Scott Hanold

Scott Hanold asked about the Permian's $1.2 billion spend, specifically how much is allocated to testing technical upside, if this testing will continue in 2027/2028, and if Permian spend will eventually decrease after this work. He also inquired about the next steps for Uruguay exploration, including farm-down plans and the potential timeline for activity.

Answer

John Christmann, CEO, stated that testing, including delineation and appraisal, is a continuous and integral part of their Permian strategy, describing it as a 'steady diet' that will persist beyond 2026. For Uruguay, John Christmann mentioned an open data room with significant industry interest for a farm-down, with a well likely planned for 2027, though potentially late 2026.

Scott Hanold asked about the portion of the $1.2 billion Permian spend allocated to testing technical upside, and whether this level of spend would continue or decrease in future years. He also inquired about the next steps and potential activity timeline for Uruguay exploration, given no current exploration spend.

Answer

CEO John Christmann stated that a steady diet of delineation and appraisal testing is ongoing in the Permian, with several tests conducted last year and more planned for this year, including Barnett tests. He indicated this is a continuous process. Regarding Uruguay, John Christmann mentioned an open data room and industry interest for a farm-down, with a well likely in 2027, possibly late 2026.

Scott Hanold asked for details on Permian zone delineation and questioned the softer 2025 production guidance. He also inquired about the rig allocation between oil and gas in Egypt and the infrastructure required for gas growth.

Answer

CFO Stephen Riney clarified the Permian guidance, explaining that a mid-2024 rig count reduction from 11 to 8 established a new sustainable production base. CEO John Christmann added that in Egypt, they plan to run 12 rigs, potentially shifting 2-3 to focus on gas, with future infrastructure needs dependent on exploration success.

Scott Hanold asked about the drivers behind Permian Resources' D&C cost reductions and what additional levers could be pulled to further lower D&C cost per foot. He also inquired about the current M&A market, including ground game and larger deals, and the competitiveness and opportunity presented by state and federal lease sales.

Answer

Co-CEO Will Hickey attributed past D&C cost reductions to cutting drilling days and improving completion efficiencies. He identified further potential savings on the drilling side, specifically by reducing days through increased ROP in the lateral, aiming to close the cost gap with Midland Basin operators. Co-CEO James Walter described a strong M&A pipeline, with ground game momentum and potential for larger divestitures from consolidators. He noted that state and federal lease sales are often highly competitive and more expensive than their preferred one-off negotiated deals.

Scott Hanold asked about additional levers Permian Resources can pull to further reduce D&C cost per foot, beyond current efficiencies. He also inquired about the M&A market, including ground game and larger deals, and the competitiveness of state and federal lease sales.

Answer

Will Hickey, Co-CEO and Director, indicated that future D&C cost reductions would primarily come from further cutting drilling days, specifically increasing ROP in the lateral, to close the cost gap with Midland Basin operators. James Walter, Co-CEO and Director, noted a strong deal pipeline for ground game and mid-sized assets, with potential for larger divestitures from consolidators. He added that federal lease sales are often highly competitive, and Permian Resources participates when it has a strategic advantage.

Scott Hanold from RBC Capital Markets inquired about the drivers behind Permian Resources' strong Q2 production outperformance and the strategic thinking behind balancing increased production guidance against capital expenditures in the current commodity environment.

Answer

Co-CEO Will Hickey attributed the strong production to excellent base well performance, favorable weather conditions, and strong results from new wells in the Delaware Basin. Co-CEO James Walter added that while they reduced standalone CapEx, future capital allocation decisions will be a judgment call based on the macroeconomic outlook, prioritizing returns over simply chasing operational efficiencies.

Scott Hanold inquired if the planned reduction in activity for the second half of the year would result in a stable production rate heading into 2026. He also asked for a perspective on the broader M&A landscape over the next six months.

Answer

An executive team member clarified that production should remain relatively flat, without a significant decline at year-end. For 2026, the goal is to maintain flexibility to react to market conditions. Regarding M&A, Hays Mabry noted that while large deals may occur long-term, the next six months will likely feature more 'ground game' activity like trades and smaller deals, which could increase in a downturn.

Scott Hanold inquired about the sustainability of Permian Resources' 2025 development plan, asking for details on target formations and the company's long-term inventory visibility. He also questioned the company's M&A strategy and its perspective on pursuing larger-scale transactions versus smaller bolt-on acquisitions.

Answer

Co-CEO William Hickey explained that the 2025 plan is 'shockingly similar' to prior years, with a high-confidence, 15-year inventory that has been fully replaced for two consecutive years. Executive Hays Mabry added that while the M&A market is attractive, PR finds better value and higher-quality inventory in smaller deals, though they remain open to larger transactions if the quality and fit are right.

Scott Hanold inquired about the conceptual outlook for 2025 production and CapEx given the strong Q4 exit rate, and asked about further opportunities to reduce D&C well costs.

Answer

Co-CEO James Walter noted it was too early for 2025 guidance but reiterated a 0-10% growth target, suggesting maintenance CapEx is a few hundred million below the current year's spend. Co-CEO William Hickey explained that future cost reductions would come from drilling efficiency gains and creative completion solutions like optimized fuel usage, expressing confidence that current cost levels are sustainable.

Scott Hanold of RBC Capital Markets questioned the duration of NOG's dual low/high activity guidance scenarios for 2026, asking when the company might converge to a single outlook. He also sought clarification on the relative uncertainty from private versus public operators and the proportion of 2026 activity underpinned by enhanced governance from larger transactions.

Answer

CEO Nick O'Grady stated that while two scenarios are currently reasonable, they will eventually merge into one, with NOG providing clarity over time. He noted that private operators have consistently shown slowdowns and deferrals, whereas public operator guidance often doesn't align with NOG's real-time observations, contributing to the need for dual guidance. Regarding enhanced governance, CEO Nick O'Grady and CTO Jim Evans estimated that approximately half of the 2026 activity is underpinned by such agreements, which often include commodity price triggers, and NOG sometimes proactively defers activity for better economics.

Scott Hanold asked about the sources of uncertainty between the low and high budget cases, specifically regarding private versus public operators, and the proportion of 2026 activity underpinned by enhanced governance from larger transactions.

Answer

CEO Nick O'Grady explained that private operators have shown slowdowns, deferrals, and curtailments since mid-2025, while public operator guidance doesn't always align with observed activity, contributing to the two guidance sets. CTO Jim Evans estimated that approximately half of the 2026 activity is underpinned by enhanced governance. O'Grady added that commodity price triggers in Joint Development Agreements haven't been met, and sometimes Northern Oil and Gas itself opts to defer activity for better economics.

