Latest News

Bousso: The Mideast war both helps and hurts BP's CEO's turnaround plans

BP has received a windfall from the Middle East conflict, thanks to higher gas and oil prices. This will help Meg O'Neill in her efforts to stabilize the ship.

The Iran War has made the future of energy less predictable and has complicated BP's attempts to chart a course for the long term.

BP is today 'on a much firmer footing than it was in February when it reduced planned capital expenditure for 2026 due to growing concerns about looming oil and?gas surpluses that would impact on prices and earnings.

This narrative was flipped on its head when the Iran War began on February 28, 2003.

As a result of the sudden increase in energy prices and the closure of the Strait, buyers were forced to scramble for other cargoes. BP, along with its Big Oil competitors, was among the biggest beneficiaries.

The British oil giant reported a second-quarter profit worth $5.7 billion – the highest since 2022 – thanks to high oil and gas costs, exceptional refining margins, and a robust performance by its trading division.

Cash flow surge helped BP reduce its net debt from $22.5 billion to $22.5 billion in the last quarter. This allowed it to advance by an additional year until the end of 2026 to achieve its goal of reducing net debt between $14 billion and $18 billion.

O'Neill's stronger financial position is a much more comfortable one than what she inherited in April when she became CEO of BP. She was given the mandate to stabilize the company after a turbulent period marked by leadership scandals and strategic drift, as well as a failed attempt to transform it into a renewable-energy champion.

Once investors have reaped the benefits of the Iran war, they will naturally ask, "What next?"

It is not obvious what the answer to this question is.

RIVALS STRONGER, BUT LAGGING

O'Neill has already made it clear that he intends to make rapid changes to the company's strategic direction.

During her first four-month tenure, BP announced a number of job cuts. It also restructured its leadership, dismantled the low-carbon division, and restructured corporate structure to resemble a traditional upstream/downstream organisation.

BP also accelerated the asset sales. Last week, BP made a symbolic move by selling its North Sea?business. The company was removing itself from a historic oil region that has defined BP's history.

It is still unclear whether investors fully support O'Neill's plan. BP shares have dropped around 3% in the last few months, underperforming competitors such as Shell and TotalEnergies.

The market's caution is partly a response to BP’s strategic drift during the first half of the last decade which resulted in approximately $50 billion of write-offs. However, it also reflects this year’s extraordinary volatility in the energy markets.

Investors try to differentiate between a wartime windfall, and a long-term improvement in the company's prospects.

WHAT'S NEXT, MEG?

BP is likely to seek to clarify this issue when it announces its updated long term targets in the next few months.

It is almost certain that they will reinforce the direction O’Neill has already established, focusing on exploration of oil and gas, operational performance and debt reduction, as well as shareholder returns.

The very conflict that BP used to boost its finances could have also complicated BP's future.

The Iran War exposed the vulnerability of a system of energy that is heavily dependent on only a few supply routes and production regions.

The governments and companies who have suffered most, especially those in Europe, Asia and the Middle East, are now reevaluating their energy security strategies, which includes their dependence on fossil fuels imported.

Some will likely accelerate investments in domestic energy sources - from renewables to nuclear power and coal - while pushing forward with the electrification and automation of transport, industry, and heating.

Some may choose to increase their domestic hydrocarbon production or to build up strategic stocks to protect themselves from future supply shocks.

The assumptions underlying future energy demand have become harder to predict.

The conflict has also raised questions about the future investment of the Middle East.

Even after the crisis subsides the security of the Strait of Hormuz on a long-term basis will be in doubt, underlining the risks of concentration of future production growth into a region which remains susceptible to geopolitical turmoil.

This presents a special challenge to BP. In 2025, the Middle East will account for approximately 411,000 barrels equivalent to?per-day or 18% of BP's total production. The Middle East is becoming a more important location for new investments.

BP acquired a 10% stake, in June, in two major projects in the United Arab Emirates -?the Bab gas cap project? and the Ruwais 'LNG development. The company is also renovating the massive Kirkuk oilfield located in northern Iraq.

EXPENSIVE CHOICES

Oil companies respond to the uncertainty of oil prices by concentrating their capital on their most reliable and lowest-cost assets.

To maintain production, and even grow it, BP must invest billions of dollar in new large projects such as the Bumerangue giant discovery off the coast of?Brazil. They will also need to continue to progress developments in the Gulf of Mexico Namibia, and the Middle East.

It is a challenge that post-war conditions make investment decisions more costly. Producers' scramble to increase output has already increased demand for drilling equipment, services, materials and equipment across the industry.

All oil companies are affected by these pressures. BP is more vulnerable than others because of years of strategic turmoil and a slowdown on upstream investments.

The Middle East turmoil is giving BP what it needs: higher?profits and lower debt, as well as breathing space for a new CEO to reshape the company.

Ironically, the same crisis also has muddied market expectations. O'Neill's first challenge is to repair BP's financials, but the bigger challenge will be deciding how to invest BP's billions of dollars in its next generation.

It may be more difficult to make the right decisions in an energy system that has been reshaped by geopolitical risks, wars, and shifting demands.

You like this column? Open Interest (ROI) is your new essential source of global financial commentary. Follow ROI on LinkedIn and X. Listen to the Morning Bid podcast daily on Apple, Spotify or the app. Subscribe to the Morning Bid podcast and hear journalists discussing the latest news in finance and markets seven days a weeks. (Ron Bousso)

(source: Reuters)