Occidental Petroleum Corporation

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Occidental Petroleum Corporation OCCIDENTAL PETROLEUM CORPORATION Vicki A. Hollub President & Chief Operating Officer Credit Suisse Energy Summit February 23, 2016 Cautionary Statement Portions of this presentation contain forward-looking statements and involve risks and uncertainties that could materially affect expected results of operations, liquidity, cash flows and business prospects. Words such as "estimate," "project," "predict," "will," "would," "should," "could," "may," "might," "anticipate," "plan," "intend," "believe," "expect," "aim," "goal," "target," "objective," "likely" or similar expressions that convey the prospective nature of events or outcomes generally indicate forward-looking statements. Factors that may cause Occidental's results of operations and financial position to differ from expectations include but are not limited to: global commodity pricing fluctuations; supply and demand considerations for Occidental’s products; higher-than-expected costs; the regulatory approval environment; reorganization or restructuring of Occidental's operations; not successfully completing, or any material delay of, field developments, expansion projects, capital expenditures, efficiency projects, acquisitions or dispositions; lower-than-expected production from development projects or acquisitions; exploration risks; general economic slowdowns domestically or internationally; political conditions and events; liability under environmental regulations including remedial actions; litigation; disruption or interruption of productionormanufacturingorfacility damage due to accidents, chemical releases, labor unrest, weather, natural disasters, cyber attacks or insurgent activity; failure of risk management; changes in law or regulations; or changes in tax rates. You should not place undue reliance on these forward-looking statements, which speak only as of the date of this presentation. Unless legally required, Occidental does not undertake any obligation to update any forward- looking statements, as a result of new information, future events or otherwise. Material risks that may affect Occidental’s results of operations and financial position appear in Part 1, Item 1A “Risk Factors” of Occidental's 2015 Form 10-K. 2 Why own Oxy? Large Integrated Majors Independent E&Ps Company Market Cap ($B) Company Market Cap ($B) XOM $328 COP $41 CVX $156 Oxy EOG $37 RDS $142 Uniquely APC $21 TOT $100 Positioned PXD $20 BP $94 APA $15 ENI $51 MRO $6 Characteristics Characteristics • Low or no growth • Generally higher growth • Higher returns • Lower returns • Stronger B/S; lower risk • Weaker B/S; higher risk $50 • Little or no free cash flow • Free cash flow billion • Consistent dividend growth • Little or no dividends • Moving from gassy to oily Oxy has positive elements of both groups, appealing to investors who seek a combination of moderate growth, above average returns and consistent dividend growth. Updated as of 2/5/2016 3 Why own Oxy? Balance sheet Portfolio of Assets • Ended 2015 with $4.4 Billion • Long life cash flow assets cash • Significant growth potential • Debt of $8.3 Billion (25% • Flexibility to ramp activity debt to capitalization ratio) up or down depending on market conditions People Strategy • Maintain and continue to • Invest in projects that develop staff generate long term value with returns above cost of capital • Increase use of advanced technology and data • Leverage fast growth analytics Resources with low decline EOR 4 Key Messages & Strategy Overriding Goal is to Maximize Total Shareholder Return • We believe this can be achieved through a combination of: • Oil and gas production growth of 5% to 8% per year over the long-term; − Executing on our capital program with a focus on growing our U.S. oil production • Allocating and deploying capital with a focus on achieving well above cost-of-capital returns (ROE and ROCE); – Return Targets* • Domestic – 15+% • International – 20+% − Continued improvement in our capital and drilling efficiency − Start-up of long-term projects • Providing consistent, annual dividend growth; • Maintaining a strong balance sheet. *Assumes moderate product prices 5 Cash Flow Priorities 1. Base/Maintenance Capital 2. Dividends 3. Growth Capital 4. Share Repurchase 5. Acquisitions 6 Execution Of Our Strategic Initiatives Closed the sale of Williston Basin properties Williston Sale Progressed our efforts to exit from 16 MBOED – FY15 non-core operations in Middle East $0.6 bn pre-tax proceeds Reached understanding on terms of payment with the Republic of Ecuador for ~$1 billion. MENA Exits Ongoing Continued progress on construction of Iraq the OxyChem Ethylene cracker on Libya 60 MBOED –4Q15 schedule and on budget for start-up in Bahrain early 2017 Yemen Core Assets Exited 2015 with ~$4.4 billion of cash 7 Oxy Runs A Focused Business Oil and Gas Focus Areas OxyChem United States • Leading position in the Permian Basin High FCF, moderate • Permian Resources growth business. is a growth driver Oxy Midstream • Al Hosn Project, MENA Integrated pipeline and Oman and Qatar marketing business to • Additional opportunities maximize realizations. for growth with partner countries Oxy will be positioned to grow Latin America • Highest margin • Oil production operations • Earnings & Cash Flow in Colombia. per share • Additional opportunities • ROCE for moderate growth • Dividend stream with partner. 