Scott Hanold asked about the production and spending cadence into 2026, the reasons for the lower oil production guidance, and the strategic rationale for prioritizing acquisitions over organic drilling in the current market.

Answer

CEO Nicholas O’Grady explained that 2026 spending and growth will be dictated by the commodity price environment to maximize returns. He stated that in a volatile price environment, acquisitions offer more resilient, long-term returns and upside convexity compared to the short-term risk of drilling new wells, making them the preferred use of capital.

Scott Hanold asked for details on the Appalachian partnership, including the potential for a 2026 extension, and inquired about the company's strategy for scaling its operations through technology and personnel.

Answer

CEO Nicholas O'Grady and President Adam Dirlam clarified the partnership is a one-year deal with a mutual two-year extension option, a decision to be made later. On scaling, they highlighted investments in data analytics to improve efficiency and underwrite a growing M&A pipeline, with the goal of extracting more value from both new and existing assets.

Scott Hanold asked for an outlook on the production and capital trajectory into Q4 and early 2025, and questioned the new appearance of oil production from Appalachia.

Answer

CEO Nicholas O'Grady explained that the Q4 and 2025 outlook depends on the number of turn-in-lines and the pace of D&C list development, which is return-driven. He noted a typical minor production dip in Q1 due to Williston seasonality. Regarding Appalachia, he and President Adam Dirlam confirmed expansion into the Utica oil window through successful ground leasing and a Q1 transaction that has spurred further opportunities.

Scott Hanold of RBC Capital Markets noted Matador Resources Company's history of 'brick by brick' M&A and organic growth, and the industry trend of slowing growth rates. He asked about Matador's future value-adding strategies, specifically if there are many M&A opportunities left for consolidation.

Answer

Van Singleton (Co-President) confirmed the continued effectiveness of the 'brick by brick' approach, citing 17,500 acres added through 690 individual transactions in the past year without a major deal. He stated the company remains vigilant for good opportunities. Bryan Erman (Co-President, Chief Legal Officer, and Head of M&A) added that Matador can grow through both larger deals and the 'brick by brick' approach, which he sees as a differentiator. Joe Foran (Founder, Chairman, and CEO) provided historical context, emphasizing aiming to be 'better, not just bigger,' and finding opportunities that fit Matador, even if smaller. He highlighted active trading, long-standing relationships, and a focus on efficiencies and new technology.

Scott Hanold asked about Matador Resources' future value creation strategies, given the industry's slowing growth rates. He questioned whether significant M&A opportunities remain for consolidation, building on Matador's history of 'brick by brick' M&A and organic growth.

Answer

Van Singleton, Co-President, affirmed the continued effectiveness of the 'brick by brick' approach, citing 17,500 acres added through 690 individual transactions last year. Bryan Erman, Co-President, Chief Legal Officer, and Head of M&A, emphasized Matador's differentiator in growing through both large deals (like Ameredev and Advance) and smaller transactions. Joe Foran, Founder, Chairman, and CEO, provided a historical perspective, noting that Matador has always found growth opportunities over 40 years by aiming to be 'better, not just bigger,' through strategic trades, new technology, and a collaborative culture, which has led to significant asset growth and improved efficiencies.

Scott Hanold from RBC Capital Markets inquired about the current strategy and timeline for the San Mateo midstream asset, including the possibility of an IPO and what criteria the entity needs to meet for such a move.

Answer

EVP & CFO William Lambert stated that the midstream business's value is not fully reflected in Matador's stock price. EVP of Midstream Brian Willey added that while they are actively evaluating strategic options, the company's strong free cash flow allows for patience to ensure the right transaction for shareholders. Chairman & CEO Joseph Wm. Foran and EVP G. Gregg Krug emphasized the strength of third-party relationships and the commitment to optimizing the asset's value.

Scott Hanold from RBC Capital Markets asked for an update on the strategic options for the San Mateo midstream business, including the timeline and criteria for a potential IPO.

Answer

EVP and CFO William Lambert acknowledged that the midstream business's value is not fully reflected in Matador's stock price. EVP of Midstream Brian Willey added that he is actively evaluating strategic debt and equity transactions but emphasized the company can be patient. CEO Joseph Foran highlighted the strength of third-party relationships as a key value driver, giving the company multiple options to optimize value.

Scott Hanold of RBC Capital Markets asked for an update on the strategic options for the San Mateo midstream business, including the timeline for a potential IPO and the criteria needed for such a move.

Answer

EVP and CFO William Lambert acknowledged that the midstream business's value is not fully reflected in Matador's share price. EVP of Midstream Brian Willey added that his role now focuses on evaluating strategic transactions, but the company can be patient. CEO Joseph Wm. Foran highlighted the strength of third-party relationships, and EVP G. Gregg Krug confirmed they are exploring all options to optimize value.

Scott Hanold from RBC Capital Markets asked for an update on the strategic options for the San Mateo midstream business, including the timeline for a potential IPO and the criteria for such a move.

Answer

EVP and CFO William Lambert acknowledged that the midstream business's value is not fully reflected in Matador's share price. Brian Willey, EVP of Midstream, added that his role now allows for a greater focus on evaluating strategic options, including debt or equity transactions, but emphasized they can be patient due to their positive free cash flow. CEO Joseph Foran highlighted the strength of their third-party relationships, and EVP G. Gregg Krug confirmed they are exploring all avenues to optimize value.

Scott Hanold asked for clarification on capital spending patterns, noting that Q4 spending was higher and Q1 was guided higher, and requested insight into the potential ebbs and flows within the 2025 capital guidance range.

Answer

CEO Joseph Wm. Foran explained that upon acquiring the Ameredev property, capital was deployed upfront to improve long-term operating expenses, generating faster savings. Executive Glenn Stetson added that they accelerated completions of 11 wells and upgraded facilities, which reduced monthly OpEx by $2 million, justifying the initial capital outlay.

In a follow-up, Scott Hanold of RBC Capital Markets asked about the current M&A environment for Matador's 'ground game,' including the appetite of buyers and sellers and the outlook for continuing this bolt-on acquisition strategy.

Answer

Joseph Wm. Foran, Founder, Chairman, and CEO, expressed optimism, noting that periods of large-scale M&A often lead to rationalization, creating buying opportunities. Van Singleton, EVP of Land, added that Matador's consistent focus on creating win-win deals and targeting the best rock ensures their pipeline of opportunities remains full, allowing them to be selective.

Scott Hanold questioned the impact of Permian productivity on EOG's share price, specifically regarding secondary zones and whether EOG's faster adoption of these zones explains relative performance. He also asked about the productivity of primary targets and EOG's natural gas marketing strategy, including potential agreements with industrial, power, and data center users.

