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Changes and Challenges
in the Oil & Gas Industry
2019 ENERGY FORUM PERSPECTIVES AND INSIGHTS
CONTACT
2925 Richmond Avenue, 14th Floor
Houston, Texas 77098
713.850.7766
Visit boyarmiller.com
TABLE OF CONTENTS
03	 :	 Breakfast Forum At-A-Glance
04	 :	 Expert Insights:
		 Oilfield Services
		 Funding Shifts
		Production
		 Attracting and Retaining Talent
08	 :	Attorney Insights
10	 :	 Energy Experience
11	 :	 BoyarMiller Energy Practice Leaders
Welcome!
One of the speakers at this year’s Energy Forum aptly stated that energy will
be around forever in the form of hydrocarbons, or new varieties that will evolve
decades from now.
The industry impacts all of us individually, as well as Houston as the world’s
energy capital. It is a constantly evolving dynamic industry, and we appreciate
hearing about its changes and challenges from our panel of executives in oil
and gas services, production, and finance. They shared the industry’s current
state of capital discipline, funding shifts, and commoditization as oil prices
recover and a slow, steady rebound continues.
At BoyarMiller, we work to stay informed about industry trends and we share our
knowledge and learnings with others. That is the purpose of this eBook and our
annual forums—to deliver information from experts that may help us make better
strategic business decisions. We hope you enjoy reading this eBook and share
it with those who may find this timely information helpful.
Our extensive team of energy practice leaders assists clients who operate in
this vital industry advance their business goals, attain new possibilities, and
solve complex issues. Contact us to learn more about BoyarMiller, and how
we work to achieve extraordinary outcomes for our energy clients.
Thank you to Laura Schilling of Pumpco Services, James P. Baker of Piper Jaffray
 Co., and Matt McCarroll of Fieldwood Energy, LLC for sharing their insights and
perspectives about the state of the oil and gas industry.
My best,
CHRIS HANSLIK
Firm Chairman
LEARN MORE ABOUT THE FORUM
Breakfast Forum
At-A-Glance
PAGE 03
There is fantastic technology across
the industry and it’s really exciting.
LAURA SCHILLING
We want to be sure our infrastructure
lasts as long as our reserves in the
Gulf of Mexico.
MATT McCARROLL
The focus now is on capital
discipline and financial metrics;
it’s a new mindset.
JAMES P. BAKER
The business model has
changed for upstream
private equity groups.
JAMES P. BAKER
The biggest risk we can’t
mitigate or control is a
hurricane in the Gulf.
MATT McCARROLL
Fragmentation
in OFS is the
highest we’ve
ever seen.
LAURA SCHILLING
PAGE 04
• The former playbook we had in OFS is when
oil prices went up, rigs went to work, capital
was invested, and we kept going until the
cycle came down again. Now there is a call
for capital discipline.
• This recovery has been different for OFS compa-
nies because the competitor mix has shifted. There
used to be the big three service companies and
then everybody else. Now you have a plethora of
companies and operators are willing to use them.
• Because of fragmentation, our company is putting
less capital in the U.S. this year and more in inter-
national and the Gulf of Mexico. We have a lot
of customers in the Gulf with fantastic returns;
there’s no reason not to invest there.
• The upturn in OFS hasn’t lasted that long; we look
at three- to five-year cycles. Right now, we still
have OFS companies with a lot of debt and they
have to get their balance sheets back in order.
• Investors want capital discipline. The question
is how many quarters is it going to take for them
to believe and reward management teams so
there will be some inertia and movement?
• There’s an adage that ‘slow is fast and fast is slow’
that applies to the operational efficiency at a
frac site. Our customers want our ideas on how
we can achieve efficiency safely – whether
that is with technology or different processes.
Execution matters.
Expert Insights:
Oilfield Services
Laura leads Pumpco Services, a
Superior Energy Services company that
delivers hydraulic fracturing services
across the southern U.S. in key basins
including the Permian and Eagle Ford.
“It’s an interesting
time in oilfield
services right now.”
	LAURA SCHILLING
President, Pumpco Services
PAGE 05
• We are still seeing growth in the midstream sector,
not just for typical commodities but also water.
The disposal logistics around water, which is a
bi-product of hydrocarbon production, is a
growth area right now.
• Private equity funds that are flush with capital
are looking at the midstream companies with
cash flow and growth profiles and stepping in
now to bridge the gap in the market. When the
market returns, they will flip them to strategics
or take them public.
• Master Limited Partnerships (MLPs) are fixing
their balance sheets and restructuring with
some moving toward C Corps.
• I think many agree that consolidation needs
to happen in the industry, but the catalysts
are difficult.
