ExxonMobil's Ghost Building in Houston

On the way to business meetings on Louisiana and Bagby Street in downtown Houston, Texas, earlier this week, the Oilholic cut across Bell Street passing by number 800, which of course was once ExxonMobil’s downtown office, with the top two floors being the dining space for the Petroleum Club of Houston (PCOH).

Alas no more, as all former occupants of the building have moved to the oil giant's sprawling campus in Spring, TX close to The Woodlands north of George Bush Intercontinental Airport. That’s excluding the PCOH which is now at the nearby Total Plaza.

According to the Houston Chronicle’s archives, Shorenstein Properties closed on the property for anundisclosed amount in the first quarter of 2013 with plans for making changes and improvements following ExxonMobil’s departure.

However, the oil giant has since leased back the entire building and not much has happened. Plans to move local government agencies into the building or other private tenants for that matter haven’t quite worked out either.

Shame the city and the building’s owners can’t work out what to do with the historic offices built in 1963 which ExxonMobil occupied until recently (see right). Downtown area of the oil and gas capital of the world could well do without another ghost building, having had one nearby left behind by Enron's collapse until Chevron moved in years later. That’s all for the moment from Houston folks; keep reading, keep it crude!

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© Gaurav Sharma 2016. Photo 1: 800 Bell Street, Houston, Texas, USA in 2016. Photo 2: The building's exterior in 2010. © Gaurav Sharma.

Notes on a scandal from an ex-Enron pragmatist

When the Enron scandal broke and that icon of corporate America filed for bankruptcy on December 1, 2001, the Oilholic was as stumped by the pace of events as those directly impacted by it. In the months and years that were to follow, bankruptcy proceedings for what was once 'America's Most Innovative Company' according to Fortune, turned out to be the most complex in US history.

It soon emerged that one of Enron's own – Dr Vincent Kaminski – a risk management expert especially headhunted in 1990s from Salomon Brothers and appointed Managing Director for Research, had repeatedly red flagged practices within the energy company's corridors of corporate power.

Alas, in a remarkably stupendous act, Kaminski and his team of 50 analysts, while specifically hired to red flag were often ignored when and where it mattered. Cited cautions ranged from advising against the use of creative accounting, "terminally stupid" structuring of Enron's special purpose vehicles (SPVs) to conceal debt by then CFO Andrew Fastow, and the ultimately disastrous policy of securing Enron's debt against stock in the corporation itself.

What transpired has been the subject of several books – some good (especially Elkind & McLean's), some bad and some opportunistic with little insight despite grandiose pretensions to the contrary. Having lapped all of these up, and covered the scandal in a journalistic capacity, the Oilholic had long wanted to meet the former risk manager of Enron.

At last, a chance encounter in 2012, followed by a visit to Houston last November, finally made it possible. These days Kaminski is an academic at Rice University and has written no less than three books; the latest one being on energy markets. Yet, not a single one on the Enron fiasco, one might inquire, for a man so close to it all?

At peace and reasonably mellow in the Houston suburb of The Woodlands, which he calls home, the former Enron executive says, even though it rankles, the whole episode was "in the past", and despite what was said in the popular press – neither was he the only one warning about impending trouble ahead nor could he have altered Enron's course on his own.

"A single person cannot stop a tanker and I wasn't the only insider who warned that there were problems on the horizon. Looking back, I always approached every problem at Enron in good faith, gave the best answers I could come up with on risk scenarios, based on the information I had and my interpretation of it, even if bosses did not like it.

"If honesty was deemed too candid or crude then so be it! Whatever I did at Enron, the red flags I raised, was what I was paid for. Nothing less could have been expected of me; I saw it as my fiduciary duty."

He agrees that Enron's collapse was a huge blow to Houston's economy and overall wellbeing at the time. "There was a chain reaction that affected other parts of the regional economy. In fact, energy trading and marketing itself went through a crisis which lasted a few years."

To this day, Kaminski says he has no way of knowing whether justice was done or not and isn't alone in thinking that. "By the time of the final winding-up process, Enron had about 3,000 entities created all over the world. It was an extremely complex company."

But does the current generation of Rice University students ask him about Enron? "Right now, I am teaching a different generation. Most of my students are typically 25 to 30 years old. When the Enron scandal unfolded [over a decade ago] they were teenagers. A lot has happened in the corporate world since then, which they have had to take in as they've matured. The financial tsunami that was the global financial crisis, and what emerged in its wake, dwarfed what happened at Enron. For them, Enron is but a footnote in corporate history."

"That scandal devastated public trust in one brand, however big it may have been at the time. But the global financial crisis eroded public trust in an entire sector – investment banking. Perhaps as a result, Enron's collapse has ceased to generate as much interest these days. That's a pity! Depending on one's point of view, the extent of the use [or misuse] of SPVs and the number that was discovered at collapsing financial institutions in 2007-09, was several times over what was eventually catalogued at Enron."

