UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, D.C. 20549
FORM 10-K
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| ☒ | ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the fiscal year ended December 31, 20212023
OR
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| ☐ | TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the transition period from to
Commission file number: 001-8966
SJW GROUP
(Exact name of registrant as specified in its charter)
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| Delaware | | 77-0066628 |
| (State or other jurisdiction of incorporation or organization) | | (I.R.S. Employer Identification No.) |
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| 110 West Taylor Street, | San Jose, | CA | | 95110 |
| (Address of principal executive offices) | | (Zip Code) |
(408) 279-7800
(Registrant’s telephone number, including area code)
Not Applicable
(Former name, former address and former fiscal year, if changed since last report)
Securities registered pursuant to Section 12(b) of the Act:
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| Title of each class | | Trading Symbol(s) | | Name of each exchange on which registered |
| Common Stock, par value $0.001 per share | | SJW | | New York Stock Exchange LLC |
Securities registered pursuant to Section 12(g) of the Act:
None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ☒ No ☐
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ☐ No ☒
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes ☒ No ☐
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). Yes ☒ No ☐
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or emerging growth company. See definition of “large accelerated filer,” “accelerated filer,” “smaller reporting company,” and “emerging growth company,” in Rule 12b-2 of the Exchange Act.
Large accelerated filer ☒ Accelerated filer ☐ Non-accelerated filer ☐ Smaller reporting company ☐ Emerging growth company ☐
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ☐
Indicate by check mark whether the Registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. ☒
If securities are registered pursuant to Section 12(b) of the Act, indicate by check mark whether the financial statements of the registrant included in the filing reflect the correction of an error to previously issued financial statements. ☐
Indicate by check mark whether any of those error corrections are restatements that required a recovery analysis of incentive-based compensation received by any of the registrant’s executive officers during the relevant recovery period pursuant to §240.10D-1(b) ☐
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes ☐ No ☒
As of June 30, 2021,2023, the aggregate market value of the registrant’s common stock held by non-affiliates of the registrant was approximately $1,737$2,199 million based on the closing sale price as reported on the New York Stock Exchange.
As of February 17, 2022, 30,228,91915, 2024, 32,060,353 shares of the registrant’s common stock, par value, $0.001 per share, were outstanding.
DOCUMENTS INCORPORATED BY REFERENCE
Portions of the registrant’s Proxy Statement relating to the registrant’s Annual Meeting of Stockholders are incorporated by reference into Part III of this Form 10-K where indicated.
TABLE OF CONTENTS
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| PART I |
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| Item 1. | | |
| Item 1A. | | |
| Item 1B. | | |
| Item 1C. | | |
| Item 2. | | |
| Item 3. | | |
| Item 4. | | |
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| PART II |
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| Item 5. | | |
| Item 6. | | |
| Item 7. | | |
| Item 7A. | | |
| Item 8. | | |
| Item 9. | | |
| Item 9A. | | |
| Item 9B. | | |
| Item 9C. | | |
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| PART III |
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| Item 10. | | |
| Item 11. | | |
| Item 12. | | |
| Item 13. | | |
| Item 14. | | |
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| PART IV |
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| Item 15. | | |
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PART I
Forward-Looking Statements
This report contains forward-looking statements within the meaning of the federal securities laws relating to future events and future results of SJW Group and its subsidiaries that are based on current expectations, estimates, forecasts, and projections about SJW Group and its subsidiaries and the industries in which SJW Group and its subsidiaries operate and the beliefs and assumptions of the management of SJW Group. Some of these forward-looking statements can be identified by the use of forward-looking words including “believes”, “expects”, “estimates”, “anticipates”, “intends”, “seeks”, “approximately”, “plans”, “projects”, “may”, “should”, “will”,such as “believes,” “expects,” “may,” “will,” “should,” “seeks,” “approximately,” “intends,” “plans,” “estimates,” “projects,” “strategy,” or “anticipates,” or the negative of those words or other comparable terminology. These forward-looking statements are only predictions and are subject to risks, uncertainties and assumptions that are difficult to predict. Therefore, actual results may differ materially and adversely from those expressed in any forward-looking statements. Important factors that could cause or contribute to such differences include, but are not limited to, those discussed in this report under Item 1A, “Risk Factors,” and Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” and elsewhere, and in other reports and documents SJW Group files with the Securities and Exchange Commission (the “SEC”), specifically the most recent Form 10-Q and reports on Form 8-K filed with the SEC, each as it may be amended from time to time.
The accuracy of such statements is subject to a number of risks, uncertainties and assumptions including, but not limited to, the following factors:
•the effect of water, utility, environmental and other governmental policies and regulations, including actions concerning rates, authorized return on equity, authorized capital structures, capital expenditures and other decisions;
•changes in demand for water and other services;
•the impact of the Coronavirus (“COVID-19”) pandemic on our business operation and financial results;
•unanticipated weather conditions and changes in seasonality including those affecting water supply and customer usage;
•the effect of the impacts of climate change and the effects thereof;change;
•unexpected costs, charges or expenses;
•our ability to successfully evaluate investments in new business and growth initiatives;
•contamination of our water supplies and damage or failure of our water equipment and infrastructure;
•the risk of work stoppages, strikes and other labor-related actions;
•catastrophic events such as fires, earthquakes, explosions, floods, ice storms, tornadoes, hurricanes, terrorist acts, physical attacks, cyber-attacks, epidemic or similar occurrences;
•changes in general economic, political, business and financial market conditions;
•the ability to obtain financing on favorable terms, which can be affected by various factors, including credit ratings, changes in interest rates, compliance with regulatory requirements, compliance with the terms and conditions of our outstanding indebtedness, and general market and economic conditions; and
•legislative and general market and economic developments.
Actual results are subject to other risks and uncertainties that relate more broadly to our overall business, including those more fully described in our filings with the SEC, including our most recent reports on Form 10-K, Form 10-Q and Form 8-K. Forward-looking statements are not guarantees of performance, and speak only as of the date made, and SJW Group undertakes no obligation to update or revise any forward-looking statements except as required by law.
Item 1.Business
General Development of Business
SJW Group was initially incorporated as SJW Corp. in the state of California on February 8, 1985. SJW Group is a holding company with four wholly-ownedwholly owned subsidiaries:
•San Jose Water Company (“SJWC”), with its headquarters located at 110 West Taylor Street in San Jose, California 95110, was originally incorporated under the laws of the State of California in 1866. As part of a reorganization on February 8, 1985, SJWC became a wholly owned subsidiary of SJW Group. SJWC is a public utility in the business of providing water service to approximately 231,000 connections that serve a population of approximately one million people in an area comprising approximately 139 square miles in the metropolitan San Jose, California area.
•SJWNE LLC, a Delaware limited liability company, was formed in 2019, and is a wholly-ownedwholly owned subsidiary of SJW Group. SJWNE LLC is a special purpose entity established to hold SJW Group’s investment in Connecticut Water Service, Inc. Connecticut Water Service, Inc. with its headquarters located in Clinton, Connecticut, was incorporated in 1974 in the State of Connecticut. As part of the merger transaction between SJW Group and Connecticut Water Service, Inc. on October 9, 2019, Connecticut Water Service, Inc. and its subsidiaries (“CTWS”) became a wholly-ownedwholly owned subsidiary of SJWNE LLC. Connecticut Water Service, Inc. is a holding company with four wholly-ownedwholly owned subsidiaries. The Connecticut Water Company (“Connecticut Water”CWC”) and The Maine Water Company (“Maine Water”MWC”) are public utilities in the business of providing water service to approximately 140,000 connections that serve a population of approximately 456,000 people in 81 municipalities throughout Connecticut and Maine and more than 3,000 wastewater connections in Southbury, Connecticut.Maine. The remaining two subsidiaries are Chester Realty, Inc., a real estate company in Connecticut, and New England Water Utility Services, Inc. (“NEWUS”), which provides contract water and sewer operations and other water related services.
•In the third quarter of 2023, the corporate reorganization of our water services organization in Texas was completed. SJWTX Holdings, Inc. is the holding company for SJWTX, Inc. was incorporated in the State of Texas in 2005. SJWTX, Inc. is, doing business as Canyon LakeThe Texas Water Service Company (“CLWSC”TWC”), Texas Water Operation Services, LLC (“TWOS”) and Texas Water Resources, LLC (“TWR”). CLWSCTWC is a public utility in the business of providing water service to approximately 24,000 service connections that serve approximately 70,000 people. CLWSC’s service area comprises more than 266 square miles in the southern region of the Texas Hill Country in Bandera, Blanco, Comal, Hays, Kendall, Medina and Travis counties,Counties in the growing region between San Antonio and Austin, Texas. SJWTX, Inc. hasTWC additionally provides wastewater service in Comal and Kendall counties. TWC also holds a 25% equity interest in Acequia Water Supply Corporation (“Acequia”). Acequia has been determined to be a variable interest entity within the scope of Financial Accounting Standards Board (“FASB”) Accounting Standard Codification (“ASC”) Topic 810, “Consolidation”“Consolidation,” with SJWTX, Inc.TWC as the primary beneficiary. As a result, Acequia has been consolidated with SJWTX, Inc. On December 17, 2021, CLWSC completed its acquisition of Kendall West Utility and Bandera East Utility, companies that provide water services, including wastewater and recycled water services in Kendall, Bandera and Medina counties which are located in south central Texas. Kendall West Utility and Bandera East Utility, together, added approximately 1,600 service connections that serve a population of approximately 5,000 people in a service area approximately 19 square miles to CLWSC’s operations. SJWTX, Inc is undergoing a corporate reorganization to separate regulated operations from non-tariffed activities. In November 2021, SJWTX Holdings, Inc. (“SJWTX Holdings”) and Texas Water Operation Services LLC (“TWOS”) were formed for the purpose of effecting a corporate reorganization of our water services organization in Texas.TWC. TWOS was created for non-tariffed service operations and is wholly-owned by SJWTX Holdings. SJWTX Holdings is a wholly-owned subsidiary of SJW Group, incorporatedTWR was formed to hold the investments in SJWTX, Inc. and TWOS. In addition, in 2022, SJWTX Holdings intends to create a new subsidiary to hold future wholesale water supply assets.
•SJW Land Company was incorporated in 1985. SJW Land Company owns undeveloped land in California and Tennessee and operates commercial buildings in Tennessee.
Together, SJWC, Connecticut Water, CLWSC, Maine WaterCWC, TWC, TWOS, TWR, MWC and NEWUS are referred to as “Water Utility Services.”
SJW Land Company and and Chester Realty, Inc. are collectively referred to as “Real Estate Services.”
Regulation and Rates
Water Utility Services, excluding non-tariffed activities, are subject to rate regulation based on cost recovery and meets the criteria of accounting guidance for rate-regulated operations, which considersaffects the timing of the recognition of certain revenues and expenses. SJW Group’s consolidated financial statements reflect the effectsactions of regulators in the rate-making process. The rate-making process is intended to provide revenues sufficient to recover normal operating expenses, provide funds for replacement of water infrastructure and produce a fair and reasonable return on stockholder common equity. SJW Group’s regulated operations financing activity isactivities are designed to
achieve capital structures consistent with regulatory guidelines in the locations where the companies operate. The following summarizes each state’s authorized rates and capital structure as of December 31, 2021:2023:
| | California | | Connecticut | | Texas (a) | | Maine (a) |
| California | | | California | | Connecticut | | Texas (a) | | Maine (b) |
| Authorized capital structure (debt/equity) | Authorized capital structure (debt/equity) | 47% / 53% | | 47% / 53% | | 37% / 63% | | 54% / 46% | Authorized capital structure (debt/equity) | 45% / 55% | | 47% / 53% | | 42% / 58% | | 50% / 50% |
| Authorized return on equity | 8.90% | | 9.00% | | 10.88% | | 9.81% |
| Authorized return on equity (c) | | Authorized return on equity (c) | 9.31% | | 9.00% | | 10.88% | | 9.70% |
| Authorized rate base (in millions) | Authorized rate base (in millions) | $958.9 | | $549.4 | | $43.3 | | $63.3 | Authorized rate base (in millions) | $1,113.7 | | $620.1 | | $43.3 | | $135.1 |
| Estimated rate base at year-end (in millions) | $1,023.1 | | $613.6 | | $95.1 | | $87.6 |
| Estimated rate base at year-end (in millions) (d) | | Estimated rate base at year-end (in millions) (d) | $1,136.3 | | $731.3 | | $106.5 | | $172.0 |
(a)Represents averages over water systems operatingEstimated by management.
(b)The authorized capital structure and return on equity shown are those of the largest division of MWC, the Biddeford and Saco division. Effective January 1, 2024, the Biddeford and Saco division’s authorized return on equity is 9.5% and its authorized capital structure is 49% debt and 51%
equity. This return on equity and capital structure will be used for any future Water Infrastructure Surcharge (“WISC”) calculations for all divisions until the Commission has authorized or approved a different return on equity structure in a different proceeding.
(c)For California, the state.approved WCCM-adjusted return on equity is 10.01% starting January 1, 2024, less a 20 basis point reduction due to the reimplementation of the Water Conservation Memorandum Account (“WCMA”).
(d)An approximation of rate base which includes net utility plant not yet included in rate base pending rate case filings and outcomes. For California, this represents the weighted-average estimated rate base for the twelve months ended December 31, 2023.
California Regulatory Affairs
SJWC’s rates, service and other matters affecting its business are subject to regulation by the California Public Utilities Commission (“CPUC”).
Generally, there are three types of rate adjustments that affect SJWC’s revenue collection: general rate adjustments, cost of capital adjustments, and offset rate adjustments. General rate adjustments are authorized in general rate case decisions, which usually authorize an initial rate adjustment followed by two annual escalation adjustments. General rate applications are normally filed and processed during the last year covered by the most recent general rate case as required by the CPUC in order to avoid any gaps in regulatory decisions on general rate adjustments. Actual revenue received may be higher or lower than the revenue requirement due to a number of factors including actual customer counts, usage or other regulatory factors in force at the time.
Cost of capital adjustments are rate adjustments resulting from the CPUC’s usual tri-annual establishment of a reasonable rate of return for SJWC’s capital investments.
The purpose of an offset rate adjustment is to compensate utilities for changes in specific pre-authorized offsettable capital investments or expenses, primarily for purchased water, groundwater extraction, purchased power and pensions. Pursuant to Section 792.5 of the California Public Utilities Code, a balancing account must be maintained for each expense item for which such revenue offsets have been authorized. Memorandum accounts track revenue impacts due to catastrophic events, certain unforeseen water quality expenses related to new federal and state water quality standards, energy efficiency, water conservation during periods of mandated water restrictions, water tariffs and other approved activities or as directed by the CPUC. The purpose of balancing and memorandum accounts is to track the under-collection or over-collection associated with such expense changes and activities for future recovery or refund considerations.
On March 17, 2020, Carrying balances of the CPUC ordered its regulated water utilities to halt customer disconnection activities in connection with the COVID-19 pandemic. On April 2, 2020, California Governor Gavin Newsom issued Executive Order N-42-20 suspending customer disconnection activities until further notice. On April 16, 2020, the CPUC issued Resolution M-4842 directing utilities to implement emergency customer protections to assist customers such as waiving reconnection deposits, offering payment arrangements, and suspending disconnections for nonpayment. This resolution was effective for up to one year, or April 15, 2021, with the option to extend. On February 11, 2021, the CPUC approved Resolution M-4849 extending customer protections required in Resolution M-4842 through June 30, 2021. The resolution also requires water utilities to develop a transition plan regarding shutoffs and terminations with customers once the moratorium ends. On April 1, 2021, SJWC filed Advice Letter 560 which includes such plan and the filing was approved on June 16, 2021. On June 11, 2021, Governor Newsom issued Executive Order N-08-21 which initially ended the suspension on customer disconnection activities on September 30, 2021. On June 16, 2021, the CPUC directed its regulated water utilities to extend the suspension on customer disconnection activities through September 30, 2021, in response to the Governor’s order. On June 23, 2021, SJWC filed Advice Letter 565 to extend Resolution M-4849’s emergency customer protections through September 30, 2021. This advice letter was approved on July 1, 2021. On July 20, 2021, the CPUC directed its regulated water utilities to continue to suspend customer disconnection activities until the sooner of further notice and direction from the CPUC or until February 1, 2022. On September 23, 2021, Governor Newsom approved Senate Bill 155, which included a provision extending the water shutoff moratorium through December 31, 2021.
SJWC filed Advice Letter No. 556 on November 16, 2020, with the CPUC requesting authorization to increase its revenue requirement by $11.8 million or 3.04% in 2021 for the final escalation year authorized in our 2018 General Rate Case Decision No. 18-011-025 which established rates for 2019, 2020, and 2021. This advice letter was approved on December 17, 2020, and new rates became effective January 1, 2021.
On January 4, 2021, SJWC filed General Rate Case Application No. 21-01-003 requesting authority for an increase of revenue of $51.6 million or 13.35% in 2022, $16.9 million or 3.88% in 2023, and $19.2 million or 4.24% in 2024. The application also includes requests to recover $18.5 million from balancing and memorandummemo accounts authorization forearn a $435.0 million capital budget, further alignment between actual and authorized usage, and a shift to greater revenue collection in the service charge.rate of return based on treasury rates.
The application will undergo a year-long review process and new rates, if approved, are expected to be effective by the second quarter of 2022. Due to the processing delay, SJWC filed Advice Letter No. 573 on December 30, 2021, to request interim rates effective January 1, 2022, which will allow SJWC to retroactively apply approved rates to January 1, 2022. Interim rates are proposed to be set equal to present rates in order to avoid customer confusion and short-term bill changes. This advice letter was approved with an effective date of January 1, 2022. SJWC and the Public Advocates Office filed a settlement agreement resolving all issues in the proceeding on January 13, 2022, which will be considered by the CPUC for adoption. The settlement recognizes the need for continued investments in the water system to deliver safe and reliable water service. Additionally, it further aligns authorized and actual consumption, particularly for business customers, addresses our water supply mix challenge, and provides greater revenue recovery in the fixed charge.
On May 3, 2021, SJWC filed Application No. 21-05-004 requesting authority to adjust its cost of capital for the period from January 1, 2022 through December 31, 2024. The request seekssought a revenue increase of $6.4 million or 1.61% in 2022. The application also proposesproposed a rate of return of 8.11%, an increase from the current rate of 7.64%, a decrease in the average cost of debt rate from 6.20% to 5.48%, and a return ofon equity of 10.30%, an increase from the current rate of 8.90%. In addition, the request seekssought to adjust SJWC’s currently authorized capital structure of approximately 47% debt and 53% equity to approximately 45% debt and 55% equity. IfIntervenors in this proceeding, namely the Public Advocates Office and Water Rate Advocates for Transparency, Equity, and Sustainability, suggested a lower return on equity while the latter has also suggested a higher cost of debt and different capital structure as part of their testimonies. On June 29, 2023, the CPUC approved rates are expected to be effectiveDecision No. 23-06-025 in this proceeding. The decision authorized a rate of return of 7.28% based on a return on equity of 8.80%, a cost of debt of 5.46%, and a capital structure of approximately 45% debt and 55% equity. The CPUC also authorized continuation of the Water Cost of Capital Mechanism (“WCCM”) in the third quartersame decision. The WCCM provided for an adjustment to SJWC’s return on equity and cost of 2022.
debt if the average Moody’s Aa utility bond index rate between October 1, 2021 and September 30, 2022 varies by more than 100 basis points when compared to the same period from the prior year. The index rate difference between those periods increased 103 basis points, thereby triggering the WCCM. Accordingly, SJWC filed a Tier 2 Advice Letter No. 598 on June 30, 2023, which was subsequently approved with an effective date of July 31, 2023. On May 27, 2021,July 31, 2023, SJWC filed a Tier 1 Advice Letter No. 599 to implement new rates. The new rates became effective prospectively on the date of the filing and reflected the WCCM-adjusted return on equity of 9.31%, a cost of debt of 5.26%, and an overall rate of return of 7.47%. Advice Letter No. 599 was approved with an effective date of July 31, 2023. Between October 1, 2022 and September 30, 2023, the index rate increased approximately 140 basis points, surpassing the required WCCM trigger. On October 13, 2023, SJWC filed Advice Letter No. 561/561A601 to trigger the WCCM for 2024, which was subsequently approved with an effective date of January 1, 2024.The approved WCCM-adjusted return on equity is 10.01% starting January 1, 2024, less a 20 basis point reduction due to the reimplementation of the WCMA.
The CPUC approved the settlement of 2022 General Rate Case on October 6, 2022 and issued Decision No. 22-10-005 (“2022 GRC Decision”) on October 11, 2022. SJWC received authority for an increase of revenue requirement by $25.1 million or 6.03% in 2022, $13.0 million or 2.94% in 2023, and $16.1 million or 3.56% in 2024. The application included requests to recover $18.2 million from balancing and memorandum accounts and authorization for a $350 million capital budget. Additionally, it further aligned authorized and actual consumption, particularly for business customers, addressed the water
supply mix variability, and provided greater revenue recovery in the fixed charge. The approved revenue increase for 2022 was effective retrospectively to January 1, 2022.
SJWC filed Advice Letter No. 585 on November 10, 2022, to recover $20.6 million in the Interim Rates Memorandum Account in accordance with the CPUC requesting authorization2022 GRC Decision. Advice Letter No. 585 was approved with an effective date of January 1, 2023.
SJWC filed Advice Letter No. 586 on November 18, 2022, to increase the authorized revenue requirement by $17.3$18.4 million or 4.34%4% for the escalation year increase in accordance with the 2022 GRC Decision. Advice Letter No. 586 was approved with an effective date of January 1, 2023.
SJWC filed Advice Letter No. 590 on April 6, 2023, to recover a $14.2 million under-collection in its Monterey Water Revenue Adjustment (“MWRAM”) Account as of March 31, 2023. SJWC proposed that this amount be recovered via a 12-month volume surcharge. Advice Letter No. 590 was approved with an effective date of May 8, 2023.
SJWC filed Advice Letter No. 591 on April 11, 2023, to discontinue its drought allocation surcharges and move from Stage 3 to Stage 1 of its Schedule 14.1. Advice Letter No. 591 was approved with an effective date of April 11, 2023.
SJWC filed Advice Letter No. 592 on April 20, 2023, to continue its WCMA and Water Conservation Expense Memorandum Account under Santa Clara Valley Water District’s (“Valley Water”) voluntary call for 15% conservation. On October 2, 2023, Advice Letter No. 592 was approved with an effective date of April 20, 2023.
SJWC filed Advice Letter No. 596 on May 31, 2023, to increase the authorized revenue requirement by $27.6 million to offset the increases to purchased potable water charges, the groundwater extraction fee, and purchased recycled water charges implemented by Santa Clara Valley Water District (“Valley Water”) and South Bay Water Recycling. This advice letterfrom its water wholesalers effective July 1, 2023. Advice Letter No. 596 was approved with an effective date of July 1, 2021.2023.
On June 9, 2021, Valley Water declared a water shortage emergency and mandated its retailers to reduce consumption by 15% based on 2019’s volume. On June 18, 2021, SJWC filed Advice Letter No. 563 with the CPUC to activate Stage 3 of its Rule 14.1, Water Shortage Contingency Plan, in response to Valley Water’s declaration of drought emergency and call for 15% mandatory conservation. Advice Letter No. 564 was also filed603 on June 9, 2021,November 14, 2023, to establish a Water Conservation MemorandumGroup Insurance Balancing Account to track the revenue impact ofdifference between the company’s authorized versus actual water consumptioncosts for medical, dental, and the incremental expenses required to implement our mandatory water conservation plan. Similar memorandum accounts were authorized during the previous drought. Advice Letters No. 564 and 563 were approved with the effective dates of July 20, 2021, and August 5, 2021, respectively.
On August 5, 2021, SJWC filedopt-out insurance expenses. Advice Letter No. 567 with the CPUC requesting authorization to update its Drought Allocations and Drought Surcharges program contained within its Schedule 14.1. This filing updates the program developed during the drought of 2014-2017. Advice Letter No. 567603 was approved with an effective date of September 6, 2021. This approval does not authorize program activation.January 1, 2024.
On October 15, 2021, SJWC filed Advice Letter No. 569605 on November 21, 2023, to increase the authorized revenue requirement by $21.3 million or 4.16% for the attrition year increase in accordance with the CPUC requesting authorization to activate Schedule 14.1 effective November 15, 2021, as approved in2022 GRC Decision. Advice Letter No. 567. The drought surcharges collected will be used to offset the revenue losses tracked in the Water Conservation Memorandum Account authorized in Advice Letter No. 564. This advice letter605 was approved with an effective date of NovemberJanuary 1, 2024.
On December 15, 2021.2023, SJWC, along with three other California water utilities, filed a joint request for one-year deferment on the cost of capital filings which would otherwise be due on May 1, 2024. Postponing the filing a year would alleviate administrative processing costs on the utilities as well as the CPUC staff, and provide relief for both CPUC and utility resources already strained by numerous other proceedings. The request is conditioned on leaving the current WCCM in place such that any adjustments will be made to the respective utilities cost of capital during the one-year deferment based on the mechanism. The request was approved on February 2, 2024.
On January 2, 2024, SJWC filed General Rate Case Application No. 24-01-001 with the CPUC to increase rates charged for water service by $55.2 million or 11.11% in 2025, by $22 million or 3.99% in 2026, and by $25.8 million or 4.49% in 2027. The application also includes requests to recover $23.5 million from balancing and memorandum accounts, further alignment between actual and authorized usage, and a shift to greater revenue collection in the service charge. The application will undergo a year-long review process and the new rates, if approved, are expected to be effective January 1, 2025.
Connecticut Regulatory Affairs
Connecticut Water’sCWC’s rates, service and other matters affecting its business are subject to regulation by Thethe Public Utilities Regulatory Authority of Connecticut (“PURA”).
PURA allows the Connecticut regulated operations to add surcharges to customers’ bills in order to recover certain costs associated with approved eligible capital projects through the Water Infrastructure Conservation Adjustment (“WICA”) in between full rate cases, as well as approved surcharges or sur-credits for the Water Revenue Adjustment (“WRA”).
Connecticut Water mitigatesOn January 25, 2023, CWC filed its 2022 WICA reconciliation with PURA. The reconciliation, approved by PURA on March 29, 2023 and effective for 12 months beginning April 1, 2023, replaced the risk associatedexpiring 2021 reconciliation credit of 0.02% with changesa credit of 0.16%. On January 26, 2023, CWC filed for a WICA increase of $3.3 million in demand through aannualized revenues for $27.8 million in completed projects. PURA approved WRA mechanism.CWC’s application on March 22, 2023. The WRA is used to reconcile actual water demands with the demands projectedcumulative WICA surcharge as of April 1, 2023 was 6.19%, collecting $6.5 million on an annual basis.
On February 27, 2023, CWC filed its 2022 WRA. The mechanism reconciles 2022 revenues as authorized in the CWC’s most recent general rate case and allows companies to implement a surcharge or surcredit as necessary to recover the revenues approved in the general rate case. The 2022 WRA, removesas approved by PURA on March 24, 2023 and effective for 12 months beginning on April 1, 2023, imposed a 4.97% sur-credit on customer bills to refund the financial disincentive for water utilities to develop and implement effective water conservation programs. The WRA allows water companies to defer on the balance sheet, as a regulatory asset or liability, for later collection from or crediting to customers the amount by which actual revenues deviate from the revenues allowed in the most recent general rate proceedings. Projects eligible for WICA surcharges include certain types of aging utility plant, primarily water mains, meters, and service lines. Additionally, certain energy conservation projects, improvements required to comply with streamflow regulations, and improvements to acquired systems are eligible for WICA surcharges.2022 revenue over-collection.
On October 28, 2020, Connecticut WaterJuly 27, 2023, CWC filed for a WICA application representing an additional 1.11% surcharge or approximately $1.0increase of $1.3 million increase in annualized revenues for a cumulative WICA surcharge of 6.94% which became effective April 1, 2021. Additionally, on February 1, 2021, Connecticut Water and the Avon Water division separately filed their annual WICA$11.5 million in completed
reconciliation which called for a 0.09% increaseprojects. PURA approved the application, and 0.80% reduction ofeffective October 1, 2023, the cumulative WICA surcharge respectively. On March 3, 2021, in separate decisions, PURA approved a net cumulative 7.03% WICA surcharge for Connecticut Water and a net cumulative 8.51% WICA surcharge for the Avon Water division, both of which became effective on customers’ bills on April 1, 2021. The WICA surcharge was reset to zero as part of the July 28, 2021 rate case decision, and remained zero until December 31, 2021.is 7.38%.
On January 15, 2021, Connecticut WaterOctober 3, 2023, CWC filed an application with PURA to amend rates for its customers, includingadjust customer rates. If PURA approves the divisions of Avon Water and Heritage Village Water. The filing requests an increase of $20.2 million inrequest as proposed, annual revenues that includes more than $265.5of CWC will increase by approximately $21.4 million in completed infrastructure investments that are not currently in approved ratesor 18.1% over current authorized revenues and surcharges. would be effective on or about July 1, 2024.
On July 28, 2021, Connecticut Water received the final decision approvingNovember 14, 2023, CWC submitted an increase of $5.2 million in annual revenues, a return on equity of 9.0%, with new rates effective July 28, 2021. The final decision also approved a low-income rate, tiered block rate structure for residential water customers and the cost of debt and equity percentage as requested. The final decision did not include all of the requested pro forma plant in service dueapplication to the timing of its completion. However, no plant was disallowed. Connecticut Water will seek recoveryPURA for the projectsapproval to issue unsecured notes in the future. The portion of plant which is eligible for recovery through WICA was included in the October 26, 2021 WICA filing discussed below or will be included in future WICA filings. In addition, the final decision reset WICA, which was approaching its statutory caps, to zero. On August 11, 2021, Connecticut Water filed a petition for reconsideration with PURA to consider matters specific to excess deferred income taxes contained in the July 28, 2021 decision. The proposed increased revenues associated with the petition is $2.2 million. On November 17, 2021, PURA issued a final decision approving $2.1 million of Connecticut Water’s request.
On October 26, 2021, Connecticut Water filed for a WICA increase of approximately $21.7 million in completed projects. Many of the projects were those that were not considered by PURA in the rate case because of the deadline in the proceeding for pro forma capital additions. On December 22, 2021, PURA approved a WICA surcharge of 2.44% to be added to bills of all Connecticut Water customers, including those of the former The Avon Water Company and The Heritage Village Water Company, effective January 1, 2022 which is expected to generate approximately $2.6 million in additional revenue.
Long-term debt issuances for Connecticut Water require regulatory authorization which is typically obtained for a specified amount of debt to be issued during a specified period of time. On March 16, 2021, Connecticut Water filed for PURA approval for the issuance of up to $100.0 million of long-term borrowings in 2021. Connecticut Water received approval of the financings$25.0 million. A decision from PURA approving the application was received on June 9, 2021.January 10, 2024.
Texas Regulatory Affairs
CLWSC’sTWC’s rates are subject to the economic regulation of the Public Utilities Commission of Texas (“PUCT”). The PUCT may authorize rate increases after the filing of an Application for a Rate/Tariff Change. Rate cases may be filed as they become necessary, provided there is no current rate case outstanding. Furthermore, rate cases may not be filed more frequently than once every 12 months.
On January 29, 2021, CLWSC submitted its Water Pass-Through Charge (“WPC”) true-up report for the Canyon Lake area water systems’ 2020 purchased water costs. The WPC is the annual filing to update the monthly per thousand gallons charge for changes in purchased water costs since the last annual true-up report. The 2020 WPC true-up report resulted in a reduction of the WPC usageTWC has no current general rate from $0.95 dollars to $0.70 dollars per thousand gallons which became effective on March 1, 2021. In August 2021, the Guadalupe-Blanco River Authority (“GBRA”) increased its debt service rate by 82% and announced a 15% increase in the Operations & Maintenance rate and a 4% increase in the firm water rate effective September 1, 2021. CLWSCcase pending. However, it filed its annual WPC true-up report on January 31, 2022 under Docket No. 53173. The 2022 WPC usage rate will increase from $0.70application to $1.02 dollars per thousand gallons due to CLWSC under-collecting the actual cost of purchased water and GBRA increasing its rates. The new usage rate will be effective starting March 1, 2022.
The Deer Creek Ranch water system hasestablish a separate WPC. A WPC filing for Deer Creek Ranch is required only when there is a change in purchased water costs. CLWSC received notice of an increase of 4% for the Deer Creek purchased water cost from West Travis Public Utility AgencySystem Improvement Charge (“WTPUA”SIC”), effective in October 2021. SJWTX also received notice from the Lower Colorado River Authority (“LCRA”) of an increase of 7% per acre-foot for the firm water rate and the reservation rate. The WPC true-up report for this system was submitted on December 1, 2021, which will result in an increase in the usage charge from $1.84 to $1.87 dollars per thousand gallons, and an increase in the monthly base charge of $1.04 dollars per residential account effective January 1, 2022.
A disaster declaration was issued on February 12, 2021, by the PUCT because of severe winter weather. The PUCT issued orders under Docket No. 51812-6 which prohibited disconnections for non-payment, suspended the rules for late fees and interest, and allowed for estimated billing for the duration of the disaster declaration. On March 5, 2021, the PUCT reinstituted the utilities’ ability to resume charging late fees, and on June 15, 2021, removed the prohibition on disconnections for non-payment. The Texas Legislature passed Senate Bill No. 3 on August 6, 2021. Under this bill, utilities are obligated to report to the PUCT steps they are taking to mitigate the type of long-term power outages experienced during the February 2021 storm.
CLWSC filed its emergency preparedness plans under Docket No. 52299 on November 1, 2021. CLWSC expects to incur capital expenditures related to meeting these new requirements, largely for procurement of backup generators.
On June 28, 2021, CLWSC announced that it reached an agreement to acquire the Kendall West and Bandera East utilities in Bandera, Kendall, and Medina counties in Texas and that change in ownership applications had been filed with the PUCT under Docket No. 52281.54430 on December 30, 2022. This filing will allow TWC to add certain utility plant additions made since 2020 to its rate base, thereby increasing revenue and avoiding the immediate need for a general rate case. The SIC is projected to increase TWC’s water revenue by $1.6 million and sewer revenue by $29 thousand within one year of the approval from the PUCT. On October 17, 2023, the PUCT approvedfound the application administratively complete. Once the PUCT files the final order approving the SIC, TWC will be required to file a general rate case within four years. TWC will incrementally increase its SIC annually until its next rate case. TWC expects to receive the final order during the first quarter of 2024. Notwithstanding the SIC filing, TWC will continue to file its annual adjustments for the Water Pass-through Charges (“WPC”) for Canyon Lake, Deer Creek and Kendall West customers. All water supply cost increases are recoverable when the next annual WPC adjustment for each system is filed.
On April 10, 2023, TWC filed an application with the PUCT to acquire the Elm Ridge water system that serves 21 residential customers. TWC has asked for filed rate doctrine treatment, which allows the acquiring utility’s current rates to be applied at the time of acquisition. On December 12, 2023, the Administrative Law Judge filed Order No. 11, which allowed TWC to proceed and the acquisition on December 10, 2021 and the transaction closed on December 17, 2021.January 26, 2024. The acquisition increased CLWSC’s customers served by 1,600 service connections. Rates will remainfinal order, which transfers the same for those customers of the acquired Certificate of Convenience and Necessity.Necessity (“CCN”) and allows filed rate doctrine, is expected to be approved during the second quarter of 2024.
On July 24, 2023, the PUCT approved TWC's application to acquire KT Water Development Ltd. KT Water Development Ltd. provides service to approximately 570 residential water connections. On August 14, 2023, TWC closed on the acquisition. The PUCT's final decision that transfers the CCN to TWC is expected in the first quarter of 2024, which is when we anticipate approval of our request for fair market value and filed rate doctrine treatment.
On January 5, 2024, TWC filed an application with the PUCT to acquire the 3009 Water Company LLC water system that serves approximately 270 residential connections. TWC requested fair market value and filed rate doctrine treatment which allows the acquiring utility’s current rates to be applied at the time of acquisition. TWC expects to receive approval to close on the acquisition during the third quarter of 2024.
Maine Regulatory Affairs
Maine Water’sMWC’s rates, service and other matters affecting its business are subject to regulation by the Maine Public Utilities Commission (“MPUC”). MPUC approves rates on a division-by-division basis in Maine and allows Maine WaterMWC to add surcharges to customers’ bills in order to recover certain costs associated with capital projects through the Water Infrastructure Surcharge (“WISC”)WISC in between general rate cases. Projects eligible for WISC surcharges include all infrastructure replacement or repair projects, excluding meters, that are necessary for the transmission, distribution or treatment of water.
MPUC isThe rates approved in the Biddeford Saco division by the April 5, 2022 stipulated agreement, which authorized a rate increase of $6.3 million, or 72.5% went into effect on July 1, 2022. The Saco River Drinking Water Resource Center began supplying the water distribution system on June 16, 2022. As part of the stipulated agreement, MWC agreed to allowfile a WRA mechanism to regulated water utilities. Maine’s rate-adjustment mechanism could provide revenue stabilization in divisions with declining water consumption and Maine Water expects to request usagefinal phase of this mechanism in futurethe rate case by April 1, 2023. Step 3 of the planned multi-year rate filings when consumption trends support its use.
On June 17, 2020,for the MPUC approved a general rateSaco River Drinking Water Resource Center was filed in accordance with the Commission order on March 31, 2023. The filing requested an increase for Skowhegan Division customers allowing $0.2in revenue requirement of $2.9 million in additional revenue. Per the MPUC decision,or 19.9% and requested that the increase wasbe implemented inover two steps: an initial 9.80% rate increase effective June 15, 2020, andyears with a 3.51% rate12% increase effective July 1, 2021. The combined2023 followed by a 9% increase effective July 1, 2024 with a slight decrease in year three to reach the overall 19.9% requested. On August 25, 2023, the Commission issued an order granting a temporary rate increase is 13.31%.
On March 10, 2021, Maine Waterof $1.5 million or 10% while the case and the company’s full request are litigated. The company reached a settlement agreement with staff and the Office of the Public Advocate and filed a generalstipulated settlement agreement with the MPUC on December 22, 2023. The commission approved the stipulation in deliberations on January 5, 2024 with a rate effective date of January 1, 2024. The approved stipulation authorizes an increase application for the Biddeford Saco Division seeking approximately $6.7in rates of $2.6 million or 77.5%, in additional revenue.17.6%. The application proposed a three step, multi-year rate plan designed to ease the transition to higher water bills over the period from July 2021 to July 2023. The primary driver for theBiddeford and Saco division’s increase in rates is based on an authorized return on equity of 9.5% along with a capital structure of 49% debt and 51% equity. This return on equity and capital
structure will be used for any future WISC calculations for all divisions until the supportCommission has authorized or approved a different return on equity structure in a different proceeding.
On February 28, 2022, MWC filed requests for general rate increases in the Camden-Rockland, Freeport, Millinocket and Oakland Divisions. On February 2, 2023, MWC received final decisions from the MPUC on four general rate cases filed in 2022. The rate increases are retroactively effective for January 1, 2023 and authorize a new drinking water treatment facility on$0.7 million increase in annual revenues.
On June 30, 2023, MWC filed a Water Infrastructure Surcharge for the Saco River, a $60.0 million project to replace the existing facility thatCamden-Rockland division. The requested surcharge is 2.34% or $0.2 million. The Commission is expected to be in serviceissue a decision regarding the surcharge in the secondfirst quarter of 2022. On June 23, 2021, the MPUC approved the first step in the plan by adopting the proposed rate smoothing mechanism and implementing a temporary 22.65% surcharge on all customer bills. The surcharge will be in effect for one year. On September 8, 2021, Maine Water filed a supplemental application to update its request to increase base rates, initiating the second step in the rate plan. The supplemental application updates the March application and seeks $6.9 million, or 80.1% in additional revenue and provides a bill credit funded by the year one surcharge to offset a portion of the increase. The bill credit will be in effect for one year. A decision on the requested revenue increase is expected in the second quarter of 2022, corresponding with the completion of the new water treatment facility.
On October 28, 2021, Maine Water filed a WISC application with the MPUC for the Skowhegan division requesting an increase of 3%, representing approximately $0.1 million in additional revenues. The WISC application was approved on December 27, 2021, and the surcharge became effective January 1, 2022.2024.
Please also see Item 1A, “Risk Factors,” Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” and Note 3 of “Notes to Consolidated Financial Statements.” Description of Business
General
The principal business of Water Utility Services consists of the production, purchase, storage, purification, distribution, wholesale and retail sale of water and wastewater services. SJWC provides water services to approximately 231,000232,400 connections that serve approximately one million people over 139 square miles residing in portions of the cities of San Jose and Cupertino and in the cities of Campbell, Monte Sereno, Saratoga and in the Town of Los Gatos, and adjacent unincorporated territories, all in the County of Santa Clara in the State of California. The CTWS companies provide water service to approximately 140,000141,000 service connections that serve a population of approximately 456,000461,000 people in 81 municipalities with a service area of approximately 269272 square miles throughout Connecticut and Maine and 3,000 wastewater connections in Southbury, Connecticut. CLWSCTWC provides water service to approximately 24,00028,000 service connections that serve approximately 70,00083,000 people in a service area comprising more than 266271 square miles in the region between San Antonio and Austin, Texas.Texas and approximately 950 wastewater connections. Together, the Water Utility Services distribute water to customers in their respective service areas in accordance with accepted water utility methods.
SJWC, Connecticut Water and Maine WaterUtility Services also provide non-tariffed services under agreements with municipalities and other utilities. These non-tariffed services include water system operations, maintenance agreements and antenna site leases. In addition, in October 1997, SJWC commenced operation of the City of Cupertino municipal water system under a 25-year lease
which iswas due to expire in September of 2022 and was amended on January 8, 2020. The system is adjacent to the SJWC service area and has approximately 4,600 service connections. Under the terms of the lease, SJWC paid an upfront $6.8 million concession fee to the City of Cupertino that is being amortized over the contract term. SJWC assumed responsibility for all maintenance and operating costs of the system, while receiving all payments for water service. Under the terms of the amended lease agreement in 2020, SJWC agreed to makepaid an upfront $6.8 million concession fee and an additional up-front payment of $5$5.0 million that could be used to invest in capital improvements in Cupertino’s water system prior to the expirationCity of the lease. Any unspent funds at lease termination remain the property Cupertino. On November 2, 2021,February 25, 2022, SJWC received a letter from the City of Cupertino approved another amendment to the current lease agreement executed on January 8, 2020. This second amendment provides the City of Cupertino optionsexercising their option to extend the term of the lease agreement by periods of six months,an additional two years or three years with modifications ofthrough October 1, 2024. SJWC paid an additional capital improvement funds of $0.4 million, $1.6 million and $2.5 million, respectively, depending on the lease extension period option. These options are intended to provide the City of Cupertino more time, if needed, to complete its RFP process for a new lease term and conduct analyses of other alternativesconcession fee. The total concession fees paid for the operation ofagreement are being amortized over the water system.contract term including the extension.
CTWS provides contracted services to water utilities, as well as offers Linebacker® protection plans for public drinking water customers in the Statesstates of Connecticut and Maine. Linebacker plans cover a limited amount of the cost of repairs to water and wastewater service lines and in-home plumbing. Services provided are dependent on the selected plan.
SJW Land Company owns undeveloped real estate property in California and Tennessee, as well as commercial and warehouse properties in Tennessee. Chester Realty, Inc. owns commercial properties and parcels of land in Connecticut.
Among other things, operating results from the water business fluctuate according to the demand for water, which is often influenced by seasonal conditions, such as impact of drought, summer temperatures or the amount and timing of precipitation in Water Utility Services’ service areas. Revenue, production expenses and income are affected by changes in water sales and the availabilitysources of surface water supply. Overhead costs, such as payroll and benefits, depreciation, interest on long-term debt, and property taxes remain fairly constant despite variations in the amount ofare not significantly impacted by seasonality or water sold. As a result,supply mix. Generally, earnings are highest in the higher demand, warm summer months and lowest in the lower demand, cool winter months. Certain regulatory mechanisms in our service areas may mitigate the effects of demand fluctuations and/or variations in water supply costs on our operating results.
Water Supply
California Water Supply
SJWC’s water supply consists of groundwater from wells, surface water from watershed run-off and diversion, reclaimed water, and imported water purchased from Valley Water under the terms of a master contract with Valley Water expiring in 2051. During normal rainfall years, purchased water provides approximately 40% to 50% of SJWC’s annual production. An additional 40% to 50% of its water supply is pumped from the underground basin which is subject to a groundwater extraction charge paid to Valley Water. Surface supply, which during a normal rainfall year satisfies about 6% to 8% of SJWC’s annual
water supply needs, provides approximately 1% of its water supply in a dry year and approximately 14% in a wet year. In dry years, the decrease in water from surface run-off and diversion and the corresponding increase in purchased and pumped water increases production expenses substantially. The opposite is also true where water production expenses decrease in wet years. In both instances, the impacts of surface water, purchased water, groundwater extraction, and purchased power expenses are now tracked in SJWC’s Full Cost Balancing Account authorized in the 2022 GRC Decision.
The pumps and motors at SJWC’s groundwater production facilities are propelled by electric power. SJWC has installed standby power generators at 38 of its strategic water production sites and manages a fleet of 2122 portable generators deployed throughout the distribution system for power outages at remaining pumping facilities. In addition, the commercial office and operations control centers are outfitted with standby power equipment that allow critical distribution and customer service operations to continue during a power outage. Valley Water has informed SJWC that its filter plants, which deliver purchased water to SJWC, are also equipped with standby generators. In the event of a power outage, SJWC believes it will be able to prevent an interruption of service to customers for a limited period by pumping water using generator power and by using purchased water from Valley Water.
In 2021,2023, the level of water in the Santa Clara Valley groundwater basin, which is managed by the Valley Water, experienced a decreasean increase in most areas due to seasonal recovery, an increase in managed recharge operations, and a decrease in groundwater pumping by various water retailers in the region, and lower than normal local rainfall and natural recharge.region. As reported by Valley Water at the end of 2021,2023, the groundwater level in the Santa Clara Plain was 217 feet lowerhigher compared to the same time in 2020.2022. The total groundwater storage at the end of 20212023 was within Stage 1 (Normal) of the Valley Water’s Water Shortage Contingency Plan. On January 1, 2022,2024, Valley Water’s 10 reservoirs were 28%54% of restricted capacity with 46,318 acre-feet10.9 billion gallons of water in storage. As of December 31, 2021,2023, SJWC’s Lake Elsman was 58.8%55.7% of capacity with 3,615 acre-feet11.2 billion gallons of water, approximately 121.1%179.3% of the five-year seasonal average. In addition, the rainfall at SJWC’s Lake Elsman was measured at 32.1713 inches for the period from July 1, 20212023 through December 31, 2021,2023, which is 257.8%70.8% of the five-year average. Subsequent to December 31, 2021, California has returned to drier than normal weather patterns. Local surface water is a less costly source of water than groundwater or purchased water and its availability significantly impacts SJWC’s results of operations. SJWC’s Montevina Water Treatment Plant treated 1,350 acre-feet4 billion gallons of water in 2021,2023, which is 20.2%182.5% of the five-year average. SJWC’s Saratoga Water Treatment Plant treated 0.1 billion gallons of water in 2023, which is 73.3% of the five-year average. SJWC believes that its various sources of water supply will be sufficient to meet customer demand in 2022.
On June 9, 2021,April 11, 2023, Valley Water declared arescinded its water shortage emergency and asked its retailers to reduce consumption by 15% based on 2019 usage. In response tomandatory conservation target. Valley Water’s declaration of drought emergency andWater also established a 15% voluntary call for conservation and retained certain watering and water waste rules in recognition of precipitation volatility and reduced local storage. On the same day, SJWC filed with the CPUC to activateended its Mandatory Conservation Plan, which included drought allocations and surcharges, and lowered its drought response from Stage 3 of its Rule 14.1 Water Shortage Contingency Plan. Like the most recent drought, the current restrictions center on outdoor water usage which typically accounts for half of a residential customer’s consumption. The restrictions include limits on watering days and times, use of potable water for washing structures and other non-porous surfaces except to protect public health and safety, and no outdoor watering during and up to 48 hours after measurable rainfall.Stage 1.
California also faces long-term water supply challenges. SJWC actively works with Valley Water to meet the challenges by continuing to educate customers on responsible water use practices and conducting long-range water supply planning.
Connecticut Water Supply
Connecticut Water’s infrastructure consists of 65 noncontiguousCWC’s water systems in the State of Connecticut. These systems, in total, consist of approximately 1,800 miles of water main and reservoir storage capacity of 2.4 billion gallons. The safe, dependable yield from 235 active wells and 18 surface water supplies is approximately 65 million gallons per day. Water sources vary among the individual systems, but overall, approximately 80% of the total dependable yield comes from surface water supplies and 20% from wells. In addition, CWC has water supply agreements to supplement its water supply with the South Central Connecticut Regional Water Authority and The Connecticut water utilities supplement their water supplies with purchase water contracts with neighboring utilities.Metropolitan District that expire 2058 and 2053, respectively.
Texas Water Supply
CLWSC’sTWC’s water supply consists of groundwater from wells and purchased treated and raw water from the GBRA. CLWSCGuadalupe-Blanco River Authority (“GBRA”). TWC has long-term agreements with the GBRA, which expire in 2037, 2040, 2044 and 2050.2050, respectively. The agreements, which are take-or-pay contracts, provide CLWSCTWC with an aggregate of 7,650 acre-feet of water per year from Canyon Lake at prices that may be adjusted periodically by GBRA. CLWSCTWC also has raw water supply agreements with the LCRALower Colorado River Authority (“LCRA”) and WTPUAWest Travis Public Utility Agency (“WTPUA”) expiring in 2059 and 2046, respectively, to provide for 250350 acre-feet of water per year from Lake Austin and the Colorado River, respectively, at prices that may be adjusted periodically by the agencies. Forty active production wells located in a Comal Trinity Groundwater Conservation District, a regulated portion of the Trinity aquifer, are charged a groundwater pump tax based upon usage.
In August 2023, SJWTX Holdings Inc.’s unregulated subsidiary, TWR, acquired eight wells and the water rights of KT Water Resources LLC (“KTR”). These wells have been projected to yield an additional 6,000 acre-feet per year or more.
Maine Water Supply
Maine Water’s infrastructure consists of 12 noncontiguous water systems in the State of Maine. These systems, in total, consists of approximately 600 miles of water main and reservoir storage capacity of 7.0 billion gallons. The safe, dependable yield from our 14 active wells and 7 surface water supplies is approximately 120 million gallons per day. Water sources at MWC vary among the individual systems, but overall, approximately 90% of the total dependable yield comes from surface water supplies and 10% from wells. MWC has a water supply agreement with the Kennebec Water District expiring in 2040.
Maine WaterMWC relies on legislatively granted water rights in order to serve customers. In some instances, these rights were granted to predecessor water companies specially chartered by the Maine legislature many decades ago, with those entities later having
been merged into Maine Water.MWC. The legislation incorporating these predecessor water companies did not address whether chartered rights may be transferred to another entity without special legislative action. The Maine Business Corporation Act generally provides that property and contract rights of a merged corporation are vested in the surviving corporation without reversion or impairment. In the MPUC proceedings that approved the mergers of these Maine WaterMWC predecessor companies, the survivorship of water rights was not contested.
Please also see further discussion under Item 1A, “Risk Factors” and Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations.” Franchises
Franchises granted by local jurisdictions permit Water Utility Services to construct, maintain, and operate water distribution systems within the streets and other public properties of a given jurisdiction.
SJWC holds the necessary franchises to provide water in portions of the cities of San Jose and Cupertino and in the cities of Campbell, Monte Sereno and Saratoga, the Town of Los Gatos and the unincorporated areas of Santa Clara County. None of the franchises have a termination date, other than the franchise for the unincorporated areas of Santa Clara County, which terminates in 2035.
Connecticut Water’sCWC’s utility services hold the necessary franchises to provide water in portions of the towns of Ashford, Avon, Beacon Falls, Bethany, Bolton, Brooklyn, Burlington, Canton, Chester, Clinton, Colchester, Columbia, Coventry, Deep River, Durham, East Granby, East Haddam, East Hampton, East Windsor, Ellington, Enfield, Essex, Farmington, Griswold, Guilford, Haddam, Hebron, Killingly, Killingworth, Lebanon, Madison, Manchester, Mansfield, Marlborough, Middlebury, Naugatuck, Old Lyme, Old Saybrook, Oxford, Plainfield, Plymouth, Portland, Prospect, Simsbury, Somers, Southbury, South Windsor, Stafford, Stonington, Suffield, Thomaston, Thompson, Tolland, Vernon, Voluntown, Waterbury, Westbrook, Willington, Windsor Locks and Woodstock. Additionally, the Heritage Village Water division serves the Town of Southbury with wastewater services. None of the franchises of the Connecticut waterCWC utility services have a termination date.
Maine WaterMWC holds franchises necessary to provide water services in the towns served which are Biddeford, Saco, Old Orchard Beach, Scarborough (Pine Point), Porter, Parsonsfield, Hiram, Freeport, Camden, Rockland, Rockport, Owls Head, Union, Thomaston, Warren, Bucksport, Skowhegan, Oakland, Hartland, Millinocket and Greenville. None of the franchises with Maine WaterMWC have a termination date.
CLWSCTWC holds the franchises necessary to provide water and wastewater services to the City of Bulverde and the City of Spring Branch, which terminate in 2029 and 2036, respectively. The unincorporated areas that CLWSCTWC serves in Comal, Blanco, Bandera, Hays, Kendall, Medina and Travis Counties do not require water service providers to obtain franchises.
Seasonal Factors
Water sales are seasonal in nature and influenced by weather conditions. The timing of precipitation and climatic conditions can cause seasonal water consumption by customers to vary significantly. Demand for water is generally lower during the cooler and rainy winter months. Demand increases in the spring when the temperature rises and rain diminishes.
Competition
The regulated operations of Water Utility Services are public utilities regulated by the CPUC in California, PURA in Connecticut, PUCT in Texas and MPUC in Maine (collectively, “the Regulators”)applicable state public utility commissions and operate within service areas approved by thesuch regulators. Statutory laws provide that no other investor-owned public utility may operate in the service area of another public utility of the same class (e.g., another water utility) without first obtaining from the regulator a certificate of public convenience and necessity or similar authorization. Past experience shows such a certificate will be issued only after demonstrating that service in such area is inadequate.
California law also provides that whenever a public agency constructs facilities to extend utility service to the service area of a privately-owned public utility, like SJWC, such an act constitutes the taking of property and is conditioned upon payment of just compensation to the private utility.
Under the California law, municipalities, water districts and other public agencies have been authorized to engage in the ownership and operation of water systems. Such agencies are empowered to condemn properties operated by privately-owned public utilities upon payment of just compensation and are further authorized to issue bonds (including revenue bonds) for the purpose of acquiring or constructing water systems.
