Raymond James 41st Institutional Investors Conference · Raymond James 41st Annual Institutional Investors Conference| 10 Unparalleled California Expertise and Insight Core Assets

Mark Smith| Sr. EVP & CFO

March 2, 2020

Raymond James 41st Annual Institutional Investors Conference

Raymond James 41st Annual Institutional Investors Conference| 2

This presentation contains forward-looking statements that involve risks and uncertainties that could materially affect our expected results of operations, liquidity, cash flows and business

prospects. Such statements include those regarding our expectations as to our future:

Actual results may differ from anticipated results, sometimes materially, and reported results should not be considered an indication of future performance. While we believe assumptions or bases

underlying our expectations are reasonable and made them in good faith, they almost always vary from actual results, sometimes materially. We also believe third-party statements we cite are

accurate but have not independently verified them and do not warrant their accuracy or completeness. Factors (but not necessarily all the factors) that could cause results to differ include:

Words such as "anticipate," "believe," "continue," "could," "estimate," "expect," "goal," "intend," "likely," "may," "might," "plan," "potential," "project," "seek," "should," "target, "will" or "would" and similar

words that reflect the prospective nature of events or outcomes typically identify forward-looking statements. Any forward-looking statement speaks only as of the date on which such statement is

made and we undertake no obligation to correct or update any forward-looking statement, whether as a result of new information, future events or otherwise, except as required by applicable law.

• financial position, liquidity, cash flows and results of operations

• business prospects

• transactions and projects

• operating costs

• Value Creation Index (VCI) metrics, which are based on certain estimates including

future production rates, costs and commodity prices

• operations and operational results including production, hedging and capital investment

• budgets and maintenance capital requirements

• reserves

• type curves

• expected synergies from acquisitions and joint ventures

• commodity price changes

• debt limitations on our financial flexibility

• insufficient cash flow to fund planned investments, debt repurchases or changes to our

capital plan

• inability to enter into desirable transactions, including acquisitions, asset sales and

joint ventures

• legislative or regulatory changes, including those related to drilling, completion, well

stimulation, operation, inspection, maintenance or abandonment of wells or facilities,

managing energy, water, land, greenhouse gases or other emissions, protection of

health, safety and the environment, or transportation, marketing and sale of our

products

• joint ventures and acquisitions and our ability to achieve expected synergies

• the recoverability of resources and unexpected geologic conditions

• incorrect estimates of reserves and related future cash flows and the inability to replace

reserves

• changes in business strategy

• PSC effects on production and unit production costs

• effect of stock price on costs associated with incentive compensation

• insufficient capital or liquidity, including as a result of lender restrictions, the

unavailability of capital markets or inability to attract potential investors

• effects of hedging transactions

• equipment, service or labor price inflation or unavailability

• availability or timing of, or conditions imposed on, permits and approvals

• lower-than-expected production, reserves or resources from development projects, joint

ventures or acquisitions, or higher-than-expected decline rates

• disruptions due to accidents, mechanical failures, power outages, transportation or

storage constraints, natural disasters, pandemics, labor difficulties, cyber attacks or

other catastrophic events

• factors discussed in “Item 1A – Risk Factors” in our Annual Report on Form 10-K

available on our website at crc.com.

Forward Looking / Cautionary Statements – Certain Terms

See the Investor Relations page at www.crc.com for additional information about 3P reserves and other hydrocarbon resource quantities, PV-10 and standardized measure, finding and development

(F&D) costs, recycle ratio calculations, reserve replacement ratios, VCI, debt-adjusted shares calculations, drilling locations and reconciliations of non-GAAP measures to the closest GAAP equivalent.