Answer

Chairman and CEO Ezra Yacob confirmed consistent performance on primary targets and explained that cost savings made secondary zones more economic. He detailed EOG's diverse natural gas marketing strategy, highlighting exposure to regional pricing uplift from data centers and potential direct benefits from co-locating data centers near gas fields in South Texas and Ohio.

Scott Hanold asked about Permian productivity, specifically if EOG's faster move to secondary zones contributed to perceived relative performance concerns, and inquired about the productivity of primary zones over the past few years. He also asked about EOG's natural gas marketing initiatives beyond LNG contracts, including potential supply agreements for industrial users, power, or data centers.

Answer

Ezra Yacob, Chairman and CEO, confirmed consistent performance in primary Permian targets and explained that cost savings made previously uneconomic secondary targets viable, improving overall recovery per acre. He acknowledged that EOG could have better communicated this shift in development strategy. Regarding natural gas, Ezra Yacob discussed benefits from EOG's diverse marketing strategy and regional pricing uplift from increased electricity demand, particularly in areas with data center development. He noted ongoing negotiations for direct supply to data centers, seeing potential in South Texas and Ohio due to gas supply, open space, and existing infrastructure.

Scott Hanold of RBC Capital Markets inquired about potential 'quick wins' from integrating the Encino assets in the Utica and the timeline for the first fully EOG-engineered wells. He also asked for the quantifiable impact of the new high-resolution sensor technology.

Answer

COO Jeff Leitzell identified numerous immediate opportunities in the Utica, including shared infrastructure, consolidated facilities, and rapid deployment of EOG's technology like production optimizers. Regarding the new sensor tech, he described it as a low-cost, high-impact tool for improving drilling and completions, though it is still in the early stages of deployment.

Scott Hanold asked how EOG's capital allocation might shift towards gassier plays like Dorado in a scenario of persistent weak oil prices but firm natural gas prices. He also questioned the well cost outlook for 2026 and beyond, considering efficiency gains against potential tariff risks.

Answer

CEO Ezra Yacob responded that while EOG is bullish on long-term gas, it avoids chasing commodity prices due to volatility, focusing instead on disciplined, paced development to lower breakevens in plays like Dorado. COO Jeff Leitzel added that predicting well costs beyond 2025 is difficult due to tariff uncertainty, but confirmed no impact is expected in 2025 and that current cost reductions are driven by sustainable efficiencies.

Scott Hanold pressed for the rationale behind optimizing the balance sheet now, asking about the specific catalyst and the expected value creation from shifting to a lower-cost capital structure. He also asked for EOG's initial takeaways on the recent election's potential impact on the energy industry.

Answer

Chairman and CEO Ezra Yacob explained the timing was driven by a stabilizing interest rate environment, which presented a better opportunity than in early 2023. CFO Ann Janssen detailed the strategy, targeting a debt-to-EBITDA ratio below 1x at $45 WTI. Regarding the election, Yacob stated that EOG is prepared for any administrative changes and believes the industry is well-positioned to work with policymakers, emphasizing the long-term role of oil and gas.

Scott Hanold inquired about Range Resources' expected production cadence for 2026, including the magnitude of the mid-year step-up, necessary infrastructure additions, and the strategy for optimizing Q1 production for premium winter pricing. He also asked for details on the premium captured in the Midwest power contract and future opportunities for similar agreements.

Answer

CEO Dennis Degner outlined a Q1 production of approximately 2.2 Bcfe/day, influenced by ethane extraction flexibility. He detailed a mid-year processing capacity addition of 300 MMcf/day, leading to a significant ramp-up to 2.5 Bcfe/day by year-end 2026. Regarding the Midwest power contract, Mr. Degner expressed excitement about its scalability and strategic importance for future demand, while noting confidentiality prevented sharing specific premium terms.

Scott Hanold inquired about Range Resources' expected production cadence for 2026, including the size of the step-up, necessary infrastructure additions, and whether the company would consider driving higher Q1 production to capitalize on premium winter pricing. He also asked for more details on the recently signed Midwest power contract, specifically regarding the premium captured, the benchmark for evaluation, and the potential for future similar opportunities over the next one to two years.

Answer

CEO Dennis Degner outlined that Q1 2026 production is expected to be around 2.2 BCF equivalent per day, similar to prior years, with fluctuations influenced by ethane extraction. He noted that a significant ramp-up to approximately 2.5 Bcfe per day by year-end 2026 is anticipated following the commissioning of 300 million cubic feet per day of processing capacity mid-year. Regarding the Midwest power contract, Mr. Degner expressed excitement, highlighting it as potentially the first of many such scalable opportunities, though specific confidential terms could not be disclosed. He also mentioned other projects like Fort Cherry and the alignment with encouraging end-users to generate their own power.

Scott Hanold asked about Range's long-term capacity to meet the projected 4-5 Bcf/d of new in-basin demand, questioning if doubling production over a decade was feasible. He also sought to understand the key differentiators, beyond inventory, for securing long-term supply contracts and the nature of the pricing dynamics involved.

Answer

CEO Dennis Degner confirmed that doubling production over a decade is 'the art of the possible' given Range's inventory and operational capabilities. CFO Mark Scucchi explained that beyond inventory, surety of supply and creative, win-win contract structures (like collars or hub floors) are critical. He noted these deals must compensate Range for committing long-term capital and forgoing spot market optionality.

Scott Hanold inquired about the rationale for Range's three-year growth plan, questioning why production growth was weighted towards 2027 rather than 2025 and asking about potential hedging strategies for this future output.

Answer

CEO Dennis Degner explained that the company prioritized having a clear line of sight on demand growth and secured transport before committing to higher volumes. CFO Mark Scucchi added that their hedging approach remains flexible, viewing it as insurance rather than a necessity, given the company's strong balance sheet and the structural hedge provided by its diverse gas and liquids production mix.

Scott Hanold asked about the drivers behind Range's strong production performance, the specific volume impact from midstream optimization, and its effect on the base decline rate. He also inquired about the market signals needed to utilize DUC inventory for growth in 2025 and whether the company has adequate takeaway capacity.

Answer

CEO Dennis Degner attributed the strong production to long lateral performance and recent gathering and compression infrastructure expansions. He noted that while it's still early to quantify precise impacts, the system improvements have allowed for higher utilization and that the current 19% base decline rate could shallow further. For 2025 growth, Degner stated Range is watching for winter weather patterns, the commissioning of LNG facilities like Plaquemines and Corpus Christi, and the resulting price response before deploying a spot frac crew. He confirmed Range has the necessary firm takeaway capacity to handle potential incremental production.

