WEBVTT - The Humbling of Exxon

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<v Speaker 1>Hi, I'm Carol Masser and I'm Jason Kelly. It's time

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<v Speaker 1>for the cover story. Well, perhaps no company has been

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<v Speaker 1>as profoundly humbled by recent events as Exxon. It's the

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<v Speaker 1>west largest oil producer by market value, along one of

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<v Speaker 1>the world's most valuable companies. Exxon was sinking into mediocrity

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<v Speaker 1>even before the world was suddenly awash in cheap oil.

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<v Speaker 1>Who would have thought we would have been talking about

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<v Speaker 1>XN in this way. Maybe go back ten years or

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<v Speaker 1>twenty years. It's really mind boggling. And what's interesting, though, Jason,

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<v Speaker 1>is that the coronavirus has ultimately laid bare a decade's

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<v Speaker 1>worth of miscalculations by the company, whether it's shale oil

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<v Speaker 1>to Canadian oil sands and even a mega deal in Russia.

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<v Speaker 1>I mean, Excen has spent so much money on projects

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<v Speaker 1>then now it even has to borrow to cover its

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<v Speaker 1>dividend payments. And when it comes to energy companies, as

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<v Speaker 1>an investor, you expect those dividend payments. Well, and the

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<v Speaker 1>numbers they don't lie, Carol, Xon needs a break even

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<v Speaker 1>price of sixty dollars a barrel for that's five dollars

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<v Speaker 1>more than VP and ten dollars more than Shell and Chevron,

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<v Speaker 1>and maybe you've noticed oil is way way cheaper than

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<v Speaker 1>that right now. And for a little more perspective on Exxon,

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<v Speaker 1>once the undisputed king of Wall Street, X on today

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<v Speaker 1>is worth less than Home Depot, which Jason has less

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<v Speaker 1>than half its revenue. Check out the cover story The

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<v Speaker 1>Humbling of Exxon. A decade of miscalculation turned a juggernaut

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<v Speaker 1>into just another middling company. And that was before the pandemic,

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<v Speaker 1>by Kevin Crowley and Brian Gruley. Darren Woods, chief executive

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<v Speaker 1>officer of Exxon Mobile, was chipper as he bandied with

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<v Speaker 1>industry analysts on January thirty one about his company's poor performance.

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<v Speaker 1>The coronavirus had yet to spread far beyond China, but

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<v Speaker 1>Woods had prepared to say a few words about it

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<v Speaker 1>if anyone asked. No one did. As for the lower

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<v Speaker 1>earnings and sliding share price, Woods assured his conference call

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<v Speaker 1>audience that things were under control. Oil prices languishing in

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<v Speaker 1>the sixty dollar a barrel range weren't a problem but

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<v Speaker 1>an opportunity. We know demand will continue to grow, driven

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<v Speaker 1>by rising population, economic growth, and higher standards of living,

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<v Speaker 1>Wood said, we believe strongly that investing in the trough

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<v Speaker 1>of this cycle has some real advantages. He went on

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<v Speaker 1>to describe how Exxon would spend in excess of thirty

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<v Speaker 1>billion dollars on exploration and other projects in more than

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<v Speaker 1>any other Western oil company. While we would prefer higher

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<v Speaker 1>prices and margins, he said, we don't want to waste

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<v Speaker 1>the opportunity this low price environment provides. Over the next

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<v Speaker 1>several weeks, COVID nineteen ravaged the oil industry by vaporizing

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<v Speaker 1>global demand. Just as Russia and Saudi Arabia launched a

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<v Speaker 1>price war. Investors were stunned to see oil fall to

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<v Speaker 1>an eighteen year low of twenty two dollars and seventy

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<v Speaker 1>four cents of barrel at the end of March. An

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<v Speaker 1>agreement aimed at cutting output and boosting prices failed to

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<v Speaker 1>halt the slide, and on April twenty some oil contracts

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<v Speaker 1>were trading for less than zerollers were paying buyers to

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<v Speaker 1>take the crude. The fallout for producers large and small

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<v Speaker 1>has been devastating. You're seeing fragilities exposed, says Kenneth Medlock,

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<v Speaker 1>the third Senior Director of the Center over Energy Studies

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<v Speaker 1>at RICE, University's Baker Institute for Public Policy COVID nineteen

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<v Speaker 1>is doing things that nobody could have imagined. Perhaps no

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<v Speaker 1>company has been humbled as profoundly by recent events as Exxon,

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<v Speaker 1>the West's largest oil producer by market value and an

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<v Speaker 1>industry paragon that sets the bar not just for itself

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<v Speaker 1>but for its competitors, And the pandemic isn't primarily to blame.

