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Brookfield Asset Management

Asset Management Presentation Template

Identify the type of assets to be included in the presentation.

• 1 High performance
• 2 Low maintenance
• 3 Long lifespan
• 4 High income potential

Gather data on the identified assets

Assess each asset's performance.

• 1 Routine maintenance
• 2 Reactive maintenance
• 3 Preventive maintenance
• 4 Predictive maintenance
• 1 Excellent
• 4 Below Average

Detail maintenance schedule/requirements for each asset

Analyze the risk factors associated with each asset, outline income generation capacity of each asset, design draft of the asset management presentation, approval: draft design.

• Design draft of the asset management presentation Will be submitted

Review feedback and revise draft presentation

Incorporate relevant graphs or charts visualizing the data, approval: graphic visualization.

• Incorporate relevant graphs or charts visualizing the data Will be submitted

Review and adjust the asset types based on their performance

Prepare final version of the presentation, run practice presentation for team members, approval: practice presentation.

• Run practice presentation for team members Will be submitted

Collect feedback and adjust the presentation as necessary

Schedule the presentation date and time, prepare supplementary materials, review final asset management presentation template, approval: final presentation.

• Prepare final version of the presentation Will be submitted

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Asset Management Company Profile

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ITSM for high-velocity teams

What is it asset management (itam).

IT asset management (also known as ITAM) is the process of ensuring an organization’s assets are accounted for, deployed, maintained, upgraded, and disposed of when the time comes. Put simply, it’s making sure that the valuable items, tangible and intangible, in your organization are tracked and being used.  

So, what’s an IT asset? Defined simply, an IT asset includes hardware, software systems, or information an organization values. In Atlassian’s IT department, some of our most important assets are the computers and software licenses that help us build, sell, and support our software and the servers we host it on. 

IT assets have a finite period of use. To maximize the value an organization can generate from them, the IT asset lifecycle can be proactively managed. Each organization may define unique stages of that lifecycle, but they generally include planning, procurement, deployment, maintenance, and retirement.   An important part of IT asset management is applying process across all lifecycle stages to understand the total cost of ownership and optimize the use of assets.

In the past, IT departments were able to control assets within their own domain. Now, an organization’s asset management practice extends far beyond the hardware that’s issued with an official IT stamp of approval.  Subscription-based software and employees expectation to customize the tools they work with through marketplaces and app stores, present new asset management challenges. The way modern teams work requires that IT teams be flexible and adapt their asset management process to best enable the business. 

As various teams push to work with the tools that best fit their needs, asset management is an even more important part of an organization’s overall strategy and provides up-to-date information to reduce risks and costs. An asset management process creates a single source of truth when optimizing budgets, supporting lifecycle management, and making decisions that impact the entire organization. 

As teams outside of IT begin to embrace service management, asset management has also become important to a variety of departments. We’ve heard of organizations using asset management software to manage things ranging from fleets, to fish, to insurance, to musical instruments. 

Why is ITAM important?

Providing a single source of truth.

Too often, assets get tracked in a ton of different places, by a ton of different people.  No single person owns things, and no single tool collects and centralizes the information. Naturally, chaos and inaccuracy follow. It’s difficult to make informed decisions.  There are even companies where people are being employed just to keep track of IT assets. Systems should do this work. Without having to relegate time and brain matter to tracking artifacts, monitoring usage, and understanding dependencies, IT employees can focus more on what matters most to the organization.  Asset management brings order, and offers a single source of truth for IT teams, management, and ultimately, entire organizations.

Improving utilization and eliminating waste

Asset management keeps information updated, so teams eliminate waste and improve utilization. It saves money by helping avoid unnecessary purchases and cutting licensing and support costs. Increased control also enforces compliance with security and legal policies and reduces risks. The positive implications on costs and productivity benefit the entire organization.

Enabling productivity without compromising reliability

With digital transformation changing the way organizations operate, modern asset management goes far beyond tracking laptops and mice. Teams are embracing DevOps and SRE principles, and need asset management processes and tools in order to efficiently deliver new functionality and services quickly without compromising on reliability. In the report Prepare Your IT Asset Management for 2020 , Gartner notes that given the increased reliance on platform and infrastructure services, effective asset management can enable organizations to manage their consumption of “on-demand services.” With increased control, visibility, and assigned responsibility, teams can reduce excess consumption including overprovisioning, and idle instances, avoiding unnecessary costs. 

Supporting ITSM practices and enabling teams across organizations

IT asset management is critical to supporting ITIL processes, including change , incident , and problem management. The IT team enables the entire organization to get more innovative and deliver value more quickly. With the right data at their fingertips, teams can move with speed and predict the impact of changes before they happen. By democratizing access to insights, the organization gains a competitive edge, delivering value more quickly.  Any organization trying to keep up with the pace of modern innovation needs to get strategic about controlling, tracking, and mastering IT data.

The IT asset management process

IT asset management is not a project. You don’t do it once and expect it to be finished. ITAM is a process that teams execute on a regular basis or as assets, goals, and tools change. 

• Inventory assets - The first step in the IT asset management process is to create a detailed inventory of all IT assets. Your inventory includes what assets you have, where they are located when they were purchased, and for how much. 
• Calculate lifecycle costs - The second step is to calculate lifecycle costs for all assets in your inventory. During an average asset’s life, there are many opportunities for added costs, like maintenance, capital, and disposal costs. Calculating lifecycle costs makes your asset inventory accurate and actionable.
• Tracking -  The third step is tracking via an asset management tool. Your goal is to continuously monitor IT assets through their lifecycle keeping a close eye on things like contract, license, and warranty expiration. Tracking also helps you stay ahead of the fourth step, maintenance.  
• Maintenance - Maintenance involves asset repair, upgrade, and replacement. All maintenance activities should be tracked in an ITAM tool so that the data can be used to understand the overall performance of the asset. 
• Financial Planning - The fifth and final step is financial planning. With an accurate picture of your IT assets, their lifecycle stage, and their costs, you can effectively plan for the future. One goal of financial planning is to determine the budget needed to maintain or improve the “levels of service” your team provides for your most important assets. An asset that was successfully managed with a high level of service, like a service desk and dedicated team, will need that level of service going forward. Assets that underperformed may need a higher level of service in the future, which will cost more. 

How to get started with ITAM

Getting started with IT asset management can seem like a daunting task, but by following the ITIL 4 principle of "Start where you are," you can set yourself up for success. Instead of trying to overhaul your entire system at once, begin by evaluating and analyzing your current processes and infrastructure. This will allow you to identify areas that need improvement and make gradual changes to optimize your asset management strategy. Achieve quick wins by focusing on the most critical aspects of your business and addressing your biggest pain points first.

You’ll want to choose software and an approach that meets your current needs and can grow with your organization. As your requirements shift, you'll need a flexible solution that can adapt to emerging needs.

Embracing a culture of collaboration and transparency is essential for successful IT asset management. Make sure the right people can access the information they need when they need it. This will foster a more efficient and productive working environment.

For more detailed guidance on getting started with IT asset management, consider exploring our free Asset and Configuration Management Handbook , or learn more about IT asset management best practices .

How to choose IT asset management software

Why you need asset management software.

As you begin to consider different asset management software vendors, start with assessing why you need to improve your approach to asset management. Here are some of the common signs that show you’re ready for asset management software:

You want to save money

As reliance on software, infrastructure, and platform services continues to increase, one of the keys to cutting costs is optimizing spending on these services. According to Gartner research , “many organizations can cut spending on software by as much as 30 percent” using best practices to optimize software licenses.  This isn’t an easy task to complete manually. Gartner writes “Optimizing complex licenses manually is labor-intensive; it requires specialized knowledge and does not scale. Larger enterprises will need a SAM (Software Asset Management) tool. A SAM tool can automate, accelerate and improve manual processes. It can pay dividends over manual alternatives, and can often pay for itself.”