• Because they are fully integrated, the majors
right now are not beholden to the concept of
operating upstream portfolio within cash flow;
they can make it up on the downstream side.
• The biggest change in the midstream space is
that 10 years ago the vast majority of buyers were
master limited partnerships or MLPs. Since 2017,
we have seen about $50 billion worth of mergers
and acquisitions in midstream; approximately
$40 billion of it has been financial buyers with
$10 billion representing strategic buyers.
Expert Insights:
Funding Shifts
Prior to assuming his current role,
Baker served as co-head of energy
investment banking for Simmons
Energy | A Division of Piper Jaffray.
SM
He joined Simmons in 2001 to help grow
the firm’s midstream/downstream plat-
form. He was later promoted to lead
the midstream/downstream group and
manage the upstream group, as well
as serve on the Simmons’ board and
management committee. 
“The energy industry
has an opportunity
for everyone.”
	JAMES P. BAKER
Managing Director, Global Co-Head of Investment
Banking and Capital Markets, Piper Jaffray  Co.
PAGE 06
• People need to realize that the price of oil we
see reported is good for one month. The price a
year or two years out is unknown, so you mitigate
risk by hedging and locking in prices for planning.
• We view ourselves as a consolidator of shallow
water operations in the Gulf of Mexico and are
moving into deepwater.
• I think of us as farmers. We have a crop, that’s
oil and gas, the weather impacts our business,
someone is going to buy our crop, and we
ultimately sell it at a price high enough to
make money.
• It’s nice to have the government back as a
partner and not our adversary. We still have a
lot of pressure, and there are 25 to 30 people in
our company that are devoted to regulatory
matters to assure our compliance.
• There is a lot of regulatory oversight because
of concern of corrosion issues and the age of
the infrastructure in the Gulf of Mexico—and
how much longer it can safely and effectively
produce. We want to be sure our infrastructure
lasts as long as our reserves. But the solution is
new reserves to justify building new infrastructure
or improving the existing one.
• Unfortunately, as our industry continues to
consolidate, we are eliminating jobs. You
don’t need two accounting departments or
two safety departments. It’s a real negative
consequence of consolidation.
Expert Insights:
Production
Matt founded Fieldwood Energy in
2013 and it is currently the fifth-largest
producer in the Gulf of Mexico and
one of the largest privately owned
exploration and production
companies in the U.S.
“If I knew where
oil prices were
headed, I wouldn’t
be producing it,
I’d be trading it.”
	MATT McCARROLL
Chairman and CEO, Fieldwood Energy LLC
The millennial generation wants to be part
of something that makes a difference; they
want an alternative lifestyle and that may
be independent contracting. They don’t feel
a need to work for a Fortune 500 company.
Our sector faces that challenge with the
next generation and its lifestyle choices—
we must take it seriously.
There has always been a field workforce
that migrates from basin to basin. But on
the engineering side, we compete for talent
with technology companies from all industries.
Energy will be around in some form forever.
The technology that is involved today is on
par with AI. To have a drillship five miles above
the ocean floor, drilling 20,000 feet below the
ocean floor, using a joy stick is incredible. It’s
not something you bootstrap in your garage.
Globally across
the industry,
finding talent
has always
been a
challenge.
Do what you love and figure out
how to make money with it, whether
that is computer science, engineer-
ing, or finance. There are spots for
all those disciplines in our industry.
Universities like Texas AM are letting
students cross-pollinate departments
so a petroleum engineer student can
take business courses. The result will
be a well-educated engineer who
can communicate.
Expert Insights: Attracting
and Retaining Talent
PAGE 07
PAGE 08
Attorney Insights
When a Service Company goes on location and performs
services, a simple mistake could result in millions of dollars
of damages or even the loss of life. If a Service Company is
performing services under the assumption that knock-for-
knock indemnity applies, they could be wrongly thinking
that those potential liabilities are either being assumed by
the Operator or covered by the Service Company’s own
insurance policies, when in fact, neither may be the case.
The traditional oilfield services contractual indemnity
model is referred to as “knock-for-knock.”
This indemnity model works fairly well in the oil and gas
industry since the Operator and the Service Company are
naturally in the best position to ensure against and mitigate
any risk of “loss” relating to their own assets, properties,
and people. However, over the last decade or so Operators
have been steadily chiseling away at the knock-for-knock
indemnity model in order to allocate to Service Companies
a larger share of the risk for pollution, well damage and
damage to the hole, blowouts/wild well events (including
control and remediation costs), damage to an aquifer or
the formation itself, including the loss of oil or gas therefrom,
(collectively, “Well Damages”).
Some Operators use a direct approach to allocate more
responsibility for Well Damages onto Service Companies.
