Junior ector Will urvive The Downturn, ut It` Likel To Look A Whole

COPYRIGHT OF TH DAILY OIL ULLTIN 2016
Junior ector Will urvive
The Downturn, ut It’
Likel To Look A Whole Lot
Different A triving For
‘conomie Of cale’
ecome The New Norm
Y PAUL WLL (/AUTHOR/PAUL-WLL/) – PT. 19, 2016 – VIW IU
(/HADLIN/2016-09-19)
The elongated and valuation-apping commodit price lump,
coupled with the increaed cot of new-era drilling and
completion technique, mean the face of Canada’ junior oil
and ga ector i changing.
And while the parameter that define what a junior compan
look like pot-downturn will undoutedl e different than
the pre-downturn definition, the ector in’t going awa an
time oon. Their rank will dwindle ut thoe left tanding will
e larger in ize—oth operationall and in term of market
cap.
“There i no dout that the low commodit price environment
and the high cot of drilling and completing toda’ deep
horizontal well will tend to drive operator toward the
economie of cale that come with larger ize,” aid Gar
Leach, preident of the xplorer and Producer
Aociation of Canada (PAC).
Gar Leach
“I would agree that it’ likel that the population of Canadianowned producer will e fewer in numer ut larger in
production cale and with tronger alance heet. ome of
that i occurring toda, a thoe operator who are ale to raie
capital and have a low cot operating model are uing thoe
advantage to acquire aet at attractive price or to continue
drilling and growing production even with the headwind of
low commodit price.”
Patrick O’Rourke, an analt with AltaCorp Capital Inc.,
agreed that the junior ector i et to hrink and morph a it
adapt to changing market condition and new indutr
realitie.
“I think there’ a role for the junior ector, without a dout. I
think that the junior ector i going to evolve and look different
than it ha in the pat. There will e le junior plaer than
there were. Part of that i the downturn and part of that i the
advent in the ort of pla that we’re developing now at thi
point in time and the puh toward reource pla and
expenive well,” he aid.
“Gone are the da when ou could do a friend-and-famil
financing round and go and drill a few $250,000 well and
prove up omething and tr to ell it. We’re now in a more
reource pla development mode where pla like the
Duverna require a minimum capital requirement, proal for
a junior tart-up, of $100 million ecaue ou need enough
capital o that ou can make ome mitake along the wa,”
O’Rourke added.
“You can’t e living well-to-well in thee pla and ou’re
putting a lot of capital at rik—it’ $15 million, in ome cae,
on thee well.”
Jerem McCrae, an analt with Ramond Jame Inc., aid
there are numerou challenge facing maller companie,
making it difficult for tart-up to get off the ground or for
exiting entitie of maller cale to ta afloat. And even the
invetment communit i eing forced to adjut to the new and
changing landcape.
“There are not a lot of junior analt covering the junior ector
ecaue thoe companie are now all kind of a half-illion
dollar [in market cap]. The junior ector i not reall there
anmore. There are a few companie around ovioul, ut for
the mot part the are fewer and farther etween,” he aid.
McCrae noted that the high capital intenit of drilling and
completion in reource pla like the Montne, Cardium, pirit
River and Viking make it all ut impoile for the traditional
junior model to ucceed.
“Gu are putting in three time a much proppant and three
time a much water. There are jut that man more frac tage.
The complexit of thee well deign ha ecome much more
technicall involved and more expenive. For a junior plaer,
where ou need to get a tatitical average from our well
reult, ou need to drill a 10 well and if each well cot $5
million, ou need a capital udget of $50 million at a
minimum,” he aid.
“o to e a junior compan nowada i much more difficult
ecaue A, with the complexit and higher frac intenit
completion deign that cot more and , i takeawa and
egre.”
ecaue of their limited ize, and vicarioul financial clout
and production capailitie, McCrae aid it’ difficult for
maller entitie to ign up for 15-ear take-or-pa agreement
for facilitie and pipeline. And with wetern Canadian pipeline
capacit limited, maller companie are often left to rel on
interruptile takeawa, which i hardl ideal.