You’re relying on spreadsheets

Spreadsheets are still one of the most common ways that companies start tracking what they own. Think they stay accurate very long? No way. They quickly become inaccurate or unwieldy. In fact, Sage Accounting found that a $2 million company using spreadsheets to track their assets could be spending as much as $50,000 a year on “ghost assets,” or items that they are paying and accounting for in their general ledger but that are physically missing. Yikes.

It’s difficult to keep up with the pace of change in your company

Five new headsets arrived today. Four employees had their laptops stolen at a restaurant in Tuscaloosa. Next month, ten printers are getting switched out with new models from the leasing company, and the month after that, 14 laptops. If you need an employee - even part time - to keep track of everything, you need a basic system to make the job easier.

“Shadow IT” is a growing concern

More and more often, applications, licenses, and other IT assets are being purchased, managed, and used in “the shadows,” without the knowledge of  the central IT team. Software that makes collaboration easier can keep IT in the loop, enabling other teams to be more productive, and avoiding risk and unnecessary costs. 

Once you know the time is right, thinking through what implementing a new approach to asset management will look like for your organization will help further clarify which software will best support your needs. In our experience, taking an asset inventory is the first step to get a better understanding of what is where and your costs. From there, it’s possible to map asset lifecycles and evaluate costs alongside your finance department.  

More advanced IT asset management goes beyond this step and automates routine asset management tasks. For instance, an employee can use a self-service portal to request a license to a common software subscription. Using pre-existing rules, that request can be approved with a link sent to provide access to the subscription to the requester. This reduces the amount of effort IT teams expend on support tasks, so they can focus on higher level work. 

Collaboration is also an important part of effective asset management. Instead of purchases happening in the shadows, a collaborative tool makes it easy for employees to make requests, and for other teams like procurement to comment on and approve purchases. And, if you can connect your asset management tool to services employees already use, even better. For instance, link to Slack, so an employee can make a request in a few taps on their keyboard. Improving the intake process for asset requests goes far in improving the IT team’s visibility. 

It’s worth noting that a service desk is an important foundation for this. It offers an easy way for employees to ask for help, plus it gives IT staff the ability to organize and provide reporting on requests. A service desk linked to asset management software, gives IT teams important context to deliver better service. For example, when a user requests a laptop repair, certain basic information is automatically available: including purchase date, previous issues, etc. The IT team can also access any tickets linked to that laptop. This quick and complete context means faster resolution of customer issues.

As IT continues to evolve, reliance shifts increasingly to SaaS vendors for critical services, and it’s necessary to track changes in increasingly dynamic cloud environments, asset management is adapting. It’s important that you choose the tools that can best enable collaboration and support your service management practice. 

Every organization is different. Maybe you need to map complicated dependencies across an enterprise. You might want to keep record of intangible assets like licenses and compliance documents to reduce risk. Perhaps your requirements are simpler and involve tracking an inventory of computers. 

Fortunately, asset management software comes in all flavors, from nimble and affordable integrations, to complex, high-dollar solutions that can automatically discover all IP-based hardware on the network, wash the dishes piled up in your office's kitchen sink, and more. Whether you go with a lightweight tracker or an enterprise level system, the most important consideration is finding the option that will work best for your unique use case.

Want to learn about IT asset management in Jira Service Management?

Also, check out our  IT Asset and Service Configuration Management handbook  for more detail on ITSM use cases and a checklist for building your own strategy. 

Incident Management: Processes, Best Practices & Tools

Incident management (IM) is a critical process used to quickly resolve issues to limit business impact. Read on to apply these practices in your org.

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Asset Management Workshops Training Slides

Training slides for asset management workshops.

• America's Pathway To Sustainable Water and Wastewater Services (pdf) (2.2 MB)
• Fundamentals of Asset Management Session 0-Executive Overview (pdf) (1.1 MB)
• Fundamentals of Asset Management Session 1-Develop Asset Registry (pdf) (845.8 KB)
• Fundamentals of Asset Management Session 2-Assess Condition, Failure Modes (pdf) (949 KB)
• Fundamentals of Asset Management Session 3-Determine Residual Life (pdf) (631.8 KB)
• Fundamentals of Asset Management Session 4-Determine Life Cycle & Replacement Costs (pdf) (382.3 KB)
• Fundamentals of Asset Management Session 5-Set Target Level of Service (pdf) (385.2 KB)
• Fundamentals of Asset Management Session 6-Determine Business Risk ("Criticality") (pdf) (942.4 KB)
• Fundamentals of Asset Management Session 6.5-Develop Asset Registry (pdf) (374.3 KB)
• Fundamentals of Asset Management Session 7-Optimize (O&M) Investment (pdf) (924.4 KB)
• Fundamentals of Asset Management Session 8-Optimize Capital Investment (pdf) (660.2 KB)
• Fundamentals of Asset Management Session 9-Determine Funding Strategy (pdf) (394.7 KB)
• Fundamentals of Asset Management Session 10-Build Asset Management Plan (pdf) (648.1 KB)
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How to Lead a High-Performance Asset Management Organization

In 2024, facility executives face a challenging environment where post-COVID-19 issues , such as labor shortages , supply chain struggles , inflation and return-to-work policies , are impacting operations. There’s no shortage of opportunity either, as we seek to improve sustainability and resilience. Even so, there is a need to focus on the core skill of asset management: creating life-cycle value through facilities acquisition, operations and maintenance, renewal and disposal. 

A high-performance asset management approach draws from the project management professional community to propose a maturity model concept for facilities leaders. The idea is to build a foundation on asset inventory and other basic capabilities, then to add competencies that support a transition from tactical, transaction-based decision-making to a proactive, strategic approach that is based on accurate, enterprise-wide forecasts of requirements. 

Guideposts for the journey  

To get started on the journey, let’s establish some basic concepts to guide us:   

What is asset management? Falling within the broader scope of facilities management, asset management focuses on creating maximum value for the organization, using metrics like utilization and total cost of ownership to improve facility function and utility. 

What do we mean by high performance? It is a value-driven approach to supporting business goals through investment in people, processes, and the physical environment, seeking industry leadership through these initiatives. 

What is a maturity model? This is the journey part of the concept, based on performance goals and assessing current conditions and mapping the steps needed to achieve the desired end state. We’ll outline a maturity model by describing a few focus areas that support the drive toward high-performance asset management.  

The foundation 

High-performing asset management organization need to master three vital capabilities, or competencies: establishing the organization, knowing the scale of the assigned asset inventory and setting governance rules. 

Starting with the organizational competency, understanding the scope of the assigned asset management tasks is fundamental. Tasks begin with setting facilities planning strategies and progress through tactical assignments, such as capital budgeting, maintenance and repair budgeting and space planning and utilization management. The role includes property management, or executing the maintenance and repair tasks, including supporting other operational tasks that keep the facilities running. 

The second competency is understanding the scale of the assigned asset inventory. Answering a few questions will help to design the asset management organization and governance rules: 

• How many facilities and locations are there?  
• Are the facilities owned, leased, or is the portfolio mixed? 
• How much facilities management work will be done by the organization, and how much will be outsourced to vendors? 

Capturing a complete asset inventory is vital, starting with knowing your locations and the property and buildings at each one. Next, break down the buildings into key systems, including the structure, power, cooling and utilities – the elements that ensure that the building works. Lastly, systems can be broken down into component equipment, then assemblies and finally parts. You’ll want to have a plan for maintaining them and understanding what sorts of spares need to be kept on hand based on criticality. 

