Good morning, everyone, and welcome to the CMS Energy 4th Quarter 2020 Results. The earnings news release issued earlier today and the presentation used in this webcast are available on CMS Energy's website in the Investor Relations section. This call is being recorded. After the presentation, we will conduct a question and answer session. Instructions will be provided at that time.
Just a reminder, there will be a rebroadcast of this conference call today beginning at 12 pm Eastern Time, running through February 11. The presentation is also being webcast and is available on CMS Energy's website in the Investor Relations section. At this time, I would like to turn the call over to Mr. Sri Manipalati, Vice President of Treasury and Investor Relations. Please go ahead.
Thank you, Rocco.
Good morning, everyone, and thank you for joining us today. With me are Gerrick Rocheau, President and Chief Executive Officer and Reggie Hayes, Executive Vice President and Chief Financial Officer. This presentation contains forward looking statements, which are subject to risks and uncertainties. Please refer to our SEC filings for more information regarding the risks and other factors that could cause our actual results to differ materially. This presentation also includes non GAAP measures.
Reconciliations of these measures to the most directly comparable GAAP measures are included in the appendix and posted on our website. Now I'll turn the call over to Gerrick.
Thank you, Sri, and thank you everyone for joining us today. I've had the pleasure of meeting many of you over the past couple of months as I've transitioned into the CEO role. I'm excited to be hosting my first earnings call and sharing yet another year of consistent industry leading financial performance. Before I discuss our year end results and our updated 5 year capital investment plan, I want to take a moment to reiterate our simple but powerful investment thesis. While simple to put on paper, it's not easy to replicate, and that is what sets us apart.
It starts with our industry leading commitments to clean energy. Our net 0 methane and carbon goals require significant investment as we update our expansive electric and gas systems to achieve decarbonization. These investment opportunities are supported by constructive energy legislation as well as alignment with our commission and the MPSC staff. This strong regulatory and legislative framework is why Michigan is consistently ranked a top tier regulatory jurisdiction. But investment opportunities in a supportive regulatory environment are not enough.
Our focus on affordability is critical, so our customers can afford these investments. Now, I've been with the company for 18 years, much of it in operations. Over that time, we demonstrated our ability to consistently manage costs as we've invested in the safety and reliability of our systems, while improving customer service. That ability to manage costs is not driven from the top down, but from the bottom up. It's our 8,500 coworkers who are committed to excellence, delivering the highest value to our customers at the lowest cost possible.
This is embedded in our culture and was built in partnership with our union over the last 2 decades. These unique attributes to the CMS story are what allow us to deliver for our customers and you, our investors. Our adjusted EPS growth of 6% to 8% combined with our dividend provides a premium total shareholder return of 9% to 11%. Our ability to deliver this growth each and every year is something we are uniquely capable of doing. Regardless of whether a global pandemic, who's leading our state, our commission or our company, we have delivered consistent industry leading results year in and year out.
2020 proved this. 2021 will be no different. In 2020, we delivered adjusted earnings per share of $2.67 up 7% from 2019 and achieved operating cash flow of almost $2,000,000,000 excluding $700,000,000 of voluntary pension contributions in 2020. Today, we're raising our adjusted EPS guidance for 2021 by a penny to $2.83 to $2.87 with a focus on the midpoint. This reflects annual growth of 6% to 8% from our 2020 results.
Last month, we announced our 15th dividend increase in as many years, dollars 1.74 per share, up 7% from the prior year. We continue to target long term annual earnings and dividend per share growth of 6% to 8%, again with a focus on the midpoint. Today, we're also increasing our 5 year capital plan to $13,200,000,000 up $1,000,000,000 from our prior plan, 18 consecutive years of industry leading financial performance. I'll let that sit with you for a moment. I'm pleased with our financial performance, but equally important is our commitment to the triple bottom line.
We balance everything we do for our coworkers, customers and the communities we serve, our planet and our investors as demonstrated on slide 6. 2020. 2020 was a tough year for everyone. The global pandemic impacted all of us emotionally, physically and financially. Through it all, I'm proud of the work done by our coworkers.
We were able to provide over $80,000,000 of support to our customers and communities in 2020 through support programs, low income assistance, donations to foundations and reinvestments to improve safety and reliability. We focused our efforts on COVID relief for residential and small business customers, payment forgiveness, as well as enhanced support in the area of diversity, equity and inclusion. Despite changing our work practices as a result of the pandemic, we maintained 1st quartile employee engagement, achieved 1st quartile customer experience and attracted 126 megawatts of new load to our state, which brings with a significant investment in over 4,000 new jobs. From a planet perspective, we continue to lead the clean energy transition. We added over 800 megawatts of new wind and are executing on 300 megawatts of new solar, the first tranche of our integrated resource plan.
Furthering our commitment, over $700,000,000 of investments were made to advance our clean energy transition. Additionally, our demand response and energy efficiency programs continue to save our customers money, reduce carbon and earn an incentive. And last but certainly not least, we finished the year with more than $100,000,000 in cost savings driven by the CEUA. Many of you have asked about my commitment to the CE Way. The light blue arrow at the bottom of the slide, in my experience, leading this operating system over the past 5 years should be a strong signal.
I'll tell you this, we are positioned well, but there is still more opportunity. Through the CE way, we will continue to improve reliability, reduce waste and deliver better customer service, and that is just the tip of the iceberg. There are opportunities in every corner of the company to achieve excellence through the CUA. My coworkers and I remain committed. We will continue to lead the clean energy transition with support from our new 5 year $13,200,000,000 capital investment plan, which translates to over 7% annual rate based growth and focuses on enhancing the safety and reliability of our system as we move toward net 0 carbon and methane emissions.
In fact, 40% of our plan directly supports our clean energy transition and includes our renewable generation, electric distribution investments to support this generation, grid modernization, as well as programs like our main invented service replacement programs, which reduce methane emissions. In addition to our traditional rate based returns, our wind investments, renewable PPAs and demand signed resources are supported by regulatory incentives above and beyond our ROE. These incremental earnings mechanisms enhance our earned returns and combined with our investments in clean energy are growing percentage of our earnings mix. Our customers' ability to afford the investments in our system is complemented by our continued focus on cost savings. Over the last decade, we have reduced the utility bill as a percentage of the customer's wallet, and we continue to see further opportunity to reduce costs in the future.
We have unique cost saving opportunities relative to peers and 2 above market PPAs, Palisades and MCV, which will generate nearly $140,000,000 of power supply cost recovery savings. This coupled with the future retirement of our remaining coal facilities provides over $200,000,000 or 5% cost savings for our customers. These structural cost savings combined with the productivity we'll deliver through the CEway will ensure we deliver on our capital plan and keep customer bills affordable. Now the great thing about the CUA is it delivers more than cost savings. What makes us unique is our engaged coworkers.