Under Connecticut law, any condemnation of water utility property by a municipality or any unit of state government requires the payment of just compensation for the taking. Further, any condemnation of utility land by a state department, institution or agency (including a municipality) requires the approval of the PURA.
Under Texas law, municipalities, water districts and other public agencies are authorized to engage in the ownership and operation of water systems. Such entities are empowered to acquire property, whether public or private, real or personal, by the
exercise of the right of eminent domain, which entails payment to the owner of just compensation for the property taken. However, under current case law those entities may not exercise that right of eminent domain to take the entire operation of an investor-owned utility.
Under Maine law, municipalities-individually and collectively, consumer-owned and standard water districts, and other public agencies are authorized to engage in the ownership and operation of water systems. Such entities may acquire the real and personal property of a privately-owned water company, and take over the company’s operations, by exercising the power of eminent domain. In such a taking, the acquiring entity must furnish the condemnee just compensation.
To the company’s knowledge, no municipality, water district or other public agency has any pending proceeding to condemn any part of its existing water systems. The company is also unaware of any eminent domain proceeding to take any of its property or operations.
Environmental Matters
Water Utility Services produceproduces potable water and generates wastewater and hazardous wastes in accordance with all applicable county, state and federal environmental rules and regulations. Additionally, public utilities are subject to environmental regulation by various other state and local governmental authorities.
Water Utility Services is currently in compliance with all of the United States Environmental Protection Agency’s (the “EPA”) surface water treatment performance standards, drinking water standards for disinfection by-products and primary maximum contaminant levels. These standards have been adopted and are enforced by the California State Water Board, Division of Drinking Water, the Connecticut Department of Public Health, the Maine Department of Healthapplicable state water, public health and Human Services, and the Texas Commission on Environmental Quality for SJWC, Connecticut Water, Maine Water and CLWSC, respectively.environmental agencies.
Other state and local environmental regulations apply to our Water Utility Services’ operations and facilities. These regulations relate primarily to the handling, storage and disposal of hazardous materials and discharges to the environment, including
wastewater operations in the States of Connecticut and Texas. In 2016, SJWC began performing hazardous materials site assessments and remediation prior to the construction phase of capital projects. The site assessments are performed to remove any legacy materials and to obtain site closures from the Santa Clara County Department of Environmental Health under its Voluntary Cleanup Program.
Water Utility Services areis currently in compliance with all state and local public health and environmental regulations applicable to their operations.
Please also see Part II, Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations.” Human Capital Resources
In order to continue to achieve SJW Group’s mission of delivering life sustaining, high-quality water and exceptional service to families, businesses and communities, we are committed to attract, retain and develop the highest quality talent. We believe our employees are our most important asset. Throughout our organization, our employees embrace the company’s values of integrity, respect, service, compassion, trust, teamwork and respect, straight talk and transparency, integrity and trust, and service and compassion in everything we do. Employees participate in semi- annualsemi-annual employee engagement and satisfaction surveys providing feedback that enables the Companycompany to continually assess and implement initiatives to enhance employee satisfaction and retention. Through our board and its committees, we are empowered to address factors that impact our employee strategy and drive positive change in our company and our communities. Our human capital measures and objectives focus on providing a safe and productive work environment that has clear positive and ethical values; a culture that embraces diversity, respect and equity; jobs that offer fair wages as benchmarked to the markets that we live and work in; competitive wages and benefits; and training and development opportunities that support our employees to establish and succeed in meaningful careers at SJW Group.
Basic Workforce Data
As of December 31, 2021,2023, SJW Group had 751808 full-time employees, of whom 362387 were SJWC employees, 228248 were Connecticut WaterCWC employees, 8491 were CLWSCTWC employees, and 7782 were Maine WaterMWC employees. At SJWC, 226240 employees are members of unions. Employees working for Connecticut Water, Maine WaterCWC, MWC and CLWSCTWC are not represented by unions.
On November 12, 2019 and February 20, 2020,In the first quarter of 2023, SJWC reachedexecuted three-year bargaining agreements with the International Union of Operating Engineers (“OE”), representing certain employees in the engineering department, and the Utility Workers of America (“UWUA”), representing the majority of all non-administrative employees at SJWC covering the period from January 1, 2020 2023
through December 31, 2022.2025. The agreements include a 3%6% wage increase provided in 2020, 3%2023, 3.5% in 20212024 and 4%5.5% in 20222025 for the union workers.employees.
Employee Safety and Pandemic Response
Aiming for a “zero-harm” culture, our vision is to manage health and safety performance to become a leader in the water services industry. Protecting the health and safety of our employees is a top priority. Our employee health and safety programs, focus on four core elements:
•Safety Leadership: demonstrating management commitment and support, empowering local teams to be accountable for safety;
•Participation: involving every employee in all aspects of the safety program, connecting safety initiatives to serving employees, customers, shareholders, our communities and the environment;
•Hazard Identification and Control: inspecting workplaces, identifying hazards, implementing controls, and partnering with the front-line teams responsible for delivering reliable, clean, safe drinking water and service; and,
•Training: training employees on hazards and how to protect themselves. Incident and crisis management of both known and unknown threats to employee health and safety are anticipated and planned for by our safety team.
Our 2021 Sustainability Plan incorporatesWe have specific targets that set the trajectory of our safety program to ensure continuous improvement, including:
•Implement processes and systems to track, monitor, report and continually improve health and safety performance;
•Communicate the updated Health and Safety Policy to employees to promote compliance, consultation, and participation of workers on health and safety matters; and
•Strive for zero accidents and injuries.
We have implemented several management systems to plan and respond to workplace safety and training as well as incidents such as pandemics, wildfires, earthquakes, cyber threats and extreme weather, among others. The goal is to safeguard our employees’ health and safety during local, national, or global incidents. Locally, workplace hazards are identified by onsite inspections and from near-miss investigations. More broadly, the team collaborates to anticipate and plan for external events
such as a pandemic or for extreme weather or other external events that could impact our operations. Proactive identification of hazards keeps us one step ahead of our constantly changing workplace conditions.
During the COVID-19 pandemic, Engagement and Satisfaction
SJW Group’s primary focusGroup has beeninvested significantly in employee engagement and satisfaction in alignment with its values and five building blocks of Community, Customers, Employees, Environment and Shareholders. Employees across SJW Group identified and adopted four sets of core values to protect the healthguide their work and safety of employees, customersinteractions: integrity and the community from the spread of the disease in the workplace, while continuing to deliver reliable, cleantrust, compassion and safe drinking waterservice, straight talk and service. Beginning in March 2020, with additional COVID-19 protections in place, we pausedtransparency, and respect and teamwork. Our leadership employs a servant leadership model where all non-essential services for two months; transitioned our office employees to company-wide remote work;leaders are encouraged and dispatched field service employees from their homes to minimize transmission of the virus. As the pandemic and knowledge of the virus evolved, our safety, human resources and operations teams implemented additional guidance protocols with a focus on cleaning and disinfection of facilities, vehicles, and tools; implementing engineering and administrative controls such as social distancing; and wearing face coverings to limit the transmission of the virus. In response to various stay-at-home government orders, we implemented policies and proceduresexpected to provide the flexibilityservice to employees whotheir people ensuring that they continue to grow and thrive in their profession, knowledge, and general well-being. Regular “Straight Talk” meetings, employee town halls and quarterly “Leadership on Tap” gatherings are ableheld to work from homecontinue to build and support remote-working by upgrading technology infrastructure, enhancing IT capabilitiesour culture and implementing processes to facilitate onlinevalues. Additionally, the company provides ongoing opportunities for employee recognition from peers and remote communications. Inleaders and also administers an effort to ensure the safetyemployee engagement and protection of our workplace and those customers and vendors with whom we serve and work, SJW Group announced a universal vaccination requirement for all employees by January 17, 2022 for three of our operating utilities and by February 14, 2022 at SJWC. On January 22, 2022, SJWC received a letter from the National Labor Relations Board (“NLRB”) stating that it would investigate the allegations from the Utility Workers Union of America Local 259 that SJWC failed to bargain in good faith by imposing a COVID vaccine mandate and threatening to terminate noncompliant employees and for, otherwise, failing to bargain over its decision to impose the mandate. SJWC intends to cooperate with the NLRB’s investigation requests for affidavits from SJWC management and relevant documents. We continue to actively monitor all evolving federal, state and local guidance from public health authorities to ensure that our measures are in compliance with such rules and regulations and are effective in the continually changing pandemic environment.satisfaction survey twice per year.
Diversity and Inclusion
SJW Group believes that a workplace supporting diversity and inclusion not only promotes equity, teamwork, productivity and collaboration among employees, but also enables us to provide the best services to our customers, communities, and partners and enhance value for our stockholders. We are committed to fostering and maintaining a culture of diversity and inclusion, and we have been tracking our workforce demographics to identify employee teams, geographies, or seniority levels where hiring of minorities or specific demographic representation needs to be addressed. In 2021, CEO Eric Thornburg signed on to the CEO Action for Diversity & Inclusion™ CEO pledge, which outlines a specific set of actions the signatory CEOs will take to cultivate a trusting environment where all ideas are welcomed, and employees feel comfortable and empowered to have discussions about diversity and inclusion. The Company’s Diversity, Equity and Inclusion Council (the “Council”) is comprised of employee volunteers from all four subsidiaries representing the communities we serve. Since inception, the Council has implemented several impactful initiatives in 2021, including ongoing education and communications and anutilizing numerous platforms, providing unconscious bias training, programand creating opportunities for all employees. employees to celebrate and support cultural days of personal significance in their communities.
During the year ended December 31, 2023, our workforce comprised of:
| | | | | |
| Percentage of Workforce |
| Gender: | |
| Female | 29 | % |
| Male | 70 | % |
| Undisclosed | 1 | % |
| Ethnicity: | |
| Hispanic or Latino | 21 | % |
| Not Hispanic or Latino | 79 | % |
| Race: | |
| White | 60 | % |
| Asian | 10 | % |
| 2 or More Races | 4 | % |
| Black or African American | 3 | % |
| American Indian or Alaska Native | 1 | % |
| Native Hawaiian or Other Pacific Islander | 1 | % |
| Other/Not Reported | 21 | % |
We work to ensure training and development opportunities are available so that all employees can establish and succeed in meaningful careers at SJW Group. In addition, we currently comply with California’s board diversity legislation requiring a minimum number of female directors and directors from underrepresented communities on our board of directors.
Community Involvement
In support of our mission as trusted, passionate and socially responsible professionals, we are dedicated to the people and the environment of the communities where we live, work, and serve. SJW Group provides various opportunities for our employees to participate in outreach programs from free virtual education programs for adults, employee-led courses for elementary school aged children, winter coat donation drives, environmental cleanups, community events, and grant programs supporting schools and fire departments. In addition, each of our subsidiaries supports their communities through charitable donations or sponsorships with a focus on the communities served. SJWC and Connecticut WaterCWC also have matching donations for certain programs to further promote our employees’ involvement in their communities. In California, the SJWC Employees Community Fund is a 501(c)(3) charitable organization that uses funds from employee contributions and company matches to provide grants to non-profit organizations supported by our employees.
Fair Wages and Competitive Benefits
SJW Group’s future success is largely dependent upon our ability to attract and retain highly-skilledhighly skilled and qualified employees. Our California and Connecticut subsidiaries operate in particularly competitive labor markets,markets; we believe our compensation package and benefit programs allow us to recruit and retain talented and qualified personnel. Our compensation and benefits programs include:
•Fair employee wages as benchmarked to the markets that our employees live and work in that are consistent with employee roles and responsibilities, skill levels, experience, and knowledge;
•Engagement of nationally, recognized outside compensation and benefits consulting firms to independently evaluate the appropriateness and effectiveness of compensation for our executive and other officers and to provide benchmarks for executive compensation as compared to peer companies;
•Short-term incentive compensation for management level staff aligning with company financial and operational goals targeted to our stakeholders: customers, communities, employees, and stockholders;
•Alignment with stockholder value by utilizing equity awards linked to investment performance over time, as well as certain absolute financial results;
•A comprehensive annual employee performance review process pursuant to which we determine and communicate to employees annual merit increases, promotions and other changes to responsibilities and duties; and
•Eligibility for all employees to participate in health insurance, dental, vision, cafeteria plans, life and disability/accident coverage, retirement plans and/or salary deferral plans, an Employee Stock Purchase Plan,employee stock purchase plan, paid and unpaid leaves, a commuter assistance program, professional education and training, and tuition assistance.
Executive Officers of the Registrant
The following table summarizes the name, age, offices held and business experience for each of our executive officers, as of February 25, 2022:22, 2024:
| | | | | | | | | | | |
| Name | Age | | Offices and Experience |
| Willie Brown | 5456 | | SJW Group—Vice President and General Counsel and Corporate Secretary.Counsel. Mr. Brown serves as Vice President and General Counsel of SJW Group and SJWC since June 2021. Mr. Brown served as Corporate Secretary of SJW Group and SJWC since June 1, 2021.from January 2020 to October 2023. Mr. Brown served as Corporate Secretary and Assistant General Counsel of SJW Group and SJWC sincefrom January 1, 2020. Since2020 to June 2021. From April 2018 to October 2023, Mr. Brown has served as counsel and Corporate Secretary of various subsidiaries of the Corporation. Since joining SJWC in 2008, Mr. Brown has held various legal positions of increasing scope and responsibly. Prior to joining SJWC, Mr. Brown was an associate at two Silicon Valley law firms and is a member of the State Bar of California. |
Andrew R. GereBruce A. Hauk | 5553 | | SJWC—President and SJW Group—Chief Operating Officer. Mr. GereHauk serves as President since April 2016 and asthe Chief Operating Officer of SJW Group, SJWC, CTWS, and TWC since April 2015. From 2013January 2023 and was the Chief Corporate Development and Strategy Officer of SJW Group, SJWC, CTWS, and TWC from August 2022 to April 2015,December 2022. Prior to joining the Company, Mr. GereHauk was Vicethe President of Operations. From 2008NextEra Water from May 2021 to 2013,August 2022. Prior to joining NextEra, Mr. Gere wasHauk served in several roles at American Water Works Company, Inc. from May 2011 to March 2021, lastly serving as President of Regulated Operations and Military Services Group and then as Deputy Chief Operating Officer. Previously, Mr. Hauk served as Deputy Mayor/Chief Administrative Officer for the City of Operations. From 2006 to 2008, Mr. Gere was Westfield, Indiana and as Town Manager/Director of Maintenance. From 2005 to 2006, Mr. Gere was DirectorPublic Works for the City of Operations and Water Quality. From 2003 to 2005, Mr. Gere was Manager of Operations and Water Quality. Mr. Gere has been with SJWC since 1995. From October 2019 to December 2020, Mr. Gere served as Chairman of the National Association of Water Companies.Westfield, Indiana.
|
| Kristen A. Johnson | 5557 | | SJW Group—Senior Vice President and Chief Administrative Officer. Ms. Johnson serves as theSenior Vice President since November 2022 and Chief Administrative Officer of SJW Group, and thesince April 2020. Ms. Johnson also serves as Senior Vice President of Administration for CTWS and certain of its subsidiaries since November 2019. Ms. Johnson also serves as Senior Vice President and Chief Administrative Officer of TWC, and as Senior Vice President of Administration for CWC and MWC, since April 2023. Previously, Ms. Johnson served as Director of Human Resources, Vice President of Human Resources and the Vice President and Corporate Secretary of CTWS and its subsidiaries from 2007, 2008, and 2010, respectively. She served as the Corporate Secretary of The Maine Water Company until July 2020. |
James P. LynchCraig J. Patla | 6256 | | SJW Group—Chief Accounting Officer.CTWS—President. Mr. Lynch alsoPatla serves as Chief Accounting OfficerPresident of SJWCCTWS and SJW Landits subsidiaries, except The Maine Water Company, since January 2022.2023. From April 2014 to December 2022, Mr. Lynch servedPatla was Vice President of Service Delivery. From 2011 to 2014, Mr. Patla was Director of Service Delivery. From 2008 to 2011, Mr. Patla was Manager of Service Delivery. From 2004 to 2008, Mr. Patla was Region Manager. Mr. Patla joined CTWS in 1990 as Chief Financial Officer and Treasurer until January 2022. He also served as Chief Financial Officer and Treasurer of SJWC, SJW Land Company, and SJWTX, Inc. from September 2010 until January 2022. He served as Treasurer of SJWTX Holdings, Inc. until January 2022. Mr. Lynch served as Chief Financial Officer and Treasurer of Texas Water Alliance Limited from October 2010 until November 16, 2017. Prior to joining the Corporation Mr. Lynch was an Audit Partner with KPMG LLP. Mr. Lynch was with KPMG LLP for 26 years. Mr. Lynch is a certified public accountant.engineer.
|
| Eric W. Thornburg | 6163 | | SJW Group—President, Chief Executive Officer and Chair of the Board. Mr. Thornburg serves as President and Chief Executive Officer of SJW Group and SJW Land Company and Chief Executive Officer of SJWC and SJWTX, Inc.TWC since November 6, 2017. He has served as the Chair of the Board of Directors of SJW Group, SJWC, SJW Land Company and SJWTX, Inc.TWC since April 25, 2018 and Chair of the Board of Directors of SJWNE LLC, CTWS and its subsidiaries since October 9, 2019. Prior to joining SJW Group, Mr. Thornburg served as President and Chief Executive Officer of CTWS since 2006, and Chair of the Board of CTWS since 2007. Mr. Thornburg served as President of Missouri-American Water, a subsidiary of American Water Works Corporation from 2000 to 2004. From July 2004 to January 2006, he served as Central Region Vice President-External Affairs for American Water Works Corporation. |
| Andrew F. Walters | 5153 | | SJW Group—Chief Financial Officer and Treasurer. Mr. Walters serves as Chief Financial Officer and Treasurer of SJW Group, SJWC, SJW Land Company, and SJWTX, Inc.TWC since January 2022. Mr. Walters also serves as Chief Financial Officer of CTWS and its subsidiaries since April 2023. Mr. Walters served as Chief Corporate Development Officer and Integration Executive of SJW Group from November 2019 until January 2022 and previously served as Chief Administrative Officer of SJWC since January 31, 2014. Mr. Walters is also currently the Vice President of Business Planning of Connecticut Water Service, Inc.CWC and Connecticut Water CompanyCTWS as of November 7, 2019. Prior to joining SJWC in 2014, Mr. Walters was a managing director and a senior acquisitions officer in the Infrastructure Investments Group of JP Morgan Asset Management from January 2009 to June 2013. Prior to this, Mr. Walters served in the Investment Banking Division of Citigroup as managing director and head of infrastructure for the Americas and in other roles focused on mergers and acquisitions and capital raising for clients, since 1993. |
Principal Accounting Officer of the Registrant
The following table summarizes the name, age, offices held and business experience for our principal accounting officer, as of February 22, 2024:
| | | | | | | | | | | |
| Name | Age | | | | | | | | | | Offices and Experience |
Maureen P. WestbrookMohammed G. Zerhouni | 6348 | | CTWS—President. Ms. Westbrook serves as the President of CTWS and its subsidiaries, except Maine Water, since December 2019 and President of SJWNE LLC since October 2019. Ms. Westbrook has been Chief Executive Officer of Maine Water since December 2019. Initially hired as Connecticut Water’s Manager of Source Protection, Ms. Westbrook has held various positions of increasing scope and responsibility. She had served as theSJW Group—Senior Vice President of CustomerFinance, Principal Accounting Officer. Mr. Zerhouni serves as Senior Vice President of Finance, Principal Accounting Officer of SJW Group, SJWC, CTWS and Regulatory Affairs of Connecticut WaterTWC, since 2008, assuming that role for The Avon Water CompanyJanuary 2023, and The Heritage Village Water Company when those utilities were acquired by CTWS.CWC and MWC, since January 2024. Prior to joining Connecticut WaterSJW Group, Mr. Zerhouni was the Chief Financial Officer of Veolia Utility Parent, Inc. (“VUP”) from October 2022 to January 2023 which is part of the North American business of Veolia Group, a rate-regulated water and wastewater company. Previously, Mr. Zerhouni was Vice President/Controller and Chief Accounting Officer of VUP from December 2018 to September 2022. Mr. Zerhouni served in 1988 she worked atvarious roles of increasing responsibility up to Senior Manager in the Connecticut Departmentaudit practice of Public Health and in local and regional planning.PricewaterhouseCoopers LLP from December 2004 to December 2018. Mr. Zerhouni is a certified public accountant.
|
Available Information
SJW Group’s Annual Reports on Form 10-K, Quarterly Reports on Form 10-Q and Current Reports on Form 8-K, and amendments to these reports, are made available free of charge through SJW Group’s website at http://www.sjwgroup.com, as soon as reasonably practicable, after SJW Group electronically files such material with, or furnishes such materials to, the SEC. The content of SJW Group’s website is not incorporated by reference to or part of this report.
You may obtain electronic copies of our reports filed with the SEC on the SEC website at http://www.sec.gov.
Item 1A.Risk Factors
Investors should carefully consider the following risk factors and warnings before making an investment decision. The risks described below are not the only ones facing SJW Group and its subsidiaries. Additional risks that SJW Group and its subsidiaries does not yet know of or that it currently thinks are immaterial may also impair its business operations. If any of the following risks actually occur, SJW Group and its subsidiaries’ business, operating results or financial condition could be materially affected. In such case, the trading price of SJW Group’s common stock could decline and you may lose part or all of your investment. Investors should also refer to the other information set forth in this Annual Report on Form 10-K, including the consolidated financial statements and the notes thereto.
Risks Relating To Regulatory and Legal Matters
Our business is regulated and may be adversely affected by changes to the regulatory environment.
Our Water Utility Services arerepresent the tariffed operations of our regulated public utilities. TheOur operating revenue of SJWC, Connecticut Water, CLWSC and Maine Water is generated primarily from the sale of water at rates authorized by the CPUC, PURA, PUCT and MPUCapplicable state public utility commissions (the “Regulators”). The Regulators set rates that are intended to provide revenues sufficient to recover normal operating expenses, provide funds for replacement of water infrastructure and produce a fair and reasonable return on stockholder common equity. Please refer to Part I, Item 1, “Regulation and Rates” for a discussion of the most recent regulatory proceedings affecting the rates of our regulated operations. Consequently, our revenue and operating results depend substantially upon the rates the Regulators authorize.
In our applications for rate approvals, we rely upon estimates and forecasts to propose rates for approval by the Regulators. No assurance can be given that our estimates and forecasts will be accurate or that the Regulators will agree with our estimates and forecasts and approve our proposed rates. To the extent our authorized rates may be too low, revenues may be insufficient to cover Water Utility Services’ operating expenses, capital requirements and SJW Group’s historical dividend rate. In addition, delays in approving rate increases may negatively affect our operating results and operating cash flows.
In addition, policies and regulations promulgated by the Regulators govern the recovery of capital expenditures, the treatment of gains from the sale of real utility property, the offset of production and operating costs, the recovery of the cost of debt, the optimal equity structure, and the financial and operational flexibility to engage in non-tariffed operations. If the regulators implement policies and regulations that will not allow SJWC, Connecticut Water CLWSC and Maine WaterUtility Services to accomplish some or all of the items listed above, Water Utility Services’its future operating results may be adversely affected. Further,Furthermore, from time to time, the commissioners at the Regulators may change. Such changes could lead to changes in policies and regulations and there can be no assurance that the resulting changes in policies and regulation, if any, will not adversely affect our operating results or financial condition.
We have various regulatory mechanisms such as balancing and memorandum accounts and rate adjustment mechanisms for infrastructure replacement, to recover certain costs and expenses. If the CPUC disagreesRegulators disagree with our calculationcalculations of SJWC’sour balancing and memorandum and balancing accounts, we may be required to make adjustments that could adversely affect our results of operations. Under a 2007 Connecticut law, PURA authorizes regulated water companies to use a rate adjustment mechanism, known as WICA, for eligible projects completed and in service for the benefit of the customers. Maine legislature enacted a law that allows Maine Water expedited recovery of investments in water systems infrastructure replacement, both treatment and distribution, through WISC, similar to WICA in Connecticut. Maine Water began to use the WISC during 2014. There is no guarantee that these regulatory authorities will approve our applications
operations. Furthermore, there is no guarantee that the Regulators will approve our applications to recover all or a portion of our capital expenditure or infrastructure investment through such rate adjustment mechanisms, and their failure to do so will adversely affect our financial conditions and results of operations.
Recovery of regulatory assets is subject to adjustment by regulatory agencies and could impact the operating results of Water Utility Services.
Generally accepted accounting principles for water utilities include the recognition of regulatory assets and liabilities to reflect the actions of regulators as permitted by FASB ASC Topic 980—“Regulated Operations.” These actions may result in the recognition of revenues and expenses in time periods that are different from non-rate-regulated enterprises. In accordance with ASC Topic 980, Water Utility Services record deferred costs and credits on the balance sheet as regulatory assets and liabilities when it is probable that these costs and credits will be recovered in the ratemaking process. Also, Water Utility Services record regulatory liabilities for amounts expected to be refunded to customers in the ratemaking process and for amounts collected in a period different from whenadvance of the costs and credits were incurred.related expenditures. Please refer to Note 3 of the “Notes to Consolidated Financial Statements” for a summary of net regulatory assets.assets and liabilities. If the assessment of the probability of recovery in the ratemaking process is incorrect and the applicable ratemaking body determines that a deferred cost is not recoverable through future rate increases, the regulatory assets or liabilities would need to be adjusted, which could have an adverse effect on our results of operations and financial condition. Streamflow regulations in Connecticut could potentially impact our ability to serve our customers.
In December 2011, regulations concerning the flow of water in Connecticut’s rivers and streams were adopted. As promulgated, the regulations require that certain downstream releases be made from seven of Connecticut Water’s eighteen active reservoirs no later than ten years following the adoption of stream classifications by the Department of Energy and Environmental Protection (“DEEP”). Currently, downstream releases are made at two locations. No groundwater supply wells are affected by the regulations.
DEEP has finalized stream classifications in all areas of Connecticut where Connecticut Water maintains and operates sources of supply. The Company remains engaged in the process in order to minimize impact to our available water supply. Although modified from prior versions, the regulations still have the potential to lower our safe yield, raise our capital and operating expenses and adversely affect our revenues and earnings. Although costs associated with the regulations may be recovered in the form of higher rates and Connecticut law allows for a WICA surcharge to recover capital improvement costs necessary to achieve compliance with the regulations, there can be no assurance PURA would approve rate increases to enable us to recover all such costs and surcharges.
Water Utility Services is subject to litigation risks concerning water quality and contamination.
AlthoughIn October 2023, CWC, a subsidiary of SJW Group in our Water Utility Services is notsegment, was named as a partydefendant in a class action lawsuit alleging that the water provided by CWC contained contaminants. CWC intends to any environmental and product-related lawsuits, there isvigorously defend itself in this lawsuit. There can be no guarantee that suchadditional lawsuits will not occur in the future. Any environmental or product-related lawsuit, including the class action against CWC, may require us to incur significant legal costs and we may not be able to recover the legal costs from ratepayers or other third parties. Although Water Utility Services has liability insurance coverage for bodily injury and property damage, pollution liability is excluded from this coverage and our excess liability coverage. Pollution liability coverage is in place for the majority of the SJW Group locations and operations but is subject to exclusions and limitations. In addition, any complaints or lawsuits against us based on water quality and contamination may receive negative publicity that can damage our reputation and adversely affect our business and trading price of our common stock.
Water Utility Services is subject to possible litigation or regulatory enforcement action concerning water discharges to Waters of the United States (“WOTUS”).
Regulatory actions and fines related to discharges of water to WOTUS against other water utilities have increased in frequency in recent years. If Water Utility Services is subject to a litigation or regulatory enforcement action, it might incur significant costs in fines and restoration efforts, and it is uncertain whether Water Utility Services would be able to recover some or all of such costs from ratepayers or other third parties. In addition, any litigation or regulatory enforcement action against us regarding a water discharge and/or resulting environmental impact may receive negative publicity that can damage our reputation and adversely affect our business and the trading price of our common stock.
Streamflow regulations in Connecticut could potentially impact our ability to serve our customers.
In December 2011, regulations concerning the flow of water in Connecticut’s rivers and streams were adopted. As promulgated, the regulations require that certain downstream releases be made from seven of CWC’s eighteen active reservoirs no later than ten years following the adoption of stream classifications by the Department of Energy and Environmental Protection (“DEEP”). Currently, downstream releases are made at two locations. The next streamflow releases will be initiated by October 2024 and will affect two additional reservoirs. No groundwater supply wells are affected by the regulations.
DEEP has finalized stream classifications in all areas of Connecticut where CWC maintains and operates sources of supply. The Company remains engaged in the process in order to minimize impact to our available water supply. Although modified from prior versions, the regulations still have the potential to lower our safe yield, raise our capital and operating expenses and adversely affect our revenues and earnings. Although costs associated with the regulations may be recovered in the form of higher rates and Connecticut law allows for a WICA surcharge to recover capital improvement costs necessary to achieve compliance with the regulations, there can be no assurance PURA would approve rate increases to enable us to recover all such costs and surcharges.
New or more stringent environmental regulations could increase Water Utility Services’ operating costs and affect its business.
Water Utility Services areis subject to water quality and pollution control regulations issued by the EPA and environmental laws and regulations administered by the respective states and local regulatory agencies.
New or more stringent environmental and water quality regulations could increase Water Utility Services’ water quality compliance costs, hamper Water Utility Services’ available water supplies, and increase future capital expenditures.
Under the federal Safe Drinking Water Act, Water Utility Services is subject to regulation by the EPA relating to the quality of water it sells and treatment techniques it uses to make the water potable. The EPA promulgates, from time to time, nationally
applicable standards, including maximum contaminant levels for drinking water. Additional or more stringent requirements may be adopted by each state. There can be no assurance that Water Utility Services will be able to continue to comply with all water quality requirements.
Water Utility Services has implemented monitoring activities and installed specific water treatment improvements in order to comply with existing maximum contaminant levels and plan for compliance with future drinking water regulations. However, the EPA and the respective state agencies have continuing authority to issue additional regulations under the Safe Drinking Water Act. New or more stringent environmental standards could be imposed that will raise Water Utility Services’ operating costs and capital expenditures, including requirements for increased monitoring, additional treatment of underground water supplies, fluoridation of all supplies, more stringent performance standards for treatment plants, additional procedures to further reduce levels of disinfection by-products, and more comprehensive measures to monitor, reduce or eliminate known or newly identified contaminants such as polyfluoroalkyl substances. There are currently limited regulatory mechanisms and procedures available to us for the recovery of such costs and there can be no assurance that such costs will be fully recovered and failure to do so may adversely affect our operating results.
ClimateThe impact of climate change and climate change laws and regulations have been passed and are being proposed that require compliance with greenhouse gas emissions standards, as well as other climate change initiatives, which could increase Water Utility Services’ operating costs and affect our business.
Climate change is receiving ever increasing attention worldwide. Many scientists, legislators, and others attribute global warming to increased levels of greenhouse gases, including carbon dioxide. Climate change laws and regulations enacted and proposed limit greenhouse gases emissions from covered entities and require additional monitoring/reporting. We produce a corporate social responsibilitysustainability report, which provides an overview of our energy usage and greenhouse emissions. At this time, the existing greenhouse gases laws and regulations are not expected to materially harm Water Utility Services’ operations or capital expenditures. While regulation on climate change could change, in light of the current federal administration’s agenda, the uncertainty of future climate change regulatory requirements still remains. We cannot predict the potential impact of future laws and regulations on our business, financial condition, or results of operations. Although these future expenditures and costs for regulatory compliance may be recovered in the form of higher rates, there can be no assurance that the various state utility commissions that govern our business would approve rate increases to enable us to recover such expenditures and costscosts.
Climate change may also impact water supply. For example, severity of drought conditions may impact the availability of water to all Water Utility Services and rising sea levels and their effect on contributing tributary’s water quality may impact the availability of groundwater to Water Utility Services.
We may be at risk for litigation under the principle of inverse condemnation for activities in the normal course of business whichthat have a damaging effect on private property.
Under the California legal doctrine of inverse condemnation, a public utility taking or damaging private property can be responsible to the property owners for compensation, even when damage occurs through no fault or negligence of the utility company and regardless of whether the damage could be foreseen. Based upon existing California case law, SJWC could be sued under the doctrine of inverse condemnation and held liable if its facilities, operations or property, such as mains, fire hydrants, power lines and other equipment, or wildfires in our Santa Cruz mountainMountain watershed result in damage to private property.
A court finding of inverse condemnation does not obligate the CPUC to allow SJWC to recover damage awards or pass on costs to ratepayers. Insurance coverage for inverse condemnation may not be available or may not be sufficient. SJWC’s liquidity, earnings, and operations may be adversely affected if we are unable to recover the costs of paying claims for damages caused by the operation and maintenance of our property from customers or through insurance.
Our water utility property and systems are subject to condemnation and other proceedings through eminent domain.
State laws in jurisdictions where we operate, including California, Connecticut, Texas and Maine, allow municipalities, water districts and other public agencies to own and operate water systems. TheseIf these public agencies are empoweredable to establish certain eminent domain elements required under state and federal laws, they may condemn water systems or real property owned by privately owned public utilities in certain circumstances and in compliance with state and federal laws.circumstances. In general, if a public agency exercisesseeks to exercise its eminent domain power to take possession of private property, the governmentit must establish that such taking is required tofor a public purpose and must pay just
compensation to owners of such property. In the event of eminent domain or condemnation proceedings against our water utility property or systems, we may incur substantial attorney’s fees, consultant and expert fees and other costs in considering a challenge to such proceeding and/or its valuation for just compensation, as well as fees and costs in any subsequent litigation if necessary. If the public agency prevailed and acquired our utility property, we would no longer have access to the condemned property or water system, neither would we be entitled to any portion of revenue generated from the use of such asset going forward. Furthermore, if public agencies succeed in acquiring our assets, there is a risk that we will not receive adequate compensation for the assets taken or be able to recover all charges associated with the condemnation of such assets, which may adversely affect our business operations and financial conditions.
Regulatory agencies may disagree with our valuation and characterization of certain of our assets.
If we determine that assets are no longer used or useful for utility operations, we may remove them from our rate base and subsequently sell those assets with any gain on sales accruing to the stockholders, subject to certain conditions. If the regulators disagree with our characterization, there is a risk that the regulators could determine that a portion or all of the realized appreciation in property value should be awarded to customers rather than our stockholders.Risks Relating To Business Operations
Our business, financial condition, and resultsThe adequacy of operations have been and will continue to be negatively impacted by the COVID-19 pandemic.
We are subject to risks associated with the COVID-19 pandemic. In 2020 and 2021, numerous governmental jurisdictions, including the States of California, Connecticut, Maine and Texas where we operate our water utility services, imposed “shelter-in-place” orders, quarantines, executive orders and similar governmental orders and restrictions for their residents to control the spreadsupplies depends upon a variety of COVID-19 disease. Such orders and restrictions resulted in business closures, work stoppages, slowdowns and delays in commercial activities, unprecedented and widespread unemployment, travel restrictions and cancellation of events, among other effects, thereby negatively impactingfactors beyond our suppliers, employees and customers. Since the start of the second quarter of 2021, there has been increased availability and administration of vaccines against COVID-19, as well as an easing of restrictions on social, business, travel, and government functions, which resulted in gradual resumption of economic and commercial activities. On the other hand, infection rates continue to fluctuate in various regions and new strains of the virus remain a risk, including the Delta and most recently the Omicron variants which has increased the spread and transmission of COVID-19 disease and prompted government agencies to reinstate or impose public health measures and restrictions that were previously lifted. The continuation of such restrictions or reversal of prior orders to ease restrictions will have a negative effect on our business operations and results of operations.
In response to the pandemic, federal and state governments have and may continue to take actions to impose utility termination moratoriums which prohibit water companies from turning off water supplies for nonpayment of water bills. These and other events associated with the COVID-19 pandemic have reduced the incentive and ability of certain of our residential and commercial customers to pay their water services bills on time, if at all, which could negatively impact our result of operations. Recently, state governments have acted to end existing utility termination moratoriums. In California, the most recent state executive order suspending water service disconnections due to non-payment by customers expired December 31, 2021. However, the CPUC directed that regulated water utilities continue to suspend customer disconnections until February 1, 2022. There are currently no such orders remaining in effectcontrol. Interruption in the other states where we operate on suspending water service disconnections due to non-payment. However, if COVID-19 infection rates rise and health officials recommend more stringent measures to stop spread of the disease, state governments may decide to reverse these actions which may prolong our inability to collect fully water services bills from customers. Furthermore, a significant portion of our revenue is derived from water usage by commercial customers. As many of these customers have suspended, altered or terminated their business operations, their water usage may decline significantly or cease, which could adversely affect our revenue. Even though many of these legal restrictions have been eased and lifted in certain jurisdictions, including California, some of our commercial customers may decide not to open fully or at all due to their ongoing concerns with health and safety of employees at the workplace, in which case their water usage may remain at a lower level and continue to adversely impact our revenue.
The regulators in states we operate have approved mechanisms to either record a regulatory asset or track, in a memorandum account, expenses and savings related to COVID-19. If a state regulator disagrees with our calculation of recorded COVID-19 account balances, we may be required to make adjustments that could adversely affect our results of operations. While we expect to recover some of the revenue loss and costs through the rate-making processes, there is no guarantee that such recovery will be approved by the regulated utility authorities in a timely manner, or at all.
Recently federal and state governments have issued orders and regulations directing employers to require their employees to be vaccinated as a condition to continuing employment, whichsupply may adversely affect our operations. In November 2021,reputation and in responseearnings.
We depend on an adequate water supply to meet the order by President Joseph Biden, the federal Occupational Safetypresent and Health Administration (“OSHA”) issued an Emergency Temporary Standard (“ETS”) mandating that all employers with more than 100 employees ensure their workers are either fully vaccinated against COVID-19 or produce a negative COVID test on a weekly basis. However, on January 13, 2022, the U.S. Supreme Court invalidated President Biden’s federal vaccine mandate holding that OSHA had exceeded its authority. Accordingly, the implementation of such federal vaccine mandate is suspended, but similar state and local mandates may continue to be enforced and implemented. In response to these regulatory developments and the need to protect the health and safetyfuture needs of our employees,customers. Whether we implemented a policy requiring our employees, subject to certain exemptions, to be vaccinated. On January 22, 2022, SJWC received a letter from the National Labor Relations Board (“NLRB”) stating that it would investigate the allegations from the Utility Workers Union of America Local 259 that SJWC failed to bargain in good faith by imposing a COVID vaccine mandate and threatening to terminate noncompliant employees and for, otherwise, failing to bargain over its decision to impose the mandate. SJWC intends to cooperate with the NLRB’s investigation requests for affidavits from SJWC management and relevant documents. These regulatory requirements and company policies may result in increased operating costs, labor disruptions or employee attrition, and if we lose employees, it may be difficult in the current competitive labor market to recruit and hire replacement employees, all of which may have an adverse effect on our business operations and financial conditions.
In addition to the above risks, we are subject to the following risks resulting from the COVID-19 pandemic and related events:
•if governments impose or reinstate “shelter-in-place” orders and quarantines, our planned infrastructure improvement projects could be temporarily interrupted byadequate supply shortages, lackvaries depending upon a variety of sufficient workforce and disruption in transportation. This may negatively impact our ability to maintain and improve our infrastructure and provide reliable services to customers. In addition, our expenditures on capital improvements could be reduced, which may in turn impact rate decisions by state regulators.
•wide-spread COVID-19 disease could impact the health of our employees and management team, which may disrupt our business operations;
•a recession, stock market correction, or debt market disruptions resulting from the spread of COVID-19 could materially affect our business, results of operations, cash flow, and the value of our common stock, which may make it more difficult for us to raise capital in equity or debt markets;
•we may experience higher uncollectible accounts receivables and increased costs from COVID-19 related prevention activities.
In addition, the COVID-19 pandemic has resulted in widespread global supply chain disruptions to vendors and suppliers, which may negatively affect our business operations, including delays in procuring materials and supplies that are required for capital additions and operations. The full extent of the future impact of COVID-19 pandemic on our operational and financial performance is uncertain and will depend on many factors, many of which are outsidepartially or completely beyond our control, including, without limitationincluding: the timing, extent, trajectory and durationamount of the pandemic; the availability, distribution and effectiveness of vaccines; the imposition of protective public safety measures; and the impact of the pandemic on state and local economy and customer behaviors. Any of these factors may continue to adversely affect our business and financial conditions, and there is no guarantee that we will be able to quickly return to our normal operations.
Changes in water supply, water supply costs or the mix of water supply could adversely affect the operating results and business of Water Utility Services.
SJWC’s supply of water primarily relies upon three main sources: treated water purchased from Valley Water, surface water from its watershed in the Santa Cruz Mountains, and water pumped from the local groundwater basin. Changes and variations in quantities from each of these three sources including changes due to production assets being taken off-line for renovation or non-compliance with regulations affect the overall mix of the water supply, thereby affecting the cost of the water supply. If there is an adverse change to the mix of water supply and SJWC is not allowed by CPUC to recover the additional or increased water supply costs, its operating results may be adversely affected.
Valley Water receives an allotment of water from state and federal water projects. If SJWC has difficulties obtaining a high quality water supply from Valley Water due to availability, environmental, legal or regulatory actions or other restrictions (see also Part I, Item 1, “Water Supply”), it may not be able to fully satisfy customer demand in its service area and its operating results and business may be adversely affected. Additionally, the availability of water from SJWC’s Santa Cruz Mountains watershed depends on the weather and fluctuates with each season. In a normal year, surface water supply provides 6% to 8% of the total water supply of the system. In a season with little rainfall, such as the record drought conditions in California in 2021, water supply from surface water sources may be low, thereby causing SJWC to increaserainfall; the amount of water purchasedstored in reservoirs; underground water supply from outside sources atwhich well water is pumped; availability from water wholesalers; changes in the amount of water used by our customers; water quality and availability of appropriate treatment technology; legal limitations on water use such as rationing restrictions during a higher cost than surfacedrought; changes in prevailing weather patterns and climate; and population growth.We purchase our water thus increasing water production expenses. When drought conditions occur, wesupply from various governmental agencies and others. Water supply availability may be required to rely more heavily on purchased water than surface water, which would increase our costsaffected by weather conditions, funding and adversely affect our results of operations.
other political and environmental considerations. In addition, SJWC’sour ability to use surface water is subject to regulations regarding water quality and volume limitations. If new regulations are imposed or existing regulations are changed or given new interpretations, the availability of surface water may be materially reduced. A reduction in surface water could result in the need to procure more costly water from other sources, thereby increasing overallour water production expensescosts and adversely affecting our operating results.
Because the extractionresults if not recovered in rates on a timely basis. From time to time, we enter into water supply agreements with third parties and our business is dependent upon such agreements in order to meet regional demand. The parties from whom we purchase water maintain significant infrastructure and systems to deliver water to us. Maintenance of water from the groundwater basin and the operation of the water distribution system require a significant amount of energy, increases in energy prices could increase operating expenses of SJWC. The cost of energythese facilities is beyond our controlcontrol. If these facilities are not adequately maintained or if these parties otherwise default on their obligations to supply water to us, we may not have adequate water supplies to meet our customers’ needs.
If we are unable to access adequate water supplies, we may be unable to satisfy all customer demand, which could result in rationing. Rationing may have an adverse effect on cash flow from operations. We can make no guarantee that we will always have access to an adequate supply of water that will meet all required quality standards. Water shortages may affect us in a variety of ways. For example, shortages could: adversely affect our supply mix by causing us to rely on more expensive purchased water; adversely affect operating costs; increase the risk of contamination to our systems due to our inability to maintain sufficient pressure; and can change unpredictablyincrease capital expenditures for building pipelines to connect to alternative sources of supply, new wells to replace those that are no longer in service or are otherwise inadequate to meet the needs of our customers and substantially based on load supplyreservoirs and demand. Therefore, SJWC cannot be certain that it willother facilities to conserve or reclaim water. We may or may not be able to contain energyrecover increased operating and construction costs into the future.
SJWC continues to utilize Pacific Gas & Electric’s time of use rate schedules to minimize its overall energy costs primarilyon a timely basis, or at all, for groundwater pumping. Optimization and energy management efficiency are achievedour regulated systems through the implementationratemaking process. We can give no assurance, as to whether we may be able to recover certain of software applicationsthese costs from third parties that control pumpsmay be responsible, or potentially responsible, for any groundwater contamination.
We face competition from other utilities and service providers which might hinder our growth opportunities and mitigate our future profitability.
We face competition from other utilities and service providers which might hinder our growth opportunities and mitigate our future profitability. We face risks of competition from other utilities or other entities authorized by federal, state or local agencies to expand rate-regulated or contracted utility services. Once a state utility regulator grants a franchise to a public utility to serve a specific territory, that utility effectively has an exclusive right to service that territory. Although a new franchise offers some protection against competitors, the pursuit of franchises is often competitive, where new franchises may be awarded to utilities based on demandupon competitive negotiation. Competing entities have challenged, and cost of energy. An increase in demand or a reductionmay challenge in the availability of surface water or import water could result in the need to pump more water during peak hours which will increase the cost of energy and therefore adversely affect the operating results of SJWC.future, our applications for new franchises.
SJWC has been granted permission by CPUC to employ certain balancing accounts to track various water supply expenses and revenues. There is no assurance that CPUC will allow recovery or refund of these balances when submitted by SJWC.
CLWSC’s primary water supply is 7,650 acre-feet of water which is pumped from Canyon Lake at three lake intakes or delivered as treated water from GBRA’s Western Canyon Pipeline, in accordance with the terms of its contracts with the GBRA, which are long-term take-or-pay contracts. This supply is supplemented by groundwater pumped from wells. CLWSC has a small secondary water supply specific to a distinct system located in Hays and Travis counties. This supply of 350 acre-feet is also a long-term take or pay contract. While the contracts provides a committed long-term water supply for future demand, CLWSC customers currently do not use the volume of water allowed under the contracts which increases the cost of water for existing customers, and there is no assurance that future demands up to the committed supply volume will occur. Texas faces long-term water supply constraints similar to California as described above and while current water supply exceeds demand, CLWSC may not be able to obtain adequate water supply to meet customer demand or may be required to procure more costly water from other sources.
The Connecticut regulated operations derive their rights and franchises to operate from state laws that are subject to alteration, amendment or repeal. Our franchises are free from restrictions, are unlimited as to time, and authorize us to sell potable water in all towns we now serve. Under Connecticut law, these rights and franchises are transferred to the surviving corporation in any merger. None of the Connecticut regulated operations were parties in the recent merger between the parent companies CTWS and SJW Group and no conditions were imposed that would adversely impact those rights and franchises. The companies further rely on environmental permits or registrations authorizing the use of water supplies in Connecticut, and those were not altered as a result of the merger with SJW Group. There is a possibility that the state could revoke our franchises and allow a governmental entity to take over some or all of our systems or could modify laws related to water supply use. From time to time such legislation has been contemplated in the past. The Connecticut regulated operations do not face long-term water supply constraints, but in times of persistent dry weather and continued drought conditions, Connecticut Water has requested that customers voluntarily reduce water usage.
Climate change may also impact water supply. For example, severity of drought conditions may impact the availability of water to all Water Utility Services and rising sea levels may impact the availability of groundwater available to SJWC and CLWSC.
Fluctuations in customer demand for water due to seasonality, restrictions of use, weather, and lifestyle can adversely affect operating results.
Water Utility Services areis seasonal, thus quarterly fluctuation in results of operations may be significant. Rainfall and other weather conditions also affect Water Utility Services. Water consumption typically increases during the third quarter of each year when weather tends to be warm and dry. In periods of drought, if customers are encouraged or required to conserve water due to a shortage of water supply or restriction of use, revenue tends to be lower. Similarly, in unusually wet periods, water supply tends to be higher and customer demand tends to be lower, again resulting in lower revenues. Furthermore, certain lifestyle choices made by customers can affect demand for water. For example, a significant portion of residential water use is for outside irrigation of lawns and landscaping. If there is a decreased desire by customers to maintain landscaping for their homes or restrictions are placed on outside irrigation, residential water demand would decrease, which would result in lower revenues.
Conservation efforts and construction codes, which require the use of low-flow plumbing fixtures and appliances, could diminish water consumption and result in reduced revenue. In addition, in time of drought, such as in the drought experienced in California in 2021 to early 2023, mandatory water conservation may become a regulatory requirement that impacts the water usage of our customers. Weather conditions can also affectWhile the sourcesimpacts of water supply, including the need to use more purchased water than surface water during aconservation and drought which may increase our operating expenses. On July 8, 2021, Governor Gavin Newsom issued a proclamation declaring a drought emergency in fifty California Counties, including Santa Clara County. San Jose Water Company has activated our Water Shortage Contingency Plan to achieve the 15% conservation target.
The implementation of mandatory or voluntary conservation measures during the current drought has resulted and is expected to result in lower water usagebe mitigated by our customers whichcertain regulatory mechanisms that may adversely affect our results of operation. If the current conservation measures continue, or if new measuresapply, such regulatory mechanisms are imposed in response to drought conditions in the future, we may experience fluctuations in the timing of or a reduction in customer revenue. In addition, the current drought reduced the amount of available surface water, which required us to incur more costs to extract groundwater or obtain purchased water, which can significantly impact our results of operations.
Furthermore, the CPUC may approve memorandum accounts, such as a Water Conservation Memorandum Account (“WCMA”), to allow companies to recover revenue reductions due to water conservation activities and certain conservation related costs. However, collection of such memorandum accounts is subject to a review and approval processchange by CPUC, which canthe Regulators. Accordingly, there could be lengthy, and there is no assurance that wesuch regulatory mechanisms will be ableoffset the effects of any revenue losses or other adverse impacts to recover in a timely manner all or some of the revenue and costs
recorded in the memorandum accounts. When drought conditions ease and the California State Water Board and Valley Water no longer mandate water conservation, the company may no longer be allowed to recover revenue lost due to continued conservation activities under the WCMA account and would therefore be exposed to differences between actual and authorized usage. This could result in lower revenues.
Similar to SJWC, Connecticut Water and Maine Water have also been impacted by increased water conservation, as well as the use of more efficient household fixtures and appliances among residential users. There has been a trend of declining per customer residential water usage in Connecticut and Maine over the last several years. CTWS’s regulated businesses at Maine Water are heavily dependent on revenue generated from rates it charges to its residential customers for the volume of water they use. The rates Connecticut Water and Maine Water charge for its water is regulated by PURA in Connecticut and MPUC in Maine, and CTWS’s water services subsidiaries may not unilaterally adjust their rates to reflect changes in demand. A declining volume of residential water usage may have a negative impact on our operating revenuesresults attributable to these fluctuations in the future if regulators do not reflect usage declines in the rate setting design process. Although the legislatures in Maine and Connecticut have provided enabling legislation for water utilities to implement revenue adjustment mechanisms to allow for recovery of authorized rates where conservation has occurred and consumption has declined and such a mechanism has been approved by PURA and implemented for Connecticut Water, this mechanism has yet to be implemented at Maine Water.customer demand.
A contamination event or other decline in source water quality could affect the water supply of Water Utility Services and therefore adversely affect our business and operating results.
Water Utility Services is required under drinking water regulations to comply with water quality requirements. Through water quality compliance programs, Water Utility Services monitors for contamination and pollution of its sources of water. In addition, a watershed management program provides a proactive approach to minimize potential contamination activities. There can be no assurance that Water Utility Services will continue to comply fully with all applicable water quality requirements or detect contamination timely or at all. In addition, our facilities and infrastructure, including water towers, reservoirs and wells, may be subject to vandalism, break-ins or attacks, which may cause contamination or damage to our water supply. While we have taken measures to maintain physical security of our facilities, there is no guarantee that such measures will be effective to prevent such events.In the event a contamination is detected, Water Utility Services must either commence treatment to remove the contaminant or procure water from an alternative source. Either of these results may be costly, may increase future capital expenditures and there can be no assurance that the regulators would approve a rate increase to enable us to recover the costs arising from such remedies. In addition, we could be held liable for consequences arising from hazardous substances or contamination in our water supplies or other environmental damages.damages and our reputation may be harmed by the public disclosures or media reports of these events. Our insurance policies may not cover or may not be sufficient to cover the costs of these claims.
CTWS’s wastewater operations, wastewater collection and treatment and septage pumping and sludge hauling also involve various risks that could impact our company. If collection or treatment systems fail or do not operate properly, or if there is a spill, untreated or partially treated wastewater could discharge onto property or into nearby streams and rivers, causing various damages and injuries, including environmental damage and health hazards. These risks are most acute during periods of substantial rainfall or flooding, which are the main causes of wastewater overflow and system failure. Liabilities resulting from such damages and injuries could harm our business, financial condition, and results of operations. Our insurance policies may not cover or may not be sufficient to cover the costs of these claims.
CTWS’s source water quality could be negatively impacted by a contamination event or a decline in source water quality beyond the capacity of existing treatment systems, causing the treated water to no longer meet state and federal drinking water standards. On a temporary basis, such an event could result in a Do Not Drink or Do Not Use order by state regulators. On a permanent basis, such an event could require additional treatment or the replacement of the source water supply. In either case, such an event or occurrence could cause a decline in consumer trust, significant investment or expense for remediation efforts and potential claims from customers. Our insurance policies may not cover or may not be sufficient to cover the costs of these claims.
Operating under contract water and waste systems in Maine and Connecticut subject us to risks.
CTWSWater Utility Services operates a number of water and wastewater systems under operation and maintenance contracts. Pursuant to these contracts, such systems are operated according to the standards set forth in the applicable contract, and it is generally the responsibility of the owner of the system to undertake capital improvements over which we may not have control. We may not be able to convince the owner to make needed improvements in order to maintain compliance with applicable regulations. Although violations and fines incurred by water and wastewater systems may be the responsibility of the owner of the system under these contracts, such non-compliance events may reflect poorly on us as the operator of the system and harm our reputation, and in some cases, may result in liability to the same extent as if we were the owner.
The necessity for ongoing physical and technological security has resulted, and may continue to result, in increased operating costs.
The necessity for ongoing physical and technological security has resulted, and may continue to result, in increased operating costs. Because of physical and technological threats to the health and security of the United States of America, we employ procedures to review and modify security measures. We provide ongoing training and communications to our employees about threats to our water supply, our assets and related systems and our employees’ personal safety. We have incurred, and will continue to incur, costs for security measures in efforts to protect against such risks.
Water Utility Services rely on information technology and systems that are key to business operations. A system malfunction, security breach, cyber-attacks, or other disruptions could compromisedisruption that compromises our information andcould expose us to liability whichand adversely affect business operations. In addition, noncompliance could expose us to liability and adversely affect business operations.
