With a combined revenue of $21 trillion and $2.1 trillion in profits, the 2026 Fortune 500 is the definitive list of America's largest companies.

Fortune 500

Almost $20 trillion in revenue—and a record-breaking $1.87 trillion in profits. Introducing the 2025 Fortune 500, the definitive list of the biggest companies in America.

Energy sector dominated this year for the first time since 2008, with 28 companies featured on the list.

100 Fastest-Growing Companies

Industries included in the sector are mining, oil and gas exploration and services, pipelines, refining, and utilities.

Fortune Sector Leaders: Energy

The Fortune 500, in its 70th year in 2024, ranks the biggest U.S. companies by revenue.

The 25th Fortune World’s Most Admired Companies list suggests that tech giants’ peers respect them as much as ever.

World's Most Admired Companies

The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

This year’s Fortune 500 marks the 68th running of the list.

This year’s Fortune 500 marks the 67th running of the list.

This year's Fortune 500 marks the 66th running of the list.

Here are the World's Most Admired Companies for 2019 as ranked in their industries. See who made the list.

This year's Fortune 500 marks the 65th running of the list.

Here are the World's Most Admired Companies for 2018 as ranked in their industries. See who made the list.

Our 2018 list of the 100 best companies as ranked by their employees. See which companies made the list.

Fortune 100 Best Companies to Work For

This year's Fortune 500 marks the 64th running of the list.

This year's Fortune 500 marks the 63rd running of the list.

Here are the World's Most Admired Companies for 2016 as ranked in their industries. See who made the list.

This year's Fortune 500 marks the 62nd running of the list.

This year’s list marks Fortune's 18th year of partnering with Great Place to Work. Google ranks No.1 for the sixth time, and 16 new companies make impressive debuts, including Acuity (No. 3), Twitter (No. 24), and Riot Games (No. 13).

This year's Fortune 500 marks the 61st running of the list. Wal-Mart claims the top spot again. See who made the list.

The inaugural list of the 100 Best Workplaces for Millennials from our partners at Great Place to Work includes surprising newcomer Power Home Remodeling, making an impressive debut at No. 1. Other standouts include Chili’s Grill and Bar (no. 11), Elevation Church (No. 34), and Yelp (No. 41).

BEST COMPANIES 2015  Devon Energy

<p class="p1">Devon Energy is an oil industry giant, bringing in revenues of $7.7 billion annually. Despite the company’s heft, employees describe a work environment that is friendly with an almost small-town feel. Workers are on a first-name basis with executives, and the company headquarters features an on-site gym and a medical facility that’s open to employees and their families. Employees are encouraged to volunteer, an example set by the CEO himself who plays an annual concert to raise money for children’s music lessons, and are rewarded for giving of their time. “The company values a good work-life balance and gives meaningful work to all of its employees,” said one worker. “I definitely feel that I can add value to the company every time I step into the building.” <a style="color:#ec412e;" href="http://us.greatrated.com/devon-energy" target="_blank">Read the Great Place to Work review.</a></p>

100 Best Large Workplaces for Millennials

Google tops the list once again, marking its eighth appearance and fifth time as No. 1.

Wal-Mart stayed on top as its sales crept closer to half-a-trillion dollars. Apple moved into the top five. And UnitedHealth Group continued its steady climb. 

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Devon Energy is an independent U.S. exploration and production company that extracts oil, natural gas, and natural gas liquids. The shale powerhouse is focused in five main areas: the Delaware Basin located in southeast New Mexico and west Texas, the Eagle Ford in south Texas, the Anadarko Basin in western Oklahoma, the Williston Basin in North Dakota, and the Powder River Basin in Wyoming. Devon was founded in 1971.

Q2 2026

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Q4 2025

Q3 2025

Q2 2025

Q1 2025

Q4 2024

Devon Energy (DVN): Company Profile, Stock Price, News, Rankings

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Devon Energy

devon energy

Welcome to Devon Energy's third quarter 2025 conference call. At this time, all participants are in listen-only mode. This call is being recorded. I'd now like to turn the call over to Mr. Chris Kirt, Director of Investor Relations. You may begin.

