The retail propane market delivers 9 billion gallons to U.S. consumers annually, with its heart anchored in “mom-and-pop” retailers serving rural and small-town communities. These small, owner-operated businesses know their customers, regions, and challenges.
The build-out of the Permian’s midstream infrastructure over the past 10 years has created extraordinary opportunities for startup companies, most of them backed by private equity. Each of us could cite several examples of midstreamers that, with a combination of guile and grit, developed gathering systems, gas processing plants, pipelines and other infrastructure to serve the fast-growing needs of producers and shippers. In many cases, the assets they constructed were later sold — often at a hefty profit — to much larger firms. As we discuss in today’s RBN blog, even in the midst of sector consolidation, the entrepreneurial spirit of smaller Permian midstreamers continues.
British Columbia’s portion of the immense unconventional Montney formation has been the epicenter of Western Canada’s rapidly rising natural gas production in recent years. It should come as no surprise then that it has also become fertile ground for numerous acquisitions of companies — or some portion of their assets — by more nimble and financially stronger gas producers. However, as we discuss in today’s RBN blog, the most recent acquisition by Canada’s largest natural gas producer, Tourmaline Oil Corp., leaves the list of potential targets shockingly short.
For years, oil and gas companies struggled to win over investors, largely because of the energy sector’s notoriously volatile history — marked by boom-and-bust cycles and sometimes scary levels of indebtedness. You might think the pandemic and the subsequent upheaval in energy markets would only make matters worse, but the chaos actually forced energy companies to get their finances in better order and, in many cases, to either acquire other companies or be acquired themselves. Financial discipline and consolidation provided another benefit: sharply improved credit ratings, which have the knock-on effect of making companies even more attractive. In today’s RBN blog, we discuss the forces behind, and the importance of, the improved credit ratings that resulted from this massive wave of consolidation.
The wave of Permian corporate consolidations has continued unabated as spring transitioned into summer with the public company purchases of two EnCap-funded Delaware Basin private operators: Forge Energy, which was purchased by Vital Energy for $540 million, and Novo Oil & Gas, which was purchased by Earthstone Energy for $1.5 billion. Although the theme hasn’t changed, the funding of the transactions includes an intriguing new element — Northern Oil & Gas, which primarily invests in non-operated minority interests, partially funded the acquisitions by agreeing to take 30% and 33% interests in the assets from buyers Vital Energy and Earthstone Energy, respectively. In today’s RBN blog, we review the emergence of three public non-op-focused E&Ps — Northern Oil & Gas, Granite Ridge Energy and Vitesse Energy — and their recent evolution from consolidators of asset packages to trusted partners of acquisition-focused operators.
So far, most of the merger-and-acquisition activity among crude-oil-focused producers in the COVID era has occurred where you would expect it: the Permian, which seems to dominate almost every discussion about the U.S. energy industry. More recently, though, there has been an uptick in E&P consolidation in the Denver-Julesburg Basin in the Rockies and, earlier this month, in the Bakken. There, Whiting Petroleum and Oasis Petroleum — two once-struggling producers — have agreed to a merger of equals that will create the Bakken’s second-largest producer and the largest pure-play E&P. In today’s RBN blog, we discuss the companies’ stock-and-cash deal, which will result in a yet-to-be-renamed entity with an enterprise value of about $6 billion.
In March 2020, the collapse of the OPEC-plus coalition, the initiation of COVID-19 lockdowns, and other factors pushed the U.S. E&P sector to the brink of insolvency. Crude oil prices had crashed to $20/bbl — one-third their level at the start of that fateful year — and producers had shifted to survival mode, slashing capex, cancelling infrastructure projects, and eyeing new, more dire worst-case scenarios. Who would have thought that only 22 months later E&Ps would be winning back investors and enjoying sky-high share prices? Of course, the recovery in commodity prices played a major role in this reversal. But another driver has been an unexpected wave of corporate consolidation that has allowed many E&Ps to boost their inventories of high-margin assets, accelerate free cash flow generation, and grow shareholder returns while slashing capital and corporate expenditures. In today’s RBN blog, we examine the forces behind — and the implications of — the most important surge of corporate upstream deals in two decades.