They employ contractual language that specifically carves
out various types of Well Damages from the general knock-
for-knock indemnity provision to the extent that such Well
Damages arise or result from the simple negligence or gross
negligence of the Service Company.
In the alternative, this liability may be reallocated to a
Service Company through a “less is more” approach. For
example, a service agreement between an Operator and
a Service Company that contains a standard knock-for-
knock indemnity may also contain a seemingly innocuous
exception for any “losses” that are caused by or result from
the “gross negligence” of the Service Company. While this
Is It Really
Knock-for-Knock?
SHAY JOHANSON
Of Counsel, Business Group
In a recent conversation with a
prominent oilfield service investment
banker, I brought up what I see as
a growing trend among exploration
and production companies (Operators)
to push more liability onto oilfield
service companies whose services
reach below the earth’s surface during
drilling and completion operations
(Service Companies). When I pointed
out the latent risks associated with
owning or acquiring Service Companies
because of their potential exposure
to significant, yet largely unforeseen
indemnification obligations, he replied,
“It’s all knock-for-knock, isn’t it?” The
answer was and is—it used to be, but
not so much anymore.
Knock-for-knock refers to an indemnity
provision in a contract where each party
agrees to indemnify and hold harmless the
other party from any and all claims, dam-
ages, losses, and liabilities in respect to its
own properties and employees (including
death, illness and injury), regardless of fault,
including the fault of the indemnified party.
sort of provision may not unequivocally state that “losses”
include Well Damages, by omission, the net effect is the
same; the Service Company will be liable by contract to
indemnify and defend the Operator from and against Well
Damages that arise or result in whole or in part from that
Service Company’s gross negligence.
At this point, you are probably asking yourself, “How does
this impact me?” The answer is it probably doesn’t unless
you operate, own, or are planning to acquire a Service
Company. If that is the case, it could affect you in ways
that you may not fully appreciate. In essence, you may be
unknowingly “betting the Company” every time your people
step on location. One reason is that your Service Company’s
insurance policies may not actually provide coverage for the
Well Damages that it is assuming responsibility for under its
service agreements. Well Damages may not be a covered
claim for a variety
of reasons. Some commercial general liability and excess
(CGL/Excess) liability policies exclude certain types of
Well Damages in the absence of a policy rider. In addition,
typical CGL/Excess liability policies exclude coverage for
losses that arise from services performed by the insured, if
the insured would not otherwise be liable for such losses in
the absence of a contract (e.g. if the insured would not be
liable for the Well Damages under common law principles).
Courts in some jurisdictions have gone so far as to rule that
the CGL/Excess liability policies do not insure against claims
if the claims arise out of work performed by the insured,
pursuant to a contract given the presence of breach of
contract exclusions incorporated into the policies by
endorsement. This is problematic for Service Companies
since a valid Well Damage claim brought against a
Service Company will almost certainly arise from the
work performed by the insured pursuant to a contract.
This is even more troublesome (in light of standard form exclu-
sions j(5) and j(6)) for wellbore or reservoir damage (and any
associated loss of oil or gas). Moreover, and perhaps most
importantly, standard insurance policies expressly exclude,
via endorsement, coverage for damages that arise from
the gross negligence or willful misconduct of the insured.
In addition, as difficult as it may be for a Service Company to
trigger coverage under its policies for Well Damages, even if
coverage is triggered, the total liabilities associated with any
one (or a combination) of the different types of Well Damages
could very easily exceed the CGL/Excess liability policy limits.
What can a Service Company do to adequately
protect its interests?
First, ensure that any service agreement to be entered into
between your Service Company and an Operator has been
thoroughly reviewed by an attorney who has significant
experience working with Service Companies (preferably in
the same or a similar service line as the Service Company)
and has an in-depth understanding of what your Service
Company, its equipment, and its people actually do on
location (and how that interplays with the Operator’s role
and operations). In addition, that attorney should not
only understand the nuances associated with indemnity
provisions, but should also have a firm understanding of all
aspects of liability insurance (including, standard endorse-
ments and other exclusions from coverage, as well as, the
policy riders available), how the insurance policies and the
indemnity provisions will interact and, ultimately, how that
will affect the Service Company’s obligations/liabilities
under a service agreement. In essence, your attorney’s role
is to assess and inform you of the risks, help mitigate your
exposure to those risks and otherwise advise you so that
you are able to make a fully informed business decision
based on your risk tolerance.
Second, you may be “forced” to accept a service contract
that exposes your Service Company to Well Damages, which
is likely if you want to work in this competitive market. In the
absence of spending a significant chunk of your anticipated
profits on insurance policy riders, it would be advisable to
either (a) limit your liability to the insurance proceeds actu-
ally paid out under your policies and/or (b) insert a provision
into the service agreement that limits your maximum liability
for different types of Well Damages, regardless of the cause.
