather enters into financial
instruments to manage risk, and therefore evaluates company performance excluding unrealized gains or losses from risk
management contracts and investing activities. EBITDA adjusted for mark-to-market accounting is calculated from the
Consolidated Statements of Income and is defined as net revenue adjusted for unrealized gains or losses on risk management
contracts and investments less operating and administrative expenses, and foreign exchange gains or losses.
Net Income Applicable to Common shares Adjusted for Mark-to-Market Accounting
Years ended December 31
($ millions)
Net income applicable to common shares before mark-to-market accounting
Add (deduct):
Unrealized (loss) gain on mark-to-market accounting
Net income applicable to common shares (GAAP financial measure)
2010
101.7
(4.5)
97.2
2009
132.7
8.6
141.3
2008
158.0
5.6
163.6
Net income applicable to common shares adjusted for mark-to-market accounting is a better reflection of actual business
performance than net income, since changes in value for investments and risk management contracts are subject to end of
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 41
period prices for equities, commodities, interest rates and foreign exchange. Management evaluates the overall performance of
AltaGas’ business prior to accounting for unrealized gains or losses from these investments and risk management activities. Net
income applicable to common shares adjusted for mark-to-market accounting is calculated from the Consolidated Statements
of Income and is defined as net income adjusted for unrealized gains or losses on risk management contracts, investments and
its related income tax expense.
Funds From operations
Years ended December 31
($ millions)
Funds from operations
Deduct:
Net change in non-cash working capital
Asset retirement obligations settled
Cash from operations (GAAP financial measure)
2010
195.0
(1.9)
(0.5)
192.6
2009
202.3
(17.8)
(0.4)
184.1
2008
216.8
(10.9)
(0.7)
205.2
Funds from operations are used to assist management and investors in analyzing financial performance without regard to
changes in non-cash working capital in the period. Funds from operations as presented should not be viewed as an alternative
to cash from operations, or other cash flow measures calculated in accordance with GAAP. Funds from operations are calculated
from the Consolidated Statements of Cash Flows and are defined as cash provided by operating activities before changes in
non-cash working capital and expenditures incurred to settle asset retirement obligations.
REsULts oF oPERAtIoNs BY REPoRtING sEGMENt
operating Income
Years ended December 31
($ millions)
Gas
Power
Utility
Sub total: Operating Businesses
Corporate
2010
95.9
76.4
24.8
197.1
(45.3)
151.8
2009
102.9
88.0
7.4
198.3
(24.0)
174.3
GAs
2010 Financial Results
Operating income from the Gas reporting segment for 2010 was $95.9 million compared to $102.9 million in 2009. In 2010,
approximately 93 percent (2009 – 86 percent) was contributed by the E&T business. The FG&P business contributed
approximately 6 percent (2009 – 6 percent), with the remainder contributed by the Energy Services (ES) business. Operating
income decreased due to non recurring adjustments to liabilities related to natural gas transactions, lower volumes processed
at some extraction and FG&P facilities and the reversal of deferred revenue related to the Suffield pipeline reported in 2009.
Operating income was also impacted by the movement of C&I power retail business to the Power reporting segment and
increased provision for doubtful customer accounts. These decreases were partially offset by higher realized frac spread, the
expiration of a legacy gas marketing contract in fourth quarter 2009, which resulted in losses in previous quarters, lower
amortization as a result of change in estimates for the expected remaining useful lives for certain facilities, and lower operating
and administrative expenses at some of the processing facilities.
Net revenue in the Gas reporting segment for 2010 was $312.7 million compared to $327.1 million in 2009. Net revenue
decreased due to a non recurring $9.4 million adjustment to liabilities related to natural gas transactions reported in 2009,
$5.4 million decrease in FG&P fee for service revenues and volumes processed, $3.3 million decrease due to the reversal of
Suffield revenue deferral in third quarter 2009, $3.6 million of C&I power retail sales revenues moved to the Power reporting
segment, $2.4 million from lower extraction volumes and $1.0 million incremental provision for doubtful customer accounts.
These increases were partially offset by $5.2 million from higher realized frac spreads and $4.7 million due to the expiration of
a legacy gas marketing contract.
Operating and administrative expense for 2010 was $154.8 million compared to $159.9 million in 2009. The decrease was
largely due to lower volumes at certain gas processing and extraction facilities and cost saving measures implemented, partially
offset by costs associated with assets that were added or expanded during the year.
42 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
Amortization expense for 2010 was $59.1 million compared to $61.3 million in 2009. Accretion expense for 2010 was
$2.8 million compared to $3.1 million in 2009. The decreases were due to revisions in estimates in the lives of certain facilities
partially offset by the impact of growth in AltaGas’ asset base from construction activities.
Gas operating statistics
Years ended December 31
E&t
Extraction inlet gas processed (Mmcf/d) 1
Extraction ethane volumes (Bbls/d) 1
Extraction NGL volumes (Bbls/d) 1
Total Extraction volumes (Bbls/d) 1
Frac spread – realized ($/Bbl) 1, 2
Frac spread – average spot price ($/Bbl) 1
Transmission volumes (Mmcf/d) 1, 3
FG&P
Processing throughput (gross Mmcf/d) 1
Capacity utilization (%) 4
Energy services
Average volumes transacted (GJ/d) 5
2010
2009
798
25,453
12,654
38,107
27.27
31.95
286
423
35
841
26,817
13,236
40,053
23.46
19.51
324
453
39
386,004
354,513
1 Average for the period.
2
Indicative frac spread or NGL margin, expressed in dollars per barrel of NGL, and derived from Edmonton postings for propane, butane and condensate
and the daily AECO natural gas price.
3 Excludes NGL pipeline volumes.
4 As at the end of the reporting period.
5 Average for the period. Includes volumes marketed directly, volumes transacted on behalf of other operating segments, and volumes sold in gas
exchange transactions.
Average ethane and NGL volumes in the extraction business decreased by 1,364 Bbls/d and 582 Bbls/d, respectively, in 2010
compared to 2009. volumes declined largely due to lower gas supply at the Empress extraction facilities as a result of declining
exports of natural gas east of Alberta. These decreases were partially offset by slightly higher inlet volumes and NGL yields at
the Joffre facility and higher NGL processing at Harmattan. Natural gas volumes transported in the transmission business in
2010 decreased from 2009 primarily due to lower volumes moved on the Suffield system. However, in the transmission
business, pipeline throughput has minimal impact on the financial results due to cost-of-service and take-or-pay contractual
arrangements in place.
In FG&P, throughput in 2010 averaged 423 Mmcf/d compared to 453 Mmcf/d in 2009. Although certain areas have
experienced volume growth, the lack of producer activity in 2009 and 2010 in response to low natural gas prices has resulted
in overall lower processing volumes.
PoWER
2010 Financial Results
Operating income in the Power Segment in 2010 was $76.4 million compared to $88.0 million in 2009. Operating income
decreased primarily as a result of lower realized power prices, higher PPA costs and higher environmental costs. The decreases
were partially offset by the addition of Bear Mountain Wind Park, and contributions from the Alberta commercial and industrial
power retail business.
Net revenue for 2010 was $101.8 million compared to $102.2 million for 2009. Net revenue decreased due to the $7.6 million
impact of lower realized power prices, $5.6 million due to higher PPA costs and $3.9 million from higher environmental costs
included as a reduction of revenue. These decreases were partially offset by $9.7 million from Bear Mountain Wind Park,
$3.6 million from the C&I power retail business, $2.1 million higher contribution from gas-fired peaking plants and commencement
of operations at the Harmattan cogeneration plant.
Operating and administrative expense was $10.0 million for 2010 compared to $6.1 million for 2009. The increase was due to
costs related to the development of renewable energy projects, the addition of the commercial and industrial power retail
business, and the commencement of commercial operations at Bear Mountain Wind Park in fourth quarter 2009.
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 43
Amortization expense was $15.3 million in 2010 compared to $8.2 million in 2009. The increase was largely due to the addition
of Bear Mountain Wind Park.
Power operating statistics
Years ended December 31
volume of power sold (GWh) 1
Average price realized on the sale of power ($/MWh) 1
Alberta Power Pool average spot price ($/MWh) 2
1 Average for the period.
2
Includes only Alberta volumes and prices realized on the sale of power.
2010
2,828
66.79
50.76
2009
2,725
68.97
47.84
Bear Mountain wind volumes were below historical averages in 2010. The EBITDA impact of the weaker wind in 2010 was
approximately $7.8 million compared to expectations. A portion of 2010 green attributes associated with Bear Mountain was
sold in a transaction completed in 2009 at prices in line with management’s expectations.
UtILItY
Financial Results
Years ended December 31
Operating income
Net income
2010
24.8
16.7
2009
7.4
5.4
2010 Financial Results
The Utility business commenced operations with the acquisition of Utility Group on October 8, 2009 and the remaining 75.1
percent of Heritage Gas on November 18, 2009. The results of the Utility reporting segment are highly seasonal resulting in
strong first and fourth quarter results and weaker second and third quarter results due to the majority of natural gas deliveries
occurring during the winter heating season. For 2010 the Utility reporting segment recorded $24.8 million in operating income
compared to $7.4 million in 2009.
The Utility business predominantly comprises rate regulated utilities, which net income is based on an allowed return on rate
base invested. Rate regulated cost-of-service entities such as AUI and Heritage Gas generally collect operating and administrative,
depreciation, interest expenses and income taxes paid in the rates charged to customers, and therefore changes in these costs
do not normally impact the net income of the business. Consequently, this discussion of financial results focuses on net income.
Net income is highly seasonal, as revenues are primarily based on the demand for space heating in the winter months, mainly
from November to March. Costs, on the other hand, are generally incurred more uniformly over the year. This typically results in
stronger first and fourth quarters and weaker second and third quarters. Earnings can be impacted by variations from normal
weather resulting in delivered volumes being different than anticipated. Increases in the number of customers or changes in
customer usage are examples of other factors that might typically affect volumes and hence earned returns.
Net income from the Utility reporting segment was $16.7 million in 2010 compared to $5.4 million in 2009, primarily due to
AltaGas owning Utility Group and all of Heritage Gas for a full year compared to only twelve and six weeks respectively in 2009. The
Utility business grew its rate base by 15 percent in 2010 to $277.0 million which increased net income by $1.8 million on a full year
basis. Warmer than normal weather in both Alberta and Nova Scotia reduced 2010 net income by $0.7 million on a full year basis.
After deducting natural gas costs of $79.8 million (2009 – $30.5 million) net revenue reported by the Utility business grew to
$71.9 million (2009 – $13.0 million). The increase in 2010 net revenue was primarily due to the full year impact of AltaGas’
acquisitions of Utility Group and the 75.1 percent of Heritage Gas it did not already own, on October 8, 2009 and November 18, 2009,
respectively. Net revenue growth of $1.9 million from the higher 2010 rate base was partially offset by warmer than normal
weather in Alberta and Nova Scotia which decreased net revenue by $0.8 million.
Operating and administrative expense increased from $3.4 million in 2009 to $35.5 million in 2010. Depreciation, depletion
and amortization expense increased from $2.2 million in 2009 to $11.6 million in 2010. Interest expense increased from
$1.0 million in 2009 to $7.7 million in 2010. Income tax decreased from $1.0 million in 2009 to $0.4 million in 2010.
The increased expenses were primarily a result of the late 2009 acquisitions of Utility Group and Heritage Gas.
44 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
Utility operating statistics
Years ended December 31
Natural gas deliveries - end-use (PJ) 2
Natural gas deliveries - transportation (PJ) 2
Service sites at year-end 3
AUI Degree day variance (%) 4
Heritage Gas Degree day variance (%) 4
2010
19.9
5.3
20091
6.6
0.6
74,664
72,717
(1.6)
(13.2)
9.9
(1.0)
1 Reflect acquisitions of Utility Group as of October 8, 2009 and Heritage Gas as of November 18, 2009, after which dates AltaGas owns 100% of both companies.
2 Petajoule (PJ) is one million gigajoules (GJ).
3 Service sites reflect all of the service sites of AUI, Heritage Gas and Inuvik Gas.
4 Degree days relate to AUI and Heritage Gas service areas. A degree day is the cumulative extent to which the daily mean temperature falls below 15 degrees
Celsius at AUI and 18 degrees Celsius at Heritage Gas. Normal degree days are based on a 20-year rolling average. Positive variances from normal lead to
increased delivery volumes from normal expectations.
CoRPoRAtE
Description of Corporate Assets
The Corporate reporting segment includes the cost of providing corporate services and general corporate overhead, investments
in public and private entities and the effects of changes in the value of risk management assets and liabilities. Management
makes operating decisions and assesses performance of its operating segments based on realized results and key financial
metrics such as return on equity and return on capital without the impact of the volatility in commodity prices, interest rates and
foreign exchange rates. Management monitors the impact of mark-to-market accounting as part of the consolidated entity since
risk is managed on a portfolio basis. Consequently, the impact of mark-to-market accounting on net income is reported and
monitored in the Corporate reporting segment.
2010 Financial Results
The operating loss for 2010 was $45.3 million compared to $24.0 million for 2009. The increased loss was due to unrealized
losses on investments of $4.3 million compared to gains of $5.8 million last year, unrealized losses from risk management
contracts of $1.3 million compared to gains of $3.7 million in the prior year, investment income for 2010 of $7.1 million
compared to $10.3 million in 2009 and higher administration expenses related to AltaGas’ growth, conversion to a corporation
and costs to comply with regulatory requirements.
Net revenue was $1.6 million in 2010 compared to $18.6 million in 2009. Net revenue decreased due to the $10.1 million
difference between mark-to-market losses on investments reported in the current year compared to unrealized gains in the prior
year, $5.0 million due to unrealized losses on risk management contracts compared to gains in the prior year and lower
investment income of $1.9 million.
Operating and administrative expense was $43.7 million in 2010 compared to $40.1 million in 2009. Increased expenses were
incurred to support the conversion to a corporation, regulatory requirements and growth of the Company partially offset by
several initiatives to reduce general and administrative expenses.
Amortization expense was $3.1 million in 2010 compared to $2.5 million in 2009. The increase was primarily due to the
deployment of information systems to support the growth of the Company.
Corporate outlook
Excluding the impact of mark-to-market accounting, the operating loss for 2011 is expected to be lower than the loss reported
in 2010. During 2010, the Company incurred costs to convert from a trust structure to a corporation and support activities
related to compliance with the Harmonized Sales Tax in Ontario and British Columbia. The Company expects to incur costs to
transition to IFRS or US GAAP during 2011 based on the outcome of management’s decision to be finalized during the first
quarter of 2011. The Corporate reporting segment is also expected to report lower income from other investments during 2011.
The Company expects to report higher future income tax expense based on being a corporation for a full year, partially offset by
a lower effective corporate tax rate of approximately 23 percent. The tax rate at the consolidated level is lower than the expected
statutory rate as a result of the lower effective tax rate at the Utility business. Taxes recoverable or payable by the Utility
businesses are recorded as regulatory assets or liabilities until such time as the taxes are collectible or payable from or to the
utility customers. With tax pools in excess of $1 billion, AltaGas does not expect to be cash taxable until approximately 2016.
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 45
The effects of risk management contracts are based on estimates relating to commodity prices, interest rates and foreign
exchange rates over time. The actual amounts will vary based on these drivers, and management is therefore unable to predict
the impact of financial instruments on 2011 results. However, the impact of the accounting standards is expected to be relatively
low since AltaGas uses financial instruments to manage exposure to commodity price fluctuations and to buy and sell gas and
power with locked in margins. AltaGas does not execute financial instruments for speculative purposes.
INVEstED CAPItAL
During 2010, AltaGas acquired capital assets, long-term investments and other assets for $226.5 million compared to $499.2 million
in 2009.
Net Invested Capital – Investment type
Year ended December 31, 2010
($ millions)
Invested capital:
Capital assets
Long-term investments and other assets
Disposals:
Capital assets
Long-term investment and other assets
Gas
Power
Utility
Corporate
total
108.2
–
108.2
–
–
51.4
(0.1)
51.3
–
–
56.6
0.5
57.1
(1.9)
(2.4)
52.8
6.1
3.8
9.9
(0.3)
–
9.6
222.3
4.2
226.5
(2.2)
(2.4)
221.9
Net invested capital
108.2
51.3
Net Invested Capital – Investment type
Year ended December 31, 2009
($ millions)
Invested capital:
Capital assets
Long-term investments and other assets
Disposals:
Capital assets
Net invested capital
Gas
Power
Utility
Corporate
Total
52.6
–
52.6
(0.2)
52.4
160.3
(0.4)
159.9
(0.7)
159.2
271.4
(12.3)
259.1
–
259.1
3.2
24.4
27.6
(0.1)
27.5
487.5
11.7
499.2
(1.0)
498.2
AltaGas categorizes its invested capital into maintenance, growth and administration. Growth capital of $212.9 million was
expended in 2010 (2009 – $490.1 million). In the Gas business, growth capital was mainly attributed to $33.1 million for
acquisition of Landis, the investment in the Groundbirch Gas Plant and its gas gathering system for $28.0 million, $5.2 million
for Gordondale Gas Plant development and construction, $22.4 million for Pouce Coupe sour gas facilities, $7 million for Ante
Creek expansion, $2.8 million for Acme expansion, $1.3 million for Harmattan CO2 enrichment project, $1.7 million for Younger
Spur Project, $2.0 million for Harmattan Co-stream Project, and $1.2 million for various gas projects. Within the Power reporting
segment, growth capital projects comprised $33.4 million for renewable hydro projects, $12.7 million for Harmattan Cogeneration
Project and $2.7 million for various wind projects. Within the Utility reporting segment, net capital invested of $56.6 million
(2009 – $259.1 million) mainly included $25.5 million at AUI including the first year of the 20-year system rejuvenation program,
$31.0 million at Heritage Gas including the expansion of the distribution system to serve the Fairview, Clayton Park, Bayer’s
Lake and Bedford Region of the HRM, and $0.1 million at Ikhil. The growth capital of $259.1 in 2009 mainly comprised the
acquisition costs of Utility Group and Heritage Gas. The Corporate reporting segment growth capital of $2.8 million was mainly
related to the acquisition of additional shares of Magma Energy Corporation. Administrative and maintenance capital
expenditures in 2010 were $8.1 million and $5.5 million, respectively (2009 – $5.8 million and $3.3 million, respectively).
46 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
Invested Capital – Use
Year ended December 31, 2010
($ millions)
Invested capital:
Maintenance
Growth
Administrative
Invested capital
Invested Capital – Use
Year ended December 31, 2009
($ millions)
Invested capital:
Maintenance
Growth
Administrative
Invested capital
Gas
Power
Utility
Corporate
total
2.5
104.7
1.0
108.2
2.5
48.8
–
51.3
0.5
56.6
–
57.1
–
2.8
7.1
9.9
5.5
212.9
8.1
226.5
Gas
Power
Utility
Corporate
Total
3.3
49.1
0.2
52.6
–
159.9
–
159.9
–
259.1
–
259.1
–
22.0
5.6
27.6
3.3
490.1
5.8
499.2
FINANCIAL INstRUMENts
The Company is exposed to market risk and potential loss from changes in the value of financial instruments. AltaGas enters
into financial derivative contracts to manage exposure to fluctuations in commodity prices, interest rates and foreign exchange
rates. During 2010, the Company had positions in the following types of derivatives, which are also disclosed in note 15 to the
Consolidated Financial Statements:
• Commodity forward contracts: The Company executes gas, power and other commodity forward contracts to manage its asset
portfolio and lock-in margins from back to back purchase and sale agreements. In a forward contract, one party agrees to
deliver a specified amount of an underlying asset to the other party at a future date at a specified price. The energy services
business transacts primarily on this basis;
• Commodity swap contracts: AltaGas executes fixed for floating power price swaps to manage its power asset portfolio. A fixed
for floating price swap is an agreement between two counterparties to exchange a fixed price for a floating price. The Power
business’ results are significantly affected by the price of electricity in Alberta. AltaGas employs derivative commodity
instruments for the purpose of managing AltaGas’ exposure to power price volatility. The Alberta Power Pool settles power
prices on an hourly basis and prices ranged from $0.00/MWh to $999.99/MWh in 2010 and $0.10/MWh to $999.99/MWh
in 2009. The average Alberta spot price was $50.76/MWh in 2010 (2009 – $47.84/MWh). AltaGas moderated the impact of
this volatility on its business through the use of financial hedges on a portion of its power portfolio. The average price realized
for power by AltaGas was $66.79/MWh in 2010 (2009 – $68.97/MWh). In 2011, approximately 40 percent of Alberta-based
power is hedged at a price of $64.50 MWh;
• NGL frac spread hedges: The Company executes fixed for floating NGL frac spread swaps to manage its NGL frac spreads.
The E&T business’ results are affected by fluctuations in NGL frac spreads. During the year, the Company had NGL frac spread
agreements for an average of 2,917 Bbls/d at an average price of approximately $21.62/Bbl. The average spot NGL frac
spread for 2010 was $31.95/Bbl (2009 – $19.51/Bbl). The average NGL frac spread realized in 2010 was $27.27/Bbl
(2009 – $23.46/Bbl). The Company has hedged an average of 3,625 Bbls/d, or approximately 70 percent of volumes that
are exposed to spot prices for 2011, at a price of approximately $26.85/Bbl;
• Interest rate forward contracts: The Company enters into interest rate swaps where cash flows of a fixed rate are exchanged
for those of a floating rate. At December 31, 2010 the Company had interest rate swaps for $80 million with varying terms to
maturity until March 31, 2012. At December 31, 2010, the Company had fixed the interest rate of 96 percent of its debt
including MTNs and capital leases; and
• Foreign exchange forward contracts: Foreign exchange exposure created by transacting commercial arrangements in foreign
currency is managed through the use of foreign exchange forward contracts whereby a fixed rate is locked in against a floating
rate and option agreements whereby an option to transact foreign currency at a future date is purchased or sold.
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 47
The fair value of power, natural gas and NGL derivatives was calculated using estimated forward prices from published sources
for the relevant period. The calculation of fair value of the interest rate derivatives used quoted market rates.
The Company does not speculate on commodity prices and therefore does not engage in commodity transactions that create
incremental exposure or are based solely on expectations of future energy market price movements. Commodity transactions
are used to lock in margins, optimize underlying physical assets or reduce exposure to energy price movements. AltaGas’ risk
management group reviews commodity and credit risk on a daily basis and has created and adheres to a conservative risk
policy and hedging program.
LIQUIDItY
AltaGas does not expect any currently known trend or uncertainty to affect its ability to access its historical sources of funding.
The various financing initiatives completed in 2010 are indications of AltaGas’ strong financial position and access to
capital markets.
Cash Flows
Years ended December 31
($ millions)
Cash from operations
Investing activities
Financing activities
Change in cash
2010
192.6
(161.9)
(32.2)
(1.5)
2009
184.1
(464.1)
265.2
(14.8)
Cash from operations
Cash from operations reported on the Consolidated Statements of Cash Flows was $192.6 million in 2010 compared to
$184.1 million in 2009. The increase in cash from operations was mainly the result of a positive net change in non-cash working
capital since the end of 2009.