Good morning, and thank you for joining us on the call today. Last night, we issued Devon's third quarter earnings release and presentation materials. Throughout the call today, we will make references to these materials to support prepared remarks. The release and slides can be found in the investor section of the Devon website. Joining me on the call today are Clay Gaspar, Chief Executive Officer; Jeff Ritenour, Chief Financial Officer; John Raines, SVP Asset Management; Tom Hellman, SVP E&P Operations; and Trey Lowe, SVP and Chief Technology Officer. As a reminder, this call will include forward-looking statements as defined under U.S. securities laws. These statements involve risk and uncertainties that may cause actual results to differ materially from our forecast. Please refer to the cautionary language and risk factors provided in our SEC filings and earnings materials. With that, I'll turn the call over to Clay.

Thank you, Chris. Good morning, everyone, and thank you for joining us. Let's begin with slide two. With outstanding execution and innovation from every part of our organization, Devon delivered another outstanding quarter. I'm proud of our team's performance. We exceeded the midpoint of guidance on every key metric, including production, operating costs, and capital. These results mark our strongest performance of the year, highlighting the exceptional quality of our assets and our unwavering commitment to operational efficiency and cost control. Building on this performance, we continue to advance our business optimization plan, firmly on track to generate an incremental $1 billion of annual pre-tax free cash flow. As we enter the fourth quarter, we have already achieved more than 60% of our target, underscoring both the effectiveness and urgency of our approach. These initiatives go beyond cost reductions. They are fundamentally reshaping our business.

By enhancing margins and boosting capital efficiency across our portfolio. The output of these compounding efforts shows up in our strong preliminary outlook for 2026, which Jeff will discuss in more detail. Despite persistent macro headwinds, these achievements directly contributed to our resilient free cash flow as we returned over $400 million to shareholders in the quarter and retired $485 million of debt, demonstrating our focus on delivering meaningful value to our shareholders. Beyond business optimization, we continue to unlock significant value throughout our portfolio. While getting into the details on a later slide, our teams have capitalized on a multitude of opportunities to drive additional value for the organization. Collectively, these achievements reinforce Devon's momentum and position us exceptionally well for the remainder of 2025 and into 2026. Let's flip to slide four and take a deeper look at the quarter.

Our relentless focus on production optimization continues to drive our outperformance, with oil production exceeding the midpoint of guidance by 3,000 barrels per day. The outstanding efforts of our teams to reduce artificial lift failure rates and improve workover efficiencies resulted in a 5% reduction in operating costs compared to the start of the year. Additionally, effective cost management drove our capital investment 10% below the first-half run rate. These accomplishments, combined with other ongoing initiatives, led to robust free cash flow of $820 million in the third quarter and enabled us to deliver substantial cash returns to our shareholders. Moving to slide five, our consistent track record of disciplined execution and tireless pursuit of capital efficiency is evident. Quarter after quarter, we drive meaningful improvements to our outlook.

This momentum is reflected in our updated guidance, where we've raised our full-year production expectations every quarter this year while reducing capital by $400 million since our preliminary guidance. These are not isolated wins. They result directly from our steadfast commitment to operational excellence, our culture of continuous improvement, and a rapid adoption of leading-edge technologies across our portfolio. Now, looking at slide six, this continuous improvement is also resulting in top-tier performance versus our competitors. Our well productivity stands in the upper echelon of our peers, reflecting the strength of our asset portfolio and the execution of our teams across every basin. On the right-hand side, our disciplined approach to capital allocation is evident in our industry-leading capital efficiency, setting us apart in a highly competitive space. These achievements highlight the power of our advantaged portfolio and the rigor of our capital allocation process.

The ability of our people to drive superior results is clear. With our extensive inventory, we are well positioned to continue this strong performance moving forward. Turning to our business optimization initiative highlighted on slide seven, our teams are outperforming expectations and delivering results well ahead of schedule. We have already captured more than 60% of our ambitious $1 billion target. When we originally launched this initiative, our focus for year-end 2025 was $300 million in value uplift. As shown on the left side of the slide, we are on pace to double that milestone this year alone. This exceptional progress is highlighted this quarter by our significant progress in capital efficiency and production optimization on the right side. We are fully confident in our ability to deliver these substantial cash flow improvements as we advance towards 2026. Driving this rapid progress is our outstanding execution.

With greater visibility and confidence in our 2025 full-year production volumes, we anticipate a sustainable increase in free cash flow of $150 million, resulting from incremental 20,000 BOE per day above our initial baseline when this initiative began. This reflects further acceleration from our outlook from last quarter, highlighting the urgency of our efforts. When we announced the plan in April, we recognized that the market would not immediately price the aspirational billion dollars of incremental free cash flow in our share price. We knew we would have to earn it. While the plan is still in flight, I'm encouraged that Devon's stock is starting to feel a bit of relative appreciation to our peers. That said, I believe that we have much more ground to gain, and I look forward to earning that value in time.