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<v Speaker 1>The culprit is just as much the company itself. The

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<v Speaker 1>coronavirus has laid bare a decade's worth of miscalculations. XN

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<v Speaker 1>missed the wild and lucrative early days of shale oil.

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<v Speaker 1>An adventure in the oil sands of Canada swallowed billions

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<v Speaker 1>of dollars with little to show for it. Political tensions

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<v Speaker 1>doomed a mega deal in Russia. Exson ended up spending

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<v Speaker 1>so much on projects that it has to borrow to

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<v Speaker 1>come for dividend payments. Over a ten year period, Exon

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<v Speaker 1>stock has declined ten point eight percent on a total

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<v Speaker 1>return basis, which includes dividends. The company's major rivals all

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<v Speaker 1>posted positive returns in that period, except for BP, which

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<v Speaker 1>had the deepwater horizons built in the Gulf of Mexico

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<v Speaker 1>In the wider s and P five hundred index has

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<v Speaker 1>returned nearly two The oil business is all about how

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<v Speaker 1>much you produce, how low you get your costs, and

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<v Speaker 1>how well you capture resources for the future. Exon produces

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<v Speaker 1>about four million barrels a day, essentially the same as

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<v Speaker 1>ten years ago, despite repeated vows to push the number higher. Meanwhile,

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<v Speaker 1>the company's debt has risen from effectively zero to fifty

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<v Speaker 1>billion dollars, and its profit last year was a bit

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<v Speaker 1>more than half what it was a decade ago. Once

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<v Speaker 1>the undisputed king of Wall Street, XN today is worth

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<v Speaker 1>less than Home Depot, which has less than half the revenue.

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<v Speaker 1>Former CEO Rex Tillerson oversaw that eventful span before leaving

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<v Speaker 1>to become President Trump's Secretary of State. Under Tillerson, Woods

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<v Speaker 1>ran Exn's then successful refining business. The rangey, white haired

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<v Speaker 1>graduate of Texas A and M University is known for

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<v Speaker 1>his unfailing optimism and affability. Woods declined to be interviewed

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<v Speaker 1>for this article. The size of the job he has

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<v Speaker 1>now is difficult to overstate. In an unprecedented crisis, He's

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<v Speaker 1>guiding what author Steve call in his book Private Empire

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<v Speaker 1>Exxon Mobile and American power, called a corporate state within

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<v Speaker 1>the American state, one of the most powerful businesses ever

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<v Speaker 1>produced by American capitalism. For four decades, Exxon has plowed ahead,

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<v Speaker 1>eyes on the distant horizon, keeping its financial returns healthy,

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<v Speaker 1>share price steady, and dividend rising through wars and recessions,

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<v Speaker 1>Democratic administrations and Republican Now the world will see how

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<v Speaker 1>well Exon can survive a pandemic and whether it has

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<v Speaker 1>what it takes to thrive in the aftermath. On January thirty,

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<v Speaker 1>two thousand and nine, Exxon reported a profit of forty

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<v Speaker 1>five point two billion dollars for two thousand and eight.

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<v Speaker 1>At that time, the biggest annual profit ever recorded by

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<v Speaker 1>a public U S company. Revenue was four hundred and

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<v Speaker 1>twenty five billion dollars. The stock closed that day at

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<v Speaker 1>seventy six dollars, and Exxon pumped more oil than any

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<v Speaker 1>OPEC member except Saudi Arabia and Iran. Tillerson had been

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<v Speaker 1>CEO for three years, a gruff Texan who had risen

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<v Speaker 1>through Exon's rough and tumble drilling and exploration businesses. He

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<v Speaker 1>was about to make his biggest deal to date, the

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<v Speaker 1>thirty one billion dollar acquisition of x t O Energy,

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<v Speaker 1>the largest independent U S producer of natural gas. The

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<v Speaker 1>deal was bold, not just because of the price, but

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<v Speaker 1>also because in buying x t O, Exxon was tacitly