Working Capital
Years ended December 31
($ millions except current ratio)
Current assets
Current liabilities
Working capital
Current ratio
2010
304.0
323.3
(19.3)
0.94
2009
331.7
861.0
(529.3)
0.39
Working capital was in a deficit position $19.3 million at December 31, 2010 compared to a deficit of $529.3 million at
December 31, 2009. The working capital ratio was 0.94 at the end of 2010 compared to 0.39 at the end of 2009. The change
was mainly due to credit facilities that were classified as current prior their refinancing in 2010 on a long-term basis.
Investing Activities
Cash used for investing activities in 2010 was $161.9 million compared to $464.1 million in 2009. Cash used for investing
activities was lower in 2010 due to lower capital expenditures and acquisition of long-term investments, as well as cash received
from disposition of short-term investments.
Financing Activities
Cash used for financing activities was $32.2 million in 2010 compared to cash obtained from financing activities of
$265.2 million in 2009. The increased use of cash was due to repayment of long-term and short-term debts during 2010
and no public offering of common equity unlike 2009, which was partially offset by the proceeds from the 2010 preferred
share offering and lower dividends paid.
CAPItAL REsoURCEs
The use of debt or equity funding is based on AltaGas’ capital structure which is determined by considering the norms and risks
associated with each of its operating businesses. At December 31, 2010 AltaGas had total debt outstanding of $904.5 million,
down from $1,014.6 million as at December 31, 2009. At December 31, 2010 AltaGas had $775 million in MTNs outstanding
and had access to prime loans, base rate loans, LIBOR loans, bankers’ acceptances and letters of credit through bank lines
48 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
amounting to $951.6 million. At December 31, 2010 AltaGas had drawn bank debt of $119.5 million against the Utility Group
revolving credit facility and the demand operating facilities. And at December 31, 2010, AltaGas had letters of credit outstanding
of $53.5 million against the extendible revolving letter of credit facility, the syndicated revolving credit facility, and the demand
operating facilities.
All of the borrowing facilities have covenants customary for these types of facilities, which must be met at each quarter end.
AltaGas has been in compliance with these covenants each quarter since the establishment of the facilities. AltaGas’ earnings
interest coverage for the rolling 12 months ended December 31, 2010 was 2.9 times.
On March 25, 2010, AltaGas issued $200 million of senior unsecured medium term notes which carry a coupon rate of
5.49 percent and mature on March 27, 2017.
On June 30, 2010 AltaGas entered into a new three year $600 million extendible unsecured revolving term credit facility with a
syndicate of nine banks. The new credit facility contains a $200 million accordion feature which allows AltaGas to increase the
credit facility to an aggregate amount of $800 million. The credit facility was used to retire and replace the previously held
$150 million and $375 million credit facilities which matured in August and September 2010, respectively. Borrowings on the
facility can be by way of prime loans, U.S. base rate loans, LIBOR loans, bankers’ acceptances or letters of credit. Borrowings on
the facility have fees and interest at rates relevant to the nature of the draw made.
On July 15, 2010 AltaGas filed a Short Form Base Shelf Prospectus to facilitate the issuance of common shares, preferred
shares or unsecured debt securities. This shelf has a life of 25 months and permits AltaGas to issue up to an aggregate of
$1 billion of securities. On August 11, 2010 AltaGas filed a prospectus supplement to the Short Form Base Shelf Prospectus
dated July 15, 2010. The supplement establishes AltaGas’ preferred share program. On November 22, 2010 AltaGas filed a
prospectus supplement to the Short Form Base Shelf Prospectus dated July 15, 2010. The supplement establishes AltaGas’
MTN program and allows AltaGas to access the Canadian MTN market when appropriate. As of December 31, 2010, under this
Short Form Base Shelf Prospectus, AltaGas has utilized approximately $375 million of the original $1 billion available.
On August 19, 2010, AltaGas issued 8,000,000 Series A Preferred Shares for aggregate gross proceeds of $200 million to a
syndicate of underwriters. The Series A Preferred Shares pay a cumulative quarterly fixed dividend for the initial period ending
September 30, 2015 at an annual rate of 5.00 percent. The dividend rate will reset on September 30, 2015 and on September
30 of every fifth year thereafter. Net proceeds were used to reduce outstanding indebtedness under AltaGas’ credit facilities.
On November 17, 2010, AltaGas restated and amended the Utility Group’s maturing $130 million unsecured extendible
revolving credit facility. The Utility Group’s unsecured extendible revolving credit facility with a syndicate of five banks was
increased to $200 million and its term was extended by three years to mature on November 17, 2013.
On November 26, 2010, AltaGas issued $175 million of senior unsecured medium term notes which carry a coupon rate of
4.6 percent and mature on January 15, 2018. The net proceeds resulting from the issuance of notes were used by AltaGas to
reduce outstanding bank indebtedness and for general corporate purposes
Credit Facilities
($ millions)
Demand operating facilities
Extendible revolving letter of credit facility
Syndicated revolving credit facility 1
Syndicated revolving credit facility 2
Utility Group revolving credit facility 3
1 Revolving credit facility cancelled on June 30, 2010.
2 Revolving credit facility maturing June 30, 2013.
3 Revolving credit facility maturing November 17, 2013.
4
Include letter of credit outstanding of $53.5 million as at December 31, 2010.
Borrowing
capacity
Drawn at
December 31
20104
Drawn at
December 31
2009
76.6
75.0
–
600.0
200.0
951.6
7.9
50.5
–
–
114.5
172.9
16.3
56.7
350.8
–
130.0
553.8
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 49
At December 31, 2010 AltaGas held a $75.0 million (December 31, 2009 – $75.0 million) unsecured three year extendible
revolving letter of credit facility with two Canadian chartered banks maturing on June 30, 2013. AltaGas may also borrow by way
of prime loans, U.S. base rate loans, LIBOR loans or bankers’ acceptances on the letter of credit facility. Borrowings on the
facility bear fees and interest at rates relevant to the nature of the draws made. At December 31, 2010 AltaGas had letters of
credit of $50.5 million (December 31, 2009 – $46.7 million) outstanding against the extendible revolving letter of credit facility
and $3.0 million letters of credit (December 31, 2009 – $5.1 million) outstanding against the demand operating facilities and
the syndicated revolving credit facility.
CoNtRACtUAL oBLIGAtIoNs
December 31, 2010
($ millions)
Long-term debt
Capital leases
Operating leases
Purchase obligation
Capital project commitments 1
Total contractual obligations
total
Less than 1 year
1–3 years
4–5 years After 5 years
Payments due by period
888.9
6.1
15.3
73.2
113.2
1,096.7
–
1.5
5.3
4.0
43.0
53.8
410.0
3.4
8.6
8.1
70.2
500.3
3.9
1.2
1.4
8.8
–
15.3
475.0
–
–
52.3
–
527.3
1 Capital project commitments are related to the construction costs of the Forrest Kerr run-of-river hydroelectric project and assorted Gas business projects.
Amounts are estimates and are subject to variability depending on actual construction costs.
AltaGas entered into a capital lease with Maxim Energy Group Ltd. for the right to 25 MW of gas-fired power peaking capacity
and its related ancillary service and peaking sales revenues. The contract has a 10-year term commencing September 1, 2004
and includes an option at the end of the initial term to extend the term for a further 15 years or to purchase the assets. The net
present value of the lease commitment at December 31, 2010 was $6.1 million (December 31, 2009 – $7.5 million) with the
balance due in monthly payments comprising principal and interest of $0.2 million.
AltaGas has long-term operating lease agreements for gas storage, office space, office equipment and automotive equipment.
RELAtED PARtIEs
AltaGas pays rent under a lease for office space and equipment to 2013761 Ontario Inc., which is owned by an employee.
Payments of approximately $0.1 million were made in 2010 (2009 – approximately $0.1 million) which is the exchange value of
the property agreed to by both parties. The lease expires December 2011.
As of October 8, 2009, AltaGas owned 100 percent of the shares of Utility Group. Therefore, commencing fourth quarter 2009,
the Utility Group is not considered a related party. During the first three quarters of 2009, AltaGas sold $39.0 million of natural
gas to, and incurred transportation costs of $0.1 million charged by, Utility Group as part of AltaGas’ normal course of business.
AltaGas also paid management fees of $0.1 million to, and received management fees of $0.1 million, from Utility Group for
administrative services. In addition, AltaGas provided $0.1 million of operating services to Utility Group. The measurement of
transactions between AltaGas and Utility Group is exchange value, to which both parties have agreed. AltaGas held significant
influence over Utility Group given AltaGas’ 19.8 percent ownership, and AltaGas’ Chairman and Chief Executive Officer was a
director of Utility Group prior to the October 8, 2009 acquisition.
RAtING AGENCIEs
On August 10, 2010, S&P and DBRS Limited (DBRS) commenced rating of the Series A Preferred Shares with an S&P rating of
P-3H and DBRS rating of Pfd-3.
On October 16, 2009, DBRS raised its rating for AltaGas from BBB (low) with a Positive trend to BBB with a Stable trend. DBRS
has cited the Utility Group acquisition as improving AltaGas’ business risk profile through the addition of low-risk, regulated
natural gas distribution assets in Alberta, Nova Scotia and the Northwest Territories.
On April 21, 2009 Standard & Poor’s (S&P) upgraded its rating for AltaGas from BBB to BBB with a Stable outlook. S&P cited
AltaGas’ increased exposure to long-term contracted gas infrastructure business, prudent financial practices and effective
strategy execution for the rating upgrade.
A Pfd-3 rating by DBRS is the third highest of six categories granted by DBRS. According to the DBRS rating system, preferred
shares rated Pfd-3 are of adequate credit quality. While protection of dividends and principal is still considered acceptable, the
issuing entity is more susceptible to adverse changes in financial and economic conditions, and there may be other adversities
50 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
present which detract from debt protection. Pfd-3 ratings normally correspond with companies whose bonds are rated in the
higher end of the BBB category. “High” or “low” grades are used to indicate the relative standing within a rating category. The
absence of either a “high” or “low” designation indicates the rating is in the middle of the category.
A P-3 rating by S&P is the third highest of eight categories granted by S&P. According to the S&P rating system, while securities
rated P-3 are regarded as having significant speculative characteristics, they are less vulnerable to non payment than other
speculative issues. However, it faces ongoing uncertainties or exposure to adverse business, financial, or economic conditions
which could lead to the obligor’s inadequate capacity to meet its financial commitment on the obligation. The ratings from P-1
to P-5 may be modified by “high” and “low” grades which indicate relative standing within the major rating categories.
The credit ratings accorded to the securities by the rating agencies are not recommendations to purchase, hold or sell the
securities in as much as such ratings do not comment as to market price or suitability for a particular investor. There is no
assurance that any rating will remain in effect for any given period of time or that any rating will not be revised or withdrawn
entirely by a rating agency in the future if, in its judgment, circumstances so warrant.
Except as set forth above, neither DBRS nor S&P has announced that it is reviewing or intends to revise or withdraw the ratings
on AltaGas.
sHARE INFoRMAtIoN
At February 23, 2010 AltaGas had 82.8 million common shares outstanding and 8,000,000 Series A Preferred Shares
outstanding with a combined market capitalization of $2.2 billion based on a closing trading price on February 23, 2011 of
$23.88 per common share and $25.82 per Series A Preferred Share. At January 31, 2011 there were 4.8 million options
outstanding and 1.7 million options exercisable under the terms of the share option plan.
DIVIDENDs AND DIstRIBUtIoNs
Prior to corporate conversion, as of June 30, 2010, AltaGas declared distributions of $87.0 million for the first half of 2010. After
the corporate conversion effective July 1, 2010, AltaGas declares and pays a monthly dividend to its shareholders.
AltaGas dividends are determined giving consideration to the ongoing sustainable cash flow as impacted by the consolidated
net income, maintenance and growth capital expenditures and debt repayment requirements. Subsequent to conversion to a
corporation, as of December 31, 2010, AltaGas declared dividends of $54.1 million for the second half of 2010.
On October 27, 2010, the Board of Directors also declared a preferred dividend of $0.4589 per Series A Preferred Share for the
period from August 11, 2010 to December 31, 2010, on AltaGas’ outstanding Series A Preferred Shares. The total preferred
dividend (net of tax) declared in 2010 was $4.0 million.
The following table summarizes AltaGas’ dividends and distribution declaration history since 2008:
Dividends and Distributions
Years ended December 31
($ per share)
First quarter
Second quarter
Third quarter
Fourth quarter
total
2010
0.54
0.54
0.33
0.33
1.74
2009
0.54
0.54
0.54
0.54
2.16
2008
0.525
0.525
0.535
0.540
2.125
AltaGas was a trust for the first six months of 2010. As a result, distributions issued during that period were subject to income
tax characterization similar to prior years. Assuming a unit was held throughout the first six months of 2010, for income tax
purposes AltaGas expects 86.4 percent of the total distributions declared in this six month period to be taxed as income and
13.6 percent as return of capital. Investors that held AltaGas Income Trust units and received distributions during that period
should seek independent tax advice in respect of the consequences to them of acquiring, holding and disposing of units.
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 51
NoN-MoNEtARY tRANsACtIoNs
In 2009, AltaGas entered into a non monetary transaction with a third-party in which it exchanged B.C. RECs for verified emission
offsets that were generated in Alberta. The B.C. RECs were created through the generation of power at the Bear Mountain Wind
Park in 2009 and 2010. The verified emission offsets received by AltaGas were used to offset the costs to comply with SGER for
the 2008 compliance year. The contract was completed in the second quarter 2010.
CHANGEs IN ACCoUNtING PoLICIEs
AltaGas changed the accounting policy for proprietary natural gas held in storage in third quarter 2010, from lower of cost and
net realizable value to fair value. The results of the change in policy provide more relevant information on the effects of the
transactions on AltaGas’ net income as the changes in fair value on the future sales of the proprietary natural gas is recognized
as risk management assets/liabilities and unrealized gains or losses on risk management. The accounting policy was applied
retrospectively to January 1, 2010 with minimal impact to inventory and net income and therefore no prior period adjustments
have been made.
Effective January 1, 2010, AUI, an indirect wholly-owned subsidiary of AltaGas, pursuant to an application filed with the regulator,
prospectively changed its amortization policy. Under the new policy, additions to natural gas distribution assets are amortized
in the year in which the assets are brought into active service. Net additions to natural gas distribution assets up to December
31, 2009 were not depreciated or amortized until the year after they were brought into active service. The change had an
immaterial impact on net earnings for the year ended December 31, 2010.
INtERNAtIoNAL FINANCIAL REPoRtING stANDARDs (IFRs)
The Accounting Standards Board (AcSB) confirmed in February 2008 that International Financial Reporting Standards (IFRS) will
replace Canadian Generally Accepted Accounting Principles (CGAAP) for publicly accountable enterprises for financial periods
beginning on or after January 1, 2011.
On September 10, 2010 AcSB amended the introduction to Part I of the CICA Handbook – Accounting to permit – but not to
require – qualifying entities with rate regulated activities to adopt IFRS for the first time no later than interim and annual
financial statements relating to annual periods beginning on or after January 1, 2012.
AltaGas is a qualified entity for the deferral period proposed by AcSB, based on the activities of AUI and Heritage Gas. While
AltaGas’ IFRS conversion project was on track to meet the original conversion deadline, AltaGas has elected to use the deferral
offered by the AcSB given the uncertainty with respect to the application of IFRS to the rate regulated operations, which are
pervasive and central to AltaGas’ business model and a component of the Company’s financial reports. AltaGas will reassess
the accounting policy choices available and will determine those most appropriate for AltaGas’ business activities, including the
option to adopt US GAAP rather than IFRS. If AltaGas decides to adopt IFRS accounting standards, the transition date will be
effective January 1, 2011 and the conversion date will be January 1, 2012.
CRItICAL ACCoUNtING EstIMAtEs
Since a determination of the value of many assets, liabilities, revenues and expenses is dependent upon future events, the
preparation of the AltaGas’ Consolidated Financial Statements requires the use of estimates and assumptions that have been
made using careful judgment. AltaGas’ significant accounting policies are contained in the notes to the Consolidated Financial
Statements. Certain of these policies involve critical accounting estimates as a result of the requirement to make particularly
subjective or complex judgments about matters that are inherently uncertain and because of the likelihood that materially
different amounts could be reported under different conditions or using different assumptions.
AltaGas’ critical accounting estimates continue to be amortization expense, asset retirement obligations, asset impairment
assessment, income taxes, pension and rate regulated assets and liabilities. The following section describes the critical
accounting estimates and assumptions that AltaGas has made and how they affect the amounts reported in the Consolidated
Financial Statements.
Financial instruments and hedge accounting
All financial instruments on the balance sheet are initially measured at fair value. The financial assets are classified as held-for-
trading, held to maturity, loans and receivables, or available for sale. Financial liabilities are classified as held-for-trading or
other financial liabilities. Subsequent measurement of a financial instrument depends on its classification. AltaGas does not
have any held to maturity financial instruments.
Held for trading financial assets and liabilities are entered into with the intention of generating a profit and consist of swaps,
options, forwards and equity investments. These financial instruments are initially accounted for at their fair value, and changes
52 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
to fair value are recorded in income. Loans and receivables are accounted for at their amortized cost using the effective interest
method. The available for sale classification includes non-derivative financial assets that are designated as available for sale or
are not included in the other three classifications. Available for sale instruments are initially accounted for at their fair value, and
changes to fair value are recorded through other comprehensive income. Investments in equity instruments that do not have a
quoted market price in an active market are measured at cost. Income earned from these investments is included in other
revenue. Other financial liabilities not classified as held for trading are accounted for at their amortized cost, using the effective
interest method.
Derivatives embedded in other financial instruments or contracts (the host instrument) are recorded separately and are
measured at fair value if the economic characteristics of the embedded derivative are not closely related to the host instrument,
the terms of the embedded derivative are not the same as those of a stand alone derivative, and the total contract is not held
for trading or accounted for at fair value. Changes in fair value are included in income. All derivatives, other than those that meet
the expected purchase, sale or usage requirements exception, are carried on the Consolidated Balance Sheets at fair value.
AltaGas used January 1, 2003 as the transition date for identifying embedded derivatives.
Fair value is defined as the amount of consideration that would be agreed upon in an arms length transaction, other than a
forced sale or liquidation, between knowledgeable, willing parties who are under no compulsion to act. The best evidence of fair
value is a quoted bid or ask price, as appropriate, in an active market. Fair value based on unadjusted quoted prices in active
market requires minimal judgment by management. Where bid or ask prices in an active market are not available, management’s
judgment on valuation inputs is necessary to determine fair value. AltaGas uses over-the-counter derivative instruments to
manage fluctuations in commodity, interest rate and foreign exchange rates. AltaGas estimates forward prices based on
published sources adjusted for factors specific to the asset or liability, including basis and location differentials, discount rates,
currency exchange and interest rate yield curves. The forward curves used to mark-to-market these derivative instruments are
vetted against public sources. Where observable market data is not available, AltaGas uses valuation techniques which require
significant judgment by management.
AltaGas applies hedge accounting to its arrangements that qualify for hedge accounting treatment for cash flow hedges. In a
cash flow hedging relationship, the effective portion of the change in the fair value of the hedging derivative is recognized in
other comprehensive income, while any ineffective portion is recognized in income. Gains and losses on derivatives are
reclassified to net income from accumulated other comprehensive income when the hedged item is sold or terminated early,
or when a hedged anticipated transaction is no longer expected to occur.
AltaGas designates certain derivatives as hedges at the inception of the hedging contract. The effectiveness of hedges is
assessed on a regular basis and any changes in the fair value resulting from hedge ineffectiveness, is immediately recognized
as income.
Amortization
AltaGas performs assessments of amortization of capital assets and energy services arrangements, contracts and relationships.
When it is determined that assigned asset lives do not reflect the estimated remaining period of benefit, prospective changes
are made to the depreciable lives of those assets. Oil and gas capitalized costs are depleted (amortized) to income on a unit of
production basis over the estimated production life of proved reserves. Amortization is a critical accounting estimate because:
• There are a number of uncertainties inherent in estimating the remaining useful life of certain assets;
• There is also uncertainty related to assumptions about reserve quantities; and
• Changes in these assumptions could result in material adjustment to the amount of amortization that AltaGas recognizes
from period to period.
Asset retirement obligations and other environmental costs
AltaGas records liabilities relating to asset retirement obligations and other environmental matters. Asset retirement obligations
and other environmental costs are critical accounting estimates because:
• The majority of the asset retirement costs will not be incurred for a number of years (most are estimated between 2045
and 2060), requiring AltaGas to make estimates over a long period of time;
• Environmental laws and regulations could change, resulting in a change in the amount and timing of expenses anticipated
to be incurred; and
• A change in any of these estimates could have a material impact on AltaGas’ Consolidated Financial Statements.
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 53
Asset impairment
AltaGas reviews long lived assets and intangible assets with finite lives whenever events or changes in circumstances indicate
that the carrying value of such assets may not be recoverable. Recoverability is determined based on an estimate of undiscounted
cash flows, and measurement of an impairment loss is determined based on the fair value of the assets. This is a critical
accounting estimate because:
• It requires management to make assumptions about future cash inflows and outflows over the life of an asset, which are
susceptible to changes from period to period due to changing information available related to the determination of the
assumptions; and
• The impact of recognizing an impairment may be material to the AltaGas’ Consolidated Financial Statements.
With respect to impairment assessment, management has made fair value determinations related to goodwill, estimating
future cash flows as well as appropriate discount rates. The estimates have been applied consistent with prior periods.
Income taxes
The Company and, prior to July 1, 2010, the Trust, is subject to the provisions of the Income Tax Act (Canada) for purposes of
determining the amount of income that will be subject to tax in Canada. The determination of AltaGas’ and its subsidiaries’
provision for income taxes requires the application of these complex rules.
Substantial future income tax assets and liabilities are recognized in the Consolidated Financial Statements of AltaGas. The
recognition of future tax assets depends on the assumption that future earnings will be sufficient to realize the deferred benefit.
The amount of the future tax asset or liability recorded is based on management’s best estimate of the timing of the realization
of the assets or liabilities.
If management’s interpretation of tax legislation differs from that of tax authorities or if timing of reversals is not as anticipated,
the provision for income taxes could increase or decrease in future periods. See note 13 to the Consolidated Financial Statements.
Pension plans and post-retirement benefits
The determination of pension plan obligations and expense is based on a number of actuarial assumptions. Two critical assumptions
are the expected long-term rate of return on plan assets and the discount rate applied to pension plan obligations. For post
retirement benefit plans, which provide for certain health care premiums and life insurance benefits for qualifying retired employees
and which are not funded, critical assumptions in determining post retirement obligations and expense are the discount rate and
the assumed health care cost trend rates. Notes 2 and 22 to the Consolidated Financial Statements include information on the
assumptions used for the purposes of recording the funding status of the plans and the associated expenses.
Rate regulation
AltaGas acquired AUI and Heritage Gas in the acquisition of Utility Group (note 3 of the 2010 Consolidated Financial Statements),
which also owns one-third of Inuvik Gas. AUI, Heritage Gas and Inuvik Gas engage in the delivery and sale of natural gas and
are regulated by the AUC, NSUARB and the Northwest Territories Public Utilities Board (NWTPUB), respectively. The AUC and
NSUARB exercise statutory authority over matters such as tariffs, rates, construction, operations, financing, returns, accounting
and certain contracts with customers. In order to recognize the economic effects of the actions and decisions of the AUC and
NSUARB, the timing of recognition of certain assets, liabilities, revenues and expenses as a result of regulation may differ from
that otherwise expected using GAAP for entities not subject to rate regulation. Inuvik Gas is subject to light handed regulation
by the NWTPUB, whereby rates are set by Inuvik Gas based on competitive market price. Inuvik Gas is required to file its rates,
terms and conditions of service with NWTPUB when they are revised. The NWTPUB can take action should any complaints be
received and may review the affairs, earnings and accounts of Inuvik Gas as it deems necessary.
