Wednesday November 11, 11:31 am Eastern Time
Company Press Release
Mobil President Eugene A. Renna Highlights Strategies to Maximize Returns
Announces New Initiatives Totaling $500 Million
FAIRFAX, Va.--(BUSINESS WIRE)--Nov. 11, 1998--At a presentation to the investment community today, Mobil's President and Chief Operating Officer Eugene A. Renna discussed Mobil strategies to maximize returns in a difficult industry environment.
He also reiterated Mobil's commitment to deliver shareholder returns that are in the top quartile of the major oils. The strategies continue to be aggressive management of the asset base, including $500 million of new initiatives to be implemented across all businesses, and disciplined investment in long term growth.
In addressing Mobil's strategies, Renna indicated, ''We know we must be responsive to the impacts of the Asian economic crisis, as well as lower crude oil prices and margins. Frankly, it's prudent to take out some insurance against the possibility that depressed oil and chemical market conditions will continue for some time.''
Renna continued, ''On the other hand, we have not come to the conclusion that the worst case scenario is upon us. Over the last several years we have pursued some very sound strategies for achieving our long term goals. So, we do not intend to knee-jerk. With our debt-to-capitalization ratio in the targeted 30 percent range, we have substantial flexibility to weather the downturn.''
Renna indicated that Mobil did not count on improved industry conditions to help it achieve its targets of $5 billion earnings in 2001 and a 14 percent average return on capital. Thus, the $2 billion increase in earnings from a 1996 base would be driven by self-help, i.e. profitable growth, expense control and improved performance.
However, Mobil did not expect a substantial hit from industry conditions. Since 1996, industry factors have depressed earnings by nearly $1 billion. ''That's a pretty deep hole versus where we thought we would be,'' said Renna. ''If these conditions persist, it will be very challenging to achieve our goals without substantial additional self-help.''
Mobil already has initiatives in place which will generate benefits of about $1 billion before tax versus a 1996 base, including joint ventures and aggressive programs in the Asia Pacific region. Mobil realized about $300 million in 1997, expects another $300 million in 1998, and most of the balance in 1999.
To supplement these programs, our businesses have identified and committed to additional local initiatives which would reduce costs by about $500 million before tax over the next few years.
Renna said, ''While there is bound to be some impact on headcount, we're not talking about a major organizational restructuring. We're also not assuming any large alliances, although we would not preclude a deal that contributes substantially to increased earnings, returns and shareholder value.''
Renna continued, ''What we are talking about are across the board opportunities to improve the efficiency of all segments of our business. These initiatives once again demonstrate that cost reduction is never over -- it's part of Mobil's culture of continuous improvement.''
As examples, Renna cited several local initiatives in the Asia Pacific downstream and Latin America. In addition, Renna indicated Mobil will benefit from reduced spending and improved efficiency in the systems area as efforts wind down for Year 2000 compliance and as several new systems are implemented.
On the investment spending side, Mobil subscribes to disciplined spending in the $5-6 billion range, excluding any major acquisition or opportunity. However, in the current environment, the pace of overall investment and exploration spending will be slowing down.
For example, certain discretionary projects are being deferred in the Asia Pacific downstream and in the upstream, especially where the economics of short lived exploitation projects look marginal at current prices.
Spending in 1998 will likely come close to the original plan of $5.9 billion, as program cuts have been partly offset by the addition of projects which support long term growth, such as the Terra Nova oil development. Plans for 1999 have not yet been finalized, but directionally, spending will be down from 1998.
Renna indicated, however, that, ''Major legacy projects which will contribute to long-term growth in oil and gas production, earnings and cash flow will be funded. In addition, Mobil will be alert to attractive assets that may become available.''
Key E&P growth areas include the East Coast of Canada, the Caspian region, West Africa, South America, Norway and worldwide liquefied natural gas. Key to long term growth in the U.S. will be success in Mobil's substantial deepwater acreage position. In M&R, Mobil is very well positioned in the U.S., Europe and Asia, and its refineries require little capital. Most downstream spending will support marketing growth. In Chemical, Mobil plans growth through large scale, competitively advantaged petrochemical projects.
Renna concluded by expressing confidence in Mobil's strategies and future based on its, ''talented organization, top flight assets, a commitment to aggressively pursue initiatives to keep costs at or below competitive levels, and a superb suite of opportunities for profitable growth.
''In addition, long-term prospects for Asia are excellent, and Mobil's leverage there is expected to give us a clear competitive advantage when that region turns the corner.''
Cautionary statement under Private Securities Litigation Reform Act of 1995: This release contains forward-looking statements about earnings, return on capital employed, capital expenditures, and implementation of initiatives, joint ventures and projects. These statements are based on current information, plans and expectations.
Actual results could differ materially due to factors including trends in economic growth, conditions in petroleum and chemical markets, success in implementing plans and programs, and effects of political events, regulations and taxation.
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