If your Service Company is not insured for certain Well Dam-
ages, it should contract for a liability limit that is affordable in
light of the proforma PL you have modeled for the service
agreement, be it $100,000 or $1,000,000, and look upon
that amount as an insurance deductible. If you are insured
for Well Damages, contractually limit the liability for Well
Damages to a maximum amount that is at or below your
CGL/Excess liability policy limits, but in any event, does
not exceed the actual insurance proceeds paid out
under your insurance policies.
If you are planning to acquire a Service Company,
make sure your attorney is not only an excellent
mergers and acquisitions attorney...
The attorney must also possess a firm understanding of the
business/operational aspects of the target Service Company,
the target Service Company’s role at the well site, and the
pitfalls associated with oilfield service agreements and the
indemnity provisions. Be sure that you properly understand
any inherent risks associated with your investment in the tar-
get Service Company and allocate those risks to the seller of
the target Service Company to the greatest extent possible.
ATTORNEY INSIGHT : PAGE 09
In essence, if a Service Company enters
into a service agreement that allocates
responsibility, either overtly or by omission,
onto that Service Company for Well Dam-
ages arising from its “gross negligence,”
that potential liability is uninsured.
Our Energy Experience
Runs Deep
PAGE 10
Our representation of companies in the energy sector
includes mergers and acquisitions, financings, master
service agreements, employment agreements, joint
ventures, and other transactions.
Shay Johanson, Of Counsel
in our Business Group,
has worked in-house for
oil and gas companies
and has deep industry
knowledge to provide
value-driven solutions
to complex problems
and disputes.
We represent energy
companies in commercial,
trade secret, environmental,
and construction disputes,
and in a broad range of
labor and employment
issues and disputes.
BUSINESS NETWORK
Shareholder Gus Bourgeois is the founder of the
Texas Global Business Network, a networking group
of seasoned professionals who have experience
assisting international enterprises in doing business
in the U.S.
BEYOND BORDERS
In addition to representing U.S.-based
clients, we often represent companies
based in the U.K. and Norway in their
U.S. transactions.
PAGE 11
Energy
Practice Leaders
CHRIS HANSLIK
Firm Chairman
Represents companies in all aspects of the energy sector,
both domestically and internationally, in disputes ranging
from breach of contract and fraud to misappropriation
of trade secrets and employment-related disputes.
Has secured favorable results in both state and federal
courts, as well as international arbitration proceedings
for energy clients.
BILL BOYAR
Founding Shareholder, Business Group
Represents the various parties involved in the acquisition,
disposition, capitalization and financing of national
and international businesses. Served as lead counsel
for numerous complex, multi-party acquisitions and proj-
ect financings with significant experience in corporate
finance, mergers and acquisitions, private equity and
structure finance.
STEVE KESTEN
Chair, Business Group
Represents multiple international energy and energy ser-
vices clients with outbound expansion (i.e., U.S. companies
expanding internationally) and inbound expansion (inter-
national companies expanding to the U.S.), including
start-up expansion or expansion by acquisition, as
well as in connection with financing and merger and
divestiture transactions.
PRACTICE LEADERS : PAGE 12
GUS BOURGEOIS
Shareholder, Business Group
Represents clients doing business domestically and interna-
tionally in connection with mergers and acquisitions, finance
and multi-jurisdictional transactions, including negotiation of
contracts for sales of goods and services (including master
service agreements), technology licensing, joint venture
agreements, and employment agreements, with significant
experience in assisting foreign businesses in establishing and
growing their U.S. operations.
SHAY JOHANSON
Of Counsel, Business Group
Has acted as General Counsel for multiple oilfield services
companies. Represents oilfield services companies in trans-
actions including mergers and acquisitions, dispositions, joint
ventures, private securities offerings, corporate restructuring,
venture capital, private equity financings, corporate gover-
nance matters, and general contracts.
GARY MILLER
Founding Shareholder, Business Group
Represents numerous domestic and offshore-based
companies in connection with acquisitions and divestitures,
financings, joint ventures and general corporate matters
in the U.S.
ANDREW PEARCE
Shareholder, Litigation Group
Represents both individuals and corporations in all types
of commercial and business litigation—including the oil
and gas and chemical industries—for conflicts involving
employment disputes, trade secrets and confidential
information, breach of contract and more.
PRACTICE LEADERS : PAGE 13
MATTHEW S. VEECH
Shareholder, Litigation Group
Represents clients in a variety of employment and
business-related disputes, including matters relating
to enforcement of non-compete and non-solicitation
agreements, misappropriation of trade secrets and
proprietary information, breach of fiduciary duties
and breach of contract and related business torts.