Slide eight showcases key examples of the initiatives our teams are pursuing to meet targets in each category. These represent some of the most impactful efforts currently underway. As our teams proactively implement these initiatives, we remain confident in our ability to achieve our targets and maintain a clear line of sight to our objective. Turning to slide nine, I'd like to highlight several portfolio optimization actions we've taken on this year, which are delivering an uplift of over $1 billion to enterprise NAV. Importantly, these gains are in addition to the improvements through our ongoing business optimization initiatives. Early in the year, we signed an agreement to dissolve our joint venture in the Eagle Ford, giving us control of our development and the ability to reduce well costs and significantly enhance returns.

In Q2, we completed the sale of the Matterhorn pipeline and subsequently acquired the remaining interest in Cotton Draw Midstream. Last quarter, we executed two strategic gas marketing agreements that expanded our natural gas sales portfolio into premium markets. In Q3, we acquired approximately 60 net locations in New Mexico for $170 million, increasing our runway of high-return opportunities in Delaware. Finally, we've benefited from the Waterbridge IPO, which now provides a public marker for our investment valued at greater than $400 million. These actions showcased our team's initiative and strategic thinking to create shareholder value. As we execute our business plan, we will seek further opportunities to optimize capital allocation, efficiency, costs, and asset mix. We remain committed to continuous improvement, innovation, and technological leadership, taking decisive steps to strengthen our operations and deliver strong shareholder returns. With that, I'll hand the call over to Jeff.

Thanks, Clay. Turning to slide 10, Devon delivered another quarter of strong financial results. In the third quarter, we generated operating cash flow of $1.7 billion. After funding capital requirements, free cash flow totaled $820 million. This robust free cash flow generation enabled us to return significant value to shareholders, including $151 million in dividends and $250 million in share repurchases. We remain committed to our capital allocation framework, balancing high-return investments with substantial cash returns to shareholders. Moving to slide 11, Devon's financial strength and liquidity continue to set us apart. We ended the quarter with $4.3 billion in total liquidity, including $1.3 billion in cash. Our net debt-to-EBITDA ratio remains low at 0.9 times, underscoring our commitment to a strong balance sheet.

As part of our disciplined capital return framework, we accelerated the retirement of $485 million in debt this quarter, completing the repayment ahead of schedule and generating approximately $30 million in annual interest savings. With this action, we've now achieved nearly $1 billion towards our $2.5 billion debt reduction target. Looking ahead, our next maturity is our $1 billion term loan due in September of 2026. We remain focused on executing our debt reduction strategy and maintaining the financial flexibility that supports Devon's value-enhancing growth. Beyond debt reduction, we also used cash on hand to acquire all outstanding non-controlling interest in Cotton Draw Midstream, saving $50 million in annual distributions and secured additional resources in Delaware, as Clay mentioned earlier. These timely transactions reinforce the value of maintaining an investment-grade balance sheet and ample liquidity.

As we approach 2026, we're determined to accelerate our operational momentum, prioritizing per-share growth, maximizing free cash flow, and making targeted reinvestments for sustained success. Slide 12 highlights the key attributes supporting our strong preliminary outlook for 2026. Given ongoing commodity price volatility, we're taking a disciplined approach to capital planning. We intend to maintain consistent activity levels to keep production around 845,000 BOE per day, with oil production at approximately 388,000 bbl per day. With macroeconomic uncertainty and an appearance of a well-supplied oil market, we do not plan to add incremental barrels to the market at this time. To support this production profile in 2026, we anticipate capital investment of $3.5 billion-$3.7 billion. A reduction of $500 million compared to our maintenance capital levels just one year ago. Importantly, we can fund this program below $45 WTI, including the dividend, providing significant flexibility.

This disciplined plan positions us to generate strong free cash flow at current prices and deliver a free cash flow yield that exceeds the broader market. Regarding free cash flow allocation, our financial framework provides flexibility to deliver market-leading cash returns to shareholders and achieve our debt reduction objectives. We'll continue to target share repurchases of $200 million-$300 million per quarter and will retain free cash flow beyond share repurchases on the balance sheet to efficiently reduce net leverage. Complete 2026 guidance will be provided on our February call after the budget is finalized with our board. In summary, Devon has all the key attributes to thrive in today's environment and create value well into the future. Our high-quality portfolio provides a solid foundation while our disciplined strategy keeps us focused on growing per-share value and generating free cash flow.