Information technology is key to the operation of the Water Utility Services, including but not limited to payroll, general ledger activities, outsourced bill preparation and remittance processing, providing customer service and the use of Supervisory Control and Data Acquisition systems to operate our distribution system. Among other things, system malfunctions, computer viruses and security breaches could prevent us from operating or monitoring our facilities, billing, and collecting cash accurately and timely analysis and reporting of financial results. In addition, we collect, process, and store sensitive data from our customers and employees, including personally identifiable information, on our networks. Despite our security measures, our information technology and infrastructure may be vulnerable to attacks by hackers or breached due to employee error, malfeasance, or other disruptions. Any such breach could compromise our networks and the information stored there could be accessed without our authorization, publicly disclosed, lost, or stolen which could result in legal claims or proceedings, violation of privacy laws or damage to our reputation and customer relationships. Our profitability and cash flow could be affected negatively in the event these systems do not operate effectively or are breached. Further, the use of AI by cybercriminals may increase the frequency and severity of cybersecurity attacks, including against us or our third-party vendors. In addition, we may not be able to develop or acquire information technology that is competitive and responsive to the needs of our business, and we may lack sufficient resources to make the necessary upgrades or replacements of our outdated existing technology to allow us to continue to operate at our current level of efficiency.
In addition, we must comply with privacy rights regulationslaws such as The California Consumer Privacy Act, (“CCPA”as amended by the California Privacy Rights Act (collectively, the “CCPA”), a state statute that became effective January 1, 2020, which enhances the. The CCPA requires, among other things, covered companies to provide enhanced disclosures to California consumers and to afford such consumers certain privacy rights and consumer protections for California residents. Among other things, theprotections. The CCPA also establishes statutory damages for victims of data security breaches, and provides additional rights for consumers to obtain their data from any business that has their personally identifying information. IfWe are anticipating updated and finalized implementing regulations under the CCPA that may impact our compliance obligations. We are also subject to Connecticut’s Act Concerning Personal Data Privacy and Online Monitoring, a similar law that took effect July 1, 2023, and will be subject to Texas Data Privacy and Security Act, a consumer privacy law that will be effective July 1, 2024. Moreover, additional state privacy laws have been passed or may be passed in the future, and they may have potential compliance obligations that impact our operations depending on whether we failfall under their scope. The effects of these laws have been significant, requiring us to modify our data processing practices and policies and to incur costs and expenses for compliance. Despite our efforts to comply with CCPA, itthese laws, we may fail to do so, which may lead to investigations, claims, and proceedings by governmental entities and private parties, damages for breach, and cause us to incur other significant costs, penalties, and other liabilities, as well as harm to our reputation.
A failure of our reservoirs, storage tanks, mains or distribution networks could result in losses and damages that may adversely affect our financial condition and reputation.
We distribute water through an extensive network of mains and store water in reservoirs and storage tanks located across our service areas. The Water Utility Services’ distribution systems were constructed during the period from the early 1900’s through today. A failure of major mains, reservoirs, or tanks could result in injuries and damage to residential and/or commercial property for which we may be responsible, in whole or in part. The failure of major mains, reservoirs or tanks may also result in the need to shut down some facilities or parts of our water distribution network in order to conduct repairs. Such failures and shutdowns may limit our ability to supply water in sufficient quantities to our customers and to meet the water delivery requirements prescribed by governmental regulators, which could adversely affect our financial condition, results of operations, cash flow, liquidity and reputation. We also own and operate numerous dams throughoutin California, Connecticut and Maine, and a failure of such dams could result in losses and damages that may adversely effectaffect our financial condition and reputation. Any business interruption or other losses might not be covered by existing insurance policies or be recoverable in rates, and such losses may make it difficult for us to secure insurance in the future at acceptable rates. Our insurance policies may not cover or may not be sufficient to cover the costs of these claims.
The operations of our water and wastewater treatment plants involve physical, chemical, and biological processes and the use of pumps, generators, and other industrial equipment. As a result, our operations are subject to various industrial risks, including chemical spills, discharges or releases of toxic or hazardous substances or gases, effects resulting from confined operating spaces, fires, explosions, mechanical failures, storage tank leaks, and electric shock. These risks can result in personal injury, loss of life, catastrophic damage to or destruction of property and equipment or environmental damage, and related legal proceedings, including those commenced by regulators, neighbors, or others. They may also result in an unanticipated interruption or suspension of our operations and the imposition of liability. The loss or shutdown over an extended period of
operations at any of our treatment facilities or any losses relating to these risks could have a material adverse impact on our profitability, results of operations, liquidity, and cash flows.
Our business and financial performance may be adversely affected by high inflation.
Inflation has the potential to adversely affect our liquidity, business, financial condition and results of operations by increasing our overall cost structure, particularly if we are unable to achieve increases in the rates we charge our customers. There is no guarantee that any future rate increase requests will be approved and granted in a timely manner and/or will be sufficient to cover costs for the impact of high inflation. The existence of inflation in the economy has resulted in, and may continue to result in, higher interest rates and capital costs, shipping costs, supply shortages, increased costs of labor and other similar effects. As a result of inflation, we have experienced and may continue to experience, cost increases. Although we may take measures to mitigate the impact of this inflation, if these measures are not effective, our business, financial condition, results of operations and liquidity could be materially adversely affected. Even if such measures are effective, there could be a difference between the timing of when these beneficial actions impact our results of operations and when the cost of inflation is incurred.
SJW Land Company and Chester Realty, Inc. have real estate holdings that are subject to various business and investment risks.
SJW Land Company owns real estate in California and Tennessee, and Chester Realty, Inc. owns real estate in Connecticut. The risks of investing directly in real estate vary depending on the investment strategy and investment objective and include the following:
•Market and general economic risks—real estate investment is tied to overall domestic economic growth and, therefore, carries market risk which cannot be eliminated by diversification. Generally, all property types benefit from national economic growth, though the benefits range according to local factors, such as local supply and demand and job creation. Because real estate leases are typically staggered and last for multiple years, there is generally a delayed effect in the performance of real estate in relation to the overall economy. This delayed effect can insulate or deteriorate the financial impact to SJW Land Company and Chester Realty, Inc. in a downturn or an improved economic environment.
•Vacancy rates can climb and market rents can be impacted and weakened by general economic forces, therefore affecting income to SJW Land Company and Chester Realty, Inc.
•A decrease in the value of a real estate property or increase in vacancy could result in reduced future cash flows to amounts below the property’s current carrying value and could result in an impairment charge.
The value of real estate can decrease materially due to a deflationary market, decline in rental income, market cycle of supply and demand, long lag time in real estate development, legislative and governmental actions, environmental concerns, increases in rates of returns demanded by investors, and fluctuation of interest rates, eroding any unrealized capital appreciation and, potentially, invested capital.
The success of SJW Land Company and Chester Realty, Inc.’s real estate investment strategy depend largely on ongoing local, state and federal land use development activities and regulations, future economic conditions, the development and fluctuations in the sale of the undeveloped properties, the ability to identify the developer/potential buyer of the available-for-sale real estate, the timing of the transaction, favorable tax law, and the ability to maintain and manage portfolio properties. There is no guarantee that we will be able to execute the strategy successfully and failure to do so may adversely affect our operating results and financial condition.
Work stoppages and other labor relations matters and epidemic or pandemic illness events could adversely affect our business and operating results.
As of December 31, 2021, 2262023, 240 of our 751808 total employees were union members. Most of our unionized employees are represented by the Utility Workers of America,UWUA, except certain employees in the engineering department who are represented by the International Union of Operating Engineers.OE. Only employees at SJWC are union members. The current three-year bargaining agreements will expire on December 31, 2022 and negotiations will begin in 2022 for the upcoming period, 2023 through 2025.
We may experience difficulties and delays in the collective bargaining process to reach suitable agreements with union employees, particularly in light of increasing healthcare and pension costs. In addition, changes in applicable law and regulations could have an adverse effect on management’s negotiating position with the unions. Labor actions, work stoppages or the threat of work stoppages, and our failure to obtain favorable labor contract terms during future negotiations may adversely affect our business, financial condition, results of operations, cash flows and liquidity.
If we fail to maintain safe work sites, we can be exposed to not only people impacts but also to financial losses such as penalties and other liabilities.
Our safety record is critical to our reputation because our business operation involves inherently dangerous activities. We maintain health and safety standards to protect our employees, customers, vendors and the public. Although we intend to adhere to such health and safety standards and aim for zero injuries, it is difficult to avoid accidents at all times.
Our business sites, including construction and maintenance sites, often place our employees and others in close proximity with large pieces of heavy equipment, moving vehicles, pressurized water, underground trenches and vaults, chemicals and other regulated materials. On many sites we are responsible for safety and, accordingly, must implement safety procedures. If we fail to implement such procedures or if the procedures we implement are ineffective or are not followed by our employees or others, or if accidents occur outside of our control, our employees and others may be injured or die. Unsafe work sites also have the potential to increase employee turnover and raise our operating costs. Any of the foregoing could result in financial losses, which could have a material adverse impact on our business, financial condition, results of operations and cash flows.
In addition, our operations can involve the handling and storage of hazardous chemicals, which, if improperly handled, stored or disposed of, could subject us to penalties or other liabilities. We are also subject to regulations dealing with occupational health and safety. Although we maintain functional employee groups whose primary purpose is to ensure we implement effective health, safety, and environment work procedures throughout our organization, including construction sites and maintenance sites, the failure to comply with such regulations or procedures could subject us to a liability.
Risks Relating To Our Finances and Corporate Matters
We may not have sufficient cash flow or capital resources to fund capital expenditures of our water utility business.business, and our access to liquidity through the capital markets may be limited.
The water utilityOur business is capital-intensive. Expenditure levels for renewal and modernization of the system will grow at an increasing rate as components reach the end of their useful lives. SJW Group’Group’s subsidiaries fund capital expenditures through a variety of sources, including cash received from operations, funds received from developers as contributions or advances, borrowings through lines of credit and debt financings, as well as equity financings by SJW Group. We cannot provide any assurance that the historical sources of funds for capital expenditures will continue to be adequate or that the cost of funds will remain at levels permitting us to earn a reasonable rate of return. A significant change in any of the funding sources could impair the ability of Water Utility Services to fund its capital expenditures, which could impact our ability to grow our utility asset base and earnings. Any increase in the cost of capital through higher interest rates or otherwise could adversely affect our results of operations.
Our ability to raise capital through equity or debt may be affected by the economy and condition of the debt and equity markets. Disruptions in the capital and credit markets or deteriorationsdeterioration in the strength of financial institutions could adversely affect SJW Group’s ability to draw on its lines of credit, issue long-term debt or sell its equity. In addition, government policies, the state of the credit markets and other factors could result in increased interest rates, which would increase SJW Group’s cost of capital. Furthermore, equity financings may result in dilution to our existing stockholders and debt financings may contain covenants that restrict the actions of SJW Group and its subsidiaries.
We have incurred substantial additional indebtedness to finance our acquisition of CTWS, whichthat may reduce our business and operational flexibility and increase our borrowing costs.
Our increasedWe have incurred substantial indebtedness andresulting in higher debt-to-equity ratio, in comparison to that of our recent historical basiswhich may have the effect, among other things, of: reducing our flexibility to respond to changing business, industry and economic conditions; increasing borrowing costs; placing us at a competitive disadvantage relative to other companies in our industry with less debt; potentially having an adverse effect on our issuer and issue ratings; requiring additional cash flow to be used to service debt instead of for other purposes; and potentially impairing our ability to obtain other financing.
In addition, the terms and conditions of such indebtedness, including financial covenants and restrictive covenants, may reduce our business flexibility and adversely affect our business, financial condition, results of operations and prospects. The agreements governing the indebtedness incurred in connection with the merger contain covenants that impose significant operating and financial limitations and restrictions on us, including restrictions on the ability to enter particular transactions and engage in other activities that we may believe will be advisable or necessary for the combined company’sour business. In addition, failure to comply with any of the covenants in our existing or future debt agreements could result in a default under those agreements and under other existing agreements containing cross-default provisions. A default would permit lenders to accelerate the maturity of indebtedness under these agreements and to foreclose upon any collateral securing such indebtedness.agreements. Under certain circumstances, we may not have sufficient funds or other resources to satisfy all of our obligations under our indebtedness, including principal and interest payments, which, if not cured, may cause an event of default.
Our senior note borrowings of SJW Group, SJWC and CLWSC include certain financial covenants regarding a maximum debt to equity ratio and an interest coverage requirement. In the event the relevant borrower exceeds the maximum debt to equity ratio or interest coverage requirement, we may be restricted from issuing future debt. In addition, the pollution controlwe have issued certain revenue bonds issued on behalf of SJWCthat contain affirmative and negative covenants customary for a loan agreement relating to revenue bonds, including, among other things, certain disclosure obligations, the tax exempt status of the interest on the bonds, and limitations and prohibitions on the transfer of projects funded by the loan proceeds and assignment of the loan agreement.
CTWS and itsCertain subsidiaries are required to comply with certain covenants in connection with their various long term loan agreements. The most restrictive of theseThese covenants are theinclude requirements to maintain a consolidated debt to capitalization ratio of not more than 60%. Additionally, Maine Water hasand restrictions on cash dividends paid based on restricted net assets. In the event that we violate any of these covenants, an event of default may occur and all amounts due under such loans, senior notes or bonds may be called by the Trustee,come due, which would have an adverse effect on our business operations and financial conditions.
The phaseout of the London Interbank Offered Rate (“LIBOR”), or the replacement of LIBOR with a different reference rate, may adversely affect interest rates.
On July 27, 2017, the Financial Conduct Authority (“FCA”), the authority that regulates LIBOR, announced that it would phaseout LIBOR by the end of 2021. In March 2021, the FCA announced an extension of certain panels of LIBOR to continue until the end of June 2023. However, in November 2021, the FCA confirmed that it will prohibit the use of LIBOR in new contracts written after December 31, 2021. In the United States, the Alternative Reference Rates Committee has proposed the Secured Overnight Financing Rate (“SOFR”) as an alternative to LIBOR. It is not presently known whether SOFR or any other alternative reference rates that have been proposed will attain market acceptance as replacements of LIBOR. Changes in the method of calculating LIBOR, or the replacement of LIBOR with an alternative rate or benchmark, may adversely affect interest rates and result in higher borrowing costs for both our existing debt agreements that include LIBOR interest rates and future loan agreements that we may enter into. In addition, uncertainty as to the nature of such phase out and selection of an alternative reference rate can result in disruptions in the overall financial market, which could negatively impact our ability to obtain debt financing at favorable rates. We cannot predict how the LIBOR transition will impact the interest rates and other terms of our existing debt agreements, and such transition may materially and adversely affect SJW Group’s results of operations, cash flows and liquidity.
SJW Group has committed to certain “ring-fencing” measures which will enhance CTWS’s separateness from SJW Group, which may limit SJW Group’s ability to influence the management and policies of CTWS (beyond the limitations included in other existing governance mechanisms).
Pursuant to the agreements related to the acquisition of CTWS and commitments made by SJW Group as part of the application for PURA and MPUC approval of the acquisition of CTWS, SJW Group has instituted certain “ring-fencing” measures to enhance CTWS’s separateness from SJW Group and to mitigate the risk that CTWS would be negatively impacted in the event of a bankruptcy or other adverse financial developments affecting SJW Group or its non-ring-fenced affiliates. These commitments became effective upon the closing of the acquisition.
In order to satisfy the ring-fencing commitments, SJW Group formed SJWNE LLC a wholly-ownedwholly owned special purpose entity (“SPE”) to own the capital stock of CTWS. The SPE, CTWS and its subsidiaries (collectively, the “CTWS Entities”) adopted certain measures designed to enhance their separateness from SJW Group, with the intention of mitigating the effects on the CTWS Entities of any bankruptcy of SJW Group and its affiliates other than the CTWS Entities (collectively, the “Non-CTWS Entities”). As a result of these ring-fencing measures, in certain situations, SJW Group will be restricted in its ability to access assets of the CTWS Entities as dividends or intracompanyintercompany loans to satisfy the debt or contractual obligations of any Non-CTWS Entity, including any indebtedness or other contractual obligations of SJW Group. In addition, the ring-fencing structure may negatively impact SJW Group’s ability to achieve certain benefits, including synergies and economies of scale to reduce operating costs of the combined entity, that it anticipates will result from the merger. This ring-fencing structure also subjects SJW Group and the CTWS Entities to certain governance, operational and financial restrictions since the closing of the merger. Accordingly, SJW Group may be restricted in its ability to direct the management, policies and operations of the CTWS Entities, including the deployment or disposition of their respective assets, declarations of dividends, strategic planning and other important corporate issues. Further,Furthermore, the CTWS Entities’ directors have considerable autonomy and, as described in our commitments, have a duty to act in the best interest of the CTWS Entities consistent with the ring-fencing structure and applicable law, which may be contrary to SJW Group’s best interests or be in opposition to SJW Group’s preferred strategic direction for the CTWS Entities. To the extent they take actions that are not in SJW Group’s interests, our financial condition, results of operations and prospects may be materially adversely affected.
Our business strategy, which includes acquiring water systems and expanding non-tariffed services, will expose us to new risks which could have a material adverse effect on our business.
Our business strategy focuses on the following:
(1)Regional regulated water utility operations;operations (includes water and wastewater);
(2)Regional non-tariffed water utility related services provided in accordance with the guidelines established by the Regulators;applicable state public utility commissions; and
(3)Out-of-region water and utility related services.
As part of our pursuit of the above three strategic areas, we consider from time to timetime-to-time opportunities to acquire businesses and assets. However, we cannot be certain we will be successful in identifying and consummating any strategic business combination or acquisitions relating to such opportunities. In addition, the execution of our business strategy will expose us to different risks than those associated with the current utility operations. We expect to incur costs in connection with the execution of this strategy and any integration of an acquired business could involve significant costs, the assumption of certain known and unknown liabilities related to the acquired assets, the diversion of management’s time and resources, the potential for a negative impact on SJW Group’s financial position and operating results, entering markets in which SJW Group has no or limited direct prior experience and the potential loss of key employees of any acquired company. Any strategic combination or
acquisition we decide to undertake may also impact our ability to finance our business, affect our compliance with regulatory requirements, and impose additional burdens on our operations. Any businesses we acquire may not achieve sales, customer growth and projected profitability that would justify the investment. Any difficulties we encounter in the integration process, including the integration of controls necessary for internal control and financial reporting, could interfere with our operations, reduce our operating margins and adversely affect our internal controls. SJW Group cannot be certain that any transaction will be successful or that it will not materially harm operating results or our financial condition.
Adverse investment returns and other factors may increase our pension costs and pension plan funding requirements.
A substantial number of our employees are covered by defined benefit pension plans. Our pension costs and the funded status of the plans are affected by a number of factors including the discount rate, applicable mortality tables, mortality rates of plan participants, investment returns on plan assets, and pension reform legislation. Any change in such factors could result in an
increase in future pension costs and an increase in our pension liabilities, requiring an increase in plan contributions which may adversely affect our financial conditions and results of operations.
SJW Group’s dividend policy is subject to the discretion of our board of directors and may be limited by legal and contractual requirements.
We anticipate to continue to pay a regular quarterly dividend, though any such determination to pay dividends will be at the discretion of our board of directors and will be dependent on then-existing conditions, including our financial condition, earnings, legal requirements, including limitations under Delaware law, restrictions in our credit agreements and other debt instruments that limit our ability to pay dividends to stockholders and other factors the board of directors deems relevant. The board of directors of SJW Group may, in its sole discretion, change the amount or frequency of dividends or discontinue the payment of dividends entirely. In addition, our subsidiaries may be subject to restrictions on their ability to pay dividends to us, including under state law, pursuant to regulatory commitments and under their credit agreements and other debt instruments. In this regard, the CTWS Entities are limited from paying dividends to us in certain circumstances under PURA and MPUC regulatory commitments. Any inability of our subsidiaries to pay us dividends may have a material and adverse effect on our ability to pay dividends to our stockholders.
Our charter documents and Delaware law could prevent a takeover that stockholders consider favorable and could also make it more difficult for stockholders to influence our policies or may reduce the rights of stockholders.
SJW Group’s Certificate of Incorporation and Bylaws contain provisions that could delay or prevent a change in control of SJW Group. These provisions could also make it more difficult for our stockholders to elect directors and take other corporate actions. These provisions include, but are not limited to, the following:
•Authorizing Board of Directors to issue “blank check” preferred stock;
•Prohibiting cumulative voting in the election of directors;
•Limiting the ability of stockholders to call a special meeting of stockholders to only stockholders holding not less than 20% of outstanding voting power; and
•Requiring advance notification of stockholder nomination of directors and proposals.
These provisions may frustrate or prevent any attempts by stockholders of SJW Group to replace or remove its current management by making it more difficult for stockholders to replace members of the Board of Directors, which is responsible for appointing the members of management. In addition, the provisions of Section 203 of the Delaware General Corporate Law (“DGCL”) govern SJW Group. These provisions may prohibit large stockholders, in particular those owning 15% or more of our outstanding voting stock, from merging or combining with us for a certain period of time without the consent of the Board of Directors.
Furthermore, SJW Group’s Certificate of Incorporation provides that a state or federal court located within Delaware is the sole and exclusive forum (unless the company consents in writing to the selection of an alternate forum) for (i) any derivative action or proceeding brought on behalf of SJW Group, (ii) any action asserting a claim of breach of a fiduciary duty owed by any director, officer or other employee of SJW Group to the company or its stockholders, (iii) any action asserting a claim arising pursuant to any provision of the DGCL, or (iv) any action asserting a claim governed by the internal affairs doctrine. Such “exclusive forum” provision may limit a stockholder’s ability to bring a claim in a judicial forum that it finds favorable for disputes with SJW Group or its directors, officers or other employees, which may discourage such lawsuits against us and our directors, officers and other employees.
We may not be able to maintain adequate insurance coverage at reasonable costs, or at all, to cover all losses incurred in our operationsoperations.
We maintain insurance coverage as part of our overall legal and risk management strategy to minimize potential liabilities arising from our operations. Our insurance programs have varying coverage limits, deductibles, exclusions and maximums, and our insurance coverages include,include: worker’s compensation, employer’s liability, damage to our property, general liability, pollution liability, cybersecurity, and automobile liability. Each policy includes either deductibles or self-insured retentions and policy limits for covered claims. As a result, we may sustain losses that exceed or are excluded from our insurance coverage or for which we are self-insured. The insurance companies may also seek to challenge, reduce or deny any claims we submit, which may prevent us from recovering fully the losses we incurred. In addition, insurance companies may increase premiumpremiums or deductibledeductibles or reduce coverage limits based on factors that are beyond our control, including industry trends, financial conditions of insurance companies and catastrophic events such as wildfire, earthquake and pandemic. There can be no assurance that we can secure all necessary or appropriate insurance in the future, or that such insurance can be obtain at reasonable cost, or at all.
General Risk Factors
We operate in areas subject to natural disasters, or thatand we may be the target of terrorist activities.activities and other physical threats.
We operate in areas that are prone to earthquakes, fires, floods, extreme weathersweather and other natural disasters. A significant seismic event in northern California, where the majority of our operations are concentrated, or other natural disaster in northern California, Connecticut, Texas or Maine could adversely impact our ability to deliver water to our customers and our costs of operations. A major disaster could damage or destroy our capital assets, harm our reputations and adversely affect our results of operations. The Regulators have historically allowed utilities to establish catastrophic event memorandum accounts as a possible mechanism to recover costs, such as the CEMA memorandum account in California. However, we can give no assurance that our regulators, or any other commission would allow any such cost recovery mechanism in the future.
In light of the potential threats to the nation’s health and security due to terrorist attacks, we have taken steps to increase security measures at our facilities and heighten employee awareness of threats to our water supply. We have also tightened our security measures regarding the delivery and handling of certain chemicals used in our business. In addition, because our operation requires us to interact extensively with the general public, we may be subject to complaints, threats and potentially violent actions by our customers or the public, which may disrupt our business activities and damage our reputation.
We have and will continue to bear increased costs for security precautions to protect our facilities, operations and supplies. These costs may be significant.
While some of these costs are likely to be recovered in the form of higher rates, there can be no assurance that the Regulators will approve a rate increase to recover all or part of such costs and, as a result, our operating results and business may be adversely affected. Further, despite these tightened security measures, we may not be in a position to control the outcome of terrorist events should they occur.
Our operations, liquidity, and earnings may be adversely affected by wildfires and risk of fire hazards.
It is possible that wildfires and other fire hazards may occur more frequently, be of longer duration or impact larger areas as a result of drought-damaged plants and trees, lower humidity or higher winds that might be occurring as result of changed weather patterns. The effects of these natural disasters in California’s drought-prone areas, such as the Santa Cruz Mountains, the watershed of which SJWC owns approximately 6,400 acres and where SJWC typically obtains approximately up to 10% of its water supply, may temporarily compromise its surface water supply resulting in disruption in our services and litigation which could adversely affect our business, operating results, and financial condition.
If our surface water supply is compromised, we may have to interrupt the use of that water supply until we are able to substitute the flow of water from an alternative water source. If there is an adverse change to the mix of water supply, it may cause an increase in our purchased and pumped water and increase our production expenses substantially, which would adversely affect the operating results of SJWC. There can be no assurance that the CPUC will allow SJWC to recover the additional or increased production expenses.
In addition, we may incur significant costs in order to treat the impacted source through expansion of our current treatment facilities, or development of new treatment methods. If we are unable to substitute water supply from an alternative water source, or to adequately treat the impacted water source in a cost-effective manner, there may be an adverse effect on our revenues, operating results, and financial condition. The costs we incur to secure an alternative water source or an increase in draws from our underground water system could be significant and may not be recoverable in rates.
Wildfires may destroy or cause damage to properties, facilities, equipment and other assets owned and operated by SJWC or result in personal injuries to our employees and personnel, which may cause temporary or permanent disruption to our water services. In such a case, we may be required to incur significant expenses to repair, replace or upgrade our assets, or to defend
against costly litigation or disputes with third parties, any of which may adversely affect our business operations or financial conditions.
While we maintain a business insurance policy, such policy includes limitation and retention that may reduce, or in some cases eliminate, our ability to recover all or a substantial portion of the losses and damages due to wildfire. Our inability to rely fully on insurance coverage may negatively impact our results of operations. Losses by insurance companies resulting from wildfires in California may also cause insurance coverage for wildfire risks to become more expensive or unavailable under reasonable terms, and our insurance may be inadequate to recover all our losses incurred in a wildfire. Furthermore, we might not be allowed to recover in our rates any increased costs of wildfire insurance or the costs of any uninsured wildfire losses.
The price of our common stock may be volatile and may be affected by market conditions beyond our control.
The trading price of our common stock may fluctuate in the future based on a variety of factors, many of which are beyond our control and unrelated to our financial results. Factors that could cause fluctuations in the trading price of our common stock include volatility of the general stock market or the utility index, regulatory developments, public announcement of material development in strategic transactions, general economic conditions and trends, actual or anticipated changes or fluctuations in our results of operations, actual or anticipated changes in the expectations of investors or securities analysts, actual or
anticipated developments in our competitors’ businesses or the competitive landscape generally, litigation involving us or our industry, and major catastrophic event(s) or sales of large blocks of our stock. Furthermore, we believe that stockholders invest in public stocks in part because they seek reliable dividend payments. If there is an over supplyoversupply of stock of public utilities in the market relative to demand by such investors, the trading price of our common stock may decrease. Additionally, if interest rates rise above the dividend yield offered by our common stock, demand for our stock and its trading price may also decrease.
We must continue to attract and retain qualified technical and managerial personnel in order to succeed.
Our future success depends largelysubstantially upon our ability to attract and retain highly skilled technical, operational and financial managers. There is a significant competition for such personnel in our industry. Our ability to recruit and retain qualified personnel depends on many factors, including but are not limited to, our ability to provide competitive compensation and benefit packages, availability of talents in our industry, general workforce trends and macroeconomic conditions. The loss of the services of any member of our management team or the inability to hire and retain experienced management personnel could have an adverse effect on our business, as our management team has knowledge of our industry and customers and would be difficult to replace. We try to ensure thatbelieve we offer competitive compensation and benefits as well as conduct succession planning and provide opportunities for continued development, and we continually strive to recruit and train qualified personnel and retain key employees. There can be no assurance, however, that we will continue to be successful in attracting and retaining the personnel we require to grow and operate profitably.
Item 1B.Unresolved Staff Comments
None.
Item 1C. Cybersecurity
Cybersecurity Risk Management and Strategy
We have taken critical steps to ensure the security and protection of our computer systems and networks. Our processes for assessment, identification and management of material risks from cybersecurity threats include routine monitoring of vulnerabilities, evaluations of new service providers, written policies for incident identification and management, and regular testing and assessment of our cybersecurity posture.
We have integrated cybersecurity risk management as part of our company-wide culture. The measures undertaken include, but are not limited to, monthly cybersecurity training for all employees and frequent communication to all employees on the importance of cybersecurity measures.
We have engaged third-party experts to assist us in monitoring and managing our cybersecurity process. Furthermore, we monitor cybersecurity threats at certain of our third-party vendors on a regular basis. As of the date of this report, we are not aware of any material risks from cybersecurity threats that have materially affected or are reasonably likely to materially affect the company, including our business strategy, results of operations, or financial condition. We have discussed cybersecurity risks that may affect the company in Item 1A, “Risk Factors,” under the headings, “The necessity for ongoing physical and technological security has resulted, and may continue to result, in increased operating costs,” “Water Utility Services rely on information technology and systems that are key to business operations. A system malfunction, security breach, cyber-attacks or other disruption that compromises our information and expose us to liability and adversely affect business operations. In addition, noncompliance could expose us to liability and adversely
affect business operations,” and “We may not be able to maintain adequate insurance coverage at reasonable costs, or at all, to cover all losses incurred in our operations.”
Cybersecurity Governance
We have implemented an internal risk assessment process that focuses on the principal risks that have been identified for us, including risks associated with our regulatory environment, business operations and continuity, compliance requirements, information technology and data storage and retrieval facilities, cyber risk, insurance coverage. The Audit Committee, pursuant to its charter, meets at least quarterly with senior leadership and other employees to discuss identified risks and the measures taken to control, manage and mitigate those risks, which include cyber and information security risk. On the basis of these meetings and discussions regarding such risks, the Chairman of the Audit Committee reports periodically to the full Board. The Vice President, Information Security Officer provides cybersecurity updates to the Audit Committee and other members of our senior management as appropriate at least quarterly. Our Vice President, Information Security Officer, and his team is responsible for leading enterprise-wide cybersecurity strategy, policy, standards, architecture, and processes, with the support of third-party experts. The Vice President, Information Security Officer has over 30 years of experience in information technology of which over 20 years is in cybersecurity, with industry experience in utilities, banking and e-commerce.
Item 2.Properties
The properties of SJWC consist of a unified water production system located in the County of Santa Clara in the State of California. In general, the property is comprised of franchise rights, water rights, necessary rights-of-way, approximately 6,5006,400 acres of land held in fee (which is primarily non-developable watershed), impounding reservoirs with a capacity of approximately 2.2562.3 billion gallons, 2,4882,492 miles of transmission and distribution mains, distribution storage of approximately 194 million0.20 billion gallons, wells, boosting facilities, diversions, surface water treatment plants, equipment, office buildings and other property necessary to provide water service to its customers.
SJWC maintains all of its properties in good operating condition in accordance with customary practice for a water utility. SJWC’s groundwater pumping stations have a production capacity of approximately 247 million0.26 billion gallons per day and the present capacity for taking purchased water is approximately 84 million0.08 billion gallons per day. The surface water collection system has a physical delivery capacity of approximately 35 million0.03 billion gallons per day. During 2021,2023, a maximum and average of 133 million0.13 billion gallons and 99 million0.09 billion gallons of water per day, respectively, were delivered to the system.
The properties of CTWS consist of land, easements, rights (including water rights), buildings, reservoirs with a capacity of approximately 9.4 billion gallons, standpipes, dams, wells, supply lines, water treatment plants, pumping plants, 2,317 miles of transmission and distribution mains and other facilities and equipment used for the collection, purification, storage and distribution of water throughout Connecticut and Maine. In certain cases, Connecticut WaterCWC and Maine WaterMWC are or may be a party to limited contractual arrangements for the provision of water supply from neighboring utilities.
Sources of water supply owned, maintained and operated by CTWS include 25 surface water reservoirs and 108 well fields. In addition, Connecticut WaterCWC and Maine WaterMWC have agreements with various neighboring water utilities to provide water, at negotiated rates, to our water systems. Collectively, these sources have the capacity to deliver approximately 84 million0.08 billion gallons of potable water daily to the 27 major operating systems. CTWS also owns, maintains and operates 50 small, non-interconnected satellite and consecutive water systems, that combined, have the ability to deliver about 3.5 million gallons of additional water per day to their respective systems. CTWS’s 30 water treatment plants have a combined treatment capacity of approximately 52 million0.05 billion gallons per day. In addition, CTWS owns and operates one wastewater treatment plant with a capacity of 780,000 gallons per day.
CLWSCThe properties of TWC consist of land, easements, rights (including water rights), buildings, reservoirs, standpipes, wells, supply lines, water treatment plants, pumping plants, 818 miles of transmission and distribution mains and other facilities and equipment used for the collection, purification, storage and distribution of water throughout its service area. TWC maintains a service area that covers approximately 266271 square miles located in the southern region of the Texas hill country in Bandera, Blanco, Comal, Hays, Kendall, Medina and Travis counties. The majority of the service area surrounds an 8,200 surface8,200-surface acre reservoir, Canyon Lake. CLWSCTWC production wells have the ability to pump a combined 5.8 billion gallons annually. CLWSCTWC has contracts for 2 billion gallons of untreated surface water and 235 million0.24 billion gallons of treated surface water from the GBRA annually, and 81 million0.11 billion gallons of treated surface water from LCRA. CLWSCTWC owns and operates three surface water treatment plants with a combined production capacity of 9 million gallons per day. CLWSC has 726 miles of transmission and distribution mains andTWC maintains 7787 storage tanks with a total storage capacity of 9.3 million0.02 billion gallons. CLWSCTWC owns and operates threefour wastewater treatment plants with a combined capacity of 250,400293,500 gallons per day. In August 2023, TWR acquired eight wells and the water rights of KT Water Resources LLC. These wells have been projected to yield an additional 2.0 billion gallons per year or more.
Water Utility Services hold all of its principal properties in fee simple, subject to current tax and assessment liens, rights-of-way, easements, and certain minor defects in title which do not materially affect their use. A substantial portion of treatment,
storage and distribution properties owned by Maine WaterMWC are subject to liens of mortgage or indentures that secure bonds, notes and other evidences of long-term indebtedness.
As of December 31, 2021,2023, SJW Land Company and Chester Realty, Inc. own approximately 101 acres of property in the State of California, 55 acres of property in the State of Tennessee and 23 acres of property in State of Connecticut.
The following table is a summary of SJW Land Company and Chester Realty, Inc. properties described previously:
| | | | | | | | | | | % for Year Ended December 31, 2021 of Real Estate Services | | | | | % for Year Ended December 31, 2023 of Real Estate Services |
| Description | Description | | Location | | Acreage | | Square Footage | | Revenue | | Expense | Description | | Location | | Acreage | | Square Footage | | Revenue | | Expense |
| Warehouse building | Warehouse building | | Knoxville, Tennessee | | 30 | | | 361,500 | | | 48 | % | | 42 | % | Warehouse building | | Knoxville, TN | | 30 | | | 361,500 | | 361,500 | | | 52 | | 52 | % | | 47 | % |
| Commercial building | Commercial building | | Knoxville, Tennessee | | 15 | | | 135,000 | | | 51 | % | | 57 | % | Commercial building | | Knoxville, TN | | 15 | | | 135,000 | | 135,000 | | | 47 | | 47 | % | | 52 | % |
| Undeveloped land and parking lot | Undeveloped land and parking lot | | Knoxville, Tennessee | | 10 | | | N/A | | N/A | | N/A | Undeveloped land and parking lot | | Knoxville, TN | | 10 | | | N/A | | N/A |
| Undeveloped land | Undeveloped land | | San Jose, CA | | 101 | | | N/A | | N/A | | N/A | Undeveloped land | | San Jose, CA | | 101 | | | N/A | | N/A |
| Commercial building | Commercial building | | Clinton, CT | | 22 | | 9,000 | | 1 | % | | 1 | % | Commercial building | | Clinton, CT | | 22 | | 9,000 | | 1 | % | | 1 | % |
| Commercial building | Commercial building | | Guilford, CT | | 1 | | 1,300 | | — | % | | — | % | Commercial building | | Guilford, CT | | 1 | | 1,300 | | — | % | | — | % |
Item 3.Legal Proceedings
SJW Group and its subsidiaries are subject to ordinary routine litigation incidental to its business. In October 2023, The Connecticut Water Company, a subsidiary of SJW Group, was named as a defendant in a class action lawsuit alleging that the water provided by Connecticut Water contained contaminants.Connecticut Water intends to vigorously defend itself in this lawsuit.There are no pending legal proceedings to which SJW Group or any of its subsidiaries is a party, or to which any of its properties is the subject, that are expected to have a material effect on SJW Group’s business, financial position, results of operations or cash flows.
Item 4.Mine Safety Disclosures
None.
PART II
Item 5.Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities
Market Information
SJW Group’s common stock is traded on the New York Stock Exchange under the symbol “SJW”.“SJW.” As of December 31, 2021,2023, there were 297271 record holders of SJW Group’s common stock, excluding those shares held in street or nominee name.
Five-Year Performance Graph
The following performance graph compares the changes in the cumulative stockholder return on SJW Group’s common stock with the cumulative total return on a Water Utility Index and the Standard & Poor’s 500 Index during the last five years ended December 31, 2021.2023. The comparison assumes $100 was invested on December 31, 20152018 in SJW Group’s common stock and in each of the foregoing indices and assumes reinvestment of dividends.
COMPARISON OF FIVE YEAR CUMULATIVE TOTAL RETURN
Among SJW Group, a Water Utility Index and the S&P 500 Index
The following descriptive data of the performance graph is supplied in accordance with Rule 304(d) of Regulation S-T (numbers represent U.S. dollars ($)):
| | 2016 | | 2017 | | 2018 | | 2019 | | 2020 | | 2021 |
| 2018 | | | 2018 | | 2019 | | 2020 | | 2021 | | 2022 | | 2023 |
| SJW Group | SJW Group | $ | 100 | | | 116 | | | 103 | | | 134 | | | 134 | | | 144 | |
| Water Utility Index | Water Utility Index | $ | 100 | | | 128 | | | 132 | | | 184 | | | 213 | | | 265 | |
| S&P 500 Index | S&P 500 Index | $ | 100 | | | 122 | | | 116 | | | 153 | | | 181 | | | 233 | |
The Water Utility Index is the 9nine water company Water Utility Index (including CTWS up to the time of its merger with SJW Group) prepared by Wells Fargo Securities, LLC. The above performance graph and related information shall not be deemed “soliciting material” or to be “filed” with the SEC, nor shall such information be incorporated by reference into any future filing under the Securities Act of 1933 or Securities Exchange Act of 1934, each as amended, except to the extent that the company specifically incorporates it by reference into such filing.
Item 6.[Reserved]
Item 7.Management’s Discussion and Analysis of Financial Condition and Results of Operations
(Dollar amounts in thousands, except where otherwise noted)
DescriptionThe following discussion and analysis of Business
SJW Group isour financial condition and results of operations should be read together with “Forward-Looking Statements,” Part 1, Item 1 “Business,” Part I, Item 1A “Risk Factors,” and our consolidated financial statements and notes included under Item 8 of this Annual Report on Form 10-K. The following sections include a publicly traded company and is a holding company with four subsidiaries:
SJWC, a wholly-owned subsidiarydiscussion of SJW Group, is a public utility in the business of providing water service to approximately 231,000 connections that serve a population of approximately one million people in an area comprising approximately 139 square miles in the metropolitan San Jose, California area.
SJWNE LLC is a wholly-owned subsidiary of SJW Group. On October 9, 2019, CTWS became a wholly-owned subsidiary of SJWNE LLC. Connecticut Water Service, Inc. is a holding company whose subsidiaries are primarily public utilities providing water service to approximately 140,000 service connections that serve a population of approximately 456,000 people in 81 municipalities with a service area of approximately 269 square miles throughout Connecticut and Maine and 3,000 wastewater connections in Southbury, Connecticut.
SJWTX, Inc., doing business as CLWSC, is a public utility in the business of providing water service to approximately 24,000 service connections that serve approximately 70,000 people. CLWSC’s service area comprises more than 266 square miles in Bandera, Blanco, Comal, Hays, Kendall, Medina and Travis County in the growing region between San Antonio and Austin, Texas. On December 17, 2021, CLWSC completed its acquisition of Kendall West Utility and Bandera East Utility, companies that provide water services, including wastewater and recycled water services, in Kendall, Bandera and Medina counties which are located in south central Texas. Kendall West Utility and Bandera East Utility, together, added approximately 5,000 people through 1,600 service connections in a service area approximately 19 square miles to CLWSC’s operations. SJWTX, Inc. has a 25% interest in Acequia Water Supply Corporation. Acequia has been determined to be a variable interest entity within the scope of ASC Topic 810 with SJWTX, Inc. as the primary beneficiary. As a result, Acequia has been consolidated with SJWTX, Inc. SJWTX, Inc is undergoing a corporate reorganization to separate regulated operations from non-tariffed activities. In November 2021, SJWTX Holdings and TWOS were formedresults for the purposeyear ended December 31, 2023 compared to the year ended December 31, 2022. The comparative results for the year ended December 31, 2022 with for the year ended December 31, 2021 generally have not been included in this Form 10-K but may be found in “Part II - Item 7. Management’s Discussion and Analysis of effecting a corporate reorganizationFinancial Condition and Results of our water services organization in Texas. TWOS was createdOperations” of the company’s Annual Report on Form 10-K for non-tariffed operations and is wholly-owned by SJWTX Holdings. SJWTX Holdings is a wholly-owned subsidiary of SJW Group, incorporated to hold the investments in SJWTX, Inc. and TWOS. In addition, in 2022, SJWTX Holdings intends to create a new subsidiary to hold future wholesale water supply assets.
SJW Land Company, a wholly owned subsidiary of SJW Group, owns undeveloped land in the States of California and Tennessee, owns and operates commercial buildings in Tennessee.year ended December 31, 2022.
Business Strategy for Water Utility Services
SJW Group focuses its business initiatives in three strategic areas:
(1)RegionalInvesting in regional regulated water utility operations;operations to support the health, safety and quality of life of our customers;
(2)Regional non-tariffed water utility related services provided in accordance with the guidelines established by the CPUC in California, PURA in Connecticut, PUCT in Texas, and MPUC in Maine;applicable state public utility commissions; and
(3)Out-of-region water and utility related services.
Regional Regulated Activities
SJW Group’s regulated utility operation is conducted through SJWC, Connecticut Water, CLWSCCWC, TWC and Maine Water.MWC. SJW Group plans and applies a diligent and disciplined approach to maintaining and improving its water system infrastructures and also seeks to acquire regulated water systems adjacent to or near its existing service territory. Connecticut WaterCWC and TWC also providesprovide regulated wastewater services.
The United States water utility industry is largely fragmented and is dominated by municipal-owned water systems. The water industry is regulated, and provides a life-sustaining product. This makes water utilities subject to lower business cycle risks than non-tariffed industries.
Regional Non-tariffed Activities
Operating in accordance with guidelines established by the CPUC, SJWC provides non-tariffed services, such as water system operations, maintenance agreements and antenna site leases under agreements with municipalities and other utilities. CLWSCTWC provides non-tariffed wholesale water service to adjacent utilities and non-tariffed wastewater services. CTWS provides non-tariffed services, such as water system operations and maintenance under agreements with municipalities and other utilities. Additionally, CTWS offers Linebacker©, an optional service line protection program covering a limited amount of the cost of
repairs for leaking or broken water and wastewater service lines and in-home plumbing to eligible residential customers in Connecticut and water service lines to eligible residential customers in Maine.
SJW Group also seeks appropriate non-tariffed business opportunities that complement its existing operations or that allow it to extend its core competencies beyond existing operations. SJW Group seeks opportunities to fully utilize its capabilities and existing capacity by providing services to other regional water systems, which also will benefit its existing regional customers.
Out-of-Region Opportunities
SJW Group also from time to time pursues opportunities to participate in out-of-region water and utility related services, particularly regulated water and wastewater businesses. SJW Group evaluates out-of-region and out-of-state opportunities that meet SJW Group’s risk and return profile.
The factors SJW Group considers in evaluating such opportunities include:
•Potential profitability;
•Regulatory environment;
•Additional growth opportunities within the region;
•Water supply, water quality and environmental issues;
•Capital requirements;
•General economic conditions; and
•Synergy potential.
As part of our pursuit of the above three strategic areas, we consider from time to timetime-to-time opportunities to acquire businesses and assets. However, we cannot be certain we will be successful in identifying and consummating any strategic business combination or acquisitions relating to such opportunities. In addition, the execution of our business strategy will expose us to different risks than those associated with the current utility operations. We expect to incur costs in connection with the execution of this strategy and any integration of an acquired business could involve significant costs, the assumption of certain known and unknown liabilities related to the acquired assets, the diversion of management’s time and resources, the potential for a negative impact on SJW Group’s financial position and operating results, entering markets in which SJW Group has no or limited direct prior experience and the potential loss of key employees of any acquired company. Any strategic combination or acquisition we decide to undertake may also impact our ability to finance our business, affect our compliance with regulatory requirements, and impose additional burdens on our operations. Any businesses we acquire may not achieve sales, customer growth and projected profitability that would justify the investment. Any difficulties we encounter in the integration process, including the integration of controls necessary for internal control and financial reporting, could interfere with our operations, reduce our operating margins and adversely affect our internal controls. SJW Group cannot be certain that any transaction will be successful or that it will not materially harm operating results or our financial condition.
Real Estate Services
SJW Group’s real estate investment activity is conducted through SJW Land Company and Chester Realty, Inc. SJW Land Company owns undeveloped land in California and Tennessee and owns and operates commercial buildings in Tennessee. Chester Realty, Inc. owns and operates land and commercial buildings in the State of Connecticut. SJW Land Company and Chester Realty, Inc. manage its acquired income producing and other properties until such time a determination is made to reinvest proceeds from sale of such properties.
Critical Accounting Policies
SJW Group has identified accounting policies delineated below as the policies critical to its business operations and the understanding of the results of operations. The preparation of consolidated financial statements requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities at the date of the consolidated financial statements and revenues and expenses during the reporting period. SJW Group bases its estimates on historical experience and other assumptions that are believed to be reasonable under the circumstances. For a detailed discussion on the application of these and other accounting policies, see Note 2 of “Notes to Consolidated Financial Statements.” SJW Group’s critical accounting policies are as follows: Recognition of Regulatory Assets and Liabilities
Generally accepted accounting principles for water utilities include the recognition of regulatory assets and liabilities as permitted by ASC Topic 980. In accordance with ASC Topic 980, Water Utility Services, to the extent applicable, records
deferred costs and credits on the balance sheet as regulatory assets for incurred costs that are deemed probable of recovery from customers. Also, Water Utility Services recognizes regulatory liabilities for amounts expected to be refunded to customers in the rate-making process and for amounts collected in advance of the related expenditures. Regulatory assets or liabilities when it is probableare also recognized for special revenue programs such as WCMA and WRA in accordance with guidance on alternative revenue programs under ASC Topic 980, including the requirement that these costs and creditssuch revenues will be recognizedcollected within 24 months of the year-end in which the ratemaking process in a period different from whenrevenue is recorded. A reserve is recorded for amounts SJW Group estimates will not be collected within the costs and credits are incurred. Accounting for such costs and credits24-month period. This reserve is based on management’s judgmentan estimate of actual usage over the recovery period, offset by applicable drought surcharges. Application of ASC Topic 980, including determining whether recovery is probable, requires significant judgement by management and includes assessing evidence that may exist prior to regulatory authorization, including regulatory rules and decisions, historical ratemaking practices, and it occurs when management determinesother facts and circumstances that itwould indicate the recovery or refund is probable that these costs and credits will be recognized in the future revenue of Water Utility Services through the ratemaking process.probable. The regulatory assets and liabilities recorded by Water Utility Services primarily relate to asset removal costs, the recognition of deferred income taxes for ratemaking versus tax accounting purposes, balancing and memorandum accounts, pensions and other postretirement pension benefits, medical costs, accrued benefits for vacation and asset retirement obligations that have not been passed through in rates. The company primarily adjusts the related asset and liabilities for these items through its regulatory asset and liability accounts on a monthly basis.employee benefit costs. The disallowance of any asset in future ratemaking, including deferred regulatory assets, would require Water Utility Services to immediately recognize the impact of the costs for financial reporting purposes. No disallowances were recognized during the years endingended December 31, 20212023, 2022 and 2020.2021.
Recognition of Balancing and Memorandum Accounts
Balancing and memorandum accounts are utilized by our California operations. The purpose of a balancing account is to track the under-collection or over-collection associated with expense changes and the revenue authorized by the CPUC to offset those expense changes. Pursuant to Section 792.5 of the California Public Utilities Code, a balancing account must be maintained for expense items for which revenue offsets have been authorized. Balancing and memorandum accounts are recognized by SJWC when it is probable that future recovery of previously incurred costs or future refunds that are to be credited to customers will occur through the ratemaking process.
Balancing accounts are currently being maintained for the following items: purchased water, purchased power, groundwater extraction charges, pensions, and general rate case and cost of capital true-ups. The amount in the water production balancing accounts varies with the seasonality of the water utility business such that, during the summer months when the demand for water is at its peak, the account tends to reflect an under-collection, while during the winter months when demand for water is relatively lower, the account tends to reflect an over-collection. The pension balancing account is intended to capture the difference between actual pension expense and the amount approved in rates by the CPUC. The general rate case true-up accounts are a result of revenue shortfalls authorized for collection or refund by the CPUC due to delayed rate case and cost of capital decisions.
SJWC also maintains memorandum accounts to track revenue impacts due to catastrophic events, certain unforeseen water quality expenses related to new federal and state water quality standards, energy efficiency, water conservation, water tariffs, and other approved activities or as directed by the CPUC. The Monterey Water Revenue Adjustment MechanismMWRAM tracks the difference between the revenue received for actual metered sales through the tiered volumetric rate and the revenue that would have been received with the same actual metered sales if a uniform rate would have been in effect.
Balancing andSJWC also maintains memorandum accounts are recognizedto track impacts due to catastrophic events, certain unforeseen water quality expenses related to new federal and state water quality standards, energy efficiency, water conservation, water tariffs, and other approved activities or as directed by the CPUC. The WCMA allows SJWC when it is probable that future recoveryto track revenue, net of previously incurredrelated water costs, or future refunds that areassociated with reduced sales due to be credited to customers will occur throughwater conservation and associated calls for water use reduction. SJWC records the ratemaking process. In addition,lost revenue captured in the case of special revenue programs such as the WCMA SJWC follows the requirements of ASC Topic 980-605-25—“Alternative Revenue Programs” in determining revenue recognition, including the requirement that such revenues will bebalancing accounts. Applicable drought surcharges collected within 24 months of the year-end in whichare used to offset the revenue is recorded. A reserve is recorded for amounts SJW Group estimates will not be collected withinlosses tracked in the 24-month period. This reserve is based on an estimate of actual usage over the recovery period, offset by applicable drought surcharges. WCMA.
In assessing the probability criteria for balancing and memorandum accounts between general rate cases, SJWC considers evidence that may exist prior to CPUC authorization that would satisfy ASC Topic 980 subtopic 340-25 recognition criteria. Such evidence may include regulatory rules and decisions, past practices, and other facts and circumstances that would indicate that recovery or refund is probable. When such evidence provides sufficient support, the balances are recorded in SJW Group’s financial statements.
It is typical for the CPUC to incorporate any over-collected and/or under-collected balances in balancing or memorandum accounts into customer rates at the time rate decisions are made as part of SJWC’s general rate case proceedings by assessing temporary surcreditssur-credits and/or surcharges. In the case where SJWC’s balancing or memorandum-type accounts that have been authorized by the CPUC reach certain thresholds or have termination dates, SJWC can request the CPUC to recognize the amounts in customer rates prior to the next regular general rate case proceeding by filing an advice letter.
Goodwill
Goodwill represents the excess of the purchase price paid over the estimated fair value of the assets acquired and liabilities assumed in the acquisition of a business. Goodwill is not amortized but is tested for impairment annually on October 1st or more frequently if an event occurs or circumstances change that would more likely than not reduce the fair value of a reporting unit below its carrying amount. SJW Group first performs a qualitative assessment to determine whether it is necessary to perform the quantitative impairment test. In assessing the qualitative factors, SJW Group considers the impact of these key factors: change in industry and competitive environment, financial performance, macroeconomic conditions, and other relevant Company-specific events. If SJW Group determines that as a result of the qualitative assessment it is more likely than not (>
50% likelihood) that the fair value is less than carrying amount, then a quantitative test is performed. SJW Group’s goodwill is primarily associated with the recent merger with CTWS on October 9, 2019. SJW Group performed an impairment analysis as of October 1, 2021.2023. The qualitative assessment found no indicators of impairment and therefore did not perform the quantitative impairment test. No impairments occurred during 2021, 2020the years ended December 31, 2023, 2022 or 2019.2021.
Factors Affecting Our Results of Operations
SJW Group’s financial condition and results of operations are influenced by a variety of factors including the following:
•Economic utility regulation;
•Infrastructure investment;
•Compliance with environmental, health and safety standards;
•Production expenses;
•Customer growth;
•Water usage per customer;
•Weather conditions, seasonality and sources of water supply; and
•Merger and acquisition activities, if any.
Economic Utility Regulation
Water Utility Services is generally subject to economic regulation by the Regulators overseeing public utilities. Regulatory policies vary from state to state and may change over time. In addition, there may be regulatory lag between the time a capital investment is made, a consumption decrease occurs, or an operating expense increases and when those items are adjusted in utility rates.
SJWC employs a forward-looking test year and has been authorized to use several mechanisms to mitigate risks faced due to regulatory lag and new and changing legislation, policies and regulation. These include memorandum accounts to track revenue impacts due to catastrophic events, certain unforeseen water quality expenses related to new federal and state water quality standards, energy efficiency, water conservation, water tariffs, and other approved activities or as directed by the CPUC. Rate recovery for the balances in these memorandum accounts is generally allowed in a subsequent general rate case. SJWC also maintains balancing accounts to track changes in purchased water, purchased power, groundwater extraction charges and pension costs for later rate recovery. Regulatory risk in California is mitigated by use of a forward-looking test year which allows the return on and return of utility plant on a forecasted basis as it is placed in service, and in some cases interim rate relief is allowed in the event of regulatory lag. The CPUC permits its regulated utilities to acquire other utilities if the proposed sale and asset purchase transaction is determined to be in the public interest. Under Public Utilities Code § 2720, the purchase price, subject to a reasonable test involving appraisals from the acquirer as well as the Public Advocates Office, represents the Fair Market Value. Upon CPUC approval, acquiring utilities can include the Fair Market Value in rate base.
