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Barclays Americas Select Franchise Conference Occidental Petroleum - - PowerPoint PPT Presentation

Barclays Americas Select Franchise Conference Occidental Petroleum May 15, 2018 Cedric Burgher Chief Financial Officer Cautionary Statements Forwa ward-Looking oking Stateme ments nts This presentation contains forward-looking statements


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Cedric Burgher

Chief Financial Officer

Barclays Americas Select Franchise Conference

Occidental Petroleum

May 15, 2018

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Cautionary Statements

Forwa ward-Looking

  • king Stateme

ments nts

This presentation contains forward-looking statements based on management’s current expectations relating to Occidental’s operations, liquidity, cash flows, results of operations and business prospects. Words such as “estimate,” “project,” “predict,” “will,” “would,” “should,” “could,” “may,” “might,” “anticipate,” “plan,” “intend,” “believe,” “expect,” “aim,” “goal,” “target,” “objective,” “likely” or similar expressions that convey the prospective nature of events or outcomes generally indicate forward-looking statements. You should not place undue reliance on these forward-looking statements, which speak only as of the date of this presentation. Actual results may differ from anticipated results, sometimes materially, and reported results should not be considered an indication of future performance. Factors that could cause actual results to differ include, but are not limited to: global commodity pricing fluctuations; changes in supply and demand for Occidental’s products; higher-than-expected costs; the regulatory approval environment; not successfully completing, or any material delay of, field developments, expansion projects, capital expenditures, efficiency projects, acquisitions or dispositions; technological developments; uncertainties about the estimated quantities of oil and natural gas reserves; lower-than-expected production from operations, development projects or acquisitions; exploration risks; general economic slowdowns domestically or internationally; political conditions and events; liability under environmental regulations including remedial actions; litigation; disruption or interruption of production or manufacturing or facility damage due to accidents, chemical releases, labor unrest, weather, natural disasters, cyber-attacks or insurgent activity; failures in risk management; and the factors set forth in Part I, Item 1A “Risk Factors” of the 2017 Form 10-K. Unless legally required, Occidental does not undertake any obligation to update any forward-looking statements, as a result of new information, future events or otherwise.

Use of non-GAAP AAP Financi nancial l Informa rmati tion

  • n

This presentation includes non-GAAP financial measures. You can find the reconciliations to comparable GAAP financial measures on the “Investors” section of our website.

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Occide dent ntal al Petr etroleum leum Cor

  • rpo

poratio ration n (Oxy xy) ) is a returns

focused energy company with operations in the United States, Middle East and Latin America

Unit ited ed Stat tates es

  • Leading position in the world-class Permian Basin: acreage, production, asset diversity
  • Resources Unconventional capability: high-margin growth
  • EOR advantage: scale, reservoir quality and low-decline production

Latin Latin Amer America

  • Highest margin operations
  • Colombia Opportunities: growth in

exploration, primary development and EOR development with partners

Mi Middl ddleEast East

  • Focus areas – Oman, Qatar, and UAE
  • Opportunities for growth with partners
  • Low-decline, long term contracts

Oi Oil an and d Ga Gas s (O&G) (O&G) Core Core Are Areas as1

Total Company Production ~609 Mboed

66% Oil │ 14% NGL │ 20% Gas 66% Gas Production from International

Oil & Gas Midstrea ream m & Mark rketing ng

Low-Co Cost st Opera rator r with th Scale le

High Quality Assets Provide a Sustainable Value Proposition

 Focused in world leading O&G basins  Large scale and long history  Low base production decline  Recognized low cost operator of choice  Integrated infrastructure and marketing maximizes O&G price realizations  Extensive gathering and transportation pipelines, processing, and export system

Chemica cals ls

 Leading manufacturer of basic chemicals used for various products including plastics, pharmaceuticals, and water treatment  Assets with strong focus on stable returns

1Production as of 1Q18

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Oxy’s Unique Value Proposition Returns turns Focused cused Growth wth

Return eturns s Focuse sed d Growt wth

> 5% – 8+% average production growth in oil & gas > Above cost-of-capital returns > Return Targets: U.S. – 15+% International – 20+%

Consist sistent nt Dividen dend d Growth th Strong

  • ng Balance

nce Sheet

ROCE Lead ader ership ship Execut cutiv ive e Compen

  • mpensat

sation ion Align gned ed Growt wth h wi with thin n Cas ash h Flow Rob

  • bust,

t, Low-Co Cost st Inven entor

  • ry

Industr stry-le lead adin ing g Decline cline Rat ate

> Growing dividend with an attractive yield > Value protection in down cycle > Promotes capital allocation discipline > Maintain ample cash balance and sources of liquidity > Low debt-to-capital ratio > Income-producing assets

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$0.50 $0.52 $0.55 $0.65 $0.80 $0.94 $1.21 $1.31 $1.47 $1.84 $2.16 $2.56 $2.88 $2.97 $3.02 $3.06 $3.08 $0.50 $1.02 $1.57 $2.22 $3.02 $3.96 $5.17 $6.48 $7.95 $9.79 $11.95 $14.51 $17.39 $20.36 $23.38 $26.44 $29.52

$0.00 $4.00 $8.00 $12.00 $16.00 $20.00 $24.00 $28.00

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 1Q18 Ann.

