6 5 - RR DONNELLEY FINANCIAL - External Home Login
6 5 - RR DONNELLEY FINANCIAL - External Home Login
6 5 - RR DONNELLEY FINANCIAL - External Home Login
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to identifying, securing and commercializing new unconventional liquids-rich plays. This planned transition will<br />
result in a more balanced portfolio between natural gas and liquids. To date, we have built leasehold positions<br />
and established production in multiple unconventional liquids-rich plays on approximately 4.1 million net<br />
leasehold acres. In 2010, we invested approximately $4.7 billion, net of divestitures, primarily in liquids-rich<br />
acreage, and we allocated approximately 30% of our $5.4 billion drilling and completion capital expenditures to<br />
these plays, compared to 10% in 2009. Our production of oil and natural gas liquids was 50,397 bbls per day<br />
during 2010, a 56% increase over the average for 2009 as a result of the increased development of our<br />
unconventional liquids-rich plays. We are projecting that the portion of drilling and completion capital<br />
expenditures allocated to liquids development will reach 50% in 2011 and 75% in 2012, and we expect to<br />
increase our oil and natural gas liquids production through our drilling activities to more than 150,000 bbls per<br />
day, or 20%-25% of total production, by year-end 2012.<br />
This shift to a greater emphasis on liquids production is a continuation of our general business strategy<br />
outlined in Item 1. Business. Our goal is to create value for investors by focusing on developing unconventional<br />
resource plays onshore in the U.S. We do so by:<br />
Growing through the drillbit – We are the most active driller in the U.S., have our own fleet of 105<br />
drilling rigs and are currently using 157 operated rigs. Our integrated marketing, gathering,<br />
compression and trucking services operations support our drilling activities so that we are able to<br />
manage the development of our leasehold efficiently and strategically.<br />
Controlling substantial land and drilling location inventories and building regional scale – We have<br />
been first movers in capturing both natural gas and liquids-rich unconventional leasehold and<br />
resources. During 2010, we invested heavily in a large number of highly competitive liquids-rich<br />
unconventional plays in order to accelerate our transition to increased liquids production. We now<br />
have achieved many of our leasehold acquisition goals and are becoming a significant seller of<br />
leasehold through new industry participation agreements and the pending sale of our Fayetteville<br />
Shale assets.<br />
Developing proprietary technological advantages – We support the scale of our operations with what<br />
we believe is the nation’s largest inventory of 3-D seismic information and our state-of-the-art<br />
Reservoir Technology Center, or RTC. The RTC provides us a substantial competitive advantage,<br />
enabling us among other things to more quickly, accurately and confidentially analyze core data from<br />
wells drilled through unconventional formations on a proprietary basis and then identify new plays and<br />
leasing opportunities ahead of our competition and reduce the likelihood of investing in plays that<br />
ultimately are not commercial. Our 3-D seismic data permits us to image reservoirs of natural gas and<br />
oil that might otherwise remain undiscovered and to drill our horizontal wells more accurately inside<br />
the targeted formation.<br />
Focusing on low costs – We minimize lease operating costs and general and administrative expenses<br />
through focused activities, vertical integration and increasing scale. As of December 31, 2010, our<br />
operated wells accounted for approximately 80% of our daily production volume, providing us with a<br />
high degree of operational flexibility and cost control.<br />
Mitigating natural gas and oil price risk – We actively seek to manage our exposure to adverse market<br />
prices for natural gas and oil through our hedging program. Hedging allows us to predict with greater<br />
certainty the effective prices we will receive for our hedged natural gas and oil production. Our realized<br />
cash hedging gains for 2010 were $2.056 billion and since January 1, 2001 have been $6.478 billion.<br />
Using industry participation agreements – Through industry participation property sales, we have<br />
recouped substantially all of our lease acquisition costs in six of our significant unconventional<br />
operating areas, and we hold leasehold in new plays which we believe will be best developed through<br />
future industry participation agreements. In addition, drilling cost carries allow us to accelerate the<br />
development of new plays at a reduced cost to us. We pioneered the industry participation model of<br />
unconventional natural gas and oil development, and many other E&P companies have followed with<br />
their own industry participation agreements in the past two years.<br />
Our strategic and financial plan for 2011-2012, announced on January 6, 2011 as our “25/25 Plan”, calls<br />
for a 25% reduction in our outstanding long-term debt while growing net natural gas and oil production by 25%<br />
by the end of 2012. We expect to achieve the reduction in debt through asset monetizations. Among the<br />
several benefits of lower debt are lower borrowing costs, and we believe improved credit metrics will lead to a<br />
more favorable debt rating by the major ratings agencies.<br />
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