We value our best in sector employee engagement and our 8,500 coworkers who work every day to deliver the best value for our customers. This engaged workforce has doubled productivity, which has enabled us to consistently increase our capital plan without significantly increasing our workforce. Furthermore,
we
have never served our customers better as we move from the bottom quartile to top quartile, not in the utility industry, but across all industries. Slide 9 serves as an excellent example of how our team leverages the CE Way to deliver on our triple bottom line. Our ability to deliver this level of excellence for our customers and investors is supported by Michigan's constructive regulatory environment. We benefit from a legislative and regulatory construct that supports our rate case proceedings and a statute that allows for financial incentives above and beyond current authorized ROE. Michigan's regulatory jurisdiction has been ranked in the top tier since 2013.
That's not by accident. It's a reflection of the hard work my coworkers do every day to earn the trust of our customers, policymakers, environmental groups and the MPSC staff. We are proud to have a commission that demonstrates strong leadership with diverse backgrounds, which was enhanced with the appointment of Commissioner Paratik. We welcome Commissioner Paratik and look forward to working with her in the future. Turning to Slide 11, you'll note we have a light regulatory docket with no financially significant regulatory outcomes in 2021.
With the approval of our current securitization and electric rate case in December of last year, we'll file our next electric rate case in the Q1 and our gas rate case in December of this year. Notably, we'll follow our set of iteration of our integrated resource plan in June. I'm sure many of you would like a sneak peek, but it's too early. We're in the midst of the modeling phase. You can be confident that this next iteration will continue to build on our industry leading clean energy commitments and we'll find ways to get cleaner, faster and incorporate storage and customer driven solutions as they become more cost effective.
Beyond that, we'll ask you to stay tuned until our Q2 earnings call, where we'll provide more information after we file. With that, I'll turn the call over to Reggie.
Thank you, Garik, and good morning, everyone. We're pleased to report our 2020 adjusted net income of $764,000,000 or $2.67 per share, up 7% year over year of our 2019 actuals. And I'll briefly note that our adjusted EPS excludes select non recurring items previously discussed in our Q3 earnings call and enumerated in this morning's releases. To elaborate on the key drivers of our year end results, we released we realized increases in rate relief net of investments due to constructive orders in our recent gas and electric rate cases, strong performance in our non utility segments and most notably, our historic company wide cost reduction efforts led by the CE Way, which Gerrick noted earlier. These positive factors were partially offset by mild weather and reinvestments or flex up back into the business.
We've talked in the past about our practice of flexing up, which enables us to put financial upside to work in the second half of the year to pull ahead or commit to work to improve the safety and reliability of our gas and electric systems to fund customer support programs, which was particularly important in 2020, given the effects of the pandemic, invest in co worker training programs and de risk our financial plan in subsequent years. This tried and true approach benefits all stakeholders, which is the essence of the triple bottom line of people, planet and profit. On Slide 13, you'll note that we met our key financial objectives for the year. To avoid being repetitive with Gerrick's earlier remarks, I'll just note that we invested $2,300,000,000 of capital in our electric and gas infrastructure to the benefit of customers, including investments in wind farms, which add approximately $500,000,000 of RPS related rate base, which I'll remind you earns a premium return on equity of 10.7%. I'll also note that our treasury team had a banner year, successfully raising approximately $3,500,000,000 of cost effective capital, which includes roughly $250,000,000 of equity, while navigating turbulent capital market conditions over the course of 2020.
These efforts further strengthen our balance sheet to the benefit of customers and investors. Turning to page to 2021. As mentioned, we are raising our 2021 adjusted earnings guidance to $2.83 to $2.87 per share, which implies 6% to 8% annual growth of our 2020 actuals. Unsurprisingly, the majority of our growth will be driven by the utility, and I'll also note a modest level anticipated upside at the parent and other segment in 2021, largely due to the absence of select non operating flex items executed in 2020. All in, we'll continue to target the midpoint of our consolidated EPS growth range of 7% year end, which is in excess of the sector average.
To elaborate on the glide path to achieve our 2021 EPS guidance range, as you'll note in the waterfall chart on Slide 15, we'll plan for normal weather, which in this case amounts to $0.06 per share of positive year over year variance, given the mild winter weather experienced in 2020. Additionally, we anticipate $0.41 of EPS pickup in 2021 attributable to rate relief net of investment costs, largely driven by the orders received in the second half of twenty twenty. It is also worth noting that the magnitude of EPS impact here is in part due to the absence of an electric rate increase in 2020, which was a condition of our 2019 settlement agreement. While we do plan to file an electric case in Q1 of this year, as Gerrick mentioned, the cash year and economic impact for that case will commence in 2022. As we look at our cost structure in 2021, you'll note approximately 0.27 dollars per share of negative variance attributable to incremental O and M approved in our recent rate cases to support key initiatives around safety, reliability, customer experience and decarbonization.
Needless to say, we have underlying assumptions around productivity and waste elimination driven by the CE Way and we'll always endeavor to overachieve on those targets while delivering substantial value for our customers. Lastly, we apply our usual conservative assumptions around sales, financings and other items. And I'll note that while the pandemic remains relatively uncontained, we are assuming a gradual return of weather normalized load to pre pandemic levels around mid year. In the event the mass teleworking trend persists and or we see an accelerated reopening of the Michigan economy, we could potentially see some upside from incremental residential and commercial margin. As always, we'll adapt to changing conditions and circumstances throughout the year to mitigate risks and increase the likelihood of meeting our operational and financial objectives.
We're often asked whether we can sustain our consistent industry leading growth in the long term given widespread concerns about economic conditions or potential changes in fiscal, energy and or environmental policy. And our answer remains the same. Irrespective of the circumstances, we view it as our job to do the worrying for you. Our familiar EPS chart on Slide 16 illustrates one of our key strengths, which is to identify and eliminate financial risk and capitalize on opportunities as they emerge to deliver additional benefits to customers while sustaining our financial success over the long term for investors. Each year provides a different fact pattern and we've always risen to the occasion.
2020 offered some unique challenges resulting from the pandemic and more familiar sources of risk in the form of mild winter weather. And as usual, we didn't make excuses, instead we offered transparency, devised our course of action and counted on the perennial will of our 8,500 coworkers to deliver for our customers, the communities we serve and for you, our investors. To summarize our financial objectives in the near and long term, we expect 6% to 8% adjusted EPS and dividend growth and strong operating cash flow generation. From the balance sheet perspective, we continue to target solid investment grade credit ratings and we'll manage the key credit metrics accordingly. One item I'll note in this regard is that we have slightly modified our FFO to debt targets to align better with the various rating agency Given the increase in our 5 year capital plan, we anticipate annual equity needs of up to $250,000,000 in 2021 and beyond, which we are confident that we can comfortably raise through our equity dribble program to minimize pricing risk.
