Marktanalyse - Business Restructuring in International Oil Companies (IOCs) - Increasing Focus on Upstream Business With Spin-Offs and Divestitures in Downstream Operations
GlobalData
5 / 2012
58 Seiten
| Typ: | Marktanalyse |
| Sprache: | Englisch |
| Regionen: | Europa, Asien / Pazifik, Mittlerer Osten / Afrika, Nordamerika / USA, Australien, Mittel- / Südamerika |
| Verfügbarkeit: | verfügbar |
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Business Restructuring in International Oil Companies (IOCs) - Increasing Focus on Upstream Business With Spin-Offs and Divestitures in Downstream Operations
Summary
'Business Restructuring in International Oil Companies (IOCs) - Increasing Focus on Upstream Business With Spin-Offs and Divestitures in Downstream Operations”, is the latest report from GlobalData analyzing the recent divestments and spin-offs by integrated oil companies in the oil and gas industry. The report provides information about the key divestments in the downstream sector undertaken by integrated companies in order to raise the capital needed to focus on upstream activities. The report gives details about the spinoff of Marathon Oil Corporation, which formed an upstream pure play company with the same name and Marathon Petroleum Corporation, a downstream pure play company. It also provides information regarding the planned spinoff of ConocoPhillips to form a separate downstream company, Phillips 66 in May 2012. Information about divestments of downstream assets and plans for growth in the upstream sector by major integrated oil companies also features in the report, which is built using data and information sourced from company reports, primary and secondary research and in-house analysis by GlobalData’s team of industry experts.
Scope
This report provides detailed analysis of the recent divestments and spinoffs by integrated oil companies in the oil and gas industry and their plans to increase investments in the upstream sector to ensure future growth. The report primarily focuses on -
- Key challenges faced by integrated oil companies in the global oil and gas industry
- Steps taken by major IOCs to increase profitability and shareholder value
- Key objectives of divestments or spin-offs of major IOCs
- Increased focus on upstream activities to improve production levels and reserve life
- Divestment strategies adopted by major IOCs to improve cash flows
Reasons to buy
The report will enhance your decision-making capability by allowing you to -
- Develop business strategies with the help of specific insights into the oil and gas E&P market
- Identify opportunities and challenges in the oil and gas industry leading to divestments and spinoffs by major IOCs
- Plan your strategies based on expected developments in the oil and gas exploration activities by major IOCs and newly formed upstream pure play companies
- Understand the competitive landscape of the emerging market in the upstream and downstream sector
Summary
'Business Restructuring in International Oil Companies (IOCs) - Increasing Focus on Upstream Business With Spin-Offs and Divestitures in Downstream Operations”, is the latest report from GlobalData analyzing the recent divestments and spin-offs by integrated oil companies in the oil and gas industry. The report provides information about the key divestments in the downstream sector undertaken by integrated companies in order to raise the capital needed to focus on upstream activities. The report gives details about the spinoff of Marathon Oil Corporation, which formed an upstream pure play company with the same name and Marathon Petroleum Corporation, a downstream pure play company. It also provides information regarding the planned spinoff of ConocoPhillips to form a separate downstream company, Phillips 66 in May 2012. Information about divestments of downstream assets and plans for growth in the upstream sector by major integrated oil companies also features in the report, which is built using data and information sourced from company reports, primary and secondary research and in-house analysis by GlobalData’s team of industry experts.