With these essentials defined, the organizational competency is completed by defining governance policies for asset management. You’ll need staffing plans, job descriptions, certification management and on-the-job training . You’ll also need process tools, such as standard operating procedures, rounds checklists and purchasing and vendor management tools. Finally, you’ll need emergency response procedures for critical equipment, as well as a change management process for large-scale repairs and capital upgrades.   

Together, these first three competencies are the minimum essential capabilities for developing the high-performing asset management organization. The next step, creating sustainable operations , builds on this solid foundation.  

Transitioning to a sustainable approach 

With basics in place, the next step is to ensure the improvements are sustainable by developing performance management competencies. The focus moves to making sure the facilities leader can access the management information needed for decision making by putting in place processes and systems that allow for the best use of resources, whether they are human capital or investment funds. 

Since the organization’s approach to maintenance has a significant impact on the value of its assets, maintenance is the first process to consider on the journey to high performance. Based on value, criticality or function, organizations choose either preventive maintenance – regular, planned and scheduled activities usually driven by timeframes, that lessen the likelihood of breakdowns and failures— or predictive maintenance , which is a data-driven approach that identifies changes in operational performance or potential equipment defects and attempts to do repairs before failures happen, avoiding unplanned outages and minimizing preventive maintenance costs. 

Managing costs underscores the high-performance approach, and sometimes facilities leaders have to make decisions based on the funding available for the job. If the funding doesn’t cover the full requirement, planned maintenance may be postponed, leading to deferred maintenance. Again, it is important to understand the business impacts of deferment decisions, since postponement has the potential for creating larger problems downstream. 

Our industry uses many key performance indicators for measuring the effectiveness of the maintenance program. Some are operational measures, such as the frequency of activities or downtime durations, while others are financial, such total cost of ownership. A final measure to have in place is the facility condition index (FCI), calculated as deferred maintenance divided by replacement value. Leaders can use FCI to set facilities budgets as a percentage of replacement value or by quantifying a reduction of deferred maintenance to achieve .  

Most facility management organizations have information systems in place, whether they are enterprise tools, workplace management tools or maintenance management tools. Since the facilities leader needs to be able to access information to do the job, there might still be a call for a new tool or process – adding a capability to an existing system or procuring a new application for a specialized need. 

A four-step analysis supporting this kind of budget request can be summarized as defining the business goal, defining the capabilities needed, assessing the tradeoffs (capabilities, data security, system uptime, and costs) and combining these into a business case that justifies the purchase. 

Achieving high-performing operations 

The final step in achieving high-performance asset management is being able to make good short-term and long-term decisions about allocating resources. Following the path from the essential first steps and sustainability-focused interim steps, the facilities leader can access foundational knowledge about assets and condition and use this knowledge to make informed decisions.  

Most organizations have a short-term business plan of two to three years, where capacity requirements are well understood. During this timeframe, the facilities leader focuses on making specific investments to address emerging requirements. Budget needs are defined so the challenge is managing pop-up issues that might arise equally from needed repairs and improvements or from new laws or regulatory requirements.  

Long-term planning, beyond a three-year horizon, is a best guess environment. Plans are general and sometimes even conceptual, so the facilities leader needs to tune in to the direction of the business. An annual planning process to ensure alignment with the business’s goals and inform the long-range plan includes the following steps: 

• validate business drivers for the next phase of operations 
• assess the impact on existing facilities portfolio and identify needs for additional investments 
• update facilities condition to understand short-term project requirements 
• define, estimate costs, and prioritize the projects 
• establish budget needs for maintenance and operations 
• finalize and publish a regular strategic facilities plan. 

The strategic facilities plan embodies the high-performance asset management approach. It begins with an understanding of the current facility portfolio , assesses the way the facilities support ongoing and planned business activities and justifies budget requests. Metrics, such as facility condition and total cost of ownership, are built into the operation, allowing regular feedback on the status of the operation in a virtuous cycle of performance improvement. 

Leaders need to reconsider they way they can get back to the goal of creating life-cycle value for the assets they manage, especially as the economy continues to recover from the impacts of the pandemic. The life-cycle asset management approach – facilities acquisition, operations and maintenance, renewal and disposal – provides a lens for considering ways to progress from a basic, essential operation to one that creates and enhances enterprise value through high-performance operations. A maturity model concept, borrowed from the project management professional community, can be an effective road map for achieving the goal of high-performance asset management. 

Jim Turner serves as a trusted advisor to real estate and facilities leaders with a focus on critical infrastructure and buildings. His expertise covers the built environment life cycle , including planning, design, construction, operations and disposal .   His work often features strategic planning; project development; construction and program management; cost analysis; operations and maintenance planning; organizational design; strategy and change management; and workflow design. He has tenure with several leading engineering-architecture-constructions firms, including Jacobs and AECOM.  

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Best's Review Spotlights Secondary Perils and Features Special Presentation on Asset Management

The June issue of Best’s Review focuses on the rise of secondary perils:

• “ Secondary Perils Playing Bigger Role in Expanding Catastrophe Losses ” looks at the impact that secondary perils, such as flood and hail, are having on insurers.
• “ Leading AI Platforms Respond to Question about Secondary Losses ” features takes from three artificial intelligence large language models on which insured catastrophes had the most surprising level of secondary losses.

Also included are interviews with industry experts from a special series on asset management:

• “ Negotiating the Higher-Yield Insurance Asset Environment ” explores how insurers are keeping an eye on their investment portfolios and underwriting programs, saying it will take time for higher interest rates to quell inflation.
• “ How Insurers Are Addressing Earlier Low-Rate Investments ” delves into how the industry can effectively manage assets by adapting to shifting market dynamics, regulatory changes and emerging technologies.
• “ Emerging Insurance Asset Investment Risks and Opportunities ” examines how insurance investment managers are sifting through an array of asset classes, balancing risk, return and liquidity to ensure the ability to pay claims.

Best’s Review is AM Best’s monthly insurance magazine, covering emerging issues and trends and evaluating their impact on the marketplace. Access to the complete content of Best’s Review is available here .

AM Best is a global credit rating agency, news publisher and data analytics provider specializing in the insurance industry. Headquartered in the United States, the company does business in over 100 countries with regional offices in London, Amsterdam, Dubai, Hong Kong, Singapore and Mexico City. For more information, visit www.ambest.com .

Copyright © 2024 by A.M. Best Company, Inc. and/or its affiliates. ALL RIGHTS RESERVED.

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Market Updates

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U.S. Department of the Treasury

Targeting key sectors, evasion efforts, and military supplies, treasury expands and intensifies sanctions against russia.

Actions Taken in Coordination with G7

Metals and Mining Determination Enables Targeting of Putin Revenue Source

Wide Array of Evasion-Related Targets Exposed

WASHINGTON – Today, one year after the Russian Federation launched its unprovoked war against Ukraine, the U.S. Department of the Treasury’s Office of Foreign Assets Control (OFAC) is taking significant action to diminish Russia’s ability to continue its brutal war and to procure the resources used to support it.

In one of its most significant sanctions actions to date, Treasury is announcing a new determination targeting the metals and mining sector of the Russian Federation economy under Executive Order 14024 and is also imposing sanctions on 22 individuals and 83 entities. Today’s action, together with additional measures taken by the Department of State, the Department of Commerce, and the Office of the U.S. Trade Representative, in coordination with allies and G7 partners, further isolates Russia from the international economy and hinders Russia’s ability to obtain the capital, materials, technology, and support that sustain its war against Ukraine, which has killed thousands and displaced millions of people.