And 2 additional items I'll mention with respect to our financial strength as we kick off 2021 that are not on the page, but no less important are that we concluded 2020 with $1,600,000,000 of net liquidity, which positions our balance sheet well as we execute our updated capital plan going forward. And we have fully funded benefit plans for the 2nd year in a row due to proactive funding, the latter of which benefits roughly 3,000 of our active coworkers and 8,000 of our retirees. Our model has served and will continue to serve all stakeholders well. Our customers receive safe, reliable and clean energy at affordable prices, while our coworkers remain engaged, well trained and cared for in our purpose driven organization and our investors benefit from consistent industry leading financial performance. To conclude my prepared remarks, on Slide 18, we have refreshed our sensitivity analysis on key variables for your modeling assumptions.
As you'll note, with reasonable planning assumptions, rate orders already in place and our track record of risk mitigation, the probability of large variances from our plan are minimized. And with that, I'll hand it back to Garik for some final comments before Q and A.
Thank you, Reggie. Our investment thesis remains simple, but unique. It enables us to deliver for all our stakeholders year in year out. We remain committed to lead the clean energy transition, excellence through the CE way and delivering a premium total shareholder return through continued capital investment that benefits the triple bottom line. With that, Rocco, please open the lines for Q and A.
Thank you very much, Today's first question comes from Jeremy Tonet with JPMorgan. Please go ahead.
Hi, good morning.
Good morning, Jeremy.
Good morning. Just one thanks. Just wanted to start off, I guess, on renewables CapEx deployment. It seems like that stepped up a little bit there. And just wondering, I guess, your appetite or your vision of how you see that could progress over time.
And just want to clarify as well, specifically on Slide 22, when you talk about the clean energy generation there, how much of that is regulated versus non regulated spend? Thanks.
Yes. Thanks for your question. Let's just talk broadly about the regulatory build out here of renewables and the like. So first of all, we have industry leading commitments and I want to be clear about that. Net 0 by 2,040 is one of the best in the industry out there and so it's aggressive plan from a build out perspective.
In our current integrated resource plan, we have 1.1 gigawatts of solar that is part of the build out with a broader plan of 6 gigawatts of solar. And in the course of this integrated resource plan, this REV II, which we'll file in June, will continue to advance our aggressive plans and our leadership in the clean energy transition. So what you're picking up in our capital plan on an additional $1,000,000,000 you're right on the mark, Jeremy. There's more renewables to the tune of about $200,000,000 of additional solar and renewables in that plan. There's $200,000,000 of hydro and that might be surprising for some, but that's the original renewable.
It's carbon free. And if you think about our Ludington pump storage facility, which is the largest 4th largest in the world, it provides an important role in intermittency. There's $300,000,000 for electric reliability to improve service out there, but also prepare the grid for the future. And then the balance is made up of investments in our gas system to further decarbonize. And so those are the important pieces.
When we think about our on Slide 22 specifically and the investments there, right our integrated resource plan is a fifty-fifty split between purchase power agreement and build to own transfer. Now, it's a little better than fifty-fifty split because there are our renewable energy plan commitments and we're building out wind to support that, so it's greater than fifty-fifty. But let's talk about the fifty-fifty for a minute. Of those PPAs, we are one of the few in the industry and certainly a leader in the industry to get a financial compensation mechanism associated with that and the rest come through bill load transfer. Now as we think about our second IRP, we're going to take a strong look at what that mix looks like and what that will be for the future.
And so that'll be something we explore and grow and certainly will be part of our integrated resource plan for the future. Now I'm going to pass it over to Reggie too because I know he has some additional thoughts to offer on this as well.
Thank you, Derek. Jeremy, the only thing I would offer in addition to Eric's good comments, and I don't know if this is an additional part of your question, but all of the capital spend that we have highlighted on this call, so the $13,200,000,000 and the $2,400,000,000 dollars of clean energy generation that you see on Page 22, this is all for the regulated utility at Consumers Energy. So all of the capital investment we're talking about is earmarked for the regulated utility.
That's very helpful. Thank you for clarifying that. And just want to turn to the balance sheet a little bit there. I guess, I see the equity you talked about stepped up a little bit there on the up to $250,000,000 And just wondering if you might be able to provide more color, if that's kind of ratable across years or if that could be kind of more or less in a given year? And is really the driver there just kind of the step up in CapEx as you see it or any other color you could provide there would be great?
Sure, Jeremy. It's I'd say starting with the ratable increase with the capital investment plan, which obviously has increased by $1,000,000,000 vintage over vintage. And so because the capital plan of the utility increased by $1,000,000,000 we've had the equity needs increase roughly commensurate with that. So the prior plan, as you know, is about $150,000,000 per year run rate and now we're at $250,000,000 Now when you think about that distribution over the next 5 years, we may be opportunistic and some years it may be around $250,000,000 some years a little less. We'll look at where the market is and how receptive it is to our currency and we'll look at the price of stock obviously.
And I will just add for the first 250,000,000 that we're planning to do in 2021, we've already taken about 20% of that pricing risk off the table with 4 as we executed in the back half of 2020. And so we'll be opportunistic. So I wouldn't say, oh, it's going to be a clean $250,000,000 each year, but that's the target. And then some years a little more, some years a little less. And so when I say a little more, up to $250,000,000 is the ceiling and it may in some years be less than that, just to be very clear.
That's super helpful. I'll stop there. Thank you.
Thanks.
And our next question today comes from Shahriar Pourreza with Guggenheim Partners. Please go ahead.
Hi, good morning and congrats on the historical update. It's actually Constantine here for Shar. He sounded best.
Hi, Constantine.
Hey. Just a quick one on kind of the clean energy mix for CMS that you outlined some
reductions in kind
of coal and
rate base and Campbell
is obviously still a
kind of talk about kind
of the opportunity to move the retirements ahead and any threshold that you kind of envision for kind of moving those dates around, especially as replacement economics start to improve for that power?
Yes, thanks for your question. We're in the process of our integrated resource plan, I call it 2.0 or Rev 2, looking at that. And so right now, maybe you can take a step back. Over the course of my career, we had 12 coal plants. We're down to our remaining 5, Karn 1 and Karn 2, in IRP 1.0, retirement of 2023.
And right now in this IRP for 2.0, we're looking at the potential for early acceleration, early retirement for Campbell I and II. Right now, their date is 2,031 and evaluating whether that forward or not. And so that modeling is underway. There are a number of things we look at in that modeling, but it's all across our triple bottom line. So we're looking at customer affordability.
We're looking at the reliability of the grid. We're looking at to coworkers, obviously, the benefit of the planet, but also the balance sheet and the impact from what's the remaining book value, the securitization impact and how does that play on the credit metrics and what is the capital build out. There's a variety of variables that go into that, but that is certainly something that's under consideration. Also, we put that in the context of what's going on with the Biden administration and some of the ambitions around that from the planet perspective, which we support. And so that also factors into our thinking on our coal plants.
