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8-K - Frontier Communications Parent, Inc. | c64565_8-k.htm |
Exhibit 99.1
Investor Presentation
March 2011
2
Safe Harbor Statement
Forward-Looking Language
This document contains forward-looking statements that are subject to risks and uncertainties that could cause actual results to differ materially from those expressed or implied in the statements.
Statements
that are not historical facts are forward-looking statements made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. Words such as believe,
anticipate, expect and
similar expressions are intended to identify forward-looking statements. Forward-looking statements (including oral representations) are only predictions or statements of
current plans, which we review continuously. Forward-looking
statements may differ from actual future results due to, but not limited to, and our future results may be materially affected by,
potential risks or uncertainties. You should understand that it is not possible to predict or identify all potential
risks or uncertainties. You should understand that it is not possible to predict all
potential risks or uncertainties. We note the following as a partial list: our ability to successfully
integrate the operations of the acquired business into Frontiers existing operations; the
risk that the growth opportunities and cost synergies from the transaction may not be fully realized or may take longer to realize than expected; our indemnity
obligation to Verizon
for taxes which may be imposed upon them as a result of changes in ownership of our stock may discourage, delay or prevent a third party from acquiring control of us during the
two-year period ending July 2012 in a transaction
that stockholders might consider favorable; the effects of increased expenses incurred due to activities related to the transaction
and the integration of the acquired business; our ability to maintain relationships with customers, employees or suppliers;
the effects of greater than anticipated competition
requiring new pricing, marketing strategies or new product or service offerings and the risk that we will not respond on a timely or profitable basis; reductions in the number of our
access lines that
cannot be offset by increases in HSI subscribers and sales of other products and services; the effects of ongoing changes in the regulation of the
communications industry as a result of federal and state legislation and regulation, or changes in the enforcement
or interpretation of such legislation and regulation; the effects of
changes in the availability of federal and state universal funding to us and our competitors; the effects of competition from cable, wireless and other wireline carriers; our ability to
adjust successfully to changes in the communications industry and to implement strategies for growth; adverse changes in the credit markets or in the ratings given to our debt
securities by nationally accredited ratings organizations, which could limit
or restrict the availability, or increase the cost, of financing; continued reductions in switched access
revenues as a result of regulation, competition or technology substitutions; our ability to effectively manage service quality in our territories and
meet mandated service quality
metrics; our ability to successfully introduce new product offerings, including our ability to offer bundled service packages on terms that are both profitable to us and attractive to
customers; changes in accounting policies
or practices adopted voluntarily or as required by generally accepted accounting principles or regulations; our ability to effectively
manage our operations, operating expenses and capital expenditures, and to repay, reduce or refinance our debt; the effects
of changes in both general and local economic
conditions on the markets that we serve, which can affect demand for our products and services, customer purchasing decisions, collectability of revenues and required levels of
capital expenditures related
to new construction of residences and businesses; the effects of customer bankruptcies and home foreclosures, which could result in difficulty in
collection of revenues and loss of customers; the effects of technological changes and competition on our capital
expenditures and product and service offerings, including the
lack of assurance that our network improvements will be sufficient to meet or exceed the capabilities and quality of competing networks; the effects of increased medical, retiree
and pension
expenses and related funding requirements; changes in income tax rates, tax laws, regulations or rulings, or federal or state tax assessments; the effects of state
regulatory cash management practices that could limit our ability to transfer cash among
our subsidiaries or dividend funds up to the parent company; our ability to successfully
renegotiate union contracts expiring in 2011 and thereafter; declines in the value of our pension plan assets, which would require us to make increased contributions
to the
pension plan in 2011 and beyond; limitations on the amount of capital stock that we can issue to make acquisitions or to raise additional capital until July 2012; our ability to pay
dividends on our common shares, which may be affected by our
cash flow from operations, amount of capital expenditures, debt service requirements, cash paid for income taxes
and liquidity; the effects of any unfavorable outcome with respect to any current or future legal, governmental or regulatory proceedings, audits
or disputes; and the effects of
severe weather events such as hurricanes, tornados, ice storms or other natural or man-made disasters. These and other uncertainties related to our business
are described in greater
detail in our filings with the Securities and Exchange Commission, including our reports on Forms 10-K and 10-Q, and the foregoing information should be read in conjunction with these filings. We undertake no obligation
to publicly update or revise any forward-looking statements or to make any other forward-looking statement, whether as a result of new information, future events or otherwise unless required to do so by securities laws.