Scott Hanold asked about Diamondback's position in the industry, noting a shift from M&A to organic resource expansion, and what landscape changes drive this. He also inquired about reserve report revisions, specifically performance-related changes.

Answer

CEO Kaes Van't Hof acknowledged significant industry consolidation, leading to basin champions, and stated Diamondback's vast acreage and resource prompted more focus on organic improvement (Barnett, surfactants). He confirmed M&A opportunities are fewer. Kaes Van't Hof explained that the majority of reserve revisions are price-related, with performance-related revisions mainly 'pod downgrades' where acquired wells are brought forward, shifting existing pods. He noted no meaningful changes to PDP performance.

Scott Hanold asked for Diamondback's view on its industry position going forward, noting a historical shift from M&A to organic resource expansion, and what landscape drivers are behind this change. He also inquired about reserve report revisions, specifically seeking context on performance-related revisions.

Answer

CEO Kaes Van't Hof acknowledged significant industry consolidation, leading to a focus on basin champions. He explained that with extensive acreage and resource, Diamondback is now prioritizing improving existing resources organically through efforts like the Barnett and surfactant testing, as M&A opportunities are fewer. Regarding reserve revisions, Kaes Van't Hof clarified that the majority were price-related. The remaining revisions were primarily due to 'pod downgrades,' meaning acquired or existing pods were brought to the front of the development program, with no meaningful changes to PDP performance.

Scott Hanold asked about Diamondback Energy's view on equity ownership in various interests, specifically Deep Blue, regarding future capital calls and monetization opportunities. He also inquired if capital calls for equity interests are included in the general maintenance capital range and about any shifts in 2026 activity allocation across regions (Midland vs. Delaware) and zones (Woodford, Barnett).

Answer

Kaes Van't Hof (CEO, Diamondback Energy) expressed satisfaction with the 30% ownership in Deep Blue, noting its success in building third-party business and increasing market attention on water management, seeing tangential opportunities for water for power needs. He clarified that equity interest capital calls would be outside the maintenance capital range, but none have occurred recently. He indicated less attention for the Delaware Basin in 2026, with continued evolution in Midland Basin zones (slide 15) and more Barnett/Woodford tests, expecting increased percentages for these zones. Danny Wesson (COO, Diamondback Energy) confirmed continued delineation of these zones.

Scott Hanold asked about Diamondback's view on equity ownership in various interests, specifically Deep Blue, and whether there are monetization opportunities or if future capital calls would be included in maintenance CapEx. He also inquired about any shifts in activity allocation across acreage regionally (Midland vs. Delaware) or zones (Woodford, Barnett) for 2026.

Answer

Kaes Van't Hof (CEO, Diamondback Energy) expressed satisfaction with the 30% ownership in Deep Blue, noting its success in building a third-party business, increased market attention on water management, and tangential opportunities for power needs. He clarified that Deep Blue capital calls would be outside maintenance CapEx but haven't occurred recently. Regarding 2026 activity, Kaes Van't Hof stated that the Delaware Basin would receive less attention, while the Midland Basin would continue to evolve with new zones (like Barnett and Woodford) being added, challenging the team to improve well productivity despite perceived lower quality zones. Danny Wesson (COO, Diamondback Energy) confirmed continued delineation of these zones and an expected increase in their percentage of activity for 2026.

Scott Hanold of RBC Capital Markets asked about the potential for continued operational efficiency gains and the drivers behind the quarter's strong gas and NGL production.

Answer

COO Danny Wesson stated that there is still room for efficiency gains, particularly in consistently achieving leading-edge drilling times and improving final frac efficiency by another 15-20%. CEO Kaes Van't Hof attributed the 33,000 bbl/d sequential increase in NGLs to improved midstream plant reliability from their partner Energy Transfer, which increased liquids yields, and noted that Diamondback's own flaring was also down significantly.

Scott Hanold inquired about Diamondback's view on the U.S. oil macro, particularly the potential for production to 'roll over,' and asked what conditions would prompt a shift from maintenance mode to growth in 2026.

Answer

Chairman and CEO Travis Stice stated that as capital exits the industry, the significant base decline in U.S. production will become more apparent, as efficiency gains are now marginal. President Kaes Van’t Hof added that a return to growth would require a healthier macro environment, specifically a '$65, $70 plus' oil price and lower OPEC spare capacity.

Scott Hanold from RBC Capital Markets asked if Expand Energy's strategy to avoid giving away margin to middlemen would involve more integrated operations, such as owning midstream assets, to enhance its commercial efforts. He also inquired about the drivers behind the minimum model cash tax this year, specifically if it relates to the OBBVA from last year, and sought visibility on the cash tax rate for the next couple of years.

Answer

Mike Wichterich, Chairman of the Board and Interim President and CEO, clarified that the focus is more on partnerships with midstream companies to get gas to premium markets, rather than outright ownership of gathering systems, aiming for integrated solutions in a partnership model. Brittany Raiford, VP, Treasurer, and Interim CFO, confirmed that the minimum cash tax is a benefit from the OBBVA (presumably a tax attribute from a prior acquisition or event), which was also seen last year. She expects a "stairstep" increase in cash taxes over the next couple of years, with the company becoming a full cash taxpayer closer to 2030.

Scott Hanold asked if Expand Energy's strategy of 'not giving away margin to the middleman' extends to owning midstream assets for integrated operations, and sought clarification on the drivers behind the minimum cash tax and future cash tax rate visibility.

Answer

Mike Wichterich, Chairman of the Board and Interim President and CEO of Expand Energy, clarified that the focus is more on partnerships with midstream companies to get gas to premium markets and end-use customers, rather than outright ownership of gathering systems. Brittany Raiford, VP, Treasurer, and Interim CFO, confirmed that the minimum cash tax is a benefit from the OBBB from the previous year, expecting a stair-step increase in cash taxes to become a full cash taxpayer closer to 2030.

Scott Hanold asked for clarification on the geological complexities in Western Hanzo, other important facets to consider, and whether Expand Energy plans to expand its position there or is content with its current acreage. He also inquired about the specific tweaks in the Gen 1 through Gen 3 completion designs driving Hanzo productivity improvements and if these improvements are tied to targeting within Hanzo or the new completion generations.

Answer

COO Josh Viets expressed confidence in their 75,000 net acre position in Western Hanzo, noting limited structural complexity in their chosen area compared to further west, which allows for lower costs and better production. He explained that while both Bozier and Hanzo zones are prolific, the biggest driver of productivity improvements is the completion recipe, particularly leveraging their low-cost sand source and ability to control proppant intensity more economically.