Hence, the ex-Enron executive turned academic doubts whether the world really learnt from the scandal. "Enron was a warning from history, from the energy business to other sectors. I describe my former employer as a canary in a coal mine demonstrating the dangers of excessive leverage, of having a non-transparent accounting system and all those sliced and diced SPVs."

"Pre-crisis, the financial sector was guilty of formally removing 'potentially' bad assets from the parent company to SPVs. However, in real financial terms that wasn't the case. When things took a turn for the worse, all the assets and liabilities put on to SPVs came back to be reabsorbed into the balance sheets."

Formally they were separate and 'special', Kaminski notes, but for all practical reasons there was no effective transfer of risk.

"Rewind the clock back and there was no effective transfer of risk in the case of Enron either when its horror story of SPVs and creative accounting came out in all its unsavoury detail. So if lessons were learnt, where is the evidence? Now, let's forget scruples for a moment and simply take it as a basic mistake. Even so, there is no evidence lessons were learned from the Enron fiasco."

He adds that those who don't have an open mind will never learn. "This is not exclusive to the energy business or financial services. It's perhaps true of everything in life. Arrogance and greed also play a part, especially in the minds of those who think they can somehow extricate themselves when the tide turns."

As early as 2004-05, the Rice University academic says he was debating with colleagues that a financial crisis could be on the horizon as the US property market bubbled up.

"Some people branded me as crazy, some called me pessimistic. They said the world is mature enough to manage the situation and progress in economic and financial sciences had created tools for effective management of market and credit risks. Some even agreed that we'll have a train wreck of a global economy, but to my amazement remarked that they knew how to "get out in time."

Kaminski says while it can be true of individuals who can perhaps get out in time, it cannot be true of large corporations and the entire financial system. "They would invariably take a hit, which in some cases – as the financial crisis showed – was a fatal hit. Furthermore, the financial system itself was scarred on a global scale."

Over the years, this blogger has often heard Kaminski compare chief risk officers (CROs) to food tasters in medieval royal courts.

"Indeed, being a risk manager is a job with limited upside. You cannot slow 'acting poison' and the cooks don’t like you as you always complain that the food tastes funny. So if they catch you in a dark place, they will rough you up!" he laughs.

"I have said time and again that risk managers should be truly independent. In a recent column for Energy Risk, I gave the example of the CRO at Lehman Brothers, who was asked to leave the room when senior executives were talking business. It is both weird and outrageous in equal measure that a CRO would be treated in this way. I would resign on the spot if this happened to me as a matter of principle."

He also thinks CROs should be reporting directly to the board rather than the CEO because they need true independence. "Furthermore, the board should not have excessive or blind confidence in any C-suite executive just because the media has given him or her rock-star status."

A switch from the corporate world to academia has certainly not diminished Kaminski’s sense of humour and knack for being candid.

"Maybe having your CEO on the cover of Business Week [Cue: Enron's then CEO Jeff Skilling] could be the first warning sign of trouble! The second signal could be a new shining tower [see above left - what was once Enron’s is now occupied by a firm Skilling called a 'dinosaur' or legacy oil company – Chevron] and the third could be your company's name on a stadium! Our local baseball team – Houston Astros – called a stadium that was 'Enron Field' their home, then 'Enron Failed'. Thankfully, it's now shaken it off and is simply Minute Maid Park [a drinks brand from Coca-Cola's portfolio]."

"But jokes apart, excessive reliance or confidence in any single individual should be a red flag. I feel it's prudent to mention that I am not suggesting companies should not reward success, that's different. What I am saying is that the future of a company should not rely on one single individual."

Switching to 'crude' matters, Kaminski says trading remains an expensive thing for energy companies and is likely to get even costlier in light of higher capital requirements for registering as a swap dealer and added compliance costs. "So the industry will go through a slowdown and witness consolidation as we are already seeing."

On a more macro footing, he agrees that the assetization of black gold will continue as investors seek diversity in uncertain times. As for the US shale bonanza versus the natural gas exports paradigm, should exports materialise in incremental volumes, the [domestic] price of natural gas will eventually have to go up stateside, he adds.

"Right now, the price [of US natural gas] is low because it is abundant. However, to a large extent that abundance is down to it being cross-subsidised by the oil industry [and natural gas liquids]. I believe in one economic law – nothing can go on forever.

"As far as the LNG business is concerned, it will still be a reasonably good business, but not with the level of profitability that most people expect, once you add the cost of liquefaction, transportation, etc."

The Oilholic and the ex-Enron pragmatist also agreed that there will be a lot of additional capacity coming onstream beyond American shores. "We could be looking at the price of natural gas in the US going up and global LNG prices going down. There will still be a decent profit margin but it's not going to be fantastic," he concludes.

And that's your lot for the moment! It was an absolute pleasure speaking to Dr Kaminski! Keep reading, keep it 'crude'!