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<v Speaker 1>acknowledging that concerns over greenhouse gases would spur demand for

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<v Speaker 1>cleaner gas. The purchase surprised some investors, who couldn't easily

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<v Speaker 1>see how the company would make a return. This wasn't

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<v Speaker 1>like Exxon, known for an iron discipline about cutting deals

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<v Speaker 1>that offered clear, reliable payoffs. Tillerson told analysts, will probably

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<v Speaker 1>suffer in the near term. As we put it together,

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<v Speaker 1>this is really about value creation. Over the next many years,

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<v Speaker 1>x t o s expertise was in extracting gas from

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<v Speaker 1>subterranean rock using newly developed fracturing techniques. But as Exxon

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<v Speaker 1>assimilated the company, wildcatters such as Harold Ham of Continental

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<v Speaker 1>Resources and Scott Sheffield of Pioneer Natural Resources were discovering

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<v Speaker 1>that fracking worked for oil. Too Soon, it became clear

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<v Speaker 1>that the real riches in North Dakota and West Texas

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<v Speaker 1>shale were in oil, because crude was rising in price

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<v Speaker 1>while gas was plummeting. As the decade wore on the

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<v Speaker 1>magnitude of oil accessible in US shale would make the

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<v Speaker 1>country an energy superpower to rival OPEC. Yet it would

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<v Speaker 1>be years before Exon would embrace shale oil. I would

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<v Speaker 1>be less than honest if I were to say to

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<v Speaker 1>you we aw at all coming, because we did not quite, frankly,

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<v Speaker 1>Tillerson said at event at the Council on Foreign Relations.

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<v Speaker 1>Later in nine he told the Houston Industry Conference that

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<v Speaker 1>he probably paid too much for XDO a rare Exxon

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<v Speaker 1>maya culpa. Tillerson didn't respond to requests for comment for

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<v Speaker 1>this article. Exxon wasn't the only energy giant to whiff

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<v Speaker 1>early on in the oil shell boom. So did Chevron, Royal,

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<v Speaker 1>Dutch Shell, and BP. That's partly because the business was

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<v Speaker 1>undergoing a fundamental change that the super majors weren't eager

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<v Speaker 1>to accept. For decades, politicians and consumers were paranoid about

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<v Speaker 1>running short of oil and gas. The biggest companies, led

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<v Speaker 1>by Exxon, spent great sums exploring and drilling in evermore

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<v Speaker 1>exotic and forbidding geographies seeking the next mother load. Shale

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<v Speaker 1>changed the calculus. Nobody doubted anymore that there were oceans

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<v Speaker 1>of oil in the ground, it was a matter of

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<v Speaker 1>getting it out as inexpensively as you hood. The Hams

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<v Speaker 1>and Sheffields, fueled by cheap money from Wall Street, were

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<v Speaker 1>driving down extraction costs and ramping up production in old

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<v Speaker 1>American oil fields that the big boys had long ago abandoned.

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<v Speaker 1>Some of them were a short drive from exn's Irving,

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<v Speaker 1>Texas headquarters. Exxon, meanwhile, was taking chances on far away lands.

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<v Speaker 1>Consider Western Canada, where Exon invested in the Curl Oil

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<v Speaker 1>Sands project. If you believed the world was short of crude,

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<v Speaker 1>it sounded great. Millions and millions of barrels were waiting

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<v Speaker 1>to be squeezed from Alberta sand, and Exxon had the

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<v Speaker 1>technical prowess to plumb them. But upfront costs ran eighteen

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<v Speaker 1>percent higher than expected, and in twenty fourteen, oil prices

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<v Speaker 1>began a nearly two year swoon as OPEC flooded the

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<v Speaker 1>world with oil in the hope of suffocating American shale drillers.

