by rockdoc123 » Tue 02 Oct 2018, 11:53:30
$this->bbcode_second_pass_quote('', '.')... or maybe there aren't enough good prospects left to invest in, at least while futures remain under $100, and I'm betting many companies are pretty sure the economy is due to take a downturn well before they could cover the costs of exploration and development. Rising interest rates have to make them nervous if that's their thinking.
Having been there to partake in the discussions that oil company execs have when these decsions are made there are a few things to keep in mind.
1. If you are a publicly traded company as exec you work for the shareholders and every decision you make is in light of what is most beneficial to them. This is constantly discussed and shapes the decisions.
2. The oil and gas business runs on an average Return on Investment of around 6%. Some companies do better some do worse but what the average tells you is that there isn't a lot of room for waste
3. Opex is generally fixed to your production. It lowers somewhat a few months after oil prices lower due to service charge reductions but generally, it only moves through changes to efficiencies. As a consequence, the areas where oil companies can cut expenditures to counter a significant drop in price is either Capex or G&A.
4. One of the first responses by larger oil companies during extended periods of low commodity price is to reduce G&A. This isn't as effective as reducing Capex but it is expected by the investors and it is a very obvious metric that can drive share price. As an example if at $90/bbl a company is spending X percentage of cash flow on G&A, when that price drops to $45/bbl they almost certainly will be spending 2X percentage of cash flow on G&A, hence layoffs.
5. The biggest impact on spending that can be made is to decrease Capex. Some of that Capex has to be spent because it either is already contracted (eg. a long term commissioning contract for an offshore platform) and/or it results in immediate increased production (and hence cashflow) such as building a pipeline or plant. As a consequence, the most reasonable place to reduce Capex is non-discretional spending which is Exploration spending. If the low price environment is significantly protracted then that will impact future production (as Tanada points out) given existing fields are continuing on whatever decline they might have been on and no new production is coming on stream for a number of years due to an absence of exploration. This is particularly felt for deepwater offshore where delays can be as long as a decade from original discovery to first production.
6. Also as a response to shareholder concerns about share price, if a company has some budget left after cutting as much as possible from Capex the next issue is share buy backs. Contrary to what you read in some of the rabid "gold bug" blogs, the buy backs are not to payoff exec but rather to increase overall share price. All shareholders benefit equally. In all companies I have been involved with exec held a small portion of the total shares given financing was always conducted through various investment banks who end up with the majority of initial shares offered. After a few years of trading it was almost always the case that the majority of shares were widely held by investors.