Regulatory assets represent future revenues associated with certain costs incurred in the current period or in prior periods that
will be recovered from customers in future periods though the rate setting process. Regulatory liabilities represent future
reductions or limitations of increases in revenue associated with amounts that are to be refunded to customers through the rate
setting process.
54 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
oFF-BALANCE-sHEEt ARRANGEMENts
AltaGas is not party to any contractual arrangement under which an unconsolidated entity may have any obligation under
certain guarantee contracts, a retained or contingent interest in assets transferred to an unconsolidated entity or similar
arrangement that serves as credit, liquidity or market risk support to that entity for such assets. AltaGas has no obligation under
derivative instruments, or a material variable interest in an unconsolidated entity that provides financing, liquidity, market risk
or credit risk support or engages in leasing, hedging or research and development services with AltaGas.
DIsCLosURE CoNtRoLs AND PRoCEDUREs AND INtERNAL CoNtRoL
oVER FINANCIAL REPoRtING
Management of AltaGas is responsible for establishing and maintaining disclosure controls and procedures (DC&P) and internal
control over financial reporting (ICFR), as those terms are defined in National Instrument 52-109 “Certification of Disclosure in
Issuers’ Annual and Interim Filings”. The objective of this instrument is to improve the quality, reliability and transparency of
information that is filed or submitted under securities legislation.
The Chief Executive Officer and the Chief Financial Officer have designed, with the assistance of AltaGas’ employees, DC&P to
provide reasonable assurance that material information relating to AltaGas is made known to them and information required to
be disclosed by AltaGas in its annual filings, interim filings and other documents filed or submitted under securities legislation
are recorded, processed, summarized and reported within the time periods specified in securities legislation.
The Chief Executive Officer and the Chief Financial Officer have evaluated, with the assistance of AltaGas’ employees,
the effectiveness of AltaGas’ DC&P and, based on that evaluation, have concluded that AltaGas’ DC&P were effective at
December 31, 2010.
The Chief Executive Officer and the Chief Financial Officer have designed, with the assistance of AltaGas’ employees, ICFR to
provide reasonable assurance regarding the reliability of financial reporting and the preparation of the financial statements for
external purposes in accordance with Canadian GAAP.
The Chief Executive Officer and the Chief Financial Officer have evaluated, with the assistance of AltaGas’ employees, the
effectiveness of AltaGas’ ICFR based on the framework established by the Committee of Sponsoring Organizations (COSO) and
have concluded that AltaGas’ ICFR was effective at December 31, 2010 based on that evaluation.
During 2010 there were no changes made to the AltaGas’ ICFR that materially affected, or are reasonably likely to materially
affect, AltaGas’ ICFR.
FoURtH QUARtER HIGHLIGHts
Net income applicable to common shares for fourth quarter 2010 was $26.5 million ($0.32 per share) compared to
$32.1 million ($0.40 per share) in the same period in 2009. Adjusting for the impact of mark-to-market accounting, net income
applicable to common shares in fourth quarter 2010 was $31.4 million ($0.38 per share) compared to $38.3 million ($0.48 per
share) for the same period last year. Adjusted for the impact of mark-to-market accounting, earnings reported by the operating
segments, including the Corporate reporting segment were strong at $52.7 million in the quarter compared to $47.4 million in
fourth quarter last year. Operating results were strong, driven by the addition of full quarter contribution from the Utility business,
higher fees earned at some facilities and higher frac spreads which partially offset the impact of weaker realized power prices
in Alberta and lower volumes at some processing facilities. The Gas, Power and Utility businesses reported operating income of
$56.7 million in fourth quarter 2010 compared to $54.9 million in fourth quarter last year.
The Gas business reported higher operating income primarily due to higher extraction and transmission fees and realized frac
spreads and lower amortization. The Power business reported lower earnings as a result of the continued weaker power markets
in Alberta but benefited from higher earnings at the gas-fired peakers. The Utility business reported higher operating income
primarily due to a full quarter of Heritage Gas and Utility Group compared to 2009. Corporate reporting segment reported a loss
of $4.0 million in fourth quarter 2010 compared to a loss of $7.4 million in the same quarter last year, adjusted for mark-to-
market accounting.
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 55
On a cash flow basis, funds from operations for the three months ended December 31, 2010 was $57.9 million ($0.70 per
share) compared to $51.0 million ($0.64 per share) in the fourth quarter 2009. EBITDA adjusted for the impact of mark-to-
market accounting in fourth quarter 2010 was $75.7 million ($0.92 per share) compared to $68.2 million ($0.85 per share) in
the same period last year.
On a consolidated basis, net revenue for fourth quarter 2010 was $130.8 million compared to $115.4 million in same period
2009. The Gas reporting segment’s net revenue was largely unchanged from the prior year as higher extraction and transmission
revenues and gas marketing sales were offset by lower gas processing results and lower storage margins. Net revenue in the
Power reporting segment was slightly higher due to larger contributions from gas-fired peakers and the Harmattan cogeneration,
lower PPA costs offset by lower realized power prices in Alberta. The Utility business reported higher net revenue due to a full
quarter contribution compared to a partial fourth quarter 2009 when AltaGas acquired the Utility business. The Corporate
reporting segment recorded higher net revenue due to lower unrealized losses on risk management contracts, mark-to-market
valuation of investments, offset partially by lower investment income.
Operating and administrative expense for fourth quarter 2010 was $60.1 million, up from $55.5 million in same quarter 2009.
The increase was due to incremental costs associated with AltaGas’ growth including the addition of the Utility business and
higher operating costs at extraction facilities due to higher volumes. These increases were partially offset by lower operating
costs related to the gas processing businesses due to lower volumes processed and cost control measures.
Amortization expense for fourth quarter 2010 was $22.4 million compared to $20.3 million in the same period 2009. The
increase was due to the growth in AltaGas’ asset base from acquisition and construction activities, primarily the addition of the
Utility business and Bear Mountain Wind Park, offset by lower amortization due to a change in estimates for the expected
remaining useful lives of some assets within the Gas business. Accretion for asset retirement obligations for fourth quarter
2010 was $0.7 million compared to $0.8 million in the same period 2009. The decrease was due to the impact of revised
estimates to some property, plant and equipment useful lives offset by growth in AltaGas’ asset base from acquisition and
construction activities.
Interest expense in fourth quarter 2010 was $12.1 million compared to $9.3 million for the same period 2009. The increase
was due to a higher average borrowing rate offset by lower average debt balances of $0.9 billion as a result of the preferred
share offering during third quarter 2010 (2009 – $1.0 billion). The average borrowing rate was 6.1 percent in fourth quarter
2010 compared to 4.9 percent in fourth quarter 2009.
In fourth quarter 2010, an income tax expense of $6.2 million was reported compared to a recovery of $2.9 million in fourth
quarter 2009. The increase was due to higher income subject to tax as a result of conversion to a corporate structure. Income
subject to tax in a trust structure was based on income for accounting purposes less the amount distributed to unitholders of
the Trust. As a corporation, income tax expense is based on income for accounting purposes.
sENsItIVItY ANALYsIs
The following table illustrates the anticipated effects of possible economic and operational changes on AltaGas’ expected
2011 net income.
Factor share
Gathering and Processing volumes
Gathering and Processing operating margin per Mcf
Alberta electricity prices 1
Natural gas liquids fractionation spread 2
Interest rates
Degree days 3
Increase or decrease
Increase or decrease
in net income per share
5 Mmcf/d
1 cent /Mcf
$1/MWh
$1 per Bbl
25 bps
5 percent
0.009
0.021
0.017
0.005
0.007
0.010
1 Based on approximately 40 percent of PPA volumes being hedged.
2 Based on approximately 70 percent of frac spread exposed NGL volumes being hedged.
3 Degree days relate to AUI and Heritage Gas service areas. A degree day is the cumulative extent to which the daily mean temperature falls below 15 degrees
Celsius at AUI and 18 degrees Celsius at Heritage Gas. Normal degree days are based on a 20-year rolling average. Positive variances from normal lead to
increased delivery volumes from normal expectations.
56 | AltaGas 2010 Annual Report
| Management’s Discussion and Analysis
sUMMARY oF CoNsoLIDAtED REsULts FoR tHE EIGHt Most RECENt QUARtERs
($ millions)
Total Revenue
Net revenue 1
Operating income 1
Net income applicable to common shares
Q4-10
362.2
130.8
47.7
26.5
Q3-10
297.4
102.6
22.2
6.0
Q2-10
334.0
124.8
39.4
28.4
Q1-10
Q4-09
Q3-09
Q2-09
Q1-09
360.5
127.2
42.7
36.4
336.4
115.4
38.8
32.1
291.4
114.7
45.4
34.7
285.8
114.3
45.5
36.9
354.6
112.1
44.7
37.5
($ per share)
Q4-10
Q3-10
Q2-10
Q1-10
Q4-09
Q3-09
Q2-09
Q1-09
Net income applicable to common shares
Basic
Diluted
Distributions / dividends declared
0.32
0.32
0.33
0.07
0.07
0.33
0.35
0.35
0.54
0.45
0.45
0.54
0.40
0.40
0.54
0.44
0.43
0.54
0.47
0.46
0.54
0.50
0.49
0.54
1 Non-GAAP financial measure. See discussion in the “Non-GAAP Financial Measures” section of this MD&A.
Identifiable trends in AltaGas’ business in the past eight quarters reflect the organization’s internal growth, acquisitions,
generally increasing power prices in Alberta until early 2009 and higher NGL frac spreads through most of 2010.
Significant items that impacted individual quarterly earnings were as follows:
• In latter part of fourth quarter 2008 and during the first half 2009, prices for power, natural gas and NGL declined, breaking
the historical price trend for these products. Reduced natural gas prices have directly affected the activity of producers within
the WCSB;
• In second quarter 2009, AltaGas purchased a short-term investment that resulted in an unrealized gain of $4.6 million;
• During 2009, AltaGas had adjusted liabilities related to natural gas transaction within energy services resulting in a one time
revenue impact of $9.2 million;
• During fourth quarter 2009, Bear Mountain Wind Park was fully connected to the B.C. power grid and met the conditions for
commercial operations in order to receive the firm price under the 25-year EPA with BC Hydro;
• During fourth quarter 2009, acquired all the outstanding common shares of Utility Group not previously held by AltaGas for
$204.5 million including assumed debt;
• During fourth quarter 2009, acquired the 75.1 percent it did not already own of the outstanding shareholder loans and
common shares of Heritage Gas Limited for $111.0 million;
• During first quarter 2010, acquired all the outstanding common shares of Landis Energy Corporation for $25.6 million;
• On July 1, 2010, AltaGas converted from an income trust to a corporation resulting in AltaGas now being taxable;
• In third quarter 2010 AltaGas reported $21.1 million lower revenue as a result of mark-to-market accounting; and
• Completed the construction of a 15 MW gas-fired cogeneration facility at the Harmattan Complex that came into service
during fourth quarter 2010.
Management’s Discussion and Analysis | AltaGas 2010 Annual Report | 57
CoNsoLIDA tED FINANCIAL st AtEMENts
Management’s Responsibility for Financial Statements
Management recognizes that it is responsible for the preparation of the Consolidated Financial Statements and is satisfied that
these statements have been prepared using Canadian generally accepted accounting principles and are within reasonable
limits of materiality. The internal controls and systems of AltaGas Ltd. (AltaGas or the Company) are designed to provide
reasonable assurance that AltaGas’ assets are safeguarded and to facilitate the preparation of relevant, reliable and timely
information. Independent auditors have been engaged by AltaGas to examine the Consolidated Financial Statements. The
Consolidated Financial Statements are approved by the Board of Directors after considering the recommendation of the Audit
Committee. The Audit Committee of the Board of Directors is composed of directors who are not officers or employees. The
Consolidated Financial Statements and MD&A are discussed and reviewed by the Audit Committee with management and the
independent auditors before such information is approved by the Committee and recommended to the Board of Directors for
approval. The Board of Directors, on the recommendation of the Audit Committee, has approved the Consolidated Financial
Statements in this report.
David W Cornhill
Chairman and
Chief Executive Officer of
AltaGas Ltd.
February 23, 2011
Deborah S. Stein
vice President Finance and
Chief Financial Officer of
AltaGas Ltd.
February 23, 2011
58 | AltaGas 2010 Annual Report
| Consolidated Financial Statements
Independent Auditors’ Report
to the shareholders of AltaGas Ltd.
We have audited the accompanying consolidated financial statements of AltaGas Ltd., which comprise the consolidated balance
sheets and shareholders’ equity as at December 31, 2010 and 2009, and the consolidated statements of income, comprehensive
income and accumulated other comprehensive (loss) income, and cash flows for the years then ended, and 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 Canadian 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. 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 the auditors’ 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,
the auditor considers 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, but not for the purpose of expressing
an opinion on the effectiveness of the entity’s internal control. 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 financial position of AltaGas Ltd.
as at December 31, 2010 and 2009 and the results of its operations and its cash flows for the years then ended in accordance
with Canadian generally accepted accounting principles.
ERNST & YOUNG, LLP
February 22, 2011
Calgary, Canada
Chartered Accountants
Consolidated Financial Statements | AltaGas 2010 Annual Report | 59
Consolidated Balance Sheets
As at December 31
($ thousands)
AssEts
Current assets
Cash and cash equivalents
Short-term investment (note 15)
Accounts receivable (note 15)
Inventory
Restricted cash holdings from customers
Regulatory assets (note 4)
Risk management (note 15)
Prepaid expense and other current assets
Capital assets (note 5)
Energy arrangements, contracts and relationships (note 6)
Goodwill (note 7)
Regulatory assets (note 4)
Risk management (note 15)
Long-term investments and other assets (note 8)
LIABILItIEs AND sHAREHoLDERs’ EQUItY
Current liabilities
Accounts payable and accrued liabilities
Dividends payable
Short-term debt (note 9)
Current portion of long-term debt (note 10)
Customer deposits
Regulatory liabilities (note 4)
Risk management (note 15)
Other current liabilities
Long-term debt (note 10)
Asset retirement obligations (note 12)
Future income taxes (note 13)
Regulatory liabilities (note 4)
Risk management (note 15)
Future employee obligations (note 21)
shareholders’ equity (notes 16 and 17)
Commitments and contingency (notes 9, 10, 15, 19, 21 and 25)
See accompanying notes to the Consolidated Financial Statements.
Approved by the Board of Directors of AltaGas Ltd:
DAvID W. CORNHILL
Director
ROBERT B. HODGINS
Director
60 | AltaGas 2010 Annual Report
| Consolidated Financial Statements
2010
2009
$
2,109
$
–
224,370
13,107
17,624
2
41,226
5,587
304,025
1,995,632
120,848
199,497
76,515
22,587
32,588
$ 2,751,692
3,584
19,436
203,673
1,401
27,228
2,567
66,271
7,505
331,665
1,857,095
128,949
201,728
60,885
18,132
30,487
$ 2,628,941
$ 228,772
$ 158,319
9,078
9,478
1,508
21,432
1,494
39,209
12,302
323,273
893,498
39,516
233,763
18,518
20,598
11,495
15,110
14,471
591,944
30,678
1,403
34,200
14,830
860,955
408,170
41,771
228,596
16,610
14,491
9,491
1,540,661
1,211,031
$ 2,751,692
1,580,084
1,048,857
$ 2,628,941
Consolidated Statements of Income
For the years ended December 31
($ thousands except per share amounts)
REVENUE
Operating
Unrealized gain (loss) on risk management (note 15)
Other revenue (notes 11 and 15 )
ExPENsEs
Cost of sales
Operating and administrative
Accretion of asset retirement obligations (note 12)
Amortization:
Capital assets
Energy arrangements, contracts and relationships
Foreign exchange loss
Interest expense
Short-term debt
Long-term debt
Income before income taxes
Income tax expense (recovery) (note 13)
Current income tax
Future income tax
Net income
Preferred share dividends (net of tax)
Net income applicable to common shares
Net income per share (note 18)
Basic
Diluted
Weighted average number of shares outstanding (thousands) (notes 17 and 18)
Basic
Diluted
See accompanying notes to the Consolidated Financial Statements.
2010
2009
$ 1,352,427 $ 1,249,649
(1,337)
2,962
3,697
14,919
1,354,052
1,268,265
868,554
241,540
2,880
79,216
9,964
811,688
205,081
3,138
64,157
9,964
1,202,154
1,094,028
67
1
1,533
47,309
102,989
(222)
1,949
1,283
30,476
142,477
981
187
101,262
141,309
(4,038)
–
97,224 $ 141,309
1.19
1.19
$
$
1.80
1.79
81,512
81,891
78,540
79,371
$
$
$
Consolidated Financial Statements | AltaGas 2010 Annual Report | 61
Consolidated Statements of Comprehensive Income and Accumulated
Other Comprehensive (loss) Income
For the years ended December 31
($ thousands)
Net income
other comprehensive (loss) income, net of tax
Unrealized net (loss) gain on available-for-sale financial assets
Unrealized net (loss) gain on derivatives designated as cash flow hedges
Reclassification to net income of net (loss) gain on derivatives designated
as cash flow hedges pertaining to prior periods
Comprehensive income
Accumulated other comprehensive income, beginning of year
other comprehensive loss, net of tax
2010
2009
$ 101,262 $ 141,309
(2,421)
(25,369)
3,877
15,088
3,813
(29,309)
(23,977)
(10,344)
77,285 $ 130,965
21,225 $
(23,977)
31,569
(10,344)
$
$
Accumulated other comprehensive (loss) income, end of year (note 15)
$
(2,752) $
21,255
See accompanying notes to the Consolidated Financial Statements.
62 | AltaGas 2010 Annual Report
| Consolidated Financial Statements
Consolidated Statements of Shareholders’ Equity
($ thousands)
Common shares
Balance, beginning of year
Shares issued for cash on exercise of options
Shares issued under DRIP 1
Shares issued on exercise of warrants
Shares issued on conversion of convertible debentures
Shares issued on public offering (net of $5.4 million of issuance costs and $0.9 million tax benefit 2
Balance, end of year
Preferred shares
Balance, beginning of year
Shares issued on public offering (net of issuance costs)
Balance, end of year
Contributed surplus
Balance, beginning of year
Amortization of share options
Exercise of share options
Cancellation of share options
Other adjustments (Notes 11 and 17)
Balance, end of year
Warrants
Balance, beginning of year
Exercised
Balance, end of year
Accumulated earnings
Balance, beginning of year
Net income
Distributions
Common share dividends
Preferred share dividends (net of tax)
Transition adjustment resulting from adopting new financial instruments accounting standards
Balance, end of year
Accumulated other comprehensive (loss) income
Balance, beginning of year
Other comprehensive loss
Balance, end of year
total shareholders’ equity
1 Distribution/dividend reinvestment program.
2 Net proceeds on issuance of shares will not tie to the shares issued due to non-cash items, including tax benefits.
See accompanying notes to the Consolidated Financial Statements.
2010
2009
$ 982,662 $ 850,992
4,915
32,062
3,394
–
–
1,023,033
–
194,126
194,126
5,621
546
(1,511)
(90)
1,106
5,672
4,500
(4,500)
–
34,849
101,262
(86,982)
(54,139)
(4,038)
–
(9,048)
1,246
34,169
–
71
96,184
982,662
–
–
–
4,261
376
(318)
(213)
1,515
5,621
4,500
–
4,500
64,547
141,309
(170,831)
–
–
(176)
34,849
21,225
(23,977)
(2,752)
31,569
(10,344)
21,225
$ 1,211,031 $ 1,048,857
Consolidated Financial Statements | AltaGas 2010 Annual Report | 63
Consolidated Statements of Cash Flows
For the years ended December 31
($ thousands)
Cash from operations
Net income
Items not involving cash:
Amortization
Accretion of asset retirement obligations (note 12)
Share-based compensation
Future income tax expense (recovery) (note 13)
Gain on sale of investments and assets
Equity income
Unrealized losses (gains)
Goodwill impairment (note 7)
Other
Non-operating investment income
Asset retirement obligations settled (note 12)
Net change in non-cash working capital (note 20)
Investing activities
Increase (decrease) in customer deposits
Capital expenditures
Disposition of capital assets
Acquisition of energy services arrangements, contracts and relationships
Investment in regulatory assets
Distributions from equity investments
Disposition (acquisition) of short-term investments
Income from short-term investment
Business acquisition (note 3)
Acquisition of long-term investments and other assets
Disposition of long-term investments and other assets
Financing activities
Issuance (repayment) of short-term debt
Net issuance (repayment) of revolving long-term debt
Issuance of long-term debt
Repayment of long-term debt
Dividends and distributions
Net proceeds from issuance of common shares
Net proceeds from issuance of preferred shares
Change in cash and cash equivalents
Cash and cash equivalents, beginning of year 1
Cash and cash equivalents, end of year
2010
2009
$ 101,262 $ 141,309
89,180
2,880
145
1,949
(6,898)
(328)
6,144
–
1,628
(923)
(518)
74,121
3,138
(195)
187
(6,804)
(158)
(9,468)
150
2,788
(2,809)
(384)
(1,939)
192,582
(17,729)
184,146
9,604
(157,027)
(3,211)
(242,970)
334
(1,863)
(10,335)
384
21,204
923
(22,720)
(5,240)
2,871
–
–
(6,014)
427
(8,198)
2,809
(191,277)
(15,658)
–
(161,865)
(464,092)
(9,469)
(372,028)
372,974
(101,733)
(151,843)
35,781
194,126
(32,192)
(1,475)
3,584
9,978
16,132
295,080
(18,017)
(168,666)
130,719
–
265,226
(14,720)
18,304
$
2,109 $
3,584
1 Opening balance of cash and cash equivalents adjusted to reflect a prior period adjustment to a non-operated joint venture.
See accompanying notes to the Consolidated Financial Statements.
64 | AltaGas 2010 Annual Report
| Consolidated Financial Statements
NotEs to tHE CoNsoLIDA tED FINANCIAL st AtEMENts
(Tabular amounts and amounts in footnotes to tables are in thousands of dollars unless otherwise indicated.)
1. stRUCtURE oF ALtAGAs LtD.
On July 1, 2010 AltaGas Ltd. (AltaGas or the Company) completed the conversion from an income trust to a corporation pursuant
to a plan of arrangement (the Arrangement) under the Canadian Business Corporations Act. Pursuant to the Arrangement,
securityholders exchanged each trust unit and exchangeable unit for common shares of AltaGas Ltd. on a one-for-one basis.
The Consolidated Financial Statements follow the continuity of interest basis of accounting whereby the Company is considered
a continuation of AltaGas Income Trust (the Trust). As a result, the comparative consolidated financial statements include the
Trust’s results of operations for the period up to and including June 30, 2010 and the Company’s results of operations thereafter.
All references to shares and shareholders in the consolidated financial statements and notes pertain to common shares and
common shareholders subsequent to the conversion and units and unitholders prior to the conversion.
