NTL Inc. & Telewest Global, Inc. Full Year 2005 Results February 28, 2006 1 Forward Looking Statements “Safe Harbor” Statement under the Private Securities Litigation Reform Act of 1995: Various statements contained in this document constitute “forward-looking statements” as that term is defined under the Private Securities Litigation Reform Act of 1995. Words like “believe,” “anticipate,” “should,” “intend,” “plan,” “will,” “expects,” “estimates,” “projects,” “positioned,” “strategy,” and similar expressions identify these forward-looking statements, which involve known and unknown risks, uncertainties and other factors that may cause our actual results, performance or achievements or industry results to be materially different from those contemplated, projected, forecasted, estimated or budgeted, whether expressed or implied, by these forward-looking statements. These factors include: (1) the failure to obtain and retain expected synergies from the proposed merger with Telewest; (2) rates of success in executing, managing and integrating key acquisitions, including the proposed merger with Telewest; (3) the ability to achieve business plans for the combined NTL/Telewest group; (4) the ability to manage and maintain key customer relationships; (5) the ability to fund debt service obligations through operating cash flow; (6) the ability to obtain additional financing in the future and react to competitive and technological changes; (7) the ability to comply with restrictive covenants in NTL’s indebtedness agreements; (8) the ability to control customer churn; (9) our potential offer for 100% of of the shares of Virgin Mobile; (10) the ability to compete with a range of other communications and content providers; (11) the effect of technological changes on NTL’s businesses; (12) the functionality or market acceptance of new products that NTL may introduce; (13) possible losses in revenues due to systems failures; (14) the ability to maintain and upgrade NTL’s networks in a cost-effective and timely manner; (15) the reliance on single-source suppliers for some equipment and software; (16) the ability to provide attractive programming at a reasonable cost; and (17) the extent to which NTL’s future earnings will be sufficient to cover its fixed charges. These and other factors are discussed in more detail under “Risk Factors” and elsewhere in NTL’s Form 10-K and in our joint proxy statement/prospectus dated January 30, 2006. We assume no obligation to update our forward-looking statements to reflect actual results, changes in assumptions or changes in factors affecting these statements. 2 Jim Mooney Chairman, NTL 3 Today’s Agenda • Jim Mooney, Chairman of NTL –Strategic vision and overview of merged company • Steve Burch, CEO of NTL –Overview of integration priorities and initiatives to drive future growth • Jacques Kerrest, CFO of NTL –Financial review 4 Our Strategic Vision • Branding and Marketing • Bundling, including the addition of a wireless offering • Cross-sell/Up-sell – Supported by continued rollout of advanced RGUs (VOD/SVOD, DVR, HD, VoIP) • Content distribution across multiple platforms • Product convergence – Television, Broadband, Telephony (landline and wireless) • Best of breed margins • Shareholder value maximization – Significant cash flow generation opportunity 5 Best of Breed Management Team Jim Mooney NTL Chairman TLWT New Steve Burch CEO Malcolm Carolyn Ernie Neil Jacques Bryan Keith Wall Walker Cormier Berkett Kerrest Hall Monserrat CEO MD SVP COO CFO General Director Content HR Strategy Counsel Comms & Policy Neil Smith Deputy CFO Stephen Peter Philip Steve Howard Beynon Wilcock Snalune Upton Watson MD MD MD MD Networks CTO Business Customer Consumer Sales/Service Products TBC Dave MD Keighley Marketing Logistics 6 Best of Breed Processes Infusion • Pre Sales • Segmentation Pricing / packaging driven by investment – Target approach to prospect base return appraisal – – Bundled and benefit-led marketing – Customer insight tools – Sales channel optimisation – Propensity tools – Informed marketing approach (eg • Point of Sale DM & ATL/BTL mix) – Value maximisation / RGUs per sale – Sales commission structure aligned to • Credit customer lifetime value – Upfront credit policy and compliance – Increasing focus on upsell – Collections approach to minimise churn and debt • Provisioning – Credit management tools – Customer oriented install process – Reduced bad debt levels – Completion rate improvement programme – Self-install trials • Back Office / Internal – Shared service centre • Customer care / assurance – Developed self-service environment – Migration to Common billing platform – Single ERP (Finance, HR, – Network monitoring procurement) – Fault management – Retention incl Moves & Transfers 7 