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<v Speaker 1>With crew dipping below forty dollars a barrel. Exn's hand

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<v Speaker 1>was forced in early seventeen, after investing more than sixteen

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<v Speaker 1>billion dollars, the company had to erase three point billion

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<v Speaker 1>barrels from its listing of crude reserves, most of it

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<v Speaker 1>from Alberta. The company couldn't control oil prices, of course,

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<v Speaker 1>but the oil sands right off was nevertheless part of

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<v Speaker 1>the deepest reserves cut in Exn's modern history. Exon last

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<v Speaker 1>year rebooked some of the Alberta reserves. Russia seemed more

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<v Speaker 1>of a sure thing. President Vladimir Putin and Tillerson had

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<v Speaker 1>a history. In two thousand three, under then CEO Lee Raymond,

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<v Speaker 1>Exxon had come close to buying into Ukos Oil, the

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<v Speaker 1>Russian oil producer owned by putin adversary Mikhail Hrodrokowski. Putent

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<v Speaker 1>balked at the prospect of Exon calling the shots on

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<v Speaker 1>production and other matters. Tillerson, then an Exon senior vice president,

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<v Speaker 1>was just as wary of Putin meddling with Yukos. He

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<v Speaker 1>helped persuade Raymond to back off, which forged a bond

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<v Speaker 1>between Putin and Tillerson that no other Western oil company

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<v Speaker 1>executive enjoyed. In eleven, Putin and Tillerson agreed on the

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<v Speaker 1>first piece of what was envisioned as a three d

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<v Speaker 1>billion dollar exploration to that opened vast tracks of the

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<v Speaker 1>Russian Arctic thought to contain billions of barrels of oil.

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<v Speaker 1>It was an ideal match. Exon wanted the natural resources, putin,

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<v Speaker 1>the expertise, and money. Then in fourteen, the Obama administration

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<v Speaker 1>imposed sanctions on Russia for its annexation of Crimea. The

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<v Speaker 1>sanctions prevented Exxon from continuing work on most of the

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<v Speaker 1>Russian project. Another big fish had gotten away again. Exxon

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<v Speaker 1>probably couldn't have predicted Crimea, nor was it alone in

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<v Speaker 1>seeking access to Russian crude, but maybe that's what you

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<v Speaker 1>get for trusting putin. By the time Tillerson departed to

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<v Speaker 1>join the Trump administration, Exon looked a lot different than

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<v Speaker 1>it did when it reported those record earnings. Revenue and

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<v Speaker 1>profit were a fraction of what they'd been, and the

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<v Speaker 1>stock had lost its premium to other SMPI Index energy

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<v Speaker 1>companies for the first time since worse for the first

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<v Speaker 1>time since the Great Depression. Standard and Poor's had stripped

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<v Speaker 1>Exon of its top credit rating, and the company faced

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<v Speaker 1>a New York state lawsuit alleging that it had intentionally

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<v Speaker 1>misled investors about the dangers of climate change. The company

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<v Speaker 1>won the case in December twenty nineteen. When Woods became

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<v Speaker 1>CEO in January twenty seventeen, there were the predictable media

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<v Speaker 1>stories about him stepping out of Tillerson's shadow. That wasn't

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<v Speaker 1>going to be easy, given the big right off, the

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<v Speaker 1>S and P downgrade, and the other unfortunate circumstances he inherited.

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<v Speaker 1>But Woods was determined to rebuild Exxon with projects in Brazil, Guiana, Mozambique,

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<v Speaker 1>and Papua New Guinea, the sorts of efforts that for

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<v Speaker 1>some shareholders conjured unpleasant memories of Canada and Russia. Exxon

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<v Speaker 1>had also finally jumped into shale oil with a six

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<v Speaker 1>billion dollar acquisition of acreage negotiated by Tillerson in West

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<v Speaker 1>Texas's prodigious Permian basin. Other super majors weren't as eager

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<v Speaker 1>to embark on new endeavors like Exxon. They'd spent heavily

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<v Speaker 1>then paid for it. During the twenty fourteen twenty sixteen crash,

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<v Speaker 1>Burned investors were cooling on energy stocks and diverting their

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<v Speaker 1>money into tech, pharma and other sectors. Energy now makes

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<v Speaker 1>up less than three percent of the SMP five hundred,

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<v Speaker 1>compared with more than ten percent In two thousand nine,

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<v Speaker 1>the growing movement to transition away from fossil fuels to solar,

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<v Speaker 1>wind and other energy sources was also peeling away investment,

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<v Speaker 1>such as the clamor in Europe that Royal, Dutch Shell

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<v Speaker 1>and BP have both pledged to become carbon neutral by

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<v Speaker 1>twenty fifty and invest heavily in renewable energy sources. Exxon

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<v Speaker 1>has made no such pledge, instead investing in early stage