2. sUMMARY oF sIGNIFICANt ACCoUNtING PoLICIEs
These Consolidated Financial Statements have been prepared by management in accordance with Canadian generally accepted
accounting principles (GAAP). Significant accounting policies are summarized below:
BAsIs oF PREsENtAtIoN
These Consolidated Financial Statements include the accounts of AltaGas and all of its wholly-owned subsidiaries, and its
proportionate interests in various partnerships and joint ventures, including the Edmonton Ethane Extraction Plant, Empress
ATCO Extraction Plant, Empress Provident Extraction Plant, Younger Extraction Plant, Sarnia Airport Storage Pool Limited
Partnership, ASTC Power Partnership (ASTC), Inuvik Gas Ltd. (Inuvik Gas) and Ikhil Joint venture (Ikhil). Transactions between
AltaGas and its wholly-owned subsidiaries and the proportionate interests are eliminated on consolidation.
CHANGEs IN ACCoUNtING PoLICIEs
2010
AltaGas changed the accounting policy for proprietary natural gas held in storage in third quarter 2010, from lower of cost and
net realizable value to fair value. The results of the change in policy provide more relevant information on the effects of the
transactions on AltaGas’ net income as the change in fair value on the future sales of the proprietary natural gas is recognized
as risk management assets/liabilities and unrealized gains or losses on risk management. The accounting policy was applied
retrospectively to January 1, 2010 with minimal impact to inventory and net income and therefore no prior period adjustments
were made.
Effective January 1, 2010, AltaGas Utilities Inc. (AUI), an indirect wholly-owned subsidiary of AltaGas, pursuant to an application
filed with the regulator, prospectively changed its amortization policy. Under the new policy, additions to natural gas distribution
assets are amortized in the year in which the assets are brought into active service. Net additions to natural gas distribution
assets up to December 31, 2009 were not depreciated or amortized until the year after they were brought into active service.
The change had an immaterial impact on net earnings for the year ended December 31, 2010.
2009
Effective January 1, 2009 AltaGas adopted Emerging Issues Committee (EIC) 173 “Credit Risk and the Fair value of Financial
Assets and Financial Liabilities” and the new Canadian Institute of Chartered Accountants (CICA) Handbook accounting
requirements for Section 3064 “Goodwill and Intangible Assets”. In accordance with the transitional provisions for these new
standards, these policies were adopted retrospectively with minimal impact to goodwill, intangible assets and net income.
Therefore no prior period adjustments were made.
Effective October 8, 2009 AltaGas adopted the changes to Section 1100 “Generally Accepted Accounting Principles” and
Section 3465 “Income Taxes” related to the recognition and measurement of assets and liabilities arising from rate regulation.
AltaGas adopted these standards as a result of the acquisition of AltaGas Utility Group Inc. (Utility Group) (note 3).
Effective December 31, 2009 AltaGas adopted the revisions to Section 3862 “Financial Instruments – Disclosures”. This policy
was adopted retrospectively.
Notes to the Consolidated Financial Statements | AltaGas 2010 Annual Report | 65
Credit Risk and the Fair Value of Financial Assets and Financial Liabilities
In January 2009, the EIC reached a consensus that an entity’s own credit risk and the credit risk of the counterparty should be
taken into account in determining the fair value of financial assets and financial liabilities, including derivative instruments.
Accordingly, AltaGas was required to fair value derivative instruments, at the beginning of the period of adoption, to take into
account both its own credit risk and counterparty credit risk. Any resulting difference has been recorded as an adjustment to
retained earnings with the exception of cash flow hedges which have been recorded in accumulated other comprehensive income.
In accordance with CICA Handbook Section 3863 “Financial Instruments – Presentation”, AltaGas changed its presentation of
derivative financial assets and financial liabilities to report the net amount in the balance sheet where AltaGas has a legally
enforceable right to offset the recognized amounts and intends either to settle on a net basis or to realize the asset and settle
the liability simultaneously.
The net effect on AltaGas’ financial statements as at January 1, 2009 resulting from the above mentioned changes is as follows:
Balance sheet Account Affected
Current assets – risk management
Long-term assets – risk management
Current liabilities – risk management
Long-term liabilities – risk management
Future income taxes
Shareholders’ equity – accumulated earnings
Shareholders’ equity – accumulated other comprehensive income
Increase (Decrease)
(25,772)
(5,983)
(25,421)
(5,900)
(285)
(176)
27
The unrealized gains and losses included in accumulated earnings and accumulated other comprehensive income were
recorded net of income tax recovery of $287,645 and expense of $2,629, respectively.
Financial Instruments – Disclosures
Effective for annual financial statements for fiscal years ending after September 30, 2009, the CICA revised standards under
Handbook Section 3862 “Financial Instruments – Disclosures”. The revisions require additional disclosure based on a fair
value hierarchy that reflects the significance of the inputs used in measuring fair value. Financial assets and financial liabilities
with fair value measurement based on quoted prices (unadjusted) in active markets are included in Level 1, inputs other than
quoted prices that are observable either directly or indirectly in Level 2 and inputs that are not based on observable market data
in Level 3. The disclosure requirements are effective for AltaGas beginning December 31, 2009. The additional information to
comply with these standards is disclosed in note 15.
Rate Regulated Assets and Liabilities
Effective October 8, 2009, the revisions to CICA Handbook Section 1100 “Generally Accepted Accounting Principles” pertain to the
recognition and measurement of assets and liabilities arising from rate regulation become applicable to the Company. As a result
of adopting these changes, Utility Group, an indirect wholly-owned subsidiary of AltaGas, reclassified $16.3 million of reserves for
future removal and site restoration costs previously netted against capital assets to non current regulatory liabilities.
CHANGEs IN ACCoUNtING EstIMAtEs
In 2010, AltaGas revised the estimated useful lives of the Company’s capital assets due to updated reservoir engineering
studies, which directly affects reserve lives and therefore the expected useful lives of facilities within those locations. The result
of the assessment is an increase in the useful lives of some facilities and a reduction in the useful lives of other facilities.
The change in estimated useful lives was accounted for on a prospective basis from July 1, 2010. The change in estimate to the
lives of AltaGas’ facilities resulted in a decrease in amortization expense of $3.8 million and an increase in after tax earnings
of $2.9 million in 2010. The change in estimate will affect amortization expense in future periods.
sIGNIFICANt ACCoUNtING PoLICIEs
Business Combinations
All business combinations are accounted for using the purchase method. Under the purchase method assets and liabilities of
the acquired entity are recorded at fair value. The excess of the purchase price over the fair value of the assets and liabilities
acquired is recorded as goodwill.
66 | AltaGas 2010 Annual Report
| Notes to the Consolidated Financial Statements
Regulation
AltaGas acquired AltaGas Utilities Inc. (AUI) and Heritage Gas Limited (Heritage Gas) in the acquisition of Utility Group (note 3),
which also owns one-third of Inuvik Gas. AUI, Heritage Gas and Inuvik Gas engage in the delivery and sale of natural gas and
are regulated by the Alberta Utilities Commission (AUC), the Nova Scotia Utility and Review Board (NSUARB) and the Northwest
Territories Public Utilities Board (NWTPUB), respectively. The AUC and NSUARB exercise statutory authority over matters such as
tariffs, rates, construction, operations, financing, returns, accounting and certain contracts with customers. In order to recognize
the economic effects of the actions and decisions of the AUC and NSUARB, the timing of recognition of certain assets, liabilities,
revenues and expenses as a result of regulation may differ from that otherwise expected using GAAP for entities not subject to
rate regulation. Inuvik Gas is subject to light handed regulation by the NWTPUB, whereby rates are set by Inuvik Gas based on
competitive market price. Inuvik Gas is required to file its rates, terms and conditions of service with NWTPUB when they are
revised. The NWTPUB can take action should any complaints be received and may review the affairs, earnings and accounts of
Inuvik Gas as it deems necessary.
Regulatory assets represent future revenues associated with certain costs incurred in the current period or in prior periods that
will be recovered from customers in future periods through the rate-setting process. Regulatory liabilities represent future
reductions or limitations of increases in revenue associated with amounts that are to be refunded to customers through the rate
setting process.
See note 4 for a description of the financial statement effects of rate regulation.
Cash and Cash Equivalents
Cash and cash equivalents consist of cash on hand and balances with banks and investments in money market instruments
with original maturities of less than three months.
short-term Investment
Short-term investments are highly liquid investments with no contractual maturities. Short-term investments are recorded at fair
value based on quoted market prices, with changes in fair value recorded in other revenue.
Inventory
Inventory consists of materials, supplies, natural gas liquids (NGL) and proprietary natural gas held in storage. Materials,
supplies and NGL inventories are valued at the lower of cost or net realizable value. Cost of inventories is assigned using a
weighted average cost formula.
AltaGas has designated its natural gas storage business as a broker/trader business that purchases and sells natural gas on a
back-to-back basis. As a result, proprietary natural gas held in storage is carried at fair value based on published market prices
as at the balance sheet date less costs to sell. All changes in fair value of proprietary natural gas held in storage are recognized
in inventory and unrealized gains or losses on risk management.
Customer Deposits
Cash deposited by customers under the terms of natural gas and power agency arrangements is invested in short-term deposits
with a Canadian chartered bank. These funds are restricted and are not available for general use by AltaGas and therefore they
are separately presented as restricted cash holdings from customers in the consolidated balance sheets. Any corresponding
liability is classified as customer deposits within current liabilities.
Cash deposited by customers under the terms of natural gas utility service rules is unrestricted and is available for general use
by respective rate-regulated subsidiaries of AltaGas. As such these funds are included in cash and cash equivalents in the
consolidated balance sheet. Any corresponding liability is classified as customer deposits within current liabilities.
Capital Assets and Amortization
Capital assets are recorded at cost plus interest incurred during the construction period to finance long-term construction
projects. Major renewals or betterments are included in the cost-of-capital assets while routine repair and maintenance costs
are expensed in the period incurred.
AltaGas amortizes the cost-of-capital assets, net of salvage value, on a straight-line basis based on the estimated useful life of
the assets, with the exception of regulated natural gas distribution assets, whereby amortization is calculated on a straight-line
basis or over the contract term of a specific agreement at rates approved by the regulatory authorities.
Notes to the Consolidated Financial Statements | AltaGas 2010 Annual Report | 67
Gas
Extraction and transmission (E&T) assets
Field gathering and processing (FG&P) assets
Energy services assets
Storage assets
Other assets
Power
Assets under capital lease
Power generation assets
Utility
Corporate
15–40 years
15–36 years
19 years
20–50 years
1–32 years
10-years
20–30 years
1.44–42.36 percent
1–5 years
Leases are classified as either capital or operating. Leases that transfer substantially all the benefits and risks of ownership of
property to AltaGas are accounted for as capital leases. Assets under capital lease are accounted for as assets and are
amortized on a straight-line basis over the lease term. The capital lease obligations reflect the present value of future lease
payments. The finance element of the lease payments is charged to income over the term of the lease. Commitments to repay
the principal amounts arising under capital lease obligations are included in current liabilities to the extent that the amount is
repayable within one year; otherwise the principal is included as a long-term debt.
As required by the respective regulatory authorities, net additions to natural gas distribution assets at Heritage Gas are not
depreciated until the year after they are brought into active service and net additions to natural gas distribution assets at AUI
are depreciated commencing in the year in which the assets are brought into active service. Pursuant to the NSUARB decision
dated February 12, 2009, Heritage Gas was ordered to suspend amortization for regulatory purposes for the periods 2009
through 2011.
Energy Arrangements, Contracts, Relationships and Amortization
Energy arrangements, contracts and relationships are recorded at cost, which was fair value at the time of purchase, and are
amortized on a straight-line basis over their term or estimated useful life:
Sundance B Power Purchase Arrangements (PPAs)
Energy services relationships
E&T contracts
19 years
15 years
10–20-years
AltaGas owns 50 percent of two Sundance B PPAs through its interest in the ASTC. ASTC is committed to purchasing all of the
power from the two 353 MW capacity Sundance B generating units. The investment in the PPAs and the corresponding revenue
and expenses hereunder are recorded on a proportionate basis. Acquisition of the Sundance B PPAs required a capital outlay.
AltaGas is obligated to make payments to the owners of the underlying generating units over the remaining terms of the PPAs
to December 31, 2020. Such amounts are recorded as cost of sales as incurred. Revenue from the sale of the committed power
is recorded based on target generator availability.
Energy Services relationships were purchased along with substantially all of the assets and liabilities of iQ2 Power Corp.,
PremStar Energy Canada Ltd. (re-named AltaGas Energy Limited Partnership subsequent to acquisition), ECNG Canada Ltd. and
Energistics Group Inc., and are recorded at fair value and amortized on a straight-line basis commencing with the expiration of
the related short-term marketing contracts over the 15-year expected useful life of the relationships.
The E&T contracts were acquired through the acquisition of Taylor NGL Limited Partnership (Taylor) and are recorded at fair
value and amortized on a straight-line basis over the average expected life of the contracts.
Financial Instruments
All financial instruments, including derivatives, are included on the Consolidated Balance Sheets initially at fair value. The
financial assets are classified as held for trading, held to maturity, loans and receivables, or available-for-sale. Financial liabilities
are classified as held for trading or other financial liabilities. Subsequent measurement is determined by classification.
68 | AltaGas 2010 Annual Report
| Notes to the Consolidated Financial Statements
Held-for-trading financial assets and liabilities are entered into with the intention of generating a profit and consist of swaps,
options, forwards and equity investments. These financial instruments are initially accounted for at their fair value, and changes
to fair value are recorded in income. Held-to-maturity financial assets are accounted for at their amortized cost using the
effective interest method. AltaGas does not have any held-to-maturity financial instruments. Loans and receivables are
accounted for at their amortized cost using the effective interest method. The available-for-sale classification includes non
derivative financial assets that are designated as available-for-sale or are not included in the other three classifications. Available
for sale instruments are initially accounted for at their fair value and changes to fair value are recorded through other
comprehensive income (OCI). Investments in equity instruments that do not have a quoted market price in an active market are
measured at cost. Income earned from these investments is included in other revenue.
Other financial liabilities not classified as held for trading are accounted for at their amortized cost, using the effective
interest method.
Derivatives embedded in other financial instruments or contracts (the host instrument) are recorded separately and are
measured at fair value if the economic characteristics of the embedded derivative are not closely related to the host instrument,
the terms of the embedded derivative are not the same as those of a stand alone derivative and the total contract is not held
for trading or accounted for at fair value. Changes in fair value are included in income. All derivatives, other than those that meet
the expected purchase, sale or usage requirements exception, are carried on the Consolidated Balance Sheets at fair value.
AltaGas used January 1, 2003 as the transition date for identifying embedded derivatives.
Hedges
As part of its risk management strategy, AltaGas uses derivatives to reduce its exposure to commodity price, interest rate and
foreign exchange risk. AltaGas designates certain derivatives as hedges and prepares documentation at the inception of the
hedging contract. AltaGas performs an assessment at inception and during the term of the contract to determine if the derivative
used as a hedge is effective in offsetting the risks in the values or cash flows of the hedged item. All derivatives are initially
recorded at fair value and adjusted to fair value at each reporting date.
The effective portion of changes in the fair value of cash flow hedges is recognized in OCI. Ineffective portions and amounts
excluded from effectiveness testing of hedges are included in income. Gains or losses from cash flow hedges that have been
included in accumulated other comprehensive income are included in net income when the underlying transaction has occurred
or is likely not to occur.
Comprehensive Income and Equity
AltaGas’ financial statements include a Consolidated Statement of Comprehensive Income and Accumulated Other
Comprehensive Income, which consists of earnings and the effective portion of changes in unrealized gains and losses related
to available for sale assets and cash flow hedges. In addition, AltaGas presents separately in its shareholders’ equity note the
changes for each of its components of shareholders’ equity.
Long-term Investments and other Assets
Investments in entities in which AltaGas has the ability to exercise significant influence are accounted for by the equity method.
Other long-term investments are recorded at cost and designated as available for sale or held for trading. Available-for-sale
assets are initially accounted for at their fair value with changes to fair value recorded through OCI. Investments in equity
instruments that do not have a quoted market price in an active market will be measured at cost. Held-for-trading assets are
initially accounted for at fair value with changes in fair value recorded in other revenue.
Development Costs
AltaGas expenses development costs as incurred unless such development costs meet certain criteria related to technical,
market, regulatory and financial feasibility for capitalization. Development costs are examined annually to ensure capitalization
criteria are still met. When the criteria that previously justified the deferral of costs are no longer met, the unamortized balance
is taken as a charge to income in the period when this determination is made. Development costs are amortized based on the
expected period and pattern of benefit, beginning at the commencement of commercial operations.
Asset Retirement obligations
AltaGas recognizes asset retirement obligations in the period in which the legal obligation is incurred and a reasonable estimate
of fair value can be determined. The associated asset retirement costs are capitalized as part of the carrying amount of the
asset and are depreciated over the estimated useful life of the asset. The liability is increased due to the passage of time over
the estimated period until the settlement of the obligation, with a corresponding charge to accretion expense for asset
retirement obligations.
Notes to the Consolidated Financial Statements | AltaGas 2010 Annual Report | 69
Revenue Recognition
In the Gas business, the extraction and transmission, field gathering and processing and energy services businesses recognize
revenue at the time the product or service is delivered.
The Utility reporting segment recognizes revenue when the product or service is delivered on the basis of regular meter readings
or estimates of usage and is consistent with the underlying rate setting mechanism mandated by the applicable regulating authority.
The Power reporting segment recognizes revenue based on target generator availability in accordance with the Sundance B
PPAs and at the time the product or service is delivered for all other power generation.
Realized gains and losses from risk management activities related to commodity prices are recognized in the related reporting
segment revenues when the sale occurs or when the underlying financial asset or financial liability is removed from the
Consolidated Balance Sheets. Unrealized gains and losses in respect of fair value changes to AltaGas’ risk management
activities which do not meet the criteria as effective hedges are recorded as revenue based on the related mark-to-market
calculations at the end of the reporting period in the Corporate reporting segment.
transaction Costs Related to Financial Instruments
Transaction costs related to the acquisition of held for trading financial assets and liabilities are expensed as incurred. For
financial instruments classified as other than held for trading transaction costs attributable to the acquisition or issue of the
financial asset or liability are added to the initial carrying amount of the financial instrument and recognized in earnings using
the effective interest method.
Foreign-Currency translation
Monetary assets and liabilities denominated in a foreign-currency are translated at the exchange rate in effect at the balance
sheet date. Non monetary assets and liabilities are translated at the exchange rate in effect at the transaction date. Revenues
and expenses are converted at the average exchange rate applicable to the period.
Recognition Date
AltaGas uses the settlement date for transactions. Any difference in value between the trade and settlement date for third-party
transactions will be recognized on the balance sheet and in net income or in OCI as appropriate.
Effective Interest Method
AltaGas uses the effective interest method to calculate the amortized cost of a financial asset or liability and to allocate the
interest income or expense over the relevant period. The effective interest rate is the rate that exactly discounts the estimated
cash flows associated with the instrument over the expected life of the financial instrument, or where appropriate, a shorter
period, to the net carrying amount of the financial asset or liability.
share-Based Compensation Plans
On July 1, 2010 AltaGas completed the conversion from an income trust to a corporation. Pursuant to the Arrangement, AltaGas
Ltd. assumed the obligations of the Trust in respect of outstanding unit options. Upon exercise of the outstanding share options,
holders will receive the number of common shares equal to the number of trust units they would have been entitled to receive
in accordance with the Trust Unit Option Plan.
AltaGas follows the fair value method of accounting for share options granted to certain employees, including officers. Share
options are valued at the date of the grant and recognized as compensation expense over the vesting period of the options.
Consideration received by AltaGas on exercise of the option rights is credited to shareholders’ capital.
AltaGas uses the Black-Scholes model to determine the fair value of the options on their grant date and recognizes the share-
based compensation cost over the vesting period.
AltaGas has an equity-based compensation plan in which participants receive phantom shares requiring settlement of cash
payments. During the graded vesting period, compensation expense is recognized using the liability method and is recorded as
operating and administrative expense over the vesting period. A change in value of the vested phantom shares is recognized in
the period the change occurs.
Pension Plans and Post-Retirement Benefits
The cost of defined benefit pension plans and post-retirement benefits is actuarially determined using the projected benefit
method prorated on service and management’s best estimate of expected plan investment performance, salary escalation,
70 | AltaGas 2010 Annual Report
| Notes to the Consolidated Financial Statements
retirement ages of employees and expected health care costs. The current service cost is the sum of the individual current
service costs, and the accrued benefit obligation is the sum of the accrued liabilities for all participants.
For purposes of calculating the expected return on plan assets, those assets are valued at fair value. The cumulative net
actuarial gain or loss at the beginning of the year in excess of 10 percent of the greater of the accrued benefit obligation and
the fair value of plan assets is amortized on a straight-line basis over the average remaining service life of the active employees.
The average remaining service period of the active members covered by the defined benefit pension plans and post-retirement
benefit plans is 14.7 years and 13.1 years respectively. Transitional obligations are being amortized on a straight-line basis over
the remaining service life of active employees. Past service costs resulting from plan amendments are amortized on a straight-
line basis over the average remaining service life of active employees for the respective plan.
Income taxes
Prior to July 1, 2010 the Trust was a taxable entity under the Income Tax Act (Canada), and its income that was not paid or
payable to the unitholders in a particular taxation year was taxable. The Trust allocated all of its taxable income to the unitholders
in accordance with its Trust Indenture and met the requirements of the Income Tax Act (Canada). Accordingly, no provision for
current income tax expense was made for the Trust. The Specified Investment Flow through (“SIFT”) tax, which received royal
assent on June 22, 2007, created a new tax that would be applied to distributions from certain income trusts and partnerships,
including the Trust, effective January 1, 2011. Based on the amount of the Trust’s temporary differences that were anticipated
to reverse after January 1, 2011, the Trust recorded a SIFT future income tax expense and future income tax liability for the
years ended December 31, 2007, 2008 and 2009. This non-cash expense had no immediate impact on cash flows. Temporary
differences occurred when the book carrying value of the Trust’s assets and liabilities for accounting purposes differed from the
amounts attributed to these same assets and liabilities for tax purposes. A tax rate of nil was applied to any temporary differences
reversing before 2011.
Income taxes were calculated in the subsidiary companies of the Trust using the liability method of tax accounting. Under this
method, future income tax assets and liabilities are determined based on differences between the book carrying value and the
tax bases of assets and liabilities and are measured using the substantively enacted tax rates and laws that are anticipated to
be in effect in the periods in which the differences are expected to be settled or realized.
On July 1, 2010 AltaGas completed the conversion from an income trust to a corporation pursuant to a plan of arrangement
under the Canadian Business Corporations Act. After July 1, 2010 income taxes for the Company and its subsidiaries are
calculated using the liability method of tax accounting. Under this method, future income tax assets and liabilities are determined
based on differences between the book carrying value and the tax bases of assets and liabilities and are measured using the
substantively enacted tax rates and laws that are anticipated to be in effect in the periods in which the differences are expected
to be settled or realized.
The rate regulated natural gas distribution subsidiaries recognize a separate regulatory asset or liability for the amount of future
income taxes expected to be included in future rates and recovered from or paid to customers in the future.