Perfect. That's very good color. And just shifting a little bit to kind of planning assumptions and kind of low growth. So you've and 2020 was obviously a little bit of a volatile year just in terms of kind of shift in the mix. And in your plan, you kind of already mentioned that you're kind of going back to normal by the end of 'twenty one.
Do you anticipate kind of residential load trends that play out similar to kind of how they have been and in general just being a little bit higher? And how does that impact kind of the need for O and M Flex and 2021 as you're guarding the recovery? Does it kind of reset to the baseline or is there more return to normal O and M growth funnel by the tail end of the year?
Well, I'd start off with the big picture, which is Slide 16. And every year, when there's work to do, we get after it and we flex our CUA muscle and find savings opportunities and then we reinvest it. And so again, we've positioned well for 2021. That's the broad message, but I mean specifically from a sales perspective. Residential sales as we talked in Q3 and still here in Q4 are a bit sticky as people are working from home and many schools are still virtual.
But as we see this pandemic playing out, we anticipate that those would decline as you might expect as people go back to the traditional workplace and as kids return to school. Also, we expect the commercial sales to grow a little bit. Restaurants have been opened up recently, some limited capacity, but those will continue to grow, particularly as the vaccine is more readily available and distributed across Michigan. And so, again, there's not aggressive assumptions in there. It's very conservative assumptions as you might expect from us and really returning to some pre pandemic levels, just as we shared.
From an O and M Flex perspective, as I shared earlier, we feel like we're well positioned for 2021. We've done a lot of reinvestment for our customers at the end of the year toward to the tune of $0.18 That not only helps our customers and provides benefit, but it derisks 2021. Now, the weather could be mild in the winter. It could be a cool summer. There's still a pandemic out there.
But rest assured, what we do each and every year is we don't reset, we don't carve out, we get after it and we flex that CUA muscle and deliver. And so no matter what the year throws at us, I'm prepared. We're prepared as a team and I'm confident in the guidance we've provided.
Thanks, Garrett. That was wonderful. And I'll jump back in queue.
And our next question today comes from Michael Weinstein with Credit
Suisse. Just thinking about the IRP filing that's coming up, does the $250,000,000 of equity already contemplate sort of the range of possible things you're thinking of in that filing? Or should we expect to see some changes to equity needs as
a result of the plan?
Michael, this is Reggie. I'll just say that the equity issuance needs that we have laid out are reflective of the 13 point $2,000,000,000 capital plan, and that has some IRP related capital investments within it, because remember, we're still executing on the first 2019. And so there's some of that into the outer years of this plan. And so that's what that equity will support. We have not been too speculative as to what will come out of IRP 2.0 and we'll see where the outcomes take us.
But remember, it's a 10 month, potentially 12 month process. So if we file in mid-twenty one as planned, we'll get an outcome around mid-twenty two and that's a 3 year board approval. So my sense is you'll see more of the results of that reflected in the next vintage of our 5 year plan, which will roll out obviously in Q1 of next year. And so for now, we're comfortable with $250,000,000 per year of equity funding this $13,200,000,000 plan.
Makes sense. And it's an approval that comes out of this for 3 years, right? Is there can you comment a little bit about the appetite in Michigan or the legality in Michigan of a multiyear type settlement for rates that would be coincide with an IRP of 3 years. And I'm just wondering if there's any possibility there and also the upside of the company for that kind of thing. I know that in the past you guys have been very happy with the way the annual rate cases go.
Just wondering what the prospects are for something like that?
We're still our approach is still to go with an annual rate case approach for a couple of reasons. 1, as we work our CEUA and we find opportunities for savings, it provides opportunity to give that back to our customers and that creates headroom, which allows for our aggressive capital investment plans. And so that's the strategy that works for us. It works for our commission and our commissioners, and we'll continue on that path for some time.
All right. There's nothing legally it's not legally blocking that type of outcome though, right? I mean, allowed Michigan to have a multiyear rate plan?
No, there's nothing legally that's blocking it. And we've explored it at times. And again, we feel this is the best option for our strategy, the annual rate case.
Our next question today comes from Julien Dumoulin Smith with Bank of America. Please go ahead.
Hey, good morning team. Thanks for
the opportunity and congrats, Derek. I wanted to follow-up here on the question on the IRP and weaving that into the CapEx update here. And I know, listen, we're pretty early on, but I wanted to understand, clearly, if you look at the slides, your, shall we say, remaining large coal plant on Campbell, you've already shifted a little bit some of the timeline here. When you say that next year we could get an update on the 5 year plan, obviously there's one larger plant that's out there, it's got a pretty long dated retirement. Is there a chance
that we could see that on
the 5 year window and could that impact the 5 year CapEx? I just want to clarify. And then also can you clarify, I know you guys are raising CapEx here on clean energy. I just want to make sure that does not contemplate anything about any IRP outcomes to
be extra clear about that.
Julian, thanks for your question. I think it's going to feel like a little bit of a reiteration for me on this answer, but we've got an aggressive plan. It's net 0 by 2,040. And obviously, we're looking at the potential to accelerate part of that plan with Campbell I and II as part of this plan. But we're also in the broader context of the Biden administration in the 2,035 and even our Governor's goals within the State of Michigan, we're also considering what does that mean and what does that look like.
And so right now Campbell III is at 2,039. And so we will continue to take a look at what it means for Campbell III. But again, there's a lot that goes into this modeling and there's a ton of analysis that needs to go into this. I mean, in addition to what I shared earlier, we're looking at what is the cost of renewables out in the future. We want to feather in those renewables over time to take advantage of the cost as those costs come down.
We want to take a look at storage. Right now, storage is not at the right And so how do the storage come in and how do we feather that in over time? Because if we go too fast in this, there's going to be risk from a reliability perspective. And frankly, when you get out to the end part of that plan, it counts on that last 8%, it counts on technology in terms of carbon capture and carbon sequestration to make up the balance. And so important part of this is making sure that we also not only decarbonize, but we ensure affordability and we ensure reliability, both affordability.
And I think we can answer all three. It's just that we have to pace it and allow technology. And so when it comes to the Biden administration, not only will CMS, but our industry will push in for more R and D and more technology advancements to be able to have the aspirations and meet the aspirations that the new administration is putting out, which frankly we
Yes. Julian, the only thing I'll add is there are 2 old sayings or a couple of old sayings with respect to the CMS story over time and they both precede me and Garrett, but they still are true to this day. 1, we plan conservative and no big bet. And so in this plan we've rolled out, we have not made any major presumptions around what will be an IRP 2.0. And so that's not flowing through this 2021 through 2025 plan.
And in fact, the components, as Gerrick highlighted earlier, you've got a little bit of, call it, just south of $400,000,000 of RPS related spend that's just still ticking through for some of the wind investments that we're making, about $1,500,000,000 related to the IRP. And again, it's just blocking and tackling. Again, we do not swing for the fences when it comes to financial planning. And when it comes to regulatory approaches, we just do not make big bets. So it's a very conservative plan and we think it's highly executable.
