DISCLAIMERS Cautionary statement regarding forward-looking - PowerPoint PPT Presentation

DISCLAIMERS Cautionary statement regarding forward-looking statements This document contains statements that are, or may be deemed to be, ‘forward - looking statements’ with respect to Severn Trent’s financial condition, results of operations and business and certain of Severn Trent’s plans and objectives with respect to these items. Forward-looking statements are sometimes, but not always, identified by their use of a date in the future or such words as ‘anticipates’, ‘aims’, ‘due’, ‘could’, ‘may’, 'will', 'would', ‘should’, ‘expects’, ‘believes’, ‘intends’, ‘plans’, 'projects', ‘potential’, ‘reasonably possible’, ‘targets’, ‘goal’, ‘estimates’ or words with a similar meaning, and, in each case, their negative or other variations or comparable terminology. Any forward-looking statements in this document are based on Severn Trent's current expectations and, by their very nature, forward-looking statements are inherently unpredictable, speculative and involve risk and uncertainty because they relate to events and depend on circumstances that may or may not occur in the future. Forward-looking statements are not guarantees of future performance and no assurances can be given that the forward-looking statements in this document will be realised. There are a number of factors, many of which are beyond Severn Trent's control, that could cause actual results, performance and developments to differ materially from those expressed or implied by these forward-looking statements. These factors include, but are not limited to: the Principal Risks disclosed in our latest Annual Report and Accounts (which have not been updated since the date of its publication); changes in the economies and markets in which the Group operates; changes in the regulatory and competition frameworks in which the Group operates; the impact of legal or other proceedings against or which affect the Group; and changes in interest and exchange rates. All written or verbal forward-looking statements, made in this document or made subsequently, which are attributable to Severn Trent or any other member of the Group or persons acting on their behalf are expressly qualified in their entirety by the factors referred to above. No assurances can be given that the forward-looking statements in this document will be realised. This document speaks as at the date of publication. Save as required by applicable laws and regulations, Severn Trent does not intend to update any forward-looking statements and does not undertake any obligation to do so. Past performance of securities of Severn Trent Plc cannot be relied upon as a guide to the future performance of securities of Severn Trent Plc. Nothing in this document should be regarded as a profit forecast. This document is not an offer to sell, exchange or transfer any securities of Severn Trent Plc or any of its subsidiaries and is not soliciting an offer to purchase, exchange or transfer such securities in any jurisdiction. Securities may not be offered, sold or transferred in the United States, absent registration or an applicable exemption from the registration requirements of the US Securities Act of 1933 (as amended). 2

LIV GARFIELD Chief Executive 3

MANAGING THE IMPACT OF COVID-19 Supporting people through the COVID-19 crisis Colleagues Customers Communities Pic Pic    Committed to no redundancies or Helping customers struggling to pay with £1m emergency fund – £500k supporting furloughing from COVID-19 established WaterSure and Big c.200 organisations so far Difference schemes   Supporting financial wellbeing with full Supporting supply chain with immediate  sick pay , payment of 2019/20 bonus Supporting vulnerable customers through payment and secure future work in and three year pay deal Priority Services Register Midlands    Caring for our Colleagues campaign £3.5m donation to Severn Trent Trust Working with Business in the Community Fund and local forums 4

MANAGING THE IMPACT OF COVID-19 Preparation, agility and culture enable delivery of essential services and AMP7 plans Delivering essential services Continued focus on AMP7   Quickly enabled well-practised incident management Well prepared through fast-track status and substantial investment in final year of AMP6  Flexible working to keep frontline colleagues safe  Re-focusing customer ODI delivery plans to counteract  Almost half of colleagues working from home impact on some measures, e.g. Per Capita Consumption  Embracing technology with increased use of virtual  Teams with capacity working on new projects technicians and at-home network monitoring  Taking advantage of reduced traffic , pulling forward network  Quickly identified and trained reserve teams to ensure renewal in normally busy streets adequate skilled resource for essential tasks 5

2019/20 HIGHLIGHTS Net customer ODIs of £36m 1 taking AMP6 total to £174m A good end to Delivering consistent improvements in Water AMP6 operationally Anticipate 4* EPA status from the Environment Agency £800m of capital invested, taking AMP6 total to £3bn A substantial year of Birmingham Resilience completed on time and to budget investment Improved 1,600km of rivers with Water Framework Directive Expect to deliver positive customer ODIs from year one Entering AMP7 in a strong 80% of year one capital programme already contracted position Effective interest cost of 3.7% as we enter the AMP 6 6 1. Customer ODIs quoted pre-tax, in 2012/13 prices, unless otherwise stated.