“We’ve een that the volatilit of interruptile pricing ha een
killer. At ome point ou have to pa if ou hip to tation 2 or if
ou’re on the Alliance pipeline,” McCrae aid.
“o to e a junior plaer and get egre takeawa that the frontline plaer have, it’ jut not poile eing a maller
compan.”
ruce dgelow, vice-preident of trategic initiative for AT
Financial Corp., an indutr lender, agreed that economie of
cale have never een more important, epeciall a the current
downturn linger.
ruce dgelow
“Ver few companie are generating cah flow unle the are
ver well hedged or large. Ver few junior are generating
enough cah flow to actuall how reerve growth and
replacing reerve. o I think the igget iue in a down
market, and where it continue to e felt, i ‘how can I drive
cot out of m uine and where are m economie of
cale?’” he aid.
“And it’ ver difficult in the junior marketplace to e ale to
achieve ucce in thoe thing. And a a conequence, there
are not a man ucce torie in the junior marketplace
ecaue of it and it’ certainl harder to form a tart-up,”
dgelow added.
“We’ve known for man ear that the friend-and-famil
capital raie ha een gone ecaue the new realit i ou can’t
tart a new oil and ga compan with $20 million. That’ not
enough anmore. The cot of entr with the new technolog i
much higher now.”
What’ the new definition of a junior?
o what are the enchmark that could e ued to define a
“junior” oil and ga producer in toda’ world?
“It reall depend on the product ecaue cah flow eing
generated on 10,000 oe per da, for intance,  a
predominantl oil producer i conideral different than a
10,000 oe per da drer ga compan in term of cah flow. I
wouldn’t a it’ apple-to-apple on that 10,000 oe per da
rule,” AltaCorp’ O’Rourke aid.
“At firt it eem like a nice and imple ea little rule. ut I
think it’ more aout market cap now. Anthing le than $500
million in market cap i proal what we’re conidering junior
at thi point, and then micro-cap i kind of elow $250 million.”
dgelow agreed that it’ difficult to come up with an accurate
definition a to what contitute a junior compan.
“There are rule of thum, more than anthing. M claim to a
certain extent would e we’ve got a factor of 10. o a numer of
ear ago ou could tart up with a 500 arrel a da operation
and take it and doule it and o on. The notion wa how man
people do I need to run m compan, and when it get to e too
man and too expenive, I’m going to ell the uine,” he
aid.
“I the new threhold 5,000 now with the capacit to go to
10,000 oe per da? It ver well ma e … I would think that
might e the new realm. You do need to proal have 5,000 a
da on the wa to 10,000, and ou need the taff and expertie
to e ale to do that. It’ a different cope than it ued to e,
that’ for certain.”
And that increaed cope and the financial wherewithal now
required to compete mean that conolidation will likel rampup and corporate and/or aet ale will continue to e part of
the urvival trateg going forward.
“Now that oil price have tarted to firm omewhat, ou’re
going to have ank tr and put more companie together. I do
think that’ going to happen,” aid Ramond Jame’ McCrae.
“What ou ma alo ee i a [larger companie] tr to high-
grade their land the ma take advantage of ome of the junior
plaer that ma not have een their tock reound a much a
the more liquid name. A a reult, ou could ee ome junior
plaer reolve ome leverage iue  dipoing of ome of
their undrilled land, or jut e taken out completel,” he added.
“One other thing i no CO want to e een elling at the
ottom of the market. o that could e the one thing that
prevent more tranaction from going through. ut at the end
of the da, if there can e omewhat of a win-win ituation and
ome kind of pin-out, thoe are the tranaction that we could
ee more and more of.”
Privatel peaking
PAC’ Leach aid that ome recent financing, acquiition
and going private tranaction indicate that private equit
continue to “have an appetite” to upport Canada’ junior and
intermediate ector.
“Man oerver have commented that there are illion of
dollar looking to finance the right opportunitie in North
America,” he aid.