BLAKE ROYAL
Shareholder, Business Group
Blake’s practice includes acquisitions and dispositions
of equity and assets of both real estate and operating
businesses, including entity and capital formation, such
as private placements in domes­tic and international juris-
dictions; recapitalization transactions with venture capital
and private equity funds; and general contractual drafting
and negotiation.
PHILIP A. DUNLAP
Shareholder, Business Group
Represents clients for corporate and private securities
transactions as well as serving as outside general counsel
in a variety of matters, including mergers and acquisi-
tions, financing, employment agreements and raising
capital through private offerings.

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BoyarMiller Breakfast Forum: Perspectives on the Energy Industry 2019

  • 1. Changes and Challenges in the Oil & Gas Industry 2019 ENERGY FORUM PERSPECTIVES AND INSIGHTS
  • 2. CONTACT 2925 Richmond Avenue, 14th Floor Houston, Texas 77098 713.850.7766 Visit boyarmiller.com TABLE OF CONTENTS 03 : Breakfast Forum At-A-Glance 04 : Expert Insights: Oilfield Services Funding Shifts Production Attracting and Retaining Talent 08 : Attorney Insights 10 : Energy Experience 11 : BoyarMiller Energy Practice Leaders Welcome! One of the speakers at this year’s Energy Forum aptly stated that energy will be around forever in the form of hydrocarbons, or new varieties that will evolve decades from now. The industry impacts all of us individually, as well as Houston as the world’s energy capital. It is a constantly evolving dynamic industry, and we appreciate hearing about its changes and challenges from our panel of executives in oil and gas services, production, and finance. They shared the industry’s current state of capital discipline, funding shifts, and commoditization as oil prices recover and a slow, steady rebound continues. At BoyarMiller, we work to stay informed about industry trends and we share our knowledge and learnings with others. That is the purpose of this eBook and our annual forums—to deliver information from experts that may help us make better strategic business decisions. We hope you enjoy reading this eBook and share it with those who may find this timely information helpful. Our extensive team of energy practice leaders assists clients who operate in this vital industry advance their business goals, attain new possibilities, and solve complex issues. Contact us to learn more about BoyarMiller, and how we work to achieve extraordinary outcomes for our energy clients. Thank you to Laura Schilling of Pumpco Services, James P. Baker of Piper Jaffray Co., and Matt McCarroll of Fieldwood Energy, LLC for sharing their insights and perspectives about the state of the oil and gas industry. My best, CHRIS HANSLIK Firm Chairman LEARN MORE ABOUT THE FORUM
  • 3. Breakfast Forum At-A-Glance PAGE 03 There is fantastic technology across the industry and it’s really exciting. LAURA SCHILLING We want to be sure our infrastructure lasts as long as our reserves in the Gulf of Mexico. MATT McCARROLL The focus now is on capital discipline and financial metrics; it’s a new mindset. JAMES P. BAKER The business model has changed for upstream private equity groups. JAMES P. BAKER The biggest risk we can’t mitigate or control is a hurricane in the Gulf. MATT McCARROLL Fragmentation in OFS is the highest we’ve ever seen. LAURA SCHILLING
  • 4. PAGE 04 • The former playbook we had in OFS is when oil prices went up, rigs went to work, capital was invested, and we kept going until the cycle came down again. Now there is a call for capital discipline. • This recovery has been different for OFS compa- nies because the competitor mix has shifted. There used to be the big three service companies and then everybody else. Now you have a plethora of companies and operators are willing to use them. • Because of fragmentation, our company is putting less capital in the U.S. this year and more in inter- national and the Gulf of Mexico. We have a lot of customers in the Gulf with fantastic returns; there’s no reason not to invest there. • The upturn in OFS hasn’t lasted that long; we look at three- to five-year cycles. Right now, we still have OFS companies with a lot of debt and they have to get their balance sheets back in order. • Investors want capital discipline. The question is how many quarters is it going to take for them to believe and reward management teams so there will be some inertia and movement? • There’s an adage that ‘slow is fast and fast is slow’ that applies to the operational efficiency at a frac site. Our customers want our ideas on how we can achieve efficiency safely – whether that is with technology or different processes. Execution matters. Expert Insights: Oilfield Services Laura leads Pumpco Services, a Superior Energy Services company that delivers hydraulic fracturing services across the southern U.S. in key basins including the Permian and Eagle Ford. “It’s an interesting time in oilfield services right now.” LAURA SCHILLING President, Pumpco Services
  • 5. PAGE 05 • We are still seeing growth in the midstream sector, not just for typical commodities but also water. The disposal logistics around water, which is a bi-product of hydrocarbon production, is a growth area right now. • Private equity funds that are flush with capital are looking at the midstream companies with cash flow and growth profiles and stepping in now to bridge the gap in the market. When the market returns, they will flip them to strategics or take them public. • Master Limited Partnerships (MLPs) are fixing their balance sheets and restructuring with some moving toward C Corps. • I think many agree that consolidation needs to happen in the industry, but the catalysts are difficult. • Because they are fully integrated, the majors right now are not beholden to the concept of operating upstream portfolio within cash flow; they can make it up on the downstream side. • The biggest change in the midstream space is that 10 years ago the vast majority of buyers were master limited partnerships or MLPs. Since 2017, we have seen about $50 billion worth of mergers and acquisitions in midstream; approximately $40 billion of it has been financial buyers with $10 billion representing strategic buyers. Expert Insights: Funding Shifts Prior to assuming his current role, Baker served as co-head of energy investment banking for Simmons Energy | A Division of Piper Jaffray. SM He joined Simmons in 2001 to help grow the firm’s midstream/downstream plat- form. He was later promoted to lead the midstream/downstream group and manage the upstream group, as well as serve on the Simmons’ board and management committee.  “The energy industry has an opportunity for everyone.” JAMES P. BAKER Managing Director, Global Co-Head of Investment Banking and Capital Markets, Piper Jaffray Co.