Additionally, as Russia searches for ways to evade sanctions and export controls, the U.S. government is ramping up efforts to counter such evasion around the world. Today’s action includes designations of over 30 third-country individuals and companies connected to Russia’s sanctions evasion efforts, including those related to arms trafficking and illicit finance. While Russian banks representing over 80 percent of total Russian banking sector assets are already subject to U.S and international sanctions, OFAC today is designating over a dozen financial institutions in Russia, including one of the top-ten largest banks by asset value. Sanctioned actors have been known to turn to smaller banks as well as wealth-management firms in an attempt to evade sanctions as Russia seeks new ways to access the international financial system.

“As the Ukrainian people continue to valiantly defend their homeland and their freedom, the United States is proud to support Ukraine through economic, security, and humanitarian assistance,” said Secretary of the Treasury Janet L. Yellen. “Over the past year, we have taken actions with a historic coalition of international partners to degrade Russia’s military-industrial complex and reduce the revenues that it uses to fund its war. Our sanctions have had both short-term and long-term impact, seen acutely in Russia’s struggle to replenish its weapons and in its isolated economy. Our actions today with our G7 partners show that we will stand with Ukraine for as long as it takes.”

Dozens of entities and individuals being sanctioned today operate in industries that ultimately support Russia’s war against Ukraine. This includes firms that produce or import specialized, high-technology equipment used by Russian defense entities and companies that make advanced materials used in Russian weapons systems.

The United States and its allies have imposed sweeping sanctions, export controls, and other measures following the start of Russia’s war against Ukraine. Since February 2022, Treasury has implemented more than 2,500 sanctions in response to Russia’s war of choice. The unprecedented costs imposed on Russia have been closely coordinated with allies and partners, with more than 30 countries having imposed sanctions or similar measures against Russia following the launch of its war.

Russia’s aggressive and unprovoked war will have significant and long-lasting consequences for Russia’s economy and defense base. Sanctions and export controls have caused Russia’s financial sector losses of hundreds of billions of dollars and created major setbacks for Russia’s technological advancement. The United States will continue to impose costs on Russia for as long as this war continues.

FINANCIAL SERVICES SECTOR SANCTIONS

Imposing further sanctions against Russia’s financial services sector impedes the ability of President Vladimir Putin’s regime to raise capital in support of the war against Ukraine and further isolates Russia from the global financial system. Today, Treasury is imposing sanctions on numerous Russian banks and is also targeting wealth management-related entities and individuals that play key roles in Russia’s financial services sector.

Sanctions evasion and other illicit financial activity often involves support from accountants, investment advisors, wealth management and private equity firms, lawyers, and other financial services providers. According to an alert issued by the Financial Crimes Enforcement Network (FinCEN) in March 2022 , sanctioned actors may seek to evade sanctions by using corporate vehicles to obscure ownership or sources of funds, such as shell companies or third-party proxies. FinCEN issued another alert in March 2022 underscoring sanctioned persons’ use of real estate, luxury goods, and other high-value assets, such as precious metals, stones, and jewelry (PMSJ), to store value and evade economic restrictions. In June 2022, FinCEN and the U.S. Department of Commerce’s Bureau of Industry issued an alert urging increased vigilance for export control evasion attempts.

Designation of Multiple Russian Financial Institutions

OFAC today designated the following Russian banks pursuant to E.O. 14024 for operating or having operated in the financial services sector of the Russian Federation economy:

• Credit Bank of Moscow Public Joint Stock Company , one of Russia’s ten largest banks by asset value and located in Moscow, is Russia’s largest non-state public bank. The European Union removed Credit Bank of Moscow from the SWIFT international payment system in June 2022 and fully blocked the bank in December 2022. OFAC previously placed Credit Bank of Moscow on the Sectoral Sanctions Identifications List; it is now also subject to full-blocking sanctions.
• Joint Stock Company Commercial Bank Lanta Bank , a bank located in Moscow, Russia.
• Public Joint Stock Company Commercial Bank Metallurgical Investment Bank (Metallinvestbank), a bank located in Moscow, Russia. Metallinvestbank has used alternative payment routes to facilitate the receipt of payments for Russian exports.
• Public Joint Stock Company MTS Bank , a bank located in Moscow, Russia and Abu Dhabi, United Arab Emirates. The UK also designated this bank today.
• Novosibirsk Social Commercial Bank Levoberezhny Public Joint Company , a bank located in Novosibirsk, Russia.
• Bank Saint-Petersburg Public Joint Stock Company , a bank located in Saint Petersburg, Russia. The UK also designated this bank today.
• Joint Stock Commercial Bank Primorye , a bank located in Vladivostok, Russia.
• SDM-Bank Public Joint Stock Company , a bank located in Moscow, Russia.
• Public Joint Stock Company Ural Bank for Reconstruction and Development (UBRD), a bank located in Yekaterinburg, Russia. UBRD is also sanctioned by Canada and the UK.
• Public Joint Stock Company Bank Uralsib , a bank located in Moscow, Russia. The UK also designated this bank today.
• Bank Zenit Public Joint Stock Company , a bank located in Moscow, Russia. The UK also designated this bank today.

Additionally, Russia-based financial institutions OOO Zenit Finance , OOO Zenit Leasing , and OOO Zenit Factoring MSP were designated pursuant to E.O. 14024 for being owned or controlled by, or for having acted or purported to act for or on behalf of, directly or indirectly, Bank Zenit.

In conjunction with this action, OFAC has issued Russia-related General License (GL) 60 , authorizing the wind down and rejection of transactions involving certain financial institutions designated today through 12:01 a.m. eastern daylight time, May 25, 2023. In addition, OFAC has issued Russia-related GL 61 , authorizing the wind down of certain securities and derivatives transactions involving certain of these financial institutions through 12:01 a.m. eastern daylight time, May 25, 2023. OFAC also issued amended GL 8F , adding certain of these financial institutions to the authorization to process certain energy-related transactions.

Targeting Russian Wealth Management-Related Entities

CONFIDERI Pte Ltd (CONFIDERI) is a Russian multi-family office, a type of financial services firm specializing in high-net-worth individuals, with offices in Moscow and Singapore. Its specialties include asset structuring and wealth management, including on “international projects with Russian roots.” CONFIDERI offers, among other services, PMSJ investment opportunities and investment management through the Caribbean.

CONFIDERI’s founders, Russian Federation-Israel nationals Olga Borisovna Raykes (Raykes) and Marat Maratovich Savelov (Savelov), have also been recognized as private bankers, wealth managers, and investment advisers. Raykes and Savelov own the firm Vend Ore GmbH (Vend Ore), located in Vienna, Austria.

CONFIDERI, Raykes, and Savelov were designated pursuant to E.O. 14024 for operating or having operated in the financial services sector of the Russian Federation economy. Vend Ore was designated pursuant to E.O. 14024 for being owned or controlled by, or for having acted or purported to act for or on behalf of, directly or indirectly, Raykes and Savelov.

Moscow-based investment and wealth management firm IC Veles Capital LLC (IC Veles Capital) also caters to Russian high-net-worth individuals. Its leaders are Russian Federation-Cyprus nationals Dmitry Vitalyevich Bugayenko (Bugayenko) and Aleksei Dmitrievich Gnedovskii (Gnedovskii).

IC Veles Capital, Bugayenko, Gnedovskii, and related financial companies Veles Aktiv OOO , Veles Management Ltd , and Limited Liability Company Veles Trust were all designated pursuant to E.O. 14024 for operating or having operated in the financial services sector of the Russian Federation economy.