Scott Hanold inquired about Expand Energy's strategy for securing gas contracts tied to power generation and LNG growth, asking about the company's primary goals and preferred pricing mechanisms.

Answer

CEO Domenic Dell’Osso and EVP of Marketing & Commercial Dan Turco explained that the main goal is to reduce cash flow volatility and improve price realizations. Turco added that there is no urgency to sign deals, and they are evaluating the entire value chain, including direct sales, partnerships, and tolling, to find structures that protect downside risk while retaining upside participation.

Scott Hanold of RBC Capital Markets inquired about Expand Energy's strategy for securing gas contracts tied to power generation and LNG growth, asking about the company's goals, preferred pricing mechanisms, and whether there's a sense of urgency to sign deals.

Answer

President, Director & CEO Domenic Dell’Osso stated the goal is to reduce cash flow volatility and achieve better pricing through reliable delivery. EVP of Marketing & Commercial Dan Turco added that there is no urgency and the company is exploring various structures down the value chain, including direct sales, partnerships, and tolling, to protect downside while capturing upside.

Scott Hanold asked about Expand Energy's strategy for securing gas contracts related to power growth and LNG opportunities, inquiring about the company's goals, preferred pricing mechanisms, and sense of urgency.

Answer

President, Director & CEO Domenic Dell’Osso stated the primary goal is to reduce cash flow volatility and achieve better pricing through reliable delivery to constrained markets. EVP of Marketing & Commercial Dan Turco added that there is no urgency, and the company is exploring a wide range of structures, including direct sales, partnerships, and tolling, to protect downside while capturing upside.

Scott Hanold inquired about CEO Todd Abbott's background, specifically how his extensive experience in U.S. shale plays is applicable to the Beetaloo Basin, and what challenges or upside opportunities he foresees based on his prior work.

Answer

CEO Todd Abbott detailed his operational experience in remote environments like Alaska (Pioneer), launching new plays in the Permian, and focusing on capital discipline and efficiency in the Eagle Ford, Marcellus, and Utica shales. He emphasized that learning from every data point and drilling great wells are crucial for building the investment rationale for large-format pipelines in the Beetaloo. Later, Scott Hanold also asked about operational learnings and stakeholder relations. CEO Todd Abbott acknowledged operational issues, highlighting the focus of partners like Baker Hughes, Liberty, and H&P, and noted that increased activity will lead to more consistent performance. CFO Eric Dyer added that local support from the NT government, native title holders, and pastoralists is strong due to the need for gas, jobs, and economic development.

Scott Hanold asked Todd Abbott about his background, how he views the Tamboran opportunity, the applicability of his past US shale experience to the Beetaloo Basin, and the challenges and upside opportunities he foresees. He also inquired if the company had increased its well location assessment from 40,000 to 60,000 wells and when other formations beyond the Mid-Velkerri B Shale might be tested.

Answer

CEO Todd Abbott detailed his career, emphasizing experience in remote operations (Alaska), launching new plays (Permian), and capital discipline/learning from data (Eagle Ford, Marcellus, Utica). He stressed the importance of drilling great wells in Beetaloo to build investment rationale for pipelines. Regarding well count, he clarified there was no change in strategy, focusing on the Mid-Velkerri B Shale, and did not recall mentioning 60,000 wells, offering to follow up with V.P., Investor Relations and Corporate Development, Chris Morbey.

Scott Hanold asked about Tamboran Resources' drilling times, specifically regarding tool failures and the potential for reduced drilling days, as well as the detailed plan for the SS4 well's stimulation, flow test, and shut-in, and the sufficiency of sand inventory for the upcoming frac job.

Answer

Chairman and Interim CEO Dick Stoneburner explained that typical downhole failures in hostile environments are being addressed. He noted that by combining the best segments of recent wells, a potential 19-day drilling time is achievable, significantly improving on the current 25-27 days. For the SS4 well, Mr. Stoneburner confirmed plans for immediate stimulation after drilling, followed by a quick flow test, a 30-day soak, and then a 30-day flow test, with results expected in early Q1. He also confirmed ample sand is on site for the current frac job, with ongoing efforts to build inventory for future wells ahead of the wet season.

Scott Michael Hanold inquired about ConocoPhillips' balance sheet strength, cash position, and the sustainability of its 45% CFO shareholder return strategy, especially as it approaches the free cash flow inflection point.

Answer

Andy O'Brien, CFO and EVP of Strategy and Commercial, emphasized the company's strong balance sheet, highlighting $2 billion in net debt reduction and robust cash balances. He affirmed that the 45% CFO distribution strategy is sustainable across a range of prices, and the strong balance sheet is available to fund distributions if needed, alleviating concerns about headwinds to funding or maintaining financial strength.

Scott Michael Hanold raised investor concerns about ConocoPhillips' balance sheet and cash position, asking for context on how the company views its cash balance and its role in funding the 45% CFO shareholder return strategy, especially leading up to the free cash flow inflection point.

Answer

Andy O'Brien, Chief Financial Officer and Executive Vice President of Strategy and Commercial, ConocoPhillips, emphasized the company's strong starting balance sheet, including a $2 billion net debt reduction in 2025. He reiterated that the 45% CFO return strategy is designed to work across a range of prices, and the robust cash balance is available to fund distributions if needed, expressing no concerns about potential headwinds.

Scott Hanold requested clarification on the 2026 production and capital guidance, specifically addressing a perceived variance in the oil mix guide relative to consensus, considering factors like asset diversity and Surmont post-payout.

Answer

Andy O’Brien, Chief Financial Officer and Executive Vice President of Strategy and Commercial, stated that the total company oil mix was 53% in Q3, a good mark for 2026, including the higher royalty impact from Surmont. Nick Olds, Executive Vice President of Lower 48 and Global HSE, added that the Lower 48 oil mix was around 50% in Q3, consistent with expectations, and is guided to 50% for 2026. He noted that the Delaware, a significant growth driver, has lower cost of supply and higher gas content, influencing the overall mix.

Scott Hanold asked for clarification on the 2026 production and capital guidance, specifically addressing a perceived variance in the oil mix guide relative to consensus, given the complexity of diverse assets and Surmont post-payout.

Answer

Andy O’Brien (CFO and EVP of Strategy and Commercial) explained that the Q3 2025 oil mix of 53% (total company) is a good mark for 2026, reflecting the full impact of higher Surmont royalties. He guided to a 53% oil split for the total company and 50% for the Lower 48 in 2026, with the 0%-2% BOE growth range also applicable to oil. Nick Olds (EVP of Lower 48 and Global HSE) added that the Lower 48's 50% oil mix is an output of their development plan, with the Delaware basin (a significant growth driver) having higher gas content but strong oil content and good returns. He noted that oil mix can fluctuate based on basin contributions.