With a strong balance sheet, we're positioned to deliver lasting value and confidently navigate whatever the market brings. With that, I'll now turn the call back over to Chris for Q&A.

Thanks, Jeff. We'll now open the call to Q&A. Please limit yourself to one question and a follow-up. With that, Operator, we'll take our first question.

Thank you. Our first question comes from Neil Mehta with Goldman Sachs. Neil, please go ahead. Your line is now open.

Yeah, thanks so much for the visibility as we look into 2026. I think the capital efficiency and the cost savings is really starting to materialize, including in the guidance. Maybe that's where we start off, which is where we are in the business optimization program and the billion dollars. You give us a little bit of color on slide eight, but kind of unpack what's left to do in the journey. If you end up surprising to the upside relative to the initial guide, where could that be?

Yeah, Neil, appreciate it. This is Clay. We're incredibly proud. This was a big, hairy, audacious goal. When Jeff and I started first contemplating, one, what was the metric we wanted to focus on? That was sustainable free cash flow. Then how audacious should it be? What kind of timeframe should we put it around? I can tell you there was a tremendous amount of discomfort around the organization and just amongst Jeff and I on how do we get there from here? What we knew, I mean, deep in our soul was that you get the flywheel starting to turn, and there's so much that continues to come our way. Right now, we have over 80 parallel workstreams on different ideas.

The progress that we've made, essentially in a third of the time to accomplish 60% of the results, I can tell you I'm even more encouraged about what this leads to. The most important measure of success will be locking these earnings in and building into the culture of the organization, benchmarking, hunger for more, creative ways of creating value. Like I said, there is much more to come from this. Trey, you may jump in and just throw a couple of pieces of color of ideas that you have.

You bet. Appreciate the question, Neil. Clay mentioned the 80 workstreams that we have ongoing. The early results that we saw, a lot of them showed up very quickly in the capital side of our business on the drilling completions operations. Over the last quarter, last kind of four or five months, we've seen a lot of new ideas arriving from our production department. We continue to see those starting to show up now in our forecast and what's going forward. I know one of the examples I mentioned even a quarter ago was our focus on automating and using our technology stack to help us with our downtime. We've made a ton of progress over the last three months on that one and scaled that across the organization.

We're working on the next phase of using even more kind of AI to underpin what we're trying to do to continue to look at our faults and what causes those faults. We're going to see those type of examples show up. We estimate in over $10 million on that workstream in 2026. That shows up, and that's sticky, like Clay said, and we'll see that in our base production. Those are the types of things that we were looking forward to in the future. All of that is underpinned by really a desire across our employee base to use technology. At this point, essentially all of our office-based employees are using AI to help them with productivity gains.

We are right now on the very tip of what we call wave two, and wave three is where you are implementing that AI in our work processes. A lot of momentum there, a lot of excitement across all of our organization to continue to move the ball down the field, and everything is looking good.

I appreciate the color, guys. As you think about setting that CapEx budget for 2026, you probably took a view on different product lines on the services side. Just talk about, we're trying to isolate the structural cost improvements, which you talked about in the answer to the first question, versus more of the cyclical stuff. Can you talk about the service environment right now, and which product lines you're seeing deflation and which of the cost items you're seeing flat to inflation?

Neil, we feel really good about our positioning ahead of what could be a really challenging 2026. We look like the market is exceptionally well supplied, maybe even potentially oversupplied. As a kid that grew up on the Gulf Coast, we know how to prepare for a hurricane. When the storms come, you make sure you got your balance sheet right, you got your operations really buckled down, you got the teams focused on the right things, and that helps drive through those troubling times. When I think about what could come from 2026 and how we think about this preliminary guide, we've taken out any assumptions of inflation or deflation, really kind of timestamped where we're at today. We do not know where commodity prices are going to go and subsequent activities and therefore subsequent deflation.

Just consider that flat to where we're at today, and then we're prepared for whatever comes our way from a macro standpoint.

Okay. That's very clear. Thanks, Clay. Thanks, team.

Thank you. Our next question comes from Arun Jayaram with J.P. Morgan. Please go ahead. Your line is now open.