http://www.crc.com/


Strengthen

Balance SheetDrive Operational

Excellence

Ensure Effective

Capital Allocation

• Reinvest to grow cash

flow

• Simplify capital

structure

• Enhance credit metrics

• Pursue value-accretive

M&A

• Reduce absolute level of

debt

• Utilize VCI-based

decision making

• Optimize core operating

area investment

• Enhance targeted

growth area investment

• Pursue impactful

capital workovers

• Streamline processes

• Apply technology

• Leverage sizeable

infrastructure

• Drive strategic

consolidation

• Employ new thinking

and approaches

• Pursue value-driven

production growth

• Delineate future growth

areas

• Enhance already

substantial inventory

• Pursue strategic joint

ventures

Capture Value

of Portfolio

CRC’s Value-Driven Strategic Approach

Proven and pressure-tested strategic approach

preserved value through the downturn and is set to

drive significant value creation for years to come


California’s Compelling Needs

• World’s 5th largest economy runs first and foremost on energy

▪ Consume more gasoline than countries with populations 4x

larger

▪ 37% of U.S. Port container traffic – with the busiest ports in

the country

• Operate in energy island importing 73% of crude

• Equates to sending $32 billion annually out of the state

• Energy inequality reflected in highest poverty rate in

wealthiest state

• Industry provides high-paying, middle class careers to achieve

American dream

• Imported energy does not apply California’s safety, labor and

environmental standards

• Native energy aligns with state’s progressive values

• In-state production provides critical sources of state, county

and city revenues

• Over $4.8 billion generated by CRC’s Long Beach operations

alone over past 15 years

• CRC constructively engaged on legislative front to solve

California’s challenges

• Believe thoughtful leadership will prevail as it has in the past

CRC supplies affordable,

reliable energy that

California needs


Advancing California’s Sustainability Strategy

WATERIncrease volume of recycled

produced water by 30%

Progress: 17% increase through 2018

METHANEReduce methane emissions

by 50%

Progress: Surpassed Target with 60%

reduction through 2018

Note: CRC 2030 Sustainability Goals are subject to liquidity, securing funding and permits

RENEWABLESIntegrate renewables into oil and gas

operations by adding 10 MW

Progress: 4 MW of solar in development

CARBONDesign and permit carbon capture

system at Elk Hills by 2030 to

reduce CO2 emissions by 30%

Progress: Miscible ethane gas pilot installed

and carbon capture technology evaluation

underway

CRC’s 2030 Goals demonstrate our long-term commitment to sustainable in-state energy production that meets the needs of

California’s growing population and California’s leading safety, labor, human rights and environmental standards.

Measured against a 2013 baseline, the year before CRC’s formation and a baseline for several state goals.


Key Highlights

1 Includes all wells drilled by CRC, including BSP, MIRA and Alpine wells. Includes steam injectors and drilled but uncompleted wells, which would not be included in the SEC definition of wells drilled.2 Includes BSP, MIRA and Alpine capital.3 See the Investor Relations page at www.crc.com for a reconciliation to the closest GAAP measure and other important information.4 Reflects the face amount of principal reduced.

$308 Million

4th

Qu

art

er

20

19

$146

Million2

$62 million

internally funded

123

Mboe/d62% Oil

104 Total Wells Drilled1

Includes 15 internally

funded wells

$1.14 Billion$612

Million2

$407 million

internally funded

128

Mboe/d63% Oil

294 Total Wells Drilled1

Includes 126 internally

funded wells

Fu

ll Y

ea

r 2

01

9

AC

TIV

ITY

PR

OD

UC

TIO

N

CA

PIT

AL

Ad

j.E

BIT

DA

X3

$19 Million

Reduction

$274 Million

Reduction

TOTA

L D

EB

T4

http://www.crc.com/


Proved Reserves

Large Resource Base with Production Diversity

SAN JOAQUIN BASIN

Greater Elk Hills – Flagship Asset

Thermal – Protecting Base Production

South Valley – New Opportunities

Shales & Tight Sands – New Opportunities

#2 Producer91,000 BOE/d2

27% of basin production

60% of basin mineral acreage

1 Based on gross production as of YE18. 2 CRC net production based on 4Q19. 3 Proved reserves at SEC19 pricing of $63.15 Brent / $2.58 NYMEX.

Note: Total basin production and CRC’s % of basin production are based on gross-operated FY2018 production. Source: DOGGR. Total basin mineral acreage is based on internal estimates.