Scott Hanold of RBC Capital Markets asked for ConocoPhillips' view on the oil macro environment and how the current outlook could influence its strategic plans heading into 2026.

Answer

Chairman and CEO Ryan Lance described the near-term oil market as 'choppy,' with a slight imbalance of more supply than demand, though inventories remain at five-year lows. This view supports their current stable execution plan. Longer-term, he expressed a constructive view on oil demand and a bullish stance on natural gas, driven by LNG growth. This long-term outlook is what underpins the company's investment in its major, longer-cycle projects.

Scott Hanold posed a question about industry discipline in a weaker macro, asking whether higher-cost producers should cut first or if large companies like ConocoPhillips should lead reductions.

Answer

Chairman and CEO Ryan Lance opined that higher-cost producers would likely be forced to cut back first due to financial constraints. He conceded that if oil prices fell to the low $50s for a sustained period, ConocoPhillips would also consider scope reductions. However, he stressed that their current view does not warrant such a move, as they are built to handle volatility and current prices are near their mid-cycle planning assumptions.

Scott Hanold of RBC Capital Markets asked for ConocoPhillips' perspective on recent White House initiatives and the potential impact of tariffs on its business and the broader industry.

Answer

CEO Ryan Lance stated they are following the issue closely. Andy O'Brien, SVP of Strategy, elaborated that the primary exposure would be on Surmont liquids sold into the U.S. However, he noted this is mitigated as half of Surmont's liquids are sold elsewhere, and the company's diversified portfolio provides a natural hedge, with potential for strengthening differentials for Bakken and ANS crude. O'Brien emphasized the focus remains on controlling costs and optimizing value, and they hope tariffs are avoided.

Scott Hanold asked for an explanation of the Q3 working capital tailwind, which contrasted with prior guidance, and for an outlook on Q4, including any Marathon-related cash outflows.

Answer

CFO Bill Bullock attributed the Q3 working capital tailwind to two main factors: an IRS deferral opportunity that pushed tax payments into 2025, and normal movements in receivables and payables due to falling commodity prices. He stated that forecasting Q4 is difficult due to the pending Marathon acquisition and its associated tax attributes, with an update to be provided post-closing.

Scott Hanold asked if EQT expects to be the supplier for MVP Boost and potentially Southgate pull volumes, how it would source them, and the timeframe for growth. He also inquired about EQT's interest in industrial types of deals and allocation towards those initiatives.

Answer

Jeremy Knop (CFO, EQT) expects MVP volumes to be majority EQT, providing a growth opportunity, though EQT is not yet committing to fill it. Toby Rice (President and CEO, EQT) quantified the significant demand setup from MVP and data centers. Jeremy Knop added that EQT is seeing broad opportunities, aiming to be a 'one-stop shop solution' for gas supply through its reinvigorated commodities team.

Scott Hanold asked if EQT expects to be the supplier for MVP Boost and Southgate volumes, how it would source that gas (in-basin or growth), and EQT's interest in industrial types of deals.

Answer

Jeremy Knop, CFO, expects EQT to be the majority supplier for MVP Boost, providing an opportunity for growth, though not yet committed. Toby Rice, President and CEO, quantified the attractive demand setup with over 1 Bcf/day greater takeaway from MVP and 1.5 Bcf/day data center demand. Jeremy also confirmed EQT is seeing opportunities across the board for industrial deals, leveraging its commodities team and gas origination efforts.

Scott Hanold of RBC Capital Markets asked how potential strategic selling from Olympus shareholders might influence EQT's opportunistic buyback strategy. He also questioned when the Deep Utica could become a development target to support future growth.

Answer

CFO Jeremy Knop stated that any buyback decision is price-dependent but noted that the company's confirmed growth projects make buybacks more attractive, as the investment case is now based on more than just gas price forecasts. President and CEO Toby Rice described the Deep Utica as a longer-term opportunity, though some "science work" could occur sooner to prove up inventory. Mr. Knop added the Deep Utica is a strong free option with superior economics to second-tier zones in other basins.

Scott Hanold of RBC Capital Markets asked for EQT's confidence level in its core inventory duration relative to peers and if actively managing well chokes has impacted long-term Estimated Ultimate Recovery (EUR).

Answer

President and CEO Toby Rice pointed to data showing EQT's well performance improving while peers' degrades, giving them confidence in decades of high-quality inventory. He stated that managing chokes is not expected to cause EUR degradation. CFO Jeremy Knop added that the Equitrans acquisition transformed the inventory profile, likely adding at least 10 years of high-quality inventory life, supplemented by an active infill leasing program.

Scott Hanold of RBC Capital Markets asked for color on recent small-scale 'ground game' acquisitions and the broader M&A landscape, particularly after a competitor's acquisition. He also questioned the drivers behind Lease Operating Expense (LOE) costs and asked about the performance of the recently completed 'Tortilla' gas wells.

Answer

President and CEO Zach Arnold praised the land team for strategic acreage additions that solidify near-term development and stated the company is prepared to use its strong balance sheet for larger M&A opportunities. EVP & CFO David Sproule addressed LOE, attributing higher Q2 costs to prior-period true-up adjustments from non-operated activities and projecting costs will decline as new gas volumes come online. Regarding the Tortilla wells, Arnold expressed satisfaction with their performance, stating it validates the company's technical approach for delivering repeatable results, but did not provide specific production data.

Scott Hanold of RBC Capital Markets asked for details on Infinity's recent small-scale acquisitions, its broader M&A outlook, and for an explanation of recent Lease Operating Expense (LOE) costs and the factors expected to drive them down.

Answer

President and CEO Zach Arnold highlighted strategic 'ground game' acquisitions and confirmed the company remains prepared for larger M&A opportunities. EVP and CFO David Sprowl addressed LOE costs, attributing the recent level to prior-period true-up adjustments and anticipating costs will decline as new, lower-cost natural gas production comes online.

Scott Hanold of RBC Capital Markets asked about the decision to pull forward gas-weighted activity, its expected impact on the 2026 production mix, the initial performance of the Tortola pad, the potential for Utica deep gas development, and the company's forward-looking hedging strategy.

Answer

President and CEO Zack Arnold confirmed the shift towards gas would primarily impact 2026 production, noting the Tortola wells are meeting expectations. He stated that while the company is encouraged by offset operator activity in the deep Utica and is prepared to drill, there is no specific timeline yet. EVP and CFO David Sproule added that the company is executing its stated plan of high-DROI projects and reiterated their consistent hedging strategy of locking in returns for specific projects to mitigate volatility.