Yeah, good morning. I was wondering if you could maybe elaborate on what you're doing to kind of manage your base production. You highlighted in the release that it's leading to maybe 20 MBOE per day of production uplift and a pretty meaningful improvement in cash flow from those efforts. Maybe talk about your views on the sustainability as we think about go forward 2026 beyond.

Thanks for the question, Arun. This, I think, is really important for us to spend a little time on. I really appreciate the angle on this one. It's pretty easy to quantify savings on that side of the equation. It's harder to quantify these wins. We've been very clear from the beginning, this is not just a cost reduction program. This is a value enhancement program. That should come on both sides of the ledger. What you're talking about is more value enhancement. I can be honest with you, it's really hard to measure how much downtime would we have had theoretically, how much are we gaining incrementally from the actions. That's exactly what this attempt is. We're trying to be exceptionally credible. At the same time, we know that this is a hard number to precisely quantify.

I'll ask John to dig in on a couple of things that we're doing to measure this, quantify this, and then how we're seeing wins.

Yeah, Arun, I appreciate the question. I think Clay hit it well. When you look at the full year, we've had a really strong production beat. The first thing I would say on that is when you look at that production beat and you break it down, we certainly beat on our wedge. We've had some outperformance on our wells. We've had a little bit of acceleration. Overall, the biggest part of that production beat comes from our base. We feel that that's very measurable. Now, we've got, and I think Clay said earlier, over 80 workstreams on our business optimization. We've got a ton of these that go towards the base. I'm going to talk about a few that I think have contributed the most this year. We've got a combination of technology and good blocking and tackling. I'll start with.

A project that I'm very proud of that we've deployed in the Delaware Basin. Really, this deploys some next-generation technology. You've heard me talk about it before. This is our smart gas lift project in the Delaware Basin. What we're seeking to do here is essentially to deploy AI models that continuously optimize the optimal rate of gas injection for gas lift wells that sit on centralized gas lift systems. This is a project that we piloted back in Q2. We saw tremendous results here. We saw a 3%-5% uplift. We talked about moving to a pilot two on that. We saw success that was so good that we've moved essentially into full deployment of that in the Delaware Basin. We expect to be complete roughly by year-end on that. The beauty of this project is we also have application in the Williston Basin.

We have application in the Eagle Ford. This is going to be a project that's going to have ongoing, sustainable results to our base production. We're super excited about that. Probably a couple of other projects I'll hit on. Clay mentioned this in our opening remarks. We've had a tremendous focus on workover optimization this year. I say this year, this really started last year. We're looking at every which way that we can get better on our workover operations from operational efficiency all the way to safety. We took advantage early in the year. We made some changes in the organization to focus on this. We've got leads that work together to look at best practices across our basins. When you look at what we've done there, operationally, we've looked at advanced KPIs to manage our rig fleet. We've looked at design optimization.

We've looked at equipment standardization. Really, we've looked at planning optimization. Not only have we been able to pull a ton of cost out of the system, but we've been able to lower the amount of time that we're spending on pad with these workovers. Essentially, what we've seen is we're getting our wells back quicker. When we tried to break down how much base contribution this had or the contribution to the base beat, we think it's over 2,000 barrels a day net production that we're seeing so far this year. Importantly, we think that's sustainable. I think it may be the last example I'll provide. We've had a really tremendous focus on failure rate reduction and optimization. We've had this throughout the portfolio. I'll brag on the Rockies team a little bit here.

Over the course of the last 18 months, we really looked at our artificial lift failures. We did some very intensive look-backs on that front. We did some proactive redesign there. When we look back at the reduction in failure rate, we're tracking towards something that's 25%. That is a good example of a project that takes cost out of the system, but it also increases our uptime pretty significantly. A lot of really good projects in the queue like that. We think these are all, importantly, very sustainable to the base production overall.

Thanks for that fulsome answer. Maybe just to follow up, your Rockies production has been trending maybe a little bit better than we had been modeling. In fact, if you look, you grew your oil 7,000 bbl a day sequentially, and you're relatively flat versus the fourth quarter 2024 number. So maybe talk to us a little bit about what's been driving that and maybe how the overall integration with Grayson Mill assets has been going.

Yeah, I'll start with the integration of the Grayson Mill assets. That integration is roughly complete. It's gone really well. We've had a lot of bidirectional lessons learned there, everything from midstream to the base operations to learning more and more about the reservoir, how to drill these wells, how to complete these wells. I can't say enough good things about how that integration has gone. When you talk specifically about the production, you're seeing a few things there. One, again, on the wedge, we're seeing well results that meet or exceed our expectation. We've continued to be very pleasantly surprised with the good production we've seen, the good well results, especially as we focused on the western side of the play. Neil, or excuse me, Arun, a lot of what I just said around the base is really what's driving that sequential improvement.