Scope
This report provides detailed analysis of the recent divestments and spinoffs by integrated oil companies in the oil and gas industry and their plans to increase investments in the upstream sector to ensure future growth. The report primarily focuses on -
- Key challenges faced by integrated oil companies in the global oil and gas industry
- Steps taken by major IOCs to increase profitability and shareholder value
- Key objectives of divestments or spin-offs of major IOCs
- Increased focus on upstream activities to improve production levels and reserve life
- Divestment strategies adopted by major IOCs to improve cash flows
Reasons to buy
The report will enhance your decision-making capability by allowing you to -
- Develop business strategies with the help of specific insights into the oil and gas E&P market
- Identify opportunities and challenges in the oil and gas industry leading to divestments and spinoffs by major IOCs
- Plan your strategies based on expected developments in the oil and gas exploration activities by major IOCs and newly formed upstream pure play companies
- Understand the competitive landscape of the emerging market in the upstream and downstream sector
1 Table of Contents
1 Table of Contents 3
1.1 List of Tables 5
1.2 List of Figures 5
2 Introduction 6
2.1 Overview 6
2.2 GlobalData Report Guide 6
3 Major Integrated Oil Companies Annouce Spin-Offs and Divestments to Ensure Future Growth 7
3.1 High Crude Oil Prices and Intense Competition for Reserve Acquisitions Prompt IOCs to Increase Focus on Upstream Activities 7
3.1.1 IOCs Need to Increase Focus on Upstream Activities to Stay Competitive with Pure-Play E&P Companies 7
3.1.2 Decrease in Number of Discoveries in the Last Two Years will Drive Upstream Activities in 2012 9
3.1.3 Sustained High Crude Oil Prices Prompt IOCs to Increase Focus on Upstream Activities 10
3.2 Environmental Regulations and Increasing Need for Complex Refineries Driving IOCs to Divest from the Downstream Sector 12
3.2.1 Stringent Environmental Regulations in North America and Europe Make Downstream Activities less Attractive for IOCs 12
3.2.2 Low Gross Refining Margins Affect Construction of New Refineries in Europe 13
3.2.3 IOCs Divert Capex towards Upstream Sector Considering Adequate Complexity Levels of their Refining Operations 14
4 ConocoPhillips and Marathon Oil Corporation Announce Spinoff to Ensure Future Growth 16
4.1 ConocoPhillips Spun-off its Downstream Segment in May 2012 16
4.1.1 The 'Shrink to Grow” Strategy Drives ConocoPhillips’ Decision to Spinoff 16
4.1.2 ConocoPhillips Increasing its Focus on Upstream Activities by Divesting from Non-core Assets 19
4.1.3 The New Downstream Entity is Among the Largest Refiners in the US 23
4.1.4 ConocoPhillips is Buying Back Shares to Increase Shareholder Returns 25
4.2 Marathon Oil Corporation’s Spin-Off Enhanced its Downstream Business 26
4.2.1 Marathon Oil Corporation Decided to Spin-off its Downstream Sector in June, 2011 26
4.2.2 The Spinoff will Lead to Increased Shareholder Value 27
4.2.3 Marathon Oil Corporation Increasing its Upstream Activities especially in Shale Plays 28
4.2.4 Marathon Petroleum Corporation will Focus on Refining and Retail Markets in 2012 30
5 Major Integrated Oil Companies Decide to Restructure Business Segments through Divestments 32
5.1 ExxonMobil Corporation Increases Production Levels by Divesting Non-Core Assets 32
5.1.1 ExxonMobil is Currently Restructuring its Operations to Increase its Upstream Activities 32
5.1.2 Recent Divestitures of Non-core Assets will Help the Company to Focus on High Growth Strategic Assets 35
5.1.3 ExxonMobil Plans to Focus on over 130 Upstream Projects to Improve its RRR 36
5.2 BP Divesting Stakes from its Assets to Meet the Deepwater Horizon Accident Liabilities 38
5.2.1 BP Raised $38 Billion until 2011 through its Divestment Program to Meet Oil Spill Liabilities 38
5.2.2 BP will Focus on Upstream Activities to Strengthen its Core Sector 40
5.2.3 BP Plans to Drill Wells Globally to Increase its RRR 42
5.3 Royal Dutch Shell will Concentrate on Profitability in 2012 43
5.3.1 Royal Dutch Shell Plans to Unlock Capital from its Downstream Business 43