Scott Hanold from RBC Capital Markets inquired about the decision to accelerate gas-weighted activity, its potential impact on the 2026 production mix, the performance of new Marcellus wells, the development timeline for the Utica deep gas potential, and the company's forward hedging strategy.

Answer

President and CEO Zack Arnold explained that the production mix impact from new gas wells would be more pronounced in 2026 and confirmed new Marcellus wells are meeting expectations. He noted the company is encouraged by offset operator activity in the deep Utica but offered no specific timeline for their first well. EVP and CFO David Sproule added that the hedging strategy remains consistent, focusing on locking in high DROI for new projects to mitigate volatility.

Scott Hanold inquired about the risk-reward profile and permitting status for expanding the four-mile lateral program, and also asked for an update on the monetization strategy for the non-core Marcellus asset.

Answer

EVP & COO Darrin Henke confirmed that permitting for 2026 is well underway to provide optionality. President, CEO & Director Daniel Brown added that early results from the first four-mile well are highly encouraging, with strong economics and performance nearing 100% of two comparable two-mile wells. Regarding the Marcellus asset, Mr. Brown stated the focus remains on maximizing its value as a non-core holding.

Scott Hanold of RBC Capital Markets inquired about the risk-reward profile and permitting status for expanding the four-mile lateral program, and also asked for an update on the monetization strategy for the non-core Marcellus asset.

Answer

COO Darrin Henke confirmed that permitting for 2026 and beyond is well underway, providing optionality for various lateral lengths. CEO Daniel Brown added that the economics for four-mile wells are very strong, with early results showing performance near 100% of two two-mile wells, making them economically compelling. Regarding the Marcellus, Brown reiterated that while it's a great asset, it is not core to Chord's portfolio, and the company is focused on maximizing its value.

Scott Hanold inquired about the drivers for Chord's 2025 capital outlook, specifically what could push spending to the lower end of the range, and the potential for downside pressure on the 3-year capital plan. He also asked about the shareholder return strategy, questioning if the recent 100% free cash flow payout via buybacks would continue given the stock's valuation and low leverage.

Answer

CEO Daniel Brown explained that the capital plan is conservative and doesn't assume future efficiency gains from cycle times or technology like simul-fracs, creating potential for downward pressure on spending. He noted that if well performance exceeds expectations, capital could also float down to maintain production targets. Regarding shareholder returns, Brown framed it as a capital allocation decision, stating that with low leverage, share repurchases represent a "really compelling capital investment opportunity" at current levels.

Scott Hanold inquired about the updated 3-mile Estimated Ultimate Recoveries (EURs), asking what performance data and technical achievements gave Chord confidence to increase the productivity assumption. He also sought clarification on the 3-year outlook, specifically whether the $1.4 billion capital plan includes full synergy capture.

Answer

CEO Daniel Brown and COO Darrin Henke confirmed that confidence in higher 3-mile EURs came from accumulated well performance data. Henke highlighted the key technical success of consistently cleaning out wells to the total depth of the lateral. Brown added that the 3-year plan's capital forecast includes anticipated capital synergies but does not factor in potential upside from continuous operational improvements or the development of 4-mile wells, which represent future opportunities.

Scott Hanold from RBC Capital Markets inquired about the CEO transition, asking about the desired attributes for the new leader and whether the board is seeking someone to fit the current strategy or to forge a new path. He also challenged the decision to prioritize buybacks over more aggressive debt reduction.

Answer

Interim CEO Wouter van Kempen stated the search for a permanent CEO should conclude within six months and clarified the change is not a strategic shift but a move to deepen focus on execution, performance, and cost leadership. CFO & Treasurer Marianella Foschi defended the capital allocation plan, stating that after de-risking the balance sheet and solidifying their debt target, the current plan appropriately balances continued debt reduction with returning capital to shareholders at a compelling valuation.

Scott Hanold asked about Civitas's primary priorities in the current uncertain macro environment, specifically whether hitting the $4.5 billion year-end debt target is the main goal and what the key flex points are. He followed up by asking if the fixed dividend is considered 'sacred' in a sustained $50 oil price environment.

Answer

CEO M. Doyle affirmed that the top priority is the absolute year-end debt target, but emphasized they would not sacrifice asset value or ignore macroeconomic deterioration to achieve it. He highlighted the company's strong balance sheet, free cash flow, and robust hedge book as key supports. Mr. Doyle stated there are no plans to adjust the fixed dividend, noting that cash flow, including the dividend, is protected down to $40 WTI, and that 'unnatural' actions would be selling assets into a weak market when there is no pressing need.

Scott Hanold asked about the decision-making process behind the 2025 outlook reset, including other options considered like larger M&A. He also inquired about the company's comfort with its Permian inventory duration and whether it is transitioning to be a more Permian-focused company.

Answer

CEO Chris Doyle explained that the 2025 plan was chosen over increasing capital to maintain prior production levels because it was more prudent given market volatility. He emphasized a focus on long-term value and a willingness to accelerate that value through transactions, as shown by the $300M divestiture target. Doyle stated the company is comfortable with its 8-9 year inventory runway in both the Permian and DJ basins, positioning Civitas as a 'returns company' rather than focusing on a specific basin.

Scott Hanold asked about the potential for further D&C cost reductions in the Midland Basin and how progress there compares to the Delaware. He also questioned at what oil price point the company would let production decline to protect free cash flow.

Answer

CEO M. Doyle detailed that Midland well costs have fallen from $850/ft to $740/ft due to operational efficiencies, with upcoming simul-fracs expected to yield more savings. He stated that in a low-to-mid $60s oil price environment, the company would prioritize free cash flow and allow production to moderate, while higher prices would lead to accelerated debt paydown rather than growth.

Scott Hanold from RBC Capital Markets asked about the improving regulatory environment in California, specifically the timeline for new oil and gas permits and how new well breakevens compare to existing workover and sidetrack projects.

Answer

President & CEO Francisco Leon expressed optimism about a legislative fix for permitting, expecting more details in mid-August. He stated that while a timeline is hard to predict, CRC is well-positioned. Leon also noted that new wells would have very attractive returns and be additive to the current portfolio of workovers and sidetracks, which are already permitted through 2026 for the company's two-rig program.

Scott Hanold of RBC Capital Markets asked about the key drivers enabling California Resources Corporation to reaffirm its EBITDA guidance despite lower Brent prices, seeking specifics on operational cost reductions. He also inquired about the current political and regulatory landscape in California and Washington regarding CO2 pipelines, carbon credits, and oil and gas permitting.