I would say the Rockies team has really led the way on that. That artificial lift failure reduction that I talked about is a huge driver for us in the Rockies. Specifically, we've seen our workover rig count in the Rockies come down the most. Probably the biggest contribution to the base has come from the Rockies. Really proud of the work they've done. I can't emphasize enough how important that base uplift has been for us there.

Yeah, Arun, I just want to jump in on John's comments. As we talk about the workover rigs especially, a lot of this motivation, I can tell you, was around safety. The workover rigs was something the industry was really struggling with. With this hyper-focus, we found incremental value, cost savings, production efficiency, and maybe most importantly, safety improvement as well. Really proud of all the teams that are working on that. That has been kind of around the industry focus. Great progress on that. Thanks again for the questions, Arun.

Thank you. Our next question comes from Neal Dingmann with William Blair. Please go ahead. Your line is now open.

Morning, Clayton. That's Porter. Clay, my first question just on M&A specifically, I couldn't help but notice, I mean, you guys did a great job on the ground game being active on New Mexico lease sales. I am just wondering, with that said, do you all anticipate the ground game, such as this, maybe in New Mexico or other states around other plays, continue to represent a significant portion of your M&A?

Hey, thanks for the question, Neal. Yeah, I would say this is very important. We've done a lot of this work quietly, kind of on the backs of trades, 40 acres in, 40 acres out. I mean, just hard work every single day that can be incredibly value creative. We've had some more opportunities with state lease sales and upcoming federal lease sales. That's definitely something we want to participate. We'll look at it objectively as we do all incremental investments, but really excited about that opportunity and definitely something we want to play an active role in. Clearly, we have.

We think we have, with the flywheel, the machine that we have running in the Delaware Basin in particular, I think it's a great opportunity for us to leverage not just the skill sets, the momentum that the team has, the technology, the benefit from the business optimization, all of those things, but also the mechanics of being there, boots on the ground every single day as a great ability to scale. We think we have every right to be on the front end of that and successful thus far.

Great, great point. That leads me to my second question, Clay. I cannot help but notice just how much you continue to advance at Delaware, not only just better wells, but you continue to recognize more resource, just kind of developing more rock. I guess with that said, and just how well you are doing there, does that cause you to think about differently maybe one of your other plays, like the Anadarko or PRB, where you have less scale and one rig? I would suggest investors are not giving you full credit. I mean, why any thought about potentially reallocating, selling something and reallocating into the debt more, even more into Delaware, where you continue to see all this upside?

Yeah, Neal, as you know, we look at this stuff all of the time. Our board, this is an imperative that our board has for us to be thinking about all of the art of the possible. That certainly means we're not going to be in these five basins exactly as constructed for the indefinite future. Objectively, we need to think about what's the right opportunity for us, for how these positions would fit given the market demands, but also thinking about what the opportunities are to continue to scale and grow and make sure that we've got a sustainable value-creating business going forward. When you look back at the 50+ year history of Devon, and I would say any organization that survived 50 years in this very tough business, man, we have reinvented ourselves a number of times along the way.

We always will remain objective about what that could mean going forward. Again, this is regular conversations that we have with our board, as we should, about thinking the longevity of creating long-term shareholder value. It's just fundamental to what we do.

Yeah, great optionality to have. Thanks, Clay.

Thank you. Our next question comes from Doug Leggett with Wolf Research. Doug, please go ahead.

Thank you. Good morning, Clay. Good morning, everybody. Clay, I wonder if I could come back to the business optimization for a second. I think I've maybe been confused about something, and I'm looking for some clarity. You have some of the legacy midstream contracts rolling off. But my understanding is it's beyond the timeline of the billion-dollar target. I'm thinking EnLink specifically. Can you tell us what's included in the remaining $400 million? It sounds like there might be an upside case for that based on some of these longer-dated contracts. Sorry if I'm getting that wrong.

No, I think you're exactly right, Doug. I think there is upside. One of the things that we debated early, I can tell you the original construction from the team that was presented to Jeff and I as we were thinking about what could this look like. It was actually a three-year look that includes some other things that we know we're going to have in kind of year three of this opportunity. I can tell you there's additional wins in years three, four, five, and for the foreseeable future. We've really focused on 2025 and 2026 wins. As you pointed out, there's some really material, specifically in the gas contract world, that comes out further than that. I'll ask Jeff to dig into some of those opportunities.