Got it. Excellent. Maybe, Reggie, if I can stick with you super quick. Clarify this from your earlier comments, and apologies if I misheard it, what's the order of magnitude or the range that's associated with the residential sales scenario to the upside that you're talking about?
Yes. We
have sensitivities Julian, as you know on Slide 18, if memory serves me. And so you can see what incremental residential would look like. We've shown in an annual basis and it changes a little bit each year with regulatory outcomes, but a 1% change in the context of 2021 is worth about $0.04 per share on an annualized basis. And we're assuming fairly conservatively, as Derek mentioned, that we'll get pretty close to pre pandemic residential around mid year. And so we're showing just year over year a little bit of a decline in residential, again, taking back the pre pandemic level.
So if we're if there's a percent, if they're surprised to the upside to 200%, that's worth about $0.04 per share on an annualized basis, and I'll let your modeling assumptions go where they will, but that's generally the sensitivity.
Right. Okay. Excellent. So 1% is kind of
the order of magnitude and the sensitivity?
Well, no, to be clear, that's the sensitivity. I wouldn't offer any ceiling for you as to where that could go, because as we've said in the past, the mass teleworking trend that may not I don't think that's going to be a fad. I think a number of companies have said very publicly and we've heard also offline anecdotally that a number of companies are going to sustain some level of mass teleworking going forward. Now again, replant conservatively, so we're assuming you have that traditional negative correlation, whereas C and I comes back, you start to see residential come back down as typical to the workforce. But there's a good chance that we could see, who knows, 1% of upside in that.
So again, I don't want to cap you. I just want to give you the sensitivity there.
Thanks for clarity. Thanks for the color guys. Thanks.
And our next question today comes from Durgesh Chopra with Evercore ISI. Please go ahead.
Hey, good morning team. Thank you for taking my question. Maybe just one tactical one real quick. Reggie, just can you clarify, you mentioned some rating agency adjustments to FFO to get. What exactly are those?
And I mean, I guess, is this a presentation change or what were you trying to convey there?
Yes, sure, Durgesh. So as you know, both Moody's and S and P and Fitch, I mean, sorry, not both, but all 3 rating agencies have tailored computations as it pertains to FFO to debt. So for example, Moody's ascribed a different level of credit for hybrids. We've been issuing those. S and P adds PPAs as parts of debt.
Moody's includes securitization. So they all have their sort of bespoke ways in which they calculate FFO to debt. And so what we're trying to highlight in our current guidance is that we're trying to show those tailored computations so that we can maintain the solid investment grade credit rating. That's what we've historically targeted. And so that kind of takes you to a mid teens level.
I think historically, just to keep it simple, we've shown it on an unadjusted basis, which gets you closer to high teens, but we wanted to reflect the reality of what those tailored computations will lead you to. And so that's what we're effectively doing.
I see. Okay. So it's no change to the absolute forecast numbers. It's just the adjustments all the credit rating agencies make and you sort of want to show that as relative to the bar or sort of the metrics they hold you accountable to?
That's exactly right. So our philosophy has not changed at all. We want to maintain solid investment grade credit ratings and we think that mid teens up to that level again albeit tailored for the rating agency should allow us to stay there.
Excellent. Okay, thank you. Then just maybe just quick one for you, Garik and maybe not so quick, but just coming out of the EICO meetings, I didn't get a chance to catch up with you. But just any thoughts that you can share yours or other industry leaders on the front on the legislation front, what might come down from the Biden administration, What might it look like? What might the timeline look like?
Just any color there would be appreciated.
Yes. Thanks for your question, Durgesh.
So if
I had the opportunity to listen to on 2 industry events, separate industry events, John Kerry, who's part of the Biden administration and for the Climate Envoy as well as Gina McCarthy, who is also part of the Biden administration here and engaged in the planet ambitions. Furthermore, our relationship with former Governor Grant Home and now likely lead of the Department of Energy here shortly. So it gives us a good context around some of these ambitions. And what we've heard clearly is from a net zero perspective for all sectors by 2,005 I mean 2,050 and for the electric sector by 2,035 from a net zero perspective. And John Kerry was specific to say that it was an all in approach and that also these ambitious these were ambitious goals.
But again, it was going to be about R and D type development and technology development to move it forward. And then you also offered the thought this was not a regulatory approach because that takes too long and it would be incentives based on the market to spur and increase the market. And so, I believe we're well positioned for that. Again, where we sit at 2,040 to 2,035, we can do that. But again, the important piece really from an industry perspective is that we maintain the affordability, reliability and decarbonization, all three of those can be addressed.
And it's going to require more R and D from a federal policy perspective. And so that, 1, we develop the technology, but it also moves at scale, so we can get the economics of it for all our customers. And so that's an important piece and we'll be leaning in from an industry perspective to shape that. Thanks for your question.
Excellent. Thank you. Appreciate the time.
And our next question today comes from Andrew Weisel with Scotiabank. Please go ahead.
Hey, thanks. Good morning, everyone. First, a question on the O and Ms. So the $100,000,000 or so that you identified in 2020 was extremely impressive. Now that the year is closed, how are you thinking about that terms of sustainability of that $100,000,000 And then as a follow-up in the waterfall on Page 15, can you just dig a little further into the negative $0.27 of higher costs as far as how much of that is built into the new rates and how much is what I would call your typical annual CEWAY cost savings?
Yes. So from the $100,000,000 challenge in our work there, very successful really over $100,000,000 very successful year, about 50% of that I'd put in the category of sustainable. So let me talk about kind of the both buckets. And so obviously, there has been some just change in the way we do business this year. We're not flying places.
We're not having hotel room stays and those stuff. Those aren't sustainable.
At some point, we'll go back and
we'll do those things, right, as part of the business. But through the CE Way, we've done 50% of it is clearly sustainable. And there are a number of actions that we've taken which will continue to provide savings for our customers and create headroom as we go forward. I want to give you an example. And this is a longer term one, but there was also a value that was seen here in 2020.
So if I go back to 2015, we issued about 6,000,000 calls in our call center or contact center. In 2017 here or I mean, 2020 here, we had 2,700,000 calls, a drop of 3,000,000 calls over that time period. It's roughly $3 a call. And so I'll just give you one real example of the work and it speaks to the empowerment. What is unique is that we empower our coworkers to do this.
And so some people still pay by calling in and dialing in and putting their credit card information. That's a subset of our customers. That team took that process, took 24 steps out of the process, moved it from 405 seconds to 305 seconds. And so as you imagine, a customer who wants to pay that way, the more steps they have, the longer it takes, the more they get frustrated, it turns into a defect and goes over to our call center. So that's just one example of how we've improved the process, made it better for our customers, made it better for our quarters and then the cost falls out of that.
And that's small and imagine multiplying that by 8,500 people that are doing that type because they're empowered. That's the unique piece. So that's hey, right? We're not going to go back and make that experience worse for our customers. That's the type of cost savings opportunities.