Pursuant to Connecticut regulations, Connecticut WaterCWC employs a historical test year. To address regulatory risk due to regulatory lag and changing legislation policies and regulations, rate cases may be filed as necessary in Connecticut. Additionally, to mitigate regulatory lag for pipeline replacement and conservation related projects, the Connecticut State Legislature has approved WICA that allows for a surcharge to be added to customer bills semi-annually for certain eligible pre-approved projects. Further, to mitigate risks from variations in revenues from changes in customer usage, the Connecticut State Legislature has approved a WRA to provide for recovery of the company’s authorized revenues.
Pursuant to Texas regulation, CLWSCTWC employs a historical test year. To address regulatory risk due to regulatory lag and changing legislation policies and regulations, rate cases may be filed as necessary in Texas, provided there is no current rate case outstanding. Further, rate cases may not be filed more frequently than once every 12 months. Additionally, to mitigate regulatory lag for capital improvements, Texas seeks to implement its first SIC. The SIC will allow TWC to earn a return on some of its capital improvements made after 2020 through a surcharge to its customers. The SIC is a cost recovery mechanism recently adopted in Texas that avoids the immediate need for a general rate case. The PUCT permits the acquisition of utilities using a process termed the Fair Market Value. This process brings in three appraisers to determine the market value of a system which the acquiring utility can apply as the value of utility plant included in rate base. In addition, after recent legislation the PUCT adopted rules allowing the application of the Filed Rate Doctrine. This allows water utilities the option of applying their previously approved rates to the customers of newly acquired systems, which encourages consolidation by minimizing rate case expenses.
Pursuant to Maine regulations, Maine WaterMWC employs a historical test year. To address regulatory risk due to regulatory lag and changing legislation policies and regulations, rate cases may be filed as necessary in Maine. Additionally, to mitigate regulatory lag for all infrastructure replacements (except meters), the Maine State Legislature has approved of WISC that allows for a surcharge to be added to customer bills semi-annually for certain pre-approved projects.
Infrastructure Investment
The water utility business is capital-intensive. In 20212023 and 2020,2022, company-funded capital improvements were $233,933$271,772 and $195,323,$218,784, respectively, for additions to, or replacements of, property, plant and equipment for our Water Utility Services. We plan to spend approximately $222,823$332,000 in 20222024 and $1,311,271$1,621,000 over the next five years for capital improvements, subject to CPUC, PURA, PUCT, and MPUC approval.improvements. SJW Group funds these expenditures through a variety of sources, including earnings received from operations, debt and equity financing, and other borrowings. SJW Group relies upon lines of credit to fund capital expenditures in the short term and has historically issued long-term debt to refinance our short-term debt. While
our ability to obtain financing will continue to be a key risk, we believe that based on our 2021successful 2023 activities, we will have access to the external funding sources necessary to implement our on-goingongoing capital investment programs in the future.
Compliance with Environmental, Health and Safety Standards
Water Utility Services’ operations are subject to water quality and pollution control regulations issued by the EPA and environmental laws and regulations administered by the respective states and local regulatory agencies. Under the federal Safe Drinking Water Act, Water Utility Services is subject to regulation by the EPA of the quality of water it sells and treatment techniques it uses to make the water potable. The EPA promulgates nationally applicable standards, including maximum contaminant levels for drinking water. Water Utility Services has implemented monitoring activities and installed specific water
treatment improvements enabling it to comply with existing maximum contaminant levels and plan for compliance with future drinking water regulations. However, the EPA and the respective state agencies have continuing authority to issue additional regulations under the Safe Drinking Water Act. Water Utility Services incur substantial costs associated with compliance with environmental, health and safety and water quality regulation to which our water services are subject.
Environmental, health and safety, and water quality regulations are complex and change frequently, and the overall trend has been that they have become more stringent over time. It is possible that new or more stringent environmental standards and water quality regulations could be imposed that will increase Water Utility Services’ water quality compliance costs, hamper Water Utility Services’ available water supplies, and increase future capital expenditures. Future drinking water regulations may require increased monitoring, additional treatment of underground water supplies, fluoridation of all supplies, more stringent performance standards for treatment plants and procedures to further reduce levels of disinfection by-products. In the past, Water Utility Services have generally been able to recover expenses associated with compliance related to environmental, health and safety standards, but future recoveries could be affected by regulatory lag and the corresponding uncertainties surrounding rate recovery.
Production Expenses
Water Utility Services’ operations require significant production inputs which result in substantial production expenses. These expenses include power, which is used to operate pumps and other equipment, purchased water and groundwater extraction charges. For 2021,2023, production expenses accounted for approximately 50%49% of our total operating expenses. Price increases associated with these production inputs would adversely impact our results of operations until rate relief is granted.
Customer Growth
Customer growth in our water Water Utility Services’ is driven by: (i) organic population growth within our authorized service areas and (ii) the addition of new customers to our regulated customer base by acquiring regulated water systems adjacent to or near our existing service territories. During 2021,2023, we had cash outflows of $23,587$7,537 for business acquisitions and water rights which we believe will allow SJW Group to expand our regulated customer base, including the recent expanded customer base in Texas as a result of the Kendall West Utility and Bandera East Utility acquisition.base. Before entering new regulated markets, we evaluate the regulatory environment to ensure that we will have the opportunity to achieve an appropriate rate of return on our investment while maintaining our high standards for quality, reliability and compliance with environmental, health and safety, and water quality standards.
Water Usage Per Customer
Fluctuations in customer demand for water could be due to seasonality, restrictions of use, weather or lifestyle choices, all of which could affect Water Utility Services’ results of operations.
The following is the change in customer usage in 2023 compared to 2022:
•SJWC residential usage decreased 11.4% from 2020 to 20212.9% and increased 13.3% from 2019 to 2020. SJWC business usage decreased 2.7%0.8%.
•TWC residential and increased 1.4% from 2020 to 2021business usage decreased 8.8%.
•CWC residential usage decreased 7.9% and from 2019 to 2020, respectively. In addition, 2021business usage decreased 3.3%.
•MWC residential usage decreased 7.3% and business usage decreased 14.3%.
For the year ended December 31, 2023, SJWC’s residential and business usage was lower by 0.09%15.0% and 5.25%3.2%, respectively, than the amount authorized in our 2019-20212022-2024 general rate case. ResidentialSJWC’s service area is currently under voluntary 15% reduction of water consumption. To address the difference between conservation usage and businessauthorized usage in 2020 was 12.75% higher and 2.57% lower, respectively, than the amountrate case, the CPUC has approved the activation of the WCMA which tracks the divergence between authorized versus actual consumption in our 2019-2021 general rate case. CLWSC residential and business usage decreased 8.5% from 2020 to 2021 and increased 13.6% from 2019 to 2020. CTWS residential usage decreased 4.5% and business usage increased 0.9% from 2020 to 2021 a balancing account for future recovery.
With the availability of the WRA in Connecticut, thatwhich allows for recovery of authorized revenues, decreases in consumption year to year do not present the same financial risk as in our other water utility services utilities.
Weather Conditions, Seasonality and Sources of Water Supply
Our ability to meet the existing and future water demands of our customers depends on an adequate supply of water. Drought, governmental restrictions, overuse of sources of water, the protection of threatened species or habitats or other factors may limit the availability of ground and surface water. Also, customer usage of water is affected by weather conditions, in particular during the warmer months. Our water systems experience higher demand in the summer due to the warmer temperatures and
increased usage by customers for outside irrigation of lawns and landscaping. In periods of drought, if customers are encouraged or required to conserve water due to a shortage of supply or restriction of use, revenue tends to be lower. Water use restrictions may be imposed at a regional or state level and may affect our service areas regardless of our readiness to meet
unrestricted customer demands. Similarly, in unusually wet periods, water supply tends to be higher and customer demand tends to be lower, again resulting in lower revenues.
SJWC believes that its various sources of water supply, which consists of groundwater from wells, surface water from watershed run-off and diversion, reclaimed water, and purchased imported water, will be sufficient to meet customer demand for 2022.2024. In addition, SJWC actively works with Valley Water to address California’s long-term water supply challenges by continuing to educate customers on responsible water use practices and to conduct long-range water supply planning. Connecticut WaterCWC and Maine WaterMWC believes that they will be able to meet customer demand for 20222024 with their existing water supply which consists of groundwater from wells, surface water in reservoirs and purchased water treated by neighboring water utilities. CLWSCTWC believes that it will be able to meet customer demand for 20222024 with their water supply which consists of groundwater from wells and purchased treated and raw water from the GBRA.
Results of Operations
Among other things, waterWater sales are seasonal in nature and influenced by weather conditions. The timing of precipitation and climatic conditions can cause seasonal water consumption by customers to vary significantly. Revenue is generally higher in the warm, dry summer months when water usage and sales are greater and lower in the winter months when cooler temperatures and increased rainfall curtail water usage and sales.
See Item 1, “Business” and Item 1A, “Risk Factors” for a discussion of SJW Group’s general business and regulatory activities. Overview
SJW Group’s consolidated net income for the year ended December 31, 20212023 was $60,478,$84,987, compared to $61,515$73,828 for the same period in 2020.2022. This represents a decreasean increase of $1,037$11,159 or 2%15%, from 2020.2022. The decreaseincrease in net income was primarily due to an increasedriven by rate filings in administrativeCalifornia and general expenses as a result of increased insurance costs and higher employee compensation, an increase in depreciation expense due to assets placed in service in 2020, an increase inMaine, lower maintenance expenses due to an increase in leak repairs, an increase in production costs due in part to higher average per unitprior year incurred costs for purchased water, groundwater extraction, energy charges,related to the Order of Instituting Investigation settlement agreement, and a decrease in available surface water at SJWC, andincome taxes due to the partial release of an impairment of long-lived asset for a customer care and billing implementation project no longer being pursued by CLWSC. These increases wereuncertain tax position reserve, partially offset by an increase in revenue duehigher water production expenses, higher debt interest expenses, increased allowances for credit losses, higher depreciation and amortization expense related to cumulative water rate increasesnew utility plant additions, and net recognition of certain balancing and memorandum accounts, offset by a decrease in usage. In addition, thegain on sale of real estate investments and nonutility properties generated a pre-tax gain of $8,421 and the sale of Texas Water Alliance generated a $3,000 pre-tax gain.
COVID-19 Update
The COVID-19 pandemic has had significant impact on the global economy. Financial impacts experienced by SJW Group due to the COVID-19 pandemic include higher uncollectible accounts receivables and increased costs from COVID-19 related prevention activities. The regulators$6,197 in the states SJW Group operates have approved mechanisms to either record a regulatory asset or track2022 that did not recur in a memorandum account expenses and savings related to COVID-19. SJWC and CLWSC have determined that future recovery of the amount related to COVID-19 activities is probable and have recognized the related regulatory assets. Probability criteria have not yet been met for CTWS. If a state regulator disagrees with the calculation of recorded COVID-19 account balances, we may be required to make adjustments that could adversely affect our results of operations. SJW Group continues to monitor COVID-19 developments affecting our business, employees and suppliers and will take additional precautions as management believes is necessary. See Item 1A, “Risk Factors” and Item 7, “Liquidity and Capital Resources” for further discussion.2023.Operating Revenue
Operating revenue by segment was as follows:
Operating Revenue
| | | | | | | | | | | | | | | | | |
| 2021 | | 2020 | | 2019 |
| Water Utility Services | $ | 568,307 | | | 558,994 | | | 415,085 | |
| Real Estate Services | 5,379 | | | 5,532 | | | 5,397 | |
| $ | 573,686 | | | 564,526 | | | 420,482 | |
| | | | | | | | | | | |
| 2023 | | 2022 |
| Water Utility Services | $ | 664,679 | | | 615,093 | |
| Real Estate Services | 5,684 | | | 5,605 | |
| Total operating revenue | $ | 670,363 | | | 620,698 | |
The change in consolidated operating revenues was due to the following factors:
| | | | 2021 vs. 2020
Increase/(decrease) | | 2020 vs. 2019
Increase/(decrease) | | 2023 vs. 2022 Increase/(decrease) |
| Water Utility Services: | Water Utility Services: | | | |
| Consumption changes | Consumption changes | $ | (24,702) | | | (4) | % | | $ | 111,183 | | | 26 | % |
| Consumption changes | |
| Consumption changes | | $ | (6,624) | | | (2) | % |
| Increase in customers | Increase in customers | 2,896 | | | 1 | % | | 2,678 | | | 1 | % | Increase in customers | 3,780 | | | 1 | | 1 | % |
| Rate increases | Rate increases | 25,179 | | | 4 | % | | 12,234 | | | 3 | % | Rate increases | 46,592 | | | 8 | | 8 | % |
| Customer rate credits | — | | | — | % | | 4,964 | | | 1 | % |
| Texas winter storm customer credits | (839) | | | — | % | | — | | | — | % |
| Balancing and memorandum accounts: | Balancing and memorandum accounts: | |
| Cost of capital memorandum account | 6 | | | — | % | | 22 | | | — | % |
| Water Conservation Memorandum Account | 3,243 | | | 1 | % | | 9,386 | | | 2 | % |
| Tax Act | 3 | | | — | % | | 137 | | | — | % |
| | MWRAM | |
| MWRAM | |
| MWRAM | | 628 | | | — | % |
| WCMA | | WCMA | 1,994 | | | 1 | % |
| All other | All other | 689 | | | — | % | | 73 | | | — | % | All other | 1,187 | | | — | | — | % |
| Other regulatory mechanisms | Other regulatory mechanisms | 2,491 | | | — | % | | — | | | — | % | Other regulatory mechanisms | 1,875 | | | — | | — | % |
| Other | Other | 347 | | | — | % | | 3,232 | | | 1 | % | Other | 154 | | | — | | — | % |
| Real Estate Services | Real Estate Services | (153) | | | — | % | | 135 | | | — | % | Real Estate Services | 79 | | | — | | — | % |
| $ | 9,160 | | | 2 | % | | $ | 144,044 | | | 34 | % |
| Total change in operating revenue | | Total change in operating revenue | $ | 49,665 | | | 8 | % |
The revenue increase consists of $9,313$49,586 from Water Utility Services offset by a $153 decreaseand $79 from Real Estate Services.
The revenue increase for Water Utility Services is primarily due to an increase in authorized rates in California and Maine which resulted in $25,179$46,592 of additional revenue, a netan increase in revenue recognizedof $3,780 from certainnew customers, balancing and memorandum accounts of $3,941, an increaseincreases were primarily due to new customers of $2,896,WCMA for $1,994 and an increase$1,187 for all other balancing and memorandum accounts, and increases in other regulatory mechanisms of $2,491,by $1,875, partially offset by a decrease in revenuedecreases of $24,702$6,624 due to lower usage and a decrease of $839 from the winter storm credits in Texas.
2020 vs. 2019
The revenue increase consists of $143,909 from Water Utility Services and $135 from Real Estate Services.
The revenue increase for Water Utility Services is primarily due to an increase of $111,183 due to higher customer usage primarily due to the acquisition of CTWS in October 2019. In addition, we experienced an increase in authorized rates which resulted in $12,234 of additional revenue and an increase from customer rate credits of $4,964 related to a CTWS merger commitment and as a result of our billing settlement with the CPUC. Also, in 2019, we wrote off the 2018 and 2019 WCMA balances as we determined these amounts were no longer probable of recovery. No similar write-off occurred in 2020.usage.
Water Utility Services’ Operating Revenue and Customer Counts
The following tables present operating revenues and number of customers by customer group of Water Utility Services:
Operating Revenue by Customer Group
| | | | | | | | | | | | | | | | | |
| 2021 | | 2020 | | 2019 |
| Residential and business | $ | 487,038 | | | 487,675 | | | 384,448 | |
| Industrial | 5,216 | | | 5,025 | | | 2,514 | |
| Public authorities | 20,942 | | | 20,534 | | | 17,892 | |
| Others | 45,968 | | | 45,376 | | | 18,157 | |
| Balancing and memorandum accounts and other regulatory mechanisms | 9,143 | | | 384 | | | (7,926) | |
| $ | 568,307 | | | 558,994 | | | 415,085 | |
| | | | | | | | | | | |
| 2023 | | 2022 |
| Residential and business | $ | 566,651 | | | 509,284 | |
| Industrial | 5,038 | | | 5,619 | |
| Public authorities | 24,395 | | | 22,633 | |
| Others | 56,823 | | | 50,821 | |
| Balancing and memorandum accounts and other regulatory mechanisms | 11,772 | | | 26,736 | |
| $ | 664,679 | | | 615,093 | |
Number of Customers
| | 2021 | | 2020 | | 2019 |
| 2023 | | | 2023 | | 2022 |
| Residential and business | Residential and business | 380,416 | | | 372,641 | | | 370,074 | |
| Industrial | Industrial | 608 | | | 605 | | | 596 | |
| Public authorities | Public authorities | 2,387 | | | 2,406 | | | 2,398 | |
| Others | Others | 10,873 | | | 13,641 | | | 13,539 | |
| 394,284 | | | 389,293 | | | 386,607 | |
| 401,710 | |
Operating Expense
Operating expense by segment was as follows:
Operating Expense
| | 2021 | | 2020 | | 2019 |
| 2023 | | | 2023 | | 2022 |
| Water Utility Services | Water Utility Services | $ | 456,539 | | | 438,318 | | | 334,963 | |
| Real Estate Services | Real Estate Services | 3,585 | | | 3,510 | | | 3,751 | |
| All Other | All Other | 2,403 | | | 5,028 | | | 24,289 | |
| $ | 462,527 | | | 446,856 | | | 363,003 | |
| $ | |
The change in consolidated operating expenses was due to the following factors:
| | | | | | | | | | | | | | | | | | | | | | | |
| | 2021 vs. 2020
Increase/(decrease) | | 2020 vs. 2019
Increase/(decrease) |
| Water production expenses: | | | | | | | |
| Change in surface water supply | $ | 3,897 | | | 1 | % | | $ | 18,992 | | | 5 | % |
| Change in usage and new customers | (13,534) | | | (3) | % | | 33,864 | | | 10 | % |
| Purchased water and groundwater extraction charge and energy price increase | 11,626 | | | 3 | % | | 588 | | | — | % |
| Balance and memorandum account cost recovery | 1,302 | | | — | % | | (3,421) | | | (1) | % |
| Total water production expenses | 3,291 | | | 1 | % | | 50,023 | | | 14 | % |
| Administrative and general | 6,649 | | | 2 | % | | 13,129 | | | 4 | % |
| Balance and memorandum account cost recovery | 942 | | | — | % | | 311 | | | — | % |
| Maintenance | 2,654 | | | 1 | % | | 1,653 | | | — | % |
| Balance and memorandum account cost recovery | 1,219 | | | — | % | | — | | | — | % |
| Property taxes and other non-income taxes | 1,078 | | | — | % | | 10,818 | | | 3 | % |
| Depreciation and amortization | 5,121 | | | 1 | % | | 23,687 | | | 6 | % |
| Merger related expenses | — | | | — | % | | (15,768) | | | (4) | % |
| Impairment of long lived assets | 2,211 | | — | % | | — | | | — | % |
| Sale of nonutility property | (7,494) | | | (2) | % | | — | | | — | % |
| $ | 15,671 | | | 3 | % | | $ | 83,853 | | | 23 | % |
| | | | | | | | | | | |
| | 2023 vs. 2022 Increase/(decrease) |
| Water production expenses: | | | |
| Change in surface water use | $ | (11,510) | | | (2) | % |
| Change in usage and new customers | (9,716) | | | (2) | % |
| Purchased water and groundwater extraction charge, energy price change and other production expenses, net | 31,767 | | | 7 | % |
| Balancing and memorandum account cost recovery | 12,869 | | | 2 | % |
| Total water production expenses | 23,410 | | | 5 | % |
| Administrative and general | 3,252 | | | 1 | % |
| | | |
| Maintenance | (5,005) | | | (1) | % |
| Property taxes and other non-income taxes | 1,903 | | | — | % |
| Depreciation and amortization | 1,451 | | | — | % |
| Gain on sale of nonutility property | 6,197 | | | 1 | % |
| $ | 31,208 | | | 6 | % |
Sources of Water Supply
SJWC’s water supply consists of groundwater from wells, surface water from watershed run-off and diversion, reclaimed water, and imported water purchased from Valley Water under the terms of a master contract with Valley Water expiring in 2051. Surface water which is the least expensive water supply, is sourced from SJWC’s 6,500 acre6,400 acres of watershed in the Santa Cruz mountains. ChangesIn 2022, SJWC’s general rate case decision approved the use of the Full Cost Balancing Account which mitigates the cost of the water supply from changes and variations in quantities from each of these sources which affect the overall mix of the water supply, thereby affecting the cost of the water supply. In addition, theThe water rates for purchased water and the groundwater extraction charge
may be increased by Valley Water at any time. If an increase occurs, then SJWC would file an advice letter with the CPUC seeking authorization to increase revenues to offset the rate increase.
Connecticut Water’s infrastructure consists of 65 noncontiguousCWC’s water systems in the State of Connecticut. These systems, in total, consist of approximately 1,800 miles of water main and reservoir storage capacity of 2.4 billion gallons. The safe, dependable yield from our 235 active wells and 18 surface water supplies is approximately 65 million gallons per day. Water sources vary among the individual systems, but overall, approximately 80% of the total dependable yield comes from surface water supplies and 20% from wells. In addition, CWC has water supply agreements to supplement its water supply with the South Central Connecticut Regional Water Authority and The Metropolitan District that expire in 2058 and 2053, respectively.
CLWSC’sTWC’s water supply consists of groundwater from wells and purchased treated and raw water from the GBRA. CLWSCTWC has long-term agreements with the GBRA, which expire in 2037, 2040, 2044 and 2050. The agreements, which are take-or-pay contracts, provide CLWSCTWC with an aggregate of 7,650 acre-feet of water per year from Canyon Lake at prices that may be adjusted periodically by GBRA. CLWSCTWC also has raw water supply agreements with the LCRA and WTPUA expiring in 2059 and 2046, respectively, to provide for 250350 acre-feet of water per year from Lake Austin and the Colorado River, respectively, at prices that may be adjusted periodically by the agencies. Forty active production wells located in a Comal Trinity Groundwater Conservation District, a regulated portion of the Trinity aquifer, are charged a groundwater pump tax based upon usage.
Maine Water’s infrastructure consists of 12 noncontiguous water systems in the State of Maine. These systems, in total, consists of approximately 600 miles of water main and reservoir storage capacity of 7.0 billion gallons. The safe, dependable yield from our 14 activeIn August 2023, SJWTX Holdings Inc.’s unregulated subsidiary, TWR acquired eight wells and 7 surfacethe water suppliesrights of KTR. These wells have been projected to yield an additional 6,000 acre-feet per year or more. TWC staff is approximately 120 million gallons per day. currently working on acquiring easements and routing of the waterline and infrastructure needed to get this water into our Triple Peak water system to serve existing customers and planned new developments.
Water sources at MWC vary among the individual systems, but overall, approximately 90% of the total dependable yield comes from surface water supplies and 10% from wells. MWC has a water supply agreement with the Kennebec Water District expiring in 2040.
The following table presents the sources of water supply for water utility services:
| | | | Source of Water Supply | | Source of Water Supply |
| | | 2021 | | 2020 | | 2019 | | 2023 | | 2022 |
| | | (million gallons) (MG) | | (billion gallons) |
| Purchased water | Purchased water | 19,805 | | | 21,553 | | | 21,327 | | Purchased water | 19.5 | | 19.7 |
| Groundwater | Groundwater | 21,229 | | | 21,248 | | | 12,038 | | Groundwater | 12.4 | | 18.2 |
| Surface water | Surface water | 9,160 | | | 10,005 | | | 8,119 | | Surface water | 14.6 | | 10.5 |
| Reclaimed water | Reclaimed water | 847 | | | 798 | | | 732 | | Reclaimed water | 0.8 | | 0.9 |
| 51,041 | | | 53,604 | | | 42,216 | |
| Average water production expense per MG | $ | 4,488 | | | 4,212 | | | 4,162 | |
| 47.3 | | | 47.3 | | 49.3 |
| Average water production expense per billion gallons | | Average water production expense per billion gallons | $5.420 million | | $4.719 million |
The percentages of water supply by source excluding reclaimed water by state is presented below:
| | Purchased Water | |
| Purchased Water | |
| Purchased Water | |
| | | Purchased Water | | Groundwater | | Surface Water | |
| | | 2021 | | 2020 | | 2019 | | 2021 | | 2020 | | 2019 | | 2021 | | 2020 | | 2019 | |
| | California | California | 50 | % | | 52 | % | | 56 | % | | 46 | % | | 43 | % | | 28 | % | | 1 | % | | 3 | % | | 14 | % | |
| | California | |
| | California | |
| Connecticut | |
| Connecticut | |
| Connecticut | Connecticut | 7 | % | | 4 | % | | 7 | % | | 32 | % | | 40 | % | | 28 | % | | 61 | % | | 56 | % | | 65 | % | |
| Maine | Maine | 2 | % | | 2 | % | | 2 | % | | 6 | % | | 7 | % | | 7 | % | | 92 | % | | 91 | % | | 91 | % | |
| Maine | |
| Maine | |
| Texas | Texas | 9 | % | | 5 | % | | 5 | % | | 35 | % | | 35 | % | | 41 | % | | 56 | % | | 60 | % | | 54 | % | |
| Texas | |
| Texas | |
Water production in 20212023 for water utility servicesWater Utility Services decreased 2,563 million2.0 billion gallons from 2020. Water production in 2020 for water utility services increased 11,388 million gallons from 2019 primarily due to a full year of CTWS operations in 2020.2022. The changes are primarily attributable to changes in consumption by customers driven primarily by weather conditions in California, Maine and are consistent with the changes in the related water production expenses.Texas.
The contract water rates for SJWC are determined by Valley Water. These rates are adjusted periodically and coincide with Valley Water’s fiscal year, which ends on June 30. The contract water rate for Valley Water’s fiscal years 2024, 2023 and 2022 2021was $6.411 million, $5.644 million and 2020 was $5.0, $4.5 and $4.5$4.953 million per millionbillion gallons, respectively. The contractual cost of the groundwater extraction charge for water pumped from the ground basin was $4.6, $4.2$6.058 million, $5.290 million and $4.2$4.600 million per millionbillion gallons for Valley Water’s fiscal years 2022, 20212024, 2023 and 2020,2022, respectively. SJWC’s unaccounted-for water for 20212023 and 20202022 approximated 7.8%8.4% and 6.5%8.9%, respectively, as a percentage of production. The unaccounted-for water estimate is based on the results of past experience and the impact of flows through the system, partially offset by SJWC’s main replacements and water loss reduction programs.
Connecticut WaterCWC has an agreement with the South Central Connecticut Regional Water Authority (“RWA”) to purchase water from RWA. The agreement was signed in April 2006 and became effective upon the receipt of all regulatory approvals in 2008 and will remain in effect for a minimum of fifty years upon becoming effective. Connecticut Water will pay RWA $75 per year as part of a capacity agreement, for a total of 14 years, starting on the effective date of the agreement and sunsetting in 2022. In addition, Connecticut WaterCWC is able, but under no obligation, to purchase up to one million gallons of water per day at the then current wholesale rates per the agreement, $2.621$3.1 million per millionbillion gallons as of December 31, 2021. Connecticut Water2023. CWC has an agreement with The Metropolitan District (“MDC”) to purchase water from MDC to serve the Unionville system. The agreement became effective on October 6, 2000 and has a term of fifty years beginning May 19, 2003, the date the water supply facilities related to the agreement were placed in service. Connecticut WaterCWC has agreed to purchase 283 million0.28 billion gallons of water annually from MDC at the published retail rate, $4.05three dollars and eighty cents per hundred cubic feet as of December 31, 2021.2023.
Maine WaterMWC has an agreement with the Kennebec Water District for potable water service. The agreement has been in place for 20 years and was extended on November 7, 2020 for a new term of up to 20 years. Maine WaterMWC guarantees a minimum consumption of 50 million0.05 billion gallons of water annually. Water sales to Maine WaterMWC are billed at a wholesale discount of $0.20twenty cents per hundred cubic feet of water below Kennebec Water District's tariffed rates. The current tariff rate was $1.51one dollar and fifty-one cents per hundred cubic feet as of December 31, 2021.2023.
CTWS’s unaccounted-for water for the period ending December 31, 2021 was approximately 14.3%2023 and 2022 approximated 13.1% and 14.2%, respectively, as a percentage of total production. The unaccounted-for water estimate is based on the results of past experience and the impact of flows through CTWS’s systems, unadjusted for any required system flushing, partially offset by WICA and Water Infrastructure Surcharge (“WISC”)WISC main replacement programs and lost water reduction initiatives.
The various components of operating expenses are discussed below.below.
Water production expenses
2021 vs. 2020
Water production expenses increased $11,626$31,767 in higher per unit costs paid for purchased water, groundwater extraction, energy price charges and energy charges, $3,897 as a result of decreased availability of California surface water in 2021 compared to 2020,other production expenses and $1,302 due to changesincreased $12,869 in water production balancing and memorandum accounts for the Full Cost Balancing Account, offset by a decreasedecreases of $13,534 due to a decrease in customer usage.
2020 vs. 2019
Water production expenses increased $33,864 due to an increase in customer usage including increases due to the October 2019 acquisition of CTWS, $18,992$11,510 as a result of decreasedincreased availability of California surface water in 20202023 compared to 2019,2022 and $588 in higher per unit costs paid for purchased water, groundwater extraction and energy charges, offset by a decrease of $3,421$9,716 due to changes in water production balancing and memorandum accounts. Valley Water did not increase the unit price of purchased water and groundwater extraction fees for their fiscal year beginning July 1, 2020.lower customer usage.
Administrative and General Expense
Administrative and general expenses include payroll related to administrative and general functions, all employee benefits charged to expense accounts, insurance expenses, legal fees, regulatory utility commissions’ expenses, expenses associated with being a public company, and general corporate expenses.
2021 vs. 2020
Administrative and general expense increased $7,591$3,252 in 2021,2023, or 2%,1% of the total operating expenses in comparison2022 primarily due to 2020. The increase consisted primarily of $1,928 in group health insurance costs, $1,542an increase in compensation, $1,229 increase in insurance expense, $1,108 increase in uncollectible accounts due to aallowances for customer credit recorded in 2020 for the Current Expected Credit Loss adoption, $1,104 increase in contracted work, and $703 increase in rate case expenses.
2020 vs. 2019
Administrative and general expense increased $13,440 in 2020, or 4%, in comparison to 2019. The increase consisted primarily of $17,793 due to the addition of CTWS’s operations, partially offset by a decrease of $4,520 due to integration costs incurred in 2019 related to the merger that did not recur in 2020.losses.
Maintenance Expense
Maintenance expense increased $3,873 in 2021,expenses decreased $5,005 or 17%, in comparison to 2020, and increased $1,653 in 2020, or less than 1%, in comparison to 2019. The increase in 2021 was primarily due to increases of $2,402 in contract, repairs and maintenance, and
materials expense as a result of increased leaks, $1,298 due to a favorable change in the probability assessment of regulatory recovery of a hydro-turbine generator project reserve established in a prior year and $408 increase in compensation. The increase in 2020 consisted primarily of $3,639 dueincurred costs related to the Order of Instituting Investigation settlement agreement. In addition, of CTWS’s operations, offset by a decrease of $1,745proactive asset management and advanced leak detection reducing emergency projects and replacing them with scheduled improvements that are no longer temporary in SJWC primarily due to a change innature reduced maintenance expenses for the probability assessment of regulatory recovery of the hydro-turbine generator project.year.
Property Taxes and Other Non-income Taxes
Property taxes and other non-income taxes for 2021 and 20202023 increased $1,078 and $10,818$1,903 from the prior years, respectively.2022. The increase in 2021 was primarily athe result of increased property taxes due to utility plant. Theplant additions, and an increase in 2020 was primarily due to the addition of $10,603 related to CTWS’s operations. SJW Group anticipates increases in 2022 for property taxes and other non-incomepayroll taxes due to increases in utility plant.wages.
Depreciation and Amortization
Depreciation and amortization expense increased $5,121$1,451 in 2021, or 1%, in comparison to 2020, and increased $23,687 in 2020, or 6%, in comparison to 2019.2023. The increases were primarily due to increases in depreciation related to new utility plant. In addition, the increaseplant additions; partially offset by a $2,400 one-time impact related to amortization on certain Cupertino concession assets in 2020 also included $16,380 due to the the addition of CTWS’s operations. SJW Group anticipates increases in 2022 for depreciation expense due to increases in utility plant.
Impairment of long-lived asset
Impairment of long-lived asset increased $2,211 in 2021 due to the write-off of a customer care and billing system implementation in Texas.2022.
Sale of nonutility properties
SaleGain on sale of nonutility properties increased $7,494decreased $6,197 in 20212023 primarily due to the salesrecording of multiple vacant landa non-recurring sale of non-utility properties located in California.2022, and no recorded gain on the sale of nonutility properties in 2023.
Other Income and Expense
The change in other (expense) income in 20212023 compared to 2020 was primarily due to a $3,000 pre-tax gain on sale from the release of a holdback amount by GBRA for the sale of TWA recorded in 2017 and $1,704 decrease in pension non-service cost due to an increase on the return of pension assets and an increase in the discount rate.
The change in other (expense) income in 2020 compared to 20192022 was primarily due to an increase in interest onexpense due to an increase in long-term debt asbalances, higher interest rates on lines of credit borrowings and an increase in pension non-service cost, offset by the changes in the Rabbi Trust and life insurance policy values and a result of the issuance of SJW Group’s Series 2019A, 2019B, 2019C and 2020 notes. In addition, interest income decreased due to the use of previously invested money market funds for the merger with CTWS. The new CTWS operations generated an additional increase of $5,144 in expense.true-up on prior real estate sale transactions.
SJW Group’s consolidated weighted-average cost of long-term debt, including the mortgages and the amortization of debt issuance costs, was 4.1%, 4.3%3.97% and 4.4%4.0% for the years ended December 31, 20212023 and 20202022. Cost of borrowing on the lines of credit averaged 6.29% and 2019.3.41% for the years ended December 31, 2023 and 2022, respectively.
Provision for Income Taxes
Income tax expense for 20212023 was $8,369,$5,956, compared to $8,380$8,496 in 2020.2022. The effective consolidated income tax rate was 12%7% for 2021, 12%2023 and 10% for 20202022. The decrease in income tax expense and 26% for 2019. Thethe effective income tax rate decreased from 2019was primarily due to flow-through deductions and the absencepartial release of the write-off of non-deductible merger costs in 2020 and 2021.an uncertain tax position reserve.
Please refer to Note 7, “Income Taxes,” of Notes to Consolidated Financial Statements for a reconciliation of actualincome tax computed at the federal statutory rate to expectedactual income tax expense. Other Comprehensive (Loss) Income
The change in other comprehensive income in 2021 and 20202023 compared to 2022 was primarily due to the change in the benefit obligation for Connecticut Water’sCWC’s supplemental executive retirement agreementsplan primarily as a result of a changechanges in the discount rate.rate and the unrealized gain on its investments.
Liquidity and Capital Resources
Water Utility Services’ business derives the majority of its revenue directly from residential and business customers. Water Utility Services bills the majority of its customers on a bi-monthly basis. Payments from customers are impacted byManagement believes that the general economic conditionscollection rate for its accounts receivables will increase as service disconnections gradually return to normal operations following the expiration of remaining state orders to suspend water service disconnections in the areas where SJW Group operates. Payment delinquencies are mitigated by service interruptions due to non-payment prior to2022 that were instituted as a result of the COVID-19 pandemic. In California,On December 28, 2023, SJWC submitted the current state executive order suspending water service disconnections dueapplication to non-payment by customers expired December 31, 2021. However, the CPUC directed that regulated water utilities continue to suspend customer disconnections until February 1, 2022. There are currently no such orders effective
in the other states where we operate. There is no guarantee that the Regulators will extend or reinstate such orders. As of December 31, 2021, the change in allowance for doubtful accounts was primarily due to adjustments made for the effect of COVID-19 on our customers. Impacts to allowance for doubtful accounts related to COVID-19 are being recorded for future recovery through the rate-making process. On February 3, 2022, SJWC received $9,757receive $10,237 through the State of California Water and Wastewater Arrearages Payment Program to relieve outstanding payment delinquencies for customerscustomer accounts greater thatthan 60-days past due as of June 30, 2021. Write-offs for uncollectible accounts remain less than 1%December 31, 2022. We anticipate the funds to be received in the first quarter of total revenue consistent with prior year. Management believes that2024 after the accounts receivable aging will continue to deteriorate throughoutState of California Water and Wastewater Arrearages Payment Program completes the durationreview of the COVID-19 pandemic as long as the moratoriums on water service disconnections for non-payment continue in California. There is no guarantee that such recovery will be approved by the respective state regulatory utility commissions.this application.
Funds collected from Water Utility Services’ customers are used to pay for water production expenses, in addition to costs associated with general operations. Funds were also generated from borrowings. In 2021,2023, SJW Group and its subsidiaries obtained $247,000$70,000 in funds from new long-term debt.debt and $80,659 in funds from equity issuances. From these amounts, SJW Group funded its 20212023 capital expenditure programs, refinanced certain short and long-term borrowings, and funded working capital. See Note 4 and Note 6 of “Notes to Consolidated Financial Statements” for discussion on the equity and debt financing activities of SJW Group. In addition, SJW Group paid cash dividends of approximately $40,137$47,905 during the year ended December 31, 2021.2023. The condition of the capital and credit markets or the strength of financial institutions could impact SJW Group’s ability to draw on its lines of credit, issue long-term debt, sell its equity or earn interest income. In addition, government policies, the state of the credit markets and other factors could result in increased interest rates, which would increase SJW Group’s cost of capital. While our ability to obtain financing will continue to be a risk, we believe that based on our 2021 activities, we will have access to the external funding sources necessary to implement our on-going capital investment programs in the future. The current Standard & Poor’s Rating Service assigned company rating for SJW Group is an A-, with a stable outlook, for SJWC is an A, with a stable outlook, and for Connecticut Water is an A- with a stable outlook.
In 2021,2023, the common dividends declared and paid on SJW Group’s common stock represented 66%56% of net income. Dividends have been paid on SJW Group’s and its predecessor’s common stock for 313321 consecutive quarters and the annual dividend amount has increased in each of the last 5456 years. While historically SJW Group has generally paid dividends equal to approximately 50% to 60% of its net income, SJW Group cannot guarantee that this trend will continue in the future.
Cash Flow from Operations
In 2021,2023, SJW Group generated cash flow from operations of approximately $130,040$190,800 compared to $104,051$166,200 in 2020 and $130,005 in 2019.2022. Cash flow from operations is primarily generated by net income from revenue producing activities, adjusted for non-cash expenses for depreciation and amortization, deferred income taxes, share-based compensation, allowance for equity funds used during construction, gains on the sale of assets, and other changes in working capital items. Cash flow from operations increased in 20212023 by approximately $26,000.$24,600. The increase was primarily due to a combination of the following factors: (1) increase in collections of previously billed and accrued receivables by $13,000, (2) an increase in general working capital andof $16,100 due to higher net income adjusted for non-cash items increase by $6,800, (3) payments of previously invoiced and accrued payables or amounts, decreased by $5,200, and (4) a $5,000 up-front service concession payment that occurred in the previous year, offset by (5)general working capital changes, (2) an increase in accrued groundwater extraction charges, purchased watercollections against our regulatory assets and powerliabilities which generated an increase of $4,000. Cash flow$10,600, (3) an increase from operations decreased in 2020 by approximately $25,900. The decrease was primarily due to a combinationpostretirement benefits assets and obligations of the following factors: (1) a decrease in collections of the balancing$5,600, and memorandum accounts by $45,300, (2) a decrease in collections of previously billed and accrued receivables by $15,000, (3) a decrease in the(4) an increase from other noncurrent assets and noncurrent liabilities of $6,700 primarily from an increase in payments for executive and board deferrals for retirees and deferred tax changes, and (4) an up-front payment of $5,000 for renewal of the Cupertino service concession agreement,$2,800, offset by (5) general working capital and net income, adjusted for non-cash items which increased by $46,100.a decrease of $10,500 attributable to tax accruals compared to the prior period.
Cash Flow from Investing Activities
In 2021,2023, SJW Group used approximately $234,000$271,800 of cash for Company funded capital expenditures, $23,600 for SJWTX, Inc.’s acquisition of Kendall West Utility and Bandera East Utility, $17,100$16,900 for developer funded capital expenditures, $2,800$24,200 and $7,537 for nonutility assets and business acquisitions, respectively, primarily for ongoing business and asset acquisition activities in Texas, and $2,100 in utility plant retirement costs. In 2022, SJW Group used approximately $218,800 of cash for Company funded capital expenditures, $22,900 for developer funded capital expenditures, $2,500 in utility plant retirement costs, and $800$600 for real estate investments related to leasehold improvement additions for the properties located in Knoxville, Tennessee.Tennessee, and $400 for ongoing business and asset acquisition activities in Texas. These uses were offset by cash proceeds of $18,200$1,000 from the sale of Texas Water Alliance, real estate investments andvarious nonutility properties. In 2020, SJW Group used approximately $195,300 of cash for Company funded capital expenditures, $17,100 for developer funded capital expenditures, $2,600 in utility plant retirement costs, and $400 for real estate investments related to leasehold improvement additions forproperties during the properties located in Knoxville, Tennessee. These uses were offset by cash proceeds of $1,200 from the sale of real estate investments and utility property.
Water Utility Services has budgeted 2024 capital expenditures for 2022,of approximately $332,000, excluding capital expenditures financed by customer contributions and advancesadvances. The 2024 budget is estimatedcomprised of as follows:
| | | | | | | | | | | |
| | Budgeted Capital
Expenditures
2022 |
| Water treatment | $ | 25,905 | | | 12 | % |
| Wastewater treatment | 6,299 | | | 3 | % |
| Source of supply | 6,964 | | | 3 | % |
| Reservoirs and tanks | 15,165 | | | 7 | % |
| Pump stations and equipment | 14,433 | | | 6 | % |
| Equipment and other | 25,465 | | | 11 | % |
| | | |
| Distribution system | 128,592 | | | 58 | % |
| $ | 222,823 | | | 100 | % |
| | | | | | | | |
| | Budgeted Capital Expenditures 2024 |
| SJWC | | $ | 169,000 | |
| CWC | | 94,000 | |
| TWC | | 49,000 | |
| MWC | | 20,000 | |
| Total capital expenditures | | $ | 332,000 | |
The 20222024 capital expenditures budget is concentrated in main replacements. Included in the distribution system budgeted capital expenditures of $128,592 is approximately $101,526 that is planned to be spent to replace Water Utility Services’ pipes and mains.
Water Utility Services’ capital expenditures are incurred in connection with normal upgrading and expansion of existing facilities and to comply with environmental regulations. Over the next five years, Water Utility Services expects to incur approximately $1,311,271$1,621,000 in capital expenditures. A significant portion of this amount is subject to future approval from the Regulators. Capital expenditures have the effect of
increasing utility plant rate base on which Water Utility Services earns a return. Water Utility Services’ actual capital expenditures may vary from projections due to changes in the expected demand for services, weather patterns, actions by governmental agencies and general economic conditions. Total additions to utility plant normally exceed company-financed additions as a result of new facilities construction funded with advances from developers and contributions in aid of construction.
The Water Utility Services’ distribution systems were constructed during the period from the early 1900’s through today. Expenditure levels for renewal and modernization will occur as the components reach the end of their useful lives. In most cases, replacement cost will significantly exceed the original installation cost of the retired assets due to increases in the costs of goods and services and increased regulation.
Cash Flow from Financing Activities
Net cash provided by financing activities for the year ended December 31, 2021,2023, increased by approximately $31,300$50,500 from the same period in the prior year, primarily as a result of increase in cash proceeds from long-term debt issued in current year, cash proceeds fromand issuances of common stock, and increase in cash receipts of advances and contributions in aid of construction, partially offset by an decreaseincrease in the amount of net borrowings on our lines of credit, and an increase in payments forof dividends. SJW Group’s cash management policy includes the issuance of long-term debt to pay down borrowings on our lines of credit. As such, during years when long-term borrowings are high, borrowings on our line of credit tend to be low and when long-term borrowings are low, borrowings on our line of credit tend to be high.
SJWC, CTWSSJW Group and SJWTX, Inc.its subsidiaries have unsecured bank lines of credit totaling $260,000$350,000 as of December 31, 2021.2023. Drawdowns on our lines of credit are restricted by our funded debt not exceeding a percent of total capitalization as defined in our debt covenants. SJW Group expects to periodically draw down on its lines of credit as dictated by our funding needs and subsequently repay such borrowings with cash from operations and issuance of long-term debt or equity. See also “Sources of Capital” below.
Sources of Capital
SJW Group’s regulated operationsoperations’ ability to finance future construction programs and sustain dividend payments depends on its ability to maintain or increase internally generated funds and obtain external financing through the issuance of new long-term debt or issuance of equity. The level of future earnings and the related cash flow from operations is dependent, in large part, on the timing and outcome of regulatory proceedings. SJW Group’s regulated operationsoperations’ financing activity is designed to achieve capital structures consistent with regulatory guidelines in the locations where the companies operate. See current authorized capital structures in Item 1, “Business” under “Regulation and Rates.”
Short-term Financing Arrangements
SJW Group and its subsidiaries have unsecured line of credit agreements where borrowings are used to refinance existing debt, for working capital, and for general corporate purposes. A summary of the line of credit agreements as of December 31, 2021,2023, and 20202022 are as follows:
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | 2021 | | 2020 |
| Maturity Date | | Line Limit | | Amounts Outstanding | | Unused Portion | | Amounts Outstanding |
| SJWC credit agreement (a) | December 31, 2023 | | $ | 140,000 | | | — | | | 140,000 | | | 80,000 | |
| CTWS credit agreement | December 14, 2023 | | 75,000 | | | 22,996 | | | 52,004 | | | 55,094 | |
| CTWS credit agreement | May 15, 2025 | | 40,000 | | | 40,000 | | | — | | | 40,000 | |
| SJWTX, Inc. credit agreement (b) | December 31, 2023 | | 5,000 | | | — | | | 5,000 | | | — | |
| | | $ | 260,000 | | | 62,996 | | | 197,004 | | | 175,094 | |
___________________________________(a)Credit agreement also provides for a letter of credit sublimit of $15,000.
(b)Credit agreement also provides for a letter of credit sublimit of $1,000.
On April 23, 2021, SJWC closed its $140,000 line of credit agreement which was set to mature on June 1, 2021, and entered into a new $140,000 credit agreement (“SJWC Credit Agreement”) with JPMorgan Chase Bank, N.A., as the lender (the “Lender”). The SJWC Credit Agreement provides an unsecured credit facility with a letter of credit sublimit of $15,000. Proceeds of borrowings under the SJWC Credit Agreement may be used to refinance existing debt, for working capital, and for general corporate purposes. The new SJWC Credit Agreement has a maturity date of December 31, 2023. The line of credit bears interest at variable rates.
Also on April 23, 2021, SJW Group, as guarantor, and CLWSC closed its $5,000 line of credit agreement which was set to mature on June 1, 2021, and entered into a new $5,000 credit agreement (“SJWTX Credit Agreement”) with the Lender. The SJWTX Credit Agreement provides an unsecured credit facility with a letter of credit sublimit of $1,000. The new SJWTX Credit Agreement has a maturity date of December 31, 2023. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | 2023 | | 2022 |
| Maturity Date | | Line Limit | | Amounts Outstanding | | Unused Portion | | Amounts Outstanding |
| Syndicated credit agreement: | August 2, 2028 | | | | | | | | |
| SJW Group | | | $ | 50,000 | | | 10,000 | | | 40,000 | | | — | |
| SJWC | | | 140,000 | | | 56,000 | | | 84,000 | | | 95,000 | |
| CTWS | | | 90,000 | | | 53,000 | | | 37,000 | | | 20,000 | |
| TWC | | | 20,000 | | | 2,500 | | | 17,500 | | | — | |
| Total syndicated credit agreement | | | 300,000 | | | 121,500 | | | 178,500 | | | 115,000 | |
| CTWS credit agreement | August 2, 2028 | | 10,000 | | | 10,000 | | | — | | | 4,578 | |
| CTWS credit agreement | May 15, 2025 | | 40,000 | | | 40,000 | | | — | | | 40,000 | |
| | | $ | 350,000 | | | 171,500 | | | 178,500 | | | 159,578 | |
Cost of borrowing on the lines of credit averaged 1.32%6.29% and 1.78% as3.41% for the years ended of December 31, 20212023 and 2020,2022, respectively.
All of SJW Group’s and subsidiariessubsidiaries’ lines of credit contain customary representations, warranties and events of default, as well as certain restrictive covenants customary for facilities of this type, including restrictions on indebtedness, liens, acquisitions
and investments, restricted payments, asset sales, and fundamental changes. All of the lines of credit also include certain customary financial covenants such as a funded debt to capitalization ratio and a minimum interest coverage ratio. As of December 31, 2021,2023, SJW Group and its subsidiaries were in compliance with all covenants on their lines of credit.
Note 5 of “Notes to Consolidated Financial Statements.”Long-term Financing Arrangements
SJW GroupGroup’s and its subsidiariessubsidiaries’ long-term debt activities are for purposes of refinancing short-term borrowings, funding capital expenditures and working capital, and repayments of maturing long-term debt. The following table summarizes the long-term debt issuances and repayments for the year ended December 31, 2021:2023:
| | | | | | | | | | | | | | | | | |
| Issuance (Repayment) | | Activity Date | | Maturity Date |
| SJW Group: | | | | | |
| Senior Note, Series A, 4.35% | $ | (50,000) | | | June 2021 | | June 2021 |
| SJWC: | | | | | |
| Senior Note, Series N, 3.30% | 50,000 | | | June 2021 | | June 2051 |
| Senior Note, Series O, 3.00% | 50,000 | | | December 2021 | | December 2051 |
| CTWS: | | | | | |
| Bank term loan, 4.09% | (1,269) | | | 2021 | | December 2027 |
| Bank term loan, 4.15% | (563) | | | 2021 | | August 2037 |
| Connecticut Water: | | | | | |
| 2021A Senior Note, 3.07% | 50,000 | | | August 2021 | | June 2051 |
| 2021B Senior Note, 3.10% | 50,000 | | | December 2021 | | December 2051 |
| Connecticut Innovations Revenue Bonds, 5.00% | (22,050) | | | December 2021 | | December 2021 |
| SJWTX, Inc.: | | | | | |
| Bank term loan, 4.01% | 20,000 | | | May 2021 | | March 2041 |
| Bank term loan, 4.11% | 10,000 | | | December 2021 | | March 2041 |
| Maine Water: | | | | | |
| Bank term loan, 3.89% | 17,000 | | | March 2021 | | March 2041 |
| Senior Note, Series G, 3.89% | (900) | | | December 2021 | | December 2024 |
| State revolving fund loans, various series, 0.00%-2.58% | (1,331) | | | 2021 | | 2022-2041 |
| $ | 170,887 | | | | | |
| | | | | | | | | | | | | | | | | |
| Issuance (Repayment) | | Activity Date | | Maturity Date |
| SJWC: | | | | | |
| Senior note, Series P, 4.85% | $ | 70,000 | | | Jan 2023 | | Feb 2053 |
| CTWS: | | | | | |
| Bank term loan, 4.09% | (1,377) | | | 2023 | | December 2027 |
| Bank term loan, 4.15% | (610) | | | 2023 | | August 2037 |
| | | | | |
| | | | | |
| | | | | |
| MWC: | | | | | |
| | | | | |
| Senior Note, Series G, 8.95% | (900) | | | Nov 2023 | | December 2024 |
| State revolving fund loans, various series, 0.00%-2.58% | (1,460) | | | 2023 | | 2022-2048 |
| $ | 65,653 | | | | | |
Additionally, on August 14, 2023, in connection with the KT Water Resources acquisition, TWR entered into a post-closing production payment obligation to pay a total amount of $29,000 to the seller over a period up to 29 years. The repayment schedule is based on the quantity of groundwater produced from the acquired wells, subject to certain provisions in the purchase agreement.On January 22, 2024, CWC sold an aggregate principal amount of $25,000,000 of its 6.46% Senior Notes, Series 2023 due January 1, 2054.
The debt and credit agreements of SJW Group and its subsidiaries contain various financial and other covenants. Non-compliance with these covenants could result in accelerated due dates and termination of the agreements. In addition, the credit agreements contain customary representations and warranties and are subject to customary events of default, which may result in the outstanding debt becoming immediately due and payable. As of December 31, 2021,2023, SJW Group and its subsidiaries were in compliance with all covenants related to its long-term debt agreements.
For additional information, see Note 6 of “Notes to Consolidated Financial Statements.” Equity Financing Arrangements
On March 8, 2021,1, 2023, SJW Group entered into an underwriting agreement with J.P. Morgan Securities LLC, as the representative of the several underwriters named therein (the “Underwriters”), which provided for the issuance and sale by SJW GroupAmendment No. 1 to the Underwriters 1,030,000 shares of our common stock, par value $0.001 per share, in an underwritten public offering (the “Offering”). The shares in the Offering were sold at a public offering price of $59.00 per share. SJW Group also granted the Underwriters an option to purchase up to 154,500 additional shares of common stock, which was exercised in full. The Offering closed on March 11, 2021, and the offering of option shares closed on March 16, 2021. SJW Group received net proceeds of approximately $66,775 from the Offering and the sale of option shares, after deducting the underwriting discounts and commissions and offering expenses. SJW Group used the proceeds from the offerings to pay down a bank line of credit agreement, dated as of June 1, 2016, between SJWC and JPMorgan Chase Bank, N.A. and for general corporate purposes, which included, among other things, financing infrastructure improvements and other capital expenditures, repayment of debt or other corporate obligations and working capital.
On November 17, 2021, SJW Group entered into an equity distribution agreement (the “Equity Distribution Agreement”) with, dated November 17, 2021, between SJW Group and J.P. Morgan Securities LLC, Janney Montgomery Scott LLC, RBC Capital Markets, LLC and Wells Fargo Securities, LLC (each a “Sales Agent” and, collectively, the “Sales Agents”), pursuant to which SJW Group increased the Company may offer and sellaggregate gross sales price of shares of itsSJW Group’s common stock, $0.001 par value per share, (the “Shares”), from time to time in “at-the-market” offerings, having an aggregate gross sales price of up to $100,000. Pursuant to the Equity Distribution Agreement, the Sharesthat may be offered and sold through the Sales Agents in transactions that are deemed to be “at-the-market” offerings as defined in Rule 415 under the Securities Act
of 1933, as amended, including sales by means of ordinary brokers’ transactions on the New York Stock Exchange or otherwise at market prices prevailing at the time of sale, at prices related to the prevailing market prices or at negotiated prices, in block transactions, or as otherwise agreed upon by the Company and the Sales Agents. Proceeds from the sale of the shares under the Equity Distribution Agreement can be used infrom $100,000 to $240,000. For the financing of acquisitions, including the acquisition of the Kendall West and Bandera East utilities in Texas, infrastructure improvements and other capital expenditures, repayment of debt or other corporate obligations, and working capital over the term of the Equity Distribution Agreement as such needs arise.year ended December 31, 2023, SJW Group issued and sold a total of 355,1151,119,806 shares of common stock with a weighted average price of $70.40$73.68 per share and received approximately $24,253$80,659 in net proceeds under the Equity Distribution Agreement. Since the inception of the Equity Distribution Agreement, duringSJW Group has issued and sold 2,004,657 shares of common stock with a weighted average price of $73.57 for a total net proceeds of $143,998 and has a remaining $92,509 under the year ended December 31, 2021.Equity Distribution Agreement.