Additionally, Bugayenko’s Cyprus-based firms Veles International Limited and Hadlerco Limited , were designated pursuant to E.O. 14024 for being owned or controlled by, or for having acted or purported to act for or on behalf of, directly or indirectly, Bugayenko.

Russian Federation national Ulan Vladimirovich Ilishkin (Ilishkin) is Deputy Chairman of the Management Board of U.S.-sanctioned Public Joint Stock Company Rosbank (Rosbank), which was acquired in 2022 by one of Russia’s richest men, U.S.-sanctioned Vladimir Potanin . Ilishkin also leads Rosbank’s L’Hermitage Private Banking unit.

Russian Federation national Alina Olegovna Nazarova (Nazarova) is the head of A-Club, the private banking department of U.S.-sanctioned Joint Stock Company Alfa-Bank.

Russian Federation national Evgeniya Sergeyevna Tyurikova (Tyurikova) is a long-time finance professional who leads the private banking department of U.S.-sanctioned Public Joint Stock Company Sberbank of Russia (Sberbank).

Ilishkin, Nazarova, and Tyurikova were designated pursuant to E.O. 14024 for operating or having operated in the financial services sector of the Russian Federation economy.

TARGETING RUSSIAN SANCTIONS EVASION

Due to the impact of sanctions and export controls, Russian intelligence services have been directed to find channels for evasion and backfilling. Treasury will continue to impose sanctions on actors inside and outside of Russia that circumvent sanctions and enable Russia to procure resources critical to enabling Russia’s war of aggression against Ukraine. Treasury is imposing sanctions on the following entities and individuals for their roles in sanctions evasion efforts.

Swiss-Italian businessman Walter Moretti (Moretti) and his network of associates and companies have covertly procured sensitive Western technologies and equipment for Russian intelligence services and the Russian military, including hydraulic presses, armament packages, and armor plating. Moretti and his associates have also procured equipment for Russia’s nuclear weapons laboratories. 

Moretti was designated pursuant to E.O. 14024 for having acted or purported to act for or on behalf of, directly or indirectly, the Government of the Russian Federation.

German national Markus Gerhard Mueller (Mueller), Swiss nationals Ronald Eric Cosman (Cosman) and Bruno Koller (Koller), as well as the Switzerland-based company Swisstec 3D AKUS AG (Swisstec) have assisted Moretti in the procurement of sensitive Western technologies and equipment for Russian intelligence services and the Russian military.

Mueller, Cosman, Koller, and Swisstec were designated pursuant to E.O. 14024 for having materially assisted, sponsored, or provided financial, material, or technological support for, or goods or services to or in support of, Moretti.

Moretti also used his UAE-based companies, Taerio Limited and Tamyna FZE , in his covert procurement schemes.

OFAC designated Taerio Limited and Tamyna FZE pursuant to E.O. 14024 for being owned or controlled by, or for having acted or purported to act for or on behalf of, directly or indirectly, Moretti.

The Malta-based company, Stratton Investment Group LTD , is owned by Taerio Limited. OFAC designated Stratton Investment Group LTD pursuant to E.O. 14024 for being owned or controlled by Taerio Limited.

The Swiss Italian national Frederic Pierre Villa (Villa), along with Moretti, are on the board of directors of Stratton Investment Group LTD. OFAC designated Villa pursuant to E.O. 14024 for being a leader, official, senior executive officer, or member of the board of directors of Stratton Investment Group LTD.

The Switzerland-based company Tamyna AG has sent numerous large wire transfers to Moretti’s company, Taerio Limited. Tamyna AG was designated pursuant to E.O. 14024 for having materially assisted, sponsored, or provided financial, material, or technological support for, or goods or services to or in support of Moretti.

Swiss nationals Hans-Peter Bomatter (Bomatter) and Lutwin Schommer (Schommer) are the senior managers of Tamyna AG. OFAC designated Bomatter and Schommer pursuant to E.O. 14024 for being a leader, official, senior executive officer, or member of the board of directors of Tamyna AG.

The Sofia, Bulgaria-based company Taerio International LTD EOOD (Taerio International) and the Saint Petersburg, Russia-based company Interpolytrade Limited Company (Interpolytrade) are owned or controlled by Mueller. OFAC is designating Taerio International and Interpolytrade pursuant to E.O. 14024 for being owned or controlled by, or for having acted or purported to act for or on behalf of, directly or indirectly, Mueller.

Arms Dealer Supporting Russia and Belarus

Nurmurad Kurbanov (Kurbanov) is a Russian-Turkmen arms dealer who has represented Russian and Belarusian defense firms abroad. Kurbanov has facilitated military and technical cooperation efforts between Russia and foreign countries. Kurbanov has additionally represented U.S.-sanctioned Belarusian firm OKB TSP Scientific Production Limited Liability Company (OKB TSP), which is involved in the production of a short-range air defense system, in its sales efforts abroad. Kurbanov also owns Cyprus-based firm Stella Leone Limited .

Kurbanov was designated pursuant to Belarus-related E.O. 14038 for having acted or purported to act for or on behalf of, directly or indirectly, OKB TSP. Stella Leone Limited was also designated pursuant to E.O. 14038 for being owned or controlled by, or for having acted or purported to act for or on behalf of, directly or indirectly, Kurbanov.

Russian Elite-Linked Businessman Tied to Illicit Financial Activity

Russian businessman Aleksandr Yevgenyevich Udodov (Udodov) is the former brother-in-law of Russian Prime Minister Mikhail Mishustin (Mishustin) and has been linked to business dealings with both Mishustin himself and Mishustin’s sister. Udodov has also been investigated for manipulating value-added tax revenues and money laundering.

Udodov and his Moscow-based management consulting firm, Limited Liability Company Aforra Management , were designated pursuant to E.O. 14024 for operating or having operated in the management consulting sector of the Russian Federation economy.

The following Udodov-owned, Russia-based companies were designated pursuant to E.O. 14024 for being owned or controlled by, or for having acted or purported to act for or on behalf of, directly or indirectly, Udodov:

• Limited Liability Company Aforra Development
• Limited Liability Company Aforra Engineering
• Limited Liability Company Aforra Property
• Limited Liability Company Aktiv R
• Limited Liability Company Arendoff
• Limited Liability Company Atlas Real Estate
• Limited Liability Company Ayaks
• Limited Liability Company Garantiya
• Limited Liability Company Mushroom Rainbow
• Limited Liability Company New City
• Limited Liability Company Nikoliya
• Limited Liability Company Optima Invest
• Limited Liability Company Russul
• Limited Liability Company Stork

Udodov’s business interests also extend outside of Russia’s borders. Udodov owns Avrora Capital SRO (Avrora Capital), located in Prague, Czechia. Udodov also has control over Leading Capital Investment Ltd (Leading Capital), a real estate holding company registered in the British Virgin Islands, and Bahamas-based Caliber Wealth Management Ltd (Caliber Wealth Management).

Avrora Capital, Leading Capital, and Caliber Wealth Management were designated pursuant to E.O. 14024 for being owned or controlled by, or for having acted or purported to act for or on behalf of, directly or indirectly, Udodov.

SANCTIONS TARGETING RUSSIA’S MILITARY SUPPLY CHAINS

Treasury is taking additional steps to impose costs on and further restrict key entities that support Russia’s military capabilities. Since the start of Russia’s full-scale war, Treasury has targeted Russia’s defense industries. Treasury will continue to designate Russian Federation persons connected to Russia’s defense industries to degrade Putin’s ability to wage war against Ukraine or against any other country in the future. In October 2022, Treasury, the Department of Commerce, and the Department of State issued an alert highlighting the impact of sanctions and export controls on Russia’s military-industrial complex.