0:13:33.400 --> 0:13:36.560
<v Speaker 1>green technologies, while insisting that the world will need more

0:13:36.559 --> 0:13:39.160
<v Speaker 1>and more oil and gas until at least twenty forty,

0:13:39.600 --> 0:13:42.959
<v Speaker 1>driven by China and India. Some on wall streets he

0:13:43.080 --> 0:13:46.800
<v Speaker 1>demand peaking as early as twenty thirty. At his first

0:13:46.840 --> 0:13:50.959
<v Speaker 1>annual investor Day in March seventeen, Wood's vowed to spend

0:13:50.960 --> 0:13:53.320
<v Speaker 1>more on new ventures so Exxon would be ready when

0:13:53.360 --> 0:13:56.880
<v Speaker 1>the market turned. We are confident, he declared before dozens

0:13:56.880 --> 0:13:59.880
<v Speaker 1>of analysts and shareholders in New York. Our job is

0:13:59.880 --> 0:14:03.719
<v Speaker 1>to compete and succeed in any market, irrespective of conditions

0:14:03.800 --> 0:14:07.760
<v Speaker 1>or price. Even then, a lot of institutional investors were

0:14:07.800 --> 0:14:10.800
<v Speaker 1>inclined to take an ex and CEO's word as gospel.

0:14:11.280 --> 0:14:14.520
<v Speaker 1>But an odd turning point came a year into Woods's tenure.

0:14:15.120 --> 0:14:17.880
<v Speaker 1>Wall Street analysts threw a little tantrum about the lack

0:14:17.920 --> 0:14:21.520
<v Speaker 1>of forward looking data in Exn's quarterly reports. They were

0:14:21.520 --> 0:14:25.680
<v Speaker 1>growing weary of sunny promises belied by a lackluster share price.

0:14:26.520 --> 0:14:28.640
<v Speaker 1>With the company planning to spend so much money on

0:14:28.640 --> 0:14:32.000
<v Speaker 1>stuff its rival saw a little need for the Analysts

0:14:32.080 --> 0:14:35.800
<v Speaker 1>zeroed in on why Exon CEO never appeared on quarterly

0:14:35.840 --> 0:14:39.040
<v Speaker 1>conference calls to answer their questions as the top bosses

0:14:39.080 --> 0:14:42.920
<v Speaker 1>at almost every other SMP five company. Did we think

0:14:42.960 --> 0:14:46.120
<v Speaker 1>times have changed and that Exxon may not necessarily be

0:14:46.200 --> 0:14:48.480
<v Speaker 1>able to expect the market will continue to offer it

0:14:48.520 --> 0:14:51.640
<v Speaker 1>the benefit of the doubt, a Barclay's analyst wrote in

0:14:51.640 --> 0:14:56.040
<v Speaker 1>a February investor note. In other words, Exxon was no

0:14:56.160 --> 0:15:00.800
<v Speaker 1>longer a special case. Two months later, Jeff woodbur then

0:15:00.800 --> 0:15:04.920
<v Speaker 1>Exxon's investor relations vice president, promised that Woods would soon

0:15:04.960 --> 0:15:08.600
<v Speaker 1>start participating in conference calls, saying, we believe that the

0:15:08.600 --> 0:15:11.240
<v Speaker 1>investment community did not have a very good understanding of

0:15:11.240 --> 0:15:18.080
<v Speaker 1>what our value growth potential was. Good morning, everyone, Wood said.

0:15:18.080 --> 0:15:20.800
<v Speaker 1>When he stepped on stage at Exon's most recent investor

0:15:20.880 --> 0:15:23.800
<v Speaker 1>day on March five in New York, he waited for

0:15:23.840 --> 0:15:28.560
<v Speaker 1>a response. When none came, he said, good morning everyone,

0:15:29.040 --> 0:15:32.320
<v Speaker 1>Still nothing, come on now, Wood said, a little bit

0:15:32.360 --> 0:15:37.160
<v Speaker 1>of energy here. Nervous titters rippled through the audience. On

0:15:37.200 --> 0:15:40.440
<v Speaker 1>that Thursday, the coronavirus had only begun to wreak havoc

0:15:40.480 --> 0:15:44.560
<v Speaker 1>with America's health and economic well being. Social distancing wasn't

0:15:44.640 --> 0:15:48.040
<v Speaker 1>yet happening widely, though. Guests that the Exxon presentation were

0:15:48.080 --> 0:15:52.000
<v Speaker 1>offered small bottles of hand sanitizer. Woods mentioned the virus

0:15:52.040 --> 0:15:55.000
<v Speaker 1>as part of a very challenging short term margin environment

0:15:55.280 --> 0:15:59.720
<v Speaker 1>facing XN. It was a new twist on a familiar speel.