Credit Rating
The condition of the capital and credit markets or the strength of financial institutions could impact SJW Group’s ability to draw on its lines of credit, issue long-term debt, sell its equity or earn interest income. In addition, government policies, the state of the credit markets and other factors could result in increased interest rates, which would increase SJW Group’s cost of capital. While our ability to obtain financing will continue to be a risk, we believe that based on our 2023 and 2022 activities, we will have access to the external funding sources necessary to implement our ongoing capital investment programs in the future. SJW Group, CTWS and CWC were put on negative watch on September 19, 2023. Standard & Poor’s noted the change in outlook is due to recent regulatory and legislative developments in Connecticut that are not consistent with Standard & Poor’s view of the regulatory framework for investor owned utilities.
The following table are the current Standard & Poor’s Rating Service assigned company ratings:
| | | | | | | | | | | | | | |
| Entity | | Rating | | Outlook |
| SJW Group | | A- | | Negative |
| SJWC | | A | | Stable |
| CTWS | | A- | | Negative |
| CWC | | A- | | Negative |
Off-Balance Sheet Arrangement/Contractual Obligations
SJW Group has no significant contractual obligations not fully recorded on its Consolidated Balance Sheet or not fully disclosed in the Notes to Consolidated Financial Statements.
SJW Group’s contractual obligations and commitments as of December 31, 20212023 are as follows:
| | | | Total | | Contractual Obligations Due in | | Total | | Contractual Obligations Due in |
| | | Less than
1 Year | | 1-3
Years | | 3-5
Years | | After
5 Years | | Less than
1 Year | | 1-3
Years | | 3-5
Years | | After
5 Years |
| Senior notes, Water Utility Services | Senior notes, Water Utility Services | $ | 607,700 | | | 20,900 | | | 41,800 | | | 15,000 | | | 530,000 | |
| Bank term loans, Water Utility Services | Bank term loans, Water Utility Services | 175,590 | | | 14,795 | | | 4,500 | | | 5,000 | | | 151,295 | |
| Advances for construction, SJWC (1) | Advances for construction, SJWC (1) | 65,860 | | | 3,609 | | | 6,830 | | | 5,839 | | | 49,582 | |
| California Pollution Control Financing Authority Revenue Bonds, SJWC | 120,000 | | | — | | | — | | | — | | | 120,000 | |
| Connecticut Innovations Revenue Bonds, Connecticut Water | 22,050 | | | — | | | — | | | — | | | 22,050 | |
| State revolving fund loans, Maine Water | 17,264 | | | 1,576 | | | 2,977 | | | 2,545 | | | 10,166 | |
| California Pollution Control Financing Authority Revenue Bond, SJWC | |
| Connecticut Innovations Revenue Bonds, CWC | |
| State revolving fund loans, MWC | |
| Senior notes, SJW Group | Senior notes, SJW Group | 560,000 | | | — | | | — | | | — | | | 560,000 | |
| Bank term loans, CTWS | Bank term loans, CTWS | 20,351 | | | 1,909 | | | 4,067 | | | 4,405 | | | 9,970 | |
| | Seller financing debt, TWR (2) | |
| Seller financing debt, TWR (2) | |
| Seller financing debt, TWR (2) | |
| Total contractual cash obligation | Total contractual cash obligation | $ | 1,588,815 | | | 42,789 | | | 60,174 | | | 32,789 | | | 1,453,063 | |
| Total interest on contractual obligations | Total interest on contractual obligations | $ | 931,511 | | | 60,017 | | | 114,257 | | | 109,242 | | | 647,995 | |
(1) As of December 31, 2021,2023, advances for construction was $130,693were $146,582 of which $36,388$55,170 was related to non-refundable advances for construction and $28,445$30,437 was related to advances which are refundable based on service connections made.
(2) The timing of payments on the seller financing shown in the table above reflects management’s current estimate. The actual timing of payments will be based upon the actual quantities of groundwater produced from the acquired wells.
In regardsWith regard to uncertain tax positions, we are unable to predict the timing of tax settlements as tax audits can involve complex issues and the resolution of those issues may span multiple years, particularly if subject to negotiation or litigation. For further discussion on uncertain tax positions, please see Note 7 of “Notes to Consolidated Financial Statements.”Water Supply Agreements
SJWC purchases water from Valley Water under terms of a master contract expiring in 2051. Delivery schedules for purchased water are based on a contract year beginning July 1, and are negotiated every three years under terms of the master contract with Valley Water. For the years ended December 31, 2021, 20202023, 2022 and 2019,2021, SJWC purchased from Valley Water 19,365 million18.3 billion gallons ($91,938)111,173), 21,269 million18.2 billion gallons ($96,212)96,793) and 21,862 million19.4 billion gallons ($96,285)91,938), respectively, of contract water. On June 24, 2021,16, 2022, Valley Water Board of Directors approved treated water deliveries reflecting the contractual delivery schedule reduced by 23% through June 30, 2022. Effective February 1, 2022, the treated water contract delivery schedule will increase by 10%, and Valley Water will evaluate supply conditions and adjust the delivery schedules as appropriate.2024. Based on current prices and estimated deliveries, SJWC is committed to purchase from Valley Water a minimum of 90% of the reduced delivery schedule, or 18,756 million18.9 billion gallons ($92,902)121,182) of water at the current contract water rate of $5.0$6.41 million per millionbillion gallons in the year ending December 31, 2022.2024. Additionally, SJWC purchases non-contract water from Valley Water on an “as needed” basis if the water supply is available. The contract water rates for SJWC are determined by Valley Water. These rates are adjusted periodically and coincide with Valley Water’s fiscal year, which ends on June 30. The contract water rate for Valley Water’s fiscal years 2024, 2023 and 2022 2021was $6.411 million, $5.644 million and 2020 was $5.0, $4.5 and $4.5$4.953 million per millionbillion gallons, respectively. The contractual cost of the groundwater extraction charge for water pumped from the ground basin was $4.6, $4.2$6.058 million, $5.290 million and $4.2$4.600 million per millionbillion gallons for Valley Water’s fiscal years 2024, 2023 and 2022, 2021 and 2020, respectively.
SJWC also pumps water from the local groundwater basin. There are no delivery schedules or contractual obligations associated with the purchase of groundwater. Valley Water determines the groundwater extraction charge and it is applied on a
per unit basis. In addition to the Valley Water groundwater extraction charge, SJWC also incurs power costs to pump the groundwater from the basin.
Connecticut WaterCWC has an agreement with the RWA to purchase water. The agreement was signed in April 2006 and became effective upon the receipt of all regulatory approvals in 2008 and will remain in effect for a minimum of fifty years upon becoming effective. Connecticut WaterCWC will pay RWA $75 per year as part of a capacity agreement, for a total of 14 years, starting on the effective date of the agreement. In addition, Connecticut WaterCWC has the option, but is under no obligation, to purchase up to one million gallons of water per day at the then current wholesale rates per the agreement ($2.63.1 million per millionbillion gallons as of December 31, 2021)2023). Connecticut WaterCWC has an agreement with the MDC to purchase water from MDC to serve the Unionville system. The agreement became effective on October 6, 2000 and has a term of fifty years beginning May 19, 2003, the date the water supply facilities related to the agreement were placed in service. Connecticut WaterCWC has agreed to purchase 283 million0.28 billion gallons of water annually from MDC. The rate charged by the MDC at December 31, 20212023 were $4.05three dollars and eighty cents per hundred cubic feet.
Maine WaterMWC has an agreement with the Kennebec Water District for potable water service. The agreement has been in place for 20 years and was extended on November 7, 2020 for a new term of up to 20 years. Maine WaterMWC guarantees a minimum consumption of 50 million gallons of water annually. Water sales to Maine WaterMWC are billed at a wholesale discount of $0.20twenty cents per hundred cubic feet of water below Kennebec Water District's tariffed rates. The current tariff rate wawass $1.51one dollar and fifty-one cents per hundred cubic feet as of December 31, 2021.2023.
CLWSCTWC has long-term contracts with the GBRA. The agreements expire in 2037, 2040, 2044 and 2050. The agreements, which are take-or-pay contracts, provide CLWSCTWC with 7,650 acre-feet per year of water supply from Canyon Lake. The water rate may be adjusted by GBRA at any time, provided GBRA gives CLWSCTWC a 60-day written notice on the proposed adjustment. CLWSCTWC also has raw water supply agreements with the LCRA and WTPUA expiring in 2059 and 2046, respectively, for 250350 acre-feet of water per each agreement per year from Lake Austin and the Colorado River, respectively, at prices that may be adjusted periodically by the agencies.
Employee Benefit Arrangements
SJWC and CTWS sponsor noncontributory defined benefit pension plans and provide health care and life insurance benefits for retired employees. In 2021,2023, SJWC and CTWS contributed $13,147$11,145 and $669$920 to the pension plans and other postretirement benefit plans, respectively. In 2022,2024, SJWC and CTWS expect to make required and discretionary cash contributions of up to $8,820$8,744 to the pension plans and other postretirement benefit plans. The amount of required contributions for years thereafter is not actuarially determinable.
SJWC’s other benefit obligations include employees’ and directors’ postretirement benefits, an Executive Supplemental Retirement Plan, Cash Balance Executive Supplemental Retirement Plan, Special Deferral Election Plan and Deferral Election Program for non-employee directors. Under these benefit plans, SJWC is committed to pay approximately $498$1,909 annually to former officers and directors. Future payments may fluctuate depending on the life span of the retirees and as current officers and executives retire.
CTWS’s other benefit obligations include employees’ postretirement benefits, supplemental executive retirement agreements and deferred compensation agreements and plan. Future payments may fluctuate depending on the contribution rates of employees into the deferred compensation plan and the life span of the retirees and as current officers and executives retire. Under these benefit plans, CTWS is committed to pay approximately $846$1,678 annually to former officers and directors.
Recently Adopted Accounting Policies and New Accounting Pronouncements
See Note 2 of “Notes to Consolidated Financial Statements” for a discussion of recently adopted accounting policies and new accounting pronouncements for the year ended December 31, 2021.2023.
Item 7A.Quantitative and Qualitative Disclosures About Market Risk
SJW Group is subject to market risks in the normal course of business, including changes in interest rates, pension plan asset values, and equity prices. The exposure to changes in interest rates can result from the issuance of debt and short-term funds obtained through the company’s variable rate lines of credit. SJWC and Connecticut WaterSJW Group’s subsidiaries sponsor noncontributory pension and other postretirement plans for its employees. Pension and other postretirement costs and the funded status of the plans aremay be affected by a number of factors including the discount rate, mortality rates of plan participants, investment returns on plan assets, and pension reform legislation.
SJW Group has no derivative financial instruments, financial instruments with significant off-balance sheet risks, or financial instruments with concentrations of credit risk.
Item 8.Financial Statements and Supplementary Data
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
To the stockholders and the Board of Directors of SJW Group:Group
Opinions on the Financial Statements and Internal Control over Financial Reporting
We have audited the accompanying consolidated balance sheets of SJW Group and subsidiaries (the “Company”) as of December 31, 20212023 and 2020,2022, the related consolidated statements of comprehensive income, changes in stockholders’ equity, and cash flows, for each of the twothree years in the period ended December 31, 2021,2023, and the related notes and the schedules listed in the Index at Item 15 (collectively referred to as the “financial statements”). We also have also audited the Company’s internal control over financial reporting as of December 31, 2021,2023, based on criteria established in Internal Control — Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO).
In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of the Company as of December 31, 20212023 and 2020,2022, and the results of its operations and its cash flows for each of the twothree years in the period ended December 31, 2021,2023, in conformity with accounting principles generally accepted in the United States of America. Also, in our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as of December 31, 2021,2023, based on criteria established in Internal Control – Integrated Framework (2013) issued by COSO.
Basis for Opinions
The Company’s management is responsible for these financial statements, for maintaining effective internal control over financial reporting, and for its assessment of the effectiveness of internal control over financial reporting, included in the accompanying “Management’s Report on Internal Control over Financial Reporting”. Our responsibility is to express an opinion on these financial statements and an opinion on the Company’s internal control over financial reporting based on our audits. We are a public accounting firm registered with the Public Company Accounting Oversight Board (United States) (PCAOB) and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the auditaudits to obtain reasonable assurance about whether the financial statements are free of material misstatement, whether due to error or fraud, and whether effective internal control over financial reporting was maintained in all material respects.
Our audits of the financial statements included performing procedures to assess the risks of material misstatement of the financial statements, whether due to error or fraud, and performing procedures thatto respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the financial statements. Our audit of internal control over financial reporting included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. Our audits also included performing such other procedures as we considered necessary in the circumstances. We believe that our audits provide a reasonable basis for our opinions.
Definition and Limitations of Internal Control over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
Critical Audit MatterMatters
The critical audit mattermatters communicated below is a matterare matters arising from the current-period audit of the financial statements that waswere communicated or required to be communicated to the audit committee and that (1) relatesrelate to accounts or disclosures that are material to the financial statements and (2) involved our especially challenging, subjective, or complex judgments. The communication of critical audit mattermatters does not alter in any way our opinion on the financial statements, taken as a whole, and we are not, by communicating the critical audit mattermatters below, providing separate opinions on the critical audit mattermatters or on the accounts or disclosures to which they relate.
Impact of Rate Regulation on the Financial Statements — Refer to Note 3 to the financial statements
Critical Audit Matter Description
The Company is subject to rate regulation by state utility regulatory agencies (the “Commissions”), which have jurisdiction with respect to the rates of the Company’s water and wastewater services. Management has determined it meets the requirements under accounting principles generally accepted in the United States of America to prepare its financial statements applying the specialized rules to account for the effects of cost-based rate regulation. Accounting for the economics of rate regulation impacts multiple financial statement line items and disclosures, such as depreciable utility plant; regulatory assets and liabilities; operating revenues; operation and maintenance expense; and depreciation expense.
The Commissions establish rates for the purpose of permitting the recovery of the cost of service and a return on investment. The Company’s rates are subject to regulatory ratemaking processes. The Company records deferred costs and credits on the balance sheet as regulatory assets and liabilities when it is probable that these costs and credits will be recognized in the ratemaking process in a period different from when the costs and credits are incurred. Accounting for such costs and credits is based on management’s judgment and prior historical ratemaking practices, and it occurs when management determines that it is probable that these costs and credits will be recognized in the future revenue of the Company through the ratemaking process.
We identified the impact of rate regulation as a critical audit matter due to the significant judgments that underlie the Company’s financial statement line items and disclosure impacted by rate regulation and the high degree of subjectivity involved in assessing the impact of regulatory decisions on the financial statements. Management judgments include assessing the probability of (1) recovery in future rates of incurred costs and (2) the requirement to refund amounts to customers. Given that management’s accounting judgements are based on consideration of evidence, such as regulatory rules and decisions, past practice, and other facts and circumstances, andthe uncertain outcomeoutcomes of future regulatory decisions, auditing these judgements required specialized knowledge of accounting for rate regulation and the rate setting process due its inherent complexities and pervasive impact on the financial statements.
How the Critical Audit Matter Was Addressed in the Audit
Our audit procedures related to the considerationimpacts of evidence, such as regulatory rules and decisions, past practices, and other facts and circumstances, andrate regulation include the uncertain outcome of future regulatory decisions, that may impact the Company’s financial statement line items and disclosures impacted by rate regulation,following, among others:
•We tested the effectiveness of management’s controls over the initial recognition of amounts as utility plant and regulatory assets or liabilities and the evaluation of the probability of (1) the recovery in future rates of costs incurred as utility plant and deferred as regulatory assets, and (2) a refund or a future reduction in rates that should be reported as regulatory liabilities. We also tested the effectiveness of management’s controls over the monitoring and evaluation of regulatory developments that may affect the probability of recovering costs in future rates or of a future reduction in rates.rates, and controls over relevant computations impacting certain regulatory asset or liability balances.
•We read regulatory orders issued by the Commissions to the Company, regulatory statutes, interpretations, procedural memorandums, filings made by interveners, and other publicly available information to evaluate management’s determination of the accounting impacts of any new or revised regulatory decisions and their impact on measurement of related regulatory assets and liabilities.
•We obtained supporting documentation from management regarding the evidence, such as regulatory rules and decisions, past practices, and other facts and circumstances, used in the measurement of regulatory assets and liabilities for compliance with the related orders. We reconciled the underlying data or inputs used in the measurement to rate decisions approved by the Commissions and tested the mathematical accuracy of the calculations.
•We obtained an analysis from management regarding probability of recovery for regulatory assets or refund or future reduction in rates for regulatory liabilities not yet addressed in a regulatory order to assess management’s assertion that amounts are probable of recovery or a future reduction in rates.
•We evaluated the Company’s disclosures related to the impacts of rate regulation, including the balances recorded, and regulatory developments, were appropriate and consistent with the information obtained in our procedures.
KT Water Resources Acquisition — Refer to Note 14 to the financial statements
Critical Audit Matter Description
The Company completed the acquisition of KT Water Resources. The Company accounted for the transaction as an asset acquisition and allocated the purchase price paid for the assets acquired and liabilities assumed on a relative fair value basis. Given the significant amount of judgment required by management to estimate the relative fair value of the intangible assets, non-utility property and a production payment received as part of the acquisition, performing audit procedures to test the fair value allocation required a high degree of auditor judgment and increased effort, including involving valuation specialists.
How the Critical Audit Matter Was Addressed in the Audit
Our audit procedures related to the relative fair value of assets acquired, liabilities assumed and the post-closing payment for KT Water Resources included the following, among others:
•We tested the effectiveness of controls over the allocation of the purchase price to assets acquired, liabilities assumed and the post-closing payment, and controls over the valuation methods used to value the assets and liabilities, including controls over management's evaluation of inputs and assumptions used in the valuation estimates.
•We obtained and evaluated the third-party valuation report and management's valuation, along with relevant supporting documentation, such as the executed purchase and sale agreement.
•With the assistance of our fair value specialists, we (1) evaluated the reasonableness of the valuation methodologies and significant assumptions used by management and their external valuation specialist, including comparing the key inputs to external market sources, (2) evaluated the reasonableness of the discount rates, including testing the source information underlying the determination of the discount rates, assessing the mathematical accuracy of the calculation, and developing a range of independent estimates and comparing those to the discount rates selected by management, and (3) assessed the mathematical accuracy of significant calculations in the valuation schedules.
•We evaluated the reasonableness of certain business assumptions used in the valuation, including the quantities of groundwater to be produced by the wells.
/s/ DELOITTEDeloitte & TOUCHETouche LLP
San Jose, California
February 25, 202222, 2024
We have served as the Company’s auditor since 2020.
Report of Independent Registered Public Accounting Firm
To the Stockholders and Board of Directors
SJW Group:
Opinion on the Consolidated Financial Statements
We have audited the accompanying consolidated statements of comprehensive income, changes in stockholders’ equity, and cash flows of SJW Group and subsidiaries (the “Company”) for the year ended December 31, 2019, and the related notes and financial statement schedules listed in the Index at Item 15 (collectively, the consolidated financial statements). In our opinion, the consolidated financial statements present fairly, in all material respects, the results of its operations and its cash flows for the years ended December 31, 2019, in conformity with U.S. generally accepted accounting principles.
Basis for Opinion
These consolidated financial statements are the responsibility of the Company’s management. Our responsibility is to express an opinion on these consolidated financial statements based on our audits. We are a public accounting firm registered with the Public Company Accounting Oversight Board (United States) (PCAOB) and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free of material misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the consolidated financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the consolidated financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements. We believe that our audits provide a reasonable basis for our opinion.
/s/ KPMG LLP
We served as the Company’s auditor from 1933 to 2020.
Santa Clara, California
March 2, 2020, except for Schedule I, as to which the date is March 1, 2021.
SJW Group and Subsidiaries
CONSOLIDATED BALANCE SHEETS
(in thousands, except share and per share data)
| | | | | | | | | | | |
| | December 31, |
| | 2021 | | 2020 |
| Assets | | | |
| Utility plant: | | | |
| Land | $ | 39,004 | | | 36,845 | |
| Depreciable plant and equipment | 3,381,908 | | | 3,198,060 | |
| Construction in progress | 176,427 | | | 109,976 | |
| Intangible assets | 36,276 | | | 35,167 | |
| 3,633,615 | | | 3,380,048 | |
| Less accumulated depreciation and amortization | 1,136,116 | | | 1,045,136 | |
| 2,497,499 | | | 2,334,912 | |
| Real estate investments and nonutilty properties | 57,632 | | | 58,129 | |
| Less accumulated depreciation and amortization | 15,951 | | | 14,783 | |
| 41,681 | | | 43,346 | |
| Current assets: | | | |
| Cash and cash equivalents: | | | |
| Cash | 10,908 | | | 5,269 | |
| Restricted cash | 1,211 | | | 4,000 | |
| | | |
| Accounts receivable: | | | |
| Customers, net of allowances for uncollectible accounts of $4,600 and $3,891 in 2021 and 2020, respectively | 53,699 | | | 46,832 | |
| Income tax | 2,308 | | | 7,041 | |
| Other | 4,735 | | | 4,269 | |
| Accrued unbilled utility revenue | 44,026 | | | 44,950 | |
| Current regulatory assets, net | 2,629 | | | 1,748 | |
| Prepaid expenses | 9,667 | | | 8,097 | |
| Other current assets | 4,902 | | | 5,125 | |
| 134,085 | | | 127,331 | |
| Other assets: | | | |
| Net regulatory assets, less current portion | 151,992 | | | 156,482 | |
| Investments | 15,784 | | | 14,367 | |
| Goodwill | 640,471 | | | 628,144 | |
| Other | 10,883 | | | 6,883 | |
| 819,130 | | | 805,876 | |
| $ | 3,492,395 | | | 3,311,465 | |
| | | | | | | | | | | |
| | December 31, |
| | 2023 | | 2022 |
| Assets | | | |
| Utility plant: | | | |
| Land | $ | 41,415 | | | 39,982 | |
| Depreciable plant and equipment | 3,967,911 | | | 3,661,285 | |
| Construction work in progress | 106,980 | | | 116,851 | |
| Intangible assets | 35,946 | | | 35,959 | |
| Total utility plant | 4,152,252 | | | 3,854,077 | |
| Less accumulated depreciation and amortization | 981,598 | | | 1,223,760 | |
| Net utility plant | 3,170,654 | | | 2,630,317 | |
| | | |
| Nonutility properties and real estate investments | 13,350 | | | 58,033 | |
| Less accumulated depreciation and amortization | 194 | | | 17,158 | |
| Net nonutility properties and real estate investments | 13,156 | | | 40,875 | |
| | | |
| Current assets: | | | |
| Cash and cash equivalents | 9,723 | | | 12,344 | |
| Accounts receivable: | | | |
| Customers, net of allowances for uncollectible accounts of $6,551 and $5,753 in 2023 and 2022, respectively | 67,870 | | | 59,172 | |
| Income tax | 5,187 | | | — | |
| Other | 3,684 | | | 5,560 | |
| Accrued unbilled revenue | 49,543 | | | 45,722 | |
| Assets held for sale | 40,850 | | | — | |
| Prepaid expenses | 11,110 | | | 9,753 | |
| Current regulatory assets | 4,276 | | | 19,740 | |
| Other current assets | 6,146 | | | 6,095 | |
| Total current assets | 198,389 | | | 158,386 | |
| Other assets: | | | |
| Regulatory assets, less current portion | 235,910 | | | 246,035 | |
| Investments | 16,411 | | | 14,819 | |
| Postretirement benefit plans | 33,794 | | | 16,990 | |
| Other intangible asset | 28,386 | | | — | |
| Goodwill | 640,311 | | | 640,311 | |
| Other | 8,056 | | | 7,323 | |
| Total other assets | 962,868 | | | 925,478 | |
| Total assets | $ | 4,345,067 | | | 3,755,056 | |
See Accompanying Notes to Consolidated Financial Statements.
SJW Group and Subsidiaries
CONSOLIDATED BALANCE SHEETS (Continued)
(in thousands, except share and per share data)
| | | | | | | | | | | |
| | December 31, |
| | 2021 | | 2020 |
| Capitalization and Liabilities | | | |
| Capitalization: | | | |
| Stockholders’ equity: | | | |
| Common stock, $0.001 par value; authorized 70,000,000 shares in 2021 and 2020; issued and outstanding 30,181,348 shares in 2021 and 28,556,605 shares in 2020 | $ | 30 | | | 29 | |
| Additional paid-in capital | 606,392 | | | 510,158 | |
| Retained earnings | 428,260 | | | 408,037 | |
| Accumulated other comprehensive (loss) | (163) | | | (1,064) | |
| Total stockholders’ equity | 1,034,519 | | | 917,160 | |
| Long-term debt, less current portion | 1,492,935 | | | 1,287,580 | |
| 2,527,454 | | | 2,204,740 | |
| Current liabilities: | | | |
| Lines of credit | 62,996 | | | 175,094 | |
| Current portion of long-term debt | 39,106 | | | 76,241 | |
| Accrued groundwater extraction charges, purchased water and power | 17,200 | | | 19,184 | |
| Accounts payable | 30,391 | | | 34,200 | |
| Accrued interest | 14,174 | | | 12,861 | |
| | | |
| Accrued payroll | 11,583 | | | 14,012 | |
| | | |
| Other current liabilities | 27,821 | | | 19,203 | |
| 203,271 | | | 350,795 | |
| Deferred income taxes | 200,451 | | | 191,415 | |
| Advances for construction | 130,693 | | | 125,027 | |
| Contributions in aid of construction | 316,479 | | | 296,105 | |
| Postretirement benefit plans | 89,998 | | | 121,597 | |
| | | |
| Other noncurrent liabilities | 24,049 | | | 21,786 | |
| Commitments and contingencies | | | |
| $ | 3,492,395 | | | 3,311,465 | |
| | | | | | | | | | | |
| | December 31, |
| | 2023 | | 2022 |
| Capitalization and Liabilities | | | |
| Capitalization: | | | |
| Stockholders’ equity: | | | |
| Common stock, $0.001 par value; authorized 70,000,000 shares in 2023 and 2022; issued and outstanding 32,023,004 shares in 2023 and 30,801,912 shares in 2022 | $ | 32 | | | 31 | |
| Additional paid-in capital | 736,191 | | | 651,004 | |
| Retained earnings | 495,383 | | | 458,356 | |
| Accumulated other comprehensive income | 1,791 | | | 1,477 | |
| Total stockholders’ equity | 1,233,397 | | | 1,110,868 | |
| Long-term debt, less current portion | 1,526,699 | | | 1,491,965 | |
| Total capitalization | 2,760,096 | | | 2,602,833 | |
| Current liabilities: | | | |
| Lines of credit | 171,500 | | | 159,578 | |
| Current portion of long-term debt | 48,975 | | | 4,360 | |
| Accrued groundwater extraction charges, purchased water and power | 24,479 | | | 19,707 | |
| Accounts payable | 46,121 | | | 29,581 | |
| Accrued interest | 15,816 | | | 13,907 | |
| Accrued payroll | 12,229 | | | 11,908 | |
| Income tax payable | — | | | 2,696 | |
| Current regulatory liabilities | 3,059 | | | 3,672 | |
| Other current liabilities | 20,795 | | | 22,913 | |
| Total current liabilities | 342,974 | | | 268,322 | |
| Deferred income taxes | 238,528 | | | 218,155 | |
| Advances for construction | 146,582 | | | 137,696 | |
| Contributions in aid of construction | 326,451 | | | 323,668 | |
| Postretirement benefit plans | 46,836 | | | 59,738 | |
| Regulatory liabilities, less current portion | 461,108 | | | 118,760 | |
| Other noncurrent liabilities | 22,492 | | | 25,884 | |
| Commitments and contingencies | | | |
| Total capitalization and liabilities | $ | 4,345,067 | | | 3,755,056 | |
See Accompanying Notes to Consolidated Financial Statements.
SJW Group and Subsidiaries
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME
Years ended December 31 (in thousands, except share and per share data)
| | | | | | | | | | | | | | | | | |
| 2021 | | 2020 | | 2019 |
| Operating revenue | $ | 573,686 | | | 564,526 | | | 420,482 | |
| Operating expense: | | | | | |
| Production Expenses: | | | | | |
| Purchased water | 98,231 | | | 100,723 | | | 99,118 | |
| Power | 13,511 | | | 13,330 | | | 7,443 | |
| Groundwater extraction charges | 75,866 | | | 71,359 | | | 43,917 | |
| Other production expenses | 41,475 | | | 40,380 | | | 25,291 | |
| Total production expenses | 229,083 | | | 225,792 | | | 175,769 | |
| Administrative and general | 87,332 | | | 79,741 | | | 66,301 | |
| Maintenance | 26,031 | | | 22,158 | | | 20,505 | |
| Property taxes and other non-income taxes | 30,964 | | | 29,886 | | | 19,068 | |
| Depreciation and amortization | 94,400 | | | 89,279 | | | 65,592 | |
| Gain on sale of nonutility properties | (7,494) | | | — | | | — | |
| Impairment of long-lived asset | 2,211 | | | — | | | — | |
| Merger related expenses | — | | | — | | | 15,768 | |
| Total operating expense | 462,527 | | | 446,856 | | | 363,003 | |
| Operating income | 111,159 | | | 117,670 | | | 57,479 | |
| Other (expense) income: | | | | | |
| Interest on long-term debt, mortgage and other interest expense | (54,339) | | | (54,255) | | | (31,796) | |
| Pension non-service cost | 1,330 | | | (374) | | | (3,158) | |
| Gain on sale of Texas Water Alliance (“TWA”) | 3,000 | | | — | | | — | |
| Gain on sale of real estate investments | 927 | | | 948 | | | 929 | |
| Interest income on money market fund | — | | | — | | | 6,536 | |
| Other, net | 6,770 | | | 5,906 | | | 2,091 | |
| Income before income taxes | 68,847 | | | 69,895 | | | 32,081 | |
| Provision for income taxes | 8,369 | | | 8,380 | | | 8,454 | |
| Net income before noncontrolling interest | 60,478 | | | 61,515 | | | 23,627 | |
| Less net income attributable to the noncontrolling interest | — | | | — | | | 224 | |
| SJW Group net income | 60,478 | | | 61,515 | | | 23,403 | |
| Other comprehensive income: | | | | | |
| Unrealized gain (loss) on investment, net of taxes of $68 in 2021, $247 in 2020 and $43 in 2019 | 185 | | | (310) | | | 117 | |
| Adjustment to pension benefit plans, net of taxes of $264 in 2021, $(324) in 2020 and $22 in 2019 | 716 | | | (880) | | | 9 | |
| SJW Group comprehensive income | $ | 61,379 | | | 60,325 | | | 23,529 | |
| SJW Group earnings per share | | | | | |
| —Basic | $ | 2.04 | | | 2.16 | | | 0.82 | |
| —Diluted | $ | 2.03 | | | 2.14 | | | 0.82 | |
| Weighted average shares outstanding | | | | | |
| —Basic | 29,601,284 | | | 28,521,900 | | | 28,443,052 | |
| —Diluted | 29,735,533 | | | 28,694,986 | | | 28,562,546 | |
See Accompanying Notes to Consolidated Financial Statements.
SJW Group and Subsidiaries
CONSOLIDATED STATEMENTS OF CHANGES IN STOCKHOLDERS’ EQUITY
(in thousands, except share and per share data)
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Common Stock | | Additional
Paid-in
Capital | | Retained
Earnings | | Accumulated
Other
Comprehensive
Income (Loss) | | Noncontrolling Interest | | Total
Stockholders’
Equity |
Number of
Shares | | Amount | |
| Balances, December 31, 2018 | 28,404,316 | | | $ | 28 | | | 495,366 | | | 393,918 | | | — | | | — | | | 889,312 | |
| Net income | — | | | — | | | — | | | 23,403 | | | — | | | 224 | | | 23,627 | |
| Cumulative effect of change in accounting principle, net of tax effect of $33 | — | | | — | | | — | | | 97 | | | — | | | — | | | 97 | |
| Distribution to noncontrolling interest | — | | | — | | | — | | | — | | | — | | | (224) | | | (224) | |
| Unrealized income on investment, net of tax effect of $43 | — | | | — | | | — | | | — | | | 117 | | | — | | | 117 | |
| Adjustment to pension benefit plans, net of taxes of $22 | — | | | — | | | — | | | — | | | 9 | | | — | | | 9 | |
| Share-based compensation | — | | | — | | | 3,406 | | | (93) | | | — | | | — | | | 3,313 | |
| Share-based compensation related to business combination | — | | | — | | | 6,384 | | | — | | | — | | | — | | | 6,384 | |
| Issuance of restricted and deferred stock units | 21,909 | | | — | | | (110) | | | — | | | — | | | — | | | (110) | |
| Employee stock purchase plan | 30,283 | | | — | | | 1,603 | | | — | | | — | | | — | | | 1,603 | |
| Common stock issued, net of costs | — | | | — | | | (10) | | | — | | | — | | | — | | | (10) | |
| Dividends paid ($1.20 per share) | — | | | — | | | — | | | (34,134) | | | — | | | — | | | (34,134) | |
| Balances, December 31, 2019 | 28,456,508 | | | 28 | | | 506,639 | | | 383,191 | | | 126 | | | — | | | 889,984 | |
| Net income | — | | | — | | | — | | | 61,515 | | | — | | | — | | | 61,515 | |
| Unrealized loss on investment, net of tax effect of $247 | — | | | — | | | — | | | — | | | (310) | | | — | | | (310) | |
| Adjustment to pension benefit plans, net of taxes of $(324) | — | | | — | | | — | | | — | | | (880) | | | — | | | (880) | |
| Share-based compensation | — | | | — | | | 3,553 | | | (160) | | | — | | | — | | | 3,393 | |
| Issuance of restricted and deferred stock units | 68,347 | | | 1 | | | (1,864) | | | — | | | — | | | — | | | (1,863) | |
| Employee stock purchase plan | 31,750 | | | — | | | 1,830 | | | — | | | — | | | — | | | 1,830 | |
| Dividends paid ($1.28 per share) | — | | | — | | | — | | | (36,509) | | | — | | | — | | | (36,509) | |
| Balances, December 31, 2020 | 28,556,605 | | | 29 | | | 510,158 | | | 408,037 | | | (1,064) | | | — | | | 917,160 | |
| Net income | — | | | — | | | — | | | 60,478 | | | — | | | — | | | 60,478 | |
| Unrealized gain on investment, net of tax effect of $68 | — | | | — | | | — | | | — | | | 185 | | | — | | | 185 | |
| Adjustment to pension benefit plans, net of taxes of $264 | — | | | — | | | — | | | — | | | 716 | | | — | | | 716 | |
| Share-based compensation | — | | | — | | | 4,246 | | | (118) | | | — | | | — | | | 4,128 | |
| Issuance of restricted and deferred stock units | 49,824 | | | — | | | (1,066) | | | — | | | — | | | — | | | (1,066) | |
| Employee stock purchase plan | 35,304 | | | — | | | 2,026 | | | — | | | — | | | — | | | 2,026 | |
| Common stock issuance, net of costs | 1,539,615 | | | 1 | | | 91,028 | | | — | | | — | | | — | | | 91,029 | |
| Dividends paid ($1.36 per share) | — | | | — | | | — | | | (40,137) | | | — | | | — | | | (40,137) | |
| Balances, December 31, 2021 | 30,181,348 | | | $ | 30 | | | 606,392 | | | 428,260 | | | (163) | | | — | | | 1,034,519 | |
| | | | | | | | | | | | | | | | | |
| 2023 | | 2022 | | 2021 |
| Operating revenue | $ | 670,363 | | | 620,698 | | | 573,686 | |
| Operating expense: | | | | | |
| Production Expenses: | | | | | |
| Purchased water | 135,982 | | | 122,334 | | | 98,231 | |
| Power | 9,602 | | | 8,889 | | | 13,511 | |
| Groundwater extraction charges | 62,980 | | | 56,158 | | | 75,866 | |
| Other production expenses | 47,636 | | | 45,409 | | | 41,475 | |
| Total production expenses | 256,200 | | | 232,790 | | | 229,083 | |
| Administrative and general | 98,656 | | | 95,404 | | | 87,332 | |
| Maintenance | 25,729 | | | 30,734 | | | 26,031 | |
| Property taxes and other non-income taxes | 34,475 | | | 32,572 | | | 30,964 | |
| Depreciation and amortization | 105,868 | | | 104,417 | | | 94,400 | |
| Gain on sale of nonutility properties | — | | | (6,197) | | | (7,494) | |
| Impairment of long-lived asset | — | | | — | | | 2,211 | |
| Total operating expense | 520,928 | | | 489,720 | | | 462,527 | |
| Operating income | 149,435 | | | 130,978 | | | 111,159 | |
| Other (expense) income: | | | | | |
| Interest on long-term debt and other interest expense | (66,144) | | | (58,062) | | | (54,339) | |
| Pension non-service (cost) credit | (1,230) | | | 5,023 | | | 1,330 | |
| | | | | |
| Other, net | 8,882 | | | 4,385 | | | 10,697 | |
| Income before income taxes | 90,943 | | | 82,324 | | | 68,847 | |
| Provision for income taxes | 5,956 | | | 8,496 | | | 8,369 | |
| | | | | |
| | | | | |
| Net income | 84,987 | | | 73,828 | | | 60,478 | |
| Other comprehensive income: | | | | | |
| Unrealized gain (loss) on investment, net of taxes of $166 in 2023, $(188) in 2022 and $68 in 2021 | 530 | | | (511) | | | 185 | |
| Adjustment to pension benefit plans, net of taxes of $80 in 2023, $793 in 2022 and $264 in 2021 | (216) | | | 2,151 | | | 716 | |
| Comprehensive income | $ | 85,301 | | | 75,468 | | | 61,379 | |
| Earnings per share | | | | | |
| —Basic | $ | 2.69 | | | 2.44 | | | 2.04 | |
| —Diluted | $ | 2.68 | | | 2.43 | | | 2.03 | |
| Weighted average shares outstanding | | | | | |
| —Basic | 31,575,197 | | | 30,304,557 | | | 29,601,284 | |
| —Diluted | 31,663,274 | | | 30,423,735 | | | 29,735,533 | |
See Accompanying Notes to Consolidated Financial Statements.
SJW Group and Subsidiaries
CONSOLIDATED STATEMENTS OF CHANGES IN STOCKHOLDERS’ EQUITY
(in thousands, except share and per share data)
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Common Stock | | Additional
Paid-in
Capital | | Retained
Earnings | | Accumulated
Other
Comprehensive
Income (Loss) | | | | Total
Stockholders’
Equity |
Number of
Shares | | Amount | |
| Balances, December 31, 2020 | 28,556,605 | | | $ | 29 | | | 510,158 | | | 408,037 | | | (1,064) | | | | | 917,160 | |
| Net income | — | | | — | | | — | | | 60,478 | | | — | | | | | 60,478 | |
| Unrealized income on investment, net of tax effect of $68 | — | | | — | | | — | | | — | | | 185 | | | | | 185 | |
| Adjustment to pension benefit plans, net of taxes of $264 | — | | | — | | | — | | | — | | | 716 | | | | | 716 | |
| Share-based compensation | — | | | — | | | 4,246 | | | (118) | | | — | | | | | 4,128 | |
| Issuance of restricted and deferred stock units | 49,824 | | | — | | | (1,066) | | | — | | | — | | | | | (1,066) | |
| Employee stock purchase plan | 35,304 | | | — | | | 2,026 | | | — | | | — | | | | | 2,026 | |
| Common stock issuance, net of costs | 1,539,615 | | | 1 | | | 91,028 | | | | | | | | | 91,029 | |
| Dividends paid ($1.36 per share) | — | | | — | | | — | | | (40,137) | | | — | | | | | (40,137) | |
| Balances, December 31, 2021 | 30,181,348 | | | 30 | | | 606,392 | | | 428,260 | | | (163) | | | | | 1,034,519 | |
| Net income | — | | | — | | | — | | | 73,828 | | | — | | | | | 73,828 | |
| Unrealized loss on investment, net of tax effect of $(188) | — | | | — | | | — | | | — | | | (511) | | | | | (511) | |
| Adjustment to pension benefit plans, net of taxes of $793 | — | | | — | | | — | | | — | | | 2,151 | | | | | 2,151 | |
| Share-based compensation | — | | | — | | | 4,791 | | | (150) | | | — | | | | | 4,641 | |
| Issuance of restricted and deferred stock units | 54,243 | | | — | | | (1,354) | | | — | | | — | | | | | (1,354) | |
| Employee stock purchase plan | 36,585 | | | — | | | 2,091 | | | — | | | — | | | | | 2,091 | |
| Common stock issuance, net of costs | 529,736 | | | 1 | | | 39,084 | | | — | | | — | | | | | 39,085 | |
| Dividends paid ($1.44 per share) | — | | | — | | | — | | | (43,582) | | | — | | | | | (43,582) | |
| Balances, December 31, 2022 | 30,801,912 | | | 31 | | | 651,004 | | | 458,356 | | | 1,477 | | | | | 1,110,868 | |
| Net income | — | | | — | | | — | | | 84,987 | | | — | | | | | 84,987 | |
| Unrealized gain on investment, net of tax effect of $166 | — | | | — | | | — | | | — | | | 530 | | | | | 530 | |
| Adjustment to pension benefit plans, net of taxes of $80 | — | | | — | | | — | | | — | | | (216) | | | | | (216) | |
| Share-based compensation | — | | | — | | | 4,647 | | | (55) | | | — | | | | | 4,592 | |
| Issuance of restricted and deferred stock units | 67,164 | | | — | | | (2,259) | | | — | | | — | | | | | (2,259) | |
| Employee stock purchase plan | 34,122 | | | — | | | 2,141 | | | — | | | — | | | | | 2,141 | |
| Common stock issuance, net of costs | 1,119,806 | | | 1 | | | 80,658 | | | — | | | — | | | | | 80,659 | |
| Dividends paid ($1.52 per share) | — | | | — | | | — | | | (47,905) | | | — | | | | | (47,905) | |
| Balances, December 31, 2023 | 32,023,004 | | | $ | 32 | | | 736,191 | | | 495,383 | | | 1,791 | | | | | 1,233,397 | |
See Accompanying Notes to Consolidated Financial Statements.
SJW Group and Subsidiaries
CONSOLIDATED STATEMENTS OF CASH FLOWS
Years ended December 31 (in thousands)
| | | | | | | | | | | | | | | | | |
| 2021 | | 2020 | | 2019 |
| Operating activities: | | | | | |
| Net income before noncontrolling interest | $ | 60,478 | | | 61,515 | | | 23,627 | |
| Adjustments to reconcile net income to net cash provided by operating activities: | | | | | |
| Depreciation and amortization | 96,474 | | | 91,622 | | | 68,489 | |
| Deferred income taxes | (2,851) | | | (5,497) | | | (1,249) | |
| Share-based compensation | 4,246 | | | 3,553 | | | 3,406 | |
| Gain on sale of TWA, real estate investments and nonutility properties | (11,421) | | | (948) | | | (909) | |
| Allowance for equity funds used during construction | (1,926) | | | (1,249) | | | — | |
| Impairment of long-lived asset | 2,211 | | | — | | | — | |
| Changes in operating assets and liabilities, net of acquired assets and liabilities: | | | | | |
| Accounts receivable and accrued unbilled utility revenue | (5,931) | | | (18,918) | | | (3,860) | |
| Accounts payable and other current liabilities | 4,843 | | | (357) | | | 1,946 | |
| Accrued groundwater extraction charges, purchased water and power | (1,984) | | | 1,973 | | | 2,853 | |
| Tax receivable and accrued taxes | (6,416) | | | (3,557) | | | (6,044) | |
| Postretirement benefits | (4,312) | | | (2,965) | | | (4,000) | |
| Regulatory assets and liabilities excluding income tax temporary differences, net and postretirement benefits | (14,629) | | | (14,459) | | | 30,838 | |
| Up-front service concession payment | — | | | (5,000) | | | — | |
| Other noncurrent assets and noncurrent liabilities | 13,381 | | | 751 | | | 7,439 | |
| Other changes, net | (2,123) | | | (2,413) | | | 7,469 | |
| Net cash provided by operating activities | 130,040 | | | 104,051 | | | 130,005 | |
| Investing activities: | | | | | |
| Additions to utility plant: | | | | | |
| Company-funded | (233,933) | | | (195,323) | | | (164,325) | |
| Contributions in aid of construction | (17,096) | | | (17,096) | | | (13,563) | |
| Additions to real estate investment | (826) | | | (435) | | | (137) | |
| Payments for business/asset acquisitions | (23,587) | | | — | | | (835,465) | |
| Cost to retire utility plant, net of salvage | (2,781) | | | (2,556) | | | (5,026) | |
| Proceeds from sale of TWA, real estate investments and nonutility properties | 18,228 | | | 1,151 | | | 745 | |
| Net cash used in investing activities | (259,995) | | | (214,259) | | | (1,017,771) | |
| Financing activities: | | | | | |
| Borrowings from lines of credit | 96,625 | | | 276,174 | | | 105,349 | |
| Repayments of lines of credit | (208,722) | | | (218,289) | | | (192,055) | |
| Long-term borrowings | 247,000 | | | 85,000 | | | 590,000 | |
| Long-term borrowings held as restricted cash | — | | | 4,000 | | | 5,000 | |
| Repayments of long-term borrowings | (76,113) | | | (28,931) | | | (1,400) | |
| | | | | |
| Dividends paid | (40,137) | | | (36,509) | | | (34,134) | |
| Receipts of advances and contributions in aid of construction | 26,438 | | | 23,874 | | | 18,904 | |
| Refunds of advances for construction | (2,852) | | | (2,767) | | | (2,911) | |
| Issuance of common stock, net of issuance costs | 91,028 | | | — | | | (10) | |
| Other changes, net | (462) | | | (1,019) | | | (3,755) | |
| Net cash provided by financing activities | 132,805 | | | 101,533 | | | 484,988 | |
| Net change in cash, cash equivalents and restricted cash | 2,850 | | | (8,675) | | | (402,778) | |
| Cash, cash equivalents and restricted cash, beginning of year | 9,269 | | | 17,944 | | | 420,722 | |
| Cash, cash equivalents and restricted cash, end of year | 12,119 | | | 9,269 | | | 17,944 | |
| Less restricted cash, end of year | 1,211 | | | 4,000 | | | 5,000 | |
| Cash and cash equivalents, end of year | $ | 10,908 | | | 5,269 | | | 12,944 | |
| | | | | |
| Cash paid during the year for: | | | | | |
| Interest | $ | 58,175 | | | 59,955 | | | 32,138 | |
| Income taxes | $ | 8,466 | | | 10,380 | | | 16,448 | |
| Supplemental disclosure of non-cash activities: | | | | | |
| (Decrease) Increase in accrued payables for construction costs capitalized | $ | (5,436) | | | 1,448 | | | (516) | |
| Utility property installed by developers | $ | 2,659 | | | 9,779 | | | 3,077 | |
| | | | | | | | | | | | | | | | | |
| 2023 | | 2022 | | 2021 |
| Operating activities: | | | | | |
| Net income | $ | 84,987 | | | 73,828 | | | 60,478 | |
| Adjustments to reconcile net income to net cash provided by operating activities: | | | | | |
| Depreciation and amortization | 108,138 | | | 106,439 | | | 96,474 | |
| Deferred income taxes | (8,510) | | | (3,244) | | | (2,851) | |
| Stock-based compensation | 4,647 | | | 4,791 | | | 4,246 | |
| Allowance for equity funds used during construction | (2,114) | | | (1,551) | | | (1,926) | |
| Impairment of long-lived asset | — | | | — | | | 2,211 | |
| Gain on sale of nonutility properties and other assets | — | | | (6,197) | | | (11,421) | |
| Changes in operating assets and liabilities, net of acquired assets and liabilities: | | | | | |
| Accounts receivable and accrued unbilled revenue | (10,869) | | | (8,222) | | | (5,931) | |
| Accounts payable and other current liabilities | 492 | | | (1,388) | | | 4,843 | |
| Accrued groundwater extraction charges, purchased water and power | 4,772 | | | 2,507 | | | (1,984) | |
| Tax receivable and payable, and other accrued taxes | (22,415) | | | (11,954) | | | (6,416) | |
| Postretirement benefits | (1,549) | | | (7,108) | | | (4,312) | |
| Regulatory assets and liabilities excluding income tax temporary differences and postretirement benefits | 12,278 | | | 1,714 | | | (14,629) | |
| Other noncurrent assets and liabilities | 20,756 | | | 17,923 | | | 13,381 | |
| Other changes, net | 218 | | | (1,339) | | | (2,123) | |
| Net cash provided by operating activities | 190,831 | | | 166,199 | | | 130,040 | |
| Investing activities: | | | | | |
| Additions to utility plant: | | | | | |
| Company-funded | (271,772) | | | (218,784) | | | (233,933) | |
| Contributions in aid of construction | (16,855) | | | (22,935) | | | (17,096) | |
| Additions to nonutility assets and real estate investments | (24,244) | | | (631) | | | (826) | |
| Payments for business acquisitions | (7,537) | | | (433) | | | (23,587) | |
| Cost to retire utility plant, net of salvage | (2,097) | | | (2,520) | | | (2,781) | |
| Proceeds from sale of assets | — | | | 975 | | | 18,228 | |
| Other changes, net | 233 | | | — | | | — | |
| Net cash used in investing activities | (322,272) | | | (244,328) | | | (259,995) | |
| Financing activities: | | | | | |
| Borrowings from lines of credit | 146,415 | | | 158,779 | | | 96,625 | |
| Repayments of lines of credit | (134,493) | | | (62,197) | | | (208,722) | |
| Long-term borrowings | 70,000 | | | 55,000 | | | 247,000 | |
| | | | | |
| Repayments of long-term borrowings | (4,347) | | | (89,177) | | | (76,113) | |
| | | | | |
| Dividends paid | (47,905) | | | (43,582) | | | (40,137) | |
| Receipts of advances and contributions in aid of construction | 22,425 | | | 23,820 | | | 26,438 | |
| Refunds of advances for construction | (2,763) | | | (2,859) | | | (2,852) | |
| Issuance of common stock, net of issuance costs | 80,659 | | | 39,085 | | | 91,028 | |
| Other changes, net | (1,171) | | | (515) | | | (462) | |
| Net cash provided by financing activities | 128,820 | | | 78,354 | | | 132,805 | |
| Net change in cash, cash equivalents and restricted cash | (2,621) | | | 225 | | | 2,850 | |
| Cash, cash equivalents and restricted cash, beginning of year | 12,344 | | | 12,119 | | | 9,269 | |
| Cash, cash equivalents and restricted cash, end of year | 9,723 | | | 12,344 | | | 12,119 | |
| Less restricted cash, end of year | — | | | — | | | 1,211 | |
| Cash and cash equivalents, end of year | $ | 9,723 | | | 12,344 | | | 10,908 | |
| | | | | |
| Cash paid during the year for: | | | | | |
| Interest | $ | 67,508 | | | 63,677 | | | 58,175 | |
| Income taxes | $ | 23,020 | | | 6,853 | | | 8,466 | |
| Supplemental disclosure of non-cash activities: | | | | | |
| Accrued payables for additions to utility plant | $ | 35,904 | | | 22,561 | | | 20,579 | |
| Utility property installed by developers | $ | 3,341 | | | 2,433 | | | 2,659 | |
| Seller financing in asset acquisition, net of discount | $ | 15,400 | | | — | | | — | |
See Accompanying Notes to Consolidated Financial Statements.
SJW GROUP AND SUBSIDIARIES
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Years ended December 31, 2021, 20202023, 2022 and 20192021
(Dollars in thousands, except share and per share data)data and where otherwise noted)
Note 1.Organization and Operations
The accompanying consolidated financial statements have been prepared in accordance with accounting principles generally accepted in the United States of America (“GAAP”) and include the accounts of SJW Group, its wholly owned subsidiaries, and 2one variable interest entitiesentity in which 2one SJW Group subsidiaries aresubsidiary is the primary beneficiaries. The accounting policies of SJW Group’s subsidiaries comply with the applicable uniform system of accounts prescribed by the respective regulators.beneficiary. All intercompany transactions and balances have been eliminated in consolidation. The accounting policies of SJW Group’s subsidiaries comply with the applicable uniform system of accounts prescribed by the respective regulators and conform to generally accepted accounting principles for rate-regulated public utilities.
SJW Group’s subsidiaries are as follows:
Group is a holding company of San Jose Water Company (“SJWC”), is a regulated California water utility providing water service to approximately 231,000 connections that serve approximately 1000000 people in the greater metropolitan San Jose area. Approximately 92% of SJWC’s revenues are derived from the sale of water to residentialSJWTX Holdings, Inc., SJW Land Company, and business customers.
SJWNE LLC. SJWNE LLC is a special purpose entity holding company for SJW Group’s investment in Connecticut Water Service, Inc. Connecticut Water Service, Inc., headquartered in Connecticut, is a holding company for water utilities companies providing water service to approximately 140,000 connections that serve a population of approximately 456,000 people in 81 municipalities throughout Connecticut and Maine and more than 3,000 wastewater connections in Southbury, Connecticut. Connecticut Water Service, Inc. and its subsidiaries (“CTWS”) became a wholly-owned subsidiary of SJWNE LLC which is a wholly-owned subsidiary of SJW Group (see, Note 14, “Business Combinations”) in 2019. The(and its wholly owned subsidiaries, held by Connecticut Water Service, Inc. that provide utility water services are The Connecticut Water Company (“Connecticut Water”CWC”) and, The Maine Water Company (“Maine Water”MWC”). The remaining two subsidiaries are, Chester Realty, Inc., a real estate company in Connecticut, and New England Water Utility Services, Inc. (“NEWUS”), which. SJW Group, through its wholly owned subsidiaries, primarily provides contract water and sewer operationsutility and other related services in California, Connecticut, Maine and Texas. SJW Group has business in property management and real estate investment activity conducted by SJW Land Company and Chester Realty, Inc. In the third quarter of 2023, the corporate reorganization of our water related services.
services organization in Texas was completed. SJWTX Holdings, Inc. is the holding company for SJWTX, Inc. is, doing business as Canyon LakeThe Texas Water Service Company (“CLWSC”TWC”), Texas Water Operation Services, LLC (“TWOS”) and Texas Water Resources, LLC (“TWR”). CLWSCTWC is a public utility in the business of providing water service to approximately 24,000 service connections that serve a population of approximately 70,000 people. CLWSC’s service area comprises more than 266 square miles in the southern region of the Texas Hill Country in Bandera, Blanco, Comal, Hays, Kendall, Medina and Travis counties,Counties in the growing region between San Antonio and Austin, Texas. On December 17, 2021, CLWSC completed its acquisition ofTWC additionally provides wastewater service in Comal and Kendall West Utility and Bandera East Utility, companies that provide water services, including wastewater and recycled water services, in Kendall, Bandera and Medina counties which are located in south central Texas. Kendall West Utility and Bandera East Utility, together, added approximately 5,000 people through 1,600 service connections incounties. TWC also holds a service area approximately 19 square miles to CLWSC’s operations. SJWTX, Inc. has a 25% equity interest in Acequia Water Supply Corporation.Corporation (“Acequia”). Acequia has been determined to be a variable interest entity within the scope of ASCAccounting Standards Codification (“ASC”) Topic 810810—“Consolidation” with SJWTX, Inc.TWC as the primary beneficiary. As a result, Acequia has been consolidated with SJWTX, Inc. SJWTX, Inc is undergoing a corporate reorganization to separate regulated operations from non-tariffed activities. In November 2021, SJWTX Holdings, Inc. (“SJWTX Holdings”) and Texas Water Operation Services LLC (“TWOS”) were formed for the purpose of effecting a corporate reorganization of our water services organization in Texas.TWC. TWOS was created for non-tariffed service operations and is wholly-owned by SJWTX Holdings. SJWTX Holdings is a wholly-owned subsidiary of SJW Group, incorporatedTWR was formed to hold the investments in SJWTX, Inc. and TWOS. In addition, in 2022, SJWTX Holdings intends to create a new subsidiary to hold future wholesale water supply assets.