JAMES BOWLING Chief Financial Officer 7

2019/20 FINANCIAL HIGHLIGHTS Good results in line with expectations, strong financial resilience Underlying PBIT 1 Underlying basic EPS 2 Effective interest cost £570.3m 146.0p 3.7% -0.6% +0.1% down 20 bps, 170 bps in AMP6 Net customer ODI reward AMP6 cumulative RoRE 3 Strong liquidity £755m £36m 8.5% available facilities at 31 March totalling £174m across AMP6 delivering on all three levers Full-year dividend of 100.08p 1. Underlying profit before interest and tax (PBIT) excludes exceptional items and amortisation of acquired intangible assets. Reported PBIT of £568.2m (2018/19: £563.3m) includes amortisation of acquired intangible assets of £2.1m (2018/19: £0.7m) and nil exceptional operating costs (2018/19: £9.6m). 8 2. Underlying earnings per share (EPS) before exceptional items, amortisation of acquired intangible assets, net losses/gains on financial instruments, current tax on exceptional items and on net losses/gains on financial instruments, exceptional current tax and deferred tax. Reported basic EPS of 66.7p (2018/19: 133.4p). 3. AMP6 cumulative Return on Regulated Equity quoted net, pre-tax at 2012/13 prices, using Ofwat’s RoRE methodology.

COVID-19 IMPACT ON PBIT Limited impact on 2019/20 PBIT; direct costs largely absorbed; bad debt provision increased No material step up in operating costs as a result of COVID-19 to date March/April cash receipts strong; low levels of direct debit cancellations Direct impact to bad debt of £2m; indirect impact of some activity restrictions on older debt recovery plan Potential impact in 2020/21: Lower non-household Reduced property Increased household sales ; deferred to later revenue; recovered later in AMP7 bad debt risk from in AMP7 economic recession £50m to £85m impact £1m to £5m for year 9

REGULATED WATER AND WASTE WATER Underlying PBIT down 2.9% reflecting higher bad debt and increased activity to close AMP6 Prudent provisioning, reflecting: RPI-linked increase offset by - Increased provisions on pre-AMP6 debt; lower customer ODI reward, - Direct £2m COVID-19 impact; and with £78m deferred to - Indirect COVID-19 impact on some AMP7 from 2017/18 reward Completion of recovery plan activity AMP6 maintenance 37.6 (11.8) programmes, including 6.0 (17.0) 900km mains renewal Increased investment over AMP6 with new (3.7) £m (6.4) assets coming online (8.2) 527.0 (12.0) 511.5 FY 2018/19 Turnover Net labour costs Hired and Bad debt Power Other costs Infrastructure Depreciation FY 2019/20 contracted costs renewals expenditure 10 10

​ BUSINESS SERVICES PBIT PBIT Turnover (excl. Property) £64.9m £240.4m £57.2m +20% +1% +29% £64.9m £64.1m Energy generation £7.7m A significant contributor to the early achievement of our £19.9m target for 100% energy from renewable sources. Generation Property increased 19% to 491 GWh , through Bioresources and our PBIT 1 non-regulated activity £57.2m Operating Services Property Development £44.2m £7m 1 property sales Increase in profits from improved performance and delivered this year, £34m of Operational higher expected whole life 2027 £100m target PBIT profits on key contracts now delivered 11 11 2018/19 2019/20 1. Property Development PBIT of £7.7m incudes £0.7m adjustment for provision for unrealised profit from internal sales and rental income of £0.1m; external property sales were £6.9m.