WP_Query Object
(
[query] => Array
(
[post_type] => publications
[posts_per_page] => -1
[meta_query] => Array
(
[0] => Array
(
[key] => author
[value] => 14527
[compare] => LIKE
)
)
)
[query_vars] => Array
(
[post_type] => publications
[posts_per_page] => -1
[meta_query] => Array
(
[0] => Array
(
[key] => author
[value] => 14527
[compare] => LIKE
)
)
[error] =>
[m] =>
[p] => 0
[post_parent] =>
[subpost] =>
[subpost_id] =>
[attachment] =>
[attachment_id] => 0
[name] =>
[static] =>
[pagename] =>
[page_id] => 0
[second] =>
[minute] =>
[hour] =>
[day] => 0
[monthnum] => 0
[year] => 0
[w] => 0
[category_name] =>
[tag] =>
[cat] =>
[tag_id] =>
[author] =>
[author_name] =>
[feed] =>
[tb] =>
[paged] => 0
[meta_key] =>
[meta_value] =>
[preview] =>
[s] =>
[sentence] =>
[title] =>
[fields] =>
[menu_order] =>
[embed] =>
[category__in] => Array
(
)
[category__not_in] => Array
(
)
[category__and] => Array
(
)
[post__in] => Array
(
)
[post__not_in] => Array
(
)
[post_name__in] => Array
(
)
[tag__in] => Array
(
)
[tag__not_in] => Array
(
)
[tag__and] => Array
(
)
[tag_slug__in] => Array
(
)
[tag_slug__and] => Array
(
)
[post_parent__in] => Array
(
)
[post_parent__not_in] => Array
(
)
[author__in] => Array
(
)
[author__not_in] => Array
(
)
[ignore_sticky_posts] =>
[suppress_filters] =>
[cache_results] => 1
[update_post_term_cache] => 1
[lazy_load_term_meta] => 1
[update_post_meta_cache] => 1
[nopaging] => 1
[comments_per_page] => 50
[no_found_rows] =>
[order] => DESC
)
[tax_query] => WP_Tax_Query Object
(
[queries] => Array
(
)
[relation] => AND
[table_aliases:protected] => Array
(
)
[queried_terms] => Array
(
)
[primary_table] => wp_posts
[primary_id_column] => ID
)
[meta_query] => WP_Meta_Query Object
(
[queries] => Array
(
[0] => Array
(
[key] => author
[value] => 14527
[compare] => LIKE
)
[relation] => OR
)
[relation] => AND
[meta_table] => wp_postmeta
[meta_id_column] => post_id
[primary_table] => wp_posts
[primary_id_column] => ID
[table_aliases:protected] => Array
(
[0] => wp_postmeta
)
[clauses:protected] => Array
(
[wp_postmeta] => Array
(
[key] => author
[value] => 14527
[compare] => LIKE
[alias] => wp_postmeta
[cast] => CHAR
)
)
[has_or_relation:protected] =>
)
[date_query] =>
[request] => SELECT wp_posts.* FROM wp_posts INNER JOIN wp_postmeta ON ( wp_posts.ID = wp_postmeta.post_id ) WHERE 1=1 AND (
( wp_postmeta.meta_key = 'author' AND wp_postmeta.meta_value LIKE '%14527%' )
) AND wp_posts.post_type = 'publications' AND (wp_posts.post_status = 'publish' OR wp_posts.post_status = 'acf-disabled' OR wp_posts.post_status = 'wc-fraud-screen' OR wp_posts.post_status = 'wc-authorised') GROUP BY wp_posts.ID ORDER BY wp_posts.post_date DESC
[posts] => Array
(
[0] => WP_Post Object
(
[ID] => 27974
[post_author] => 1
[post_date] => 2002-01-01 00:00:11
[post_date_gmt] => 2002-01-01 00:00:11
[post_content] => After a long period of cost cutting, the oil companies were left with little choice but to embark on a wave of mergers to rekindle growth aspirations. If these efforts founder, what should the oil companies do next? Should they accept fashionable arguments in favour of deconstruction and break up into focused entities, and would this actually add value? We believe not, but this raises additional questions. How should they address the trade-off between reinvestment in growth and maintenance of returns on
capital employed? How should they measure the latter, and what does the capital market really expect of them? We believe that target returns on capital are far too high and current accounting returns on capital are largely delusive. This also has implications for capital allocation since the upstream is a lot less profitable than it looks, though still much more profitable than refining.