3
Non-GAAP Financial Measures
Non-GAAP Financial Measures
The Company uses certain non-GAAP financial measures in evaluating its performance. These include free cash flow, EBITDA or operating cash flow, which we define as operating income
plus
depreciation and amortization (EBITDA), and Adjusted EBITDA; a reconciliation of the differences between EBITDA and free cash flow and the most comparable financial measures calculated
and presented in accordance with GAAP is included
in the appendix. The non-GAAP financial measures are by definition not measures of financial performance under generally accepted
accounting principles and are not alternatives to operating income or net income reflected in the statement of operations
or to cash flow as reflected in the statement of cash flows and are not
necessarily indicative of cash available to fund all cash flow needs. The non-GAAP financial measures used by the Company may not be comparable to similarly titled measures
of other companies.
The Company believes that the presentation of non-GAAP financial measures provides useful information to investors regarding the Companys financial condition and results of operations because
these measures, when used in conjunction with related GAAP financial measures, (i) together provide a more comprehensive view of the Companys core operations and ability to generate cash
flow, (ii) provide investors with the financial analytical
framework upon which management bases financial, operational, compensation and planning decisions and (iii) presents measurements that
investors and rating agencies have indicated to management are useful to them in assessing the Company and its results
of operations. Management uses these non-GAAP financial measures to plan
and measure the performance of its core operations, and its divisions measure performance and report to management based upon these measures. In addition, the Company believes
that free cash
flow and EBITDA, as the Company defines them, can assist in comparing performance from period to period, without taking into account factors affecting cash flow reflected in the statement of
cash flows, including changes in working capital
and the timing of purchases and payments.
The Company has shown adjustments to its financial presentations to exclude $11.3 million and $13.9 million of acquisition and integration costs in the fourth quarter of 2010 and 2009,
respectively,
and $137.1 million and $28.3 million of acquisition and integration costs in the full year of 2010 and 2009, respectively, because the Company believes that such costs in the fourth
quarter and full year of 2010 and 2009 are unusual, and that the magnitude
of such costs in the full year of 2010 materially exceed the comparable costs in the full year of 2009. In addition, the
Company has shown adjustments to its financial presentations to exclude $15.8 million and $9.4 million of non-cash pension
and other postretirement benefit costs in the fourth quarters of 2010 and
2009, respectively, and $40.1 million and $34.2 million of non-cash pension and other postretirement benefit costs in the full year of 2010 and 2009, respectively, and $2.7 million
and $1.2 million
of severance and early retirement costs in the fourth quarters of 2010 and 2009, respectively, and $10.4 million and $3.8 million of severance and early retirement costs in the full years of 2010 and
2009, respectively, because investors
have indicated to management that such adjustments are useful to them in assessing the Company and its results of operations.
Management uses these non-GAAP financial measures to (i) assist in analyzing the Companys underlying financial performance from period to period, (ii) evaluate the financial performance of its
business units, (iii) analyze and evaluate strategic and operational decisions, (iv) establish criteria for compensation decisions, and (v) assist management in understanding the Companys ability to
generate cash flow and, as a result, to plan
for future capital and operational decisions. Management uses these non-GAAP financial measures in conjunction with related GAAP financial measures.
These non-GAAP financial measures have certain shortcomings. In particular, free cash flow does not represent the residual cash flow available for discretionary expenditures, since items
such as
debt repayments and dividends are not deducted in determining such measure. EBITDA has similar shortcomings as interest, income taxes, capital expenditures, debt repayments and dividends are
not deducted in determining this measure. Management
compensates for the shortcomings of these measures by utilizing them in conjunction with their comparable GAAP financial measures. The
information in this document should be read in conjunction with the financial statements and footnotes contained
in our documents filed with the U.S. Securities and Exchange Commission.