Annual Dividends Paid Cumulative Dividends Paid

5

Note: Dividends paid as per the Record Date

Delivering Consistent Annual Dividend Growth

($/share)

2002 – 2017: Oxy dividend CAGR 12% vs S&P CAGR 7.5%

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Short and Long-term Executive Compensation Changes

1 For CEO, 80% of target value is linked to company performance; 20% is based on individual performance. 2 CROCE defined as (Net Income + DD&A + After-tax Interest Expense) / Average (Total Debt + Total Equity).

Expanded use of returns-based metrics for incentive compensation

15% of CEO annual bonus1 is determined by CROCE2, with a performance target of 19% Impr mproved ed alignm nmen ent t with h shareho reholders lders 25% of CEO long-term incentive compensation is determined by CROCE, with a performance target

  • f 20%. CEO long-term incentive is

70% performance-based Consi nsist stent nt with th our ur histori

  • rical

cal practice tices

CROCE-based compensation ~20% 2018 CEO Compensation at Target

Short-term Incentives Long-term Incentives

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0.0 1.0 2.0 3.0 4.0 5.0 6.0

1Q18 Annualized CFFO Adjusted to $40 WTI Chemicals Midstream & Marketing Remaining 32 Mboed Permian Resources Production Cash Flow Neutral at $40 WTI Increase in Cash Flow at $50 WTI Cash Flow Breakeven with 5%-8% Growth at $50 WTI

$4.0

$4.1 $4.2 $4.5

Curren ent Divi vide dend $2.4 .4 Sustain tainin ing Capital ital $2.3 .3

~$ ~$120 MM per $1

Change ge oil price

Curren ent Divi vide dend $2.4 .4 Sustain tainin ing Capital ital $2.1

Cash h Flow Break akeven en at $50: 0: Dividend + 5% – 8% Production Growth

$5.7 $5.7

Operati ting ng Cash Flow w ($ Bn)

Growth h Capital ital $1.0

Cash h Flow Neutral ral at $40: 0: Dividend with Flat Production

Cash Flow Breakeven at Low Oil Prices Achieved in 3Q18

$4.5

$4.3 Ac Actu tual

1Q18 18 Positi tive Mids dstr tream m and Chemic micals Mark rket t Abo Above Plan Net et of Middl dle East t Downti time me

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Exceeding Cash Flow Expectations

1, 1,475 1, 1,600 Brea reakeve keven Pl n Plan an Annual nnual Ta Targe rget 1Q1 1Q18

Chemicals micals

450 450 800 800 Brea reakeve keven Pl n Plan an Annual nnual Ta Targe rget 1Q1 1Q18

Midst stream am

Mark rket et and operati tiona nal impr provemen ents ts:

  • Mid to Gulf Coast Differentials
  • Export Margin
  • Gas, NGLs and Sulfur Margin

Mark rket et impr mprovem ements ents:

  • Improved Caustic Soda pricing
  • Improved PVC pricing
  • Lower Ethylene input cost

300 300 330 330 285 285 285 285 Annualized CFFO $ MM1 850 850 1, 1,365 1Q1 1Q17 1Q1 1Q18 430 430 500 500

Permia rmian n EOR

Mark rket et and operati tiona nal impr mprovements ents:

  • Production increased 6%
  • Oil price improved 21%

1CFFO excludes working capital changes

Annual Capital $ MM

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Subsur surface ce Technic nical al Excel ellen ence ce Operationa rational Efficiency iciency & Speed ed Logist istics ics & Strategi egic c Relation ionshi ships ps Infrastru struct ctur ure Investmen estment Product uct Transp nspor

  • rt

t & Realiza izati tions

  • ns

Enhance nced d Recovery

Shaping ping Oxy’s Competitiv petitive e Advantage antage

Subsur surface ace Technic hnical al Excelle cellence nce Basin in-lea eadin ing g Wells Operat atio iona nal Effici icien ency cy & Speed New Mexico ico D&C C Outper perfor

  • rma

mance nce Logistics stics & Strategic egic Relati tionshi

  • nships

ps Avent ntine ine Logistics stics Hub Infras rastruct tructure ure Investment estment Le Leader r in Water r Recycl clin ing Producti ction