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To email: gaurav.sharma@oilholicssynonymous.com

© Gaurav Sharma 2014. Photo 1: Dr Vincent Kaminski at El Paso Trading Room, Rice University, Houston. Photo 2: Chevron Houston, formerly the Enron Towers. Photo 3: Dr Kaminski & the Oilholic, in The Woodlands, Texas, USA © Gaurav Sharma, November 22, 2013.

‘Frackers’ & US coffers plus other crude matters

US Interior Secretary Sally Jewell should be a happy bunny this week say contacts in Houston town. In fact since morning, no fewer than nine have pointed this out to The Oilholic.

That is because Jewell's Interior Department has collected and disbursed over US$14.2 billion this week courtesy of a record royalties and fees windfall from oil & gas drilling on public land and US territorial waters for the fiscal year ending September 30. The figure is the second-highest collection on file and represents an annualised increase of $2 billion over the last fiscal year.

Fracking and horizontal drilling coupled with increasing interest in offshore E&P are being seen as the drivers. There is one caveat though, the figure does include proceeds of a bonus licensing bid in the Gulf of Mexico that took place in 2012, but was put on ledgers for 2013. In a statement, Jewell said, "The figure reflects significant energy production from public resources in the United States and serves as critical revenue stream for federal and state governments and tribal communities."

While the Interior Secretary stopped short of blessing the frackers, they are chuffed to bits and there is a fair bit of table thumping here. Let's also not forget that despite the frenetic pace of E&P activity in North Dakota, the state of Texas remains the country's largest producer of the crude stuff. That position is likely to be retained on account of fracking, enhanced oil recovery techniques being deployed, horizontal drilling and many established extraction sites that are chugging along nicely.

There is one positive domino effect which is largely going under the radar – Houston is leading the global race in the manufacture and shipping of oil & gas equipment manufacturing from blowout preventers to wellheads. Some of equipment can be loaded conventionally, but the rest – i.e. break bulk (heavy equipment which cannot be shipped in conventional containers) loading is also creating additional revenue streams in the state.

According to the Port of Houston, the facility handles nearly 70% of the US' entire break bulk cargo. Some here say jobs have more than doubled since 2005; Texas (along with North Dakota) also has the lowest unemployment rates in the country to brag about. Recent research conducted by McKinsey and IHS Global Insight came out bullish on the industry's long term potential for job creation – with both forecasting the creation of 1.7 million and 3.9 million jobs by 2020 and 2025 respectively.

Now that tells you something, especially as the US is poised to overtake Russia and Saudi Arabia and become the world's largest producer in barrels of oil equivalent terms. Strangely enough though, some of the majors such as Shell and BHP Billiton have apparently not got it right. The former has cut its shale production projections while the latter has put up half of its oil & gas land holdings right here in Texas as well as New Mexico for sale.

ExxonMobil's exit from shale exploration in Poland has also slightly dented the hypothesis of America exporting its nous on shale overseas. Some geologists have long warned that no one size fits all shale beds! Nonetheless, its early days yet on the knowledge export front at least.

Going beyond Texan borders, the positive impact of major upstream project start-ups on cash generation in the global integrated oil & gas industry in 2014-15, as well as continuing robust crude price conditions, have resulted in a change of outlook for the sector by Moody's to 'positive' from 'stable'. Up until this month, the ratings agency's outlook had been stable since September 2011.

Francois Lauras, senior credit officer in Moody's corporate finance group, said, "With crude prices set to remain robust, we expect that the start-up and ramp-up of major upstream projects over the next 12-18 months will benefit companies' production profiles and operating cash flow generation, and lead the industry's EBITDA to grow in the mid-to-high single digits year-on-year in 2014, albeit with more of the improvement showing in the latter part of the year."

"Downstream operations will remain under pressure, but EBITDA from refining and marketing operations will stabilise near their 2013 levels," he adds. Furthermore, Lauras feels that the global integrated oil and gas sector's capital investment in 2014 will remain close to its record levels of 2013.

The completion of the major upstream projects currently under construction will hold the key to the sector's return to positive free cash flow in the medium term. Integrated oil & gas companies will also continue to manage their asset portfolios actively and will execute further asset sales, supporting their financial profiles, Moody's concluded.

Finally, the Oilholic leaves you with glimpses of The Woodlands (see above, click to enlarge), a suburb of Houston, dedicated by none other than the late George Mitchell, a man credited for pioneering fracking.

Founded in 1974 as a largely residential area, today it houses commercial operations of many companies including those of a crude variety such as Anadarko, Baker Hughes and one GeoSouthern energy, a Blackstone Group backed company. It was one of the first to take a punt on the Eagle Ford shale prospection area and has just sold shale acreage to Devon Energy.

That's all for the moment from Houston folks! Keep reading, keep it 'crude'!

To follow The Oilholic on Twitter click here.

To email: gaurav.sharma@oilholicssynonymous.com 

© Gaurav Sharma 2013. Photo 1: Pump Jacks, Perryton © Joel Sartore / National Geographic. Photo 2: Collage of The Woodlands, Texas, USA © Gaurav Sharma, November 2013.