5.3.2 Recent Divestitures of Few Downstream Assets to Focus on Profitability Instead of Growth 44
5.3.3 Royal Dutch Shell will Focus on Gas Production until 2016 45
5.4 Chevron Plans to Improve Profitability Through Business Segment Restructuring 47
5.4.1 Chevron Plans to Streamline its Refining Business to Increase Capital Investments in Exploration 47
5.4.2 Chevron has been Divesting its Stakes in Non-Core Assets to Increase its Focus on Strategic, Unconventional Shale Plays 50
5.4.3 Chevron Corporation Increases Unconventional Exploration Activities in 2012 51
5.4.4 Chevron Corporation Increases Upstream Activities to Improve RRR 53
6 Appendix 55
6.1 Market Definition 55
6.2 Abbreviations 55
6.3 Sources 56
6.4 Methodology 56
6.4.1 Coverage 56
6.4.2 Secondary Research 57
6.4.3 Primary Research 57
6.4.4 Expert Panel Validation 57
6.5 Contact Us 57
6.6 Disclaimer 58
1.1 List of Tables
Table 1: ConocoPhillips, Major Divestments, January 2011 — February, 2012 20
Table 2: ConocoPhillips, Planned Production Assets, 2011—2016 22
Table 3: ExxonMobil Corporation, Major Acquisitions, 2011 33
Table 4: ExxonMobil Corporation, Major Divestments, 2011 35
Table 5: BP Plc, Major Divestments, 2011 38
Table 6: BP Plc, Major Acquisitions, 2011 41
Table 7: Royal Dutch Shell Plc, Major Divestments, January 2011 — February, 2012 44
Table 8: Royal Dutch Shell Plc, Major Acquisitions, January 2011 — February, 2012 45
Table 9: Chevron Corporation, Major Divestitures, 2011 50
Table 10: Chevron Corporation, Major Acquisition of Unconventional Reserves, 2011 51
1.2 List of Figures
Figure 1: Average Reserve Replacement Ratio of Pure-play E&P Companies and IOCs, %, 2007 - 2011 7
Figure 2: Exploration and Production Companies, Reserve Replacement Ratio, %, 2007 and 2011 8
Figure 3: Discoveries by Major Integrated Oil Companies, Global, 2007 - 2011 9
Figure 4:Trend of Brent, OPEC and WTI Crude oil Prices, $/bbl, January 3, 2011 — April 9, 2012 10
Figure 5: Affect of Crude Oil Prices on Upstream Capex of Major IOCs, Global, $bn, $/bbl, 2007 — 2011 11
Figure 6: Planned Refining Capacity Additions, By Region, MMtpa, 2012-2016 12
Figure 7: Comparison of Refinery Margins in North America, Europe and Asia Pacific, $/bbl, January 2011 — March 16 2012 13
Figure 8: Comparison of Complexity Levels of Refining Operations of Major IOCs, Nelson’s Complexity Index, 2011 14
Figure 9: ConocoPhillips, Portfolio of Business on Growth-share Matrix, 2011 17
Figure 10: ConocoPhillips’ Revenue and Net Profit Margin by Segment, $bn, 2011 18
Figure 11: ConocoPhillips, Regional Production and Reserves, MMboe/d, Bboe, 2011 19
Figure 12: Average Reserve Life Higher for IOCs, 2011 21
Figure 13: Refining Capacity of IOCs and Domestic Pure-plays in the US, MMtpa, 2011 23
Figure 14: Phillips66, Downstream Operations Worldwide Map, October 2011 23
Figure 15: Phillips 66, Change in Total Refining Capacity, MMtpa, 2012—2016 24
Figure 16: ConocoPhillips, Share Buyback, Cash Flow from Operations and Buyback as a Percentage of CFO, 2007—2011 25
Figure 17: Marathon Oil Corporation, Geographic Distribution of Oil and Gas Production, 2011 26
Figure 18: Trend in Market Capitalization of MRO and Spun-off Entities, $/bn, December 2008 — April 2014 27
Figure 19: Marathon Oil Corporation, Eagle Ford Shale, 2011 28
Figure 20: Marathon Oil Corporation, Upstream Capital Expenditure, 2007 — 2012 29
Figure 21: Marathon Oil Corporation, Downstream Capital Expenditure, $bn, 2009 — 2012 30
Figure 22: Marathon Petroleum Corporation, Downstream Operation, 2011 31
Figure 23: ExxonMobil Corporation, Operational Overview, 2011 32
Figure 24: ExxonMobil Corporation, Cash Flow From Operations, Capex and Capex as Percentage of CFO, $bn, 2007 - 2011 33
Figure 25: Integrated Oil Companies, Debt to Equity Ratio, %, 2007 - 2011 34
Figure 26: ExxonMobil Corporation, Production from Upcoming Assets, MMboe, 2011 — 2015 36
Figure 27: ExxonMobil Corporation, Reserve Replacement Ratio, %, 2007 - 2011 37
Figure 28: BP Plc, 10-Point Plan for 2012 39
Figure 29: BP Plc, Fall in Production Levels and RRR in 2011, Mboe, 2007 — 2011 40
Figure 30: BP Plc, Upcoming Production Assets, 2011 — 2016 42
