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                    [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
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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.
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Latest Publications by Nick Antill

Latest Tweets from @OxfordEnergy

  • OIES' @thierry_bros quoted on Sonatrach changes https://t.co/C2f3RROp1q via @LesEchos

    March 27th

  • New OIES study on Russian LNG: A 12-year tax holiday + no export tax on LNG improved project economics for Yamal LN… https://t.co/HZej1LYRny

    March 24th

  • Novatek will be Russia's LNG leader while Gazprom will focus on pipeline projects, OIES via @AAEnergyNews https://t.co/JOB85QXAyc

    March 23rd

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