I can go through 100 of them. In fact, we have delivered on 100 of them and we'll continue to deliver on 100 of them. So that's how I think about it. And there's more opportunity across our company to deliver on excellence from the CUA. Now to your question, we were very successful in the midst of a pandemic and I think it speaks to our regulatory construct and getting a gas settlement in 2020 and an electric rate case.
And so as we look at forward test years and we look at the work we're underway, we've got recovery in place. And so when you see that uptick in O and M, much of that's for improved customer service. We increased and it was awarded through the electric rate case outcome in December, our forestry work, our tree trimming work was the number one cause of outages, we increased it by $30,000,000 So that's already recovered and we're going forward with that work to improve customer service for all our customers. That's just one example of the increase that you note there. But again, big picture perspective, there's more opportunity.
We continue to improve the way we do business excellence through the
Okay, sounds good. Thank you. Then one on the heating season and bills. Obviously gas prices are up. You've got this bad economy.
Can you give us an update on what you're seeing from customers in terms of their ability to pay their bills? And I'm sure it's always a concern, but how does it compare now versus in past seasons? And maybe if you could dig a little deeper into some of the programs that you've got to help your to help support the customers in need?
Yes. This has been one of our biggest years in support for our customers. So let me talk about the numbers. So when I look at current to 30 days, right now, our customer 87% of our customers are in that bucket, being current in 30 days. So that compares with 2019, which was 88% in 2017 I'm sorry, 2018, which was 89%.
And so there is an impact there. But as you see, it's pretty light in terms of what is kind of our historical receivables to 30 days. And so and really, we believe that's by design. 1, we work closely with the commissioners and made sure that, 1, we didn't have a mandatory moratorium shutoffs. It's been a voluntary.
We've worked closely with the commission to do that. We've invested a number of dollars in both payment forgiveness as well as foundation help, specifically $15,000,000 in 2020. We put another $24,000,000 into our foundation, which has also started to provide some of that benefit in 2021. And so we continue to increase that work. In fact, I was on the phone with the Attorney General's office this week and we're looking at how can we work together on this issue to do even more in 2021.
And so there are a variety of ways we've helped out those particularly in need during this time and we will continue through the course of the pandemic. I'm going to offer one more thing, particularly around Michigan, because we are in the midst of this pandemic, but I think there is a lot of bright things that are occurring both from a COVID perspective, but also Michigan's economy perspective. 1, we've got great distribution of the vaccine. And if you look at our numbers, the state of Michigan has improved in that performance. And so we've seen restaurants open.
We've seen this movement of kids going back to school. That's already underway. But if I even take a bigger picture perspective and look at some of the economic things that I've seen here in Michigan, I sit on 2 economic development boards, 1, 126 megawatts of new load, dollars 2,500,000,000 of investment, 4,000 new jobs. That's not just a highlight from this year. If I look back to the last 3 to 4 years, it's been very similar to that.
And if you go to a place like Kalamazoo, Michigan, Kalamazoo, Michigan, this is where they manufacture the vaccine for Pfizer. That place is going gangbusters and all the industries that support that are going gangbusters. Many people paint us as the automotive state. We truly have an automotive background which is rich, but we're one of the leading states in the growth of life sciences like we see at Pfizer and other places. And so although we're in the midst of a pandemic and there's certainly we need to be sensitive about those that are low income and are working through that and we're doing our efforts there.
I'm also optimistic about what Michigan offers in the growth that I've seen here over the last 4 or 5 years.
All right. Sounds great. If I could squeeze one last one just to confirm, you rolled forward the 5 year CapEx, but the 10 year plan of 25,000,000,000 dollars with $3,000,000,000 to $4,000,000 of upside. That's just a reiteration, right? That's not meant to be a roll forward.
Am I right that that won't be updated until after the IRP is done in a year and a half so?
That's correct. It's $25,000,000,000 with $3,000,000,000 to $4,000,000,000 opportunity. And if there's events that warrant it, we'll make adjustments on
Okay. Thanks so much.
And our next question today comes from Travis Miller, Morningstar. Please go ahead.
Thank you. Good morning. Good morning, Travis. When you look at the rate case outcome from last year, what are some of the pluses and minuses that you saw in the wins or losses that you might want to address in the next? I know you're not going to get in specifics, but general pluses and minuses that you might want to address next year or this year rather.
Well, one thing I spoke to the forestry outcome. That's going to be a great improvement. And again, the number one cause of outages in our state is tree trimming. And so that's a big lift. We've done a lot of great work on electric capital, and we made a great case and received a good portion of our electric capital and investment that will prepare the grid for the future from a renewable perspective as well as also improve reliability on electric grid.
We got some good outcomes in our distributed generation and our approach to that, which reduces the subsidy that's paid from our customers. And furthermore, our we haven't spoke much about electric vehicles, but our Power My fleet, which is where I think there's a great opportunity in electric vehicles, that's a space where we got approval for. And so and there's a whole host of other positives that would offer in there. From an opportunity perspective, and we do see this as an opportunity perspective, we can do more work to justify our capital plans, particularly from a facilities perspective and a fleet perspective. We're a little short of our expectations there and that's an area where we can build out better business cases and get better outcomes.
I also think there's a better opportunity to have our commission not go look at historical 5 year IT, because the IT and what we invest in that work, with how fast that is changing, when you do a historical look, it doesn't provide the right amount of O and M you need. And so there's more work we need to do with our staff, with the staff at the MPSC and with the commission to make a better case for O and M related to IP investments. And so those are a couple of examples of things that we use Regi. I know Regi has some thoughts as well.
Hey, Travis, the only thing I would add to Derek's good comments is that we did see in the electric rate case, a modest degradation in equity thickness. And so when you take into account the deferred tax flow back, it's only about 40 basis points of rate making equity thickness reduction. So again, modest level of degradation.
But at
the end of the day, we're still we're now 2, 3 years beyond tax reform and the balance sheet and cash flow generative effects of tax reform are very real. And so we would like to see that equity thickness accrete some to offset the effects of that. And so again, to Gerrick's point, the onus is on us to continue to make the compelling case that equity thickness at worst should stay where it is today, but ideally accrete some and we've seen other jurisdictions do that. So we'll try to make that case better in subsequent cases.
Okay, that's great. I appreciate that. And then real quick, you mentioned the EV program. If we think about a scale, let's say EV sales doubled over the assumptions that are in that in your program. What kind of CapEx does that mean?
Is it minimal? Is it a lot? Kind of think about that scale on the EV side. So what I'd offer and I mean this is really a preliminary piece here is, We have nice scalable programs on the fleet side and the residential side that are going to continue to grow as electric vehicle grows. And I'd put a level up there about 150 just as an early marker.