4
Frontier Introduction
A transformational
acquisition of
properties from
Verizon tripled
Frontiers business
size on July 1, 2010
Key Stats (December 31, 2010)
1
States
27
Total Access Lines
5,746
High Speed Internet Subscribers
1,697
Satellite & FiOS Video Subscribers
531
Employees
14,798
Revenues
$5,652
% Business Customer
43
%
% Residential Customer
45
%
% Regulatory
12
%
Adjusted EBITDA
$2,645
% Revenues
47
%
Free Cash Flow
$1,194
% Paid as Dividends
62
%
Total Debt
$8,264
Cash
$251
Leverage Ratio
3.0
(1) $ Millions; Units 000s. Pro forma for acquisition. Revenues, Adjusted
EBITDA ("operating cash flow"), and FCF are for the Last Twelve Months.
Frontier Communications (NYSE: FTR)
was founded in 1935 as Citizens Utilities
and became a pure-play telecom network
operator in 2004
Frontiers network provides fast, reliable
data, voice, and video service to 3.4 million
residential customers and 344,000 business
customers across 27 states
Frontier is the largest communications
company focused on rural America
5
Investment Summary
Opportunity
Manage the acquired properties with Frontiers proven Local
Engagement Model and innovative marketing
Bring margins up to Legacy levels
Harness economics of scale from business that is 3x its former size
Markets
Expand broadband availability in new markets from 70% towards
Legacy Frontiers 91%
Rural profile, less competition, less regulatory reform exposure
Business & Broadband are 62% of customer revenues
Returns
Revenue upside from increased product penetration
$550 million operating expense synergy target by 2013
Consistent execution, solid free cash flow, stable dividend
Credit Quality
Significantly deleveraged on July 1, 2010
Target leverage of 2.5x or below
Well structured maturity schedule
6
Frontier Local Engagement
Local Area Manager
Residential
High Speed Internet (DSL
& FTTP)
Voice
Video (Satellite & FiOS)
Wireless Data (WiFi mesh)
Online backup
24/7 U.S. Tech Support
Business
Managed IP VPN
VoIP systems
High-Capacity fiber data
Metro Ethernet
Wireless backhaul
Managed router
Over 120 Local Area Managers at the community level respond to unique
customer needs in each market across Frontiers 27 states
Employees live in the markets they serve, and put the customer first
Innovative marketing, 2-hour appointment windows, exceptional service levels
7
Robust Local Network
Expansion to Drive Penetration
Acquired network has 70% broadband
availability vs. Legacy 91%
FCC Commitments:
1.
12/31/13 3Mbps for 85% of households
2.
12/31/15 4Mbps for 85% of households
Note: 1) Based on product availability to customers; loop length availability is higher.
75%
62%
50%
13%
76%
64%
52%
13%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1+ Mbps
3+ Mbps
6+ Mbps
20 Mbps
Frontier Broadband Network Availability 1
Sep '10 New Frontier
Dec '10 New Frontier
Extensive Local Networks
2,609 ILEC exchanges, 2,700 central
offices
Fiber-to-the-Home in all greenfield
builds
Linked by national fiber backbone
8
High-Capacity National Backbone
Frontiers fiber network interconnects its 27-state footprint
9
Consistent Execution
Stability of Revenues
Driving recurring customer revenues
Delivering reliable, quality products and
services at a good price
Reducing churn with bundles
Maintaining strong Business/Enterprise
exposure
Note: Broadband expansion capital expenditures will increase significantly from 4Q10 through 2012.
$1,277
$1,264
$1,252
$1,281
$1,194
25 %
30 %
35 %
40 %
45 %
50 %
55 %
60 %
$0
$250
$500
$750
$1,000
$1,250
$1,500
4Q09
1Q10
2Q10
3Q10
4Q10
Pro Forma Frontier
Notes: Customer revenue is defined as total revenue less access services revenue. Access services include
switched network access and
subsidies.
