Besides the office, aircraft, and drill-ship contracts, what other leases have we entered into which we never substantially used? Who has been held accountable for these?
Operating costs have gone down company-wide. A significant reason is due to dispositions. Please show the SGA cost trend of HQ vs Operations over the last five years.
Management of a large organization is attained through technical or leadership competency or, alternatively, cronyism. Please explain the circumstances of the promotion of our CFO to his current position.
Since the split, what documented value (and loss) has been created by Exploration? Please discuss the largest successes and failures and who is accountable.
When was the last time a survey was done regarding employee morale?
Repeatedly you have talked about the excessive rates of return for individual Eagleford wells. When does this show up in earnings? What empirical evidence do you have to support these rates of return? Last, if these are accurate, why don’t we put all company capital there?
What are the full-cycle rates of return for APLNG, Surmont, and Eagleford? Where currently are the managers responsible for these projects and have they been held accountable vs what they promised? What are the cumulative cash and earnings of these three projects?
Broadly, what were the recommendations from ECO? Given that Harvey was a local event and HQ’s bureaucracy infects us worldwide, why were these changes not implemented?
Please present cost and manpower per BOE benchmarking information for us vs our competitors, what was presented from the 2014 COST effort, and what it looks like now.
In terms of worldwide employee compensation for February VCIP and other bonus compensation, what percent of this February award went to the Leadership Forum? How does this percent compare to our peers?