Related Party transactions
Transactions with related parties that are conducted in the normal course of operations and non routine transactions have been
recorded at the exchange amount.
Net Income per share
Basic net income per share is calculated on the basis of the weighted average number of common shares during the period.
Diluted net income per share is calculated as if the proceeds obtained upon exercise of options were used to purchase shares
at the average market price during the period plus the shares issuable on conversion of outstanding convertible debentures and
warrants. Diluted net income is increased by the interest on the convertible debentures and decreased by the accretion on the
convertible debentures. As of September 16, 2009 AltaGas redeemed all outstanding convertible debentures (note 11).
Use of Estimates and Measurement Uncertainty
The preparation of consolidated financial statements in accordance with GAAP requires management to make estimates and
assumptions that affect the reported amounts of assets and liabilities and the reported amounts of revenue and expenses
during the period. Key areas where management has made complex or subjective judgments, when matters are inherently
uncertain include but are not limited to; amortization, asset impairment; litigation, environmental and asset retirement
obligations, financial instruments, pension plans and other post retirement benefits, share-based compensation, income taxes
and regulatory assets and liabilities. Certain estimates are necessary for the regulatory environment in which AltaGas’
subsidiaries or affiliates operate which often requires amounts to be recorded at estimated values until these amounts are
Notes to the Consolidated Financial Statements | AltaGas 2010 Annual Report | 71
finalized pursuant to regulatory decisions or other regulatory proceedings. By their nature, these estimates are subject to
measurement uncertainty and may impact the Consolidated Financial Statements of future periods.
Warrants
Warrants are recorded at fair value, deemed to be the gross proceeds upon issue, and are included as part of shareholders’ equity.
Emission Credits
Emission credits purchased or generated internally are recorded at fair value and included in other current assets. Cost is
deemed to be the fair value as no active market currently exists for emission credits.
FUtURE ACCoUNtING CHANGEs
section 1582 “Business Combinations”
This section applies to business combinations for which the acquisition date is on or after the beginning of the first annual
reporting period beginning on or after January 1, 2011. The new CICA Handbook Section 1582 will replace Section 1581
“Business Combinations” establishing standards for the accounting for a business combination that will more closely resemble
those under International Financial Reporting Standards (IFRS). Earlier adoption of this section is permitted, however AltaGas
has elected not to early adopt. The section is not expected to have a material impact on the Consolidated Financial Statements.
section 1601 “Consolidated Financial statements” and section 1602 “Non-Controlling Interests”
Effective for interim and annual financial statements for fiscal years beginning on or after January 1, 2011, the new CICA
Handbook Sections 1601 and 1602 will replace Section 1600 “Consolidated Financial Statements”. These sections establish
standards for the preparation of consolidated financial statements and accounting for a non controlling interest in a subsidiary
in consolidated financial statements subsequent to a business combination. Earlier adoption of this section is permitted,
however AltaGas has elected not to early adopt. Management has not fully determined the impact of adopting this standard.
International Financial Reporting standards (IFRs)
Canadian publicly-traded companies were required to prepare their financial statements in accordance with IFRS as issued by
the International Accounting Standards Board, for financial years beginning on or after January 1, 2011.
On July 28, 2010 the Accounting Standards Board (AcSB) issued an exposure draft proposing that qualifying entities with Rate
Regulated Activities (RRA) will be permitted, but not required, to continue applying the accounting standards in Part V of the
Handbook for an additional two years.
On September 10, 2010 the AcSB amended the proposal to require qualifying entities to adopt IFRS for the first time no later
than interim and annual financial statements relating to annual periods beginning on or after January 1, 2012. AltaGas currently
follows Part v of the Handbook.
AltaGas is a qualified entity for the deferral period as issued by AcSB, based on the activities of its Utility business and has
elected to defer its implementation of IFRS. AltaGas will reassess the accounting policy choices available and will determine
those most appropriate for AltaGas’ business activity, including the option to adopt US GAAP rather than IFRS.
3. BUsINEss ACQUIsItIoNs
2010
Landis Energy Corporation (Landis)
On March 22, 2010 AltaGas acquired all of the outstanding common shares of Landis Energy Corporation. Landis is a developer
of underground natural gas storage facilities, focused on opportunities in Atlantic Canada.
AltaGas paid Landis shareholders $0.80 per common share in cash with an aggregate purchase price of $25.6 million, including
$3.5 million in estimated transaction costs. The acquisition was accounted for as an asset acquisition.
2009
AltaGas Utility Group Inc.
On October 8, 2009 AltaGas Holdings No.3 Inc. (AltaGas Holdings #3), an indirect wholly-owned subsidiary of AltaGas acquired
all of the outstanding common shares of AltaGas Utility Group Inc. (Utility Group) not already owned by AltaGas and its affiliates.
Utility Group was a publicly-traded company holding interests in AltaGas Utilities Inc. (AUI), Heritage Gas Limited (Heritage Gas)
and Inuvik Gas Ltd. (Inuvik Gas). Utility Group also holds a 33.3335 percent interest in the Ikhil Joint Venture (Ikhil) which
produces and supplies natural gas in Inuvik, Northwest Territories.
72 | AltaGas 2010 Annual Report
| Notes to the Consolidated Financial Statements
AltaGas paid Utility Group shareholders $10.50 per common share in cash. The aggregate purchase price was $77.6 million,
including $75.2 million of cash for the remaining 81.7 percent of Utility Group and $2.4 million in transaction costs.
Until the date of acquisition, AltaGas accounted for its investment in Utility Group using the equity method. As a result, the
Company’s portion of income earned by Utility Group was recorded as other revenue in the Corporate reporting segment.
As of October 8, 2009, the operating results of Utility Group are consolidated with the results of the Company within the Utility
reporting segment.
Heritage Gas Limited
On November 18, 2009 AltaGas acquired all of the Heritage Gas common shares and shareholder loans not already owned.
Heritage Gas operates a full regulation class natural gas distribution franchise in Nova Scotia. AltaGas paid approximately
$109.8 million for the remaining 75.1 percent in Heritage Gas. The aggregate purchase price was $110.7 million, including
$109.8 million of cash for all of the common shares and shareholder loans not previously owned and $0.9 million in
transaction costs.
Until the date of acquisition, AltaGas accounted for its investment in Heritage Gas using the proportional accounting method.
Purchase Price Allocation
The following table summarizes the total consideration and the final estimated fair value of the assets acquired and liabilities
assumed on October 8, 2009 and November 18, 2009 for Utility Group and Heritage Gas respectively.
Cash consideration
Transaction costs
Total consideration
Purchase price allocation
Assets acquired
Current assets
Capital assets
Regulatory assets
Goodwill (note 7)
Long-term investments and other assets
Subtotal – assets acquired
Less liabilities assumed
Current liabilities
Long-term debt
Regulatory liabilities
Asset retirement obligations
Future income taxes
Future employee obligations
Subtotal – liabilities assumed
Utility Group
Heritage Gas
Total
$
75,199
$ 109,828
$ 185,027
2,430
895
3,325
$
77,629
$ 110,723
$ 188,352
$
16,743
$
5,376
149,371
16,633
42,180
3,267
74,808
34,509
13,591
–
228,194
128,284
356,478
23,685
101,511
13,587
96
9,113
2,573
150,565
5,037
3,177
–
–
9,347
–
17,561
168,126
$
77,629
$ 110,723
$ 188,352
In accordance with CICA Handbook Section 1600 “Consolidated Financial Statements” AltaGas accounted for the Utility Group
acquisition as a step by step purchase resulting from the Company’s original equity accounted investment in Utility Group.
Accordingly, the $12.3 million investment was proportionately allocated to identifiable assets and liabilities of Utility Group.
Notes to the Consolidated Financial Statements | AltaGas 2010 Annual Report | 73
4. FINANCIAL stAtEMENt EFFECts oF RAtE REGULAtIoN
AltaGas accounts for certain transactions in accordance with applicable regulations enforced by the AUC and NSUARB, which
may be different in the absence of rate regulations. This results in the creation of regulatory assets and liabilities.
Regulatory assets and liabilities recognized in the Consolidated Balance Sheet are as follows:
Years ended December 31
Regulatory assets – current
Deferred cost of gas
Regulatory assets – non-current
Deferred regulatory costs
Future recovery of other retirement benefits
Deferred depreciation
Deferred future taxes
Revenue deficiency account
Regulatory liabilities – current
Deferred property taxes
Deferred cost of gas
Deferred regulatory costs
Regulatory liabilities – non-current
Future removal and site restoration costs
2010
2009
$
$
2
2
2,567
2,567
265
1,631
5,479
28,798
40,342
$
76,515 $
51
825
618
$
1,494 $
474
1,416
2,546
22,583
33,866
60,885
70
72
1,261
1,403
18,518
$
18,518 $
16,610
16,610
Return on Rate Base
A generic cost-of-capital proceeding in Alberta in 2009 resulted in an AUC decision setting the return on equity for 2009 and
2010 at 9.00 percent. The AUC further set AUI’s regulated capital structure at 57 percent debt and 43 percent equity for 2009
and 2010.
Heritage Gas’ regulated capital structure is 55 percent debt and 45 percent equity with a return on equity of 13 percent.
The NSUARB has approved this structure and return until December 31, 2011.
Additional Items Affected by Rate Regulation
Heritage Gas has approval from the NSUARB to use a Revenue Deficiency Account (RDA). The RDA changes based on the
difference between the actual revenue billed and the revenue required to earn the rates of return approved by the NSUARB. In
Heritage Gas’ customer development stage, it is expected that the actual revenue billed will be less than the revenue required
to earn the approved rates of return and therefore an RDA asset will accumulate. As the distribution network matures, the actual
revenue billed is expected to exceed the revenue required to earn the approved rates of return, and the RDA will be drawn down.
In 2010, the NSUARB ruled that the RDA cannot exceed $50 million unless approved by the NSUARB. Heritage Gas may, if
necessary, apply to the NSUARB for increases to the RDA limit. The RDA at December 31, 2010 was $40.3 million
(December 31, 2009 – $33.9 million). The effect of the RDA accumulation was to increase 2010 revenue by $6.5 million (2009
– $2.0 million). In the absence of regulatory accounting, GAAP would require that the revenue deficiency account would not be
recognized and would reduce operating income by $6.5 million in 2010 (2009 – $2.0 million).
Pursuant to the NSUARB decision dated February 12, 2009 Heritage Gas was ordered to suspend amortization of property,
plant and equipment and intangible assets for regulatory purposes for the 2009 – 2011 period. Heritage Gas is recording
amortization under GAAP, and has recorded a regulatory asset of $5.5 million, equal to the amortization recorded under GAAP.
For the year ended December 31, 2010 the corresponding regulatory revenue accrual was $5.5 million. The amortization
deferred for regulatory purposes is expected to be recovered from customers in the future once the NSUARB allows amortization
for regulatory purposes to resume. In the absence of regulatory accounting, GAAP would require that actual costs be recognized
as an expense when incurred. In this case, operating results for 2010 would have been $2.9 million lower (2009 – $2.5
million lower).
74 | AltaGas 2010 Annual Report
| Notes to the Consolidated Financial Statements
Natural gas and transportation costs are included in the approved tariff on a monthly forecast basis. For rate setting purposes,
differences between forecast and actual costs in the month are held for collection or refund in the following months. AltaGas
recognizes the cost variances as a regulatory asset or liability, based on the expectation that amounts held from one month to
the next for regulatory purposes will be approved for collection from, or refund to, customers in future months. AltaGas expects
to recover the outstanding deferred cost in the first quarter of the following year. In the absence of regulatory accounting, GAAP
would require that actual costs be recognized as an expense when incurred. In this case, operating results for 2010 would have
been $3.4 million higher (2009 – $2.3 million lower).
Future income taxes expected to be included in future recoveries from customers are deferred in accordance with CICA
Handbook Section 3465. In the absence of rate regulation, GAAP would require that future income taxes be recognized in
income when incurred and net income would have been $6.2 million lower in 2010 (2009 – $4.4 million lower).
Future removal and site restoration costs are included in revenue as allowed by the AUC. AUI recognizes the variance between
amounts included in revenue and removal and site restoration costs incurred as a regulatory asset or liability, based on the
expectation that amounts held for regulatory purposes will be approved for collection from, or refund to, customers in future
periods. In the absence of regulatory accounting, GAAP would require that the variance between the amounts collected and
incurred be recognized as revenue and expenses in the period collected and incurred. In this case, operating income for 2010
would have been $1.9 million higher (2009 – $0.3 million higher).
5. CAPItAL AssEts
Gas
E&T
FG&P
Energy services
Storage
Other
Power
Power generation
Capital lease (note 10)
Utility
Corporate
Accumulated
amortization
Cost
2010
Net book
value
Cost
Accumulated
amortization
2009
Net book
value
$ 902,037
$ (125,384) $ 776,653
$
896,753
$
(97,998) $
798,755
692,928
(229,048)
463,880
629,284
(202,791)
426,493
1,425
60,528
11,798
370,217
13,798
319,723
34,354
(1,319)
(859)
(8,357)
(9,013)
(8,760)
(11,352)
(17,084)
106
59,669
3,441
361,204
5,038
308,371
17,270
1,555
23,423
8,303
323,448
13,798
271,464
23,270
(1,343)
(284)
(5,339)
(1,081)
(7,358)
(1,420)
(16,589)
212
23,139
2,964
322,367
6,440
270,044
6,681
$ 2,406,808
$ (411,176) $ 1,995,632
$ 2,191,298
$
(334,203) $ 1,857,095
Interest capitalized on capital construction projects for the year ended December 31, 2010 was $4.4 million (2009 – $7.1 million).
At December 31, 2010 AltaGas had spent approximately $231.6 million (2009 – $326.8 million) on capital projects under construction
that were not yet subject to amortization.
At Heritage Gas, net additions to natural gas distribution assets are not depreciated until the year after they are brought into use as
consistent with regulatory practice. Effective January 1, 2010 net additions to natural gas distribution assets at AUI are depreciated
commencing in the year in which the asset is brought into active service. Utility business assets not subject to amortization were
$30.1 million as at December 31, 2010 (December 31, 2009 – $26.8 million).
Notes to the Consolidated Financial Statements | AltaGas 2010 Annual Report | 75
6. ENERGY ARRANGEMENts, CoNtRACts AND RELAtIoNsHIPs
Accumulated
amortization
Cost
2010
Net book
value
Cost
Accumulated
amortization
2009
Net book
value
Energy services and E&T
arrangements and
contracts
$ 170,034
$
(63,370) $ 106,664 $
168,171 $
(54,799) $
113,372
Energy services relationships
20,892
(6,708)
14,184
20,892
(5,315)
15,577
$ 190,926
$
(70,078) $ 120,848 $
189,063 $
(60,114) $
128,949
The amortization of the energy services relationships began in 2006 upon expiration of the corresponding marketing contracts.
7. GooDWILL
Balance, beginning of year
Acquisition (note 3)
Purchase price allocation adjustment
Goodwill impairment
Balance, end of year
2010
2009
$ 201,728 $ 143,840
–
58,038
(2,231)
–
–
(150)
$ 199,497 $ 201,728
Through its annual goodwill impairment testing in 2010, AltaGas determined that the fair value of investments was higher than
the carrying amounts, therefore no impairment is recognized. In 2009, an investment was less than the book value and reduced
the carrying value by $0.2 million.
8. LoNG-tERM INVEstMENts AND otHER AssEts
Investments in publicly-traded entities
Equity accounted investments in private entities 1
Accrued pension asset
Other
2010
2009
$
24,447
$
24,332
3,933
1,703
2,505
3,999
1,361
795
$
32,588
$
30,487
1 AltaGas accounts for its investment in Boston Bar Limited Partnership, which has run-of-river hydroelectric operations, using the equity method.
9. sHoRt-tERM DEBt
Bank indebtedness
$50 million demand operating facility
$20 million demand operating facility
$15 million demand operating facility 1
$1.0 million demand operating facility
$
$
2010
4,528
4,320
630
–
–
2009
4,795
–
2,444
6,960
272
$
9,478
$
14,471
1 This demand operating facility was canceled on November 17, 2010.
Bank Indebtedness
Bank indebtedness bears interest at the lender’s prime rate or at the interest rate applicable to bankers’ acceptances. The
prime lending rate at December 31, 2010 was 3.00 percent (December 31, 2009 – 2.25 percent).
Revolving operating Credit Facilities
At December 31, 2010 AltaGas Ltd. held a $50 million (December 31, 2009 – $50.0 million) unsecured demand revolving
operating credit facility with a Canadian chartered bank. Draws on the facility bear interest at the lender’s prime rate or at the
bankers’ acceptance rate plus a stamping fee. Letters of credit outstanding at December 31, 2010 were $0.02 million
(December 31, 2009 – $2.7 million).
76 | AltaGas 2010 Annual Report
| Notes to the Consolidated Financial Statements
At December 31, 2010 the Utility Group held a $20 million (December 31, 2009 – $20 million) unsecured uncommitted
demand operating credit facility with a Canadian chartered bank. Draws on the facility can be by way of prime rate loans, U.S.
base rate loans, letters of credit, bankers’ acceptances and LIBOR loans. Letters of credit outstanding at December 31, 2010
were $2.9 million (December 31, 2009 – $1.0 million).
At December 31, 2010 AltaGas held a $1.0 million (December 31, 2009 – $1.0 million) demand credit facility with a Canadian
chartered bank. The operating credit facility was acquired through the acquisition of Heritage Gas (note 3). It is secured by a
general security agreement on the property of Heritage Gas and bears interest at prime plus one percent. Draws on the facility
are by way of loans bearing interest at the bank’s prime rate or by way of letters of credit or letters of guarantee for a fee.
10. LoNG-tERM DEBt
Credit facilities
Medium-term notes
Loan from Province of Nova Scotia
Capital lease obligations
Other long-term debt
Unamortized deferred financing costs
Less current portion
2010
2009
$ 113,789 $ 490,518
775,000
500,000
4,535
6,076
807
(5,201)
4,272
7,484
1,049
(3,209)
895,006
1,000,114
1,508
591,944
$ 893,498 $ 408,170
Credit Facilities
At December 31, 2010 AltaGas held a $600.0 million unsecured extendible revolving three-year credit facility with a syndicate
of Canadian chartered banks. This credit facility was used to retire and replace the previously held $150 million and
$375 million credit facilities which matured in August and September 30, 2010, respectively. Borrowings on the facility can be
by way of prime loans, U.S. base rate loans, LIBOR loans, bankers’ acceptances or letters of credit. Borrowings on the facility
have fees and interest at rates relevant to the nature of the draw made. The credit facility matures on June 30, 2013.
On November 17, 2010, AltaGas restated and amended the Utility Group’s maturing $130 million unsecured extendible
revolving credit facility. The Utility Group unsecured extendible revolving credit facility with a syndicate of five banks was
increased to $200 million and its term was extended by three years to mature on November 17, 2013. Borrowings on the facility
can be by way of prime rate loans, U.S. base rate loans, letters of credit, LIBOR loans or bankers’ acceptance equivalent loans.
At December 31, 2010 AltaGas had drawn a principal of $114.5 million (December 31, 2009 – $490.5 million) against the
facilities. The average rate on the AltaGas bankers’ acceptances at December 31, 2010 was 3.01 percent (December 31, 2009
– 1.2 percent).
Medium-term Notes
On January 19, 2007 AltaGas issued $100.0 million of 5.07 percent senior unsecured MTNs. The notes mature on January 19, 2012.
On April 29, 2009 AltaGas issued $200 million of 7.42 percent senior unsecured MTNs. The notes mature on April 29, 2014.
On June 29, 2009 AltaGas issued $100 million of 6.94 percent senior unsecured MTNs. The notes mature on June 29, 2016.
On March 25, 2010 AltaGas issued $200 million of 5.49 percent senior unsecured MTNs. The notes mature on March 27, 2017.
On November 26, 2010 AltaGas issued $175 million of 4.6 percent senior unsecured MTNs. The notes mature on January 15, 2018.
Loan from Province of Nova scotia
On October 8, 2009 AltaGas acquired a loan from the Province of Nova Scotia through the acquisitions of Utility Group and
Heritage Gas (note 3). The loan is non interest bearing until certain revenue targets are achieved, at which time interest will be
charged prospectively at 6 percent. On or before July 31, 2011, AltaGas must elect to repay the loan in full on July 1, 2014 or in
five equal installments beginning July 31, 2012. AltaGas may also elect to fully repay the loan at any time with no penalty. The
loan is recorded at its amortized cost of $4.5 million. Interest expense is recorded at the effective interest rate of 6 percent. The
face value of the loan as at December 31, 2010 is $5.6 million (2009 – $5.6 million).
Notes to the Consolidated Financial Statements | AltaGas 2010 Annual Report | 77
Capital Lease obligation
On September 1, 2004 AltaGas entered into a 10-year capital lease for 25 MW of gas-fired power peaking capacity with an
option to extend the term for an additional 15 years. The lease has payment commitments as follows, excluding the extended
term option:
2011
2012
2013
2014
Less imputed interest at 6.85%
Present value of minimum lease payments
Less current portion
$
$
1,878
1,878
1,878
1,254
6,888
812
6,076
1,508
4,568
Interest expense on capital leases was $0.5 million in 2010 (2009 – $0.6 million).
Letter of Credit Facility
At December 31, 2010 AltaGas held a $75.0 million (December 31, 2009 – $75.0 million) unsecured three year extendible
revolving term letter of credit facility with two Canadian chartered banks maturing on June 30, 2013. AltaGas may borrow by way
of prime loans, U.S. base rate loans, LIBOR loans or bankers’ acceptances on the letter of credit facility. Borrowings on the
facility bear fees and interest at rates that vary from 1.33 percent to 2.00 percent depending on the nature of the draw made.
At December 31, 2010 AltaGas had letters of credit of $50.5 million (December 31, 2009 – $46.7 million) outstanding against
the extendible revolving term letter of credit facility.
11. CoNVERtIBLE DEBENtUREs
On September 16, 2009 AltaGas redeemed $16.6 million of outstanding convertible debentures at an amount of $1,000.96 for
each $1,000.00 principal amount. The redemption amount is equal to the principal plus all accrued and unpaid interest thereon.
AltaGas recognized a gain on redemption of convertible debentures of $0.1 million as other revenue and applied $1.6 million
to contributed surplus related to the equity portion of the convertible debentures.
12. AssEt REtIREMENt oBLIGAtIoNs
Balance, beginning of year
Obligations assumed under acquisition (note 3)
New obligations
Obligations settled
Revision in estimated cash flow
Accretion expense
Balance, end of year
2010
$
41,771 $
–
3,075
(518)
(7,692)
2,880
$
39,516 $
2009
41,708
96
742
(384)
(3,529)
3,138
41,771
AltaGas estimates the total future liability to settle the asset retirement obligations at December 31, 2010 was $347.7 million
(December 31, 2009 – $278.2 million), excluding salvage values. The asset retirement obligations have been recorded in the
Consolidated Financial Statements at estimated values discounted at rates between 5.6 and 8.5 percent and are expected to
be incurred between 2018 and 2075. No assets have been legally restricted for settlement of the estimated liability.
13. INCoME tAxEs
Prior to July 1, 2010 amounts received by AltaGas in the form of interest, distributions or other income from its subsidiaries are
taxable income to AltaGas. AltaGas is entitled to deduct, for income tax purposes, its costs and its distributions to unitholders.
