Building the Resilient Midstream Company
Building the resilient midstream company The development of North America’s liquids (e.g., the NE US, gas power generation, unconventional oil and gas resources spurred chemicals feedstock) generated significant organic the rapid growth of the region’s midstream project growth for midstream companies. Second, the Master Limited Partnership structure, coupled with sector. However, the subsequent growth in investors need to identify sources of yield in a low hydrocarbon supply, coupled with shifts in interest rate environment, provided significant amounts OPEC policy1, cut short the phase that one of low-cost capital to the midstream sector. Third, midstream company once referred to as ‘a this high octane growth period overlaid and added to once in a lifetime super-cycle.’ In fact, the an industry born primarily of divested assets and a degree of impact on what was thought of as large number of relatively small midstream players – creating an industry structure ripe for consolidation. a more cycle resistant portion of the energy Importantly, many of these players did not possess chain surprised many industry observers. particularly robust operational or commercial As a first response, many players have organizational capabilities. further diversified their portfolios, increased The commodity price downturn triggered several their size, and taken steps to reduce costs cascading downturns: reduced drilling, production, and strengthen their balance sheets. While transportation fees, and growth projects. As oil prices began their downward trend in the summer of these steps are prudent, the challenge is to 2014, the fortunes of the companies that drill wells, avoid potential side-effects such as dilution the exploration and production sector, and those of focus, excess complexity, and barriers companies that directly serve the drilling process, the to operational excellence.
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