OCCIDENTAL PETROLEUM CORPORATION Stephen I. Chazen President & CEO Bernstein Strategic Decisions Conference 2015 May 28, 2015
Key Messages & Strategy Overriding Goal is to Maximize Total Shareholder Return We believe this can be achieved through a combination of: Oil and gas production growth of 5% to 8% per year over the long-term; Executing on our capital program with a focus on growing our U.S. oil production Allocating and deploying capital with a focus on achieving well above cost-of-capital returns (ROE and ROCE); Return Targets* Domestic 15+% International 20+% Continued improvement in our capital and drilling efficiency Start-up of long-term projects Providing consistent, annual dividend growth; Maintaining a strong balance sheet. Single A Investment Grade rating * Assumes moderate product prices 2
Why own Oxy? Large Integrated Majors Independent E&Ps Company Market Cap ($B) XOM $361 CVX $197 RDS $195 BP $131 TOT $125 ENI $66 Characteristics Low or no growth Higher returns Stronger B/S; lower risk Free cash flow Consistent dividend growth Oxy Uniquely Positioned $59 billion Company Market Cap ($B) COP $80 EOG $49 APC $44 APA $23 PXD $23 MRO $19 Characteristics Generally higher growth Lower returns Weaker B/S; higher risk No free cash flow Little or no dividends Moving from gassy to oily Oxy has positive elements of both groups, appealing to investors who seek a combination of moderate growth, above average returns and consistent dividend growth. Updated as of 5/26/2015 3
Medium-Term Objectives CASH FLOW GROWTH Permian Resources production growth Al Hosn project start-up Gradual Commodity price recovery COST SAVINGS ~$400 million of captured cost savings year-to-date Cash Flow Neutral after capital spending and dividend outlays by 4Q 2015 at around $60/bbl oil Capital savings re-deployed into additional activity in Permian Basin 4
Succession Plan Announced Oxy s board of directors has approved a CEO succession plan and promoted Vicki A. Hollub to Senior Executive Vice President of Occidental and President Oxy Oil and Gas, responsible for operations in the United States, Middle East region and Latin America. The board plans for Ms. Hollub, who has served as Executive Vice President of Occidental and President, Oxy Oil and Gas Americas, since 2014, to succeed Stephen I. Chazen as CEO of Occidental after a thorough transition period. Ms. Hollub has nearly 35 years of experience in the oil and gas industry, holding a variety of technical and leadership roles, both domestic and international. In 2013, Ms. Hollub was appointed Vice President of Occidental Petroleum Corporation and Executive Vice President, U.S. Operations, Oxy Oil and Gas. She previously served as Executive Vice President, California Operations; and President and General Manager, Permian Basin operations. 5
Cash Flow Priorities 1. Base/Maintenance Capital 2. Dividends 3. Growth Capital 4. Share Repurchase 5. Acquisitions 6
History Of Returning Cash To Shareholders Period ending 2014 ($ in Billions) Cash Dividends Share Repurchases Combined 3 years $5.9 $4.0 $9.9 5 years $8.5 $4.4 $12.9 10 years $12.4 $8.5 $20.9 1Q 2015 $0.5 $0.2 $0.7 Additionally, over the 10 years ending 2014: We reinvested $45 billion of capital in the business; We made cash acquisitions of $22 billion; Our long-term debt increased by only $3.9 billion. We spun off California Resources Corp. to Oxy shareholders in 2014 valued at ~$2.3 billion. 7
Confidence In Cash Flow = Dividend Increase Raised the dividend by 4+%, the 13th year of consecutive increases. Expect to be able to continue to grow our dividend for many years into the future. The new ethylene cracker which comes on in 2017 will provide a substantial boost in our distributable cash flow. Our base oil business in Abu Dhabi, Oman and the Permian Basin EOR production will support cash flow and grow modestly over time. High rates of growth in cash flow and profits will come from our Permian Resources business. We remain mindful of the need for close attention to drilling for profits not just volume growth. Our overall financial strength gives us confidence that we will be able to spend what we need, in a range of product prices, and still grow our dividends. 8