Largest Producer in California1

Operate

~12,000wells

with

644MMBOE3

SACRAMENTO BASINGas Optionality

#1 Producer 4,000 BOE/d2



LOS ANGELES BASIN

Steady High Margin Oil Assets

#1 Producer 23,000 BOE/d2



Across

135 fieldsVENTURA BASINGrowth and Exploration

#2 Producer5,000 BOE/d2




- 5 10 15 20 25 30

Niobrara

Barnett

Anadarko - Woodford

Haynesville - Bossier

Utica

Marcellus Shale

Eagle Ford

Bakken

Permian (Wolfcamp + Sprayberry)

California

Remaining Recoverable Resources (BBOE1)

Oil (BBO) NGL (BBOE) Gas (BBOE)

CRC Advantage

World-Class Hydrocarbon Province with Significant Potential

• Five of the largest conventional, onshore fields in the lower 48

• Over 35 billion BOE produced since 1876

• Still discovering the limits of remaining potential

• Over 10 billion BOE1 in remaining recoverable resources

California a Top Oil Province

• Stacked pays provide additional opportunity through value chain

• Operating expertise to develop the diverse opportunity set

• Robust infrastructure turns disparate fields into integrated plays1MCF:BOE = 20:1

Note: produced volumes source: DOGGR YE2018 data; Remaining Recoverable Resources Source: USGS as of 2018.


2019 Highlights

Enhanced Inventory Growth and Expanded 3P Position

• Life-of-field studies increased unproved resources

• Recent exploration success not included

• Organic F&D costs were $8.75 per BOE in 2019 and

5-year average of $7.21

• Organic recycle ratio of 2.6x in 2019 and 5-year

average of 2.7x

• Comprehensive technical review of 80% of fields

• Over 95% of total proved reserves audited by

independent auditors from 2015 to 2019

1 See the Investor Relations page at www.crc.com for important information about 3P

reserves and other hydrocarbon quantities.2 Reserve amounts uneconomic at SEC prices for the applicable year.3 Unproved reserves (probable and possible) represent technical volumes irrespective of

commodity price. Proved reserves utilize applicable SEC prices for all year-end periods.

Growth in Unproved Reserves1

58 109 156 204 251

768 644 568618

712 644

222 251226

204 224

171

181431

450458 433

150

159

395 679

704652

0

250

500

750

1,000

1,250

1,500

1,750

2,000

2,250

2,500

2014 2015 2016 2017 2018 2019

MM

Bo

e

~240% Probable and

Possible Growth

Probable3Price-Contingent

Reserves2

ProvedCumulative

Production

Possible3

http://www.crc.com/


Unparalleled California Expertise and Insight

Core Assets Provide Operational Leverage

Applying analog development to adjacent fields

Decadesof observed field behavior and demonstrated shallow base decline rates

Largest 3-D Seismic

Position in California

Sources: DOGGR, Wood Mackenzie, Company Estimates. Note: Gross production data is average production in 2018.