Stability of Cash Flows
Focus on expense reduction;
competitively fit and flexible
Disciplined capital spending
Legacy EBITDA margins of 54% for 10
quarters through Q2 2010
High conversion rate of EBITDA into free
cash flow (FCF)
ARPU
Residential Revenue
Business Revenue
Pro Forma Frontier Customer Revenue
4Q10
3Q10
2Q10
1Q10
4Q09
3Q09
2Q09
$75
$70
$65
$60
$55
$50
$45
$40
$35
$30
$25
$1,500
$1,250
$1,000
$750
$500
$250
$0
$69
$69
$69
$68
$66
$67
$67
10
Attractive Revenue Base
Frontier generates 62% of its
customer revenue from
Business and Broadband
sources
Our business capabilities
are very broad and include:
- Advanced IP switching
- VoIP systems
- High-capacity fiber data systems
- Wireless cell site backhaul
- Ethernet
We are re-focusing the
residential relationship on
broadband
For the quarter ended 12/31/10
62%
38%
Business & Broadband Revenue
Other Customer Revenue
11
88.2 %
Switched 6.0 %
Federal 3.2 %
State 0.8 %
Surcharge 1.8 %
Regulatory Revenue
Customer Revenue
For the quarter ended 12/31/10
The acquired
properties reduced
Frontiers Regulatory
Revenue exposure
from 17.5% at 4Q09 to
11.8% at 4Q10
We continue to replace
this uncertain, high-
margin revenue stream
with Customer Revenue
Minimizing Regulatory Risk
12
Key Pro Forma Financial Data
LTM 4Q10
LTM 4Q10
LTM 4Q10
Actual
Pro Forma
Pro Forma
Legacy
Acquired
New
Statistics
Frontier
Properties
Frontier
Synergies
Total
Revenue
$2,050
$3,602
$5,652
$0
$5,652
Adjusted EBITDA
(1)
1,066
1,579
2,645
246
(3)
2,891
% EBITDA Margin
52.0%
43.8%
46.8%
51.2%
Bridge to Free Cash Flow:
Interest Expense
(670)
(2)
(670)
Cash Taxes
(63)
(2)
(94)
(157)
Capital Expenditures
(227)
(459)
(686)
(686)
Other
(32)
(32)
Free Cash Flow
$1,194
$152
$1,346
Net Debt / Adj. EBITDA
3.0x
2.7x
Adj. EBITDA / Interest Exp.
3.9x
4.3x
Dividend ($0.75 / share)
$745
(2)
$745
FCF Dividend Payout Ratio
62%
55%
Notes: ($ millions)
(1) See adjustments in Appendix, Reconciliation of Non-GAAP Financial Measures.
(2) Annualized actual 3 Months Ended 12/31/10.
(3) Represents $550 million estimate less annualized synergies realized through 12/31/10
13
9.3 %
11.2 %
14.9 %
0 %
5 %
10 %
15 %
20 %
Acq Prop
Pro Forma
Legacy
48.6 %
72.5 %
0 %
10 %
20 %
30 %
40 %
50 %
60 %
70 %
80 %
Acq Prop
Legacy
70 %
76 %
91 %
0 %
20 %
40 %
60 %
80 %
100 %
Acq Prop
Pro Forma
Legacy
Note: As of the quarter ended 12/31/2010; percentage changes are year-over-year.
HSI Penetration
Satellite TV Penetration
Broadband Availability
Our ability to migrate the
acquired properties to
Frontiers performance
metrics offers the potential
for significant operational
enhancement
Driven by broadband and
Local Engagement
Revenue Opportunity
Legacy
Pro Forma
Acq Prop
34 %
32 %
30 %
28 %
26 %
24 %
22 %
32.8 %
29.5 %
27.8 %
Long Distance Penetration
Legacy
Pro Forma
Acq Prop
0 %
(2)%
(4)%
(6)%
(8)%
(10)%
(12)%
(14)%
(6.0)%
(9.0)%
(10.4)%
Access Line Decline
14
Broadband Buildout Drives Growth
12/31/10
12/31/11
12/31/12
12/31/13
Acquired
Properties
Legacy
Note:
(i) Based on
Frontier
commitments
to the FCC on
5/21/10 for
3Mbps
broadband
availability.