And I think what is the important key about this is fleets. And I'm really excited about what came out of the electric rate case because we're going to offer a concierge service to help businesses make the choice. That will be a big difference on how this moves because some of these fleets when you have to expand by 2 to 3 to 4 megawatts, you're talking about transformers and substations and other upgrades associated with that. And so depending on the fleet mix is really it's an important variable in figuring out what that capital build out looks like. As GM announced here, I think it was about a week and a half ago, there's an inflection point between when it makes sense to be an electric vehicle fleet for some of your trucking versus going to hydrogen.
And I think that point right there is an important point that we need to understand a bit more and we're working to do that and that's the importance of this fleet program we got in the last electric rate case and we'll see more of that grow and be able to better pinpoint our capital investment opportunities. And Rejji, go ahead on that one. I know you got more to add.
Yes. The only thing I would add is it also just depends on customer or end user behavior at the end of the day as well. And so part of the Power Michigan DRiVE program that we put in place, an element of that is really to educate customers on when to charge, and ideally charging off peak to get better utilization out of existing assets. And there are economic incentives that we're trying to provide as part of that. But if EV owners feel compelled and this is more on the residential side to charge during peak periods, well, that could have implications on the electric infrastructure as well as supply needs that we may have, which would have a direct impact on capital.
And so again, we've talked a lot about shaving the peak. And so even though that may lead to additional capital investment opportunities, we think that's suboptimal in terms of where to put the best dollar longer term. And so I think a lot of this will also be dictated on EV owner behavior.
Great. That's very helpful. I appreciate all the thoughts. Thanks for your question, Travis.
And our next question today comes from David Fishman of Goldman Sachs. Please go ahead.
Good morning. Thank you for squeezing me in here.
Thanks, David.
So we've talked a little bit about the renewable and the electric side, but I'm just curious a little bit for more color on the net zero and side, but I'm just curious a little
bit for more color on
the net zero methane by 2,030 on the natural gas kind of side of the business and how CMS needs to invest to achieve that kind of rapid level of decarbonization on
the gas side. It seems kind
of like over the past few years, the 5 year plan has more or less been around $5,000,000,000 now a little bit more this time than the 10 year plan is around $10,000,000,000 with a little bit upside. But is that the run rate you need in order to get to reach net 0 by 2,030 with some RNG mixed in? Or is there something else that maybe we should be looking for that might lead to an accelerating reduction in methane over time, whether it's
the first 5 or next 5 years?
I love this question, David. Next weekend here, this coming weekend, I should say, in the next couple of days, it's going to be 0 and negative one and one here in Michigan. And you know what, I have an electric heat pump at home. And I'll tell you what, it does not keep up. And so I've got a supplement with gas to be able to keep my house warm.
And in fact, 75% of Michigan's residents count on natural gas. And so I'm so glad you asked that question because I think it's really important when we think about decarbonization that we're thinking not only about the electric but the gas business and that's exactly what we're doing. And so we do have a 10 year plan as you pointed out to get to net 0 by 2,030. These investments which are represented in our 5 year plan and those in our 10 year which will have the opportunity to grow as we move forward, are exactly what delivers that net zero. We invest in taking out old metal and old materials out there, we replace it with plastic across our distribution system, which provides for safety that is so critical in our gas business and we continue to maintain reliability, affordability and decarbonization because you can do all across that.
Also within that plan, you had a little bit of renewable natural gas. We have some on our system. We're going to add a little bit more renewable natural gas that will help decarbonize that stream. That will get us to net 0 methane by 2,030. And I'll tell you what, there's more opportunity to decarbonize natural gas.
We've got energy efficiency programs that we have ran for 10 plus years, which are great. It's a win for our customers, saves them money, we get an incentive on it and it helps the plan, all the above win win win. We have the ability to expand those programs on our gas business. And you can think about the technology in the home, in the home envelope, in the equipment in the home to further decarbonize. And then if you want belts and suspenders, we can also talk about hydrogen.
And we spent a lot of time in the use cases around hydrogen. I won't go through them all now because I'm getting away from your questions. But yes, that investment spend right there and we have a little bit more opportunity in future cases where we've been there, we'll deliver a net net thing 2,030 target.
Got it. Thank you. Very helpful. And just one quick follow-up on that one. So the RNG that you'd be adding into the system, that would just mostly be tariff based, right?
You would just pretty much be taking RNG sources that are kind of separately owned and maybe having an additional charge associated with the RNG kind of when it reaches the customers? Or how would that work with the ownership and kind of supply dynamic?
Yes. So we'd look to put it on our system and have it be part of our gas supply cost recovery efforts there. And that will be work that we'll do. We've got some on our system, but as we add more, we'll look at different opportunities. I think there's opportunities too to think about individual customers who have a specific renewable natural gas need as part of their sustainability targets.
And so I think there's customer programs we would consider as well.
Got it. And then just one more if I can, on regulation. I think as part of the last electric rate case, the NTSC had mentioned looking at performance based metrics for performance based rate making. I know obviously you have some related to renewables right now, but I was just curious what you think the commission is kind of looking for there and maybe if you just had any color on what performance based rate making could look like in the future in Michigan?
Yes. So the work that you referenced in the Michigan Power grid, there are a number of activities and actions they're looking at, everything from interconnections to what it means to achieve net 0 by 2,050. That's our Governor's goal is the carbon neutrality by 2,050. And so there are a variety of things that they're taking a look at. And so it's not part of it is performance based rate making.
But I would offer this that our commission and staff continue to be very thoughtful in their approach. And for example, some of it is just frankly updating. One of the things that's part of our performance metrics we already have in place is average speed of answer, right? That's a call center metric. Most of our communications and most of our activity, as I shared with you earlier, are digital in nature.
And so to measure average speed of answer in today's time period, it's not really relevant. And so part of this too is a thoughtful updating of what are those standards that we measure ourselves to and get alignment around those. And so again, it's still in development. That's currently where we are. And I believe our commission and the regulatory construct will continue to be thoughtful in that approach.
And I guess just with that example, the idea would be potentially performance metric and you'd just be gauged against that and you might have an incentive or penalty associated with that?
Well, we already have average speed of answer. That's already a performance metric, which we work with and we measure our performance too and work with staff and the commission on. And so right now, it's really too soon to tell. I mean, this power grid work and the work that's going on is
there's a
lot of avenues of this and it's just there's work groups that are underway and we simply don't know what it looks like from a a performance based rate making perspective.
And our next question comes from Paul Patterson with SunTrust Associates. Please go ahead.
Hey, good morning, guys. How are you doing? Hi, Paul.
I'm doing well, Paul. Thank you.
So very some really quick bookends here. On EnerBank, and I apologize if I missed this, the $0.02 increase in the Q4, was there anything in particular there that happened?
Yes, Paul, this is Reggie. No, they just
it's been a
story throughout 2020 of them just executing and delivering. So loan origination volumes were up and we saw that basically after that brief pause from March April origination slowed down a little bit in the nascent stage of the pandemic, but then they just executed and delivered throughout the year. So that's what's reflected in that $0.02 uptick.