“Whether that i pulic penion fund mone, U..-aed private
equit or our own Calgar-aed invetment firm and capital
provider, there eem to e recognition that opportunitie can
e found here in Wetern Canada, which i encouraging for the
future of our junior and intermediate ector.”
McCrae aid going the private route i “definitel an option” ut
that thoe with the cah are looking for argain-in deal.
“I know there have een a lot of private equit fund that have
come to Calgar, hopped around and have looked at different
companie tring to take advantage of the depreed
commodit price environment and ome depreed
valuation,” he aid.
“ut thee private equit gu are tring to reall, reall not pa
a lot. The trul want to get thee thing almot out of
ankruptc. The were not ale to get a lot of deal done ack
earlier thi ear, ut ou could tart to ee a few more here a
the tart to come to the realization that the need to pa up a
little more if the want to get a deal done,” McCrae added.
O’Rourke aid going private can make a lot of ene for ome
companie who are currentl operating under the pulic
model.
“We’ve een ome companie [like Yoho Reource Inc. - DO,
Jul 19, 2016
(http://www.dailoilulletin.com/article/2016/7/19/oho-
reource-going-private-tranaction-led-one-/)], go private a
of late. It reall ultimatel come down to the trateg of the
uine and in ome intance it make a lot of ene for the
compan to ecome private,” he aid.
“If the compan ha a reource that’ going to take a little it
more time to develop and the’re not looking to have to report
on a quarterl ai and how growth progre on that front—
that it’ going to e a little it more poradic efore the
ecome a nice pulic entit—then eah, it make a lot of ene
to go private,” O’Rourke added.
“ut the troule with eing private i the cot of capital to
privateco i higher than it i for pulic companie.”
PAC and it continued evolution
Leach noted that PAC aw the greatet change in memerhip
well efore the collape in oil price. During the period tarting
around 2007, the aociation aw a tead hrinkage in the
numer of companie with the peritence of weak natural ga
price driven  the U.. production urge due to the hale
production revolution.
“In 2007 Canada wa home to over 40 per cent of the world’
pulicl traded oil and ga producer, mot of thee were
emerging and junior producer lited on the TX and TX
Venture exchange. That population of pulicl traded
companie ha hrunk draticall along with changing capital
market entiment that favoured larger companie and the
greater role plaed  private equit,” Leach aid.
“Throughout thee ear we alo aw a hift to larger-cale
memer at PAC a a wave of conolidation rehaped the
junior ector. In fact, it wa our oervation of thee trend that
prompted u to implif our name  dropping the word ‘mall’
from the name of the aociation a few ear ago,” he added.
“ince the downturn tarted in 2014, encouragingl, our
aggregate memerhip numer eem to have tailized and
we are ver pleaed with the memerhip roter we have toda.”
PAC (formerl the mall xplorer and Producer
Aociation of Canada) ha een around for more than 30
ear. In fact, a Leach point out, it wa founded in 1986 at the
ottom of the 1980’ oil price lump.
“o we have een thi efore. Canada’ junior and intermediate
ector continue to e ver reilient and o are we,” Leach aid.
“PAC i in olid financial hape and we plan to e around long
into the future. At leat long enough to outlat all the people
who tell u the oil and ga era i over.”
Leach i adamant in hi elief that Canada need a “thriving
population” of Canadian-owned companie to develop the “full
pectrum of reource opportunitie” availale in the Wetern
Canadian edimentar ain.
“Whether thoe companie are laeled ‘emerging, junior or
intermediate’ producer i not terril important,” he aid.
“The ke from PAC’ perpective i that Canada continue to
e a place where Canadian can tart up companie that go on
to uccefull participate in the ownerhip and development
of the energ reource we have in Wetern Canada.”
CTION: FATUR (/CTION/FATUR/), MARKT INTLLIGNC (/CTION/MARKTINTLLIGNC/) CATGORI: DRILLING (/CATGORY/DRILLING/), FINANC - INVTMNT (/CATGORY/FINANCINVTMNT/)