This chart
assumes no
change in
Legacy
footprint.
70%
72%
80%
85%
91%
91%
91%
91%
i
i
i
Revenue opportunity
driven by 850,000 new
broadband homes open
for sale
Emphasis on double and
triple-play packages,
which lower churn
significantly
15
Cost Synergy Overview
$252
$252
$252
$52
$148
$204
$94
$0
$100
$200
$300
$400
$500
$600
2010
2011
2012
Estimated Cost Synergies
Software License
Other Projects
Allocated Overhead
$304
$400
$550
Significant savings from
reducing cash operating
expenses
Numerous projects
underway; synergy
estimates include:
- Network savings
- Outside contractors
- IT savings from conversion
- Real estate savings
- Operations
16
Systems Integration Plan
West Virginia
Frontier 13
Successful conversion despite a
firm July 1 deadline
Billing cycles kept within days of
prior scheduled dates, and all
systems functional out of the gate
Backlog managed downward with
bubble workforce and current
levels within normal range
System mapping and analysis in
process
Systems are identical across all 13
states; processes on the first
conversions will be replicated
Initial expectation is a few states in
the second half of 2011, and the
remaining states in two groups by
end of 2012
Frontier converted West Virginia, which utilized BellAtlantic systems, on July 1, 2010
The remaining 13 states of the acquired properties (detailed in the
appendix) will be converted off Verizon (GTE) systems onto existing
Frontier systems by the end of 2012
17
Financing Overview
Deleveraged from 4.0x (6/30/10) to 2.98x (12/31/10)
Strong $1.0 billion liquidity with an undrawn $750M R/C and $250M minimum cash-on-
hand objective
Maturity schedule is well balanced and below run rate FCF levels
Free cash flow levels match well with scheduled debt amortization.
$-
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
$2,000
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025+
Existing FTR Debt
Undrawn Revolver
LTM 4Q10 Pro Forma
Frontier FCF with
Synergies
18
Industry Comparisons
Change in Lines + HSI (2)
0%
10%
20%
30%
40%
50%
60%
FTR
Line Loss Yr/Yr (3)
Notes:
1.
Data for the 3-months ended 12/31/10. Adjusted EBITDA; excludes wireless; Cable is network operations only.
2.
Data for the 3-months ended 12/31/10. Represents the yr/yr change in the combined ending base of total access lines and HSI subscribers.
3.
Data for the 3-months ended 12/31/10.
Source: SEC filings; Wall Street research; Frontier.
Results, as expected, weakened from
the Acquired Properties
Operational metrics have begun to
turn around
Focusing on: i) implement local
engagement; ii) sell & retain
customers; iii) get the expenses out;
and iv) build and improve the
network
EBITDA Margin (1)
VZ
T
Q
CTL
WIN
New FTR
(3)%
(4)%
(5)%
(6)%
(7)%
(8)%
(9)%
(10)%
(11)%
19
Doing What We Say
Goal
Status
Regulatory approval with appropriate conditions
Completion of financing within expected cost
Distribution of shares with minimal market disruption
Completion of West Virginia systems conversion
Continued delivery of solid Legacy Frontier results
Customer metric improvement and synergy realization
of acquired properties
In Process
20
Appendix
21
Access Lines by State
As of 12/31/10
FRONTIER
ACQUIRED
COMBINED
% Total
West Virginia
134,373
482,433
616,806
10.7
%
Indiana
3,879
570,109
573,988
10.0
%
Illinois
89,650
463,233
552,883
9.6
%
Ohio
506
503,760
504,266
8.8
%
Michigan
16,740
379,268
396,008
6.9
%
Wisconsin
53,456
225,150
278,606
4.8
%
Oregon
11,769
240,183
251,952
4.4
%
California
127,461
19,875
147,336
2.6
%
Arizona
130,958
2,900
133,858
2.3
%
Idaho
17,595
90,903
108,498
1.9
%
Nevada
21,950
27,103
49,053
0.9
%
COMBINED
608,337
3,004,917
3,613,254
62.9
%
Washington
0
440,111
440,111
7.7
%
North Carolina
0
213,684
213,684
3.7
%
South Carolina
0
97,532
97,532
1.7
%
NEW STATES
0
751,327