  • 6. PAGE 06 • People need to realize that the price of oil we see reported is good for one month. The price a year or two years out is unknown, so you mitigate risk by hedging and locking in prices for planning. • We view ourselves as a consolidator of shallow water operations in the Gulf of Mexico and are moving into deepwater. • I think of us as farmers. We have a crop, that’s oil and gas, the weather impacts our business, someone is going to buy our crop, and we ultimately sell it at a price high enough to make money. • It’s nice to have the government back as a partner and not our adversary. We still have a lot of pressure, and there are 25 to 30 people in our company that are devoted to regulatory matters to assure our compliance. • There is a lot of regulatory oversight because of concern of corrosion issues and the age of the infrastructure in the Gulf of Mexico—and how much longer it can safely and effectively produce. We want to be sure our infrastructure lasts as long as our reserves. But the solution is new reserves to justify building new infrastructure or improving the existing one. • Unfortunately, as our industry continues to consolidate, we are eliminating jobs. You don’t need two accounting departments or two safety departments. It’s a real negative consequence of consolidation. Expert Insights: Production Matt founded Fieldwood Energy in 2013 and it is currently the fifth-largest producer in the Gulf of Mexico and one of the largest privately owned exploration and production companies in the U.S. “If I knew where oil prices were headed, I wouldn’t be producing it, I’d be trading it.” MATT McCARROLL Chairman and CEO, Fieldwood Energy LLC
  • 7. The millennial generation wants to be part of something that makes a difference; they want an alternative lifestyle and that may be independent contracting. They don’t feel a need to work for a Fortune 500 company. Our sector faces that challenge with the next generation and its lifestyle choices— we must take it seriously. There has always been a field workforce that migrates from basin to basin. But on the engineering side, we compete for talent with technology companies from all industries. Energy will be around in some form forever. The technology that is involved today is on par with AI. To have a drillship five miles above the ocean floor, drilling 20,000 feet below the ocean floor, using a joy stick is incredible. It’s not something you bootstrap in your garage. Globally across the industry, finding talent has always been a challenge. Do what you love and figure out how to make money with it, whether that is computer science, engineer- ing, or finance. There are spots for all those disciplines in our industry. Universities like Texas AM are letting students cross-pollinate departments so a petroleum engineer student can take business courses. The result will be a well-educated engineer who can communicate. Expert Insights: Attracting and Retaining Talent PAGE 07
  • 8. PAGE 08 Attorney Insights When a Service Company goes on location and performs services, a simple mistake could result in millions of dollars of damages or even the loss of life. If a Service Company is performing services under the assumption that knock-for- knock indemnity applies, they could be wrongly thinking that those potential liabilities are either being assumed by the Operator or covered by the Service Company’s own insurance policies, when in fact, neither may be the case. The traditional oilfield services contractual indemnity model is referred to as “knock-for-knock.” This indemnity model works fairly well in the oil and gas industry since the Operator and the Service Company are naturally in the best position to ensure against and mitigate any risk of “loss” relating to their own assets, properties, and people. However, over the last decade or so Operators have been steadily chiseling away at the knock-for-knock indemnity model in order to allocate to Service Companies a larger share of the risk for pollution, well damage and damage to the hole, blowouts/wild well events (including control and remediation costs), damage to an aquifer or the formation itself, including the loss of oil or gas therefrom, (collectively, “Well Damages”). Some Operators use a direct approach to allocate more responsibility for Well Damages onto Service Companies. They employ contractual language that specifically carves out various types of Well Damages from the general knock- for-knock indemnity provision to the extent that such Well Damages arise or result from the simple negligence or gross negligence of the Service Company. In the alternative, this liability may be reallocated to a Service Company through a “less is more” approach. For example, a service agreement between an Operator and a Service Company that contains a standard knock-for- knock indemnity may also contain a seemingly innocuous exception for any “losses” that are caused by or result from the “gross negligence” of the Service Company. While this Is It Really Knock-for-Knock? SHAY JOHANSON Of Counsel, Business Group In a recent conversation with a prominent oilfield service investment banker, I brought up what I see as a growing trend among exploration and production companies (Operators) to push more liability onto oilfield service companies whose services reach below the earth’s surface during drilling and completion operations (Service Companies). When I pointed out the latent risks associated with owning or acquiring Service Companies because of their potential exposure to significant, yet largely unforeseen indemnification obligations, he replied, “It’s all knock-for-knock, isn’t it?” The answer was and is—it used to be, but not so much anymore. Knock-for-knock refers to an indemnity provision in a contract where each party agrees to indemnify and hold harmless the other party from any and all claims, dam- ages, losses, and liabilities in respect to its own properties and employees (including death, illness and injury), regardless of fault, including the fault of the indemnified party.