Since it distributed all of its income to unitholders, AltaGas is not expected to be liable for income taxes while it operated as
a trust.
After July 1, 2010 and the completion of the conversion from an income trust to a corporation, AltaGas commenced recording
income taxes as a corporation only.
78 | AltaGas 2010 Annual Report
| Notes to the Consolidated Financial Statements
In 2010 $7.0 million of future income tax liabilities was assumed on the acquisition of Landis. In 2009, $18.5 million of future
income tax liabilities was assumed as a result of the Utility Group and Heritage Gas acquisitions (note 3).
Consolidated tax Position
The tax provision recorded in the Consolidated Financial Statements differs from the amount computed by applying the
combined Canadian federal and provincial statutory income tax rates to income before taxes as follows:
Years ended December 31
Income before taxes – consolidated
Financial instruments – net
Income before financial instruments and taxes
Income from AltaGas Income Trust distributed to unitholders
Income before income taxes – operating subsidiaries
Statutory income tax rate (%)
Expected taxes at statutory rates
Add (deduct) the tax effect of:
Financial instruments
Rate reductions applied to future income tax liabilities
Permanent differences between accounting and tax basis of assets and liabilities
Non-taxable portion of capital gains on disposition of assets and investments
Other
Future income tax on regulated assets
Prior year adjustment
Income tax provision (recovery)
Current
Future
Effective income tax rate (%)
2010
2009
$ 102,989 $ 142,477
1,337
104,326
(76,146)
28,180
28.00
7,890
(632)
305
352
(277)
225
(5,255)
(881)
(222)
1,949
$
1,727 $
1.68
(3,697)
138,780
(135,119)
3,661
29.00
1,062
187
262
988
(1,798)
(436)
(588)
1,491
981
187
1,168
0.82
The amount shown on the Consolidated Balance Sheets as future income tax liabilities represents the net differences between
the tax basis and book carrying values on AltaGas’ balance sheets at substantively enacted tax rates.
Future income taxes were composed of the following:
December 31
Capital assets
Regulatory assets
Deferred debt charges
Share issue costs
Partnerships
Deferred compensation
Financial instruments
Non-capital losses
Other
2010
2009
$ 222,202 $ 206,742
17,665
(1,134)
–
12,994
(3,632)
1,192
(15,249)
18,196
(7)
(40)
10,494
(4,942)
10,711
(12,971)
(275)
413
$ 233,763 $ 228,596
Notes to the Consolidated Financial Statements | AltaGas 2010 Annual Report | 79
14. CAPItAL DIsCLosURE
AltaGas’ objective for managing capital is to maintain its investment grade credit ratings and allow the Company to maximize
the profitability of its existing assets and grow its energy infrastructure to create long-term value and enhance returns for its
investors. AltaGas considers shareholders’ equity (including accumulated other comprehensive income), short-term and long-
term debt (including current portion) less cash and cash equivalents to be part of its capital structure. AltaGas’ overall strategy
remains unchanged from 2009.
The use of debt or equity funding is based on AltaGas’ capital structure, which is determined by considering the norms and risks
associated with each of its operating businesses. AltaGas’ target debt-to-total capitalization ratio was 40 to 45 percent until
third quarter 2009. Subsequent to the acquisition of Utility Group (note 3), AltaGas increased its target debt-to-total capitalization
ratio to 45 to 50 percent. The increase is the result of the addition of regulated assets to AltaGas’ portfolio of energy infrastructure
assets. AltaGas’ debt-to-total capitalization ratio as at December 31, 2010 was 42.8 percent (December 31, 2009 –
49.2 percent).
Debt
Short-term debt
Current portion of long-term debt
Long- term debt
Shareholders’ equity
Total capitalization
Debt-to-total capitalization ratio (%)
2010
2009
$
9,478 $
1,508
893,498
904,484
14,471
591,944
408,170
1,014,585
1,211,031
1,048,857
$ 2,115,515 $ 2,063,442
42.8
49.2
All of the borrowing facilities have covenants customary for these types of facilities that must be met at the end of each calendar
quarter. AltaGas has been in compliance with these covenants each quarter since the issuance of the facilities.
The following table summarizes AltaGas’ debt covenants for all credit facilities as at December 31, 2010:
Ratios 1
Debt-to-total capitalization
EBITDA-to-interest expense
Debt-to-total capitalization (Utility Group)
Debt covenant requirements
not greater than 60 percent
not less than 2.5x
not greater than 67.5 percent
1 Debt covenant ratios are calculated in accordance with the credit facility agreements including adjustments for business acquisitions and will differ from
management’s internal calculation due to the definition of certain items in the credit facility agreements.
15. FINANCIAL INstRUMENts AND FINANCIAL RIsK MANAGEMENt
In the course of normal operations AltaGas purchases and sells natural gas, natural gas liquids (NGLs) and power commodities
and issues short and long-term debt. AltaGas uses derivative instruments to reduce exposure to fluctuations in commodity
prices, interest rates and foreign currency exchange rates that arise from these activities. The Company does not make use of
derivative instruments for speculative purposes.
Fair Values of Financial Instruments
At December 31, 2010 and 2009, all derivatives, other than those that meet the expected purchase, sale or usage requirements
exemption, were carried on the Consolidated Balance Sheets at fair value. The fair value of power, natural gas and NGL
derivatives was calculated using estimated forward prices from published sources for the relevant period. The calculation of fair
value of the interest rate and foreign exchange derivatives used quoted market rates.
The fair value of long-term debt has been estimated based on discounted future interest and principal payments using estimated
interest rates.
80 | AltaGas 2010 Annual Report
| Notes to the Consolidated Financial Statements
The carrying amount of AltaGas’ financial assets and liabilities were as follows:
Held-for-
trading
Cash flow
hedges
Loans and
receivables
Available-
for-sale
other
financial
liabilities
Non-
financial
instruments
total
summary of Fair Values
December 31, 2010
Financial assets
Cash and cash
equivalents 1
Accounts receivable 1
Restricted cash
holdings from
customers 1
Risk management
assets (current)
Prepaid expense and
other current assets 1
Risk management
assets (non-current)
Long-term investments
and other assets
(note 8)
Dividends payable
Short-term debt 1
Current portion of long
term debt 2
Customer deposits 1
Risk management
liabilities (current)
Other current liabilities 1
Long-term debt 3
Risk management
liabilities (non-current)
$
2,109
$
–
–
41,219
–
22,587
12,687
$ 78,602
$
$
–
–
–
–
–
–
–
–
7
–
–
–
7
–
–
–
–
–
36,697
2,512
–
–
–
–
20,492
106
$ 57,189
$
2,618
$
Financial liabilities
Accounts payable and
accrued liabilities 1
$
$
$
–
$
215,522
17,624
–
2,601
–
–
$
–
–
–
–
–
–
15,704
$ 235,747
$ 15,704
$
–
–
–
–
–
–
–
–
$
–
$
2,109
8,848
224,370
–
–
17,624
41,226
2,986
5,587
–
22,587
4,197
32,588
$ 16,031
$ 346,091
–
–
–
–
–
–
–
–
–
$
–
–
–
–
–
–
–
–
–
$ 64,031
$ 164,741
$ 228,772
9,078
9,478
1,508
21,432
–
11,542
898,699
–
–
–
–
–
760
9,078
9,478
1,508
21,432
39,209
12,302
(5,201)
893,498
–
–
20,598
$
– $ 1,015,768
$ 160,300 $ 1,235,875
1 Due to the nature and/or short maturity of these financial instruments the carrying amount approximates the fair value.
2 Fair value of current portion of long-term debt is approximately $1.5 million.
3 Fair value of long-term debt excluding non financial instruments is approximately $850.2 million.
Notes to the Consolidated Financial Statements | AltaGas 2010 Annual Report | 81
summary of Fair Values
December 31, 2009
Financial assets
Cash and cash
equivalents 1
Short-term investment 1
Accounts receivable 1
Restricted cash
holdings from
customers 1
Risk management
assets (current)
Prepaid expense and
other assets 1
Risk management
assets (non–current)
Long–term investments
and other assets
(note 8)
Held-for-
trading
Cash flow
hedges
Loans and
receivables
Available-
for-sale
Other
financial
liabilities
Non-
financial
instruments
Total
$
3,584
$
19,436
–
–
–
–
–
–
$
$
–
–
189,458
27,228
36,108
30,163
–
–
–
1,064
16,673
1,459
11,327
–
–
–
$
–
–
–
–
–
–
–
13,327
$ 87,128
$ 31,622
$ 217,750
$ 13,327
$
–
–
–
–
–
–
–
–
–
$
–
–
$
3,584
19,436
14,215
203,673
–
–
27,228
66,271
6,441
7,505
–
18,132
5,833
30,487
$ 26,489
$ 376,316
Financial liabilities
Accounts payable and
accrued liabilities 1
$
Dividends payable
Short-term debt 1
Current portion of
long-term debt 1
Customer deposits 1
Risk management
liabilities (current)
Other current liabilities 1
Long-term debt 3
Risk management
liabilities
(non-current)
$
–
–
–
–
–
$
–
–
–
–
–
31,408
2,792
–
–
–
–
13,732
759
$ 45,140
$
3,551
$
–
–
–
–
–
–
–
–
–
–
$
$
–
–
–
–
–
–
–
–
–
–
$ 45,190
$ 113,129
$ 158,317
15,110
14,471
591,944
30,678
–
14,162
411,380
–
–
–
–
–
668
15,110
14,471
591,944
30,678
34,200
14,830
(3,210)
408,170
–
–
14,491
$ 1,122,935
$ 110,587
$ 1,282,213
1 Due to the nature and/or short maturity of these financial instruments the carrying amount approximates the fair value.
2 Fair value of current portion of long-term debt is approximately $591.8 million.
3 Fair value of long-term debt excluding non financial instruments is approximately $425.7 million.
summary of Unrealized Gain (Loss) on Risk Management
December 31
Natural gas
Storage optimization
NGL Frac Spread
Power
Heat rate
Interest rate swaps
Foreign exchange
$
2010
4,534 $
1,288
(9,250)
2,150
(482)
481
(58)
$
(1,337) $
2009
4,772
–
281
68
122
4,523
(6,069)
3,697
82 | AltaGas 2010 Annual Report
| Notes to the Consolidated Financial Statements
summary of Unrealized Gain (Loss) and tax Expense (Recovery) on Derivatives Designated as Cash Flow Hedges
December 31
NGL Frac Spread
Power
Bond forward
Available-for-sale
Unrealized
gain (loss)
tax expense
(recovery)
$
(764) $
(432) $
(969)
(2,300)
1,681
258
–
(226)
2010
(1,196) $
(711)
(2,300)
1,455
Unrealized
gain (loss)
Tax expense
(recovery)
2009
(2,555) $
714 $
(1,841)
30,627
(2,881)
4,457
(8,557)
–
(580)
22,070
(2,881)
3,877
$
(2,352) $
(400) $
(2,752) $
29,648 $
(8,423) $
21,225
Fair Value Hierarchy
AltaGas categorizes its financial assets and financial liabilities into one of three levels based on fair value measurements and
inputs used to determine the fair value.
Level 1 – fair values are based on unadjusted quoted prices in active markets for identical assets or liabilities. Fair value is
based on direct observations of transactions involving the same assets or liabilities and no assumptions are used. Included in
this category are publicly held shares valued at the closing price as at the balance sheet date.
Level 2 – fair values are determined based on inputs other than quoted prices that are observable for the assets and liabilities.
AltaGas uses over the counter derivative instruments to manage fluctuations in commodity, interest and foreign exchange rates.
AltaGas estimates forward prices based on published sources adjusted for factors specific to the assets or liabilities, including
basis and location differentials, discount rates, currency exchange and interest rate yield curves. The forward curves used to
mark-to-market these derivative instruments are verified with or validated with public sources.
Level 3 – fair values are based on inputs for the assets or liabilities that are not based on observable market data. AltaGas uses
valuation techniques when observable market data is not available.
December 31, 2010
Financial assets
Held-for-trading 1
Cash flow hedges
Available for sale
Financial liabilities
Held-for-trading
Cash flow hedges
December 31, 2009
Financial assets
Held-for-trading 1
Cash flow hedges
Available for sale
Financial liabilities
Held-for-trading
Cash flow hedges
Level 1
Level 2
Level 3
total
$
12,687 $
63,806 $
–
15,704
7
–
–
–
57,189
2,618
–
–
–
–
–
$
76,493
7
15,704
57,189
2,618
Level 1
Level 2
Level 3
Total
$
30,763
$
52,781
$
–
31,622
13,327
–
–
–
45,140
3,551
–
–
–
–
–
$
83,544
31,622
13,327
45,140
3,551
1 Excludes cash and cash equivalents as carrying amount approximates fair value.
Long-term Investments and other Assets
In January 2009 AltaGas purchased common shares of Magma Energy Corp. (Magma) through a private equity offering for
$10 million. These shares were classified as available for sale. The changes in value for these common shares are reported
within OCI, which was an unrealized loss of $2.4 million as at December 31, 2010 (2009 – unrealized gain of $3.9 million, net
of tax), net of tax. In July 2009, AltaGas purchased additional common shares of Magma as part of its initial public offering.
These shares were classified as held for trading. In July 2010, AltaGas purchased another tranche of common shares in Magma,
which were also classified as held for trading. All shares of Magma are reported in long-term investments and other assets.
As at December 31, 2010, AltaGas recognized an unrealized gain of $0.1 million in the Corporate reporting segment as other
revenue (2009 – $1.3 million).
Notes to the Consolidated Financial Statements | AltaGas 2010 Annual Report | 83
In October 2009 AltaGas acquired an equity investment in a public company with the acquisition of Utility Group (note 3). The
shares were classified as available for sale. The changes in value for these common shares were reported within OCI. In 2010
the equity investment was sold and a gain of $0.6 million was reported in other revenue.
short-term Investment
AltaGas disposed short-term investments during 2010 and realized a gain of $6.9 million (2009 – $6.8 million). Upon selling
the short-term investments, AltaGas recognized an unrealized loss of $4.5 million, which reversed the unrealized gain from
2009. Unrealized gains and losses on short-term investments were recorded in the Corporate reporting segment as other revenue.
Market Risk on Financial Instruments
AltaGas is exposed to market risk and potential loss from changes in the values of financial instruments. AltaGas enters into
financial derivative contracts to manage exposure to fluctuations in commodity prices, interest rates and foreign exchange rates.
Commodity Price Risk Management
Natural Gas
AltaGas purchases and sells natural gas to its customers. The fixed price and market price contracts for both the purchase and sale
of natural gas extend to 2015. Additionally, AltaGas has a natural gas storage business that has been designated as a broker/
trader business that purchases and sells natural gas on a back to back basis. AltaGas had the following contracts outstanding:
December 31, 2010
Notional volume (GJ)
Derivative instruments
Fixed price (per GJ) Period (months)
sales
Purchases
Fair value
Commodity forward
Commodity forward
December 31, 2009
Derivative instruments
Commodity forward
Commodity forward
$3.17 to $8.88
$3.17 to $9.85
1–60
1–60
144,403,391
–
$ 63,112
–
142,085,340
$ (51,403)
Fixed price (per GJ)
Period (months)
Sales
Purchases
Fair value
$4.55 to $10.01
$4.51 to $9.825
1–61
1–61
127,863,433
–
$ 47,598
–
127,863,433
$
(40,808)
Notional volume (GJ)
At December 31, 2010 the fair value of proprietary natural gas storage was $11,164,204 (2009 – nil). The change in fair value
of proprietary natural gas inventory in storage in 2010 resulted in a net pre tax unrealized gain of $903,033 (2009 – nil).
NGL Frac Spread
AltaGas entered into a series of swaps to lock in a portion of the volumes exposed to NGL frac spread. AltaGas had the following
contracts outstanding:
December 31, 2010
Product
Fixed price Period (months)
sales
Purchases
Fair value
Notional volume
Propane
$1.049 to $1.150 Us/gallon
$1.389 to $1.538 Us/gallon
$85.67 to $93.95 Us/Bbl
$1.016 to $1.020
$3.65 to $5.42/GJ
1–24
1–24
1–24
1–24
1–24
46,452,000
gallons
14,994,000
gallons
170,500 Bbls
–
–
–
$
(4,882)
$
$
(2,062)
(786)
215
$
28,763 $
–
6,968,345 GJ
$
(2,810)
Notional volume
Fixed price
Period (months)
Sales
Purchases
Fair value
$0.858 to $1.555 US/gallon
$1.100 to $1.870 US/gallon
$72.55 to $122.95 US/Bbl
$0.995 to $1.154
$4.79 to $8.88/GJ
1–12
1–12
1–12
1–12
1–12
14,705,000 gallons
4,726,000 gallons
80,700 Bbls
–
–
–
$
38,890
–
3,270,600 GJ
$
$
$
$
$
(347)
(231)
749
202
(2,375)
Butane
WTI
USD swaps
Natural gas
December 31, 2009
Product
Propane
Butane
WTI
USD swaps
Natural gas
84 | AltaGas 2010 Annual Report
| Notes to the Consolidated Financial Statements
Power
Under the PPAs AltaGas has an obligation to buy power at agreed terms and prices to December 31, 2020. The Company sells
the power to the Alberta Electric System Operator at market prices and uses swaps and collars to fix the prices over time on a
portion of the volumes. AltaGas’ strategy is to lock in margins to provide predictable earnings. Certain contracts met the
expected purchase, sale or usage requirements exception and have not been included in risk management assets or liabilities.
At December 31, 2010 AltaGas had no intention to terminate any contracts prior to maturity. AltaGas had the following commodity
forward contracts on electrical power outstanding:
December 31, 2010
Derivative instruments
Commodity forward
Commodity forward
December 31, 2009
Derivative instruments
Commodity forward
Commodity forward
Fixed price (per MWh) Period (months)
sales
Purchases
Fair value
$
$
44.75 to $89.90
46.00 to $70.35
1–54
1–24
203,387
–
–
203,387
$
$
2,990
(611)
Notional volume (MWh)
Fixed price (per MWh) Period (months)
Sales
Purchases
Fair value
$
$
45.00 to $72.35
44.75 to $70.36
1–37
1–37
47,349
–
–
47,349
$
$
2,335
(1,597)
Notional volume (MWh)
AltaGas has the following commodity swaps and collars outstanding:
December 31, 2010
Derivative instruments
Swaps and collars
Swaps and collars
December 31, 2009
Derivative instruments
Swaps and collars
Swaps and collars
Fixed price (per MWh) Period (months)
sales
Purchases
Fair value
Notional volume (MWh)
$
$
$
$
58.00 to $75.00
56.50
1–12
1–85
270,120
–
–
184,104
$
$
(951)
(153)
Fixed price (per MWh) Period (months)
Sales
Purchases
Fair value
46.75 to $81.00
56.50
1–12
1–97
1,098,336
–
$
30,118
–
210,384 $
(132)
Notional volume (MWh)
AltaGas had the following heat rate hedges outstanding:
December 31, 2010
Notional volume (MWh)
Derivative instruments
(per GJ or MWh) Period (months)
sales
Purchases
Fair value
Fixed price
Natural gas
Power
December 31, 2009
Derivative instruments
Natural gas
Power
$
$
$
$
3.64
62.25
1–3
1–3
–
144,000
13,500
–
$
$
7
342
Notional volume (MWh)
Fixed price
(per GJ or MWh) Period (months)
Sales
Purchases
Fair value
5.123
65.50 to $70.00
1
1
–
6,975
74,400
–
$
$
18
128
Notes to the Consolidated Financial Statements | AltaGas 2010 Annual Report | 85
Interest Rate Risk Management
To hedge against the effects of future interest rate movements, AltaGas enters into interest rate swap agreements to fix the
interest rate on a portion of its bankers’ acceptances issued under credit facilities. AltaGas’ target is to have approximately 70
to 75 percent of its debt at fixed interest rates.
AltaGas had the following interest rate swaps outstanding:
December 31, 2010
Swaps
December 31, 2009
Swaps
Weighted average interest rate Period (months) Notional quantity
Fair value
1.310%
1–14
$
80,000
$
199
Weighted average interest rate
Period (months) Notional quantity
Fair value
2.756%
1–26
$
185,000
$
(282)
Foreign Exchange Risk Management
To manage the risk of fluctuating cash flows due to variations in foreign exchange rates, AltaGas enters into foreign exchange
forwards, swaps and options for U.S. dollars (USD).
AltaGas had the following contracts outstanding:
December 31, 2010
Swaps (USD)
December 31, 2009
Swaps (USD)
Fixed price Period (months) Notional quantity
Fair value
$1.0117 to $1.0887
1–23
$
20,009
$
217
Fixed price
Period (months) Notional quantity
Fair value
$1.0164 to $1.2215
1–21
$
16,900
$
248
In 2009 AltaGas entered into a natural gas storage agreement denominated in U.S. dollars resulting in an embedded derivative.
The change in value of the contract is recognized in unrealized gain on risk management. The unrealized gain was $87,057 as at
December 31, 2009. The natural gas storage agreement was settled in 2010 and AltaGas had no embedded derivatives as at
December 31, 2010.
Bond Forward
In April 2009 AltaGas issued $200 million of senior unsecured MTNs with a maturity date of April 2014. To partially hedge
against the risk of rising interest rates, AltaGas entered into a $50 million bond forward contract with a Canadian chartered
bank in December 2008, to lock in a five-year Government of Canada bond yield of approximately 3.28 percent. AltaGas settled
the bond forward contract in April 2009, and the $3.4 million payment was recorded in other comprehensive income and is
being amortized to interest expense over the term of the MTN, which expires in April 2014.
sensitivity Analysis
The sensitivity analysis is estimated based on the notional volumes of each commodity, interest rate swap and foreign exchange
contract outstanding, taking into consideration future income tax impact. The following table illustrates potential effects of
changes in relevant risk variables on AltaGas’ net income and OCI for contracts in place at December 31, 2010:
Factor share
Alberta electricity average pool prices
Natural gas spot price (AECO)
NGL frac spread:
Propane
Butane
WTI
Natural gas to replace heat value of NGL
Foreign exchange (USD only)
Interest rate swaps
Foreign exchange
1 Estimated increase or decrease to forward prices or curves.
86 | AltaGas 2010 Annual Report
| Notes to the Consolidated Financial Statements
Increase or
decrease1
$1/MWh
$0.50/GJ
$1/Bbl
$1/Bbl
$1/Bbl
$0.50/GJ
1%
25 bps
1%
$
$
$
$
$
$
$
$
$
Increase or
decrease in
net income
139
1,544
816
263
201
Increase or
decrease
in OCI
$
198
–
–
–
–
1,263
$
1,286
204
187
147
–
–
–
Credit Risk on Financial Instruments
Credit risk results from the possibility that a counterparty to a financial instrument fails to fulfill its obligations in accordance with
the terms of the contract.
AltaGas’ credit policy details the parameters used to grant, measure, monitor and report on credit provided to counterparties.
AltaGas minimizes counterparty risk by conducting credit reviews on counterparties in order to establish specific credit limits on
clients, both prior to providing products or services and on a recurring basis. In addition, most contracts include credit mitigation
clauses that allow AltaGas to obtain financial or performance assurances from counterparties under certain circumstances.
AltaGas provides an allowance for doubtful accounts in the normal course of its business.