Okay, great. And then on Slide 8, so this estimated cost savings, I just wanted to touch base on what they sort of represent. So, I can see with Karn and Campbell, it's adjusted O and M savings. But I don't I'm not really clear on Palisades. And I'm just wondering also since securitization looked like $126,000,000 I think that was estimated by the commission.
And I wanted to sort of get a sense as to why those aren't included, if you know what I mean?
Yes. So, all I can take though. So with respect to the PPA related savings, to give you the quick answer, both Palisades and MCV, when you look at energy and capacity, they're both priced around $55 to $60 per megawatt hour. And so we looked at that relative to the replacement cost. And so for Palisade specifically, that is worth about $90,000,000 run rate per year.
MCV is a bit more nuanced. That's more just the fact that the capacity price embedded in the contract steps down post 2025. It effectively cuts in half and that's worth about $50,000,000 So that's the essence of the savings there for those 2. Now with respect to securitization, I just want to make sure I understand the spirit of where you're going. Is that with respect to when we tried to terminate Palisades early a few years ago or the 126, I just
want to make sure what you're referencing there.
Well, there was a securitization order for about $680,000,000 $690,000,000 or something that you guys got in December. And I think $126,000,000 was basically was what they basically thought was the savings that they called out as being the savings in it. I guess what I'm wondering is, it seems like there might be other savings that you guys would be encountering here from securitization. Also, it seems maybe some stuff from the coal as well that you guys aren't adding in there. And I'm just wondering why you're not calling those out.
I know I see where you're going. Okay. So you're correct about the December securitization order of about $688,000,000 To be very clear, that was specifically related to Karn 1 and 2. And so what we've enumerated on Page 8 are the O and M related savings that we have quantified. There could be additional savings above and beyond that.
We have good experience, as you know, closing coal facilities. So we obviously did the Classic 7 in 2016. And based on that history, that's where we've come up with a $30,000,000 if there are additional savings potentially in the fuel side or otherwise. We'll obviously realize that upside to
the benefit of customers and investors. But for now, we're just reflecting the
O and M savings at Karn 1 and 2. And the securitization order that we got in December is solely related to that closure.
Are these annual numbers
or These
are run rate. So we don't anticipate these being just one time or episodic. I mean, the events themselves are episodic, but we expect these to be ongoing.
And so just I'm sorry to be slow on this, but it looks like there's maybe considerably more savings that you guys might be getting from this. I mean, this seems conservative, these cost savings that you're bringing up. I mean, some of it obviously will go back to customers. But am I correct in that?
Well, a couple of things. So we always plan conservative for sure. And remember, this is just related to these events. So the Palisades retirement, the Karn facilities, the Campbell I and II potentially in 2,031 as well as NCV. This excludes all the CEWAY and waste elimination related savings.
So $200,000,000 is not the extent of our ambitions. That is solely the quantification of these amounts that are enumerated on the slide. We certainly think we can do more. And if there are additional savings within these items enumerated on Page 8, we'll realize them where we come when they arrive. But again, Paul, you know our style.
We are very conservative in how we go about our business and we'd rather, I'll say, deliver and surprise to the upside than the downside.
Awesome. Thanks so much, guys.
Thank you. And our
next question comes from Sophie Kars with KeyBanc. Please go ahead. Hi.
Good morning, guys. Thank you for taking my questions. So most of the questions have been answered, I guess. I don't want to beat the dead horse on equity and so on. But just maybe if I may, a quick follow-up on pensions.
You mentioned that the plans are fully funded, and I think the market action helps that a lot in 2020. How does what how do you contemplate, I guess, the potential contributions over the next 5 years during your planning period? And how is that factoring into your equity needs and just general balance sheet planning? Thank you.
Yes. Sophie, appreciate the question. And I on the income statement side, we also choose to flex up on the operating on the income statement side, we also choose to flex up on the operating cash flow side. And last year, we saw pretty good upside, largely driven by cost performance a little bit from the CARES Act that allowed us to have some upside on OCF. And so we took the liberty to put about $700,000,000 to work in discretionary pension contributions, most of which were in this January of
last year, but we did
a good portion in late in Q4 and that's allowed us to fully fund the pension. And so where we sit today, we don't anticipate certainly not any we certainly don't anticipate any involuntary contributions. And I think if there are any embedded in the 5 year plan, I would say they're relatively de minimis. And so where we sit today, we think there should be really light contribution requirements over the next 5 years. Now clearly, there are variables.
So if you see discount rates come down, if you see asset performance underwhelm or underperform, that could require additional contributions. So where we sit today, we feel quite good about the lack or limited amount of contributions over the course of this 5 year plan. So there's no real material impact embedded in our equity assurance assumptions. But again, these variables toggle and you have to recalibrate every year. So we'll see what the fact pattern looks like over the next couple
of years. Is that helpful?
Yes, yes, it's super helpful. Thank you. And then one last one, if I may squeeze it in very quick. Your OCF guidance is down versus 2019 I'm sorry, 2020, not by a lot, but like about $120,000,000 $130,000,000 I would say. So is the rate or you've got most recently during the COVID kind of situation a primary driver of that or is there
little bit and this precedes me and Garrick, it's just been a just a longstanding standard we've had from a financial planning perspective for OCF is we have not unlike on the income statement and EPS, we have not guided OCF off of the prior year actuals. We have just looked at the budget or the guidance we provide from prior year and we said directionally it will increase by $100,000,000 each year off the prior year's guidance. And so for example, last year we guided to 1 point $75,000,000,000 Obviously, we delivered well in excess of that. And then this year, again, dollars 100,000,000 above and beyond that, dollars 1,500,000,000 So yes, that is down from where actuals were, which was just under $2,000,000,000 And again, a lot of that had to do with the cost performance as well as again some CARES Act related benefits. And so I wouldn't view that as conservatism or just any type of
rate
perspective. But we're saying all in over the next 5 years, we're going to do over $10,000,000,000 of operating cash flow generation and that is in excess of what we were anticipating over 5 years from the prior vintage, which I think was south of $10,000,000,000 or around $10,000,000,000 So we feel good about our ability to deliver on operating cash flow and it's not a result of any of the regulatory outcomes. I think
the only thing you'll see
in the gas settlement is about $30,000,000 $35,000,000 of operating cash flow challenge because we're staying out. But again, it's relatively de minimis
in the grand scheme of things.
Got it. Thank you. Very helpful. I appreciate it.
Thank you. Thanks, Ofer.
Ladies and gentlemen, this concludes the question and answer session. I'd like to turn it back over to Gary Roushout for any final remarks.
Thanks, Rocco. And I'd like to thank everyone for joining us today for our year end earnings call. I'll be back out on the virtual road shortly, and I look forward to connecting with you. I'm hoping we can meet face to face safely and before the year is over. Take care and be safe.
Thank you, ladies and gentlemen. This concludes today's presentation. You may now disconnect your lines and have a wonderful