  • 9. sort of provision may not unequivocally state that “losses” include Well Damages, by omission, the net effect is the same; the Service Company will be liable by contract to indemnify and defend the Operator from and against Well Damages that arise or result in whole or in part from that Service Company’s gross negligence. At this point, you are probably asking yourself, “How does this impact me?” The answer is it probably doesn’t unless you operate, own, or are planning to acquire a Service Company. If that is the case, it could affect you in ways that you may not fully appreciate. In essence, you may be unknowingly “betting the Company” every time your people step on location. One reason is that your Service Company’s insurance policies may not actually provide coverage for the Well Damages that it is assuming responsibility for under its service agreements. Well Damages may not be a covered claim for a variety of reasons. Some commercial general liability and excess (CGL/Excess) liability policies exclude certain types of Well Damages in the absence of a policy rider. In addition, typical CGL/Excess liability policies exclude coverage for losses that arise from services performed by the insured, if the insured would not otherwise be liable for such losses in the absence of a contract (e.g. if the insured would not be liable for the Well Damages under common law principles). Courts in some jurisdictions have gone so far as to rule that the CGL/Excess liability policies do not insure against claims if the claims arise out of work performed by the insured, pursuant to a contract given the presence of breach of contract exclusions incorporated into the policies by endorsement. This is problematic for Service Companies since a valid Well Damage claim brought against a Service Company will almost certainly arise from the work performed by the insured pursuant to a contract. This is even more troublesome (in light of standard form exclu- sions j(5) and j(6)) for wellbore or reservoir damage (and any associated loss of oil or gas). Moreover, and perhaps most importantly, standard insurance policies expressly exclude, via endorsement, coverage for damages that arise from the gross negligence or willful misconduct of the insured. In addition, as difficult as it may be for a Service Company to trigger coverage under its policies for Well Damages, even if coverage is triggered, the total liabilities associated with any one (or a combination) of the different types of Well Damages could very easily exceed the CGL/Excess liability policy limits. What can a Service Company do to adequately protect its interests? First, ensure that any service agreement to be entered into between your Service Company and an Operator has been thoroughly reviewed by an attorney who has significant experience working with Service Companies (preferably in the same or a similar service line as the Service Company) and has an in-depth understanding of what your Service Company, its equipment, and its people actually do on location (and how that interplays with the Operator’s role and operations). In addition, that attorney should not only understand the nuances associated with indemnity provisions, but should also have a firm understanding of all aspects of liability insurance (including, standard endorse- ments and other exclusions from coverage, as well as, the policy riders available), how the insurance policies and the indemnity provisions will interact and, ultimately, how that will affect the Service Company’s obligations/liabilities under a service agreement. In essence, your attorney’s role is to assess and inform you of the risks, help mitigate your exposure to those risks and otherwise advise you so that you are able to make a fully informed business decision based on your risk tolerance. Second, you may be “forced” to accept a service contract that exposes your Service Company to Well Damages, which is likely if you want to work in this competitive market. In the absence of spending a significant chunk of your anticipated profits on insurance policy riders, it would be advisable to either (a) limit your liability to the insurance proceeds actu- ally paid out under your policies and/or (b) insert a provision into the service agreement that limits your maximum liability for different types of Well Damages, regardless of the cause. If your Service Company is not insured for certain Well Dam- ages, it should contract for a liability limit that is affordable in light of the proforma PL you have modeled for the service agreement, be it $100,000 or $1,000,000, and look upon that amount as an insurance deductible. If you are insured for Well Damages, contractually limit the liability for Well Damages to a maximum amount that is at or below your CGL/Excess liability policy limits, but in any event, does not exceed the actual insurance proceeds paid out under your insurance policies. If you are planning to acquire a Service Company, make sure your attorney is not only an excellent mergers and acquisitions attorney... The attorney must also possess a firm understanding of the business/operational aspects of the target Service Company, the target Service Company’s role at the well site, and the pitfalls associated with oilfield service agreements and the indemnity provisions. Be sure that you properly understand any inherent risks associated with your investment in the tar- get Service Company and allocate those risks to the seller of the target Service Company to the greatest extent possible. ATTORNEY INSIGHT : PAGE 09 In essence, if a Service Company enters into a service agreement that allocates responsibility, either overtly or by omission, onto that Service Company for Well Dam- ages arising from its “gross negligence,” that potential liability is uninsured.