AltaGas’ maximum credit exposure consists primarily of the carrying value of the non derivative financial assets and the fair
value of derivative financial assets. At December 31, 2010 AltaGas had no concentration of credit risk with a single counterparty.
Accounts Receivable Past Due or Impaired
The Trust had the following past due and impaired receivables:
December 31, 2010
Accounts receivable
Trade receivable
Other receivable
Allowance for credit losses
Receivables by period and not impaired
2010
Receivables
impaired
Less than
30 days
31–60 days
61–90 days
$ 213,788
$
1,325
$ 199,692
$
3,777
$
1,987
$
11,907
(1,325)
–
(1,325)
9,336
–
–
–
86
–
over
90 days
7,007
2,485
–
$ 224,370
$
–
$ 209,028
$
3,777
$
2,073
$
9,492
Allowance for credit losses
Allowance for credit losses, beginning of year
New allowance
Allowance applied to uncollectible customer accounts
Allowance for credit losses, end of year
$
2,167
150
(992)
$
1,325
December 31, 2009
Accounts receivable
Trade receivable
Other receivable
Allowance for credit losses
Receivables by period and not impaired
2009
Receivables
impaired
Less than
30 days
31–60 days
61–90 days
$ 191,797
$
2,167
$ 170,572
$
8,379
$
2,841
$
14,043
(2,167)
–
(2,167)
9,974
–
–
–
161
–
Over
90 days
7,838
3,908
–
$ 203,673
$
–
$ 180,546
$
8,379
$
3,002
$
11,746
Allowance for credit losses
Allowance for credit losses, beginning of year
Impairment expense
Allowance for credit losses, end of year
$
$
1,908
259
2,167
Notes to the Consolidated Financial Statements | AltaGas 2010 Annual Report | 87
Liquidity Risk on Financial Instruments
Liquidity risk is the risk that AltaGas will not be able to meet its financial obligations as they fall due. AltaGas manages this risk
through its extensive budgeting and monitoring process to ensure it has sufficient cash and credit facilities to meet its obligations.
AltaGas’ objective is to maintain its investment grade ratings to ensure it has access to debt and equity funding as required.
At December 31, 2010 AltaGas had the following contractual maturities with respect to non derivative financial liabilities:
December 31, 2010
Short-term debt
Current portion of long-term debt
Long-term debt 1
Payments due by period
total
Less than
1 year
1–3 years
4–5 years
$
9,478 $
9,478
$
1,508
893,498
1,508
$
–
–
$
–
–
–
413,419
5,079
475,000
After
5 years
–
–
1 Comprising operating loans, MTNs and capital lease obligations excluding deferred financing costs (note 10).
$ 904,484 $
10,986 $ 413,419 $
5,079 $ 475,000
16. sHAREHoLDERs’ EQUItY
December 31
Common shares (note 17)
Preferred shares
Contributed surplus (note 11)
Accumulated earnings
Warrants
Accumulated dividends – common shares 1
Accumulated dividends – preferred shares 2
Accumulated unitholders’ distributions declared 3
Distributions of common shares of Utility Group
Transition adjustment resulting from adopting new financial instruments accounting standards
Accumulated other comprehensive income
2010
2009
$ 1,023,033 $ 982,662
194,126
5,672
916,307
–
(95,253)
(4,038)
(796,040)
(29,848)
(176)
–
5,621
815,045
4,500
(41,114)
–
(709,058)
(29,848)
(176)
(2,752)
21,225
$ 1,211,031 $ 1,048,857
1 Accumulated common share dividends paid by AltaGas as at December 31, 2010 was $45.1 million (December 31, 2009 – $Nil).
2 Accumulated preferred share dividends paid by AltaGas as at December 31, 2010 was $4.0 million (December 31, 2009 – $Nil).
3 Accumulated unitholders’ distributions paid by AltaGas operating as an income trust as at December 31, 2010 was $796.7 million
(December 31, 2009 – $694.0 million), respectively.
17. sHAREHoLDERs’ CAPItAL
Authorization
As at December 31, 2010, pursuant to the Arrangement, AltaGas is authorized to issue an unlimited number of voting common
shares. AltaGas is also authorized to issue preferred shares not to exceed 50 percent of the voting rights attached to the then
issued and outstanding common shares.
On July 1, 2010 AltaGas completed the conversion from an income trust to a corporation. Pursuant to the Arrangement,
securityholders received one common share of AltaGas Ltd. for each trust unit and exchangeable unit. AltaGas Ltd. assumed
the obligations of the Trust in respect of outstanding unit options. Upon exercise of the outstanding unit options, holders will
receive the number of common shares equal to the number of Trust units they would have been entitled to receive in accordance
with the Trust Unit Option Plan. Pursuant to the Arrangement, AltaGas Ltd. also assumed the Trust’s Distribution Reinvestment
and Optional Unit Purchase Plan (DRIP) and all associated agreements. All existing participants in the DRIP were deemed to be
participants in the amended DRIP.
All references to shares and shareholders pertain to common shares and common shareholders subsequent to the conversion
and units and unitholders prior to the conversion.
88 | AltaGas 2010 Annual Report
| Notes to the Consolidated Financial Statements
trust Units Issued and outstanding
December 31, 2009
Units issued for cash on exercise of options
Units issued under DRIP
Units issued for exchangeable units
Units issued on exercise of warrants 1
Units cancelled pursuant to the Arrangement – July 1, 2010
December 31, 2010
Exchangeable Units Issued and outstanding
December 31, 2009 issued by AltaGas LP #1
AltaGas LP #1 units redeemed for Trust units
Units cancelled pursuant to the Arrangement – July 1, 2010
December 31, 2010
Issued and outstanding at December 31, 2010
Number of units
Amount
78,231,948 $ 968,519
39,500
1,099,747
2,009
180,433
738
18,928
59
3,394
(79,553,637)
(991,638)
–
$
–
Number of units
Amount
2,083,656 $
14,143
(2,009)
(59)
(2,081,647)
(14,084)
–
–
$
–
–
1 On January 1, 2010 AltaGas issued 180,433 units on exercise of special warrants that were originally issued in February 2008 on a one-for-one basis at
$24.94 per special warrant.
Common shares Issued and outstanding
December 31, 2009
Shares issued pursuant to the Arrangement – July 1, 2010
Shares issued for cash on exercise of options
Shares issued under DRIP
Issued and outstanding December 31, 2010
Weighted Average shares outstanding
Number of shares – basic
Dilutive equity instruments 1
Number of shares – diluted
1
Includes options, convertible debentures and warrants
Number of shares
Amount
– $
–
81,635,284
1,005,722
197,250
693,865
4,177
13,134
82,526,399
$ 1,023,033
2010
2009
81,511,788
78,539,800
379,350
830,847
81,891,138
79,370,647
Preferred shares
On August 19, 2010 AltaGas issued 8,000,000 cumulative redeemable five year rate reset preferred shares, series A (the Series
A Preferred Shares) at a price of $25 per Series A Preferred Share for aggregate proceeds of $200 million.
Holders of the Series A Preferred Shares will be entitled to receive a cumulative quarterly fixed dividend for the initial period
ending on but excluding September 30, 2015 (the Initial Period) at an annual rate of 5.00 percent, payable quarterly, as and
when declared by the Board of Directors of AltaGas. The first quarterly dividend payment of $0.4589 per Series A Preferred
Share was paid on December 31, 2010. The dividend rate will reset on September 30, 2015 and every five years thereafter at
a rate equal to the sum of the then five-year Government of Canada bond yield plus 2.66 percent. The Series A Preferred Shares
are redeemable by AltaGas, at its option, on September 30, 2015 and on September 30 of every fifth year thereafter. AltaGas
may, at its option, redeem for cash all or any part of the outstanding Series A Preferred Shares by the payment of $25.00 per
share plus all accrued and unpaid dividends.
Holders of Series A Preferred Shares will have the right to convert all or any part of their shares into cumulative redeemable
floating rate preferred shares, series B (the Series B Preferred Shares), subject to certain conditions, on September 30, 2015
and on September 30 of every fifth year thereafter. Holders of Series B Preferred Shares will be entitled to receive a cumulative
quarterly floating dividend at a rate equal to the sum of the then 90-day Government of Canada Treasury Bill yield plus
2.66 percent, as and when declared by the Board of Directors of AltaGas.
Notes to the Consolidated Financial Statements | AltaGas 2010 Annual Report | 89
share option plan
The Company has an employee share option plan under which employees and directors are eligible to receive grants.
At December 31, 2010, 3,102,653 shares outstanding were reserved for issuance under the plan. As at December 31, 2010,
options granted under the plan generally had a term of 8 years until expiry and vested no longer than over a four-year period.
At December 31, 2010 outstanding options were exercisable at various dates within the next ten years. As at December 31, 2010
the unexpensed fair value of share option compensation cost associated with future periods was $3.0 million
(December 31, 2009 – $0.7 million).
The following table summarizes information about the Company’s share options:
Share options outstanding, beginning of year
Granted
Exercised
Expired
share options outstanding, end of year
share options exercisable, end of year
1 Weighted average.
Options outstanding
Number of
options
3,807,250 $
1,568,500
(236,750)
(280,500)
4,858,500 $
1,731,752 $
2010
Exercise
price1
19.86
20.26
14.49
19.46
20.27
22.65
Number of
options
2,972,250 $
1,024,500
(71,750)
(117,750)
3,807,250 $
1,194,398 $
2009
Exercise
price1
20.33
18.04
12.94
20.30
19.86
23.48
The following table summarizes the employee share option plan as at December 31, 2010:
$5.00 to $15.25
$15.26 to $25.08
$25.09 to $29.15
Options outstanding
Options exercisable
Number
outstanding
Weighted average
exercise price
986,875
$
3,128,375
743,250
4,858,500
$
14.19
20.42
27.72
20.27
Weighted average
remaining
contractual life
7.88
8.85
5.86
8.20
Number
exercisable
Exercise
price
380,750 $
668,502
682,500
1,731,752 $
14.12
22.16
27.89
22.65
The fair value of each option granted is estimated on the date of grant using the Black Scholes option pricing model with
weighted average assumptions for grants as follows:
Risk-free interest rate (%)
Expected life (years)
Expected volatility (%)
Annualized distribution per unit ($) average – issued under trust structure
Annualized dividend per share ($) average – issued under corporate structure
2010
3.25
10
24.78
2.16
1.32
2009
3.35
10
24.58
2.15
–
In 2004, AltaGas implemented an equity based compensation plan, which awards phantom shares to certain employees.
Beginning in 2008, all employees were eligible to receive phantom shares. The phantom shares are valued on dividends declared
and the trading price of the Company’s shares. The shares vest on a graded vesting schedule. The compensation expense recorded
in 2010 in respect of this plan was $9.7 million (2009 – $7.2 million). As at December 31, 2010 the unexpensed fair value of
equity based compensation costs associated with future periods was $15.6 million (December 31, 2009 – $26.4 million).
90 | AltaGas 2010 Annual Report
| Notes to the Consolidated Financial Statements
18. NEt INCoME PER sHARE
The following table summarizes the computation of net income per unit:
Years ended December 31
Numerator:
Numerator for basic net income applicable to common shares
Numerator for diluted net income applicable to common shares
Denominator:
Weighted-average number of shares
Dilutive equity instruments 1
Denominator for diluted net income applicable to common shares
Basic net income applicable to common shares
Diluted net income per share
1
Includes options and warrants.
2010
2009
$
$
97,224
97,224
$ 141,309
$ 141,998
81,512
379
81,891
$
$
1.19
1.19
$
$
78,540
831
79,371
1.80
1.79
19. CoMMItMENts
Future minimum lease payments under operating leases for office space, office equipment, and automotive equipment at
December 31, 2010 are estimated as follows:
2011
2012
2013
2014
2015
$
5,316
4,711
3,903
993
344
$
15,267
In 1999 AltaGas acquired an agreement to purchase natural gas from specific reserves for $0.05/Mcf for the life of the reserves.
The production from these reserves was 971 Mcf/d in 2010 (2009 – 841 Mcf/d).
In 2007 AltaGas entered into a service and maintenance agreement with Enercon GmbH for the wind turbines for Bear Mountain
Wind Park. AltaGas has an obligation to pay a minimum of $13.4 million over the next 11 years.
In 2009 AltaGas entered into a 20-year storage contract at the Dawn Hub in southwest Ontario. AltaGas is obligated to pay
approximately $3.3 million per annum over the term of the contract for storage services.
In 2010 AltaGas entered into a 60-year CPI indexed Electricity Purchase Agreement (EPA) with BC Hydro for its 195 MW
Forrest Kerr run-of-river hydroelectric project. At December 31, 2010, AltaGas is obligated to pay approximately $92.5 million for
construction work related to this project which is expected to be completed before mid-2014.
At December 31, 2010, AltaGas was committed to incur future capital expenditures for a variety of projects for an aggregate of
approximately $20.7 million for materials and services that suppliers had not yet delivered to AltaGas.
Notes to the Consolidated Financial Statements | AltaGas 2010 Annual Report | 91
20. NEt CHANGE IN NoN-CAsH WoRKING CAPItAL
The net change in the following non-cash working capital items increased (decreased) cash flows from operations as follows:
Years ended December 31
Accounts receivable
Inventory
Other current assets
Regulatory assets
Accounts payable and accrued liabilities
Customer deposits
Regulatory liabilities
Deferred revenue
Other current liabilities
Add back:
increase (decrease) in capital costs payable
Net change in non-cash working capital related to operations
1 Specific line items may not agree with the net change in the Consolidated Balance Sheets due to acquisition.
20101
20091
$
(20,697)
$
41,744
(11,706)
1,285
2,565
69,276
(9,246)
91
–
(2,528)
29,040
(626)
200
(1,774)
(75,057)
6,661
–
(2,777)
(7,096)
(38,725)
(30,979)
$
(1,939) $
20,996
(17,729)
Total cost of sales recognized from sale of natural gas inventory in 2010 was $25.6 million (2009 – $6.8 million).
Amounts paid relating to interest expense and income taxes were as follows:
Years ended December 31
Interest paid
Income taxes paid (received)
2010
46,078
2,368
$
$
$
$
2009
32,328
(89)
21. PENsIoN PLANs AND REtIREE BENEFIts
Defined Contribution Plan
On July 1, 2005 AltaGas implemented a defined contribution (DC) pension plan for substantially all employees. The DC plan
replaced the Group RRSP as AltaGas’ primary employer-sponsored retirement arrangement.
The net pension expense recorded for the DC pension plan was $2.5 million for the year ended December 31, 2010 (2009 –
$2.3 million).
Defined Benefit Plans
Effective August 25, 2004 the liability for a defined benefit, non-contributory pension plan in respect of nine AltaGas employees
for pre AltaGas pensionable service was assumed under Part II of the Salaried Employees’ Pension Plan as a result of an
acquisition. No future service accrues under this plan.
Plan contributions for Parts II, III and Iv of the Salaried Employees’ Pension Plan in 2010 and 2009 were made in accordance
with an actuarial valuation for funding purposes as at September 30, 2008 based upon a report dated April 29, 2009.
As at December 31, 2010 the accrued benefit obligation of AltaGas for this plan was $2.7 million (December 31, 2009 –
$2.2 million). At December 31, 2010 the plan had an accrued benefit asset recognized in the Consolidated Financial Statements
of $18,000 (December 31, 2009 – $3,000).
Plan contributions for the Younger pension plan and Harmattan pension plan during 2010 and 2009 were made in accordance
with actuarial valuations for funding purposes as at December 31, 2006 and December 31, 2008, respectively. As at
December 31, 2010 the accrued benefit obligation of AltaGas for these plans was $11.1 million (December 31, 2009 –
$9.0 million). At December 31, 2010 these plans had an accrued benefit liability recognized in the Consolidated Financial
Statements of $0.8 million (December 31, 2009 – $0.8 million).
92 | AltaGas 2010 Annual Report
| Notes to the Consolidated Financial Statements
In 2009 AltaGas assumed two defined benefit non contributory pension plans as a result of the acquisition of Utility Group
(note 3). The plans are in relation to substantially all full-time employees of AUI. Plan contributions for the AUI pension plans
during 2010 and 2009 were made in accordance with actuarial valuations for funding purposes as at September 30, 2008
based on reports dated April 15, 2009 for each plan. As at December 31, 2010 the accrued benefit obligation of AltaGas for
these plans was $25.0 million (December 31, 2009 – $19.0 million). At December 31, 2010 the plans had accrued benefit
liabilities recognized in the Consolidated Financial Statements of $1.5 million (December 31, 2008 – $1.4 million).
For the year ended December 31, 2010 the net pension cost for all defined benefit plans was $2.1 million (2009 – $0.8 million).
supplemental Executive Retirement Plan (sERP)
Effective July 1, 2005 AltaGas instituted a non-registered, defined benefit retirement plan that provides defined benefit pension
benefits to eligible executives based on average earnings, years of service and age at retirement. In 2009, AltaGas assumed the
liability recorded for the SERP held by Utility Group (note 3). As at December 31, 2010 the accrued benefit obligation of AltaGas
for this plan was $9.1 million (December 31, 2009 – $6.4 million). At December 31, 2010 the plan had an accrued benefit
liability recognized in the financial statements of $8.0 million (December 31, 2009 – $6.2 million).
The SERP benefits will be paid from the general revenue of AltaGas as payments come due. Security will be provided for the
SERP benefits through a letter of credit within a retirement compensation arrangement trust account.
For the year ended December 31, 2010 the net pension expense related to the SERP was $2.0 million (2009 – $1.2 million).
Post-Retirement Benefits
In 2008 AltaGas assumed two post retirement benefit plans for the unionized employees at Younger and Harmattan. Benefits
provided to retired employees are limited to the payment of life insurance and health insurance premiums.
In 2009 AltaGas assumed a post retirement benefit plan for certain employees of AUI providing benefits such as life insurance
and health care. These other benefit plans are not funded.
For the year ended December 31, 2010 the net benefit cost for these plans was $0.3 million (2009 – $0.2 million).
The estimates for health care benefits take into consideration increased health care benefits due to aging and cost increases
in the future. The assumed initial health care cost trend rate used to measure the expected cost of benefits is 7.83 percent and
the ultimate trend rate is 4.50 percent, which is assumed to be achieved by 2029.
Notes to the Consolidated Financial Statements | AltaGas 2010 Annual Report | 93
The following table summarizes the details of the defined benefit plans, including the SERP and post retirement plans:
Accrued benefit obligation
Balance, beginning of year
Assumed through acquisition 1
Actuarial loss
Current service cost
Interest cost
Benefits paid
Balance, end of year
Plan assets
Fair value, beginning of year
Assumed through acquisition 1
Actual loss on plan assets
Employer contributions
Member contributions
Benefits paid
Expected plan expenses
Fair value, end of year
Funded deficit
Unamortized transitional obligation
Unamortized past service costs
Unamortized net actuarial loss
Accrued benefit liability recognized
in the financial statements
Defined benefit
2010
Post-retirement
benefits 2010
Defined benefit
2009
Post-retirement
benefits 2009
$
36,611
$
2,571
$
13,146
$
–
6,553
3,104
2,538
(789)
–
131
129
177
(62)
48,017
2,946
28,688
–
3,550
2,366
99
(789)
(227)
33,687
(14,330)
131
548
6,383
–
–
–
62
–
(62)
–
–
(2,946)
151
–
270
16,910
3,673
2,261
2,249
(1,628)
36,611
8,763
14,542
4,978
2,280
95
(1,628)
(342)
28,688
(7,923)
179
625
1,511
563
1,217
617
93
136
(55)
2,571
–
–
–
55
–
(55)
–
–
(2,571)
181
–
137
$
(7,268)
$
(2,525)
$
(5,608)
$
(2,253)
1
Includes the AUI plan acquired in the acquisition of Utility Group (note 3) in 2009.
Discount rate (%)
Expected long-term rate of return on plan assets (%)
5.80–7.10
0.00–6.75
5.80–6.70
0.00–6.75
6.20–7.10
0.00–7.75
6.50–6.70
0.00–6.75
94 | AltaGas 2010 Annual Report
| Notes to the Consolidated Financial Statements
significant actuarial assumptions used
as at December 31
Defined benefit
2010
Post-retirement
benefits 2010
Defined benefit
2009
Post-retirement
benefits 2009
Discount rate (%)
Expected long-term rate of return on plan assets (%)
Rate of compensation increase (%)
Average remaining service life of active employees (years)
Net benefit plan expense for the year
5.80–7.10
0.00–6.75
0.00–5.50
14.7
Current service cost and expenses
$
3,264
$
5.80–6.70
0.00–6.75
4.00
13.1
129
177
–
–
306
–
–
(2)
–
30
6.20–7.10
0.00–7.75
0.00–5.50
14.8
$
1,519
$
1,262
(2,362)
2,380
2,799
1,498
1
(2,414)
77
11
6.50–6.70
0.00–6.75
4.00
10.1
43
62
–
209
314
–
–
(231)
–
7
90
2,538
(522)
27
5,307
(1,400)
–
(6)
77
48
$
4,026
$
334
$
1,972
$
Interest cost
Actual gain on plan assets
Actuarial loss on accrued benefit obligation
Costs arising in the year
Differences between costs arising in the year and
costs recognized in the year in respect of:
Actuarial (gain) loss on plan assets
Plan amendments
Actuarial gain on accrued benefit obligation
Amortization of past service costs
Transitional obligations
Net periodic benefit plan costs recognized
The assets are invested under balanced fund mandates with a broad mix of fixed income, Canadian equity and foreign equity
investments. The collective investment mixes for the plans are as follows as at December 31, 2010:
Cash and short-term equivalents
Canadian equities
Foreign equities
Fixed income
Percentage of plan assets
4.05%
33.93%
27.85%
34.17%
100.00%
Assumed health care cost trend rates have a significant effect on the amounts reported for health care plans. A one-percentage-
point change in the assumed health care trend rates would have the following effects for 2010:
Service and interest costs
Accrued benefit obligation
Increase
Decrease
$
$
45
474
$
$
(35)
(381)
AltaGas pays rent under a lease for office space and equipment to 2013761 Ontario Inc., which is owned by certain employees
of AltaGas. Payments of approximately $0.1 million were made in 2010 (2009 – approximately $0.1 million) which is the
exchange value of the property agreed to by both parties. The lease expires December 2011. The transactions were in the
normal course of business and were recorded at their exchange amounts.
Prior to acquisition of Utility Group, AltaGas held significant influence over Utility Group given AltaGas’ 19.8 percent ownership,
and AltaGas’ Chairman and Chief Executive Officer was a director of Utility Group. AltaGas sold natural gas to Utility Group and
received management fees from Utility Group for operating services provided. These transactions were part of the normal
course of business and were recorded at their exchange amounts. Commencing from October 8, 2009, the date that AltaGas
owned 100 percent of the shares of Utility Group, all the transactions between AltaGas and Utility Group were eliminated in the
consolidated financial statements.