8 Permian Basin Is The Core Domestic Asset • Largest oil producer and operator in Permian Basin. • Significant investments in infrastructure to support the upstream provide low operating costs, advantaged realized prices and competitive advantages. • ~60% of Oxy’s Permian oil production is from CO2 related EOR projects – Oxy’s most profitable business. • The EOR business (mainly CO2) will continue to generate significant FCF. • Permian Resources is the cornerstone growth asset of the domestic business. • Substantial acreage position with significant resource development potential. Oxy Acreage • We have shifted toward horizontal drilling Oil Pipelines and expect the Resources business to grow CO2 Pipelines rapidly. 9 Oxy is the Largest Permian Basin Producer Cumulative % of total 2.3 million BOEPD Total Operated Production, Thousand BOEPD Operated Production, Thousand Total Source: IHS Energy Feb and Mar 2014, 6 MCF/BOE excluding estimated CO2 production. 10 2016 Permian Strategy Given the current oil price environment, we will focus on investment to achieve four core goals: Accelerate geoscience, characterization and modeling programs to enhance recovery, productivity and field economic returns Minimize base decline and set up major growth programs in both Resources and EOR segments Focus resources on game changing technologies and applications Accelerate continued improvements in execution and cost 11 Permian Resources – Drilling Inventory Continuing to lower economic hurdle points through reservoir characterization and optimization, improved productivity, reduced well costs, and faster time to market 100% • Total of ~8,500 locations in Drilling Inventory Based on Q4 Costs horizontal inventory Better Well Productivity and • ~3,400 total locations Lower Cost economic at less than $60 / 60% barrel which is an increase 48% of approximately 700 locations from previous 40% version • ~350 locations economic 14% below $40 / barrel 4% 12 Permian Resources Production Growth Oil NGL Gas • Total production grew 40% year- over-year to 118 MBOED. – Oil production grew 49% 118 ~123 year-over-year to 76 MBOD. 116 110 109 – Oil production is expected 98 to continue to grow at rates higher than total 75 production. • Reached goal of 120 MBOED in November, one year and one 71 71 74 76 62 month ahead of original goal 43 2014 2015 1Q15 2Q15 3Q15 4Q15 1H16E Production (MBOED) 13 Permian Resources Cost Reduction Permian Resources Operating Costs / BOE $15.00 $13.20 $13.03 • Focus on reducing field $11.39 $10.87 operating costs during 2015 $10.00 $9.73 • Downhole expense ($/boe) reduced 34% from 4Q14 • Company operated operating $5.00 expense down ~30% ($/boe) from 4Q14 $- 4Q14 1Q15 2Q15 3Q15 4Q15 Surface Downhole Supports Energy Other 14 Permian Resources –Manufacturing Mode Move to Manufacturing Mode Significantly Reduced Well Cost WELL COST DRILL DAYS Delaware Wolfcamp A 4,500’ HZ Delaware Wolfcamp A 4,500’ HZ $12.0 50 $10.9 45 43 $10.0 40 37 35 $8.0 $5.6 30 $6.2 $6.0 $5.5 25 20 20 19 $3.2 17 $2.8 $4.0 15 14 $5.3 10 $2.0 $2.9 $2.6 5 GROSS WELL COST $MM GROSS WELL $- - 2014 Current Best 2014 1Q15 2Q15 3Q15 4Q15 Best Drilling Completions Rig Release to Rig Release 15 Permian Resources – Manufacturing Mode Move to Manufacturing Mode Significantly Reduced Well Cost WELL COST DRILL DAYS East Midland East Midland Wolfcamp A 7,500' Hz Wolfcamp A 7,500’ Hz $12.0 50 46 45 $10.0 $9.2 40 35 $8.0 31 30 $5.5 $6.0 $6.0 $5.3 25 20 20 18 17 $4.0 $3.7 $3.4 15 13 10 $2.0 $3.7 GROSS WELL COST $MM GROSS WELL 5 $2.3 $1.9 $- - 2014 Current Best 2014 1Q15 2Q15 3Q15 4Q15 Best Drilling Completions Rig Release to Rig Release 16 Permian EOR CO2 Supply & Processing • Stable and low-decline base production at an advantaged cost • Permian EOR business remains profitable in the current downturn • EOR business is expected to generate free cash flow this year in the current oil price environment • Infrastructure would be hard to duplicate 17 World Leader in CO2 Enhanced Oil Recovery U.S. CO2 EOR Projects Size of bubble = CO2 EOR Production Volume 3,500 3,000 Occidental 2,500 2,000 • Inject 1.9 billion cubic feet a day Kinder Morgan 1,500 • Operate 31 CO2 EOR projects
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