How To Use Eva In The Oil And Gas Industry

The use of EVA in the oil industry has lagged behind that in most other industries because the accounting information reported by oil and gas concerns does such a poor job of representing management's effectiveness in adding value for shareholders. The essence of the problem is that the exploration activities of oil companies create assets whose changes in value are recognized by the stock market long before they are reflected on income statements or balance sheets. As a result, all accountingbased performance measures, including generic measures of EVA (which are derived from accounting information), fail to provide meaningful goals, decision tools, or compensation benchmarks. This article provides a new, EVAbased framework for performance measurement and incentive compensation for oil and gas firms—and for companies in extractive industries in general. The authors show that, when adjusted by a publicly available measure of hydrocarbon reserve value known as “SEC‐10,” EVA's ability to explain annual stock returns rises from under 10% to almost 50%. Moreover, because SEC‐10 has several important limitations as a measure of reserve value, there is considerable additional room for improving EVA's explanatory power. And the actual implementation of an EVA financial management system for an individual oil company can and should be based on more precise estimates of reserve value than those provided by SEC‐10. To this end, the authors provide an approach to hydrocarbon reserve valuation that captures the “real option” value of undeveloped reserves. By incorporating real option values, this new EVA financial management system for oil companies aligns management's incentives with the goal of creating shareholder wealth by rewarding managers for creating real option value as well as current cash flow—and by forcing managers to consider the optimal “exercise” of such strategic options.