Energy Investments in a Zero-Carbon World

Investment Management

ENERGY INVESTMENTS IN A ZERO-CARBON WORLD

The energy sector is controversial. It faces a perfect (usually in the single to low double digits), whereas storm due to the short-term demand shock caused by the iron-ore and copper reserves are often measured in COVID-19 pandemic and the longer-term risk from the decades or even centuries. This means that at current reduction in society’s carbon footprint to combat climate production rates, under all scenarios for future oil change. Considering this uncertainty and the collapse demand, it is impossible for upstream reserves to in valuations in the sector, we are confronted with dual become obsolete due to inadequate demand for oil. scenarios: whether the sector presents an exceptional • With respect to new competitors, US shale has investment opportunity or is destined for obsolescence. We emerged as a powerful new supply source over believe the key questions are: the past few years. But we estimate that US shale 1. What is the risk that energy companies will be left with production requires an oil price of $60 per barrel or material stranded assets in a carbon-neutral world? more to be economical, underscoring the limits as to how much disruption shale can cause. 2. How will the coming energy transition impact the sustainability of energy companies? MULTI-DECADE DEMAND FOR OIL AND GAS This note focuses on the risks and opportunities presented It bears repeating that there is no scenario under by the upcoming transition for the energy sector. We which the demand for oil and gas will disappear in address company-specific issues as part of our research the next few decades. We see overall demand peaking framework that is bottom-up and fully integrates ESG in about 10 years and declining only slowly after concerns unique to each company. The details of Pzena’s that. Consider the long-range scenarios run by the integrated ESG framework are available upon request. International Energy Agency and BP p.l.c., to limit the rise in global temperatures to materially below 2°C by 2040 (Figure 1) that show overall demand for oil ASSET LIQUIDATION VALUES AND RISK OF STRANDED ASSETS and gas to be lower than 2018 by 21% (IEA) or 11% In all resource extraction businesses, metrics such as price to (BP) by then. Meeting these long-range scenarios will earnings are misleading because they do not account for the be challenging without a significant shift in energy natural depletion of the underlying assets, i.e., oil and gas policies around the world. reserves. Instead, it makes sense to price these companies Figure 1: There Will Be Demand for Oil and Gas for Many Decades to Come based on the liquidation of their reserves given their limited franchise value. We know a great deal about how to make DEMAND THROUGH 2040 such an estimate. We know the total quantity of reserves. 180 We know the future production and cost profiles. We can 160 162 162 therefore compute the value of the company’s reserves at a y 140 120 144 128 given oil price. If the future price of oil that is embedded in 100 the market’s current value of reserves is irrational, we can BoE/Da 80 60

buy or sell the stock. For a company’s reserves to become MM 40 stranded or obsolete, either I) the total supply of reserves 20 must exceed likely future demand, or II) new competition 0 IEA Sustainable BP Rapid with a significant cost advantage makes the exploitation Development Scenario Transition Scenario of this incumbent’s reserves uneconomical. We see both 2018 2040 scenarios as unlikely. Source: International Energy Agency; BP p.l.c. Measured in millions of barrels per day • Publicly-traded oil and gas companies have reserves that can typically be produced in a matter of years

1 | Energy Investments in a Zero-Carbon World – February 2021 The gravity of the supply shortfall is illustrated in been pivoting their downstream investments to reflect Figure 2. The grey line reflects current and estimated these trends. For example, European refineries account future demand levels under today’s policy regime, for only 30%–35% of the refining capacity of both whereas the orange line illustrates the BP scenario, Exxon and Shell. And motor gasoline composes only which is among the most aggressive. However, with no around 23% of the oil products sold in Europe for Exxon new investment and the 5%–8% drop-off in the natural compared to 58% in North America. Notwithstanding rate of production, supply is unlikely to meet demand the challenging environment for these businesses over under all scenarios as shown by the dashed line. So, the past few years, their returns on investment remain material new investment will be needed to meet future relatively robust as seen in the figure below. oil and gas demand; BP estimates that somewhere Figure 3: Near Double-Digit Returns Despite a Tough Landscape between $9 trillion and $20 trillion will be necessary to SHELL AND EXXON MAINTAINING RETURNS meet demand through 2050.