0:16:00.080 --> 0:16:03.560
<v Speaker 1>Investors could have heard Tillerson spending years before the longer

0:16:03.640 --> 0:16:06.520
<v Speaker 1>term horizon is clear, and today our focus is on

0:16:06.560 --> 0:16:10.440
<v Speaker 1>that horizon. Wood said Exxon was, for the most part,

0:16:10.520 --> 0:16:13.880
<v Speaker 1>sticking with its plan. Wood said he intended to pair

0:16:13.880 --> 0:16:16.960
<v Speaker 1>spending barely six percent to a maximum of thirty three

0:16:16.960 --> 0:16:20.680
<v Speaker 1>billion dollars for the year, and emphasized the company's optionality,

0:16:20.960 --> 0:16:23.760
<v Speaker 1>a word he uses a lot to adjust spending to

0:16:23.800 --> 0:16:28.400
<v Speaker 1>react to market conditions while others retrench. Wood said, we

0:16:28.520 --> 0:16:30.800
<v Speaker 1>believe the best time to invest in these businesses is

0:16:30.880 --> 0:16:33.880
<v Speaker 1>during a low, which will lead to greater value capture.

0:16:33.920 --> 0:16:36.360
<v Speaker 1>In the coming up swing. You can do that if

0:16:36.360 --> 0:16:39.680
<v Speaker 1>you have the opportunities and the financial capacity, which we do.

0:16:40.360 --> 0:16:44.040
<v Speaker 1>This is a key competitive advantage of ours. Within forty

0:16:44.040 --> 0:16:47.800
<v Speaker 1>eight hours, Woods plan was in trouble. The Russians and

0:16:47.840 --> 0:16:50.680
<v Speaker 1>Saudi's unable to agree on how much crew to pump,

0:16:50.960 --> 0:16:55.040
<v Speaker 1>started pushing oil prices down. At the same time, demand

0:16:55.080 --> 0:16:59.600
<v Speaker 1>was spiraling lower as lockdowns proliferated around the world. Storage

0:16:59.600 --> 0:17:04.119
<v Speaker 1>tanks and pipelines were overwhelmed with unwanted oil. Refineries reduced

0:17:04.160 --> 0:17:07.800
<v Speaker 1>their inflows of raw crude. High cost wells were shut.

0:17:08.480 --> 0:17:12.760
<v Speaker 1>Analyst Paul Sankey of Missouo Securities USA observed in an

0:17:12.760 --> 0:17:15.800
<v Speaker 1>investor note that Exson was stepping up when the industry

0:17:15.840 --> 0:17:19.080
<v Speaker 1>was stepping back. Turns out they were stepping off a cliff.

0:17:19.680 --> 0:17:23.840
<v Speaker 1>On March six, SMP again downgraded xn's credit rating to

0:17:24.080 --> 0:17:26.840
<v Speaker 1>A A from a A plus and said it could

0:17:26.840 --> 0:17:29.280
<v Speaker 1>happen again if the company does not take adequate steps

0:17:29.320 --> 0:17:32.560
<v Speaker 1>to improve cash flows and leverage. A week later, the

0:17:32.600 --> 0:17:36.320
<v Speaker 1>stock closed at thirty one forty five cents, the lowest

0:17:36.359 --> 0:17:40.359
<v Speaker 1>since two thousand two. Investors started to wonder whether Exon

0:17:40.440 --> 0:17:43.280
<v Speaker 1>might end its string of thirty seven straight yearly increases

0:17:43.280 --> 0:17:46.800
<v Speaker 1>in its dividend. To cover that fourteen point seven billion

0:17:46.800 --> 0:17:51.399
<v Speaker 1>dollar payment, the third highest among SMP five companies. Along

0:17:51.400 --> 0:17:55.080
<v Speaker 1>with its aggressive capital spending, Exon needed crude to fetch