142

120 119

2821

-

50

100

150

CRC Chevron

USA

Aera

Energy

Sentinel

Peak

Berry

DO

GG

R R

ep

ort

ed

MB

OE

/d

Top California Producers in 2018

$19$21

$24$22

$0

$5

$10

$15

$20

$25

$30

0%

25%

50%

75%

100%

CRC Chevron

USA

Aera

Energy

Berry

OP

EX

$/B

OE

Pro

du

cti

on

Mix

Shallow Deeper (>5,000') FY2018 OPEX $/BOE

Majority of CA Production is Shallow

Extensive Field Operations Experience

~ 30,000net identified proven and unproved

drilling locations in 2019

Midstream infrastructure provides low cost advantage


$58.81 $54.90

$59.82 $56.45

$56.96

$59.97

$65.28

$70.66 $68.41

$70.21 $68.08

$63.90 $68.32 $62.00 $62.50

$40

$50

$60

$70

$80

4Q18 1Q19 2Q19 3Q19 4Q19

$/B

bl

WTI Realizations Brent

-

≈

74%

77%

47%42%

59%

64%67%

41% 38%

54%

30%

40%

50%

60%

70%

80%

4Q18 1Q19 2Q19 3Q19 4Q19

% o

f W

TI

& B

ren

t

WTI Brent

-

≈ CRC believes its realizations for all hydrocarbon

streams will remain strong

CRC Price Realizations – Strong Brent Realizations

Oil Price Realization (with Hedges) Gas Price Realization

NGL Price Realization - % of WTI & Brent

Realization

% of WTI102% 119% 118% 121% 112%

$3.40 $3.24 $2.66

$2.27

$2.50

$3.77

$3.43

$2.33

$2.73 $3.00

$1.50

$2.00

$2.50

$3.00

$3.50

$4.00

4Q18 1Q19 2Q19 3Q19 4Q19

$/M

MB

tu &

$/M

cf

NYMEX Realizations

≈

Realization %

of NYMEX111% 106% 88% 120% 120%

-

• California native crude continues to see a strong premium over WTI

due to Brent based pricing and transportation advantages

• Realized natural gas prices recovered from lows seen in the

second quarter after temperate winter across the U.S. and colder

California weather

• NGL prices continue to see a premium over peers due to the

disconnect between the California market place and other major

basins


Current Enterprise Value Deeply Discounted

1-5 See endnotes in the Appendix. See the Investor Relations page at www.crc.com for additional information about 3P reserves and other hydrocarbon quantities.

PD4

PUD4

Unproved3

Surface Acreage2

Infrastructure and Other1

0 1

0

5

10

15

20

25

$55 Brent $65 Brent $75 Brent

Va

lue

($

B)

Current EV

of $6.1 Bn5

http://www.crc.com/


0

5

10

15

20

25

30

35

40

45

50

0 100 200 300 400 500 600 700F

ull C

ycle

Co

st1

($/B

oe

)Net Resources2 (MMBoe)

Unlocking Value with a Deep Inventory of Actionable Projects at $60 Brent

• Fully burdened, growth-focused

portfolio

• Achieve a VCI of 1.3 or greater at

$60 Brent and $3.00 NYMEX

• Projects deliver robust cash flow

• Reflects all recovery

mechanisms and reserves types

• Leverage existing infrastructure,

while opportunistically targeting

new infrastructure investment

1 Full cycle costs = operating costs + development costs +

facility costs + field-level G&A + taxes other than on income.2 See the Investor Relations page at www.crc.com for details

regarding net resources and other hydrocarbon resource

quantities.

Steamflood

Waterflood

Primary

Shale

Gas

02468

0 100 200 300 400 500 600 700De

v C

ap

ita

l ($

B)

Net Resources2 (MMBoe)

http://www.crc.com/


Pressure Tested Through the Commodity Price Cycle and Focused on Long-Term Value

5

10

15

20

25

30

$20

$50

$80

$110

07/14 07/15 07/16 07/17 07/18 07/19

Rig

Co

un

t

Bre

nt

Cru

de

Oil P

rice

($

/B

BL)

Brent Crude Price

CRC + JV Rig Count

CRC Rig Count

TRANSITION TO OFFENSE

Cut rigs

Began hedging

Managed liabilities

Utilized existing facilities

Protected base production

QUICK

RESPONSE TO

PRICE CHANGE

Increased activity

Engaged in JVs

Locked in hedges

Increased liquidity

Extended maturities

Invest for value preservation

Drill high-graded portfolio

Invest in exploration and facilities

Strengthen balance sheet

Entered into JV with Alpine

VALUE

PRESERVATION

SEPARATION

ANNOUNCEMENT

Spin

Date


Elk Hills Flagship Asset in San Joaquin Basin

• Large field with 100% NRI

▪ 10 billion original BOE in place within multiple reservoirs

▪ Produces ~60,000 BOE/d with annual 10% base decline

• Infrastructure provides low-cost advantage

▪ On-site gas processing and liquids extraction

▪ Large power plant reduces electricity costs by 75%

▪ Various light crude blends desired by multiple

customers

• Large integrated business

▪ Stacked reservoirs with 280+ MMBOE proven reserves

▪ Diverse development inventory

▪ Proving ground for recovery techniques

Annualized Elk Hills synergies1 ($MM)

1Synergies include operational cost savings and revenue enhancement


Developing Entire Southern San Joaquin Basin into Core Area

• Redevelopment, expansion and additional recovery in existing CRC operated fields

▪ Large fields with low recovery factors

▪ >500 identified development locations

▪ >150 MMBOE potential 3P reserves1

• New field development project following recent exploration successes: Pleito Ranch

▪ Extension of CRC operated Pleito Ranch field

▪ >90 identified development locations

▪ >30 MMBOE discovered resources1

• Delivering value-driven growth

▪ Apply technology, operating expertise and knowledge

▪ Improved returns from leveraging existing infrastructure

▪ Disciplined and deliberate investment into high graded portfolio

Large Inventory of Development Projects

1See the Investor Relations page at www.crc.com for important information regarding potential reserves, discovered resources and other hydrocarbon resources.