Figure 31: Royal Dutch Shell Plc, Return on Capital Employed of Downstream Business, %, 2007 — 2011 43
Figure 32: Royal Dutch Shell, Upcoming Production Assets, 2012 — 2016 46
Figure 33: Chevron Corporation, Contribution of Downstream Operations to Total Revenue and Net Income, (%), 2007—2011 48
Figure 34: Chevron Corporation, Cash Flow From Operations, Capex and Capex as Part of CFO, $bn, 2007 — 2011 49
Figure 35: Chevron Corporation, Key Unconventional Exploration Activities, 2012 51
Figure 36: Chevron Corporation, RRR, %, 2007 - 2011 53
Figure 37: Chevron Corporation, Planned Conventional Exploration Activities, 2012 54
1 Table of Contents 3
1.1 List of Tables 5
1.2 List of Figures 5
2 Introduction 6
2.1 Overview 6
2.2 GlobalData Report Guide 6
3 Major Integrated Oil Companies Annouce Spin-Offs and Divestments to Ensure Future Growth 7
3.1 High Crude Oil Prices and Intense Competition for Reserve Acquisitions Prompt IOCs to Increase Focus on Upstream Activities 7
3.1.1 IOCs Need to Increase Focus on Upstream Activities to Stay Competitive with Pure-Play E&P Companies 7
3.1.2 Decrease in Number of Discoveries in the Last Two Years will Drive Upstream Activities in 2012 9
3.1.3 Sustained High Crude Oil Prices Prompt IOCs to Increase Focus on Upstream Activities 10
3.2 Environmental Regulations and Increasing Need for Complex Refineries Driving IOCs to Divest from the Downstream Sector 12
3.2.1 Stringent Environmental Regulations in North America and Europe Make Downstream Activities less Attractive for IOCs 12
3.2.2 Low Gross Refining Margins Affect Construction of New Refineries in Europe 13
3.2.3 IOCs Divert Capex towards Upstream Sector Considering Adequate Complexity Levels of their Refining Operations 14
4 ConocoPhillips and Marathon Oil Corporation Announce Spinoff to Ensure Future Growth 16
4.1 ConocoPhillips Spun-off its Downstream Segment in May 2012 16
4.1.1 The 'Shrink to Grow” Strategy Drives ConocoPhillips’ Decision to Spinoff 16
4.1.2 ConocoPhillips Increasing its Focus on Upstream Activities by Divesting from Non-core Assets 19
4.1.3 The New Downstream Entity is Among the Largest Refiners in the US 23
4.1.4 ConocoPhillips is Buying Back Shares to Increase Shareholder Returns 25
4.2 Marathon Oil Corporation’s Spin-Off Enhanced its Downstream Business 26
4.2.1 Marathon Oil Corporation Decided to Spin-off its Downstream Sector in June, 2011 26
4.2.2 The Spinoff will Lead to Increased Shareholder Value 27
4.2.3 Marathon Oil Corporation Increasing its Upstream Activities especially in Shale Plays 28
4.2.4 Marathon Petroleum Corporation will Focus on Refining and Retail Markets in 2012 30
5 Major Integrated Oil Companies Decide to Restructure Business Segments through Divestments 32
5.1 ExxonMobil Corporation Increases Production Levels by Divesting Non-Core Assets 32
5.1.1 ExxonMobil is Currently Restructuring its Operations to Increase its Upstream Activities 32
5.1.2 Recent Divestitures of Non-core Assets will Help the Company to Focus on High Growth Strategic Assets 35
5.1.3 ExxonMobil Plans to Focus on over 130 Upstream Projects to Improve its RRR 36
5.2 BP Divesting Stakes from its Assets to Meet the Deepwater Horizon Accident Liabilities 38
5.2.1 BP Raised $38 Billion until 2011 through its Divestment Program to Meet Oil Spill Liabilities 38
5.2.2 BP will Focus on Upstream Activities to Strengthen its Core Sector 40
5.2.3 BP Plans to Drill Wells Globally to Increase its RRR 42
5.3 Royal Dutch Shell will Concentrate on Profitability in 2012 43
5.3.1 Royal Dutch Shell Plans to Unlock Capital from its Downstream Business 43
5.3.2 Recent Divestitures of Few Downstream Assets to Focus on Profitability Instead of Growth 44
5.3.3 Royal Dutch Shell will Focus on Gas Production until 2016 45
5.4 Chevron Plans to Improve Profitability Through Business Segment Restructuring 47
5.4.1 Chevron Plans to Streamline its Refining Business to Increase Capital Investments in Exploration 47
5.4.2 Chevron has been Divesting its Stakes in Non-Core Assets to Increase its Focus on Strategic, Unconventional Shale Plays 50
5.4.3 Chevron Corporation Increases Unconventional Exploration Activities in 2012 51
5.4.4 Chevron Corporation Increases Upstream Activities to Improve RRR 53