  • n Transpo

sport t & Realizations izations Oil Termina nal & Secure e Takea eaway Enhanced nced Oil Recover ery Un Uncon

  • nvent

ntion ional & CCUS US Le Leaders rship ip

Permia rmian Execu cution tion Exce cellen llence ce

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2,0 ,000 4,0 4,000 00 6,0 ,000 8,0 ,000 10,0 ,000 12,0 ,000 14,0 ,000

Breakev keven en <$5 <$50 Breakev keven en <$6 <$60 Breakev keven en <$7 <$70 Addit itiona ional Inven Inventory 4Q1 4Q17 N 7 Norma malize lized to 7,1

  • 7,100'

00' 4Q1 4Q16

Permian Resources Undeveloped Inventory

3,13 132 4,771 5,637 11, 1,207 11, 1,650

Unconventional Inventory Depth

  • 1.4 MM net Permian

Unconventional acres

  • ~325,000 net acres

associated with 11,207 wells in unconventional development inventory

  • Inventory at current

activity levels

Midlan land Basin sin Texas s Delaware laware Basin sin New Mexico ico Delaware laware Basin sin Note: Breakeven defined as positive NPV 10. Inventory as of 12/31/2017

14Q 2017 increased lateral length adjustment to normalize current inventory to 7,100’.

11, 1,9961

Un Undevelo lope ped d Drill lling ng Locati tions ns

> 17 years of <$50 breakeven > 26 years of <$60 breakeven

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2,883 3,421 3,622

  • 5

50 1 100 1 150 2 200 2 250 3 300 3 350 30 30 60 60 90 90 120 150 180

3rd Bone e Spring ng / Wolfca camp XY Performanc

  • rmance
  • 5

50 1 100 1 150 2 200 2 250 3 300 3 350 30 30 60 60 90 90 120 150 180

2nd Bone ne Spring Performanc

  • rmance

Subsurface Technical Excellence – Basin-leading Wells

1Three stream production results.

Productivity

  • 1Q18 & 2H17 Peak 30D ~3,100 Boed1
  • 2 successful appraisal wells in Red Tank field
  • Record 2-well pad in 1Q18 Peak 30 Day

>10,000 BOED1 - Wolfcamp XY ~9,700 ft

Sustainable Step Change in Well Results from 2H17 into 1Q18

2016 Average 10 Wells ~5,000’ 2H17 7 – 10 Wells ~7,20 ,200’ 2016 Average 6 Wells ~4,800’ 2H17 7 - 14 Wells ~6,20 ,200’ Q1 2018 8 - 13 13 Wells ~7,30 ,300’ Q1 2018 8 - 3 Wells ~9,60 ,600’ Oil (Bod Bod) Gas (Boe

  • ed)

NGL (Boe Boed)

2H17 7 & 1Q18 18 Wells – Peak 30D Prod

  • duct

uction n Rates1

2nd

nd Bone Spring

ng 3rd

rd Bone Spring

ng Wolfca camp p XY

27 Wells ls ~6,800' 00' 8 Wells ls ~8,100' 00' 5 Wells ls ~7,100 7,100' Cumulative Production (Mboe) Days Online

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Successful Drilling and A&D Programs Leading to Lower F&D Costs

> Positive total-company performance revisions > Improved productivity and lower well costs in Permian Resources > Purchased ~80 MM Boe more barrels than sold in Permian transactions > Expanded capacity at Al Hosn Gas > Successful extension of Oman Block 9 contract

$18.0 .05 $18.3 .36 $8.34 .34 5 Year ear 3 Year ear 2017

F&D Costs ts (Organi nic)1

1Refer to 4th Quarter Earnings Release for definitions of F&D calculations.

Occidental incurred approximately $0.7 Billion to convert proved undeveloped reserves to proved developed reserves.

$17.96 .96 $17.22 .22 $8.53 .53 5 Year ear 3 Year ear 2017

F&D Costs ts (All Sources) ces)1

2017 Program gram Exec ecut ution ion Highlight ghlights

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  • Pipe Yard has 16 rail car spots
  • 50,000 tons of storage
  • Pipe from rail line instead of trucked

from Houston

  • 24-hour access with the ability to

service more than 20 rigs

Dedicated personnel, services and equipment:

  • Directional drilling
  • Cementing
  • Fracturing
  • Wellhead and frac tree systems
  • Northern white sand supply
  • Regional sand supply
  • Sand mine to Aventine logistics
  • Sand transloading terminal operations
  • Sand last mile logistics and wellsite

storage provider

  • Service Provider Facility
  • Sand Provider
  • Facility Operator
  • OCTG

Logistics & Strategic Relationships – Aventine Logistics Hub

  • HCl facility has 14 rail car spots
  • OxyChem is expected to be the HCl provider