Figure 2: New Production Needed Even in a Rapid Transition Scenario 30% DEMAND TO FAR EXCEED SUPPLY l 25%

180 20% 160

y 15% 140 10% 120 Return on Capita BoE/Da 5% 100

MM 0% 80 2014 2015 2016 2017 2018 2019 60 ‘10 ‘11 ‘12 ‘13 ‘14 ‘15 ‘16 ‘17 ‘18 ‘25 ‘30‘35 ‘40 Shell Downstream Exxon Downstream History BP Rapid Transition Scenario Current Policies Supply with no greenﬁeld investment Source: Company reports

Source: International Energy Agency; BP p.l.c. Oil Service Measured in millions of barrels per day To reiterate, even the most conservative oil demand forecasts require over $9 trillion dollars of spending to extract hydrocarbons over the coming decades. This is This need for investment implies that oil prices driven by the need to replenish and develop reserves to must be sufficient enough to allow companies to offset the natural rate of decline in oil and gas production. fund this investment and earn an adequate rate And because the current reserves of oil and gas companies of return. We believe that such a level needs to be support only 10-12 years of production, oil services will between $50 and $70 per barrel in today’s dollars. be needed for decades to support this effort. But because Interestingly, the average oil price over the last 50 there will be differences in the sustainability of business years has been right in the middle of this range models in the sector, investment selectivity is key. ($60), despite sharp, periodic, short-term volatility. The current share prices of oil and gas producers Figure 4: The Coming Capex Recovery: A Boon for Oil Services? ESTIMATING SPENDING TO DOUBLE BY 2030 underestimate the future investments required to meet global demand. 1,000,000 900,000 Downstream Refining and Petrochemicals 800,000 With useful lives of 30–40 years, downstream asset values D 700,000

US 600,000 are more sensitive to long-term demand changes. On 500,000 400,000 the refining side, the rapid transition to electric vehicles MM s 300,000 in Europe leaves a considerable risk of stranded assets. 200,000 In petrochemicals, concerns over single-use plastics 100,000 0

present a modest headwind to demand growth over time. E E E E E E E E E E E 09 10 11 12 13 14 15 16 17 18 19

However, assets should remain valuable depending on 20 21 22 23 24 25 26 27 28 29 30 20 20 20 20 20 20 20 20 20 20 20 their cost advantages and value-added product portfolios. 20 20 20 20 20 20 20 20 20 20 20 This segment is serving global end markets and Source: Rystad continues to enter new growth areas. (Plastic has been a key component of innovation.) Energy companies have Energy Investments in a Zero-Carbon World – February 2021 | 2 Rystad Energy, a leading energy consulting firm, believes We answer these questions by making three observations: that industry capital expenditures have bottomed in 2020 1. Not all transition plans are created equal. and are poised for significant growth over the coming decade. (See Figure 4.) 2. Opportunity is not priced in. 3. Engage, don’t divest. Asset intensity in oil services varies widely. For example, offshore drillships are long-duration assets and highly 1. Not all transition plans are created equal. susceptible to stranded asset risk; pressure-pumping trucks The opportunity to select from multiple energy sources wear down in just a few years, so their asset base and (e.g., oil, natural gas, wind, solar, etc.) for reinvestment profits adjust to shifting demand very quickly. Moreover, contrasts sharply with the last century when coal, then most of the oil service companies have relatively flexible oil, dominated the landscape. As a result, meaningful cost structures that they can adjust to varying demand strategy differences are emerging among companies. For conditions quickly to preserve profitability. (See Figure example, European and US integrated oil companies have 5.) Halliburton has exhibited this kind of resiliency and reacted differently to the transition, with those in Europe maintained margins in the high single digits amid sharply favoring renewables and those in the US focusing on lower revenues in the current downturn. short-cycle shale or conventional projects. Returns in new energy sources are likely to lag those of traditional sources, Despite meaningful differences in oil service business given lower technological and scale barriers to entry models and asset and customer bases, there’s little (localized competition, less challenging geology, etc.) and a differentiation in valuations. For the select few franchises perceived lower cost of capital. that have been able to manage their profitability and cashflow in the downturn, the coming activity increase The goal of the energy transition can be more easily met should offer significant opportunities. Even after the recent when capital flows to technological innovations that lower stock price recovery, valuations still do not reflect the the cost of new energy sources and, thus, accelerate extent of the rebound in activity needed to meet ongoing adoption. In some cases, traditional energy companies energy demand over the next few decades. create transition plans that slow the pace of innovation by misallocating capital to projects where they don’t Figure 5: Halliburton’s Robust and Flexible Business Model have a competitive advantage. In these circumstances, MARGIN RESILIENCY shareholders would be better served to receive the 12% 40% 30% enormous cashflow generated by the liquidation of fossil 10% 20% fuel reserves and reallocate it themselves. Investors 8% 10% should be given the choice to fund the best innovator in 0% new energy source development rather than rely on the 6% -10% -20% discretion of incumbent managements that lack expertise 4% -30% in such emerging areas. 2% -40% -50% 2. Opportunity is not priced in. Closing the gap between 0% -60% current activity and carbon emission goals will require a 2015 2016 2017 2018 2019 Q1-20 Q2-20 Q3-20 wide range of solutions. We see the chance for incumbents Operating Margin % (LHS) YoY Revenue Growth % (RHS) to advance these efforts by leveraging their existing Source: Company Reports and Citi Research capabilities. These opportunities are not reflected in today’s SOME TRANSITION PLANS ARE SOUND—OTHERS AREN’T valuation:

As demand declines for traditional fossil fuels and • Offshore wind: Installation of scaled offshore wind increases for renewables, arithmetic suggests that the projects play to the expertise of existing offshore long-term investment outcome depends less on when oilfield service providers. oil demand will peak (whether in 2025 or 2035) and more on what companies are doing in response. How are they • Blue hydrogen and carbon capture: Large-scale, deploying the massive cashflow generated from their complex engineering projects are the natural domain current reserves? What are the prospects for generating of oil and gas majors. Engineering and construction good returns from the new plans or investments? focused oil services companies can design and construct facilities.

3 | Energy Investments in a Zero-Carbon World – February 2021 INTEGRATED GAS AT SHELL GLOBAL ENEOS – GOOD INTENTIONS GONE AWRY Investing in opportunities where the current energy Sometimes the pursuit of green credentials come players have a competitive advantage could add value. at the expense of capital discipline and long-term Royal Dutch Shell is building an effective business franchise sustainability. ENEOS, an energy and geared towards energy transition in its Integrated Gas mining conglomerate in Japan, recently unveiled its business. Natural gas is an important transition fuel medium-term business plan that proposed spending aimed at converting coal-fired electricity generation to 85% of its ¥980 billion of discretionary free cash flow cleaner, gas-fired solutions. Shell is the largest player on new strategic investments—including ¥200 bn on in the liquified natural gas (LNG) value chain, and its environmentally conscious businesses and services. Integrated Gas business leverages the unique strengths We were concerned both by the size of the investment of the broader franchise through its access to natural and by management’s poor track record of investing in gas production, operation of complex production and projects that generated weak returns on investment and supply chains, commodity trading expertise that creates in which they had little expertise. a differentiated well-to-customer value chain for a broad Even a well-intentioned ESG strategy should not global client base. Shell’s investments in LNG, coupled become disconnected from business strategy; in with its longer-term ambition to be net-neutral by 2050, ENEOS’s case, too many of the proposed investments map out a path for the transition that is reasonable and sat outside its operational core competencies. We economically sound. The figure below illustrates this believe that when a corporation deviates too far from point by showing the segment’s solid return on capital. the pursuit of long-term and sustainable shareholder Generating Solid Returns and Growing Its LNG Business returns, the results are usually negative, not just SHELL’S INTEGRATED GAS SEGMENT-RETURN ON CAPITAL for shareholders but for all stakeholders. That is not to say we are opposed to all investments that 14% capitalize on the needs of the energy transition. 12% Instead, we engaged with management, expressing 10% our preference for targeted high-return investment in 8% green technology that leverages existing operating 6% expertise. 4% 2% Our engagement with ENEOS is ongoing and focuses 0% on improving capital allocation and corporate 2015 2016 2017 2018 2019 governance. Source: Company reports and Pzena estimates

• Advanced biofuels: Advanced chemistry along with monetize historical strengths and leverage them in the design and installation of scale facilities is synergistic transition. For the integrated majors, areas such as carbon to oil major and service company expertise. capture, geothermal, and hydrogen play to these strengths. For example, Exxon has accounted for 40% of all carbon • Deep sea mining: Potential for offshore-focused oil captured to date and is a clear leader in this technology. services companies to leverage existing operational expertise in a deep-water environment. The better oil service companies have responded to revenue declines with investments in digital and remote technologies • Geothermal: Exploiting deep geothermal opportunities to protect and improve margins even at existing low activity are a natural fit for oil and gas majors and oil service levels. Underscoring the importance of selectivity, some of companies. these companies will also benefit from growth in offshore A variety of energy companies are currently valued as if wind, geothermal, deep-sea mining, or hydrogen. Some oil and gas demand is already declining rapidly and that are already taking advantage of the opportunities presented the companies have no plans to adjust in the future. While in the energy transition by leveraging their engineering the market is fixated on renewable energy as disruptive, talent and industrial bases. Baker Hughes for instance we see opportunities for traditional energy players to has over a 90% market share in the supply of liquefaction