751,327
13.1
%
New York
586,469
0
586,469
10.2
%
Pennsylvania
373,517
0
373,517
6.5
%
Minnesota
188,231
0
188,231
3.3
%
Tennessee
70,198
0
70,198
1.2
%
Iowa
40,165
0
40,165
0.7
%
Nebraska
38,471
0
38,471
0.7
%
Alabama
23,929
0
23,929
0.4
%
Utah
20,330
0
20,330
0.4
%
Georgia
16,995
0
16,995
0.3
%
New Mexico
7,305
0
7,305
0.1
%
Montana
7,242
0
7,242
0.1
%
Mississippi
5,014
0
5,014
0.1
%
Florida
3,271
0
3,271
0.1
%
FRONTIER
1,381,137
0
1,381,137
24.0
%
TOTAL
1,989,474
3,756,244
5,745,718
100.0
%
Note: Numbers may not sum due to rounding
22
Reconciliation of Non-GAAP Financial Measures
Notes:
1.
Includes pension and other
postretirement benefit
(OPEB) expense of $21.1
million and
$11.4 million, less
amounts capitalized into the
cost of capital expenditures
of $2.9 million and $2.0
million, for the quarters
ended December 31, 2010
and 2009, respectively, and
pension/OPEB expense of
$61.5 million and $41.7
million, less amounts
capitalized into the cost of
capital expenditures of $8.3
million and $7.5 million, for
the years ended December
31, 2010 and 2009,
respectively. Amounts for
the quarter and year ended
December
31, 2010 have
also been reduced by $2.4
million and $13.1 million,
respectively, for cash
pension contributions.
2.
Includes premium on debt
repurchases of $53.7 million
($33.8 million or $0.11 per
share after tax) for the
quarter ended December
31,
2009 and premium, net of
gains, on debt repurchases
of $45.9 million ($28.9 million
or $0.09 per share after tax)
for the year ended December
31, 2009.
3.
Excludes capital expenditures
for integration activities.
(Amounts in thousands)
2010
2009
2010
2009
Net Income to Free Cash Flow;
Net Cash Provided by Operating Activities
Net income
46,622
$
5,170
$
155,717
$
123,181
$
Add back:
Depreciation and amortization
352,802
102,892
893,719
476,391
Income tax expense
26,247
4,600
114,999
69,928
Acquisition and integration costs
11,275
13,877
137,142
28,334
Pension/OPEB costs (non-cash)
(1)
15,826
9,394
40,050
34,196
Stock based compensation
4,543
2,394
14,473
9,368
Subtract:
Cash paid (refunded) for income taxes
15,843
(218)
19,885
59,735
Other income (loss), net
(2)
(2)
(54,171)
17,067
(40,133)
Capital expenditures - Business operations
(3)
228,528
69,073
480,888
230,966
Free cash flow
212,946
123,643
838,260
490,830
Add back:
Deferred income taxes
75,340
50,120
85,432
61,217
Non-cash (gains)/losses, net
24,575
66,269
64,595
91,583
Other income (loss), net
(2)
(2)
(54,171)
17,067
(40,133)
Cash paid (refunded) for income taxes
15,843
(218)
19,885
59,735
Capital expenditures - Business operations
(3)
228,528
69,073
480,888
230,966
Subtract:
Changes in current assets and liabilities
163,329
(27,648)
(22,717)
9,652
Income tax expense
26,247
4,600
114,999
69,928
Acquisition and integration costs
11,275
13,877
137,142
28,334
Pension/OPEB costs (non-cash)
(1)
15,826
9,394
40,050
34,196
Stock based compensation
4,543
2,394
14,473
9,368
Net cash provided by operating activities
336,010
$
252,099
$
1,222,180
$
742,720
$
For the quarter ended December 31,
For the year ended December 31,
23
Reconciliation of Non-GAAP Financial Measures
Notes:
1. Includes pension and other
postretirement benefit
(OPEB) expense of $21.1
million and $11.4 million,
less amounts capitalized
into
the cost of capital
expenditures of $2.9 million
and $2.0 million, for the
quarters ended December
31, 2010 and 2009,
respectively, and
pension/OPEB expense of
$61.5 million and $41.7
million, less amounts
capitalized
into the cost of
capital expenditures of $8.3
million and $7.5 million, for
the years ended December
31, 2010 and 2009,
respectively. Amounts for
the quarter and year ended
December 31, 2010 have
also been reduced
by $2.4
million and $13.1 million,
respectively, for cas
h pension contributions.