Delivering Consistent Dividend Growth ($/share) $22.00 $20.00 $20.39 $18.00 $16.00 $14.00 $12.00 $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 $17.39 $14.51 $11.95 $9.79 $7.95 $6.48 $5.16 $3.96 $3.02 $2.56 $2.88 $3.00 $2.22 $1.21 $0.50 $0.52 $0.55 $0.65 $0.80 $0.94 $1.31 $1.47 $1.84 $2.16 $1.57 $1.02 $0.50 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015E Annual Dividends Paid Cumulative Dividends Paid Note: Dividends paid as per the Record Date. 9
Active Share Repurchase Program Over the last 5 quarters we have repurchased 28.4 million shares of our stock and have ~69 million shares remaining under our current program authorization. We will continue to repurchase shares subject to the stock price and market conditions and expect to ultimately repurchase the entire amount. Shares Outstanding (mm) 12/31/14 3/31/2015 Weighted Average Basic 773.1 769.6 Weighted Average Diluted 773.4 769.6 Basic Shares Outstanding 770.6 767.6 10
Oxy Runs A Focused Business Oil and Gas Focus Areas United States MENA Latin America Leading position in the Permian Basin. Permian Resources is a growth driver. Al Hosn Project, Oman and Qatar. Additional opportunities for growth with partner countries. Highest margin operations in Colombia. Additional opportunities for moderate growth with partner. OxyChem High FCF, moderate growth business. Oxy Midstream Integrated pipeline and marketing business to maximize realizations. Oxy will be positioned to grow Oil production Earnings & Cash Flow per share ROCE Dividend stream 11
Oxy is Primarily an Oil Producer By Geography Oil & Gas Production First Quarter 2015 (Million barrels of oil equivalent) By Commodity 5.6 10% 29.3 50% 28.7 50% 38.3 66% 14.1 24% U.S. International Oil NGLs Gas 12
Delivering on Production Growth U.S. oil production grew 14% in 1Q15 on a year-over-year basis.* Increased Permian Resources production guidance to 105-108 MBOED. Al Hosn expected to average 25 MBOED in 2Q15 and 35 MBOED for FY 2015. In the U.S., we expect oil production growth of 8% this year, partially offset by modest declines in NGLs and natural gas production. Expect FY 2015 production to grow by 60-80 MBOED. Company-wide 2015 Oil & Gas Production Outlook (MBOED) 30 45 650 670 30 33 591 591 FY2013 FY2014 Permian Growth Al Hosn & Other Int'l 2015 Production Outlook * Excludes Hugoton oil production which was sold in 2Q14. 13
2015E Capital Budget Down Sharply vs. 2014 33% decline in 2015 capital budget Chemicals U.S. 6% Midstream 9% Exploration 6% Permian Resources 22% Domestic O&G 42% U.S. Midstream 10% Exploration 4% Chemicals 10% Permian Resources 30% Domestic O&G 43% International 37% Other Domestic 20% International 33% Other Domestic 13% 2014 Capital - $8.7 Billion 2015E Capital - $5.8 Billion Note: Capital budget assumes $55/bbl WTI, $60/bbl Brent and $3.00/mcf domestic natural gas prices. 14
Capital Efficiency Continues to Improve Organic F&D Costs* Through the success of our drilling ($ / BOE) U.S. Total program and capital efficiency initiatives, $20.48 $18.66 $16.89 $20.24 $21.90 we lowered our F&D costs over recent years. We expect our DD&A expense to be ~$15 / BOE in 2015, a decrease from $12.18 ~$17 / BOE in 2014. DD&A rate of growth should flatten out as recent investments come online and F&D costs decline. The success of our organic reserve additions and capital efficiencies achieved 5-Year Avg. 3-Year Avg. 2014 5-Year Avg. 3-Year Avg. 2014 demonstrates the significant progress we have made in turning the Company into a competitive domestic producer. *5 Year and 3 Year averages include revisions; 2014 excludes revisions. 15