Secur ure e Supply upply

  • 240 acres in Eddy County, NM within 20 miles of Greater

Sand Dunes and other future development areas

  • 30,000 tons of sand storage + transload capacity
  • 2 unit train loops with ability to expand to 3 located off

major rail line

  • Supports 10-12 rigs per year
  • Secures availability of critical materials
  • Reduces costs by $500 - $750 k per well
  • Reduces spare equipment and personnel needed on location
  • Reduction in last mile logistics cost
  • Dedicated equipment maintenance facilities
  • Sand and OCTG savings started in 1Q18, other components

fully operational 3Q18 HCl Provider

Lower er Cos

  • sts

ts

HCl Facility

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Production Transport & Realizations – Ample Takeaway

Committed Oil Takeaway Committed Gas Takeaway

Com

  • mmit

itted ed Oil & Gas as Tak akeaway y Ens nsures ures Prod

  • ducts

ucts ar are Real alized ized in n Mul ulti tiple ple Mark arkets ts

> Multi-year firm oil commitments on four, third-party pipelines

  • Total capacity ~470 Mbod to Gulf

Coast

  • Retain flexibility on third-party

volumes gathered and transported

> 100% owned Centurion Pipeline > Gas capacity in-basin to receipt points that move gas to multiple markets

  • Provide optionality on gas

realizations

> Largest Permian crude exporter

  • Increasing capacity to 750 MBopd

Texas as

Permian & Waha

In-Basin Firm Capacity to Gas Hubs

New w Mexico ico

Future Oil Committed Takeaway Sales to 3rd Parties

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Compel pelling ing EOR scale le and econom

  • mics

ics  EOR technologies have the potential to help manage the company’s GHG emissions – Occi ciden enta tal l permanently nently seques esters ers bill illions

  • ns of cub

ubic ic feet et of CO2 per year, inc nclud luding ing CO CO2 cap aptured d from m an anth throp

  • pogen
  • genic

ic sour urces ces  Less than 5% production decline reduces capital intensity and provides vides stable ble free e cash h flow  Expertise in CO2 EOR enables higher gher oil l recover ery from existing fields and is less ss envi vironmen

  • nmenta

tally ly intr trusi sive e by leveraging existing infrastructure EOR posit sitions

  • ns us to

be successfu ccessful in a car arbon bon-con constra traine ined d envir iron

  • nment

ment

> Permian rmian Basin in – CO CO2 EOR R > Colombia > Qatar > Oman

Enhanced Oil Recovery (EOR) – CCUS Leadership

Leadership in CO2 EOR provides long- term competitive advantage Emerging Unconventional Opportunities

Global EOR Scale, Position & Capability

 34 CO2 Floods

  • ds; 70 Waterfl

floods

  • ods

 Inject ect 2.4 Bcfd of CO2  Seques questered ered ~800,000 00 MT of Anthropogen

  • pogenic

ic CO2 in 2017  2+ 2+ Bbo boe of

  • f Remain

ining ng Conven enti tion

  • nal

Resour

  • urce

ce  4 4 Un Uncon

  • nvent

ntion ional EOR R Pilots

  • ts
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Permian CO2 EOR

Oxy’s Permian EOR Position

  • 40+ Years of EOR Expertise
  • Reservoir Quality
  • Subsurface Capability
  • CO2 Supply
  • Infrastructure

Oxy’s Capability Can Grow Production of Mature Fields

  • ~55% Expected Ultimate Recovery1
  • CO2 flood phase F&D <$4.00 / Boe

Occi cident dental al is a Glob

  • bal

al Leader in EOR

OXY

500 1,000 1,500 2,000 2,500 3,000 3,500 10 20 30 40 # of Injec ector

  • rs

# of Projec jects Other U.S. EOR Operators

Growing ng Producti ction

  • n with

h CO2 EOR

Primary Development Production

Primar ary Development ent ~10% % Recover ery of OOIP1

Waterf terflo lood

  • d

+25% Recov covery ry of OOIP IP1 CO CO2 Flood

  • d

+20% Recov covery ry of OOIP IP1

Waterflood Development Production CO2 Flood Current Development Forecast CO2 Flood Future Development Opportunity

West Seminole nole San Andres res Unit it

1Recovery factor estimate is for the West Seminole San Andres Unit

U.S. EOR Projects

Source: Oil and Gas Journal, 2016 Size of bubble is based on EOR production volumes

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Returns turns Focused cused Growth wth

ROCE Lead ader ership ship Execut cutiv ive e Compen

  • mpensat

sation ion Align gned ed Growt wth h wi with thin n Cas ash h Flow Rob

  • bust,

t, Low-Co Cost st Inven entor

  • ry

Industr stry-le lead adin ing g Decline cline Rat ate

Driving ing th the e Ne New w Ox Oxy Into to th the e Future ture

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