(Amounts in thousands)
Acquisition
Severance
Acquisition
Severance
and
Non-cash
and Early
and
Non-cash
and Early
Operating Cash Flow and
As
Integration
Pension/OPEB
Retirement
As
As
Integration
Pension/OPEB
Retirement
As
Operating Cash Flow Margin
Reported
Costs
Costs
(1)
Costs
Adjusted
Reported
Costs
Costs
(1)
Costs
Adjusted
Operating Income
239,680
$
(11,275)
$
(15,826)
$
(2,704)
$
269,485
$
157,549
$
(13,877)
$
(9,394)
$
(1,221)
$
182,041
$
Add back:
Depreciation and
amortization
352,802
-
-
-
352,802
102,892
-
-
-
102,892
Operating cash flow
592,482
$
(11,275)
$
(15,826)
$
(2,704)
$
622,287
$
260,441
$
(13,877)
$
(9,394)
$
(1,221)
$
284,933
$
Revenue
1,358,721
$
1,358,721
$
520,980
$
520,980
$
Operating income margin
(Operating income divided
by revenue)
17.6%
19.8%
30.2%
34.9%
Operating cash flow margin
(Operating cash flow divided
by revenue)
43.6%
45.8%
50.0%
54.7%
Acquisition
Severance
Acquisition
Severance
and
Non-cash
and Early
and
Non-cash
and Early
Operating Cash Flow and
As
Integration
Pension/OPEB
Retirement
As
As
Integration
Pension/OPEB
Retirement
As
Operating Cash Flow Margin
Reported
Costs
Costs
(1)
Costs
Adjusted
Reported
Costs
Costs
(1)
Costs
Adjusted
Operating Income
771,998
$
(137,142)
$
(40,050)
$
(10,362)
$
959,552
$
606,165
$
(28,334)
$
(34,196)
$
(3,788)
$
672,483
$
Add back:
Depreciation and
amortization
893,719
-
-
-
893,719
476,391
-
-
-
476,391
Operating cash flow
1,665,717
$
(137,142)
$
(40,050)
$
(10,362)
$
1,853,271
$
1,082,556
$
(28,334)
$
(34,196)
$
(3,788)
$
1,148,874
$
Revenue
3,797,675
$
3,797,675
$
2,117,894
$
2,117,894
$
Operating income margin
(Operating income divided
by revenue)
20.3%
25.3%
28.6%
31.8%
Operating cash flow margin
(Operating cash flow divided
by revenue)
43.9%
48.8%
51.1%
54.2%
For the year ended December 31, 2010
For the year ended December 31, 2009
For the quarter ended December 31, 2009
For the quarter ended December 31, 2010
24
Frontier Values
Put the customer first
Treat one another with respect
Keep our commitments; be accountable
Be ethical in all of our dealings
Take the initiative
Be team players
Be innovative; practice continuous improvement
Be active in our communities
Do it right the first time
Use resources wisely
Have a positive attitude
Use Frontier products and
services
25
Frontier Communications Corp.
(NYSE: FTR)
Investor Relations
3 High Ridge Park
Stamford, CT 06905
203.614.4606
IR@FTR.com