Designations of Russian Entities that Produce Carbon Fiber and Related Advanced Materials for Russia’s War Machine

Russia’s military-industrial complex is the largest consumer in Russia of carbon fiber and other related advanced materials. Carbon fiber and related materials are critical to the development and production of Russian defense systems. They are used in almost all defense-related platforms including aircraft, ground combat vehicles, ballistic missiles, and military personal protection gear, as well as other weapons systems. Today, Treasury is designating numerous Russia-based entities involved in the production of carbon fiber and related materials.

UMATEX Joint-Stock Company (UMATEX) is Russia’s largest producer of a wide range of carbon fibers and fiber-based items. UMATEX manages a division focused on promising materials and technologies, and focuses on the production of high-technology carbon fiber and other high-technology products. UMATEX was designated pursuant to E.O. 14024 for operating or having operated in the technology sector of the Russian Federation economy.

OFAC also designated three UMATEX subsidiaries pursuant to E.O. 14024 for being owned or controlled by, or for having acted or purported to act for or on behalf of, directly or indirectly, UMATEX:

• UMATEX Group Europe S.R.O. , a Czechia-based subsidiary of UMATEX.
• Argon , a Russia-based company that produces carbon fiber materials used by aircraft-building companies.
• Zavod Ulgerodnykh I Kompozitsionnykh Materialov , a Russia-based company that produces carbon fiber used in the aerospace industry.

Treasury also designated UVICOM LTD , a Russia-based company that produces carbon fibrous materials and that develops technologies for carbon fiber materials. UVICOM LTD was designated pursuant to E.O. 14024 for operating or having operated in the technology sector of the Russian Federation economy.

Designations of Entities that Operate in Russia’s Aerospace Sector

OFAC today designated the following entities pursuant to E.O. 14024 for operating or having operated in the aerospace sector of the Russian Federation economy:

• Joint Stock Company Prepreg Advanced Composite Materials , a Russia-based company that produces an assortment of materials used in aircraft engineering.
• Limited Liability Company Alabuga-Fibre , a Russia-based company that produces various types of carbon fibers used in aerospace and aircraft engineering.
• Limited Liability Company Prepreg-Dubna , a Russia-based company that produces an assortment of materials used in aircraft engineering.
• Joint Stock Company Research Institute of Graphite-Based Materials NIIGRAFIT (NIIGRAFIT), a Russia-based research institution and company that was created for the study and development of special types of carbon materials and products. NIIGRAFIT also produces materials used in rocket and space technology and the aviation industry.
• Joint Stock Company the Urals Scientific Research Institute of Composite Materials , a Russia-based research institution and company that specializes in research, development, and fabrication of composite goods for rocket-and-space hardware.

OFAC today designated the following entities pursuant to E.O. 14024 for operating or having operated in the defense and related materiel sector of the Russian Federation economy:

• Perm Scientific Research Technological Institute , a Russia-based research institute that provides solutions related to the development and application of modern equipment including artillery mounts and missile systems.
• Joint Stock Company Military-Industrial Corporation NPO Mashinostroyenia , a Russia-based company that develops and fabricates weapons and military hardware that was first designated in 2014 pursuant to E.O. 13662

Designations of Persons Operating in Russia’s Technology and Electronics Sectors

Russia’s defense industry is reliant on imported microelectronics and other technology both produced domestically and imported from abroad. Today, Treasury continues to target firms and individuals in Russia’s technology and electronics sectors, including persons who produce or import specialized or high-tech equipment used by Russia’s defense entities.

OFAC today designated the following persons pursuant to E.O. 14024 for operating or having operated in the technology sector of the Russian Federation economy:

• 0Day Technologies , a Moscow-based cybersecurity consulting firm, has provided databases of western nation citizens’ personally identifiable information to Russian intelligence.
• OOO Iteranet (Iteranet), a Russia-based technology company, has helped the Government of Russia circumvent U.S. sanctions by purchasing U.S.-origin equipment on behalf of sanctioned end-users.
• OKB Spektr OOO (OKB Spektr), one of the largest manufacturers in Russia of spectral analytical instruments. OKB Spektr develops electronic-printed circuits. In addition, OKB Spektr provides telemetry support for ballistic missile flight testing at Russia’s missile test ranges.
• Limited Liability Company Maxtech (Maxtech), a Moscow-based technology company specializing in server hardware.
• Russian Federation nationals Anastasiya Olegovna Eshstrut (Eshstrut) and Maksim Valeryevich Safonov , co-owners of Maxtech. Eshstrut is also Maxtech’s general director.
• Novilab Mobile, LLC , a Moscow-based software developer, has worked with U.S.-designated Russia-based company Advanced System Technology, AO (AST) on a project to enable mobile device monitoring. In April 2021, OFAC designated AST pursuant to E.O. 14024, E.O. 13694, E.O. 13382, and Section 224 of CAATSA for providing support to the FSB.
• Limited Liability Company Promtekhekspert , a Moscow-based technology equipment and consulting firm formerly partially owned by Eshstrut that shares an address with Maxtech.
• PSV Technologies LLC (PSV), a Moscow-based technology company that delivers high-tech equipment into Russia and has distribution relationships with both Russia-based and foreign technology and equipment manufacturers. PSV has attempted to procure export-controlled equipment from the United States for an entity associated with the Russian defense industry.
• Sergei Valentinovich Petrov (Petrov), the owner of PSV.
• Svetlana Alekseyevna Moretti (Svetlana Moretti) owner and CEO of the technology company Tamimed. 
• Tamimed , a Moscow-based technology company, designated for operating or having operated in the technology sector of the Russian Federation economy, and for being owned or controlled by, or having acted or purported to act for or on behalf of, directly or indirectly, Svetlana Moretti.
• AO Russian High Technologies , a Russia-based information technology company, has worked on behalf of Russian intelligence services.
• Forward Systems, R&DC , a Moscow-based computer programming and information technology company, has developed specialized software and algorithms in support of contracts with the Russian Federal State Unitary Enterprise (FGUP) 18th Central Scientific Research Institute (TsNII), which is part of the Russian Main Intelligence Directorate’s (GRU) efforts in offensive cyber operations.
• ZAO Akuta , a St. Petersburg-based computer programming company, provided programming services for a telecommunications system for a new GRU facility in Russia.

Joint Stock Company Vakuum.ru (Vakuum.ru), a Russia-based company specializing in the sale of manufacturing and technological equipment to Russia-based customers. Continuing at least through 2021, Vakuum.ru worked with the Russian intelligence-linked procurement network of U.S.-sanctioned Malberg Ltd. (Malberg) to obtain advanced equipment with applications in the microelectronics and quantum industries. On April 15, 2021, OFAC designated Malberg pursuant to E.O. 14024 for being owned or controlled by, or for having acted or purporting to act for or on behalf of, directly or indirectly, the Government of the Russian Federation.

By Trade OU (By Trade) facilitated hundreds of thousands of dollars of shipments by Malberg to Russia, continuing at least through 2020. In 2019, By Trade attempted to illegally ship a U.S.-made precision jig grinder with nuclear applications to a Russian entity.

Vakuum.ru was designated pursuant to E.O.14024 for operating or having operated in the technology sector of the Russian Federation economy. By Trade was designated pursuant to E.O. 14024 for having materially assisted, sponsored, or provided financial, material, or technological support for, or goods or services to or in support of, Malberg.