Yeah, Doug, just to be clear, in the business optimization guidance that we rolled out to get to the $1 billion of free cash flow starting in January of 2027, the bulk of that that relates to the commercial opportunities is what we talked about in the previous quarters, which is reduced fees on gathering, processing, transportation, and fractionation. Most of that's on gas and NGLs specific to the Delaware Basin. The lion's share and bulk of that really resides in the Delaware. That's where you're going to get this incremental uplift, if you will, of the commercial opportunities that we highlighted specific to the $1 billion. As Clay just said, beyond 2027 and beyond, there'll be other opportunities across our portfolio where we could see some incremental benefit.

In the billion dollars, the real driver of that is what we are seeing in the Delaware specific to our gas and NGL contracts.

That's very helpful. I guess it would be a bit of a stretch to ask you to quantify the upside at this point, but maybe that's for another call. My follow-up is a little self-serving, I'm afraid, and I just want to make sure I'm not misinterpreting or overstating this. If I look back to the legacy commitment from when you were still COO, Clay, you used to talk about 70% of your free cash flow coming back to shareholders. It seems that your presentation deck has adjusted that a little bit to now include debt reduction in your shareholder returns. Is that the right interpretation? Because obviously, we're big fans of that. I just wanted to clarify with you if that's how you're thinking about it.

Yeah, I appreciate that. I mean, I think it is a fundamental piece of how we think about returning value to shareholders. And certainly, ahead of what could be a pretty choppy year in 2026, I think we want to make sure that we are thinking about debt, debt structure, how we capitalize the company, and that we're prepared for anything that comes ahead. There was an opportunity for us to take the $485 million down. We certainly consider that part of, again, returning cash in various forms to shareholders. Obviously, we had an illustration this time that included that. Yeah, appreciate your support over the years for debt reduction. This is a very—it's a challenging business. We think the more that you can be prepared for the storms, the storms turn into real opportunities.

I think that's where Devon is positioned today, that when these challenges come ahead, we're going to be front-footed and have an opportunity to really turn them into a value-creating opportunity rather than just a defensive posture.

This sounds like an M&A question, Clay, but I'll leave it there. Thanks very much indeed.

Thank you. Our next question comes from Scott Gruber with Citigroup. Please go ahead, Scott.

Yes, good morning. I want to come back to the production optimization bucket. Great gains there. I think the bulk of that effort hits production and therefore reduction in your maintenance CapEx needs. I think there's also an LOE benefit as well. How does that split? We see your LOE rolling lower. How should we think about the LOE cost in 2026?

Yeah, Scott, that's a great question. This manifests in a few different categories, and some of them are cost reductions. As you mentioned, LOE, we've seen a significant improvement quarter-over-quarter. We'll continue to see benefits there. It shows up, obviously, in the maintenance capital requiring us to drill fewer wells. I think our original plan versus the plan we're executing now, we're actually drilling 20 fewer wells this year because of these kind of benefits, essentially lowering that burden of maintenance capital. As a side benefit, prolonging the really high-quality portfolio that we have. I might ask John to see if he has anything else to add to that.

Yeah, as we originally contemplated this, you're absolutely right. There's a component of our production optimization target that's LOE. There's a component that is production uplift. There's even a little bit there that is pulling capital out of the system. What I'll tell you right now is the way that we're looking at the $150 million. That's essentially all of the production uplift at this point in time. We have had some success on LOE over the course of the year. I think if you look back to Q1, you break it out from the number we disclosed, LOE plus GPT, we're sitting about $6.50 a barrel. I want to say this quarter, we're sitting just above $6.10 a barrel, so about a 6% improvement year-over-year. LOE is pretty sticky and it lags.

As we go into 2026, we expect ongoing reductions on LOE, and you'll see more LOE contributions show up within production optimization. Essentially, what we're taking credit for up to this point is that base uplift that I mentioned earlier.

I appreciate that, Clay. With the efforts reducing your well count, how do we think about the till count that's embedded in your 2026 preliminary guide here?