Applying CRC asset playbook to substantial

drilling inventory extends core Elk Hills

operations and infrastructure

Field AreaOriginal MMBOE

in PlaceRecovery

FactorProjects

Yowlumne 900 13%Workover, primary drilling,

new reservoirs and EOR

Paloma 1,000 14% Workover, primary drilling and EOR

Coles Levee 1,300 21% Workover, primary drilling and EOR

Rio Viejo 60 16% Primary drilling, new reservoirs

Landslide 70 23% Workover, primary drilling and EOR

TOTAL 3,300 18%

http://www.crc.com/


Leveraging Infrastructure for Nearby Low-Cost Field Development

• Coring up with Elk Hills

▪ Elk Hills serves as the hub

▪ Power, pipelines, compression

▪ Connecting fields and building out

• Lower cost shared resources

▪ Central control facilities and automation

▪ Optimized service provider utilization

▪ Shared support staff across fields

• Efficient step-out to new growth areas

▪ Dominant acreage position

▪ Low development costs for bolt-ons

▪ Discovering new resources through exploration

Southern San Joaquin Valley Consolidation

1 3P approximate totals: 330 MMBOE proved, 300 MMBOE probable, 270 MMBOE possible

~900 Million BOE of 3P reserves1


Total of $200MM fully funded

Focus on three fields within the San

Joaquin Basin

▪ Kern Front, Mt. Poso, Pleito Ranch

Accelerating Value and Derisking Inventory through Development JVs

Up to $500MM

▪ Current commitment of $320MM, with

$134MM funded through 2019

Investor funds project capital in exchange

for a net profits interest (NPI) held through

a JV

▪ Investor preferred interest fully reverts

upon achieving target IRR

▪ CRC retains an acceleration option

Focus on the San Joaquin and

Los Angeles Basins

CRC operates all wells

Up to $140MM

▪ $138MM funded through 2019

DrillCo-type structure where investor funds

100% of project capital for 90% working

interest (WI) in wells drilled, with CRC

carried on its 10% WI

▪ CRC interest increases to 75% upon investor

achieving target IRR

▪ CRC retains an acceleration option


DrillCo-type structure where investor

funds 100% of project capital for 90% WI

in wells drilled, with CRC carried on its

10% WI

▪ CRC interest increases to 82.5% upon

investor achieving target IRR

Focus on portions of the Elk

Hills field within the San

Joaquin Basin


April 2017Feb 2017 July 2019


$0

$40

$80

$120

$160

$200

$240

$280

$320

0

20

40

60

80

100

120

140

160

1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20E

Ca

pit

al ($

MM

)

Pro

du

cti

on

(M

BO

EP

D)

Oil NGL Gas Total Capital CRC Capital (Internally Funded)

JVs Provide Additional Capital Flexibility

Net Production By Commodity (MBOEPD)

1 Total Capital reflected in the graph includes the capital investment of internal CRC capital as well as JV partners BSP, MIRA, and Alpine. Our consolidated financial statements include BSP’s

investment and exclude MIRA’s and Alpine’s investment based on the accounting treatment of each venture.

1


50%

Growth

Projects

50%

Mature

Projects

25%

Growth

Projects

75%

Mature

Projects

10%

Growth

Projects

90%

Mature

Projects

Low-Price Scenario

• Invest to grow cash flow

• Drill in high-graded portfolio (>1.5 VCI)

▪ Oil to gas ratio for steamfloods (>5:1) - Selectively add steam

generation facilities

▪ EOR and IOR for long-term cash flow - Primary/shale for high IP impact

• Delineate future growth areas to unlock upside

• Target 10-15% of discretionary cash flow to balance sheet strengthening

Dynamic Capital Allocation Through Commodity CycleO

il P

rice

$/

BB

L

Gas Price $/MCF

High-Price Scenario

Mid-Cycle Price Scenario

• Invest to accelerate production growth and explore/pilot new resources

• Add facilities (steam and water handling) to support pace of growth

• High cash generation

• VCI 1.3 floor to reinvest for value

• Accelerate balance sheet strengthening

• Invest to protect base production

• Take advantage of existing facilities and prior capacity investments

▪ Steamfloods and waterfloods – drill to fill

▪ Workover existing wellbores for best investment

• Utilize excess equipment to reduce capital costs

• Engineering efforts focused on field surveillance to protect existing production