  • 10. Our Energy Experience Runs Deep PAGE 10 Our representation of companies in the energy sector includes mergers and acquisitions, financings, master service agreements, employment agreements, joint ventures, and other transactions. Shay Johanson, Of Counsel in our Business Group, has worked in-house for oil and gas companies and has deep industry knowledge to provide value-driven solutions to complex problems and disputes. We represent energy companies in commercial, trade secret, environmental, and construction disputes, and in a broad range of labor and employment issues and disputes. BUSINESS NETWORK Shareholder Gus Bourgeois is the founder of the Texas Global Business Network, a networking group of seasoned professionals who have experience assisting international enterprises in doing business in the U.S. BEYOND BORDERS In addition to representing U.S.-based clients, we often represent companies based in the U.K. and Norway in their U.S. transactions.
  • 11. PAGE 11 Energy Practice Leaders CHRIS HANSLIK Firm Chairman Represents companies in all aspects of the energy sector, both domestically and internationally, in disputes ranging from breach of contract and fraud to misappropriation of trade secrets and employment-related disputes. Has secured favorable results in both state and federal courts, as well as international arbitration proceedings for energy clients. BILL BOYAR Founding Shareholder, Business Group Represents the various parties involved in the acquisition, disposition, capitalization and financing of national and international businesses. Served as lead counsel for numerous complex, multi-party acquisitions and proj- ect financings with significant experience in corporate finance, mergers and acquisitions, private equity and structure finance. STEVE KESTEN Chair, Business Group Represents multiple international energy and energy ser- vices clients with outbound expansion (i.e., U.S. companies expanding internationally) and inbound expansion (inter- national companies expanding to the U.S.), including start-up expansion or expansion by acquisition, as well as in connection with financing and merger and divestiture transactions.
  • 12. PRACTICE LEADERS : PAGE 12 GUS BOURGEOIS Shareholder, Business Group Represents clients doing business domestically and interna- tionally in connection with mergers and acquisitions, finance and multi-jurisdictional transactions, including negotiation of contracts for sales of goods and services (including master service agreements), technology licensing, joint venture agreements, and employment agreements, with significant experience in assisting foreign businesses in establishing and growing their U.S. operations. SHAY JOHANSON Of Counsel, Business Group Has acted as General Counsel for multiple oilfield services companies. Represents oilfield services companies in trans- actions including mergers and acquisitions, dispositions, joint ventures, private securities offerings, corporate restructuring, venture capital, private equity financings, corporate gover- nance matters, and general contracts. GARY MILLER Founding Shareholder, Business Group Represents numerous domestic and offshore-based companies in connection with acquisitions and divestitures, financings, joint ventures and general corporate matters in the U.S. ANDREW PEARCE Shareholder, Litigation Group Represents both individuals and corporations in all types of commercial and business litigation—including the oil and gas and chemical industries—for conflicts involving employment disputes, trade secrets and confidential information, breach of contract and more.
  • 13. PRACTICE LEADERS : PAGE 13 MATTHEW S. VEECH Shareholder, Litigation Group Represents clients in a variety of employment and business-related disputes, including matters relating to enforcement of non-compete and non-solicitation agreements, misappropriation of trade secrets and proprietary information, breach of fiduciary duties and breach of contract and related business torts. BLAKE ROYAL Shareholder, Business Group Blake’s practice includes acquisitions and dispositions of equity and assets of both real estate and operating businesses, including entity and capital formation, such as private placements in domes­tic and international juris- dictions; recapitalization transactions with venture capital and private equity funds; and general contractual drafting and negotiation. PHILIP A. DUNLAP Shareholder, Business Group Represents clients for corporate and private securities transactions as well as serving as outside general counsel in a variety of matters, including mergers and acquisi- tions, financing, employment agreements and raising capital through private offerings.