SJW Land Company owns a commercial property and undeveloped real estate property in the states of California and Tennessee and owns and operates commercial properties in the state of Tennessee.
Water sales are seasonal in nature and influenced by weather conditions. The timing of precipitation and climatic conditions can cause seasonal water consumption by customers to vary significantly. Revenue is generally higher in the warm, dry summer months when water usage and sales are greater and lower in the winter months when cooler temperatures and increased rainfall curtail water usage and sales.
Note 2.Summary of Significant Accounting Policies
Recently Adopted Accounting Principles
In December 2019, the Financial Accounting Standards Board (“FASB”) issued Accounting Standards Update (“ASU”) 2019-12, “Simplifying the Accounting for Income Taxes”, which simplifies the accounting for income taxes, eliminates certain exceptions within Topic 740, “Income Taxes”, and clarifies certain aspects of the current guidance to promote consistency among reporting entities. ASU 2019-12 was effective for SJW Group in the first quarter of fiscal year 2021. The adoption of ASU 2019-12 did not have a material impact on the consolidated financial statements.
Use of Estimates
The preparation of the consolidated financial statements in conformity with GAAP requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the consolidated financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates.
Depreciable Utility Plant and Equipment
The major components of depreciable plant and equipment as of December 31, 20212023 and 20202022 are as follows:
| | | | | | | | | | | |
| 2021 | | 2020 |
| Equipment | $ | 598,285 | | | 567,904 | |
| Transmission and distribution | 1,802,008 | | | 1,699,953 | |
| Office buildings and other structures | 981,615 | | | 930,203 | |
| Total depreciable plant and equipment | $ | 3,381,908 | | | 3,198,060 | |
| | | | | | | | | | | |
| 2023 | | 2022 |
| Source of supply | $ | 207,537 | | | 191,082 | |
| Pumping plant | 284,308 | | | 269,246 | |
| Water treatment plant | 354,617 | | | 327,492 | |
| Transmission and distribution plant | 2,820,358 | | | 2,615,640 | |
| General plant | 301,091 | | | 257,825 | |
| Total depreciable plant and equipment | $ | 3,967,911 | | | 3,661,285 | |
Depreciation is computed using the straight-line method over the estimated remaining service lives of groups of assets. The estimated service lives of depreciable plant and equipment are as follows:
| | | | | |
| | Useful Lives |
EquipmentSource of supply | 20 to 100 years |
| Pumping plant | 5 to 3570 years |
| Water treatment plant | 5 to 50 years |
| Transmission and distribution plant | 3510 to 75100 years |
Office buildings and other structuresGeneral plant | 74 to 5061 years |
For the years 2021, 20202023, 2022 and 2019,2021, depreciation expense as a percent of the beginning of the year balance of depreciable plant was approximately2.9%, 3.3% and 3.2%, 3.2% and 3.8%, respectively. Depreciation expense for utility plant for the years ended December 31, 2023, 2022 and 2021 2020was $104,325, $99,413 and 2019 was $91,906, $86,823 and $63,785, respectively. The cost of utility plant retired including retirement costs (less salvage), is charged to accumulated depreciation and no gain or loss is recognized.
As To the extent SJW Group recovers retirement costs through rates during the life of December 31, 2021the associated asset and 2020, accrued payables for additionsbefore the costs are incurred, these amounts result in a regulatory liability being reported based on the amounts previously recovered through customer rates until the costs to depreciable utility plant were $20,579 and $24,571, respectively.retire those assets are incurred.
Allowance For Funds Used During Construction (“AFUDC”)
AFUDC represents the capitalized costs of borrowed funds or a return on equity funds used to finance utility plant under construction and is capitalized as part of construction work in progress. AFUDC is recorded to the extent approved by the respective states’ utility regulators and is recovered through water rates as the utility plant depreciates. The amount of interestAFUDC debt capitalized in 2023, 2022 and 2021 2020was $2,900, $4,703 and 2019 was $4,422, $4,133 and $4,323, respectively. Interest on long-term debt is presented net of amountsAFUDC debt capitalized on the Consolidated Statement of Comprehensive Income. The amount of AFUDC equity funds capitalized in 2023, 2022 and 2021 2020was $2,114, $1,551 and 2019 was $1,926, $1,249 and $198, respectively, reflected in “Other, net” on the Consolidated Statement of Comprehensive Income. Prior to the merger with CTWS on October 9, 2019, SJW Group did not have AFUDC for equity funds.
Intangible Assets
IntangibleFinite-lived intangible assets are recorded at cost and are amortized using the straight-line method over the estimated useful life of the asset, ranging from 5 to 70 yearsyears. Indefinite-lived intangibles assets are not amortized, but instead are tested for impairment annually, or more frequently if events or changes in circumstances indicate that it is more likely than not that the asset is impaired. (see Note 8, “Utility Plant Intangible“Intangible Assets”).
Nonutility Properties and Real Estate Investments
Nonutility properties and Nonutility Properties
Realreal estate investments and nonutility properties are recorded at cost and consist primarily of land and buildings. Net gains and losses from the sale of nonutility properties and real estate investments and nonutility properties are recorded as a component of other (expense) income and operating expense, respectively, in the Consolidated Statements of Comprehensive Income. Nonutility property is property that is neither used nor useful in providing water utility services to customers and is excluded from rate base for rate-setting purposes. SJWC recognizes gain/gain or loss on the disposition of nonutility property in accordance with California Public Utilities Commission (“CPUC”) Code Section 790, whereby the net proceeds are reinvested back into property that is useful in providing water utility services to customers. CTWS and CLWSCTWC do not have regulatory restrictions on the use of proceeds from the sale of nonutility property. There is no depreciation associated with Water Utility Services nonutility property as it is all undeveloped land.
The major components of nonutility properties and real estate investments and nonutility propertiesare as follows as of December 31, 2021 and 2020 are as follows:31:
| | 2021 | | 2020 |
| 2023 | | | 2023 | | 2022 |
| Land | Land | $ | 12,615 | | | 14,168 | |
| Wholesale water supply assets | |
| Buildings and improvements | Buildings and improvements | 45,017 | | | 43,961 | |
| | Total real estate investments and nonutility properties | $ | 57,632 | | | 58,129 | |
| Subtotal | |
| Subtotal | |
| Subtotal | |
| Less: accumulated depreciation and amortization | |
| Total | |
Depreciation on buildings and improvements for real estate investments is computed using the straight-line method over the estimated useful lives of the assets, ranging from 7 to 39 years.
In March 2023, SJW Land Company entered into a broker agreement to sell its warehouse buildings and land property located in Knoxville, Tennessee. The company reclassified the Tennessee properties from held-and-used to held-for-sale at March 31, 2023. The Company’s intention is to complete the sale of these assets within a twelve-month period. The company records the Tennessee properties at the lower of their carrying value or estimated fair value less cost to sell, and also stopped recording depreciation on assets held for sale. SJW Group’s broker provides the estimated fair value of the Tennessee properties. No impairment has been recorded as the estimated fair value less cost to sell exceeds carrying value. The property is classified as part of the Real Estate Services reportable segment.
The sale of the Tennessee properties does not represent a strategic shift that has or will have a major effect on SJW Group; therefore, the sale does not qualify for treatment as a discontinued operation.
The following represents the major components of the Tennessee warehouse building and land property recorded in assets held-for-sale on the Consolidated Balance Sheets as of December 31, 2023:
| | | | | |
| 2023 |
| Land | $ | 13,170 | |
| Buildings and improvements | 44,950 | |
| |
| Subtotal | 58,120 | |
| Less: accumulated depreciation and amortization | 17,270 | |
| Total | $ | 40,850 | |
On October 29, 2021, SJWC sold two nonutility properties located in San Jose, California for $13,150. For the year ended December 31, 2022, SJW Group recognized the pre-tax gain on the sale of nonutility properties of $7,230, after selling expenses of $277 for one of the properties sold, and a gain of $5,442 which was deferred in 2021 pending the CPUC review. On February 15, 2022, the CPUC review was complete and SJWC recognized the deferred gain on sale of nonutility property in 2022.
A former wholly owned subsidiary of SJW Group, Texas Water Alliance, Limited was sold to Guadalupe-Blanco River Authority (“GBRA”) in 2017. The sales agreement with GBRA included a holdback amount of $3,000 to be paid to SJW Group on June 30, 2021, subject to reduction under certain conditions. SJW Group received the holdback amount without reduction from the GBRA on June 29, 2021 and recognized a pre-tax gain on sale of $3,000.
On October 29, 2021, San Jose Water sold 2 nonutility properties located in San Jose, California for $13,150. SJW Group recognized a pre-tax gain on the sale of nonutility properties of $7,230, after selling expenses of $277 for one of the properties sold, and a gain of $5,442 was deferred on the other nonutility property pending CPUC review. On February 15, 2022, the CPUC review was completed and the deferred gain will be recognized in the first quarter of 2022.
Also, on October 29, 2021, SJW Land sold undeveloped land located in San Jose, California for $2,600. SJW Group recognized a pre-tax gain on the sale of real estate investments of $927, after selling expenses of $121.
On September 28, 2020, SJWC sold 6 nonutility properties located in Los Gatos, California for $1,075. SJW Group recognized a pre-tax gain on the sale of real estate investments of $1,048, after selling expenses of $22.
Real estate investments include $58,330 and $57,273 as of December 31, 2021 and 2020, respectively, of assets that are leased or available for lease. The following schedule shows the future minimum rental payments to be received from third parties under operating leases that have remaining noncancelable lease terms in excess of one year as of December 31, 2021:2023:
| | Year ending December 31: | Year ending December 31: | Rental Revenue | Year ending December 31: | Rental Revenue |
| 2022 | $ | 4,251 | |
| 2023 | 4,230 | |
| 2024 | 2024 | 2,990 | |
| 2025 | 2025 | 2,912 | |
| 2026 | 2026 | 3,075 | |
| 2027 | |
| 2028 | |
| Thereafter | Thereafter | 4,753 | |
Business Combinations and Asset Acquisitions
SJW Group applies the provisions of Financial Accounting Standards CodificationBoard (“ASC”FASB”) ASC Topic 805—“Business “Business Combinations” for the purchase accounting related to business and asset acquisitions. First, SJW Group applies the guidance in Topic 805 to determine whether a transaction represents a business combination or an acquisition of assets. If the transaction is a business combination, Topic 805 requires SJW Group to recognize separately from goodwill the assets acquired and the liabilities assumed at the acquisition date fair values. Goodwill as of the acquisition date is measured as the excess of consideration transferred over the net of the acquisition date fair values of the assets acquired and the liabilities assumed. If the transaction is an acquisition of assets, the cost of the transaction, including transaction costs, is allocated to the individual assets acquired and liabilities assumed on a relative fair value basis without recognition of goodwill. While SJW Group uses best available estimates and assumptions to accurately value assets acquired and liabilities assumed at the acquisition date, such estimates are inherently uncertain and subject to refinement. AsFor business combinations, Topic 805 provides for a result, during the one year measurement
period from the acquisition date of up to one year, during which we may record adjustments to the assets acquired and liabilities assumed with the corresponding offset to goodwill. Upon the conclusion of the measurement period, or final determination of the values
of assets acquired or liabilities assumed, whichever comes first, any subsequent adjustments are recorded to our Consolidated Statements of Comprehensive Income. Accounting for business combinations and asset acquisitions requires SJW Group to make significant estimates and assumptions, especially at the acquisition date, including estimates for intangible assets, contractual obligations assumed and pre-acquisition contingencies. Although SJW Group believes that the assumptions and estimates we make are reasonable and appropriate, they are based in part on historical experience and information obtained from the acquired company’s management and are inherently uncertain. Events and circumstances may occur that may affect the accuracy or validity of such assumptions, estimates or actual results. The purchase price allocation process requires management to make significant estimates and assumptions with respect to intangible assets. Although SJW Group believes the assumptions and estimates made are reasonable, they are based in part on historical experience, market conditions and information obtained from management of the acquired companies and are inherently uncertain. Examples of critical estimates in valuing certain of the intangible assets we have acquired include, but are not limited to: future expected cash flows from services; historical and expected customer attrition rates and anticipated growth in revenue from acquired customers; the expected use of the acquired assets; and discount rates. See Note 1414, “Business Combinations”“Acquisitions” for further discussion.information on business combinations and asset acquisitions.Impairment of Long-Lived Assets and Goodwill
In accordance with the requirements of FASB ASC Topic 360—“Property, Plant and Equipment,” the long-lived assets of SJW Group, including property, plant and equipment and finite-lived intangible assets, are reviewed for impairment when changes in circumstances or events require adjustments toindicate that the carrying valuesamount of the assets.assets may not be recoverable. In assessing qualitative factors, SJW Group considers the impact of these key factors: change in industry and competitive environment, financial performance, and other relevant company-specific events. When such changes in circumstances or events occur, the company assesses recoverability by determining whether the carrying value of such assets will be recovered through the undiscounted expected future cash flows. To the extent an impairment exists, the asset is written down to its estimated fair value with a corresponding charge to operations in the period in which the impairment is identified. Long-lived assets consist primarily of utility plant in service, goodwill, regulatory assets, real estate investmentsNo impairments occurred during 2023 and intangible assets. SJW Group first performs a qualitative assessment to determine whether it is necessary to perform the quantitative impairment test. In assessing the qualitative factors, SJW Group considers the impact of these key factors: change in industry and competitive environment, financial performance, and other relevant Company-specific events. If SJW Group determines that as a result of the qualitative assessment it is more likely than not (> 50% likelihood) that the fair value is less than carrying amount, then a quantitative test is performed.2022. During the year ended December 31, 2021, SJW Group determined that an implementation project for a customer care billing system at CLWSCTWC will no longer be pursued and accordingly wrote-off $2,211 of accumulated costs for the project that were previously recorded as construction work in progress on the consolidated balance sheets. No impairments occurred during 2020 and 2019.Consolidated Balance Sheets.
Goodwill represents the excess of the purchase price paid over the estimated fair value of the assets acquired and liabilities assumed in the acquisition of a business. Goodwill is not amortized but is tested for impairment annually on October 1st or more frequently if an event occurs or circumstances change that would more likely than not, reduce the fair value of a reporting unit below its carrying amount. Indefinite-lived intangible assets, other than goodwill, are not amortized but are tested for impairment annually on October 1st or more frequently if an event occurs or circumstances change that would more likely than not reduce the fair value of indefinite-lived intangible assets below their carrying amount. In performing impairment tests of goodwill and indefinite-lived intangible assets, SJW Group first performs a qualitative assessment to determine whether it is necessary to perform the quantitative impairment test. In assessing the qualitative factors, SJW Group considers the impact of these key factors: change in industry and competitive environment, financial performance, macroeconomic conditions, and other relevant Company-specific events. If SJW Group determines that as a result of the qualitative assessment it is more likely than not (> 50% likelihood) that the fair value is less than carrying amount, then a quantitative test is performed. SJW Group’s goodwill is primarily associated with the recent merger with CTWS in 2019. As of October 1, 2021,2023, SJW Group performed a qualitative assessmentassessments of both goodwill and indefinite-lived intangible assets and found no indicators of impairment and therefore did not perform the quantitative impairment test.tests. No impairments of goodwill impairmentsor indefinite-lived intangible assets occurred during 2021, 20202023, 2022 or 2019.2021.
Cash and Cash Equivalents and Restricted Cash
Cash and cash equivalents primarily consistconsisted of cash on deposit with banks and short-term, highly liquid investments with original maturities of three months or less from the date of purchase.less. Restricted funds consistconsisted of proceeds from state revolving fund bond issuances to Maine WaterMWC of $4,000 on December 23, 2020, for capital expenditures. Proceeds arewere held by a trustee for the bonds and asreleased when the funding conditions are met, funds are released.were met. As of December 31, 2021, $2,789 of the proceeds from the December 23, 2020, bond were released by the trustee, and athe balance of $1,211 remains. No bond issuanceswas released during the year ended December 31, 2022.
Accounts Receivable
Accounts receivable are recorded at the invoiced amounts. The allowance for uncollectible accounts is SJW Group’s best estimate of this nature took place during 2021.credit losses in its existing accounts receivable and is determined based on current expected losses. The estimate is based on historical loss information adjusted for current conditions. Accounts balances are written off against the allowance when it is probable the receivable will not be recovered or is over a certain number of days outstanding.
Financial Instruments and Investments
The following instruments are not measured at fair value on the company’s consolidated balance sheetsConsolidated Balance Sheets but require disclosure of fair values: cash and cash equivalents, accounts receivable, accounts payable, and accounts payable.lines of credit. The estimated fair value of such instruments approximates their carrying value as reported on the consolidated balance sheets.Consolidated Balance Sheets. The fair value of such
financial instruments are determined using the income approach based on the present value of estimated future cash flows. The fair value of these instruments would be categorized as Level 2 in the fair value hierarchy, with the exception of cash and cash equivalents, which would be categorized as Level 1. The fair value of long-term debt is discussed in Note 6, “Long-Term Debt” and pension plan assets in Note 11, “Benefit Plans”.Plans.”
SJW Group has investments in company owned life insurance which are valued at cash surrender value of the policies as reported by the insurer. The value of these contracts is based principally on a referenced pool of investment funds that actively redeem shares, are observable and measurable, and are presented in “Other investments”“Investments” on SJW Group’s Consolidated Balance Sheets. As of December 31, 20212023 and 2020,2022, the value of the company owned life insurance was $8,026$8,220 and $8,026,$7,342, respectively, of which $4,191$3,937 and $4,311,$3,420, respectively, was related to assets to fund CTWS’ supplemental retirement plan agreements. See discussion on pension plans in Note 11, “Benefit Plans”.Plans.” Income Taxes
Income taxes are accounted for using the asset and liability method. Deferred tax assets and liabilities are recognized for the effect of temporary differences between financial and tax reporting. Deferred tax assets and liabilities are measured using current tax rates in effect. The effect on deferred tax assets and liabilities of a change in tax rates is recognized in the period that includes the enactment date.
To the extent permitted by the regulators, investment tax credits resulting from public utility plant additions are deferred and amortized over the estimated useful lives of the related property. In addition, investment tax credits resulting from other asset additions are recognized in the year the property is put in service.
Advances for Construction and Contributions in Aid of Construction
In California, advances for construction received after 1981 are primarily refunded ratably over 40 years. In Connecticut and Maine, advances for construction are refunded as services are connected to the main, over periods not exceeding 15 years and in Texas advances for construction are non-refundable. Estimated refunds for the next five years and thereafter are shown below:
| | | | Estimated Refunds | | Estimated Refunds |
| 2022 | $ | 3,609 | |
| 2023 | 3,548 | |
| 2024 | 2024 | 3,282 | |
| 2025 | 2025 | 3,030 | |
| 2026 | 2026 | 2,809 | |
| 2027 | |
| 2028 | |
| Thereafter | Thereafter | 49,582 | |
As of December 31, 2021,2023, advances for construction were $130,693$146,582 of which $36,388$55,170 was related to non-refundable advances for construction and $28,445$30,437 was related to advances which are refunded based on service connections made. As of December 31, 20212023 and 2020,2022, the fair value of the advances for construction refunded ratably over 40 years is $51,067$40,915 and $50,391,$44,715, respectively.
Contributions in aid of construction represent funds or property received from developers that are not refundable under applicable regulations. Depreciation applicable to utility plant constructed with these contributions is charged to contributions in aid of construction.
Customer advances and contributions in aid of construction received subsequent to 1986 and prior to June 12, 1996, generally must be included in federal taxable income, except for CTWS. Taxes paid relating to advances and contributions are recorded as deferred tax assets for financial reporting purposes and are amortized over 40 years for advances and over the tax depreciable life of the related asset for contributions. Receipts subsequent to June 12, 1996, are generally exempt from federal taxable income, unless specifically prescribed under treasury regulations, including CTWS.
Advances and contributions received subsequent to 1991 and prior to 1997 are included in state taxable income, except for CTWS.
Asset Retirement Obligation
SJW Group’s asset retirement obligation is recorded as a liability included in other non-current liabilities. It reflects principally the retirement costs of wells and other anticipated clean-up costs, which by law, must be remediated upon retirement. Retirement costs have historically been recovered through rates at the time of retirement. As a result, a regulatory asset is also recorded.
As of December 31, 20212023 and 2020,2022, the asset retirement obligation is as follows:
| | 2021 | | 2020 |
| Retirement obligation | $ | 4,511 | | | 4,619 | |
| 2023 | | | 2023 | | 2022 |
| Estimated future retirement costs | |
| Discount rate | Discount rate | 6 | % | | 6 | % | Discount rate | 6 | % | | 6 | % |
| | Retirement obligation, present value | Retirement obligation, present value | $ | 925 | | | 939 | |
| | Retirement obligation, present value | |
| | Retirement obligation, present value | |
Revenue
Management has determined that the company has principally five categories of revenues.
The first category is recognized in accordance withSJW Group recognizes revenue under ASC Topic 606- “Revenue606—“Revenue from Contracts with Customers” and representsfor metered revenue of Water Utility Services, which includes billings to customers based on meter readings plus an estimate of water used between the customers’ last meter reading and the end of the accounting period. SJW Group satisfies its performance obligation upon delivery of water to the customer at which time the customer consumes the benefits provided by the company. The customer is typicallygenerally billed on a quarterly, monthly, or bi-monthly basis after water delivery has occurred. The customer is charged both a service charge which is based upon meter size and covers a portion of the fixed costs of furnishing water to the customer and a consumption charge based on actual water usage. Unbilled revenue from the last meter reading date to the end of the accounting period is estimated based on the most recent usage patterns, production records and the effective tariff rates. As the company has the right to bill for services that it has provided, SJW Group estimates the dollar value of deliveries during the unbilled period and recognizes the associated revenue. Actual results could differ from those estimates, which may result in an adjustment to revenue when billed in a subsequent period.
The second category is recognized in accordance withSJW Group also recognizes revenue under ASC Topic 980-605-25, “Alternative980-605-25—“Alternative Revenue Programs”.Programs.” Under Programsprograms established by the CPUC and Public Utilities Regulatory Authority of Connecticut (“PURA”), allowing for automatic adjustment of future rates, the company recognizes revenue when it is objectively determinable, probable of recovery and expected to be collected within 24 months of the year-end in which the revenue is recognized. A reserve, based on an estimate of actual usage over the recovery period, is recorded for any amounts SJW Group estimates will not be collected within the 24-month period. SJW Group’s alternative revenue programs include SJWC’s Water Conservation Memorandum Account (“WCMA”) and CTWS’s Water Rate Adjustment mechanism (“WRA”).
• See further discussion on WCMA and WRA in The WCMA allows SJWC to track lost revenue, net of related water costs, associated with reduced sales due to water conservation and associated calls for water use reductions. SJWC records the lost revenue captured in the WCMA balancing accounts. In 2021, with the declaration of a drought emergency and conservation mandates in California by Governor Gavin Newsom and Santa Clara Valley Water District (“Valley Water”)Note 3, SJWC obtained approval to reestablish a WCMA effective July 20, 2021. For the year ended December 31, 2021, SJWC recognized $3,243 in lost revenues accumulated in the WCMA. In December 2019, CPUC denied SJWC’s request to recover the 2018 WCMA balance due to drought mandatory conservation mandates that ended in 2017. As a result of the decision, during the year ended December 31, 2019, SJWC wrote off a total balance of $9,386 related to 2018 lost revenue and $639 related to 2019 lost revenue that was recorded in the 2018 and 2019 WCMA accounts, respectively.“Regulatory Matters.”•The WRA allows Connecticut Water to mitigate risk associated with changes in demand. The WRA is used to reconcile actual water demands with the demands projected in the most recent general rate case and allows companies to implement a surcharge or surcredit as necessary to recover theSJW Group’s revenues approved in the general rate case. The WRA allows the company to defer, as a regulatory asset or liability, the amount by which actual revenues deviate from the revenues allowed in the most recent general rate proceedings.
The third and fourth category representsalso reflect the impact of other balancing and memorandum accounts and other regulatory mechanisms that are accounted for under FASB ASC Topic
980 - “Regulated Operations”.980—“Regulated Operations.” Balancing and memorandum accounts are recognized
by SJWC when it is probable that future recovery of previously incurred costs or future refunds that are to be credited to customers will occur through the ratemaking process.
See further discussion in Note 3, “Regulatory Matters.”The last category,SJW Group also recognizes revenue from rental income, which represents lease rental income. Tenants pay monthly in accordance with lease agreements and SJW Group recognizes the income ratably over the lease term as this is the most representative of the pattern in which the benefit is expected to be derived from SJW Group’s underlying asset.
Detail of SJW Group’s revenue is as follows for the years ended December 31:The major streams of revenue for SJW Group are as follows:
| | | | 2021 | | 2020 | | 2019 | | 2023 | | 2022 | | 2021 |
| Revenue from contracts with customers | Revenue from contracts with customers | $ | 559,568 | | | 549,270 | | | 447,720 | |
| Alternative revenue programs, net | Alternative revenue programs, net | 5,304 | | | (493) | | | (18,232) | |
| Other balancing and memorandum accounts, net | 5,138 | | | 11,856 | | | (30,092) | |
| Other regulatory mechanisms, net | (1,703) | | | (1,639) | | | 15,689 | |
| Other balancing and memorandum accounts and regulatory mechanisms, net | |
| Rental income | Rental income | 5,379 | | | 5,532 | | | 5,397 | |
| $ | 573,686 | | | 564,526 | | | 420,482 | |
| $ | |
Revenue also includes a surcharge collected from regulated customers that is paid to the CPUC. This surcharge is recorded both in operating revenues and administrative and general expenses. For the years ended December 31, 2021, 20202023, 2022 and 2019,2021, the surcharge was $5,691, $4,911$4,085, $6,121 and $4,955,$5,691, respectively.
Share-Based Compensation
SJW Group calculates the fair value of service-based and performance-based restricted stock awards based on the grant date fair value of the company’s stock price reduced by the present value of the dividends expected to be declared on outstanding shares.
SJW Group utilizes the Monte Carlo valuation model, which requires the use of subjective assumptions, to compute the fair value of market-vesting restricted stock units.
The compensation cost for service-based restricted stock awards are charged to income on a straight-line basis over the requisite service period, which is the vesting period. For performance-based stock awards, compensation expense is charged to income on a straight-line basis over the requisite service period based on expected attainment of performance targets. Changes in the estimates of the expected attainment of performance targets will result in a change in the number of shares that are expected to vest which may cause a cumulative catch up for the amount of share-based compensation expense during each reporting period in which such estimates are altered. Forfeitures are accounted for as they occur.
Earnings per Share
Basic earnings per share is calculated using income available to common stockholders, divided by the weighted average number of shares outstanding during the year.period. Diluted earnings per share is calculated using income available to common stockholders divided by the weighted average number of shares of common stock including both shares outstanding and shares potentially issuable in connection with deferred restricted common stock awards under SJW Group’s Long-Term Incentive Planlong-term incentive plans, shares potentially issuable under the performance stock plans assumed through the business combination with CTWS, and shares potentially issuable under the Employee Stock Purchase Plans.SJW Group’s employee stock purchase plans. Restricted common stock units of 16,347, 22,39614,193, 25,127 and 27,08216,347 as of December 31, 2021, 20202023, 2022 and 2019,2021, respectively, were excluded from the dilutive earnings per share calculation as their effect would have been anti-dilutive.
Reclassifications
Certain reclassifications have been made to prior periods in the Consolidated Financial Statements and Notes to conform to the current presentation.
New Accounting Standards
In November 2023, the FASB issued Accounting Standards Update (“ASU”) 2023-07, “Improvements to Reportable Segment Disclosures.” (“ASU 2023-07”). Among other changes, the ASU requires disclosure of significant segment expenses and extends certain annual disclosures to interim periods. The ASU is effective for SJW Group beginning with its annual financial statements for the year ending December 31, 2024. Early adoption is permitted. SJW Group is currently evaluating the requirements of ASU 2023-07.
In December 2023, the FASB issued ASU 2023-09, “Improvements to Income Tax Disclosures.” The ASU amends certain income tax disclosure requirements, including adding requirements to present the reconciliation of income tax expense computed at the statutory rate to actual income tax expense using both percentages and amounts and providing a disaggregation of income taxes paid. Further, certain disclosures are eliminated, including the current requirement to disclose information on changes in unrecognized tax benefits in the next 12 months. The ASU is effective for SJW Group beginning with its annual financial statements for the year ending December 31, 2025. Early adoption is permitted. SJW Group is currently evaluating the requirements of ASU 2023-09.
Note 3.Regulatory Matters
Regulation
Water Utility Services, excluding non-tariffed activities, are subject to rate regulation based on cost recovery and meets the criteria of accounting guidance for rate-regulated operations under ASC Topic 980, which considersaffects the timing of the recognition of certain revenues and expenses. SJW Group’s consolidated financial statements reflect the effectsactions of regulators in the rate-making process. The rate-making process is intended to provide revenues sufficient to recover normal operating expenses, provide funds for replacement of water infrastructure and produce a fair and reasonable return on stockholder common equity.
Regulatory Assets, Net
Water Utility Services, excluding non-tariffed activities, recognizes regulatory assets and liabilities for amountsincurred costs that are deemed probable of recovery from customers. Also, Water Utility Services recognizes regulatory liabilities for amounts expected to be refunded to customers in the rate-making process and for amounts collected in advance of the related expenditures. Regulatory assets or refund to, customers. Determining probabilityliabilities are also recognized for special revenue programs such as WCMA and WRA in accordance with guidance on alternative revenue programs under ASC Topic 980. Application of ASC 980, including determining whether recovery is probable, requires significant judgementjudgment by management and includes assessing evidence that may exist prior to regulatory authorization, including regulatory rules and decisions, historical ratemaking practices, and other facts and circumstances that would indicate that recovery or refund is probable.
If the regulated utility determines that it is no longer probable that regulatory assets or liabilities would be recovered or reflected in future rates,refunded through the regulatory process, or if the utility ceased to be subject to rate regulation, the affected regulatory assets and liabilities would be charged againstderecognized with a corresponding adjustment to income in the period in which that determination was made. If regulatory accounting did not apply, the utility’s future financial results could become more volatile as compared to historical financial results due to the differences in the timing of expense or revenue recognition.
The company adjusts the related asset and liabilities for these items through its regulatory asset and liability accounts at year-end, except for certain postretirement benefit costs and balancing and memorandum accounts which are adjusted monthly.
Rate-regulated enterprises are required to charge a regulatory asset to earnings if and when it is determined that the asset is no longer probable of recovery. SJW Group continually evaluates the recoverability of regulatory assets by assessing whether the amortization of the balance over the remaining life can be recovered through expected and undiscounted future cash flows.
SJW Group’s net regulatory assets not earning a return primarily included postretirement pensions and other medical benefits unfunded amounts, and business combinations debt premium, net. The total amount of net regulatory assets not earning a return at December 31, 2021 and 2020, either by interest on the regulatory asset/liability or as a component of rate base at the allowed rate of return was $84,887 and $119,236, respectively.
Regulatory assets, net are comprised of the following as of December 31:
| | | | | | | | | | | |
| 2021 | | 2020 |
| Regulatory assets: | | | |
| Income tax temporary differences, net (a) | $ | 22,420 | | | 6,230 | |
| Postretirement pensions and other medical benefits | 62,197 | | | 94,362 | |
| Business combinations debt premium | 19,937 | | | 22,479 | |
| Balancing and memorandum accounts, net | 38,334 | | | 25,463 | |
| WRA (b) | 2,588 | | | 323 | |
| Other, net (c) | 9,145 | | | 9,373 | |
| Total regulatory assets, net | 154,621 | | | 158,230 | |
| Less: current regulatory asset, net | 2,629 | | | 1,748 | |
| Total regulatory assets, net, less current portion | $ | 151,992 | | | 156,482 | |
| | | |
| | | |
| | | |
| | | |
___________________________________(a)The company expects to recover regulatory assets related to plant depreciation income tax temporary differences over the average lives of the plant assets of between 5 to 75 years.
(b)WRA is a Connecticut Water decoupling mechanism that qualifies as an alternative revenue program. It is used to reconcile actual water demands with the demands projected in the most recent general rate case and allows companies to implement a surcharge or surcredit as necessary to recover the revenues approved in the general rate case.
(c)Other, net includes other regulatory mechanisms, accrued benefits for vacation, and asset retirement obligations that have not yet been passed through in rates.
Balancing and Memorandum Accounts
In California, the CPUCSJWC has established a balancing account mechanismaccounts for the purpose of tracking the under-collection or over-collection associated with expense changes and the revenue authorized by the CPUC to offset those expense changes. In 2022, SJWC’s general rate case decision approved the use of the Full Cost Balancing Account to track the water supply costs and energy consumption. The Monterey Water Revenue Adjustment (“MWRAM”) balancing account tracks the difference between the revenue received for actual metered sales through the tiered volumetric rate and the revenue that would have been received with the same actual metered sales if a uniform rate would have been in effect.
SJWC also maintains memorandum accounts to track revenue impacts due to catastrophic events, certain unforeseen water quality expenses related to new federal and state water quality standards, energy efficiency, water conservation, water tariffs, and other approved activities or as directed by the CPUC.
The WCMA allows SJWC to track lost revenue, net of related water costs, associated with reduced sales due to water conservation and associated calls for water use reduction. SJWC records the lost revenue captured in the WCMA balancing accounts. Applicable drought surcharges collected are used to offset the revenue losses tracked in the WCMA. Mandatory water conservation requirements from Santa Clara Valley Water District (“Valley Water”) ended on April 11, 2023, which also ended SJWC’s Mandatory Conservation Plan, that included drought allocations and surcharges. On October 2, 2023, the CPUC approved the continuation of WCMA and Water Conservation Expense Memorandum Account under the voluntary call for conservation effective April 20, 2023. All balancing accounts and memorandum-typememorandum accounts not included for recovery or refund in the current general rate casecustomer rates will be reviewed by the CPUC in SJWC’s next general rate case or at the time an individual account balance reaches a threshold of 2% of authorized revenue, whichever occurs first.
CWC has been authorized by PURA to utilize WRA, a decoupling mechanism, to mitigate risks associated with changes in demand. The WRA is used to reconcile actual water demands with the demands projected in the most recent general rate case and allows the company to implement a surcharge or sur-credit as necessary to recover or refund the revenues approved in the general rate case. The WRA allows the company to defer, as a regulatory asset or liability, the amount by which actual revenues deviate from the revenues allowed in the most recent general rate proceedings.
As of December 31, 2021,2023 and 2022, SJW Group’s regulatory assets not earning a return primarily included unrecognized pensions and other postretirement benefits and business combinations debt premium. The total amount of regulatory assets not earning a return at December 31, 2023 and 2022, either by interest on the total balance in SJWC’s balancingregulatory asset or as a component of rate base at the allowed rate of return was $43,141 and memorandum accounts combined, including interest, that has not been recorded into the financial statements was a net under-collection of $2,312.$66,373, respectively.
SJWC metRegulatory Assets and Liabilities
Regulatory assets and liabilities are comprised of the recognition requirements for certainfollowing as of its balancing and memorandum accounts and certain amounts subjectDecember 31:
| | | | | | | | | | | |
| 2023 | | 2022 |
| Regulatory assets: | | | |
| Income tax temporary differences (a) | $ | 157,669 | | | 137,860 | |
| Unrecognized pensions and other postretirement benefits (b) | 24,593 | | | 45,799 | |
| Business combinations debt premium (c) | 14,855 | | | 17,396 | |
| Employee benefit costs (d) | 9,815 | | | 8,068 | |
| MWRAM (e) | 9,361 | | | 10,864 | |
| Customer Assistance Program (“CAP”) balancing account (f) | 5,457 | | | 3,417 | |
| Catastrophic event memorandum accounts (“CEMA”) (g) | 4,819 | | | 3,485 | |
| 2022 general rate case interim memorandum account (h) | 4,571 | | | 20,650 | |
| Water supply costs (i) | 583 | | | 9,873 | |
| Other (j) | 8,463 | | | 8,363 | |
| Total regulatory assets | 240,186 | | | 265,775 | |
| Less: current regulatory asset (k) | 4,276 | | | 19,740 | |
| Total regulatory assets, less current portion | $ | 235,910 | | | 246,035 | |
| Regulatory liabilities: | | | |
| Cost of removal (l) | $ | 346,418 | | | — | |
| Future income tax benefits due to customers (m) | 88,610 | | | 94,426 | |
| Unrecognized pensions and other postretirement benefits (b) | 20,196 | | | 14,307 | |
| Revenue adjustment mechanisms (n) | 5,536 | | | 9,528 | |
| Other (o) | 3,407 | | | 4,171 | |
| Total regulatory liabilities | 464,167 | | | 122,432 | |
| Less: current regulatory liabilities (p) | 3,059 | | | 3,672 | |
| Total regulatory liabilities, less current portion | $ | 461,108 | | | 118,760 | |
___________________________________(a)Consists primarily of temporary income tax differences that are flowed through to balancing and memorandum accounts and recordedcustomers, which will be recovered in future rates as these temporary differences reverse. The company expects to recover regulatory assets net, as follows:
| | | | | | | | | | | | | | | | | | | | | | | | | |
| | For the year ended December 31, 2021 |
| Beginning Balance | | Regulatory Asset
Increase (Decrease) | | Refunds (Collections)
Adjustments | | | | Ending
Balance |
| Revenue accounts: | | | | | | | | | |
| Monterey Water Revenue Adjustment Mechanism (“MWRAM”) | $ | 12,077 | | | 4,788 | | | 1 | | | | | 16,866 | |
| WCMA (a) | 666 | | | 3,243 | | | (375) | | | | | 3,534 | |
| Cost of capital memorandum accounts | (1,561) | | | (2) | | | — | | | | | (1,563) | |
| Tax memorandum account | 333 | | | — | | | — | | | | | 333 | |
| All others | (1,472) | | | 750 | | | 3 | | | | | (719) | |
| Total revenue accounts | 10,043 | | | 8,779 | | | (371) | | | | | 18,451 | |
| | | | | | | | | |
| Cost-recovery accounts: | | | | | | | | | |
| Water supply costs | 8,123 | | | 2,421 | | | 1 | | | | | 10,545 | |
| Pension | 3,478 | | | 1,464 | | | (1) | | | | | 4,941 | |
| PRVMA (b) | 1,108 | | | 1 | | | (402) | | | | | 707 | |
| CEMA (c) | 2,266 | | | 979 | | | — | | | | | 3,245 | |
| All others | 445 | | | — | | | — | | | | | 445 | |
| Total cost-recovery accounts | 15,420 | | | 4,865 | | | (402) | | | | | 19,883 | |
| | | | | | | | | |
| Total | $ | 25,463 | | | 13,644 | | | (773) | | | | | 38,334 | |
| | | | | | | | | | | | | | | | | | | | | | | | | |
| | For the year ended December 31, 2020 |
| Beginning Balance | | Regulatory Asset
Increase (Decrease) | | Refunds (Collections)
Adjustments | | | | Ending
Balance |
| Revenue accounts: | | | | | | | | | |
| MWRAM | $ | 7,015 | | | 2,464 | | | 2,598 | | | | | 12,077 | |
| WCMA | 708 | | | — | | | (42) | | | | | 666 | |
| Cost of capital memorandum accounts | (1,553) | | | (8) | | | — | | | | | (1,561) | |
| Tax memorandum account | (6,643) | | | (2) | | | 6,978 | | | | | 333 | |
| All others | (1,467) | | | 62 | | | (67) | | | | | (1,472) | |
| Total revenue accounts | (1,940) | | | 2,516 | | | 9,467 | | | | | 10,043 | |
| | | | | | | | | |
| Cost-recovery accounts: | | | | | | | | | |
| Water supply costs | 4,328 | | | 3,828 | | | (33) | | | | | 8,123 | |
| Pension | 2,449 | | | 1,008 | | | 21 | | | | | 3,478 | |
| PRVMA (b) | — | | | 1,219 | | | (111) | | | | | 1,108 | |
| CEMA (c) | — | | | 2,266 | | | — | | | | | 2,266 | |
| All others | 446 | | | 3 | | | (4) | | | | | 445 | |
| Total cost-recovery accounts | 7,223 | | | 8,324 | | | (127) | | | | | 15,420 | |
| | | | | | | | | |
| Total | $ | 5,283 | | | 10,840 | | | 9,340 | | | | | 25,463 | |
(a)In 2021, withrelated to plant depreciation income tax temporary differences over the declarationlives of a drought emergency and conservation mandates in California by Governor Gavin Newsom and Valley Water, SJWC obtained approvalthe plant assets, which are between 4 to reestablish a WCMA effective July 20, 2021. For the year ended December 31, 2021, SJWC recognized $3,243 in lost revenues accumulated in the WCMA.100 years.
(b)On August 27, 2020, the Hydro Generation Research, DevelopmentRepresents actuarial losses and Demonstration Memorandum Account (“PRVMA”) costsgains and prior service cost that have not yet been recognized as components of $1,219 were approvednet periodic benefit cost for recovery by the CPUC.certain pension and other postretirement benefit plans.
(c)On March 4, 2020,Consists of debt fair value adjustments recognized through purchase accounting for the California Governor declared a Statecompleted merger with CTWS in 2019.
(d)Includes deferrals of Emergencypension and other postretirement benefit expense and cost of accrued benefits for vacation.
(e)MWRAM is described in the previous section.
(f)Represents costs associated with SJWC’s CAP.
(g)Primarily related to increased bad debt expenses associated with SJWC’s response to COVID-19. In response, theThe CPUC ordered its regulated water utilities to implement emergency customer protections in accordance with the Company’s Disaster Relief Customer Protections and Outreach Plan, including waiving reconnection deposits, offering payment arrangements, suspending water service disconnections due to non-payment and requiring water utilities to develop a transition plan regarding shutoffs and terminations with customers once the moratorium ends. The customer protections currently extend through February 1, 2022. As a result, CPUChas authorized water utilities to activate a COVID-19 Catastrophic Event Memorandum Account (“CEMA")CEMA accounts in order to track savings and costs related to SJWC’s response to catastrophic events, which includes external labor and materials, increases in bad debt from the suspension of shutoffs for non-payment, waived deposits and reconnection fees, and divergence from actual versus authorized usage.
(h)Represents the difference between revenues collected in interim rates in effect as of January 1, 2022 and revenues that would result from rates authorized in SJWC’s 2022 general rate case retroactive to January 1, 2022.
(i)Reflects differences in actual water supply costs compared to amounts assumed in setting rates, including applicable changes and variations in costs and quantities that affect the overall mix of the water supply.
(j)Other includes other balancing and memorandum accounts and regulatory mechanisms, deferred costs for certain information technology activities, asset retirement obligations and rate case expenses.
(k)As of December 31, 2023, primarily relates to MWRAM. As of December 31, 2022, primarily relates to the 2022 general rate case interim memorandum account.
(l)Represents amounts collected in rates from customers for estimated costs to retire assets at the end of their expected useful lives before the costs are incurred. During 2023, the Company completed a new depreciation study and as of December 31, 2023, recorded a classification adjustment of $346,418 as cost of removal regulatory liabilities. As of December 31, 2022, cost of removal regulatory liabilities of $316,647 are included in net utility plant - accumulated depreciation and amortization. Management has concluded a classification adjustment to the prior year balance sheet is not necessary because the impact is immaterial.
(m)On December 22, 2017 the Tax Act was signed into law. The Tax Act included a reduction in the federal income tax rate from 35% to 21%. The rate reduction was effective on January 1, 2018 and resulted in a regulatory liability for the excess deferred income taxes. The benefit of amortization of excess deferred income taxes flows back to the customers under current normalization rules and agreed upon methods with the commissions.
usage. The CEMA was activated for SJWC through the filing(n)Consists of Advice Letter 546 on March 19, 2020. SJWC anticipates requesting recovery of the COVID-19 pandemic response costs in a future general rate case or other filings. SJWC has determined that future recovery of the account is probableWRA and recognized a regulatory asset of $979 and $2,266WCMA, which are described in the years endedprevious section.
(o)Other includes other balancing and memorandum accounts, other regulatory mechanisms and accrued tank painting costs.
(p)As of December 31, 20212023 and 2020, respectively.2022, primarily relates to WRA.
Note 4.Capitalization
SJW Group is authorized to issue 70,000,000 shares of common stock of $0.001 par value per share. At December 31, 20212023 and 2020, 30,181,3482022, 32,023,004 and 28,556,605,30,801,912, respectively, shares of common stock were issued and outstanding.
As of December 31, 20212023 and 2020,2022, 1,000,000 shares of preferred stock of $0.001 par value per share were authorized for SJW Group. At December 31, 20212023 and 2020,2022, no shares of preferred stock were issued or outstanding.
In March 2023, SJW Group entered into Amendment No. 1 to the equity distribution agreement (the “Equity Distribution Agreement”), dated November 17, 2021, between SJW Group and J.P. Morgan Securities LLC, Janney Montgomery Scott LLC, RBC Capital Markets, LLC and Wells Fargo Securities, LLC, pursuant to which the company may offer and sell shares of its common stock, $0.001 par value per share, from time to time in “at-the-market” offerings, having an aggregate gross sales price of up to $240,000. For the year ended December 31, 2023, SJW Group issued and sold a total of 1,119,806 shares of common stock with a weighted average price of $73.68 per share and received $80,659 in net proceeds under the Equity Distribution Agreement. Since the inception of the Equity Distribution Agreement, SJW Group has issued and sold 2,004,657 shares of common stock with a weighted average price of $73.57 for a total net proceeds of $143,998 and has a remaining $92,509 under the Equity Distribution Agreement to issue into shares.
On March 8, 2021, SJW Group entered into an underwriting agreement with J.P. Morgan Securities LLC, as the representative of the several underwriters named therein (the “Underwriters”), which provided for the issuance and sale by SJW Group to the Underwriters 1,030,000 shares of common stock, par value $0.001 per share, in an underwritten public offering (the “Offering”). The shares in the Offering were sold at a public offering price of $59.00 per share. SJW Group also granted the Underwriters an option to purchase up to 154,500 additional shares of common stock, which was exercised in full. The Offering closed on March 11, 2021, and the offering of option shares closed on March 16, 2021. SJW Group received net proceeds of approximately $66,775 from the Offering and the sale of option shares, after deducting the underwriting discounts and commissions and offering expenses. SJW Group used the proceeds from the offerings to pay down a bank line of credit agreement, dated as of June 1, 2016, between SJWC and JPMorgan Chase Bank, N.A. and for general corporate purposes, which included, among other things, financing infrastructure improvements and other capital expenditures, repayment of debt or other corporate obligations and working capital.
On November 17, 2021, SJW Group entered into an equity distribution agreement (the “Equity Distribution Agreement”) with J.P. Morgan Securities LLC, Janney Montgomery Scott LLC, RBC Capital Markets, LLC and Wells Fargo Securities, LLC (each a “Sales Agent” and, collectively, the “Sales Agents”), pursuant to which the Company may offer and sell shares of its common stock, $0.001 par value per share (the “Shares”), from time to time in “at-the-market” offerings, having an aggregate gross sales price of up to $100,000 (the “Offering”). Pursuant to the Equity Distribution Agreement, the Shares may be offered and sold through the Sales Agents in transactions that are deemed to be “at-the-market” offerings as defined in Rule 415 under the Securities Act of 1933, as amended, including sales by means of ordinary brokers’ transactions on the New York Stock Exchange or otherwise at market prices prevailing at the time of sale, at prices related to the prevailing market prices or at negotiated prices, in block transactions, or as otherwise agreed upon by the Company and the Sales Agents. Proceeds from the sale of the shares under the Equity Distribution Agreement can be used in the financing of acquisitions, including the acquisition of the Kendall West and Bandera East utilities in Texas, infrastructure improvements and other capital expenditures, repayment of debt or other corporate obligations, and working capital over the term of the Equity Distribution Agreement as such needs arise. SJW Group issued and sold a total of 355,115 shares of common stock with a weighted average price of $70.40 per share and received approximately $24,253 in net proceeds under the Equity Distribution Agreement during the year ended December 31, 2021.
Note 5.Lines of Credit
SJW Group and its subsidiaries have unsecured line of credit agreements where borrowings are used to refinance existing debt, for working capital, and for general corporate purposes. A summary of the line of agreements as of December 31, 20212023 and 20202022 are as follows:
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | 2021 | | 2020 |
| Maturity Date | | Line Limit | | Amounts Outstanding | | Unused Portion | | Amounts Outstanding |
| SJWC credit agreement (a) | December 31, 2023 | | $ | 140,000 | | | — | | | 140,000 | | | 80,000 | |
| CTWS credit agreement | December 14, 2023 | | 75,000 | | | 22,996 | | | 52,004 | | | 55,094 | |
| CTWS credit agreement | May 15, 2025 | | 40,000 | | | 40,000 | | | — | | | 40,000 | |
| SJWTX, Inc. credit agreement (b) | December 31, 2023 | | 5,000 | | | — | | | 5,000 | | | — | |
| | | $ | 260,000 | | | 62,996 | | | 197,004 | | | 175,094 | |
___________________________________ | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | 2023 | | 2022 |
| Maturity Date | | Line Limit | | Amounts Outstanding | | Unused Portion | | Amounts Outstanding |
| Syndicated credit agreement: | August 2, 2028 | | | | | | | | |
| SJW Group | | | $ | 50,000 | | | 10,000 | | | 40,000 | | | — | |
| SJWC | | | 140,000 | | | 56,000 | | | 84,000 | | | 95,000 | |
| CTWS | | | 90,000 | | | 53,000 | | | 37,000 | | | 20,000 | |
| TWC | | | 20,000 | | | 2,500 | | | 17,500 | | | — | |
| Total syndicated credit agreement | | | 300,000 | | | 121,500 | | | 178,500 | | | 115,000 | |
| CTWS credit agreement | August 2, 2028 | | 10,000 | | | 10,000 | | | — | | | 4,578 | |
| CTWS credit agreement | May 15, 2025 | | 40,000 | | | 40,000 | | | — | | | 40,000 | |
| | | $ | 350,000 | | | 171,500 | | | 178,500 | | | 159,578 | |
(a)Credit agreement also provides for a letter of credit sublimit of $15,000.
(b)Credit agreement also provides for a letter of credit sublimit of $1,000.
On April 23, 2021,SJW Group, SJWC, closed its $140,000 line of credit agreement which was set to mature on June 1, 2021,TWC, and CTWS have entered into a new $140,000$300,000 credit agreement (“SJWC Credit(the “Credit Agreement”) with JPMorgan Chase Bank, N.A., as the lender (the “Lender”Administrative Agent (“JP Morgan”). The SJWC Credit Agreement provides an unsecured credit facility with, Wells Fargo Bank, National Association, as Documentation Agent, and a lettersyndicate of credit sublimit of $15,000.banks dated August 2, 2022. Proceeds of borrowings under the SJWC Credit Agreement maywill be used to refinancefor refinancing existing debt, for working capital, and for general corporate purposes. The new SJWC Credit Agreement hashad a maturity date of December 31, 2023.August 2, 2027. On August 2, 2023, SJW Group, SJWC, TWC, and CTWS entered into the First Amendment to the Credit Agreement with JPMorgan Chase Bank which provided for, among other matters, an extension of the maturity date from August 2, 2027 to August 2, 2028.
Under the terms of the Credit Agreement, each of SJW Group, SJWC, TWC, and CTWS is a borrower with several and not joint liability. Each borrower has an initial borrowing entitlement, or sublimit, which can be periodically adjusted from time to time as set forth in the Credit Agreement. The lineinitial sublimit of credit bearseach borrower is as presented in the table above.
Borrowings under the Credit Agreement bear interest at either the Alternative Base Rate (as defined in the Credit Agreement and hereinafter referred to as “ABR”) or the Adjusted Term Secured Overnight Financing Rate (as defined in the Credit Agreement and hereinafter referred to as “SOFR”). ABR borrowings (which are borrowings bearing interest at a rate determined by reference to ABR) will bear interest at a rate per annum equal to ABR plus the applicable rate. SOFR borrowings (which are borrowings bearing interest at a rate determined by reference to SOFR) will bear interest at a rate per annum equal to SOFR plus the applicable rate. The applicable rate and pricing is variable rates.depending on credit ratings of the borrower.
Also on April 23, 2021, SJW Group, as guarantor,The Credit Agreement includes a financial covenant that requires each of the borrowers to maintain its funded debt to capitalization ratio at or below 70%.
On October 31, 2022, CTWS and CLWSC closed its $5,000 line of credit agreement which was set to mature on June 1, 2021, andCitizens Bank, National Association, entered into a new $5,000fifth modification to the amended and restated revolving credit facility of $10,000 to update the interest rate from London Interbank Offered Rate (“LIBOR”) plus the applicable rate to SOFR plus the applicable rate. In August 2023, SJW Group, SJWC, TWC, and CTWS entered into the First Amendment to Credit Agreement with JPMorgan Chase Bank which provided for, among other matters, an extension of the maturity date from August 2, 2027 to August 2, 2028.
On February 6, 2023, CTWS modified its existing $40,000 credit agreement (“SJWTX Credit Agreement”) with CoBank to update the Lender. interest rate from LIBOR plus the applicable rate to SOFR plus the applicable rate.
On February 6, 2023, CTWS entered into a third amendment to the amended and restated promissory note and supplement with CoBank to update the one of the stated terms regarding one of interest rate options from LIBOR plus the applicable rate to SOFR plus the applicable rate. CTWS previously locked the interest rate under this agreement such that this amendment has no impact.
The SJWTX Credit Agreement provides an unsecured credit facility with a letter of credit sublimit of $1,000. The new SJWTX Credit Agreement has a maturity date ofweighted-average interest rate on short-term borrowings outstanding at December 31, 2023.