2020 Dynamic Capital Plan

2020 Estimated Total

Capital Program

$260 to $500 Million

Discretionary Cash Flow

Expect to Remain within

CRC Program Focus

2020 Estimated JV Capital


Buena Vista | Elk Hills

Huntington Beach

Long Beach| Shallow

Horizontals

1 Other includes corporate, maintenance and occupational health, safety and environmental projects and other investments.2 Inner circle represents percentages in a low capital scenario, and outer circle represents percentages in a high capital scenario. Based on current prices, CRC plans to begin the year at the low

end of the capital investment range.

Drilling and

Completion

Workover

Facilities

Exploration

Other

2020E Total Internal Capital


1

Low

Range2

High

Range2


Strengthening the Balance Sheet

1st Lien 2014 Revolving Credit Facility (RCF) 518$

1st Lien 2017 Term Loan 1,300

1st Lien 2016 Term Loan 1,000

2nd Lien Notes 1,815

Senior Unsecured Notes 344

Total Debt 4,977

Less cash (14)

Net Debt 4,963

Mezzanine Equity 802

Total Equity (296)

Total Net Capitalization 5,469$

Total Debt / Total Net Capitalization 91%

Total Debt / LTM Adjusted EBITDAX2

4.4x

LTM Adjusted EBITDAX2

/ LTM Interest Expense 3.0x

PV-103 / Total Debt 1.4x

Total Debt / Proved Reserves3 ($/Boe) $7.73

Total Debt / Proved Developed Reserves3 ($/Boe) $10.12

Total Debt / 4Q19 Production ($/Boepd) $40,462

As of 12/31/19

Capitalization ($MM)

1 Excludes $3MM of restricted cash.2 See the Investor Relations page at www.crc.com for a reconciliation to the closest GAAP measure and other

important information.3 Proved Reserves and PV-10 estimates are as of 12/31/19 and based on SEC19 prices of $63.15 per barrel

Brent / $2.58 per MMBTU NYMEX. See the Investor Relations page at www.crc.com for details on how PV-10

is calculated.4 The 2017 Term Loan is subject to a springing maturity in October 2021 related to the outstanding balance of

the 2016 Term Loan.

Debt Maturities ($MM)

1

$0

$1,000

$2,000

$3,000 2020 Notes (Repaid)

2nd Lien Notes

2014 RCF

Unsecured Notes

2016 Term Loan

2017 Term Loan4

Total debt below $5.0 billion

at year-end 2019

http://www.crc.com/

http://www.crc.com/


Strengthening the Balance Sheet Remains a Priority

Target 2.5x – 3x Leverage Ratio

0.0x

1.0x

2.0x

3.0x

4.0x

5.0x

6.0x

7.0x

8.0x

9.0x

YE14 YE15 YE16 YE17 YE18 YE19 Target

To

tal D

eb

t / L

TM

Ad

j. E

BIT

DA

X1

Leverage

Complicated

Capital Structure

Simplified

Capital Structure

Simple

Capital Structure

1 See the Investor Relations page at www.crc.com for a reconciliation to the closest GAAP measure and other

additional information. 2 Subject to limitations on debt repayment in finance agreements.