Capital Spending Ramps Down Through Year 2015 Capital Budget $1.7 bn Permian Resources ~$1.0 bn Total company capital expenditures for the 1Q15 were $1.7 bn and we expect our quarterly expenditures to continue to ramp down through the year. Based on our lower pace of spending in 1Q15 and continued cost efficiency gains, we expect total capital spending for 2015 to be below our original guidance of $5.8 bn. Remaining Oil & Gas Midstream & Chemicals 1Q15A 2Q15E 3Q15E 4Q15E Oil and gas spent $1.5 bn, with Permian Resources expenditures nearly 50% of the total, and the remaining $200 mm split about evenly between Chemical and Midstream. 4Q15 exit rate of capital would imply an annualized spending level of ~$4 bn. 16
Capital Program 2015 Evolution 2015 Capital Budget and Domestic Drilling Rigs 100% 75% 50% 25% Capital Budget Domestic Drilling Rigs As we capture price savings from suppliers and improve efficiencies, we are able to do more with less spending. Given our large acreage position and deep inventory, we have the flexibility to defer drilling and appraisal activity. Although we will likely outspend our cash flow during 1H15, we expect that by 4Q15 our operating cash flow will cover our capital and dividends, at oil prices of roughly $60/bbl. 0% 1Q15 2Q15E 3Q15E 4Q15E Note: 1Q15 is the baseline index; subsequent quarters are a % of 1Q15 17
Permian Basin Is The Core Domestic Asset Oxy Acreage Oil Pipelines CO2 Pipelines Largest oil producer and operator in Permian Basin. Significant investments in infrastructure to support the upstream provide low operating costs, advantaged realized prices and competitive advantages. ~60% of Oxy s Permian oil production is from CO2 related EOR projects Oxy s most profitable business. The EOR business (mainly CO2) will continue to generate significant FCF. Permian Resources is the cornerstone growth asset of the domestic business. Substantial acreage position with significant resource development potential. We have shifted toward horizontal drilling and expect the Resources business to grow rapidly. 18
Oxy is the Largest Permian Basin Producer Total Operated Production, Thousand BOEPD Cumulative % of total 2.3 million BOEPD Source: IHS Energy Feb and Mar 2014, 6 MCF/BOE excluding estimated CO 2 production. 19
Permian Resources Drilling Inventory Lowering economic hurdle point by improving well productivity, time to market and costs 1. Investing in characterization and optimization to improve well productivity. 2. Applying manufacturing principles to improve time to market and cost. 3. Aggressively working with Suppliers to improve productivity and lower cost structure. Drilling Inventory Based on Q4 Costs 15% (~7 yrs) Better Well Productivity and Lower Cost 37% (~16 yrs) 61% (~27 yrs) 81% (~ 36 yrs) 100% (~44 yrs) Avalon Delaware Bone Spring Spraberry Wolfcamp D Wolfcamp C Wolfcamp B 4. Enhancing our base management and well maintenance operations. $40-$50 $50-$60 $60-$70 $70-$80 >$80 Wolfcamp A (## yrs) represents drilling inventory of years at 2015E activity levels 20
Permian Resources Summary Increased 2015 production guidance from 100 MBOED to 105-108 MBOED Production (MBOED) Average Rig Count Horizontal 4 7 5 17 19 25 Vertical 4 21 13 2Q14 3Q14 4Q14 1Q15 Remainder 2015 48 57 64 75 84 98 107 120 87 59 Wells Drilled / Online 75 Drilled 85 86 71 70 Online 126 150 2011 2012 2013 2014 4Q14 1Q15 2015E 2016E* 2Q14 3Q14 4Q14 1Q15 Remainder 2015 *Assumes $60/bbl WTI oil prices 21
Permian Resources Summary Achieved 17% increase in BOED and 22% increase in BOPD vs. Q414 Total Production (BOED) Oil Production (BOPD) vs. 4Q-2014 vs. 1Q-2014 Capital Expenditures 1Q 2015 98,000 62,000 22% Increase 68% Increase $728MM Active Rigs 25 Wells Drilled Wells Online 86 / 61Hz 126 / 67 Hz (+20 Hz v Q4) WELL ACTIVITY Well Count 120 100 80 60 40 20 1Q 2015 126 Wells Online 0 1Q14 2Q14 3Q14 4Q14 1Q15 Drill 67 87 75 85 86 Online 67 59 71 73 126 22