OOO Lavina Puls (Lavina Puls) and AO Inforus (Inforus) have provided technical support to malign influence operations conducted by the GRU, including the management of false social media personas. The Kremlin has used these tools of malign covert influence to attack democracy in the United States, Ukraine, and around the world. Andrey Igorevich Masalovich (Masalovich), the head of Lavina Puls and Inforus, has worked to sell the internet monitoring and influence technology he designed for the GRU internationally. The United States and its allies will continue to take action to ensure that those who seek to export the Russian government’s brand of authoritarianism cannot do so with impunity. Lavina Puls, Inforus, and Masalovich were designated pursuant to E.O. 14024 for operating or having operated in the technology sector of the Russian Federation economy.

Russia-based Open Joint Stock Company Ilyenko Elara Research and Production Complex (AO Elara) is a manufacturer of electronic equipment and devices. AO Elara produces such electronic instruments for Russian amphibious and military aircraft, and has additionally worked with one or more sanctioned Russian firms. AO Elara was designated pursuant to E.O. 14024 for operating or having operated in the electronics sector of the Russian Federation economy. Treasury also designated AO Elara’s General Director, Andrey Aleksandrovich Uglov (Uglov), a former Government of Russia official. Uglov was designated pursuant to E.O. 14024 for being or having been a leader, official, senior executive officer, or member of the board of directors of AO Elara.

UVICOM LTD was also designated pursuant to E.O. 14024 for operating or having operated in the technology sector of the Russian Federation economy.

Designations of Other Entities Supporting Russia’s War against Ukraine

Treasury designated Federal State Unitary Enterprise Central Scientific Research Institute of Economics , Informatics and Management Systems (TsNII EISU), a Russia-based enterprise that performs a system-forming role in the further development of the command and control systems of the Armed Forces of the Russian Federation. TsNII EISU was designated pursuant to E.O. 14024 for operating or having operated in the defense and related materiel sector of the Russian Federation.

Treasury designated Independent Insurance Group LTD (IIG) pursuant to E.O. 14024 for operating or having operated in the defense and related materiel sector of the Russian Federation economy. IIG provides insurances services to companies in Russia’s defense sector.

Treasury also designated Private Military Company Redut (PMC Redut), a Russian mercenary force fighting in Ukraine that purports to provide security services. PMC Redut is linked to the GRU as well as the broader Russian Ministry of Defense. PMC Redut was designated pursuant to E.O. 14024 for being owned or controlled by, or for having acted or purported to act for or on behalf of, directly or indirectly, the Government of the Russian Federation.

EXPANDING SANCTIONS: METALS AND MINING SECTOR

OFAC is enhancing and expanding its use of Russia-related sanctions authorities by issuing a determination that identifies the metals and mining sector of the Russian Federation economy pursuant to section 1(a)(i) of Executive Order (E.O.) 14024. This determination allows for sanctions to be imposed on any individual or entity determined to operate or have operated in that sector and expands the United States’ ability to swiftly impose additional economic costs on Russia for its war of choice in Ukraine. This action complements existing provisions for sanctions against those that operate or have operated in the quantum computing, accounting, trust and corporate formation, management consulting, aerospace, marine, electronics, financial services, technology, and defense and related materiel sectors of the Russian Federation economy.

Pursuant to today’s determination, OFAC designated four entities for operating or having operated in the metals and mining sector of the Russian Federation economy:

• Joint Stock Company Burevestnik Central Scientific Research Institute , a Russia-based arms and artillery manufacturer that is also involved in manufacturing metals.
• OOO Metallurg-Tulamash , a Russia-based steel manufacturer that also manufactures armaments for Russia’s navy.
• TPZ-Rondol OOO , a Russia-based company that specializes in coating metals and is a subsidiary of one of Russia’s leading ammunition manufacturers.
• Mtsenskprokat , a Russia-based company that produces unique metal alloys and products for Russia’s aviation and defense industries.

For Frequently Asked Questions (FAQs) related to this determination, click here.

SANCTIONS IMPLICATIONS

As a result of today’s action, all property and interests in property of the persons above that are in the United States or in the possession or control of U.S. persons are blocked and must be reported to OFAC. In addition, any entities that are owned, directly or indirectly, 50 percent or more by one or more blocked persons are also blocked. All transactions by U.S. persons or within (or transiting) the United States that involve any property or interests in property of designated or blocked persons are prohibited unless authorized by a general or specific license issued by OFAC, or exempt. These prohibitions include the making of any contribution or provision of funds, goods, or services by, to, or for the benefit of any blocked person and the receipt of any contribution or provision of funds, goods, or services from any such person.

For identifying information on the individuals and entities sanctioned or property identified today, click here.

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ConocoPhillips to acquire Marathon Oil Corporation in all-stock transaction; provides shareholder distribution update

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• Acquisition of Marathon Oil Corporation is expected to be immediately accretive to earnings, cash flows and return of capital per share.
• ConocoPhillips expects to achieve at least $500 million of run rate cost and capital savings within the first full year following the closing of the transaction.
• Independent of the transaction, ConocoPhillips expects to increase its ordinary base dividend by 34% to 78 cents per share starting in the fourth quarter of 2024.
• Upon closing of the transaction, ConocoPhillips expects share buybacks to be over $20 billion in the first three years, with over $7 billion in the first full year, at recent commodity prices.

HOUSTON – ConocoPhillips (NYSE: COP) and Marathon Oil Corporation (NYSE: MRO) announced today that they have entered into a definitive agreement pursuant to which ConocoPhillips will acquire Marathon Oil in an all-stock transaction with an enterprise value of $22.5 billion, inclusive of $5.4 billion of net debt. Under the terms of the agreement, Marathon Oil shareholders will receive 0.2550 shares of ConocoPhillips common stock for each share of Marathon Oil common stock, representing a 14.7% premium to the closing share price of Marathon Oil on May 28, 2024, and a 16.0% premium to the prior 10-day volume-weighted average price.

“This acquisition of Marathon Oil further deepens our portfolio and fits within our financial framework, adding high-quality, low cost of supply inventory adjacent to our leading U.S. unconventional position,” said Ryan Lance, ConocoPhillips chairman and chief executive officer. “Importantly, we share similar values and cultures with a focus on operating safely and responsibly to create long-term value for our shareholders. The transaction is immediately accretive to earnings, cash flows and distributions per share, and we see significant synergy potential.”

“This is a proud moment to look back on what we achieved at Marathon Oil. Powered by our dedicated employees and contractors, we built a top performing portfolio with a multi-year track record of peer-leading operational execution, strong financial results and compelling return of capital to our shareholders - all while holding true to our core values of safety and environmental excellence. ConocoPhillips is the right home to build on that legacy, offering a truly unique combination of added scale, resilience and long-term durability. With its premier global asset base, strong balance sheet and laser focus on operational excellence, ConocoPhillips’ track record of long-term investments, differentiated shareholder distributions and active portfolio management are unmatched. When combined with the global ConocoPhillips portfolio, I’m confident our assets and people will deliver significant shareholder value over the long term,” said Lee Tillman, Marathon Oil chairman, president and chief executive officer.

Transaction benefits

• Immediately accretive: This acquisition is immediately accretive to ConocoPhillips on earnings, cash from operations, free cash flow and return of capital per share to shareholders.
• Delivers significant cost and capital synergies: Given the adjacent nature of the acquired assets and a common operating philosophy, ConocoPhillips expects to achieve the full $500 million of cost and capital synergy run rate within the first full year following the closing of the transaction. The identified savings will come from reduced general and administrative costs, lower operating costs and improved capital efficiencies.
• Further enhances premier Lower 48 portfolio: This acquisition will add highly complementary acreage to ConocoPhillips’ existing U.S. onshore portfolio, adding over 2 billion barrels of resource with an estimated average point forward cost of supply of less than $30 per barrel WTI.