0:17:55.080 --> 0:17:58.320
<v Speaker 1>about seventy seven dollars a barrel, the highest break even

0:17:58.359 --> 0:18:02.200
<v Speaker 1>among oil majors, according to our BC Capital Markets. The

0:18:02.240 --> 0:18:04.919
<v Speaker 1>stock began to recover in early April, but it was

0:18:04.960 --> 0:18:08.520
<v Speaker 1>all too much. On April seven, Would said Exxon would

0:18:08.560 --> 0:18:12.480
<v Speaker 1>cut capital spending to twenty three billion dollars a drop

0:18:12.520 --> 0:18:16.399
<v Speaker 1>of an additional ten billion dollars or thirty and shave

0:18:16.480 --> 0:18:20.280
<v Speaker 1>operating expenses by the bulk of the cuts would be

0:18:20.320 --> 0:18:24.000
<v Speaker 1>aimed at the Permian. Exxon would defer some activities in

0:18:24.040 --> 0:18:29.480
<v Speaker 1>its Guiana project while postponing investment decisions elsewhere. They cried Uncle,

0:18:29.680 --> 0:18:33.320
<v Speaker 1>says Rice University's Medlock. With the cuts, the break even

0:18:33.359 --> 0:18:36.520
<v Speaker 1>dropped to sixty dollars a barrel, still tops among the

0:18:36.520 --> 0:18:40.679
<v Speaker 1>biggest companies. You could almost feel Woods gritting his teeth

0:18:40.720 --> 0:18:44.200
<v Speaker 1>in the company's statement that day. The long term fundamentals

0:18:44.200 --> 0:18:47.959
<v Speaker 1>that underpinned the company's business plans have not changed. Population

0:18:48.040 --> 0:18:51.280
<v Speaker 1>and energy demand will grow, and the economy will rebound.

0:18:52.080 --> 0:18:55.520
<v Speaker 1>Despite the cuts, Exxon still expected Permian production would rise.

0:18:56.119 --> 0:18:59.320
<v Speaker 1>In other words, the company wasn't abandoning its strategy, it

0:18:59.440 --> 0:19:03.480
<v Speaker 1>was just hit pause in deference to COVID nineteen. Woods

0:19:03.520 --> 0:19:07.320
<v Speaker 1>certainly can't be faulted for not foreseeing the recent oil carnage,

0:19:07.520 --> 0:19:10.440
<v Speaker 1>with the industry abandoning fracking and laying off more than

0:19:10.480 --> 0:19:14.480
<v Speaker 1>fifty thousand workers in March alone, and Exxon isn't seeking

0:19:14.480 --> 0:19:17.400
<v Speaker 1>government intervention to help save you as shale oil as

0:19:17.440 --> 0:19:20.960
<v Speaker 1>ham Sheffield and others are. With as many as one

0:19:21.000 --> 0:19:23.880
<v Speaker 1>in three shale players expected to exit the market one

0:19:23.880 --> 0:19:26.480
<v Speaker 1>way or another, Exxon could be in a position to

0:19:26.480 --> 0:19:30.160
<v Speaker 1>snap up cheap acreage after the virus retreats. The large

0:19:30.200 --> 0:19:32.520
<v Speaker 1>companies might actually get bigger on the back of this,

0:19:32.800 --> 0:19:36.480
<v Speaker 1>Medlock says. For now, though, it's hard not to see

0:19:36.480 --> 0:19:39.639
<v Speaker 1>Exxon as just another company getting tossed around by the market.

0:19:40.520 --> 0:19:43.440
<v Speaker 1>After the recent investor day, a reporter asked Woods of

0:19:43.520 --> 0:19:46.960
<v Speaker 1>Exon was still capable of navigating today's up and down

0:19:47.240 --> 0:19:50.600
<v Speaker 1>and down some more energy business. I don't think you

0:19:50.680 --> 0:19:53.680
<v Speaker 1>stay in business for one thirty five years, Wood said,

0:19:54.119 --> 0:19:57.680
<v Speaker 1>without being attentive to the needs of your customers, your stakeholders,

0:19:57.880 --> 0:20:02.119
<v Speaker 1>and the communities that you operate in. It wasn't actually

0:20:02.200 --> 0:20:02.880
<v Speaker 1>an answer.