Step Change in Efficiency Our Total Time To Market Is Down 50% Faster drilling Less idle time More frac stages per day Integrated planning (# of Days) 2014 YTD TARGET Drilling Completion Hook-Up Infrastructure investments in water handling, storage, gathering and takeaway Step change in capital efficiency should allow for increased activity with fewer drilling rigs and structural long-term cost reductions 23
Domestic Drilling Rig Evolution For 2015 Some of the captured cost savings have been re-deployed into higher activity levels than planned for the remainder of 2015. 2015E Domestic Drilling Rigs 35 30 25 20 31 31 15 10 5 14 11 10 13 13 9 0 1Q15 2Q15E 3Q15E 4Q15E January Plan Current Outlook 24
Move to Manufacturing Mode Has Significantly Reduced Well Costs Manufacturing Mode Drilling / Completions WELL COST Delaware WC-A 4,500 HZ DRILL DAYS Delaware WC-A 4,500 $12.0 $10.9 50 GROSS WELL COST $MM $10.0 $8.0 $6.0 $4.0 $2.0 $- $8.3 $5.6 $6.5 $4.7 $3.0 $5.3 $3.6 $3.5 2014 Current Target 45 40 35 30 25 20 15 10 5 0 43 31 26 14 16 2014 Feb Mar Best Target Drilling Completion Spud to Rig Release 25
Move to Manufacturing Mode Has Significantly Reduced Well Costs Manufacturing Mode Drilling / Completions WELL COST SCR Spraberry 10,000 HZ WELL COST New Mexico Bone Spring HZ $10.0 $9.7 $8.0 GROSS WELL COST $MM $8.0 $6.0 $4.0 $2.0 $5.7 $4.0 $7.9 $7.2 $4.6 $4.3 $3.3 $2.9 GROSS WELL COST $MM $7.0 $6.0 $5.0 $4.0 $3.0 $2.0 $1.0 $6.6 $2.9 $3.7 $5.7 $2.9 $2.8 $5.5 $3.0 $2.5 $- 2014 Current Target $- 2014 Current Target Drilling Completion Drilling Completion 26
Permian Delaware Basin Opportunities Delaware Basin Benches Bell Canyon Cherry Canyon Brushy Canyon Avalon 1 st Bone Spring 2 nd Bone Spring 3 rd Bone Spring OXY Acreage Majority of Wolfcamp locations are in our operated areas of Reeves County. Current Bone Spring locations are located primarily in New Mexico. Wolfcamp A B C D Wolfcamp A/B and 2 nd Bone Spring are in development mode Development Appraisal Drilling Locations by Bench Gross Wells Bone Spring 1 st, 2 nd and 3 rd 1,500 Wolfcamp A / B / C 800 / 650 / 700 Other 600 Vertical 350 Total 4,600 Horizontal Development Ready 1,500 Net WI Wells 3,500 Additional benches currently in appraisal mode are the 1 st and 3 rd Bone Spring, Wolfcamp C/D, and Brushy Canyon. 27
Permian Midland Basin Opportunities OXY Acreage Midland Basin Benches Wolfcamp Yates Grayburg San Andres Clear Fork Upper Spraberry Middle Spraberry Lower Spraberry A B C D / CLINE Barnett Shale Mississippian Lime Majority of Wolfcamp locations are in our operated areas of Martin, Midland and Andrews Counties. Wolfcamp A & B and Spraberry are in development mode. Development Drilling Locations by Bench Appraisal Exploration Montoya Simpson Ellenburger Gross Wells Additional benches currently in appraisal mode are the Clearfork and Wolfcamp C & D. Spraberry 450 Wolfcamp A / B / C / D 250 / 350 / 550 / 700 Vertical 200 Total 2,500 Horizontal Development Ready 1,050 Net WI Wells 2,300 28
Permian Resources Production Guidance Continue to execute focused development strategy For the remainder of 2015: PRODUCTION (MBOED) Operate average of 13 rigs (higher than planned) Expect to drill 150 wells Continue to pursue step changes in well productivity and cost structure 107 120 Continue to reinvest cost savings Expect to deliver target of 105-108 MBOED average production for 2015 48 57 64 75 Oxy is well positioned to meet the challenges of lower prices and grow. 2011 2012 2013 2014 2015E 2016E Production (MBOED) 29
Permian EOR Consistent Generator of Cash ~150,000 BOEPD of low cost production. Most active and largest EOR operator in the Permian Basin with 30 active floods. Over 40 years of successful CO 2 flooding experience. High working interest in over 350 properties. Operate 2 CO 2 source fields Handle 2 BCFD of gas through: CO 2 Supply and Processing 12 gas processing plants 1,900 miles of pipeline 30