Answer

President and CEO Francisco Leon attributed the strong outlook to outperformance on Aera merger synergies, particularly from infrastructure consolidation, and a robust hedge portfolio. He described the political environment as encouraging, noting tangible progress and constructive engagement with regulators on permitting for both legacy and new energy projects.

Scott Hanold from RBC Capital Markets asked about California Resources Corporation's stock underperformance, the impact of the Aera owners' lockup expiration, and the company's strategy for share buybacks. He also inquired about the progress and potential structure of deals for AI data centers.

Answer

CEO Francisco Leon emphasized that CRC sees tremendous value in its stock and will be a buyer of its own shares, referencing a strong track record of capital returns. CFO Clio Crespy detailed the Aera lockup agreement, noting the first tranche has expired and CRC has over $550 million in its buyback program to support the stock. Regarding data centers, Mr. Leon highlighted CRC's strategic advantage in providing behind-the-meter power at Elk Hills, targeting a long-term PPA for 150-200 megawatts with an update expected later in the year.

Scott Hanold inquired about the new Hull Street Energy MOU, focusing on the timeline for CO2 pipeline regulations in California and the potential location of the assets. He also asked how the recent political landscape might affect prior agreements and their reliance on the Inflation Reduction Act (IRA).

Answer

Francisco Leon (Executive) explained that CO2 pipeline regulations are necessary to scale the business and are being pursued at both state and federal levels. He emphasized that the Hull Street MOU demonstrates market demand. Regarding the IRA, he stated that carbon capture is viewed as a bipartisan issue and CRC's projects are supported by multiple value streams, including California's LCFS program and premium pricing for clean products, mitigating reliance on any single incentive.

Scott Hanold of RBC Capital Markets asked about the allocation plans for the cash windfall from recent tax legislation and inquired about the production step-up and activity in the Anadarko Basin.

Answer

EVP & CFO Jeff Ritenour stated that the incremental cash from tax savings will accrue to the balance sheet and likely accelerate their $2.5 billion debt reduction plan, with no change to the current dividend and buyback framework. SVP John Raines attributed the Anadarko production increase to new wells from the 49-well Dow JV that commenced in Q2, noting they are consistently running two rigs in the basin.

Scott Hanold of RBC Capital Markets asked how Devon plans to allocate the cash windfall from recent tax legislation and requested an update on the Anadarko Basin joint venture and production.

Answer

EVP & CFO Jeff Ritenour stated that the capital allocation framework remains unchanged, with the incremental cash from tax savings being used to accelerate the company's $2.5 billion debt reduction target. SVP John Raines added that Anadarko activity is focused on the 49-well Dow JV, which is driving recent production growth, and that the company is consistently running two rigs in the basin.

Scott Hanold of RBC Capital Markets questioned how Devon plans to allocate the cash windfall from recent tax legislation and asked for an update on the Anadarko Basin, including the Dow JV and investment rationale.

Answer

EVP & CFO Jeff Ritenour affirmed that the capital allocation framework is unchanged, with the incremental cash expected to accelerate the company's $2.5 billion debt reduction target. SVP John Raines attributed the Anadarko production increase to activity from the 49-well Dow JV, noting they are consistently running two rigs in the basin.

Scott Hanold inquired about Devon's view on the macro environment, asking what price level would trigger more significant activity cuts. He also questioned whether the company would consider accelerating share buybacks given the lower stock price and high confidence in its optimization plan.

Answer

President and CEO Clay Gaspar stated that while they are monitoring the market, a more aggressive reduction in activity would likely require oil prices to fall to the low $50s with perceived sustainability. CFO Jeffrey Ritenour affirmed the company's commitment to its current capital return framework, including the $200-$300 million quarterly buyback range, with no plans to change the strategy and a focus on using excess cash for liquidity and debt reduction.

Scott Hanold of RBC Capital Markets inquired about the inventory duration of the recently acquired Grayson Mill assets and the strategic rationale behind the Eagle Ford joint venture dissolution with BPX, particularly concerning the asset allocation process.

Answer

COO Clay Gaspar explained that the Grayson Mill acquisition filled a key inventory gap, now providing nearly a decade of runway in the Williston Basin with significant cost and productivity improvements. Regarding the Eagle Ford split, Gaspar described it as a 'win-win,' where each company acquired assets they valued more highly. He emphasized that Devon's primary value driver is the expected $2 million-plus in D&C cost savings per well, along with greater operational control over development pace.

Scott Hanold questioned the sustainability of the Uinta Basin's strong performance, asking if it represented a peak or a new baseline, and inquired about the company's approach to shareholder returns as leverage targets are met.

Answer

President & CEO Herbert Vogel affirmed the Uinta performance is sustainable due to significant inventory potential. EVP & CFO A. Wade Pursell stated that with leverage near its target, the company could opportunistically begin share buybacks under its $500 million authorization, contingent on market stability.

Asked about the rationale for focusing on oil assets over gassier South Texas assets given the market's constructive view on gas. Also inquired about how returns from new Permian opportunities like Klondike and Woodford-Barnett compare to legacy Permian wells.

Answer

The company's focus on oil is driven by a cautious view on natural gas price volatility and the strong, stable returns from their oil assets. They prefer to wait for more certainty in the gas market. They reported that new Permian wells in Klondike and the Woodford-Barnett are showing 'stellar' and 'very competitive' results, with some wells significantly outperforming peers and type curves.

Scott Hanold questioned the strategy of focusing on oilier assets over South Texas gas given the market's constructive view on natural gas. He also asked how the returns from newer Permian opportunities like Klondike and Sweetie Peck compare to legacy assets.

Answer

President and CEO Herbert Vogel stated the company's view on natural gas is prudent, citing price volatility and the 'hope' in the forward curve, and sees no need to rush development when oil returns are strong and less volatile. COO Beth McDonald and Mr. Vogel highlighted very strong well results from Klondike and Sweetie Peck, noting they are highly competitive for capital within the portfolio, though delineation is ongoing.

Scott Hanold of RBC Capital Markets questioned the strategy of focusing on oil properties over gassier South Texas assets given the commodity outlook and asked how returns from new Permian areas like Klondike and Woodford-Barnett compare to legacy assets.

Answer

CEO Herbert Vogel explained the decision to de-emphasize gas development is due to high price volatility and the belief that future demand from AI and LNG offers better long-term value, making a rush unnecessary. COO Beth McDonald and Vogel confirmed that new Permian wells are showing 'stellar' and 'very competitive' results, with a Klondike well producing over 150 MBOE in six months and a Woodford-Barnett well producing 250 MBOE in eight months, justifying their inclusion in the capital plan.