Capital MarketsSolutions

Disciplined Capital

Investment

Asset Monetizations

Joint ventures

Infrastructure

Producing

assets

Refinance and

simplify

capital

structure

Target 10-15% of

discretionary

cash flow for

balance sheet

strengthening2

Accretive

acquisitions

Cash flow growth

and support future

reinvestment

Continue to Employ

ALL of the ABOVE Approach

Mineral

interests

http://www.crc.com/


Disciplined Execution on Highest Value Projects

Portfolio of world-class assets investable

throughout the commodity cycle

Robust inventory of high

value growth projects

Deep operational knowledge

and technical expertise

Integrated and complementary

infrastructure

Disciplined and effective

capital allocation

Balance Sheet Goals

High VCI Projects

Investing for the Future

Growth Prospects

Core Operating Areas

Reduce Fixed Charges

Reduce Leverage

Reduce Debt

Balance capital investment with

Financial

Strengthening Effortsfor best long-term value creation

VALUE DRIVEN

Extend Maturities

APPENDIX


Positioned to Execute Our Strategy to Deliver Long-Term Value

Value

Focus

Value Creation Index

The VCI Difference Delivers Real Value

• Value-directed investments

• Disciplined capital allocation

• Enhanced returns over full-cycle time frame

• Drives team alignment

• CRC ahead of competitive landscape in shifting to valuePV10 pre-tax cash flows

PV10 of investmentsVCI =


CRC’s Dynamic Portfolio Provides Flexibility

0

200

400

600

800

BO

EP

D

YEAR 50

200

400

600

800

BO

EP

D

YEAR 5

0

200

400

600

800

BO

EP

D

YEAR 5

0%

25%

50%

75%

100%

Po

rtfo

lio

Mix

Gas

Shale

Primary

Waterflood

Steamflood

Workover

Oil Oil Oil

For illustration of portfolio optionality based on normalized results per $10MM of investment and not guidance. See end note for details on type curves.

Prices for recycle ratio are $65 Brent and $3.00 NYMEX.


Conventional Exploration Program Generates Substantial Value

• 10 well exploration program in 2017 and 2018

▪ Delineation and expansion of proven play trends

plus new impact play concepts

• Reduced risk via joint ventures

▪ 7 exploration wells funded by partners1; CRC total

initial net investment of ~$20MM

• Meaningful value creation

▪ ~$4/share value, potential to increase further

with additional appraisal

1 Partner WI funding varied by well; 2 $65 Brent and $3/NYMEX; 3 Net P50 PV10 = Sum [P50 type curve PV10 x NRI] for development locations; 4 VCI = [Net P50 PV10 pre-tax cash flows] / [PV10 exploration and development capital]

Multiple Small

Joint Ventures

$170+MM2,3 PV10 from

Initial Net Investment

of ~$20MM

Fully-Burdened

VCI of 1.52,4Repeatable recipe for success

provided by analog prospects in

CRC’s differentiated inventory


Barrels per Day 30,000 20,000 13,000 8,000

Weighted Average

Price per Barrel$70.83 $67.50 $65.00 $65.00

Barrels per Day 30,000 20,000 18,000 13,000

Weighted Average

Price per Barrel$56.67 $53.75 $54.31 $53.81

Barrels per Day - 5,0001 5,0001 5,0001

Weighted Average

Price per Barrel- $70.05 $65.00 $65.00

Percentage Hedged Against 4Q19

Net Oil Production39% 33% 24% 17%

Strategically Built Oil Hedge Portfolio

Strategy

• Protect cash flow, operating

margins and capital

investment program

• Hedge program targets up to

50% of crude oil production

Hedge program preserves

significant upside exposure to

commodity price movement

Note: The BSP JV entered into crude oil derivatives that are included in our consolidated results but not in the

above table. For further information please see Attachment 9 of our Q4 2019 Earnings Release.

Sold Calls

Sold Puts

Purchased

Calls

Swaps

1 Counterparties have the option to increase swap volumes by up to 5,000 barrels per day at a weighted-average Brent price of $70.05 for the second quarter of 2020, a counterparty has an

option to increase volumes up to 5,000 barrels per day at $65.00 for the third and fourth quarters of 2020.

1Q20 2Q20 3Q20 4Q20

Sold Puts

Purchased

Puts

Swaps


CRC’s BOE Recovery per Foot Competes With Major Shale Plays

Normalizing estimated ultimate recovery (EUR) vs. measured depth shows CRC advantage:

• Better recovery factors driven by low decline rate waterfloods and steamfloods

• Diverse reservoir portfolio provides optionality to drill deep large EUR producers with later life up-hole recompletions

Historical focus:

• Cheaper, simpler well designs (primarily vertical)

• Quality reservoirs that do not require complicated completions or long horizontal

Future upside:

• Tighter rock, horizontal drilling with new generation stimulation, increasing reservoir contact

We

ll T

ota

l M

ea

su

red

De

pth

(ft

)

21,000’

17,000’

6,000’

13,000’

14,000’

BOE/ft

BV Nose

South

Valley

LA Basin

Notes:

Source: Wood Mackenzie data for Shale Play areas; Source: Internal estimates for CRC, taking all wells drilled since 2012. BOE calculated as Oil + 20:1 Gas.