Energy Investments in a Zero-Carbon World – February 2021 | 4 units for LNG. Wood Group has an established business Decarbonization in the auto industry was not about in engineering and construction services to renewable pulling capital out but rather finding better ways to energy players. put capital to work. The same should be true of energy investments. Through engagement, market participants 3. Engage, don’t divest. Shareholder engagement helps can select which energy players are putting capital to investors determine which transition plans are sound work more effectively and allocate their investments (and which aren’t). More importantly, it gives them a accordingly. voice to ensure that companies allocate capital efficiently to projects that make sense. With the transition to a As value investors, we capitalize on valuation dislocations lower carbon economy underway, starving economically while understanding the long-term sustainability of critical businesses of capital because they are more company-specific actions. Similarly, environmental issues carbon intensive will only make the monumental provide a window for investment in the energy sector; task of the transition that much harder. Remember, when a company addresses transition risk in a way that the economic criticality of a business does not vanish is beneficial to long-term franchise value, management because the industry needs to find a way to decarbonize. can improve returns and differentiate its corporate Walking away, i.e., divesting from these companies, strategy. The controversy in energy today provides an achieves nothing and may drive them to other less- opportunity to both underpay and invest in companies accountable sources of capital than the public markets. with sustainable strategies.

5 | Energy Investments in a Zero-Carbon World – February 2021 FURTHER INFORMATION These materials are intended solely for informational purposes. The views expressed reflect the current views of Pzena Investment Management, LLC (“PIM”) as of the date hereof and are subject to change. PIM is a registered investment adviser registered with the United States Securities and Exchange Commission. PIM does not undertake to advise you of any changes in the views expressed herein. There is no guarantee that any projection, forecast, or opinion in this material will be realized. Past performance is not indicative of future results. All investments involve risk, including risk of total loss.

This document does not constitute a current or past recommendation, an offer, or solicitation of an offer to purchase any securities or provide investment advisory services and should not be construed as such. The information contained herein is general in nature and does not constitute legal, tax, or investment advice. PIM does not make any warranty, express or implied, as to the information’s accuracy or completeness. Prospective investors are encouraged to consult their own professional advisers as to the implications of making an investment in any securities or investment advisory services.

The specific portfolio securities discussed in this presentation are included for illustrative purposes only and were selected based on their ability to help you better understand our investment process. They were selected from securities in one or more of our strategies and were not selected based on performance. They do not represent all of the securities purchased or sold for our client accounts during any particular period, and it should not be assumed that investments in such securities were or will be profitable. PIM is a discretionary investment manager and does not make “recommendations” to buy or sell any securities. As of December 31, 2020, Baker Hughes Company, Eneos Corp., Exxon Mobil Corp., Haliburton, and Royal Dutch Shell plc were held in several of our strategies. There is no assurance that any securities discussed herein remain in our portfolios at the time you receive this presentation or that securities sold have not been repurchased.

For UK Investors Only: This financial promotion is issued by Pzena Investment Management, Limited (“PIM UK”). PIM UK is a limited company registered in England and Wales with registered number 09380422, and its registered office is at 34-37 Liverpool Street, London EC2M 7PP, United Kingdom. PIM UK is an appointed representative of Mirabella Advisers LLP, which is authorised and regulated by the Financial Conduct Authority. The Pzena documents are only made available to professional clients and eligible counterparties as defined by the FCA. Past performance is not indicative of future results. The value of your investment may go down as well as up, and you may not receive upon redemption the full amount of your original investment. The views and statements contained herein are those of Pzena Investment Management and are based on internal research.

For Australia and New Zealand Investors Only: This document has been prepared and issued by Pzena Investment Management, LLC (ARBN 108 743 415), a limited liability company (“Pzena”). Pzena is regulated by the Securities and Exchange Commission (SEC) under U.S. laws, which differ from Australian laws. Pzena is exempt from the requirement to hold an Australian financial services license in Australia in accordance with ASIC Corporations (Repeal and Transitional) Instrument 2016/396. Pzena offers financial services in Australia to `wholesale clients’ only pursuant to that exemption. This document is not intended to be distributed or passed on, directly or indirectly, to any other class of persons in Australia.

In New Zealand, any offer is limited to `wholesale investors’ within the meaning of clause 3(2) of Schedule 1 of the Financial Markets Conduct Act 2013 (`FMCA’). This document is not to be treated as an offer, and is not capable of acceptance by, any person in New Zealand who is not a Wholesale Investor.

For Jersey Investors Only: Consent under the Control of Borrowing (Jersey) Order 1958 (the “COBO” Order) has not been obtained for the circulation of this document. Accordingly, the offer that is the subject of this document may only be made in Jersey where the offer is valid in the United Kingdom or Guernsey and is circulated in Jersey only to persons similar to those to whom, and in a manner similar to that in which, it is for the time being circulated in the United Kingdom, or Guernsey, as the case may be. The directors may, but are not obliged to, apply for such consent in the future. The services and/or products discussed herein are only suitable for sophisticated investors who understand the risks involved. Neither Pzena Investment Management, Ltd. nor Pzena Investment Management, LLC

For South Africa Investors Only: Pzena Investment Management LLC is an authorised financial services provider licensed by the South African Financial Sector Conduct Authority (licence nr: 49029).