Cost of borrowing on the lines of credit averaged 1.32% and 1.78% as of2023 was 6.48% compared to 5.40% at December 31, 2021 and 2020, respectively.2022.
All of SJW Group’s and subsidiariessubsidiaries’ lines of credit contain customary representations, warranties and events of default, as well as certain restrictive covenants customary for facilities of this type, including restrictions on indebtedness, liens, acquisitions and investments, restricted payments, asset sales, and fundamental changes. The lines of credit also include certain customary financial covenants such as a funded debt to capitalization ratio and a minimum interest coverage ratio. As of December 31, 2021,2023, SJW Group and its subsidiaries were in compliance with all covenants on the lines of credit.
Note 6.Long-Term Debt
Long-term debt as of December 31 was as follows:
| | Description | Description | Rate | | Maturity | | 2021 | | 2020 | Description | Rate | | Maturity | | 2023 | | 2022 |
| | SJW Group Senior notes (a) | SJW Group Senior notes (a) | 2.47% - 3.53% | | 2029 - 2039 | | $ | 560,000 | | | 610,000 | |
| SJW Group Senior notes (a) | |
| SJW Group Senior notes (a) | |
| SJWC: | SJWC: | |
| Senior notes (a) | Senior notes (a) | 3.00% - 8.58% | | 2022 - 2051 | | 420,000 | | | 320,000 | |
| California Pollution Control Financing Authority Revenue Bonds | 4.75%, 5.10% | | 2040, 2046 | | 120,000 | | | 120,000 | |
| Senior notes (a) | |
| Senior notes (a) | |
| California Pollution Control Financing Authority Revenue Bond | |
| Total SJWC | Total SJWC | | 540,000 | | | 440,000 | |
| CTWS bank term loans | CTWS bank term loans | 4.09%, 4.15% | | 2027, 2037 | | 20,351 | | | 22,169 | |
| Connecticut Water: | |
| CWC: | |
| Connecticut Innovations Revenue Bonds, variable rate | Connecticut Innovations Revenue Bonds, variable rate | | 2028 - 2029 | | 22,050 | | | 22,050 | |
| Connecticut Innovations Revenue Bonds, fixed rate | | — | | | 22,260 | |
| Connecticut Innovations Revenue Bonds, variable rate | |
| Connecticut Innovations Revenue Bonds, variable rate | |
| Senior notes (a) | Senior notes (a) | 3.07% - 3.53% | | 2037 - 2051 | | 170,000 | | | 70,000 | |
| Bank term loans | Bank term loans | 3.51% - 4.75% | | 2022 - 2036 | | 111,090 | | | 111,090 | |
| Total Connecticut Water | | 303,140 | | | 225,400 | |
| SJWTX, Inc.: | | | | |
| Total CWC | |
| TWC: | |
| Senior note (a) | |
| Senior note (a) | |
| Senior note (a) | Senior note (a) | 6.27% | | 2036 | | 15,000 | | | 15,000 | |
| Bank term loans | Bank term loans | 4.01%, 4.11% | | 2041 | | 30,000 | | | — | |
| Total SJWTX, Inc. | | 45,000 | | | 15,000 | |
| Maine Water: | | | | |
| Total TWC | |
| TWR seller financing debt | |
| MWC: | |
| State revolving fund loans | |
| State revolving fund loans | |
| State revolving fund loans | State revolving fund loans | 0.00% - 2.58% | | 2022 - 2048 | | 17,264 | | | 18,651 | |
| Other First Mortgage Bond | Other First Mortgage Bond | 8.95% | | 2024 | | 2,700 | | | 3,600 | |
| Bank term loans | Bank term loans | 3.89% - 5.51% | | 2024 - 2043 | | 34,500 | | | 17,500 | |
| Total Maine Water | | 54,464 | | | 39,751 | |
| Total MWC | |
| Total debt | Total debt | | 1,522,955 | | | 1,352,320 | |
| Unamortized debt premium, net (b) | | 19,937 | | | 22,479 | |
| Unamortized debt premium and discount, net | |
| | Unamortized debt issuance costs | |
| Unamortized debt issuance costs | |
| Unamortized debt issuance costs | Unamortized debt issuance costs | | (10,851) | | | (10,978) | |
| Current portion | Current portion | | (39,106) | | | (76,241) | |
| Total long-term debt, less current portion | Total long-term debt, less current portion | | $ | 1,492,935 | | | 1,287,580 | |
(a)Senior notes held by institutional investors are unsecured obligations of SJW Group, SJWC, Connecticut Water, SJWTX, Inc.CWC, TWC and Maine WaterMWC and require interest-only payments until maturity. To minimize issuance costs, the companies’ debt has primarily been placed privately.
(b)Consists of fair value adjustments recognized through purchase accounting for the completed merger with CTWS on October 9, 2019.
The following is a table of the consolidated company’s schedule of principal payments: | | Year | Year | |
| 2022 | $ | 39,179 | |
| 2023 | 4,360 | |
| 2024 | |
| 2024 | |
| 2024 | 2024 | 48,983 | |
| 2025 | 2025 | 3,648 | |
| 2026 | 2026 | 23,303 | |
| 2027 | |
| 2028 | |
| Thereafter | Thereafter | 1,403,482 | |
The estimated fair value of long-term debt as of December 31, 20212023 and 20202022 was approximately $1,651,825$1,394,412 and $1,570,727,$1,294,354, respectively, and was determined using a discounted cash flow analysis, based on the current rates for similar financial instruments of the same duration and creditworthiness of the Company. Thecompany. Of the total fair value of long-term debt, $1,378,683 would be categorized as Level 2 ofin the fair value hierarchy and $15,729 would be categorized as Level 3 in the fair value hierarchy.
SJW Group
On August 11, 2020, SJW Group entered into a note purchase agreement with the purchasers listed in the agreement, pursuant to which SJW Group sold an aggregate principal amount of $50,000 of its 2.47% Senior Notes, Series 2020, due August 1, 2030. The notes are unsecured obligations of the company. Interest is payable semi-annually in arrears on February 1st and August 1st of each year.
SJWC
On June 25, 2021,July 14, 2022, SJWC entered into a note purchase agreement with certain affiliates of New York Life Insurance, Metropolitan Life Insurance, Northwestern Mutual Life Insurance, and John Hancock Life Insurance (collectively the “Purchasers”), pursuant to which the company sold an aggregate principal amount of $50,000$70,000 of its 3.00%4.85% Senior Notes, Series NP (“Series NP Notes”) to the Purchasers. The Series NP Notes are unsecured obligations of SJWC and are due on June 25, 2051.February 1, 2053. Interest is payable semi-annually in arrears on JanuaryFebruary 1st and JulyAugust 1st of each year. The closing occurred simultaneously withnote purchase agreement contains customary affirmative and negative covenants for as long as the signingSeries P Notes are outstanding. The Series P Notes are also subject to customary events of default. The closing of the note purchase agreement.agreement occurred on January 25, 2023.
CWC
On August 4, 2021, SJWCJune 28, 2022, CWC entered into a note purchase agreement with certain affiliates of New York Life Insurance Company, pursuant to which CWC sold an aggregate principal amount of $25,000 of its 4.71% Senior Notes, Series 2022, due 2052. The closing of the purchasers listednote purchase agreement occurred on December 14, 2022. The Series 2022 Notes are unsecured obligations of CWC. Interest is payable semi-annually in thearrears on June 15th and December 15th of each year.
On November 15, 2023, CWC entered into a note purchase agreement with certain affiliates of American United Life Insurance, The State Life Insurance, Mutual of Omaha Insurance, and United of Omaha Life Insurance, pursuant to which the company sold an aggregate principal amount of $50,000$25,000 of its 3.00%6.46% Senior Notes, Series O2023 (“Series O2023 Notes”), due December 1, 2051.. The Series O2023 Notes are unsecured obligations of SJWC.CWC and are due on January 1, 2054. Interest is payable semi-annually in arrears on June 1stJanuary 15th and December 1stJuly 15th of each year. The closing of the notenotes purchase agreement occurred on December 1, 2021.January 22, 2024.
Connecticut WaterTWC
On August 4, 2021, Connecticut WaterOctober 31, 2022, TWC entered into a note purchase agreementcredit with certain affiliates of Metropolitan Life Insurance Company, New York Life Insurance Company, the Northwestern Mutual Life Insurance Company and Pacific Life Insurance Company,a commercial bank, pursuant to an existing master loan agreement under which Connecticut Water soldthe commercial bank issued TWC a promissory note on August 4, 2021,the same date with an aggregate principal amount of $50,000$15,000 at a fixed interest rate of its 3.07% Senior Notes, Series 2021A, due 2051 (the “2021A Notes”) and on December 1, 2021, sold an aggregate principal amount of $50,000 of its 3.10% Senior Notes, Series 2021B, due 2051 (the “2021B Notes” and together with the 2021A Notes, the “CWC Notes”). The CWC Notes are unsecured obligations of Connecticut Water, with the 2021A Notes5.54% due on June 1, 2051, and the 2021B Notes due on December 1, 2051. Interest on the CWC Notes is payable semi-annually in arrears on June 1st and December 1st of each year. The proceeds from the sale of the CWC Notes will be used to repay outstanding short and/or long-term borrowings, to fund Connecticut Water’s capital expenditures, and/or for other general corporate purposes.
On March 12, 2020, Connecticut Water entered into a note purchase agreement with NYL Investors, LLC as agent of the purchasers listed in the agreement, pursuant to which Connecticut Water sold on the same date an aggregate principal amount of $35,000 of its 3.51% Senior Notes, due March 12, 2050.May 30, 2052. The notes are unsecured obligations of Connecticut Water. Interest is payable semi-annually in arrears on March 12th and September 12th of each year.
SJWTX, Inc.
On May 13, 2021, CLWSC entered into a master credit agreement and promissory note with a commercial bank under which it entered into a borrowing agreement for an aggregate principal amount not to exceed $30,000, of which $20,000 was advanced at the closing date. The borrowing carries a fixed interest rate of 4.01% due on March 20, 2041. On December 1, 2021, the remaining aggregate principal amount of the promissory note, $10,000, was advanced to CLWSC at a fixed interest rate of 4.11%. The notes are unsecured obligations of CLWSC.TWC. Interest is payable quarterly in arrears on the 20th day of January, April, July and October of each year.
Maine WaterTWR
In August 2023, TWR closed on an asset acquisition that included an obligation for a post-closing production payment of $29,000 to the seller over a period of up to 29 years. The repayment schedule is based on the quantity of groundwater produced from the acquired wells, subject to certain provisions in the purchase agreement. The difference between the gross obligation of $29,000 and the fair value at the date of acquisition is reflected as a debt discount and is being amortized as interest expense using the effective interest method over the life of the obligation.
MWC
On March 2, 2021, Maine WaterApril 6, 2022, MWC entered into a credit agreement with a commercial bank, pursuant to an existing master loan agreement under which the commercial bank issued Maine WaterMWC a promissory note on the same date with an aggregate principal amount of $17,000 and$15,000 at a fixed interest rate of 3.89%4.54%, due March 1, 2041.May 31, 2042. The notes are unsecured obligations of Maine Water.MWC. Interest is payable quarterly in arrears on the 20th day of January, April, July and October of each year. Proceeds from the borrowing were received on March 18, 2021.
On December 23, 2020, Maine Water issued $4,000 of Series T First Mortgage Bonds to the Maine Municipal Bond Bank through the State Safe Drinking Water Revolving Loan Fund. The Series T bonds mature on October 1, 2041 and carry 1% interest. The Series T First Mortgage Bond covenants are the same as all other First Mortgage Bonds. The proceeds were used for pre-approved projects primarily related to preliminary engineering and design work of a water treatment plant in Maine’s Biddeford and Saco division.May 13, 2022.
Financial Covenants
The debt and credit agreements of SJW Group and its subsidiaries contain various financial and other covenants. Non-compliance with these covenants could result in accelerated due dates and termination of the agreements. In addition, the credit
agreements contain customary representations and warranties and subject to customary events of default, which may result in outstanding notes becoming immediately due and payable. As of December 31, 2021,2023, SJW Group and its subsidiaries were in compliance with all covenants related to its long-term debt agreements.
Note 7.Income Taxes
The components of income tax expense were:
| | 2021 | | 2020 | | 2019 |
| 2023 | | | 2023 | | 2022 | | 2021 |
| Current: | Current: | | | | | |
| Federal | |
| Federal | |
| Federal | Federal | $ | 8,587 | | | 11,349 | | | 7,577 | |
| State | State | 2,633 | | | 2,528 | | | 2,126 | |
| Deferred: | Deferred: | |
| Federal | Federal | (3,811) | | | (8,073) | | | (1,929) | |
| Federal | |
| Federal | |
| State | State | 960 | | | 2,576 | | | 680 | |
| $ | 8,369 | | | 8,380 | | | 8,454 | |
| $ | |
The following table reconciles income tax expense to the amount computed by applying the federal statutory rate to income before income taxes of $90,943, $82,324 and $68,847 $69,895in 2023, 2022 and $32,081 in 2021, 2020 and 2019:respectively:
| | 2021 | | 2020 | | 2019 |
| 2023 | | | 2023 | | 2022 | | 2021 |
| Income tax at federal statutory rate | Income tax at federal statutory rate | $ | 14,458 | | | 14,678 | | | 6,737 | |
| Increase (decrease) in taxes attributable to: | Increase (decrease) in taxes attributable to: | |
| State taxes, net of federal income tax benefit | State taxes, net of federal income tax benefit | 4,572 | | | 4,142 | | | 2,251 | |
| State taxes, net of federal income tax benefit | |
| State taxes, net of federal income tax benefit | |
| | Uncertain tax positions | Uncertain tax positions | 1,678 | | | 1,351 | | | 323 | |
| Uncertain tax positions | |
| Uncertain tax positions | |
| Property flow-through | Property flow-through | (8,573) | | | (9,215) | | | (2,054) | |
| Capitalized merger costs | — | | | (296) | | | 5,350 | |
| Tax reform - rate change impact on deferred taxes | — | | | — | | | 77 | |
| | Reversal of excess deferred taxes recognized in regulatory liability | |
| | Reversal of excess deferred taxes recognized in regulatory liability | |
| | Reversal of excess deferred taxes recognized in regulatory liability | Reversal of excess deferred taxes recognized in regulatory liability | (3,295) | | | (2,912) | | | (2,355) | |
| Pension flow-through | Pension flow-through | 429 | | | 92 | | | (1,244) | |
| Stock-based compensation | Stock-based compensation | (331) | | | (333) | | | (223) | |
| | Other items, net | Other items, net | (569) | | | 873 | | | (408) | |
| $ | 8,369 | | | 8,380 | | | 8,454 | |
| Other items, net | |
| Other items, net | |
| $ | |
The components of the net deferred tax liability as of December 31 was as follows:
| | 2021 | | 2020 |
| 2023 | | | 2023 | | 2022 |
| Deferred tax assets: | Deferred tax assets: | | | |
| Advances and contributions | |
| Advances and contributions | |
| Advances and contributions | Advances and contributions | $ | 24,584 | | | 22,573 | |
| Unamortized investment tax credit | Unamortized investment tax credit | 599 | | | 619 | |
| Pensions, postretirement benefits and stock-based compensation | Pensions, postretirement benefits and stock-based compensation | 32,396 | | | 41,180 | |
| Debt premium, net | Debt premium, net | 5,579 | | | 6,290 | |
| California franchise tax | California franchise tax | 514 | | | 756 | |
| Net operating loss | — | | | 550 | |
| | Deferred revenue | |
| Deferred revenue | |
| Deferred revenue | |
| Tax related regulatory liability | |
| Other | Other | 8,128 | | | 6,792 | |
| | Total deferred tax assets | Total deferred tax assets | 71,800 | | | 78,760 | |
| | Total deferred tax assets | |
| | Total deferred tax assets | |
| Deferred tax liabilities: | Deferred tax liabilities: | | | |
| Utility plant | |
| Utility plant | |
| Utility plant | Utility plant | 216,497 | | | 209,541 | |
| Pension and postretirement | Pension and postretirement | 24,779 | | | 31,227 | |
| | Deferred gain and other-property | Deferred gain and other-property | 5,901 | | | 5,875 | |
| Deferred gain and other-property | |
| Deferred gain and other-property | |
| Regulatory asset - business combinations debt premium, net | Regulatory asset - business combinations debt premium, net | 5,579 | | | 6,290 | |
| Intangibles | Intangibles | 3,193 | | | 3,443 | |
| Deferred revenue | 773 | | | 297 | |
| Regulatory asset - income tax temporary differences, net | 6,867 | | | 1,195 | |
| | Tax related regulatory asset | |
| Tax related regulatory asset | |
| Tax related regulatory asset | |
| | Section 481(a) adjustments | |
| Section 481(a) adjustments | |
| Section 481(a) adjustments | Section 481(a) adjustments | 3,111 | | | 4,763 | |
| Other | Other | 5,551 | | | 7,544 | |
| Total deferred tax liabilities | Total deferred tax liabilities | 272,251 | | | 270,175 | |
| Net deferred tax liabilities | Net deferred tax liabilities | $ | 200,451 | | | 191,415 | |
Management evaluates the realizability of deferred tax assets based on all available evidence, both positive and negative. The realization of deferred tax assets is dependent on our ability to generate sufficient future taxable income during periods in which the deferred tax assets are expected to reverse. Based on all available evidence, management believes it is more likely than not that SJW Group will realize the benefits of its deferred tax assets. Accordingly, the valuation allowance relating to deferred tax assets acquired from CTWS was released in 2020 through purchase accounting adjustments made within the measurement period. Net operating loss carryforwards expire beginning in 2032 and ending in 2039. As of December 31, 2021,2023, the estimated amount of net operating loss carryforwards available to offset future taxable income for Connecticut purposes is $26,820.$18,369. The estimated state tax credit carryforwards are $667$707 which will expire beginning in 20232024 and ending in 2040.
The change in the net deferred tax liabilities of $9,036$20,373 in 20212023 included other non-cash items primarily consisting of regulatory assets and liabilities relating to income tax temporary differences.
The total amount of unrecognized tax benefits, before the impact of deductions for state taxes, excluding interest and penalties was $7,961$4,511 and $6,468$9,004 as of December 31, 20212023 and 2020,2022, respectively. The amount of tax benefits, net of any federal benefits for state taxes that would impact the effective rate, if recognized, is approximately $7,009$4,048 and $5,600$8,262 as of December 31, 20212023 and 2020,2022, respectively.
A reconciliation of the beginning and ending amount of unrecognized tax benefits is as follows:
| | 2021 | | 2020 | | 2019 |
| 2023 | | | 2023 | | 2022 | | 2021 |
| Balance at beginning of year | Balance at beginning of year | $ | 6,468 | | | 3,834 | | | 1,382 | |
| Increase related to tax positions taken during the current year | Increase related to tax positions taken during the current year | 1,376 | | | 1,104 | | | 351 | |
| Increase related to tax positions taken during a prior year | Increase related to tax positions taken during a prior year | 117 | | | 1,530 | | | 3,483 | |
| Reductions related to statute expiration | |
| Reductions related to tax positions taken in a prior year | Reductions related to tax positions taken in a prior year | — | | | — | | | (1,382) | |
| | Balance at end of year | Balance at end of year | $ | 7,961 | | | 6,468 | | | 3,834 | |
| Balance at end of year | |
| Balance at end of year | |
The increasedecrease in gross unrecognized tax benefits in 20212023 was primarily due to the release of an uncertain tax position reserve relating to repairs tax deductions. In April 2023, the IRS issued additional tax guidance that has allowed the company to revisit
certain historical income tax reserves. Pursuant to the issuance of this guidance, which provided additional clarification regarding some of the uncertain tax areas, the company re-evaluated the risk relating to repair deductions. The result of the analysis led to a release of an uncertain tax position reserve. The release relates to repairs expenditures which are more likely than not to be sustained on audit. The release due to re-evaluation of the reserve was $3,125.
SJW Group’s policy is to classify interest and penalties associated with unrecognized tax benefits, if any, in tax expense. Accrued interest expense, net of the benefit of tax deductions which would be available on the payment of such interest, is approximately $376$455 as of December 31, 2021.2023. SJW Group has not accrued any penalties for unrecognized tax benefits. The amount of interest recognized in 20212023 was an increasea decrease to expense of $270.$151.
SJW Group currently does not foresee material changes to its grossexpect uncertain tax liability withinpositions to change significantly over the next 12 months, following December 31, 2021.except in the case of lapse of the statute of limitations.
SJW Group files U.S. federal income tax returns and income tax returns in various states and is subject to ordinary statute of limitation of three years for federal and three or four years for different state returns. However, due to tax attribute carryforwards, SJW Group is subject to examination for tax years 20092012 forward for federal and 2012 forward for state returns of CTWS and its subsidiaries. The statute of limitation for SJW Group returns is closed for these extended years and remains open for 20182020 and forward for federal and 20172019 or 20182020 and forward for different states.
Note 8.Utility Plant Intangible Assets
IntangibleUtility plant intangible assets consist of a concession fee paid to the City of Cupertino of $6,800 for operating the City of Cupertino municipal water system, $13,400 related to the purchase premium for customer relationships and other intangibles of $16,076$15,746 as of December 31, 2021.2023. Other intangibles primarily consist of $4,290$5,984 for infrastructure related to the Cupertino service concession arrangement, $4,292 which was paid for service area and water rights by CLWSC, $5,984 for infrastructure related to the Cupertino service concession arrangement,TWC, $1,400 for customer relationships and $1,040 incurred in conjunction with Valley Water water contracts related to the operation of SJWC. AllThe nonutility other intangible assets are recorded at cost and are primarily being amortized using the straight-line method over the legal or estimated economic life of the assets ranging from 5 to 70 years.asset represents water rights with an indefinite life.
Amortization expense for the intangible assets was $1,553, $1,401$1,310, $3,869 and $745$1,553 for the years ended December 31, 2021, 20202023, 2022 and 2019,2021, respectively. Amortization expense for 20222024 through 20262028 and thereafter is anticipated to be $1,553approximately $1,310 per year.
The costs of intangible assets as of December 31, 20212023 and 20202022 are as follows:
| | 2021 | | 2020 |
| 2023 | | | 2023 | | 2022 |
| Utility Plant Intangible Assets: | |
| Concession fees | |
| Concession fees | |
| Concession fees | Concession fees | $ | 6,800 | | | 6,800 | |
| Purchase premium customer relationships | Purchase premium customer relationships | 13,400 | | | 13,400 | |
| Other intangibles | Other intangibles | 16,076 | | | 14,967 | |
| Intangible assets | 36,276 | | | 35,167 | |
| Utility plant intangible assets | |
| Less: Accumulated amortization | Less: Accumulated amortization | |
| Concession fees | |
| Concession fees | |
| Concession fees | Concession fees | 6,596 | | | 6,324 | |
| Purchase premium customer relationships | Purchase premium customer relationships | 1,988 | | | 1,094 | |
| Other intangibles | Other intangibles | 7,042 | | | 6,479 | |
| Net intangible assets | $ | 20,650 | | | 21,270 | |
| Utility plant net intangible assets | |
| Other Intangible Asset: | |
| Water rights | |
| Water rights | |
| Water rights | |
Note 9.Commitments
SJWC purchases water from Valley Water under terms of a master contract expiring in 2051. Delivery schedules for purchased water are based on a contract year beginning July 1, and are negotiated every three years under terms of the master contract with Valley Water. For the years ended December 31, 2021, 20202023, 2022 and 2019,2021, SJWC purchased from Valley Water 19,365 million18.3 billion gallons ($91,938)111,173), 21,269 million18.2 billion gallons ($96,212)96,793) and 21,862 million19.4 billion gallons ($96,285)91,938), respectively, of contract water. On June 24, 2021,16, 2022, the Valley Water Board of Directors approved treated water deliveries reflecting the contractual delivery schedule reduced by 23% through June 30, 2022. Effective February 1, 2022, the treated water contract delivery schedule will increase by 10%, and Valley Water will evaluate supply conditions and adjust the delivery schedules as appropriate.2024. Based on current prices and estimated deliveries, SJWC is committed to purchase from Valley Water a minimum of 90% of the reduced delivery schedule, or 18,756 million18.9 billion gallons ($92,902)121,182) of water at the current
contract water rate of $5.0$6.411 million per millionbillion gallons for the year ending December 31, 2022.2024. Additionally, SJWC purchases non-contract water from Valley Water on an “as needed” basis if the water supply is available.
In 1997, SJWC entered into a 25-year contract agreement, as amended, with the City of Cupertino to operate the City’s municipal water system. SJWC paid a one-time, upfront concession fee of $6,800 to the City of Cupertino which is amortized over the contract term. Under the terms of the contract agreement, SJWC assumed responsibility for maintenance and operating costs, while receiving all payments for water service. SJWC and the City of Cupertino signed an amendment to the lease agreement dated
January 8, 2020. Under the terms of the amended lease agreement, SJWC agreed to an incremental up-front payment of $5,000 to be used by the City of Cupertino for capital improvements to the City’s municipal water system prior to the expiration of the lease in September 2022. Any unspent funds at lease termination remain the property of the City.improvements. On November 2, 2021,February 25, 2022, SJWC received a letter from the City of Cupertino approved another amendment to the current lease agreement executed on January 8, 2020. This second amendment provides the City of Cupertino optionsexercising their option to extend the term of the lease agreement by periods of six months,an additional two years or three years with modifications ofthrough October, 1, 2024. SJWC paid an additional capital improvement funds of $350, $1,600 and $2,500, respectively, depending on the lease extension period option. These options are intended to provide the City of Cupertino more time, if needed, to complete its Request For Proposals process for a new lease term and conduct analyses of other alternativesconcession fee for the operation ofextension period. The total fees paid for the water system.agreement is being amortized over the contract term including the extension period.
Connecticut Water has an agreement with the South Central Connecticut Regional Water Authority (“RWA”) to purchase water from RWA. The agreement was signed in April 2006 and became effective upon the receipt of all regulatory approvals in 2008 and will remain in effect for a minimum of fifty years upon becoming effective. Connecticut Water will pay RWA $75 per year as part of a capacity agreement, for a total of 14 years, starting on the effective date of the agreement. In addition, Connecticut WaterCWC is able, but under no obligation, to purchase up to 1000000one million gallons of water per day, from the South Central Connecticut Regional Water Authority (“RWA”), at the then current wholesale rates per the agreement, $2.6$3.1 million per millionbillion gallons as of December 31, 2021. Connecticut Water2023. CWC has an agreement with The Metropolitan District (“MDC”) to purchase water from MDC to serve the Unionville system. The agreement became effective on October 6, 2000 and has a term of fifty years beginning May 19, 2003, the date the water supply facilities related to the agreement were placed in service. Connecticut WaterCWC agrees to purchase 283 million0.28 billion gallons of water annually from MDC. The rate charged by the MDC at December 31, 2021 were $4.052023 was three dollars and eighty cents per hundred cubic feet.
CLWSCTWC has long-term contracts with the GBRA. The terms of the agreements expire in 2037, 2040, 2044 and 2050.2050, respectively. The agreements, which are take-or-pay contracts, provide CLWSCTWC with 7,650 acre-feet per year of water supply from Canyon Lake. The water rate may be adjusted by GBRA at any time, provided they give CLWSCTWC a 60-day written notice on the proposed adjustment. CLWSCTWC also has raw water supply agreements with the Lower Colorado River Authority (“LCRA”) and West Travis Public Utility Agency (“WTPUA”) expiring in 2059 and 2046, respectively, to provide for 250350 acre-feet of water under each agreement per year from Lake Austin and the Colorado River, respectively, at prices that may be adjusted periodically by the agencies.
Maine WaterMWC has an agreement with the Kennebec Water District for potable water service. The agreement has been in place for 20 years and was extended on November 7, 2020 for a new term of up to 20 years. Maine WaterMWC guarantees a minimum consumption of 50 million0.05 billion gallons of water annually. Water sales to Maine WaterMWC are billed at a wholesale discount of $0.20twenty cents per hundred cubic feet of water below Kennebec Water District's tariffed rates. The current tariff rate was $1.51one dollar and fifty-one cents per hundred cubic feet as of December 31, 2021.2023.
As of December 31, 2021,2023, SJWC had 362387 employees, of whom 226240 were members of unions. On November 12, 2019 and February 20, 2020,In the first quarter of 2023, SJWC reachedexecuted three-year bargaining agreements with the International Union of Operating Engineers (“OE”), representing certain employees in the engineering department, and the Utility Workers of America (“UWUA”), representing the majority of all nonadministrative employees at SJWC covering the period from January 1, 20202023 through December 31, 2022.2025. The agreements include a 3%6% wage increase provided in 2020, 3%2023, 3.5% in 20212024 and 4%5.5% in 20222025 for members of both unions. The current three-year bargaining agreements will expire on December 31, 2022, and negotiations will be begin in 2022 for the upcoming period, 2023 through 2025.union employees.
Note 10.Contingencies
SJW Group and its subsidiaries are subject to ordinary routine litigation incidental to its business. There are no pending legal proceedings to which SJW Group or any of its subsidiaries is a party, or to which any of its properties is the subject, that are expected to have a material effect on SJW Group’s business, financial position, results of operations or cash flows.
Note 11.Benefit Plans
Pension Plans
SJW Group maintains noncontributory defined benefit pension plans for its eligible employees. SJWC and CTWS employees hired before March 31, 2008 and CWC and MWC employees hired before January 1, 2009 respectively, are entitled to benefits under the pension plans based on the employee’s years of service and compensation. For SJWC employees hired on or after March 31, 2008, benefits are determined using a cash balance formula based upon compensation credits and interest credits for each employee. Effective January 1, 2023, TWC employees became eligible to participate under SJWC’s cash balance plan. Interest is credited based on the annual yield on 30-year Treasury bonds as of October for the preceding plan year with a minimum annual rate of 3.25% and a maximum annual rate of 6.00%. For the year ended December 31, 2021,2023, interest credits assumption was 3.50%4.00%. Certain employees hired before March 1, 2012, and covered by a plan merged into the CTWSCWC plan in 2013 are also entitled to benefits based on the employee’s years of service and compensation. CTWS employees hired on or after January 1, 2009 are entitled to
an additional 1.5% of eligible compensation to their company sponsored savings plan. SJW Group does not have multi-employer plans.
The pension plans are administered by their respective committees where the investment strategy of the investments of the various pension and post-retirementpostretirement benefit plans are reviewed and approved to achieve the goals of income generation and long-term capital preservation. SJW Group engages third-party investment consultants and managers to assist with, among
other things, asset allocation strategy, investment policy advice, performance monitoring, and investment manager due diligence. Individual investment decisions have been delegated by the pension plan committees to the investment managers who are also monitored by an investment consultant. Investment managers are not permitted to invest outside of the asset class or strategy under the pension plans’ investment guidelines. The committees ensure that the plans establish a target mix that is expected to achieve its investment objectives, by assuring a broad diversification of investment assets among investment types, while minimizing volatility of the target asset mix, unless market conditions make such a change appropriate to reduce risk. The pension plans require a minimum portion of plan assets to be allocated to fixed income securities and provide guidelines and restrictions on equity investments for the assets.
Plan assets are marked to market at each measurement date, resulting in unrealized actuarial gains or losses. Unrealized actuarial gains and losses on pension assets are amortized over the expected future working lifetime of participants for actuarial expense calculation purposes. Market gains in 2020 decreased pension expense by approximately $2,442 in 2021 and market gains in 2019 decreased pension expense by approximately $5,464 in 2020. For the year ended December 31, 2021, the net actuarial gain of the benefit obligation was related primarily a gain from changes of discount rate of $20,017, a $11,913 loss from pension data changes, and a loss from mortality changes of $593.
Generally, it is expected of the investment managers that the performance of the assets held in the pension plans, computed on a total annual rate of return basis, should meet or exceed specific performance standards over a three-to-five-year period and/or full market cycle. These standards include specific absolute and risk-adjusted performance standards over a three-to-five-year period and/or full market cycle. The expected long-term rate of return on the pension plan assets is between 6.50%6.00% and 6.75% for the year ended December 31, 2021.2023.
SJW Group calculates the market-related value of defined benefit pension plan assets, which is defined under FASB ASC Topic 715—“Compensation—Retirement Benefits” as a balance used to calculate the expected return on plan assets, using fair value. The fair value is based on quoted prices in active markets for identical assets and significant observable inputs.
SeniorCertain senior management hired before March 31, 2008 for SJWC and January 1, 2009 for CTWSCWC are eligible to receive additional retirement benefits under the supplemental executive retirement plans and retirement contracts (collectively, “SERP”). SJWC’s senior management hired on or after March 31, 2008 are eligible to receive additional retirement benefits under SJWC’s Cash Balance Executive Supplemental Retirement Plan ("(“Cash Balance Executive Supplemental Retirement Plan"Plan”). Both of the plans are non-qualified plans in which only senior management and other designated members of management may participate. The annual cost of the plans has been included in the determination of the net periodic benefit cost shown below. The SERP and Cash Balance Executive Supplemental Retirement Plan had a projected benefit obligation of $50,742$43,001 and $50,757$39,455 as of December 31, 20212023 and 2020,2022, respectively, and net periodic pension cost of $3,257, $4,400 and $4,456 $4,480for 2023, 2022 and $3,219 for 2021, 2020 and 2019, respectively. For the yearyears ended December 31, 2021, 20202023, 2022 and 2019,2021, the amounts not recognized as a component of net periodic benefit cost was $901, $(1,190),$314, $1,640, and $(788),$901, respectively, recorded as other comprehensive income on the consolidated financial statements. SJWC’s non-qualified plans are unfunded while CTWS’s SERP is funded through investments consisting primarily of life insurance contracts and assets in a Rabbi Trust. As of December 31, 20212023 and 2020,2022, total investments made to fund CTWS’sCWC’s SERP was $8,147$6,843 and $7,470,$6,395, respectively, which is included in “Investments” in SJW Group’s Consolidated Balance Sheets. The life insurance contracts are valued at cash surrender value of the policies as reported by the insurer. As of December 31, 20212023 and 2020,2022, the value of the life insurance contracts was $4,191$3,937 and $4,311,$3,420, respectively.
The following tables summarize the fair values of the Rabbi Trust investment assets to fund CTWS’sCWC’s SERP by major categories as of December 31, 20212023 and 2020 :2022:
| | | | | | | Fair Value Measurements at December 31, 2021 | | | | | Fair Value Measurements at December 31, 2023 |
| Asset Category | Asset Category | | Total | | Quoted
Prices in
Active
Markets for
Identical
Assets
(Level 1) | | Significant
Observable
Inputs
(Level 2) | | Significant
Unobservable
Inputs
(Level 3) | Asset Category | | Total | | Quoted
Prices in
Active
Markets for
Identical
Assets
(Level 1) | | Significant
Observable
Inputs
(Level 2) | | Significant
Unobservable
Inputs
(Level 3) |
| Money market funds | Money market funds | | $ | 186 | | | 186 | | | — | | | — | |
| Mutual funds | Mutual funds | | 2,691 | | | 2,691 | | | — | | | — | |
| Fixed income | Fixed income | | 920 | | | 920 | | | — | | | — | |
| Total | Total | | $ | 3,797 | | | 3,797 | | | — | | | — | |
| | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | | | Fair Value Measurements at December 31, 2020 |
| Asset Category | | Total | | Quoted
Prices in
Active
Markets for
Identical
Assets
(Level 1) | | Significant
Observable
Inputs
(Level 2) | | Significant
Unobservable
Inputs
(Level 3) |
| Money market funds | | $ | 83 | | | 83 | | | — | | | — | |
| Mutual funds | | 2,101 | | | 2,101 | | | — | | | — | |
| Fixed income | | 830 | | | 830 | | | — | | | — | |
| Total | | $ | 3,014 | | | 3,014 | | | — | | | — | |
| | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | | | Fair Value Measurements at December 31, 2022 |
| Asset Category | | Total | | Quoted
Prices in
Active
Markets for
Identical
Assets
(Level 1) | | Significant
Observable
Inputs
(Level 2) | | Significant
Unobservable
Inputs
(Level 3) |
| Money market funds | | $ | 49 | | | 49 | | | — | | | — | |
| Mutual funds | | 2,032 | | | 2,032 | | | — | | | — | |
| Fixed income | | 728 | | | 728 | | | — | | | — | |
| Total | | $ | 2,809 | | | 2,809 | | | — | | | — | |
Other Postretirement Benefits
In addition to providing pension and savings benefits, the company also provides health care and life insurance benefits for eligible retired employees under the respective employer-sponsored post-retirementpostretirement benefits other than pension plans. The benefits are paid by the company and not from plan assets due to limitations imposed by Internal Revenue Service.
Flexible Spending Plan
SJW Group sponsors flexible spending account plans for its employees for the purpose of providing eligible employees with the opportunity to choose from among the fringe benefits available under the plans. The flexible spending plan is intended to qualify as a cafeteria plan under the provisions of the Internal Revenue Code Section 125. The flexible spending plan allows employees to save pre-tax income in a Health Care Spending Account (“HCSA”) and/or a Dependent Care Spending Account (“DCSA”) to help defray the cost of out-of-pocket medical and dependent care expenses. The annual maximum limit under the HCSA and DCSA plans is $2.5$3.1 and $5, respectively.
Savings Plans for Employees
SJW Group also sponsors salary deferral plans which are defined contribution plans that allow employees to defer and contribute a portion of their earnings to the plan. Contributions, not to exceed set limits, are matched by the company. For CTWS’s employees hired on or after January 1, 2009 and ineligible to participate in the defined benefit pension plan, CTWS contributes an additional 1.5% of eligible contributions. SJW Group contributions were $3,902, $3,003 and $2,822 $2,824in 2023, 2022 and $2,046 in 2021, 2020 and 2019, respectively. All of the company’s contributions are invested at the direction of the employees in funds offered under the plans.
Special Deferral Election Plans and Deferral Election Program
SJW Group maintains a special deferral election plan and a deferred compensation plan and agreements for senior management and a deferral election program for non-employee directors allowing for the deferral of a portion of their earnings each year and to realize an investment return on those funds during the deferral period. Senior management and non-employee directors have to make an election on the deferral and distribution method of the deferrals before services are rendered. CTWS’sCWC’s deferred compensation plan allows the company to make discretionary contributions. Senior management and non-employee directors
had deferred $6,237, $6,144$8,148 and $7,834$6,197 under the plans as of December 31, 2021, 20202023 and 2019,2022, respectively. As of December 31, 20212023 and 2020, $4,5992022, $6,223 and $4,130,$4,508, respectively, of the total amount deferred is related to CTWSCWC agreements.
Assumptions Utilized on Actuarial Calculations
Net periodic cost for the defined benefit plans and other postretirement benefits was calculated using the following weighted-average assumptions:
| | | | Pension Benefits | | Other Benefits | | Pension Benefits | | Other Postretirement Benefits |
| | | 2021 | | 2020 | | 2019 | | 2021 | | 2020 | | 2019 | | 2023 | | 2022 | | 2021 | | 2023 | | 2022 | | 2021 |
| % | | % | | % | | % | | % | | % |
| % | | | % |
| Discount rate | Discount rate | 2.29 - 2.48 | | 3.05 - 3.23 | | 3.04 - 4.16 | | 2.18 - 2.41 | | 2.59 - 3.18 | | 2.52 - 4.09 | Discount rate | 4.95 - 5.24 | | 2.65 - 2.82 | | 2.29 - 2.48 | | 4.96 - 5.21 | | 2.61 - 2.76 | | 2.18 - 2.41 |
| Expected return on plan assets | Expected return on plan assets | 6.50, 6.75 | | 6.50, 6.75 | | 7.00, 7.25 | | 4.20, 6.50 | | 4.20, 6.50 | | 4.00, 7.00 | Expected return on plan assets | 6.00, 6.75 | | 6.50, 6.75 | | 4.20, 6.00 | | 4.20, 6.50 |
| Rate of compensation increase | Rate of compensation increase | 4.00 | | 4.00 | | 4.00 | | N/A | | N/A | | N/A | Rate of compensation increase | 4.50, 5.00 | | 4.00, 4.50 | | 4.00 | | N/A |
The expected rate of return on plan assets was determined based on a review of historical returns, for the pension plans and for medium- to large-sized defined benefit pension funds with similar asset allocations. This review generated separate expected returns for each asset class. These expected future returns were then blended based on the pension plans’ target asset allocations.
Benefit obligations for the defined benefit plans and other postretirement benefits were calculated using the following weighted-average assumptions as of December 31:
| | | | Pension Benefits | | Other Benefits | | Pension Benefits | | Other Postretirement Benefits |
| | | 2021 | | 2020 | | 2021 | | 2020 | | 2023 | | 2022 | | 2023 | | 2022 |
| | | % | | % | | % | | % | | % | | % |
| Discount rate | Discount rate | 2.65 - 2.82 | | 2.29 - 2.48 | | 2.61 - 2.76 | | 2.18 - 2.41 | Discount rate | 4.99 - 5.03 | | 4.95 - 5.24 | | 4.95 - 5.01 | | 4.96 - 5.21 |
| Rate of compensation increase | Rate of compensation increase | 4.00 | | 4.00 | | N/A | | N/A | Rate of compensation increase | 4.50, 5.00 | | 4.50 - 5.00 | | N/A |
SJW Group utilized each plan’s projected benefit stream in conjunction with the FTSE Pension Discount Curve (formerly the Citigroup Pension Discount Curve) and the FTSE Above Median Double-A Curve for SJWC and CTWS, respectively, in determining the discount rate used in calculating the pension and other postretirement benefits liabilities at the measurement date.
In 2021 and 2020, SJW Group has adopted the newly then issued MP-2021, and MP-2020, respectively, Mortality Improvement Scales to determine mortality assumptions. The tables and scales reflect increasing life expectancies of participants in the United States. See also “Reconciliation of Funded Status” below.
Net Periodic Pension Costs
Net periodic costs for the defined benefit plans and other postretirement benefits for the years ended December 31 was as follows:
| | | | Pension Benefits | | Other Benefits | | Pension Benefits | | Other Postretirement Benefits |
| | | 2021 | | 2020 | | 2019 | | 2021 | | 2020 | | 2019 | | 2023 | | 2022 | | 2021 | | 2023 | | 2022 | | 2021 |
| Components of net periodic benefit cost | Components of net periodic benefit cost | | | | | | | | | | | |
| Service cost | Service cost | $ | 9,730 | | | 8,659 | | | 5,947 | | | $ | 1,115 | | | 900 | | | 581 | |
| Service cost | |
| Service cost | |
| Interest cost | Interest cost | 9,415 | | | 10,484 | | | 8,506 | | | 806 | | | 956 | | | 775 | |
| Expected return on assets | Expected return on assets | (18,019) | | | (15,715) | | | (10,118) | | | (970) | | | (857) | | | (475) | |
| | Amortization of prior service cost | Amortization of prior service cost | 41 | | | 41 | | | 48 | | | — | | | 97 | | | 197 | |
| Recognized actuarial loss | 6,901 | | | 4,971 | | | 3,984 | | | 257 | | | 229 | | | 240 | |
| Amortization of prior service cost | |
| Amortization of prior service cost | |
| Amortization of actuarial loss (gain) | |
| Recognition of significant event | |
| Net periodic benefit cost | Net periodic benefit cost | $ | 8,068 | | | 8,440 | | | 8,367 | | | $ | 1,208 | | | 1,325 | | | 1,318 | |
Reconciliation of Funded Status
For the defined benefit plans and other postretirement benefits, the benefit obligation is the projected benefit obligation and the accumulated benefit obligation, respectively. The projected benefit obligations and the funded status of the defined benefit pension and other postretirement plans as of December 31 were as follows:
| | | | Pension Benefits | | Other Benefits | | Pension Benefits | | Other Postretirement Benefits |
| | | 2021 | | 2020 | | 2021 | | 2020 | | 2023 | | 2022 | | 2023 | | 2022 |
| Change in benefit obligation | Change in benefit obligation | | | | | | | |
| Benefit obligation at beginning of year | Benefit obligation at beginning of year | $ | 386,091 | | | 338,240 | | | $ | 35,794 | | | 32,546 | |
| Benefit obligation at beginning of year | |
| Benefit obligation at beginning of year | |
| Service cost | Service cost | 9,730 | | | 8,659 | | | 1,115 | | | 900 | |
| Interest cost | Interest cost | 9,415 | | | 10,484 | | | 806 | | | 956 | |
| | Actuarial (gain)/loss | (5,477) | | | 42,164 | | | (2,235) | | | 2,421 | |
| Actuarial loss/(gain) | |
| | Actuarial loss/(gain) | |
| | Actuarial loss/(gain) | |
| Implicit rate subsidy | Implicit rate subsidy | — | | | — | | | (222) | | | (211) | |
| Plan participants contributions | Plan participants contributions | — | | | — | | | 171 | | | 254 | |
| Administrative expenses paid | Administrative expenses paid | (144) | | | (163) | | | — | | | — | |
| Benefits paid | (15,777) | | | (13,293) | | | (1,017) | | | (1,072) | |
| Benefits paid and settlements | |
| Benefit obligation at end of year | Benefit obligation at end of year | $ | 383,838 | | | 386,091 | | | $ | 34,412 | | | 35,794 | |
| Change in plan assets | Change in plan assets | | | | | | | |
| Fair value of assets at beginning of year | |
| Fair value of assets at beginning of year | |
| Fair value of assets at beginning of year | Fair value of assets at beginning of year | $ | 278,124 | | | 243,521 | | | $ | 19,479 | | | 17,226 | |
| Actual return on plan assets | Actual return on plan assets | 34,826 | | | 32,869 | | | 2,460 | | | 2,383 | |
| | Employer contributions | Employer contributions | 13,147 | | | 16,609 | | | 669 | | | 675 | |
| Employer contributions | |
| Employer contributions | |
| Plan participants contributions | Plan participants contributions | — | | | — | | | 171 | | | 254 | |
| Administrative expenses paid | Administrative expenses paid | (144) | | | (163) | | | (63) | | | (54) | |
| Benefits paid | (15,777) | | | (14,712) | | | (949) | | | (1,005) | |
| Benefits paid and settlements | |
| Fair value of plan assets at end of year | Fair value of plan assets at end of year | 310,176 | | | 278,124 | | | 21,767 | | | 19,479 | |
| Funded status at end of year | Funded status at end of year | $ | (73,662) | | | (107,967) | | | $ | (12,645) | | | (16,315) | |
For the year ended December 31, 2023, the net actuarial loss on the benefit obligation was related primarily to a loss from changes in the discount rate of $1,188, a $1,993 loss from pension data changes, and a loss from mortality changes of $168. For the year ended December 31, 2022, the net actuarial gain of the benefit obligation was related primarily to a gain from changes of discount rate of $116,372, a $12,422 loss from pension data changes, and a gain from mortality changes of $4.
The amounts recognized on the balance sheet as of December 31 were as follows:
| | | | | | | | | | | | | | | | | | | | | | | |
| | Pension Benefits | | Other Benefits |
| | 2021 | | 2020 | | 2021 | | 2020 |
| Noncurrent assets | $ | 6,422 | | | — | | | $ | — | | | — | |
| Current liabilities | (2,782) | | | (2,760) | | | (139) | | | (133) | |
| Noncurrent liabilities | (77,302) | | | (105,207) | | | (12,506) | | | (16,182) | |
| $ | (73,662) | | | (107,967) | | | $ | (12,645) | | | (16,315) | |
SJW Group recorded a regulatory asset on the projected benefit obligation of the postretirement benefit plans as follows:
| | | | | | | | | | | |
| 2021 | | 2020 |
| Funded status of obligation | $ | 86,307 | | | 124,282 | |
| Accrued benefit cost | (24,110) | | | (29,920) | |
| | | |
| | | |
| Regulatory asset, amount to be recovered in future rates | $ | 62,197 | | | 94,362 | |
| | | | | | | | | | | | | | | | | | | | | | | |
| | Pension Benefits | | Other Postretirement Benefits |
| | 2023 | | 2022 | | 2023 | | 2022 |
| Noncurrent assets | $ | 30,671 | | | 16,005 | | | $ | 3,123 | | | 679 | |
| Current liabilities | (2,365) | | | (2,089) | | | (113) | | | (139) | |
| Noncurrent liabilities | (40,636) | | | (51,079) | | | (6,067) | | | (8,418) | |
| $ | (12,330) | | | (37,163) | | | $ | (3,057) | | | (7,878) | |
As of December 31, 20212023 and 2020,2022, the accumulated benefit obligation of the defined benefit pension plans was $270,209 and $259,838, respectively.
The following table provides selected information about plans with projected benefit obligation and accumulated benefit obligation in excess of plan assets as of December 31:
| | | | | | | | | | | |
| 2023 | | 2022 |
| Pension Benefits: | | | |
| Plans with projected benefit obligation in excess of plan assets: | | | |
| Projected benefit obligation | $ | 43,001 | | | 217,358 | |
| Fair value of plan assets | — | | | 169,077 | |
| Plans with accumulated benefit obligation in excess of plan assets: | | | |
| Accumulated benefit obligation | 39,652 | | | 35,813 | |
| Fair value of plan assets | — | | | — | |
| Other Postretirement Benefits: | | | |
| Plans with accumulated benefit obligation in excess of plan assets: | | | |
| Accumulated benefit obligation | 15,580 | | | 16,411 | |
| Fair value of plan assets | 9,401 | | | 7,853 | |
SJW Group recognizes regulatory assets and liabilities that represent actuarial losses and gains and prior service cost that have not yet been recognized as components of net periodic benefit cost for certain of its pension and other postretirement benefit plans. In accordance with ASC 980. SJW Group recorded regulatory assets of $24,593 and $45,799 as of December 31, 2023 and 2022, respectively and regulatory liabilities of $20,196 and $14,307 as of December 31, 2023 and 2022, respectively. As of December 31, 2023 and 2022, the amounts deferred in regulatory assets that have not yet been recognized as components of net periodic benefit cost include net loss of $62,270$24,552 and $94,476,$45,743, respectively, and prior service cost of $73$41 and $114,$56, respectively.
As of December 31, 2023 and 2022, the amounts deferred in regulatory liabilities that have not yet been recognized as components of net periodic benefit cost include net gain of $20,196 and $14,307, respectively.Plan Assets
Plan assets as of December 31 were as follows:
| | | | Pension Benefits | | Other Benefits | | Pension Benefits | | Other Postretirement Benefits |
| | | 2021 | | 2020 | | 2021 | | 2020 | | 2023 | | 2022 | | 2023 | | 2022 |
| Fair value of assets at end of year: | Fair value of assets at end of year: | | | | | | | |
| Debt securities | Debt securities | $ | 100,036 | | | 95,935 | | | $ | 5,541 | | | 5,684 | |
| 32 | % | | 35 | % | | 25 | % | | 29 | % |
| Debt securities | |
| Debt securities | |
| 36 | | | 36 | % | | 36 | % | | 26 | % | | 30 | % |
| Equity securities | Equity securities | 197,248 | | | 170,747 | | | 14,932 | | | 12,762 | |
| 64 | % | | 61 | % | | 69 | % | | 66 | % |
| 61 | | | 61 | % | | 59 | % | | 68 | % | | 65 | % |
| Cash and equivalents | Cash and equivalents | 12,892 | | | 11,442 | | | 1,294 | | | 1,033 | |
| 4 | % | | 4 | % | | 6 | % | | 5 | % |
| 3 | | | 3 | % | | 5 | % | | 6 | % | | 5 | % |
| Total | Total | $ | 310,176 | | | 278,124 | | | $ | 21,767 | | | 19,479 | |
The following tables summarize the fair values of plan assets by major categories as of December 31, 20212023 and 2020:2022:
| | | | | | Fair Value Measurements at December 31, 2021 | | | | Fair Value Measurements at December 31, 2023 |
| Asset Category | Asset Category | Total | | Quoted
Prices in
Active
Markets for
Identical
Assets
(Level 1) | | Significant
Observable
Inputs
(Level 2) | | Significant
Unobservable
Inputs
(Level 3) | Asset Category | Total | | Quoted
Prices in
Active
Markets for
Identical
Assets
(Level 1) | | Significant
Observable
Inputs
(Level 2) | | Significant
Unobservable
Inputs
(Level 3) |
| Cash and cash equivalents | Cash and cash equivalents | $ | 14,186 | | | 14,186 | | | — | | | — | |
| Equity securities (a) | Equity securities (a) | 212,180 | | | 212,180 | | | — | | | — | |
| Fixed Income (b) | Fixed Income (b) | 105,577 | | | 38,608 | | | 66,969 | | | — | |
| Total | Total | $ | 331,943 | | | 264,974 | | | 66,969 | | | — | |
(a)Actively managed portfolio of equity securities with the goal to exceed the benchmark performance.
(b)Actively managed portfolio of fixed income securities with the goal to exceed the benchmark performance
| | | | | | | | | | | | | | | | | | | | | | | |
| | | | Fair Value Measurements at December 31, 2020 |
| Asset Category | Total | | Quoted
Prices in
Active
Markets for
Identical
Assets
(Level 1) | | Significant
Observable
Inputs
(Level 2) | | Significant
Unobservable
Inputs
(Level 3) |
| Cash and cash equivalents | $ | 12,475 | | | 12,475 | | | — | | | — | |
| Equity securities (a) | 183,509 | | | 183,509 | | | — | | | — | |
| Fixed Income (b) | 101,619 | | | 36,012 | | | 65,607 | | | — | |
| Total | $ | 297,603 | | | 231,996 | | | 65,607 | | | — | |
(a)Actively managed portfolio of equity securities with the goal to exceed the benchmark performance.
(b)Actively managed portfolio of fixed income securities with the goal to exceed the benchmark performance | | | | | | | | | | | | | | | | | | | | | | | |
| | | | Fair Value Measurements at December 31, 2022 |
| Asset Category | Total | | Quoted
Prices in
Active
Markets for
Identical
Assets
(Level 1) | | Significant
Observable
Inputs
(Level 2) | | Significant
Unobservable
Inputs
(Level 3) |
| Cash and cash equivalents | $ | 14,093 | | | 14,093 | | | — | | | — | |
| Equity securities | 159,575 | | | 159,575 | | | — | | | — | |
| Fixed Income | 96,244 | | | 30,863 | | | 65,381 | | | — | |
| Total | $ | 269,912 | | | 204,531 | | | 65,381 | | | — | |
In 2022,2024, SJW Group expects to make required and discretionary cash contributions of up to $8,820$8,744 to the pension plans and other postretirement benefit plans.