Well dots sized by oil expected ultimate recovery (MMBOE). Darker colors are newer wells; lighter colors are older wells.

Wolfcamp includes Midland and Delaware Basins.


250

500

1000

$600

$700

$800

$900

$1,000

$1,100

$1,200

$20 $40 $60 $80 $100 $120P

rod

ucti

on

Co

sts

($

MM

)Brent $/Bbl

Annual Production Costs & Capital Investment1

Demonstrated Experience Controlling Production Costs Through Price Cycle

• Capital investment scales with

commodity price changes

• Flexible operations and shallow base

decline allow for quick response to

commodity price changes while

preserving value

• Consistently controlled production

costs throughout price cycles

2014

(Pre-spin)2015

2016

20172018

1 Includes JV Capital.

Capital Investment

Scale ($MM)

1

1

20191


CRC’s Natural Gas Liquids Marketing

CRC’s NGLs trend with national prices, but trade at a

premium due to market conditions in California and

isolation from the larger national market.

• Approximately half sold locally and half exported

to Mexico

• Dynamically adjust market mix to achieve

highest net realization

• 100% sold in the California market

• Infrastructure connected to multiple processing

facilities

• California is a premium market for butane

• 100% sold in the California market

• Minimize transportation costs and maximize net

realization

• CRC is the largest NGLs producer in California

Approximately 15,000 bpd

• Breakdown of CRC’s NGLs production:

1 Proxy peers with reported NGLs include: CRZO, FANG, GPOR, LPI, PDCE, PE, QEP, RRC, SM, SWN,

WLL, WPX, XEC. All prices, including CRC’s, are unhedged and current as reported in 2018 10-K and

1Q19, 2Q19 and 3Q19 10-Q filings.

NG

L R

ea

lize

d P

rice

pe

r B

arr

el ($

/b

bl)

CR

C's

% P

rem

ium

Ove

r P

roxy

Pe

ers

53%Propane

33%Butane

14%Natural

Gasoline

0%

20%

40%

60%

80%

100%

120%

140%

160%

180%

$0

$5

$10

$15

$20

$25

$30

$35

$40

$45

$50

2016 2017 2018 1Q19 2Q19 3Q19 4Q19

CRC Average of Proxy Peers Premium % Over Proxy Peers' Avg


-

1,000.00

2,000.00

3,000.00

4,000.00

5,000.00

6,000.00

7,000.00

1 5 9 13 17 21 25 29 33 37 41 45 49 53 57 61 65 69 73 77 81 85 89 93 97 101105109113117JV Share Typical E&P Share

Typical Industry JV Structure

• Based on recent industry JV deals, a typical deal structure is

o Partner pays 80-100% Capital

o Receives 80-100% Working Interest

o Typical hurdle rate:o 10% - 20% IRR

o Partner’s working interest once hurdle rate is achieved:o 5% - 25%

Hurdle Rate

Reached

Pro

du

cti

on

Time


End Notes

From Slide 12

1 Reflects the value of facilities and midstream assets, excluding assets owned by the Ares JV, at 50% of estimated replacement

value. This discount is estimated to exceed the burden on reserves that would be incurred if assets were monetized. Does not include

value of extensive seismic library.

2 Surface reflects the estimated value of undeveloped surface acreage held in fee.

3 Unproved reserves are comprised of probable and possible reserves as of December 31, 2019.

4 CRC estimate of reserves value as of December 31, 2019. Includes field-level operating expenses, G&A and taxes other than on

income. Assumes $2.58/MMBTU NYMEX in all cases.

5 Calculated using December 31, 2019 debt at par and a market cap as of 2/27/2019. Includes non-controlling interests reported as

mezzanine and permanent equity as of December 31, 2019.

See the Investor Relations page at www.crc.com for important information about 3P reserves and other hydrocarbon resource quantities,

PV-10 and standardized measure, finding and development (F&D) costs, recycle ratio calculations, reserve replacement ratios, Value

Creation Index (VCI), debt adjusted shares calculation, drilling locations and reconciliations of non-GAAP measures to the closest GAAP

equivalent.

http://www.crc.com/

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