Permian EOR Has A Low Cost Structure Permian EOR can operate at cash costs as low as $22 per BOE 2015 Permian EOR Cost Structure $55 WTI, $3.00 NYMEX 2015 Permian EOR Cost Structure $35 WTI, $2.00 NYMEX $35 $35 $30 $2.7 $30 $25 $4.0 $25 $ / BOE $20 $15 $4.7 $4.7 $ / BOE $20 $15 $2.2 $3.2 $1.8 $4.0 $10 $10 $5 $14.1 $5 $10.8 $0 Well, Surf Maint Injectant Energy Taxes SG&A $0 Well, Surf Maint Injectant Energy Taxes SG&A Sensitive to O&G Prices Partially Discretionary 31
Oxy Permian Gathering / Takeaway Centurion Cushing SENM/ DE Basins Central/ Midland Basins Slaughter Basin Colorado City Seaway WTG Midland- South BridgeTex LongHorn Owned 3 rd Party Cactus 2Q15 Houston Corpus Christi BridgeTex Started Up in Late Sept 2014 32
Long-term Growth Investments Some of the longer lead time investments we have been making over the past couple of years will start contributing to our results this year. Continued preferential access and commitment to the BridgeTex pipeline which started in late September will improve our Permian price realizations. The Al Hosn Gas Project started its initial production in the beginning of 1Q 15 and started contributing to our cash flow. OxyChem Ingleside Ethylene Cracker. Oxy Ingleside Energy Center. As these projects come on line in 2015-17, we expect them to make significant contributions to our earnings, cash flow, and improve our overall returns. 33
Al Hosn Gas Project Continues To Ramp Up We completed the Al Hosn gas project, on budget and on time. It is currently producing ~25,000 BOED (net to Oxy) and will ramp up through the year. FY 2015 volumes from Al Hosn should average ~35,000 BOED (net to Oxy) with more than 40% of production coming from NGLs and condensate. At full run-rate production, annualized operating cash flow is expected to be $300 to $600 million depending on commodity prices. 34
Future Growth Chemicals OxyChem Ingleside Ethylene Cracker We have formed a 50/50 JV with Mexichem to build a world scale ethylene cracker at the OxyChem plant in Ingleside, TX. Construction on the Ingleside cracker project began mid-2014 with the facilities to become commercially operational in early 2017. Oxy s share of capital spending ~$725MM. Provides Oxy with high level of integration from well head to VCM: The ethylene will be processed with chlorine from Oxy s nearby chlor-alkali plant to provide EDC feedstock for VCM production. Oxy will in turn supply VCM to Mexichem for their PVC production under a 20-yr agreement. 35
Future Growth Ingleside Energy Center OxyChem Plant Terminaling - LPG: 60-100 MB/d (2Q 2015) - Crude/Condensate: 200-300 MB/d (1H 2016) - Storage: 2-4 MM BBLS Future processing options Provides flexibility and avoids congested ship channel 36
Cautionary Statement Portions of this presentation contain forward-looking statements and involve risks and uncertainties that could materially affect expected results of operations, liquidity, cash flows 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. Factors that may cause Occidental's results of operations and financial position to differ from expectations include but are not limited to: global commodity pricing fluctuations; supply and demand considerations for Occidental s products; higher-than-expected costs; the regulatory approval environment; reorganization or restructuring of Occidental's operations; not successfully completing, or any material delay of, field developments, expansion projects, capital expenditures, efficiency projects, acquisitions or dispositions; lower-than-expected production from 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; failure of risk management; changes in law or regulations; or changes in tax rates. You should not place undue reliance on these forward-looking statements, which speak only as of the date of this presentation. Unless legally required, Occidental does not undertake any obligation to update any forwardlooking statements, as a result of new information, future events or otherwise. Material risks that may affect Occidental s results of operations and financial position appear in Part 1, Item 1A Risk Factors of Occidental's 2014 Form 10-K. 37