Growth Opportunity UK Cable will exploit various growth opportunities along existing and new product categories aimed at driving revenue, RGU and ARPU growth • Up-sell existing customers to higher value packages • Cross sell products to existing customers • Exploit under penetrated PayTV and Broadband markets • Price increases • New products to exploit network advantage eg VOD, SVOD, DVR, HDTV, potentially Mobile • Grow Triple-play and pursue Quad-play • Enhance marketing and brand – increased scale • Grow Business revenues through on-net data and leveraging merged network • Grow Content revenues through strong channel performance and enhanced content 8 Product Development & Convergence NTL & Telewest will remain focused on advancing product development convergence • Near-term product rollouts include VOD 10Mpbs SVOD DVR HD As Standard • Potential future offerings Fixed/Mobile Mobile VoIP mp3/iPod combo phone Future offerings will enable convergence of all home communications and entertainment needs, supported by both companies’ fully rebuilt, two-way, high-bandwidth state-of-the-art network 9 Strategically Valuable Content Assets Increasing scale and leverage of content assets as a strategic tool versus competition – Sky, Freeview and DSL • Strategic partnerships with other major PayTV providers – Strong desire from third parties for strategic relationship • Address imbalance between our basic channel portfolio and lack of premium content – Investigate bid for FAPL soccer rights – Movie content • Organic growth and differentiation through investment in home grown content – Reduce channels’ reliance on acquired programming • Differentiation through content exclusive or weighted to cable platform 10 Established Leadership Position UK Cable is well-positioned as the single source provider of a whole range of communication service offerings UK Cable Sky BT LLU Player Coverage 99 999 9999 Network Capabilities 999 99 99 99 Broadband 999 9 999 99 TV 999 999 ?? Services Telephony 99 ? 999 99 ? Undecided 9 Low competitive position Packages 99 Average competitive 999 9 99 9 position 999 Strong competitive position 11 Capital Structure Optionality A combination of growth opportunities available to us together with the substantial cost synergies creates significant free cash flow generation £m Free Cash Flow Potential Potential uses of FCF (Illustrative) • Reduce leverage • Dividends Share buybacks Growth opportunities • • Content acquisition Synergies • Strategic in-fill acquisitions 2004 2005 2006 2007 2008 2009 12 Steve Burch Chief Executive Officer, NTL 13 Integration Priorities & Objectives • Maximize synergies – Exploring options to increase size and timing of recognition • Operational process improvement – Review and implement proven strategies • Best of Breed – Customer care – Management • Customer growth – Continue focus on RGU growth – Drive ARPU – Reduce churn • New product deployment – VOD and SVOD – DVR – HDTV – Potentially Mobile 14 RGU Growth Opportunities RGU growth driven by broadband. UK’s largest residential broadband provider • Broadband – Currently 23% penetration; 62% UK UK Cable 2005 RGU net adds internet penetration (on-net) ’000s – Compete on 802 • Service: Own end-to-end network • Speed upgrades to 10Mb with potential for higher speeds Content packages/upgrade paths 413 388 • 716 • Television – 25% TV and 74% digital penetration 409 307 – UK market relatively under-penetrated – New services add competitive strengths 27 66 39 and underpin ARPU potential 55 20 -35 • Telephony NTL TLW T New NTL 2005 2005 2005 – 34% penetration – Migrating to flat rate TV Telephony Broadband – Potential addition of a wireless offering 15 Triple Play to Underpin ARPU On-net UK Cable ARPU Triple play penetration £45.17 £45.17 32% 30% 28% 27% 25% £39.08 £38.98 Q4-04 Q1-05 Q2-05 Q3-05 Q4-05 Q3 Q4 Q3 Q4 NTL TLW T • Triple play customers generate higher ARPU and lower churn • Cable has competitive strengths in providing triple play – Expertise in selling and marketing bundles – Robust product experience in TV, telephony and broadband – End-to-end network control (no reliance on BT) 16 ARPU – Disciplined Initiatives • Continued growth in triple play penetration and RGU/customer – Bundled marketing and promotions – Sales commission structure to emphasis bundle – Cross-sell to existing customers • Potential creation of the quadruple play • Migrating telephony customers to higher ARPU Talk plans • Increased TV capability – VOD, DVR and HDTV • Continued migration from analogue to digital • Upsell and mix initiatives • Potential to add mobile to the bundle • Application of tight and consistent credit policy • NTL and Telewest price increases 17 Phasing of Cost Synergies (in millions £) Yr 1Yr 2Yr 3Exit Rate EBITDA impacting: Savings