Notes to the Consolidated Financial Statements | AltaGas 2010 Annual Report | 95
23. JoINt VENtUREs
AltaGas’ proportionate interest in its joint venture arrangements is summarized in the table below:
Proportionate share of operating income for the years ended December 31
Revenues
Expenses
Proportionate share of net assets at December 31
Current assets
Capital assets
Energy services arrangements, contracts and relationships
Long-term investments and other assets
Current liabilities
Other long-term liabilities
Proportionate share of cash flows for years ended December 31
Operating activities
Investing activities
Financing activities
2010
2009
$ 250,900 $
195,250
238,176
193,807
$
55,650 $
44,369
$
59,731 $
31,304
295,900
77,538
2
299,213
82,284
14
(25,644)
(15,644)
(4,579)
(1,660)
$ 402,948 $ 395,511
$
67,877 $
(10,117)
(43,376)
61,613
(18,497)
(38,309)
$
14,384 $
4,807
24. NoN-MoNEtARY tRANsACtIoN
In 2009 AltaGas entered into a non-monetary transaction with a third-party in which it exchanged B.C. Renewable Energy
Certificates (RECs) for verified emission offsets that were generated in Alberta. The B.C. RECs were created through the
generation of power at the Bear Mountain Wind Park in 2009 and 2010. The verified emission offsets received by AltaGas were
used to offset the costs to comply with Specified Gas Emitters Regulation (SGER) for the 2008 compliance year. The contract
was completed in the second quarter 2010.
25. CoNtINGENt LIABILItY
The Sundance B Unit 3 facility experienced an outage in second quarter 2010. The facility operator has notified AltaGas that it
believes this event is a force majeure due to a high impact low probability event. AltaGas’ management does not consider this
to be a force majeure event. Mechanical failure has historically been treated as a maintenance item, rather than a force majeure
event. Accordingly, AltaGas has not recorded a charge in its consolidated financial statements related to the notification from
the facility operator. If the operator was successful in its claim, the impact to income has been estimated to be approximately
$13 million.
26. CoMPARAtIVE FIGUREs
Certain comparative figures have been reclassified to conform to the current financial presentation.
96 | AltaGas 2010 Annual Report
| Notes to the Consolidated Financial Statements
27. sEGMENtED INFoRMAtIoN
AltaGas owns and operates a portfolio of assets and services used to move energy from the source to the end-user. The majority
of the transactions among the reporting segments are recorded at the market price of the commodities and the remainder is at
the exchange amount. In accordance with the CICA Handbook Section 1700, in the year ended December 31, 2010, AltaGas
changed the composition of its reportable segments as a result of modifications and growth of the enterprise. Comparative
periods have been restated based on the current reportable segments. The following describes the Company’s four
reporting segments:
Gas
Power
Utility
Corporate
• NGL processing and extraction plants
• transmission pipelines to transport natural gas and NGL
• natural gas gathering lines and field processing facilities
• energy consulting and sale of natural gas and electricity
• natural gas storage facilities
• coal-fired and gas-fired power output under PPAs and other agreements
• gas-fired power plants
• wind and run-of-river power plants
• sale of power to commercial and industrial users in Alberta
• regulated natural gas distribution assets
• the costs of providing corporate services and general corporate overhead, investments in public and private
entities, corporate assets and the effects of changes in the fair value of risk management contracts
The following tables show the composition by segment:
Year ended December 31, 2010
Revenue
Unrealized loss
on risk management
Cost of sales
Gas2
Power2
Utility
Corporate
Intersegment
Elimination
total
$ 1,064,297 $ 261,563 $ 151,697 $
2,962 $ (125,130) $ 1,355,389
–
–
–
(1,337)
–
(1,337)
(751,647)
(159,719)
(79,768)
–
122,580
(868,554)
Operating and administrative
(154,823)
(10,044)
(35,494)
(43,729)
2,550
(241,540)
Accretion of asset
retirement obligations
Amortization
Foreign exchange loss
Interest expense
(2,839)
(33)
(8)
–
(59,072)
(15,332)
(11,648)
(3,128)
–
–
–
–
–
(67)
(7,723)
(41,119)
Income (loss) before income taxes
$ 95,916 $ 76,435 $ 17,056 $ (86,418) $
Net additions to
Capital assets 1
Energy service arrangements
contracts and
relationships
Long-term investment
and other assets 1
$ 108,221 $ 51,375 $ 54,687 $
5,838 $
–
–
1,863
–
–
(54)
(1,890)
3,794
Goodwill
Segmented assets
$ 143,726 $
–
$ 55,771 $
–
$
$ 1,712,141 $ 466,341 $ 475,968 $ 97,242 $
–
–
–
–
–
–
–
–
–
(2,880)
(89,180)
(67)
(48,842)
$ 102,989
$ 220,121
1,863
1,850
$ 199,497
$ 2,751,692
1 Net additions to capital assets and long-term investments and other assets may not agree to other financial statements due to classification of acquisitions.
2 Commencing January 1, 2010 the Commercial and Industrial power retail business was transferred from the Gas reporting segment to the Power reporting
segment without restatement of earlier periods.
Notes to the Consolidated Financial Statements | AltaGas 2010 Annual Report | 97
–
76,854
4,416
3,697
(811,688)
(205,081)
–
–
–
–
–
–
–
–
–
(3,138)
(74,121)
(1)
(31,759)
$ 142,477
$ 486,396
11,743
$ 201,728
$ 2,628,941
Gas
Power
Utility
Corporate
Intersegment
Elimination
Total
$ 1,098,873 $ 188,508 $
43,538 $
14,919 $
(81,270)
$ 1,264,568
Year ended December 31, 2009
Revenue
Unrealized gain on
risk management
Cost of sales
Operating and administrative
Accretion of asset
retirement obligations
Amortization
Foreign exchange loss
Interest expense
–
(771,749)
(159,886)
(3,127)
(61,274)
–
–
–
(86,280)
(6,059)
(10)
(8,167)
–
–
–
(30,513)
(3,419)
(1)
(2,153)
–
3,697
–
(40,133)
–
(2,527)
(1)
(1,036)
(30,723)
Income (loss) before income taxes
$ 102,837 $
87,992 $
6,416 $
(54,768) $
Net additions to
Capital assets 1
Long-term investment and
other assets 1
Goodwill
Segmented assets
$
52,406 $ 159,544 $ 271,373 $
3,073 $
–
(367)
(12,300)
24,410
$ 143,691 $
–
$
58,037 $
–
$
$ 1,623,120 $ 425,899 $ 430,057 $ 149,865 $
1 Net additions to capital assets and long-term investments and other assets may not agree to other financial statements due to classification of acquisitions.
98 | AltaGas 2010 Annual Report
| Notes to the Consolidated Financial Statements
sHAREHoLDER INFoRMA tIoN
2010 Dividend and Distribution History
Ex-Distribution Date
Record Date
January 21, 2010
February 23, 2010
March 23, 2010
April 22, 2010
May 20, 2010
June 23, 2010
July 22, 2010
August 23, 2010
September 23, 2010
October 21, 2010
November 23, 2010
December 23, 2010
January 25, 2010
February 25, 2010
March 25, 2010
April 26, 2010
May 25, 2010
June 25, 2010
July 26, 2010
August 25, 2010
September 27, 2010
October 25, 2010
November 25, 2010
December 29, 2010
Total 2010 Cash Dividends & Distribution Declared:
Payment Date
February 16, 2010
March 15, 2010
April 15, 2010
May 17, 2010
June 15, 2010
June 30, 2010
August 16, 2010
September 15, 2010
October 15, 2010
November 15, 2010
December 15, 2010
January 17, 2011
Amount
$0.18
$0.18
$0.18
$0.18
$0.18
$0.18
$0.11
$0.11
$0.11
$0.11
$0.11
$0.11
$1.74
Dividend Reinvestment and optional Common share Purchase Plan of AltaGas Ltd. for Holders of Common shares
AltaGas offers a Dividend Reinvestment and Optional Common Share Purchase Plan (the “DRIP”) for holders of common shares
of AltaGas Ltd.
The DRIP provides eligible shareholders with the opportunity to:
• Reinvest cash dividends paid by AltaGas Ltd. into common shares of AltaGas Ltd. at a 5 percent discount to the average
market price, under the dividend reinvestment component of the DRIP; and
• Purchase common shares of AltaGas Ltd. at the average market price (with no discount) under the optional common share
purchase component of the DRIP, if the eligible shareholder is enrolled in the dividend reinvestment component of the DRIP.
Registered shareholders who are eligible and wish to participate in the DRIP must enroll directly with Computershare Trust
Company of Canada, while beneficial shareholders who are eligible and wish to participate in the DRIP should contact their
broker, investment dealer, financial institution or other nominee that holds their shares, in order to enroll.
Complete details on the DRIP are available on the AltaGas website at www.altagas.ca.
AltaGas share Price and Volume (ALA)
Volume
High
Low
Close
Volumes Traded
(millions)
Share Price
$30.00
$25.00
$20.00
$15.00
$10.00
$5.00
$0.00
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
2009 High – $19.09 Low – $12.25 Close – $18.80
2010 High – $22.55 Low – $16.28 Close – $21.70
Shareholder Information | AltaGas 2010 Annual Report | 99
Close
Volume Traded
Low
High
12
10
8
6
4
2
0
10–YEAR REVIEW oF FINANCIAL AND oPERA tING INFoRMA tIoN
($ millions unless otherwise indicated)
Financial Highlights
Income statement Revenue
Net revenue 1
EBITDA 1
Operating income
Gas
Power
Utility
Corporate
Net income
Cash Flow
Balance sheet
Net income per basic share
EBITDA per basic share 1
Funds from operations 1
Funds from operations per basic share 1
Distributions/dividends per share declared
Capital assets
Energy service arrangements, contracts
and relationships
Total assets
Short-term debt
Long-term debt
Shareholders’ equity
share Data (millions) Shares outstanding at year-end
Weighted average shares outstanding
for the year (basic)
Ratios (%)
Return on average equity
operating statistics
Gas
Power
Utility
Return on average invested capital
Debt as a percentage of total capitalization
Extraction inlet capacity (Mmcf/d) 2
Extraction ethane volumes (Bbls/d) 3
Extraction NGL volumes (Bbls/d) 3
Total extraction volumes (Bbls/d) 3
Frac spread – realized ($/Bbl) 3, 4
Frac spread – average spot price ($/Bbl) 3, 4
Transmission volumes (Mmcf/d) 3, 5
Field processing throughput (gross Mmcf/d) 3
Field processing capacity utilization (%) 2
Average gas volumes marketed (GJ/d) 3, 8
volume of power sold (GWh) 3
Price received on the sale of power ($/MWh) 3
Alberta Power Pool price ($/MWh) 3
Natural gas deliveries – end-use (PJ) 6
Natural gas deliveries – transportation (PJ) 6
Service sites 2
Degree day variance (%) 7
AUI
Heritage
2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
1,354.1
485.5
243.8
95.9
76.4
24.8
(45.3)
151.8
97.2
1.19 $
2.99 $
1,268.3
456.6
251.5
102.9
88.0
7.4
(24.0)
174.3
141.3
1.80 $
3.20 $
195.0
202.3
2.39 $
1.74 $
2.58 $
2.16 $
$
$
$
$
1,816.8
476.5
258.7
103.6
117.9
–
(33.5)
188.0
163.6
2.38
3.76
216.8
3.15
2.125
1,995.6
1,857.1
1,436.7
120.8
2,751.7
9.5
895.0
1,211.0
82.5
81.5
9.44
8.23
42.8
1,594
25,453
12,654
38,107
27.27
31.95
286
423
35
128.9
2,628.9
14.5
1,000.1
1,048.9
80.3
78.5
13.6
10.0
49.2
1,594
26,817
13,236
40,053
23.46
19.51
324
453
39
138.9
2,132.3
4.5
560.8
957.4
71.9
68.8
19.6
13.6
37.8
1,594
24,795
12,242
37,037
26.97
28.79
379
541
46
386,004
354,513
302,392
388,217
327,057
312,272
174,337
2,828
66.79
50.76
19.9
5.3
74,664
(1.6)
(13.2)
2,725
68.97
47.84
6.6
0.6
72,717
9.9
(1.0)
2,623
84.51
89.95
–
–
–
–
–
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
1,428.4
324.0
175.2
1,362.6
318.9
174.5
1,502.3
296.9
156.8
59.3
94.6
–
(27.3)
126.6
108.8
1.90
3.05
162.9
2.84
2.065
682.3
95.7
1,172.7
3.6
217.2
584.7
58.1
57.4
19.8
16.2
27.4
554
13,355
6,752
20,108
21.38
22.48
407
527
52
2,661
68.59
66.84
–
–
–
–
–
63.4
90.9
–
(27.6)
126.7
114.5
2.06
3.14
161.7
2.92
1.995
677.9
103.3
1,109.6
–
265.5
529.4
56.4
55.5
22.7
16.3
33.4
554
13,132
6,564
19,696
18.47
18.47
400
555
54
2,878
69.26
80.48
–
–
–
–
–
60.1
48.7
6.2
(6.9)
108.1
90.3
1.67
2.90
129.0
2.39
1.85
645.4
110.9
1,068.3
2.7
266.3
478.6
54.6
54.0
18.4
13.0
36.0
539
13,155
6,202
19,357
9.31
9.31
432
563
60
3,466
54.59
70.19
10.5
9.5
(1.4)
(5.7)
864.6
250.4
134.5
47.9
35.8
7.9
–
91.6
65.8
1.33
2.72
108.6
2.20
1.31
746.7
113.1
1,108.6
7.0
352.5
483.5
53.2
49.4
15.7
11.6
42.6
539
8,602
4,834
13,436
10.51
10.51
432
560
61
3,481
48.77
54.54
14.0
11.6
2.6
2.3
710.6
217.3
122.8
43.3
31.6
8.7
–
83.6
38.3
0.84
2.70
90.2
1.98
0.38
677.9
101.0
919.3
4.5
392.4
363.3
45.7
45.5
10.9
11.1
52.2
349
4,056
3,519
7,575
6.23
6.23
403
520
61
–
3,266
47.56
62.98
14.7
10.5
6.9
–
492.7
169.9
95.6
25.0
26.1
8.8
–
59.9
29.4
0.70
2.26
70.8
1.67
0.28
663.4
107.0
904.9
50.6
368.9
338.6
45.2
42.3
9.8
9.3
55.3
349
1,425
1,974
3,399
6.35
6.35
106
492
63
–
2,669
41.27
43.85
14.7
8.4
7.8
–
489.8
135.0
69.9
35.2
–
8.2
–
43.4
19.2
0.50
1.83
50.2
1.31
0.18
521.0
112.2
721.1
100.0
283.9
261.9
38.5
38.2
7.3
8.7
58.5
219
1,063
1,555
2,618
47
489
65
–
–
–
–
–
–
13.7
8.4
(3.4)
–
61,447
60,430
59,543
58,499
57,542
1. Non-GAAP financial measure. See discussion in the “Non-GAAP Financial Measures” section of the MD&A. 2. As at December 31. 3. Annual average.
4. Indicative frac spread or NGL margin, expressed in dollars per barrel of NGL and derived from Edmonton postings for propane, butane and condensate
and the daily AECO natural gas price. 5. Excludes NGL pipeline volumes.
100 | AltaGas 2010 Annual Report
| 10-Year Review of Financial and Operating Information
10–YEAR REVIEW oF FINANCIAL AND oPERA tING INFoRMA tIoN
2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
Balance sheet
Capital assets
1,995.6
1,857.1
1,436.7
($ millions unless otherwise indicated)
Financial Highlights
Income statement Revenue
Net revenue 1
EBITDA 1
Operating income
Gas
Power
Utility
Corporate
Cash Flow
Net income
Net income per basic share
EBITDA per basic share 1
Funds from operations 1
Funds from operations per basic share 1
Distributions/dividends per share declared
Energy service arrangements, contracts
and relationships
Total assets
Short-term debt
Long-term debt
Shareholders’ equity
Return on average invested capital
Debt as a percentage of total capitalization
Extraction inlet capacity (Mmcf/d) 2
Extraction ethane volumes (Bbls/d) 3
Extraction NGL volumes (Bbls/d) 3
Total extraction volumes (Bbls/d) 3
Frac spread – realized ($/Bbl) 3, 4
Frac spread – average spot price ($/Bbl) 3, 4
Transmission volumes (Mmcf/d) 3, 5
Field processing throughput (gross Mmcf/d) 3
Field processing capacity utilization (%) 2
Average gas volumes marketed (GJ/d) 3, 8
share Data (millions) Shares outstanding at year-end
Weighted average shares outstanding
for the year (basic)
Ratios (%)
Return on average equity
operating statistics
Gas
Power
volume of power sold (GWh) 3
Price received on the sale of power ($/MWh) 3
Alberta Power Pool price ($/MWh) 3
Utility
Natural gas deliveries – end-use (PJ) 6
Natural gas deliveries – transportation (PJ) 6
Service sites 2
Degree day variance (%) 7
AUI
Heritage
$
$
$
$
1.19 $
2.99 $
2.39 $
1.74 $
1.80 $
3.20 $
2.58 $
2.16 $
195.0
202.3
1,354.1
485.5
243.8
95.9
76.4
24.8
(45.3)
151.8
97.2
120.8
2,751.7
9.5
895.0
1,211.0
82.5
81.5
9.44
8.23
42.8
1,594
25,453
12,654
38,107
27.27
31.95
286
423
35
2,828
66.79
50.76
19.9
5.3
74,664
(1.6)
(13.2)
1,268.3
456.6
251.5
102.9
88.0
7.4
(24.0)
174.3
141.3
128.9
2,628.9
14.5
1,000.1
1,048.9
80.3
78.5
13.6
10.0
49.2
1,594
26,817
13,236
40,053
23.46
19.51
324
453
39
2,725
68.97
47.84
6.6
0.6
72,717
9.9
(1.0)
1,816.8
476.5
258.7
103.6
117.9
–
(33.5)
188.0
163.6
2.38
3.76
216.8
3.15
2.125
138.9
2,132.3
4.5
560.8
957.4
71.9
68.8
19.6
13.6
37.8
1,594
24,795
12,242
37,037
26.97
28.79
379
541
46
2,623
84.51
89.95
–
–
–
–
–
$
$
$
$
1,428.4
324.0
175.2
1,362.6
318.9
174.5
1,502.3
296.9
156.8
$
$
$
$
59.3
94.6
–
(27.3)
126.6
108.8
1.90
3.05
162.9
2.84
2.065
682.3
95.7
1,172.7
3.6
217.2
584.7
58.1
57.4
19.8
16.2
27.4
554
13,355
6,752
20,108
21.38
22.48
407
527
52
$
$
$
$
63.4
90.9
–
(27.6)
126.7
114.5
2.06
3.14
161.7
2.92
1.995
677.9
103.3
1,109.6
–
265.5
529.4
56.4
55.5
22.7
16.3
33.4
554
13,132
6,564
19,696
18.47
18.47
400
555
54
$
$
$
$
60.1
48.7
6.2
(6.9)
108.1
90.3
1.67
2.90
129.0
2.39
1.85
645.4
110.9
1,068.3
2.7
266.3
478.6
54.6
54.0
18.4
13.0
36.0
539
13,155
6,202
19,357
9.31
9.31
432
563
60
$
$
$
$
864.6
250.4
134.5
47.9
35.8
7.9
–
91.6
65.8
1.33
2.72
108.6
2.20
1.31
746.7
113.1
1,108.6
7.0
352.5
483.5
53.2
49.4
15.7
11.6
42.6
539
8,602
4,834
13,436
10.51
10.51
432
560
61
386,004
354,513
302,392
388,217
327,057
312,272
174,337
2,661
68.59
66.84
–
–
–
–
–
2,878
69.26
80.48
–
–
–
–
–
3,466
54.59
70.19
10.5
9.5
3,481
48.77
54.54
14.0
11.6
$
$
$
$
710.6
217.3
122.8
43.3
31.6
8.7
–
83.6
38.3
0.84
2.70
90.2
1.98
0.38
677.9
101.0
919.3
4.5
392.4
363.3
45.7
45.5
10.9
11.1
52.2
349
4,056
3,519
7,575
6.23
6.23
403
520
61
–
3,266
47.56
62.98
14.7
10.5
$
$
$
$
492.7
169.9
95.6
25.0
26.1
8.8
–
59.9
29.4
0.70
2.26
70.8
1.67
0.28
663.4
107.0
904.9
50.6
368.9
338.6
45.2
42.3
9.8
9.3
55.3
349
1,425
1,974
3,399
6.35
6.35
106
492
63
–
2,669
41.27
43.85
14.7
8.4
489.8
135.0
69.9
35.2
–
8.2
–
43.4
19.2
0.50
1.83
50.2
1.31
0.18
521.0
112.2
721.1
100.0
283.9
261.9
38.5
38.2
7.3
8.7
58.5
219
1,063
1,555
2,618
–
–
47
489
65
–
–
–
–
13.7
8.4
61,447
60,430
59,543
58,499
57,542
(1.4)
(5.7)
2.6
2.3
6.9
–
7.8
–
(3.4)
–
6. 2009 deliveries reflect Utility Group deliveries as of October 8, 2009 when the Company obtained control and 100 percent of Heritage Gas deliveries as of
November 18, 2009. Excludes Inuvik Gas Ltd. for all periods; excludes Heritage Gas Limited for all periods prior to 2009. 7. variance from 20-year average – positive
variances are favourable; 2009 statistics for partial year of ownership; Heritage 2004 and 2005 statistics based on variance to 30-year average. 8. Includes volumes
marketed directly, volumes transacted on behalf of other operating segments and volumes sold in gas exchange transactions.
10-year Review of Financial and Operating Information | AltaGas 2010 Annual Report | 101
CoRPoRA tE INFoRMA tIoN
Management team
Auditors
David W. Cornhill
Chairman and Chief Executive Officer
Ernst & Young LLP
Calgary, Alberta, Canada
Investor Relations
For investor relations enquiries,
please contact:
403-691-7100
Tel:
Toll-free: 1-877-691-7199
Fax:
Email:
403-691-7150
investor.relations@altagas.ca
Definitions
Bbls/d barrels per day
Bcf
bps
GJ
billion cubic feet
basis points
gigajoule
GWh
gigawatt-hour
Mcf
thousand cubic feet
Mmcf/d million cubic feet per day
MW
megawatt
MWh megawatt-hour
t/MWh
tonnes per megawatt-hour
Gregory A. Aarssen
Co-President – Gas
Richard M. Alexander
President and Chief Operating Officer
Dennis A. Dawson
vice President General Counsel
and Corporate Secretary
Patricia M. Newson
President – AltaGas Utility Group Inc.
Deborah s. stein
vice President Finance and
Chief Financial Officer
Randy W. toone
Co-President – Gas
David R. Wright
Executive vice President Strategy
and Corporate Development
transfer Agent
Computershare Trust Company
of Canada
Calgary, Alberta, Canada
Toll-free: 1-800-564-6253
Email: service@computershare.com
Investors are encouraged to contact
Computershare for information
concerning their security holdings.
stock Exchange Listing
Toronto Stock Exchange: ALA
Annual Meeting
The annual meeting will be held at
3:00 p.m. MDT on
Wednesday, April 20, 2011 at
The Petroleum Club
319 – 5th Avenue S.W.,
Calgary, Alberta
102 | AltaGas 2010 Annual Report
| Corporate Information
Design and production Karo Group
Photography Colin Way
Printed in Canada by McAra
The paper selection preserves 39 trees,
saves 16,516 gallons of wastewater flow and
conserves 27,540,000 BTUs of energy.
FPO
FPO
1700, 355 - 4th Avenue SW
Calgary, Alberta T2P 0J1
altagas.ca
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