[post_title] => Oil Company Crisis: Managing structure, profitability and growth
[post_excerpt] =>
[post_status] => publish
[comment_status] => closed
[ping_status] => closed
[post_password] =>
[post_name] => oil-company-crisis-managing-structure-profitability-and-growth
[to_ping] =>
[pinged] =>
[post_modified] => 2016-03-01 15:56:39
[post_modified_gmt] => 2016-03-01 15:56:39
[post_content_filtered] =>
[post_parent] => 0
[guid] => https://www.oxfordenergy.org/wpcms/publications/oil-company-crisis-managing-structure-profitability-and-growth/
[menu_order] => 0
[post_type] => publications
[post_mime_type] =>
[comment_count] => 0
[filter] => raw
)
)
[post_count] => 1
[current_post] => -1
[in_the_loop] =>
[post] => WP_Post Object
(
[ID] => 27974
[post_author] => 1
[post_date] => 2002-01-01 00:00:11
[post_date_gmt] => 2002-01-01 00:00:11
[post_content] => After a long period of cost cutting, the oil companies were left with little choice but to embark on a wave of mergers to rekindle growth aspirations. If these efforts founder, what should the oil companies do next? Should they accept fashionable arguments in favour of deconstruction and break up into focused entities, and would this actually add value? We believe not, but this raises additional questions. How should they address the trade-off between reinvestment in growth and maintenance of returns on
capital employed? How should they measure the latter, and what does the capital market really expect of them? We believe that target returns on capital are far too high and current accounting returns on capital are largely delusive. This also has implications for capital allocation since the upstream is a lot less profitable than it looks, though still much more profitable than refining.
[post_title] => Oil Company Crisis: Managing structure, profitability and growth
[post_excerpt] =>
[post_status] => publish
[comment_status] => closed
[ping_status] => closed
[post_password] =>
[post_name] => oil-company-crisis-managing-structure-profitability-and-growth
[to_ping] =>
[pinged] =>
[post_modified] => 2016-03-01 15:56:39
[post_modified_gmt] => 2016-03-01 15:56:39
[post_content_filtered] =>
[post_parent] => 0
[guid] => https://www.oxfordenergy.org/wpcms/publications/oil-company-crisis-managing-structure-profitability-and-growth/
[menu_order] => 0
[post_type] => publications
[post_mime_type] =>
[comment_count] => 0
[filter] => raw
)
[comment_count] => 0
[current_comment] => -1
[found_posts] => 1
[max_num_pages] => 0
[max_num_comment_pages] => 0
[is_single] =>
[is_preview] =>
[is_page] =>
[is_archive] => 1
[is_date] =>
[is_year] =>
[is_month] =>
[is_day] =>
[is_time] =>
[is_author] =>
[is_category] =>
[is_tag] =>
[is_tax] =>
[is_search] =>
[is_feed] =>
[is_comment_feed] =>
[is_trackback] =>
[is_home] =>
[is_404] =>
[is_embed] =>
[is_paged] =>
[is_admin] =>
[is_attachment] =>
[is_singular] =>
[is_robots] =>
[is_posts_page] =>
[is_post_type_archive] => 1
[query_vars_hash:WP_Query:private] => 0c9173fca7438bab369cb47be7d7bf4a
[query_vars_changed:WP_Query:private] =>
[thumbnails_cached] =>
[stopwords:WP_Query:private] =>
[compat_fields:WP_Query:private] => Array
(
[0] => query_vars_hash
[1] => query_vars_changed
)
[compat_methods:WP_Query:private] => Array
(
[0] => init_query_flags
[1] => parse_tax_query
)
)
After a long period of cost cutting, the oil companies were left with little choice but to embark on a wave of mergers to rekindle growth aspirations. If these efforts founder, what should the oil companies do next? Should they accept fashionable arguments in favour of deconstruction and break up into focused entities, and would this actually […]
OIES study quoted on Spain’s third interconnection with Morocco: projects such as Desertec stalled because they wer… https://t.co/Zq1rR0iJLq
February 22nd
New OIES Podcast discusses the impact of the energy transition on energy investments with companies seeking higher… https://t.co/KBc56KNKLZ
February 20th
Oxford Energy Podcast – Energy Transition, Uncertainty, and the Implications of Change in the Risk Preferences of F https://t.co/RNXdsSxacz
February 20th
Register your email address here and we will send you notification of new publications, comment, articles etc. automatically.