Yeah, I think that's obviously contemplated as we get both more efficient on how quickly we can execute drilling completion, building facilities, and then the effectiveness of those completions and how they contribute. Again, we're in a base capital mode, excuse me, a base oil production mode, and the lower maintenance capital is certainly reflected by that preliminary $3.6 billion guide, which, again, is a substantial improvement from where we were 12 months ago when we were providing a preliminary guide for 2025. We are winning significantly on that. That's showing up in the numbers. I continue to be encouraged by the work that we're doing and the great efforts of the team and how this is showing up, and will continue to show up in time.

Should we think about the 2025 till count kind of less 20 as a starting point for 2026? Is that fair?

Oh, look, I don't know if I want to get into details of that. But here's what I would tell you: take the preliminary guide, start with the numbers that we're guiding on 2025 as of today. And I think that's a good kind of relative application and allocation. Again, we've mentioned no additional deflation is baked in. So I think that's a good starting point for assumptions. And then, obviously, when we come back to you early in the year with firm guidance, we'll have a lot more details to share with you then.

Thank you. Our next question comes from Kevin MacCurdy with Pickering Energy Partners. Please go ahead, Kevin.

Hey, good morning, and thanks for taking my question. Kind of going back to M&A, there's been a lot of industry interest in the Anadarko and specifically M&A in the Anadarko. Maybe a two-part question there. I mean, being located there in Oklahoma, what do you make of the interest in that basin? What do you think is driving kind of the renewed interest? Does the level of interest kind of make you reconsider the Anadarko's place in your portfolio?

Yeah, Kevin, I would say on the first question, obviously, it's gas-oriented. It's positioned well. It's not backed up behind Waha. There are some structural advantages of the Midcontinent Anadarko Basin that we benefit from today. Certainly, we're very aware of that, and we take great pride in that. I'll go back to my earlier comments. We consider everything all the time. Our board is very inquisitive and very thoughtful about how do we build the right term, right long-term shareholder opportunity value set. How do we think about the portfolio? You have to remember, we're always consuming the front end of our portfolio. How are we backfilling with quantity and quality of the portfolio to make sure that we have a very substantial and solid ten-year runway in front of us? All of those things are considered.

As markets change and we see other things, we have interest, we have interest in other things. All of that certainly comes into play, but no additional details to share with you on that today. Appreciate you asking.

Gotcha. Thanks, Clay. As a follow-up, I really like the details on slide nine. I think that highlights the value creation that you have had that does not always kind of show up in the production numbers. I guess the question on Waterbridge, is there any operational reasons that you would keep that equity interest?

Yeah, Kevin, I'd probably put it in the same category. We've done a lot of deals, kind of adjacent to our core business. Think about something like Matterhorn, where we entered that opportunity. The key there was really specific to Matterhorn, making sure that we had gas takeaway from the basin. That was the fundamental importance that we did. By underwriting that, we ensured that that pipe was built. We have a significant position on that. We've retained that volume on the pipe. We also benefited from an equity position. We made a very, very substantial return on that. We're very proud of that. The objective was making sure that that pipe was built and making sure that we had our ability to get our gas to market. Similarly, with Waterbridge, the main objective there is making sure that we're thinking a lot about a super system.

We've reserved pore space. That's very proactive in our industry. John's probably tell you a little bit more about that when I hand it to him. I can tell you, the really fundamental and important piece of this was to make sure that we have our water taken care of in the Delaware Basin. Through this JV, this partnership, we secure that. Now, as a very beneficial byproduct, we have a substantial ownership in a publicly traded entity that's done very well. There's no reason we have to hang on to it. By the same token, it's a great investment. I would tell you, we're not. We have to sell either in that position. It's option value for us.

We have a lot of that in our organization, and we continue to evaluate that just as we do with other things in our portfolio and this is a regular part of the conversation we have with our board. John, anything else you want to add?

Clay, I think you covered it really well. I would say the relationship there remains very important to us. Operationally, we work with those guys every day. We've got a very multifaceted water management effort in the Delaware Basin. That's both to manage costs, but manage future risk associated with water. I've talked about this before on our calls, but our first call on water is always to go to recycle. We've got a big recycle operation in the basin. In New Mexico, we've got a large water midstream presence we probably don't talk about enough. That gives us a lot of flexibility there. We've got a lot of strategic offloads. Many of those offloads are Waterbridge. When you get into Texas, we really leverage our Waterbridge relationship to give us diversity of options across the play there. We feel really good about how that's working operationally.

Thank you. Our next question comes from Kalei Akamine with Bank of America. Please go ahead. Your line is now open.

Devon Energy (DVN) Q3 2025 Earnings Call Transcript

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