6 Appendix 55
6.1 Market Definition 55
6.2 Abbreviations 55
6.3 Sources 56
6.4 Methodology 56
6.4.1 Coverage 56
6.4.2 Secondary Research 57
6.4.3 Primary Research 57
6.4.4 Expert Panel Validation 57
6.5 Contact Us 57
6.6 Disclaimer 58
1.1 List of Tables
Table 1: ConocoPhillips, Major Divestments, January 2011 — February, 2012 20
Table 2: ConocoPhillips, Planned Production Assets, 2011—2016 22
Table 3: ExxonMobil Corporation, Major Acquisitions, 2011 33
Table 4: ExxonMobil Corporation, Major Divestments, 2011 35
Table 5: BP Plc, Major Divestments, 2011 38
Table 6: BP Plc, Major Acquisitions, 2011 41
Table 7: Royal Dutch Shell Plc, Major Divestments, January 2011 — February, 2012 44
Table 8: Royal Dutch Shell Plc, Major Acquisitions, January 2011 — February, 2012 45
Table 9: Chevron Corporation, Major Divestitures, 2011 50
Table 10: Chevron Corporation, Major Acquisition of Unconventional Reserves, 2011 51
1.2 List of Figures
Figure 1: Average Reserve Replacement Ratio of Pure-play E&P Companies and IOCs, %, 2007 - 2011 7
Figure 2: Exploration and Production Companies, Reserve Replacement Ratio, %, 2007 and 2011 8
Figure 3: Discoveries by Major Integrated Oil Companies, Global, 2007 - 2011 9
Figure 4:Trend of Brent, OPEC and WTI Crude oil Prices, $/bbl, January 3, 2011 — April 9, 2012 10
Figure 5: Affect of Crude Oil Prices on Upstream Capex of Major IOCs, Global, $bn, $/bbl, 2007 — 2011 11
Figure 6: Planned Refining Capacity Additions, By Region, MMtpa, 2012-2016 12
Figure 7: Comparison of Refinery Margins in North America, Europe and Asia Pacific, $/bbl, January 2011 — March 16 2012 13
Figure 8: Comparison of Complexity Levels of Refining Operations of Major IOCs, Nelson’s Complexity Index, 2011 14
Figure 9: ConocoPhillips, Portfolio of Business on Growth-share Matrix, 2011 17
Figure 10: ConocoPhillips’ Revenue and Net Profit Margin by Segment, $bn, 2011 18
Figure 11: ConocoPhillips, Regional Production and Reserves, MMboe/d, Bboe, 2011 19
Figure 12: Average Reserve Life Higher for IOCs, 2011 21
Figure 13: Refining Capacity of IOCs and Domestic Pure-plays in the US, MMtpa, 2011 23
Figure 14: Phillips66, Downstream Operations Worldwide Map, October 2011 23
Figure 15: Phillips 66, Change in Total Refining Capacity, MMtpa, 2012—2016 24
Figure 16: ConocoPhillips, Share Buyback, Cash Flow from Operations and Buyback as a Percentage of CFO, 2007—2011 25
Figure 17: Marathon Oil Corporation, Geographic Distribution of Oil and Gas Production, 2011 26
Figure 18: Trend in Market Capitalization of MRO and Spun-off Entities, $/bn, December 2008 — April 2014 27
Figure 19: Marathon Oil Corporation, Eagle Ford Shale, 2011 28
Figure 20: Marathon Oil Corporation, Upstream Capital Expenditure, 2007 — 2012 29
Figure 21: Marathon Oil Corporation, Downstream Capital Expenditure, $bn, 2009 — 2012 30
Figure 22: Marathon Petroleum Corporation, Downstream Operation, 2011 31
Figure 23: ExxonMobil Corporation, Operational Overview, 2011 32
Figure 24: ExxonMobil Corporation, Cash Flow From Operations, Capex and Capex as Percentage of CFO, $bn, 2007 - 2011 33
Figure 25: Integrated Oil Companies, Debt to Equity Ratio, %, 2007 - 2011 34
Figure 26: ExxonMobil Corporation, Production from Upcoming Assets, MMboe, 2011 — 2015 36
Figure 27: ExxonMobil Corporation, Reserve Replacement Ratio, %, 2007 - 2011 37
Figure 28: BP Plc, 10-Point Plan for 2012 39
Figure 29: BP Plc, Fall in Production Levels and RRR in 2011, Mboe, 2007 — 2011 40
Figure 30: BP Plc, Upcoming Production Assets, 2011 — 2016 42
Figure 31: Royal Dutch Shell Plc, Return on Capital Employed of Downstream Business, %, 2007 — 2011 43
Figure 32: Royal Dutch Shell, Upcoming Production Assets, 2012 — 2016 46
Figure 33: Chevron Corporation, Contribution of Downstream Operations to Total Revenue and Net Income, (%), 2007—2011 48
Figure 34: Chevron Corporation, Cash Flow From Operations, Capex and Capex as Part of CFO, $bn, 2007 — 2011 49
Figure 35: Chevron Corporation, Key Unconventional Exploration Activities, 2012 51
Figure 36: Chevron Corporation, RRR, %, 2007 - 2011 53
Figure 37: Chevron Corporation, Planned Conventional Exploration Activities, 2012 54
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