Benefits expected to be paid in the next five years and in the aggregate for the five years thereafter are:
| | Pension Plan | | Other Postretirement
Benefit Plan |
| 2022 | $ | 16,220 | | | $ | 1,497 | |
| 2023 | 16,385 | | | 1,632 | |
| Pension Plans | | | Pension Plans | | Other Postretirement Benefit Plans |
| 2024 | 2024 | 16,632 | | | 1,697 | |
| 2025 | 2025 | 16,896 | | | 1,722 | |
| 2026 | 2026 | 18,915 | | | 1,763 | |
| 2027 - 2031 | 96,506 | | | 9,117 | |
| 2027 | |
| 2028 | |
| 2029 - 2033 | |
Note 12.Equity Plans
Common Stock
SJW Group has a Long-Term Stock Incentive Plan (the “Plan”), which has 1,800,000 sharesGroup’s long-term incentive plans provide employees, non-employee board members or the board of common stock reserved for issuance. The Plan was initially adopted bydirectors of any parent or subsidiary, consultants, and other independent advisors who provide services to the Board of Directors on March 6, 2002. On January 30, 2013,company or subsidiary the amended and restated Plan was adopted by the Board and became effective on April 24, 2013. The Plan was subsequently amended and restated by the Board on July 29, 2015, and thereafter amended on November 15, 2016, October 28, 2020 and January 28, 2021.opportunity to acquire an equity interest in SJW Group. SJW Group also maintains stock plans in connection with the merger withits acquisition of CTWS which are no longer granting new awardsstock awards. In addition, shares are issued to employees under thoseSJW Group’s employee stock purchase plan.
On April 26, 2023, SJW Group adopted the successor plans, the 2023 Long-Term Incentive Plan and the 2023 Employee Stock Purchase Plan, to replace the Amended and Restated Long-Term Incentive Plan (the, “Predecessor Incentive Plan”) and the 2014 Employee Stock Purchase Plan (the, “Predecessor ESPP”), respectively. The Predecessor Incentive Plan terminated on April 23, 2023 and the Predecessor ESPP terminated on July 31, 2023. Each outstanding award under the Predecessor Incentive Plan will remain outstanding under the Predecessor Incentive Plan and shall be governed solely by the terms of the documents evidencing such awards. The 2023 Long-Term Incentive Plan reserves a total of 1,142,000 shares of SJW Group’s common stock for issuance to employees, non-employee board members or the board of directors of any parent or subsidiary,
consultants, and other independent advisors who provide services to the SJW Group and its subsidiaries. The 2023 Employee Stock Purchase Plan reserves for a total of 500,000 shares of SJW Group’s common stock for issuance for eligible employees to purchase common stock at a discount through accumulated payroll deductions. Remaining reserves for both of the predecessor plans were terminated with the adoption of the successor plans.
The Plan allowsplans allow SJW Group to provide employees, non-employee Board members or the board of directors of any parent or subsidiary, consultants, and other independent advisors who provide services to the Companycompany or any parent or subsidiary the opportunity to acquire an equity interest in SJW Group.
A participant in the Planplans generally may not receive Planplan awards covering an aggregate of more than 600,000 shares of common stock in any calendar year. Additionally, awards granted under the Planplans may be conditioned upon the attainment of specified Company performance goals. The types of awards included in the Planplans are restricted stock awards, restricted stock units, performance shares, or other share-based awards. In addition, shares are issued to employees under the Employee Stock Purchase Planemployee stock purchase plan (“ESPP”) that was approved by SJW Group stockholders.
As of December 31, 2023, 2022 and 2021, 20201,080,759, 1,013,782 and 2019, 946,086 880,495 and 819,340 shares have been issued pursuant to the Plan,plans, and 168,721, 178,106150,704, 162,502 and 174,764168,721 shares are issuable upon the vesting of outstanding restricted stock units, performance-based stock units, and deferred restricted stock units for the years ended 2021, 20202023, 2022 and 2019,2021, respectively. The remaining shares available for issuance under the Planplans are 685,1931,136,979 as of December 31, 2021.2023. The compensation costs charged to income is recognized on a straight-line basis over the requisite service period.
A summary of compensation costs charged to income and proceeds from share basedshare-based compensation, thatwhich are recorded to additional paid-in capital and common stock, by award type, are presented below for the years ended December 31:
| | | | | | | | | | | | | | | | | |
| 2021 | | 2020 | | 2019 |
| Compensation costs charged to income: | | | | | |
| ESPP | $ | 357 | | | 323 | | | 283 | |
| Restricted stock and deferred restricted stock | 3,889 | | | 3,230 | | | 3,123 | |
| Total compensation costs charged to income | $ | 4,246 | | | 3,553 | | | 3,406 | |
| ESPP proceeds | $ | 2,026 | | | 1,830 | | | 1,603 | |
| | | | | | | | | | | | | | | | | |
| 2023 | | 2022 | | 2021 |
| Compensation costs charged to income: | | | | | |
| ESPP | $ | 378 | | | 369 | | | 357 | |
| Restricted stock and deferred restricted stock | 4,269 | | | 4,422 | | | 3,889 | |
| Total compensation costs charged to income | $ | 4,647 | | | 4,791 | | | 4,246 | |
| ESPP proceeds | $ | 2,141 | | | 2,091 | | | 2,026 | |
Restricted Stock and Deferred Restricted Stock
A summary of SJW Group’s outstanding restricted and deferred restricted stock awards under the Plan as of December 31, 2021,2023, and changes during the year ended December 31, 2021,2023, are presented below:
| | Units | | Weighted-
Average Grant-
Date Fair Value |
| Outstanding as of January 1, 2021 | 178,106 | | | $ | 53.43 | |
| Units | | | Units | | Weighted-
Average Grant-
Date Fair Value |
| Outstanding as of January 1, 2023 | |
| Granted | Granted | 78,235 | | | $ | 65.17 | |
| Issued | Issued | (65,591) | | | $ | 51.52 | |
| Forfeited | Forfeited | (22,029) | | | $ | 62.54 | |
| Outstanding as of December 31, 2021 | 168,721 | | | $ | 58.43 | |
| Shares vested as of December 31, 2021 | 45,311 | | | $ | 36.65 | |
| Outstanding as of December 31, 2023 | |
| Shares vested as of December 31, 2023 | |
A summary of the status of SJW Group’s nonvested restricted and deferred restricted stock awards under the Planplans as of December 31, 2021,2023, and changes during the year ended December 31, 2021,2023, are presented below:
| | Units | | Weighted- Average Grant-
Date Fair Value |
| Nonvested as of January 1, 2021 | 109,789 | | | $ | 65.18 | |
| Units | | | Units | | Weighted- Average Grant-
Date Fair Value |
| Nonvested as of January 1, 2023 | |
| Granted | Granted | 78,235 | | | $ | 65.17 | |
| Vested | Vested | (51,802) | | | $ | 62.15 | |
| Forfeited | Forfeited | (12,812) | | | $ | 65.34 | |
| Nonvested as of December 31, 2021 | 123,410 | | | $ | 66.43 | |
| Nonvested as of December 31, 2023 | |
Total fair value of restricted stock awards for all plans that were vested for the years ended 2023, 2022 and 2021 2020were $4,170, $4,369 and 2019 were $3,332, $3,333 and $2,420, respectively. As of December 31, 2021,2023, the total unrecognized compensation costs related to restricted and deferred restricted stock plans amounted to $4,421.$4,587. This cost is expected to be recognized over a weighted-average period of 1.561.67 years.
For the years ended December 31, 2023, 2022 and 2021, 202015,955, 11,551 and 2019, 7,327, 5,327 and 6,120, respectively, of performance-based and market-based restricted stock awards were issued upon the attainment of certain performance metrics and service-based vesting under the Plan. Based upon actual attainment relative to the target performance metric, the number of shares issuable can range between 0% to 150% of the target number of shares for performance-based restricted stock awards, or between 0% and 200% of the target number of shares for market-based restricted stock awards. As of December 31, 2021, 15,5772023, 24,726 performance-based and market-based restricted stock awards vested and 51,16061,763 remained outstanding.
Employee Stock Purchase Plan
The ESPP allows eligible employees to purchase shares of SJW Group’s common stock at 85% of the fair value of shares on the purchase date. Under the ESPP, employees can designate up to a maximum of 10% of their base compensation for the purchase of shares of common stock, subject to certain restrictions. A total of 400,000500,000 shares of SJW Group’s common stock have been reserved for issuance under the ESPP. The remaining shares available for issuance under the ESPP are 185,509500,000 as of December 31, 2021.2023.
As of December 31, 2021, the ESPP had fourteen purchase intervals since its inception. For the year ended December 31, 2021, 20202023, 2022 and 2019,2021, a total of 35,304, 31,75034,122, 36,585 and 30,25535,304 shares, respectively, were issued under the ESPP. The plan has no look-back provisions.
For the years ended December 31, 2021, 20202023, 2022 and 2019,2021, SJW Group’s recorded expenses were $361, $342$380, $377 and $294,$361, respectively, related to the ESPP. The total unrecognized compensation costs related to the semi-annual offering period that ended January 31, 2022,2024, for the ESPP is approximately $162. This cost is expected to be recognized during the first quarter of 2022.$27.
Note 13.Segment and Non-Tariffed Businesses Reporting
SJW Group is a holding company with 4four subsidiaries: (i) SJWC, a water utility operation with both regulated and non-tariffed businesses, (ii) SJWTX Holdings, Inc. which is doing business as CLWSC,, a regulated water utility located in Canyon Lake, Texas, andholding company for TWC, its consolidated non-tariffed variable interest entity, Acequia Water Supply Corporation, TWOS and TWR, (iii) SJW Land Company,
and (iv) SJWNE LLC, a holding company for CTWS and its subsidiaries, Connecticut Water, Maine Water,CWC, MWC, NEWUS and Chester Realty, Inc. In accordance with FASB ASC Topic 280—“Segment Reporting,” SJW Group has determined that it has 2 reportable business segments. The first segment is that of providingprovides water utility and utility-related services to its customers through SJW Group’s subsidiaries, SJWC, Connecticut Water, CLWSC, Maine WaterCWC, TWC, MWC, and NEWUS together referred to as “Water Utility Services.” Water Utility Services’ activities are water utility operations with both regulated and non-tariffed businesses. The second segment isconsists of property management and investment activity conducted by SJW Land Company and Chester Realty, Inc., referred to as “Real Estate Services.”
SJW Group’s reportable segments have been determined based on information used by the chief operating decision maker. SJW Group’s chief operating decision maker includes the Chair,Chairman, President and Chief Executive Officer, and his executive staff. The executive staff reviews financial information presented on a consolidated basis that is accompanied by disaggregated information about operating revenue, net income and total assets, by subsidiary.
The following tables set forth information relating to SJW Group’s reportable segments and distribution of regulated and non-tariffed business activities within the reportable segments. Certain allocated assets, such as goodwill, revenue and expenses have been included in the reportable segment amounts. Other business activity of SJW Group not included in the reportable segments is included in the “All Other” category.
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | For the year ended December 31, 2021 |
| | Water Utility Services | | Real
Estate
Services | | All Other (1) | | SJW Group |
| | Regulated (2) | | Non-
tariffed | | Non-
tariffed | | Non-
tariffed | | Regulated | | Non-
tariffed | | Total |
| Operating revenue | $ | 558,154 | | | 10,153 | | | 5,379 | | | — | | | 558,154 | | | 15,532 | | | 573,686 | |
| Operating expense | 449,401 | | | 7,138 | | | 3,585 | | | 2,403 | | | 449,401 | | | 13,126 | | | 462,527 | |
| Operating income (loss) | 108,753 | | | 3,015 | | | 1,794 | | | (2,403) | | | 108,753 | | | 2,406 | | | 111,159 | |
| Net income (loss) | 67,530 | | | 3,309 | | | 1,950 | | | (12,311) | | | 67,530 | | | (7,052) | | | 60,478 | |
| Depreciation and amortization | 91,896 | | | 443 | | | 1,168 | | | 893 | | | 91,896 | | | 2,504 | | | 94,400 | |
| Senior note and other interest expense | 34,308 | | | — | | | — | | | 20,031 | | | 34,308 | | | 20,031 | | | 54,339 | |
| Income tax expense (benefit) in net income | 10,327 | | | 369 | | | 619 | | | (2,946) | | | 10,327 | | | (1,958) | | | 8,369 | |
| Assets | 3,380,637 | | | 6,916 | | | 43,383 | | | 61,459 | | | 3,380,637 | | | 111,758 | | | 3,492,395 | |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | For the year ended December 31, 2020 |
| | Water Utility Services | | Real
Estate
Services | | All Other (1) | | SJW Group |
| | Regulated | | Non-
tariffed | | Non-
tariffed | | Non-
tariffed | | Regulated | | Non-
tariffed | | Total |
| Operating revenue | $ | 548,013 | | | 10,981 | | | 5,532 | | | — | | | 548,013 | | | 16,513 | | | 564,526 | |
| Operating expense | 431,375 | | | 6,943 | | | 3,510 | | | 5,028 | | | 431,375 | | | 15,481 | | | 446,856 | |
| Operating income (loss) | 116,638 | | | 4,038 | | | 2,022 | | | (5,028) | | | 116,638 | | | 1,032 | | | 117,670 | |
| Net income (loss) | 69,245 | | | 4,099 | | | 1,455 | | | (13,284) | | | 69,245 | | | (7,730) | | | 61,515 | |
| Depreciation and amortization | 86,758 | | | 442 | | | 1,186 | | | 893 | | | 86,758 | | | 2,521 | | | 89,279 | |
| Senior note and other interest expense | 33,877 | | | — | | | — | | | 20,378 | | | 33,877 | | | 20,378 | | | 54,255 | |
| Income tax expense (benefit) in net income | 16,563 | | | 998 | | | 467 | | | (9,648) | | | 16,563 | | | (8,183) | | | 8,380 | |
| Assets | 3,197,626 | | | 8,869 | | | 44,405 | | | 60,565 | | | 3,197,626 | | | 113,839 | | | 3,311,465 | |
| | | | For the year ended December 31, 2019 | | For the year ended December 31, 2023 |
| | | Water Utility Services | | Real
Estate
Services | | All Other (1) | | SJW Group | | Water Utility Services | | Real
Estate
Services | | All Other (1) | | SJW Group |
| | | Regulated | | Non-
tariffed | | Non-
tariffed | | Non-
tariffed | | Regulated | | Non-
tariffed | | Total | | Regulated (2) | | Non-
tariffed | | Non-tariffed | | Non-
tariffed | | Regulated | | Non-
tariffed | | Total |
| Operating revenue | Operating revenue | $ | 407,116 | | | 7,969 | | | 5,397 | | | — | | | 407,116 | | | 13,366 | | | 420,482 | |
| Operating expense | Operating expense | 329,520 | | | 5,443 | | | 3,751 | | | 24,289 | | | 329,520 | | | 33,483 | | | 363,003 | |
| Operating income (loss) | Operating income (loss) | 77,596 | | | 2,526 | | | 1,646 | | | (24,289) | | | 77,596 | | | (20,117) | | | 57,479 | |
| Net income (loss) | Net income (loss) | 42,691 | | | 2,019 | | | 1,623 | | | (22,930) | | | 42,691 | | | (19,288) | | | 23,403 | |
| Depreciation and amortization | Depreciation and amortization | 63,775 | | | 420 | | | 1,196 | | | 201 | | | 63,775 | | | 1,817 | | | 65,592 | |
| Senior note and other interest expense | Senior note and other interest expense | 25,073 | | | — | | | — | | | 6,723 | | | 25,073 | | | 6,723 | | | 31,796 | |
| Income tax expense (benefit) in net income | Income tax expense (benefit) in net income | 8,382 | | | 708 | | | 486 | | | (1,122) | | | 8,382 | | | 72 | | | 8,454 | |
| Assets | 3,016,846 | | | 5,507 | | | 46,778 | | | 63,339 | | | 3,016,846 | | | 115,624 | | | 3,132,470 | |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | For the year ended December 31, 2022 |
| | Water Utility Services | | Real
Estate
Services | | All Other (1) | | SJW Group |
| | Regulated | | Non-
tariffed | | Non-
tariffed | | Non-
tariffed | | Regulated | | Non-
tariffed | | Total |
| Operating revenue | 603,000 | | | 12,093 | | | 5,605 | | | — | | | 603,000 | | | 17,698 | | | 620,698 | |
| Operating expense | 473,141 | | | 9,538 | | | 3,719 | | | 3,322 | | | 473,141 | | | 16,579 | | | 489,720 | |
| Operating income (loss) | 129,859 | | | 2,555 | | | 1,886 | | | (3,322) | | | 129,859 | | | 1,119 | | | 130,978 | |
| Net income (loss) | 86,500 | | | 1,060 | | | 1,442 | | | (15,174) | | | 86,500 | | | (12,672) | | | 73,828 | |
| Depreciation and amortization | 99,412 | | | 2,906 | | | 1,206 | | | 893 | | | 99,412 | | | 5,005 | | | 104,417 | |
| Senior note and other interest expense | 37,958 | | | — | | | — | | | 20,104 | | | 37,958 | | | 20,104 | | | 58,062 | |
| Income tax expense (benefit) in net income | 12,756 | | | 708 | | | 453 | | | (5,421) | | | 12,756 | | | (4,260) | | | 8,496 | |
| | | | | | | | | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | For the year ended December 31, 2021 |
| | Water Utility Services | | Real
Estate
Services | | All Other (1) | | SJW Group |
| | Regulated | | Non-
tariffed | | Non-
tariffed | | Non-
tariffed | | Regulated | | Non-
tariffed | | Total |
| Operating revenue | 558,154 | | | 10,153 | | | 5,379 | | | — | | | 558,154 | | | 15,532 | | | 573,686 | |
| Operating expense | 449,401 | | | 7,138 | | | 3,585 | | | 2,403 | | | 449,401 | | | 13,126 | | | 462,527 | |
| Operating income (loss) | 108,753 | | | 3,015 | | | 1,794 | | | (2,403) | | | 108,753 | | | 2,406 | | | 111,159 | |
| Net income (loss) | 67,530 | | | 3,309 | | | 1,950 | | | (12,311) | | | 67,530 | | | (7,052) | | | 60,478 | |
| Depreciation and amortization | 91,896 | | | 443 | | | 1,168 | | | 893 | | | 91,896 | | | 2,504 | | | 94,400 | |
| Senior note and other interest expense | 34,308 | | | — | | | — | | | 20,031 | | | 34,308 | | | 20,031 | | | 54,339 | |
| Income tax expense (benefit) in net income | 10,327 | | | 369 | | | 619 | | | (2,946) | | | 10,327 | | | (1,958) | | | 8,369 | |
| | | | | | | | | | | | | |
____________________
(1) The “All Other” category for the years ended December 31, 2021, 20202023, 2022 and 2019,2021, includes the accounts of SJW Group, SJWNE LLC, CTWS, and CTWS,SJWTX Holdings, Inc. on a stand-alone basis.
(2) As of December 31, 2021,2023, the Companycompany has performed an allocation of goodwill associated with the acquisition of CTWS to two reporting units, Connecticut and Maine, which are both aggregated within the Regulated Water Utility Services reportable segment.
SJW Group’s assets by segment are as follows as of December 31:
| | | | | | | | | | | |
| 2023 | | 2022 |
| Water Utility Services: | | | |
| Regulated | $ | 4,199,172 | | | 3,643,916 | |
| Non-tariffed | 43,532 | | | 4,832 | |
| Total water utility services | 4,242,704 | | | 3,648,748 | |
| Real Estate Services | 44,222 | | | 42,801 | |
| All Other | 58,141 | | | 63,507 | |
| Total assets | $ | 4,345,067 | | | 3,755,056 | |
| | | |
| Regulated | $ | 4,199,172 | | | 3,643,916 | |
| Non-tariffed | 145,895 | | | 111,140 | |
| Total assets | $ | 4,345,067 | | | 3,755,056 | |
Note 14.Business CombinationsAcquisitions
KT Water
On January 13, 2023, TWC reached an agreement to acquire KT Water Development Ltd. (“KT Water Development”) and SJWTX Holdings, Inc. reached an agreement to acquire KT Water Resources L.P. (“KT Water Resources”). The agreement between SJWTX Holdings, Inc. and KT Water Resources, LP, was assigned to TWR prior to closing. KT Water Development was an investor-owned water utility providing water to approximately 1,725 people through over 570 service connections in the Rockwall Ranch subdivision in southern Comal County, Texas. KT Water Resources was a wholesale groundwater resource supplier to KT Water Development formed to develop wholesale water supplies for the fast-growing utilities of Comal County, Texas. The Public Utility Commission of Texas (“PUCT”) approved the proposed KT Water Development acquisition on July 24, 2023. The acquisition of KT Water Resources did not require PUCT approval. Both transactions closed on August 14, 2023. Further information regarding each of the acquisitions is set forth below.
KT Water Development
The purchase price of KT Water Development was $7,338, all of which was cash, and was determined in accordance with a fair market value process defined under the Texas Water Code. The transaction was accounted for as a business combination in accordance with ASC Topic 805. Based on the preliminary purchase price allocation, the transaction consideration was allocated to utility plant. The final allocation will be completed within one year from the acquisition date. Transaction costs were not material. The results of KT Water Development are included in SJW Group’s consolidated statements of comprehensive income since the acquisition date and were not material. Pro forma financial information has not been presented because the acquisition was not material to SJW Group’s consolidated financial statements.
KT Water Resources
The total purchase price of KT Water Resources of $39,891 consisted of a $24,491 up-front cash payment and an obligation for a post-closing production payment with an acquisition date fair value of $15,400. Considering transaction costs of $170, the total cost of the acquisition was $40,061. The KT Water Resources acquisition was accounted for as an asset acquisition in accordance with ASC Topic 805.
The total cost was allocated as follows based on the fair values of the assets acquired: $28,386 to other intangible asset, $11,684 to nonutility property, and $9 to other current liabilities. The other intangible asset represents indefinite-life water rights. The nonutility property consists of wells, land, easements, and construction work in progress.
The post-closing production payment represents an obligation to pay a total amount of $29,000 to the seller over a period up to 29 years. The repayment schedule is based on the quantity of groundwater produced from the acquired wells, subject to certain provisions in the purchase agreement. The fair value of the post-closing payment as of the acquisition date was determined by discounting forecasted repayments based on management’s estimates of future groundwater production. The difference between the fair value of $15,400 and the gross obligation of $29,000 was recorded as a debt discount and is being amortized as interest expense using the effective interest method over the life of the obligation. The post-closing production payment obligation is classified as long-term debt in the Consolidated Balance Sheets.
Kendall West Utility and Bandera East Utility
On December 17, 2021, CLWSCTWC completed its acquisition of Kendall West Utility and Bandera East Utility, companies that provide water services, including wastewater and recycled water services, in Kendall, Bandera and Medina counties which are located in south central Texas. Kendall West Utility and Bandera East Utility, together, addadded approximately 5,000 people through 1,600 service connections in a service area approximately 19 square miles to CLWSC’sTWC’s operations. The total net cash price was approximately $23,587. The preliminary purchase price allocation for these acquisitions primarily consisted of acquired utility plant of approximately $9,400 and goodwill of approximately $12,300. The results of Kendall West Utility and Bandera East Utility are included in SJW Group’s consolidated statementsConsolidated Statements of comprehensive incomeComprehensive Income since the acquisition date, including revenues and net loss, and were not material. During the measurement period in 2022, TWC reduced goodwill previously recognized by $161 primarily related to additional regulatory assets recognized. The final purchase price allocation resulted in goodwill of $12,167 for the transaction. Pro forma financial information has not been presented because the acquisition was not material to SJW Group’s consolidated financial statements.
CTWS
On October 9, 2019, SJW Group completed the merger with CTWS, a company that provides water service throughout Connecticut and Maine. In addition, CTWS has a real estate company in Connecticut which provides property management services.
SJW Group acquired all of the outstanding stock of CTWS for $70.00 per share in cash (without interest and less any applicable withholding taxes). The total cash purchase price was approximately $838,476, less cash received of $3,011, and approximately $6,384 related to outstanding awards of restricted stock units and deferred share units assumed in connection with the merger.
The following table summarizes the purchase price and recording of fair values of assets acquired and liabilities assumed as of the acquisition date and subsequent adjustments as of December 31, 2020.
| | | | | | | | | | | | | | | | | |
| Amounts Previously Recognized as of Acquisition Date (a) | | Measurement Period Adjustments | | Amounts Recognized as of Acquisition Date (as Adjusted) |
| Assets acquired: | | | | | |
| Utility plant, net | $ | 750,703 | | | — | | | 750,703 | |
| Nonutility plant | 848 | | | — | | | 848 | |
| Current assets | 42,673 | | | (785) | | | 41,888 | |
| Investments | 12,489 | | | — | | | 12,489 | |
| Regulatory assets and deferred charges, less current portion | 83,132 | | | (4,346) | | | 78,786 | |
| Other intangible assets | 17,181 | | | — | | | 17,181 | |
| Other assets | 2,592 | | | — | | | 2,592 | |
| Goodwill | 626,523 | | | (114) | | | 626,409 | |
| Total assets acquired | 1,536,141 | | | (5,245) | | | 1,530,896 | |
| Liabilities assumed: | | | | | |
| Long-term debt | 281,009 | | | — | | | 281,009 | |
| Current liabilities, including maturities of long-term debt | 125,772 | | | 25 | | | 125,797 | |
| Deferred income taxes | 107,789 | | | (5,411) | | | 102,378 | |
| Postretirement benefit plans | 31,789 | | | — | | | 31,789 | |
| Contributions in aid of construction and construction advances | 137,327 | | | — | | | 137,327 | |
| Other long-term liabilities | 10,607 | | | 141 | | | 10,748 | |
| Total liabilities assumed | 694,293 | | | (5,245) | | | 689,048 | |
| Assumed equity | $ | 841,848 | | | — | | | 841,848 | |
(a)As previously reported in the SJW Group’s 10-K for the period ended December 31, 2019.
Other intangible assets primarily consists of customer relationships.
The goodwill balance is primarily attributable to assembled workforce and diversification of markets both from a geographic and regulatory perspective. We do not expect the goodwill recognized in connection with the transaction will be deductible for income tax purposes.
The company analyzed and revalued the acquired opening deferred tax asset and liability balances within the measurement period which resulted in a decrease to goodwill of $114. The revaluation of acquired deferred tax assets and liabilities and related uncertain tax positions based upon facts and circumstances that existed as of the acquisition date resulted in adjustments that were recorded to goodwill. In addition, tax related valuation allowances assumed in connection with a business combination were initially estimated as of the acquisition date. Revaluation within the measurement period resulted in release of the valuation allowance as it is more likely than not that the new combined group will be able to utilize the acquired deferred tax assets. There was no impact associated with the measurement period adjustments to the consolidated statement of comprehensive income for the year ended December 31, 2020.
FINANCIAL STATEMENT SCHEDULE
Schedule I
SJW Group (Parent Only)
CONDENSED BALANCE SHEETS
(in thousands, except share and per share data)
| | | | | | | | | | | |
| | December 31, |
| | 2021 | | 2020 |
| Assets | | | |
| | | |
| Investments in subsidiaries | $ | 1,607,952 | | | 1,536,106 | |
| | | |
| Current assets: | | | |
| Cash and cash equivalents | 2,859 | | | 436 | |
| Intercompany receivables | — | | | 258 | |
| | | |
| Intercompany notes receivable | 6,015 | | | 15,680 | |
| Other current assets | 530 | | | 124 | |
| 9,404 | | | 16,498 | |
| | | |
| | | |
| | | |
| | | |
| | | |
| $ | 1,617,356 | | | 1,552,604 | |
| | | |
| Capitalization and Liabilities | | | |
| Capitalization: | | | |
| Stockholders’ equity: | | | |
| Common stock, $0.001 par value; authorized 70,000,000 shares in 2021 and 2020; issued and outstanding 30,181,348 shares in 2021 and 28,556,605 shares in 2020 | $ | 30 | | | 29 | |
| Additional paid-in capital | 606,392 | | | 510,158 | |
| Retained earnings | 428,260 | | | 408,037 | |
| Accumulated other comprehensive income | (163) | | | (1,064) | |
| Total stockholders’ equity | 1,034,519 | | | 917,160 | |
| Long-term debt, less current portion | 556,225 | | | 555,824 | |
| 1,590,744 | | | 1,472,984 | |
| Current liabilities: | | | |
| Current portion of long-term debt | — | | | 49,929 | |
| Intercompany payables | 2,097 | | | — | |
| Intercompany notes payable | 9,712 | | | 19,540 | |
| | | |
| Accrued interest | 3,223 | | | 3,195 | |
| Income tax payable | 8,017 | | | 3,268 | |
| Other current liabilities | 313 | | | 422 | |
| 23,362 | | | 76,354 | |
| Deferred income taxes | 2,471 | | | 2,623 | |
| Other noncurrent liabilities | 779 | | | 643 | |
| Commitments and contingencies | 0 | | 0 |
| $ | 1,617,356 | | | 1,552,604 | |
| | | | | | | | | | | |
| | December 31, |
| | 2023 | | 2022 |
| Assets | | | |
| | | |
| Investments in subsidiaries | $ | 1,753,250 | | | 1,675,545 | |
| | | |
| Current assets: | | | |
| Cash and cash equivalents | 868 | | | 5,142 | |
| Intercompany receivables | 2,239 | | | — | |
| | | |
| Intercompany notes receivable | 69,746 | | | 13,094 | |
| Other current assets | 243 | | | 193 | |
| Total current assets | 73,096 | | | 18,429 | |
| Other assets | | | |
| | | |
| | | |
| Other | 193 | | | 183 | |
| Total other assets | 193 | | | 183 | |
| Total assets | $ | 1,826,539 | | | 1,694,157 | |
| | | |
| Capitalization and Liabilities | | | |
| Capitalization: | | | |
| Stockholders’ equity: | | | |
| Common stock, $0.001 par value; authorized 70,000,000 shares in 2023 and 2022; issued and outstanding 32,023,004 shares in 2023 and 30,801,912 shares in 2022 | $ | 32 | | | 31 | |
| Additional paid-in capital | 736,191 | | | 651,004 | |
| Retained earnings | 495,383 | | | 458,356 | |
| Accumulated other comprehensive income | 1,791 | | | 1,477 | |
| Total stockholders’ equity | 1,233,397 | | | 1,110,868 | |
| Long-term debt, less current portion | 557,028 | | | 556,627 | |
| Total capitalization | 1,790,425 | | | 1,667,495 | |
| Current liabilities: | | | |
| Line of credit | 10,000 | | | — | |
| Intercompany payables | — | | | 789 | |
| Intercompany notes payable | 1,726 | | | 4,166 | |
| | | |
| Accrued interest | 3,255 | | | 3,208 | |
| Income tax payable | 16,427 | | | 14,736 | |
| Other current liabilities | 629 | | | 398 | |
| Total current liabilities | 32,037 | | | 23,297 | |
| Deferred income taxes | 3,099 | | | 2,373 | |
| | | |
| Other noncurrent liabilities | 978 | | | 992 | |
| Total capitalization and liabilities | $ | 1,826,539 | | | 1,694,157 | |
See Accompanying Notes to Schedule I
FINANCIAL STATEMENT SCHEDULE
Schedule I
SJW Group (Parent Only)
CONDENSED STATEMENTS OF COMPREHENSIVE INCOME
Years ended December 31 (in thousands)
| | 2021 | | 2020 | | 2019 |
| 2023 | | | 2023 | | 2022 | | 2021 |
| Operating revenue | Operating revenue | $ | — | | | — | | | — | |
| Operating expense: | Operating expense: | | | | | |
| Administrative and general | Administrative and general | 2,050 | | | 3,110 | | | 8,130 | |
| Administrative and general | |
| Administrative and general | |
| Property taxes and other non-income taxes | Property taxes and other non-income taxes | (38) | | | 250 | | | 250 | |
| | Merger related expenses | — | | | — | | | 14,849 | |
| | Total operating expense | |
| | Total operating expense | |
| | Total operating expense | Total operating expense | 2,012 | | | 3,360 | | | 23,229 | |
| Operating loss | Operating loss | (2,012) | | | (3,360) | | | (23,229) | |
| Other (expense) income: | Other (expense) income: | |
| Interest on long-term debt, mortgage and other interest expense | (18,673) | | | (19,430) | | | (6,615) | |
| Interest on long-term debt and other interest expense | |
| Interest on long-term debt and other interest expense | |
| Interest on long-term debt and other interest expense | |
| | Gain on sale of Texas Water Alliance | 3,000 | | | — | | | — | |
| Interest income on money market fund | — | | | — | | | 6,536 | |
| Gain on sale of asset | |
| Gain on sale of asset | |
| Gain on sale of asset | |
| Interest income on intercompany notes receivable | |
| Other, net | Other, net | (160) | | | (250) | | | 89 | |
| Loss before income taxes and equity earnings from subsidiaries | Loss before income taxes and equity earnings from subsidiaries | (17,845) | | | (23,040) | | | (23,219) | |
| Income tax benefit | Income tax benefit | (4,660) | | | (6,414) | | | (1,431) | |
| Equity earnings from subsidiaries, net of taxes | Equity earnings from subsidiaries, net of taxes | 73,663 | | | 78,141 | | | 45,191 | |
| SJW Group net income | SJW Group net income | 60,478 | | | 61,515 | | | 23,403 | |
| Other comprehensive income (loss), net | 901 | | | (1,190) | | | 126 | |
| Other comprehensive income, net | |
| SJW Group comprehensive income | SJW Group comprehensive income | $ | 61,379 | | | 60,325 | | | 23,529 | |
See Accompanying Notes to Schedule I
FINANCIAL STATEMENT SCHEDULE
Schedule I
SJW Group (Parent Only)
CONDENSED STATEMENTS OF CASH FLOWS
Years ended December 31 (in thousands)
| | 2021 | | 2020 | | 2019 |
| 2023 | | | 2023 | | 2022 | | 2021 |
| Operating activities: | Operating activities: | | | | | |
| Net income | |
| Net income | |
| Net income | Net income | $ | 60,478 | | | 61,515 | | | 23,403 | |
| Adjustments to reconcile net income to net cash used in operating activities: | Adjustments to reconcile net income to net cash used in operating activities: | |
| Earnings from investment in subsidiaries | Earnings from investment in subsidiaries | (73,663) | | | (78,141) | | | (45,191) | |
| Earnings from investment in subsidiaries | |
| Earnings from investment in subsidiaries | |
| | Deferred income taxes | Deferred income taxes | (185) | | | 162 | | | 4,606 | |
| Share-based compensation | 679 | | | 466 | | | 141 | |
| Gain on sale of TWA | (3,000) | | | — | | | — | |
| Deferred income taxes | |
| Deferred income taxes | |
| Stock-based compensation | |
| Gain on sale of asset | |
| | Changes in operating assets and liabilities, net of acquired assets and liabilities: | Changes in operating assets and liabilities, net of acquired assets and liabilities: | |
| Changes in operating assets and liabilities, net of acquired assets and liabilities: | |
| Changes in operating assets and liabilities, net of acquired assets and liabilities: | |
| Accounts payable and other current liabilities | |
| Accounts payable and other current liabilities | |
| Accounts payable and other current liabilities | Accounts payable and other current liabilities | (226) | | | (1,532) | | | 255 | |
| Intercompany receivables | Intercompany receivables | (1,586) | | | (2,607) | | | 2,045 | |
| Tax receivable and accrued taxes | 4,782 | | | 10,759 | | | (6,779) | |
| Tax payable and other accrued taxes | |
| Accrued interest | Accrued interest | 28 | | | (553) | | | 3,742 | |
| Return on capital from investments in subsidiaries | Return on capital from investments in subsidiaries | 45,900 | | | 47,800 | | | 28,600 | |
| | Other changes, net | Other changes, net | 605 | | | 367 | | | 808 | |
| Other changes, net | |
| Other changes, net | |
| Net cash provided by operating activities | Net cash provided by operating activities | 33,812 | | | 38,236 | | | 11,630 | |
| Investing activities: | Investing activities: | | | | | |
| Proceeds to subsidiaries for notes receivable | Proceeds to subsidiaries for notes receivable | (75,986) | | | (10,353) | | | (102,522) | |
| Proceeds to subsidiaries for notes receivable | |
| Proceeds to subsidiaries for notes receivable | |
| Repayments from subsidiaries for notes receivable | Repayments from subsidiaries for notes receivable | 85,651 | | | 1,400 | | | 95,795 | |
| Investments in subsidiaries | Investments in subsidiaries | (35,118) | | | (37,952) | | | (62,262) | |
| Proceeds from sale of TWA | 3,000 | | | — | | | — | |
| Payments for business acquisition | — | | | — | | | (837,903) | |
| Proceeds from sale of asset | |
| | Net cash used in investing activities | |
| Net cash used in investing activities | |
| Net cash used in investing activities | Net cash used in investing activities | (22,453) | | | (46,905) | | | (906,892) | |
| Financing activities: | Financing activities: | | | | | |
| Borrowings from subsidiaries for notes payable | Borrowings from subsidiaries for notes payable | 34,317 | | | 54,837 | | | 29,865 | |
| Borrowings from subsidiaries for notes payable | |
| Borrowings from subsidiaries for notes payable | |
| Repayments to subsidiaries for notes payable | Repayments to subsidiaries for notes payable | (44,145) | | | (59,762) | | | (17,705) | |
| Long-term borrowings | — | | | 50,000 | | | 510,000 | |
| Borrowings from lines of credit | | Borrowings from lines of credit | 10,000 | | | — |
| | Repayments of long-term borrowings | |
| Repayments of long-term borrowings | |
| Repayments of long-term borrowings | Repayments of long-term borrowings | (50,000) | | | — | | | — | |
| Issuance of common stock, net of issuance costs | Issuance of common stock, net of issuance costs | 91,029 | | | — | | | (10) | |
| Debt issuance costs | Debt issuance costs | — | | | (496) | | | (3,957) | |
| Dividends paid | Dividends paid | (40,137) | | | (36,509) | | | (34,134) | |
| | Net cash (used in) provided by financing activities | (8,936) | | | 8,070 | | | 484,059 | |
| Net cash provided (used in) by financing activities | |
| Net cash provided (used in) by financing activities | |
| Net cash provided (used in) by financing activities | |
| Net change in cash and cash equivalents | Net change in cash and cash equivalents | 2,423 | | | (599) | | | (411,203) | |
| Cash and cash equivalents, beginning of year | Cash and cash equivalents, beginning of year | 436 | | | 1,035 | | | 412,238 | |
| Cash and cash equivalents, end of year | Cash and cash equivalents, end of year | $ | 2,859 | | | 436 | | | 1,035 | |
| Cash paid during the year for: | | | | | |
| Cash paid (refunded) during the year for: | |
| Interest | |
| Interest | |
| Interest | Interest | $ | 18,518 | | | 19,442 | | | 2,203 | |
| Income taxes | Income taxes | $ | (4,998) | | | 3,466 | | | 689 | |
| Supplemental disclosure of non-cash activities: | Supplemental disclosure of non-cash activities: | |
| Share-based compensation from investment in subsidiaries | Share-based compensation from investment in subsidiaries | $ | 4,413 | | | 2,894 | | | 4,663 | |
| Share-based compensation from investment in subsidiaries | |
| Share-based compensation from investment in subsidiaries | |
See Accompanying Notes to Schedule I
FINANCIAL STATEMENT SCHEDULE
Schedule I
SJW Group (Parent Only)
NOTES TO CONDENSED FINANCIAL STATEMENTS
Years ended December 31, 2021, 20202023, 2022 and 20192021
(Dollars in thousands, except share and per share data)
Restrictions on Dividends and Other Distributions
SJW Group is a legal entity separate and distinct from its various subsidiaries. As a holding company with no significant operations of its own, SJW Group’s principal sources of funds are dividends or other distributions from its operating subsidiaries, borrowings and the issuance of equity. The rights of SJW Group and, consequently, its creditors and shareholders, to participate in any distribution of assets of any of its subsidiaries are subject to certain prior claims of creditors of such subsidiary.
The abilities of certain of SJW Group’s subsidiaries to transfer funds to SJW Group in the form of cash dividends, loans or advances are subject to certain contractual and regulatory restrictions. SJW Group and its subsidiaries are subject to debt covenants that could limit their respective abilities to pay dividends. For a discussion on these covenants, see Note 6, “Long-term Debt” to SJW Group and Subsidiaries Notes to Consolidated Financial Statements. In addition, Connecticut Water Service, Inc. (“CTWS”)CTWS and its regulated subsidiaries are prohibited from paying dividends if not in compliance with minimum equity requirements under commitments made by SJW Group as part of the approval granted by the Connecticut Public Utilities Regulatory AuthorityPURA and the Maine Public Utilities Commission in connection with the acquisition of CTWS. As of December 31, 2021,2023, the restricted net assets of SJW Group’s subsidiaries waswere approximately $337,787$408,244 or 33% of consolidated net assets of SJW Group.
SJW Group and Subsidiaries
FINANCIAL STATEMENT SCHEDULE
Schedule II
VALUATION AND QUALIFYING ACCOUNTS AND RESERVES
Years ended December 31, 2021, 20202023, 2022 and 20192021
(in thousands)
| | Description | Description | 2021 | | 2020 | | 2019 | Description | 2023 | | 2022 | | 2021 |
| Allowance for doubtful accounts: | Allowance for doubtful accounts: | | | | | |
| Balance, beginning of period | Balance, beginning of period | $ | 3,891 | | | 1,512 | | | 272 | |
| Opening balance, SJWNE, LLC | — | | | — | | | 1,283 | |
| Balance, beginning of period | |
| Balance, beginning of period | |
| | Charged to expense | |
| Charged to expense | |
| Charged to expense | Charged to expense | 932 | | | (177) | | | 520 | |
| Charged to regulatory asset | Charged to regulatory asset | 1,610 | | | 3,032 | | | — | |
| Accounts written off | Accounts written off | (2,394) | | | (800) | | | (875) | |
| Recoveries of accounts written off | Recoveries of accounts written off | 561 | | | 324 | | | 312 | |
| Balance, end of period | Balance, end of period | $ | 4,600 | | | 3,891 | | | 1,512 | |
| Reserve for litigation and claims: | Reserve for litigation and claims: | | | | | |
| Balance, beginning of period | Balance, beginning of period | $ | 684 | | | 2,898 | | | 2,181 | |
| Balance, beginning of period | |
| Balance, beginning of period | |
| Charged to expense | Charged to expense | 916 | | | 958 | | | 3,221 | |
| Revision to accrual, due to settlements | Revision to accrual, due to settlements | (50) | | | (122) | | | (135) | |
| Payments | Payments | (943) | | | (3,050) | | | (2,369) | |
| Balance, end of period | Balance, end of period | $ | 607 | | | 684 | | | 2,898 | |
Item 9.Changes in and Disagreements with Accountants on Accounting and Financial Disclosure
None.
Item 9A.Controls and Procedures
Evaluation of Disclosure Control and Procedures
SJW Group’s management, with the participation of its Chief Executive Officer and Chief Financial Officer, evaluated the effectiveness of SJW Group’s disclosure controls and procedures (as defined in Rules 13a-15(e) and 15d-15(e) under the Securities Exchange Act of 1934, as amended, the “Exchange Act”), as of the end of the period covered by this report. Based on that evaluation, the Chief Executive Officer and Chief Financial Officer concluded that SJW Group’s disclosure controls and procedures as of the end of the period covered by this report have been designed and are functioning effectively to provide reasonable assurance that the information required to be disclosed by SJW Group in the reports that it files or submits under the Exchange Act is recorded, processed, summarized and reported, within the time periods specified in the SEC’s rules and forms, and that such information is accumulated and communicated to management, including our Chief Executive Officer and Chief Financial Officer, or persons performing similar functions, as appropriate to allow timely decisions regarding required disclosure. SJW Group believes that a control system, no matter how well designed and operated, cannot provide absolute assurance that the objectives of the control system are met, and no evaluation of controls can provide absolute assurance that all control issues and instances of fraud, if any, within a company have been detected.
Management’s Report on Internal Control over Financial Reporting
SJW Group’s management is responsible for establishing and maintaining an adequate internal control structure over financial reporting and for an assessment of the effectiveness of internal control over financial reporting, as such items are defined in Rule 13a-15(f) and 15d-15(f) under the Exchange Act.
Management has utilized the criteria established in “Internal Control-Integrated Framework (2013)” issued by the Committee of Sponsoring Organizations of the Treadway Commission to evaluate the effectiveness of internal control over financial reporting.
SJW Group’s management has performed an assessment of the effectiveness of internal control over financial reporting as of December 31, 2021.2023. Based on this assessment, management has concluded SJW Group’s internal control over financial reporting as of December 31, 20212023 was effective.
Our independent registered public accounting firm, DELOITTE & TOUCHE LLP (PCAOB ID No. 34), has issued an auditors’ report on the effectiveness of our internal control over financial reporting, which is included in Item 8 of this report. Changes in Internal Controls
There has been no change in internal control over financial reporting during the fourth fiscal quarter of 20212023 that has materially affected, or is reasonably likely to materially affect, the internal controls over financial reporting of SJW Group.
Item 9B.Other Information
SJW Group intends to post information about the operating and financial performance of SJW Group and its subsidiaries on its website http://www.sjwgroup.com from time to time. The content of SJW Group’s website is not incorporated by reference to or part of this report.
a.There is no information that was required to be disclosed in a report on Form 8-K during the fourth quarter of 2023 but was not reported.
b.In the quarter ended December 31, 2023, none of our directors or officers (as defined in Rule 16a-1(f) of the Exchange Act) adopted or terminated a plan for the purchase or sale of our securities intended to satisfy the affirmative defense conditions of Rule 10b5-1(c) or a non-Rule 10b5-1 trading arrangement for the purchase or sale of our securities, within the meaning of Item 408 of Regulation S-K.
Item 9C.Disclosure Regarding Foreign Jurisdictions that Prevent Inspection
None.
PART III
Item 10.Directors, Executive Officers and Corporate Governance
The information required by this item is contained in part under the caption “Officers“Executive Officers of the Registrant” in Part I, Item 1, of this report, and in SJW Group’s Proxy Statement for its 20222024 Annual Meeting of Stockholders to be held on April 27, 2022 (the “2022“2024 Proxy Statement”) under the captions “Proposal 1—Election of Directors”“PROPOSAL 1 ELECTION OF DIRECTORS” and “Section“Delinquent Section 16(a) Beneficial Ownership Reporting Compliance,Reports,” and is incorporated herein by reference.
Code of Ethics
SJW Group has adopted a code of ethics that applies to SJW Group’s Chief Executive Officer, Chief Financial Officer, Chief Accounting Officer and all other officers. The text of the code of ethics is available, free of charge, at the Company’s website at http://www.sjwgroup.com. SJW Group intends to satisfy the disclosure requirements under Item 5.05 of Form 8-K regarding an amendment to, or a waiver from, a provision of its code of ethics by posting such information on its website.
Corporate Governance Policies and Board Committee Charters
The Corporate Governance Policies and the charters for the board committees—the Audit Committee, Executive Compensation Committee, Nominating & Governance Committee, Sustainability Committee, and Finance Committee—are available at the SJW Group’s website at http://www.sjwgroup.com. Stockholders may also request a free hard copy of the Corporate Governance Policies and the charters from the following address and phone number:
SJW Group
110 West Taylor Street
San Jose, CA 95110
Attn: Corporate Secretary
Phone: 800-250-5147
Item 11.Executive Compensation
The information required by this item is contained in the 20222024 Proxy Statement under the captions “Compensation of Directors,” “Executive Compensation and Related Information,” “Compensation Committee Interlocks and Insider Participation,” and “Committee Reports” and is incorporated herein by reference.
Item 12.Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters
The information required by this item is contained in the 20222024 Proxy Statement under the captions “Security Ownership of Certain Beneficial Owners and Management” and “Securities Authorized for Issuance under Equity Compensation Plans” and is incorporated herein by reference.
Item 13.Certain Relationships and Related Transactions, and Director Independence
The information required by this item is contained in the 20222024 Proxy Statement under the caption “Certain Relationships and Related Transactions” and “Director Independence” and is incorporated herein by reference.
Item 14.Principal Accountant Fees and Services
The information required by this item is contained in the 20222024 Proxy Statement under the caption “Principal Independent Accountants’ Fees and Services” and is incorporated herein by reference.
PART IV
Item 15.Exhibits and Financial Statement Schedules
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| (a)(2) Financial Statement Schedule | |
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All other schedules are omitted as the required information is inapplicable or the information is presented in the consolidated financial statements or related notes.
(a)(3) Exhibits required to be filed by Item 601 of Regulation S-K.
See Exhibit Index located immediately following this Item 15.
The exhibits filed herewith are attached hereto (except as noted) and those indicated on the Exhibit Index, which are not filed herewith, were previously filed with the Securities and Exchange Commission as indicated.
EXHIBIT INDEX
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| Exhibit No. | | Description |
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| 1.1 | | |
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1.2 | | |
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2.11.2 | | Amendment 1, dated March 1, 2023, to the Equity Distribution Agreement, and Plan of Merger, dated as of March 14, 2018,November 17, 2021, by and among SJW Group, Hydro Sub, Inc.the Company, J.P. Morgan Securities LLC, Janney Montgomery Scott LLC, RBC Capital Markets, LLC and Connecticut Water Service, Inc.Wells Fargo Securities, LLC. Incorporated by reference asto Exhibit 2.110.1 to the Form 8-K10-Q filed on March 15, 2018May 1, 2023.. (2) |
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2.2 | | |
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2.3 | | |
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| 3.1 | | |
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| 3.2 | | |
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| 3.3 | | |
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| 3.4 | | |
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| 3.5 | | |
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| 4.1 | | Instruments Defining the Rights of Security Holders, including Indentures: Except as listed below in Exhibit 4.5, no issue of the registrant’s long-term debt exceeds 10 percent of its total assets. SJW Group hereby agrees to furnish upon request to the Commission a copy of each such instrument defining the rights of holders of unregistered senior and subordinated debt of the Company. |
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| 4.2 | | |
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| 4.3 | | |
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| 4.4 | | Indenture dated as of December 1, 2016, by and between California Pollution Control Financing Authority and The Bank of New York Mellon Trust Company, N.A. relating to the Bond. SJW Group agrees to furnish to the Commission upon request a copy of such agreement which it has elected not to file under the provisions of Regulation S-K 601(b)(4)(iii). |
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| 4.5 | | |
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4.6 | | |
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| 10.1 | | |
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| 10.2 | | |
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| 10.3 | | Credit Agreement among SJW Group, San Jose Water Company, SJWTX, Inc., Connecticut Water Service, Inc., JPMorgan Chase Bank, N.A., and Wells Fargo Bank, National Association, dated August 2, 2022. Incorporated by reference to Exhibit 10.1 to Form 8-K filed on August 5, 2022. |
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| 10.4 | | |
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10.410.5 | | |
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10.510.6 | | |
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10.610.7 | | |
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10.710.8 | | |
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10.810.9 | | |
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10.910.10 | | |
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10.1010.11 | | |
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10.1110.12 | | |
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10.12 | | |
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10.14 | | |
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10.15 | | |
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10.16 | | |
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10.17 | | |
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10.1810.14 | | |
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10.1910.15 | | |
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10.2010.16 | | |
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10.2110.17 | | |
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10.6110.47 | | Trust Agreement for The Connecticut Water Company Welfare Benefits Plan (VEBA) dated January 1, 1989. Incorporated by reference to Exhibit 10.21 to Connecticut Water Service, Inc.’s Form 10-K for the year ended December 31, 1989. (2) |
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| 10.72 | | First Amendment to Credit Agreement, dated August 2, 2023, between SJW Group, San Jose Water Company, SJWTX, Inc., Connecticut Water Service, Inc., JPMorgan Chase Bank, N.A., as administrative agent and a lender, and the other lenders party thereto. Incorporated by reference to Exhibit 10.1 to Form 8-K filed on August 17, 20202, 2023.. |
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| 101.INS | | XBRL Instance Document - the instance document does not appear in the interactive data file because its XBRL tags are embedded within the inline XBRL document |
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| 101.SCH | | XBRL Taxonomy Extension Schema Document |
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| 101.CAL | | XBRL Taxonomy Extension Calculation Linkbase Document |
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| 101.DEF | | XBRL Taxonomy Extension Definition Linkbase Document |
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| 101.LAB | | XBRL Taxonomy Extension Label Linkbase Document |
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| 101.PRE | | XBRL Taxonomy Extension Presentation Linkbase Document |
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| 104 | | Cover Page Interactive Data File - the cover page XBRL tags are embedded within the Inline XBRL document |
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| (1) Filed currently herewith. |
| (2) Management contract or compensatory plan or agreement. |
| (3) Pursuant to Item 601(b)(2) of Regulation S-K, certain exhibits and schedules have been omitted. The registrant hereby agrees to furnish supplementally a copy of any omitted exhibit or schedule to the SEC upon request. |
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SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
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| | | SJW Group |
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| Date: | February 25, 202222, 2024 | | By | /s/ Eric W. Thornburg |
| | | | ERIC W. THORNBURG,
President, Chief Executive Officer and
Chair of the Board
(Principal executive officer) |
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Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following persons on behalf of the registrant and in the capacities and on the dates indicated.
| | | | | | | | | | | | | | |
| Date: | February 25, 202222, 2024 | | By | /s/ Eric W. Thornburg |
| | | | ERIC W. THORNBURG,
President, Chief Executive Officer and
Chair of the Board
(Principal executive officer) |
|
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| Date: | February 25, 202222, 2024 | | By | /s/ Andrew F. Walters |
| | | | ANDREW F. WALTERS,
Chief Financial Officer and Treasurer
(Principal financial officer) |
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| Date: | February 25, 202222, 2024 | | By | /s/ James P. LynchMohammed G. Zerhouni |
| | | | JAMES P. LYNCH,
Chief Accounting Officer
MOHAMMED G. ZERHOUNI, Senior Vice President of Finance (Principal accounting officer) |
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| Date: | February 25, 202222, 2024 | | By | /s/ Katharine Armstrong |
| | | | KATHARINE ARMSTRONG,
Member, Board of Directors |
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| | | | |
Date: | February 25, 2022 | | By | /s/ Walter J. Bishop |
| | | | WALTER J. BISHOP,
Member, Board of Directors |
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| | | | |
Date: | February 25, 2022 | | By | /s/ Carl Guardino |
| | | | CARL GUARDINO,
Member, Board of Directors |
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| Date: | February 25, 202222, 2024 | | By | /s/ Mary Ann Hanley |
| | | | MARY ANN HANLEY,
Member, Board of Directors |
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| Date: | February 25, 202222, 2024 | | By | /s/ Heather Hunt |
| | | | HEATHER HUNT,
Member, Board of Directors |
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| Date: | February 25, 202222, 2024 | | By | /s/ Rebecca A. Klein |
| | | | REBECCA A. KLEIN,
Member, Board of Directors |
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| Date: | February 25, 202222, 2024 | | By | /s/ Denise L. Kruger |
| | | | DENISE L. KRUGER, Member, Board of Directors |
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| Date: | February 22, 2024 | | By | /s/ Gregory P. Landis |
| | | | GREGORY P. LANDIS,
Member, Board of Directors |
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| Date: | February 25, 202222, 2024 | | By | /s/ Daniel B. More |
| | | | DANIEL B. MORE,
Member, Board of Directors |
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| Date: | February 25, 202222, 2024 | | By | /s/ Carol P. Wallace |
| | | | CAROL P. WALLACE,
Member, Board of Directors |
|