Return of capital update

Independent of the transaction, ConocoPhillips expects to increase its ordinary base dividend by 34% to 78 cents per share starting in the fourth quarter of 2024. Upon closing of the transaction and assuming recent commodity prices, ConocoPhillips plans to:

• Repurchase over $7 billion in shares in the first full year, up from over $5 billion standalone.
• Repurchase over $20 billion in shares in the first three years.

“We remain committed to our differentiated cash from operations distribution framework of returning greater than 30% to our shareholders, with a track record of returning over 40% since our 2016 strategy reset,” added Lance. “We plan to raise our ordinary dividend by 34% in the fourth quarter and we will continue to target top-quartile dividend growth relative to the S&P 500 going forward. Additionally, we intend to prioritize share repurchases following the close of the transaction, with a plan to retire the equivalent amount of newly issued equity in the transaction in two to three years at recent commodity prices.”

Transaction details

The transaction is subject to the approval of Marathon Oil stockholders, regulatory clearance and other customary closing conditions. The transaction is expected to close in the fourth quarter of 2024.

ConocoPhillips will host a conference call today at 10 a.m. Eastern time to discuss this announcement. To listen to the call and view related presentation materials, go to  www.conocophillips.com/investor .

Advisors Evercore is serving as ConocoPhillips’ financial advisor and Wachtell, Lipton, Rosen & Katz is serving as ConocoPhillips’ legal advisor for the transaction. Morgan Stanley & Co. LLC is serving as Marathon Oil’s financial advisor and Kirkland & Ellis LLP is serving as Marathon Oil’s legal advisor for the transaction.

--- # # # ---

About ConocoPhillips

ConocoPhillips is one of the world’s leading exploration and production companies based on both production and reserves, with a globally diversified asset portfolio. Headquartered in Houston, Texas, ConocoPhillips had operations and activities in 13 countries, $95 billion of total assets, and approximately 10,000 employees at March 31, 2024. Production averaged 1,902 MBOED for the three months ended March 31, 2024, and proved reserves were 6.8 BBOE as of Dec. 31, 2023. For more information, go to www.conocophillips.com .

Dennis Nuss (media) 281-293-1149 [email protected]

Investor Relations 281-293-5000 [email protected]

About Marathon Oil

Marathon Oil (NYSE: MRO) is an independent oil and gas exploration and production (E&P) company focused on four of the most competitive resource plays in the U.S. - Eagle Ford, Texas; Bakken, North Dakota; Permian in New Mexico and Texas, and STACK and SCOOP in Oklahoma, complemented by a world-class integrated gas business in Equatorial Guinea. The Company's Framework for Success is founded in a strong balance sheet, ESG excellence and the competitive advantages of a high-quality multi-basin portfolio. For more information, please visit  www.marathonoil.com .

Karina Brooks (media) 713-296-2191

Investor Relations Guy Baber: 713-296-1892 John Reid: 713-296-4380

Forward-Looking Statements

This news release includes “forward-looking statements” as defined under the federal securities laws. All statements other than statements of historical fact included or incorporated by reference in this news release, including, among other things, statements regarding the proposed business combination transaction between ConocoPhillips (“ConocoPhillips”) and Marathon Oil Corporation (“Marathon”), future events, plans and anticipated results of operations, business strategies, the anticipated benefits of the proposed transaction, the anticipated impact of the proposed transaction on the combined company’s business and future financial and operating results, the expected amount and timing of synergies from the proposed transaction, the anticipated closing date for the proposed transaction and other aspects of ConocoPhillips’ or Marathon’s operations or operating results are forward-looking statements. Words and phrases such as “ambition,” “anticipate,” “estimate,” “believe,” “budget,” “continue,” “could,” “intend,” “may,” “plan,” “potential,” “predict,” “seek,” “should,” “will,” “would,” “expect,” “objective,” “projection,” “forecast,” “goal,” “guidance,” “outlook,” “effort,” “target” and other similar words can be used to identify forward-looking statements. However, the absence of these words does not mean that the statements are not forward-looking. Where, in any forward-looking statement, ConocoPhillips or Marathon expresses an expectation or belief as to future results, such expectation or belief is expressed in good faith and believed to be reasonable at the time such forward-looking statement is made. However, these statements are not guarantees of future performance and involve certain risks, uncertainties and other factors beyond ConocoPhillips’ or Marathon’s control. Therefore, actual outcomes and results may differ materially from what is expressed or forecast in the forward-looking statements.

The following important factors and uncertainties, among others, could cause actual results or events to differ materially from those described in forward-looking statements: ConocoPhillips’ ability to successfully integrate Marathon’s businesses and technologies, which may result in the combined company not operating as effectively and efficiently as expected; the risk that the expected benefits and synergies of the proposed transaction may not be fully achieved in a timely manner, or at all; the risk that ConocoPhillips or Marathon will be unable to retain and hire key personnel; the risk associated with Marathon’s ability to obtain the approval of its stockholders required to consummate the proposed transaction and the timing of the closing of the proposed transaction, including the risk that the conditions to the transaction are not satisfied on a timely basis or at all or the failure of the transaction to close for any other reason or to close on the anticipated terms, including the anticipated tax treatment (and with respect to increases in ConocoPhillips’ share repurchase program, such increases are not intended to exceed shares issued in the transaction); the risk that any regulatory approval, consent or authorization that may be required for the proposed transaction is not obtained or is obtained subject to conditions that are not anticipated; the occurrence of any event, change or other circumstance that could give rise to the termination of the proposed transaction; unanticipated difficulties, liabilities or expenditures relating to the transaction; the effect of the announcement, pendency or completion of the proposed transaction on the parties’ business relationships and business operations generally; the effect of the announcement or pendency of the proposed transaction on the parties’ common stock prices and uncertainty as to the long-term value of ConocoPhillips’ or Marathon’s common stock; risks that the proposed transaction disrupts current plans and operations of ConocoPhillips or Marathon and their respective management teams and potential difficulties in hiring or retaining employees as a result of the proposed transaction; rating agency actions and ConocoPhillips’ and Marathon’s ability to access short- and long-term debt markets on a timely and affordable basis; changes in commodity prices, including a prolonged decline in these prices relative to historical or future expected levels; global and regional changes in the demand, supply, prices, differentials or other market conditions affecting oil and gas, including changes resulting from any ongoing military conflict, including the conflicts in Ukraine and the Middle East, and the global response to such conflict, security threats on facilities and infrastructure, or from a public health crisis or from the imposition or lifting of crude oil production quotas or other actions that might be imposed by Organization of Petroleum Exporting Countries and other producing countries and the resulting company or third-party actions in response to such changes; insufficient liquidity or other factors that could impact ConocoPhillips’ ability to repurchase shares and declare and pay dividends such that ConocoPhillips suspends its share repurchase program and reduces, suspends or totally eliminates dividend payments in the future, whether variable or fixed; changes in expected levels of oil and gas reserves or production; potential failures or delays in achieving expected reserve or production levels from existing and future oil and gas developments, including due to operating hazards, drilling risks or unsuccessful exploratory activities; unexpected cost increases, inflationary pressures or technical difficulties in constructing, maintaining or modifying company facilities; legislative and regulatory initiatives addressing global climate change or other environmental concerns; public health crises, including pandemics (such as COVID-19) and epidemics and any impacts or related company or government policies or actions; investment in and development of competing or alternative energy sources; potential failures or delays in delivering on ConocoPhillips’ current or future low-carbon strategy, including ConocoPhillips’ inability to develop new technologies; disruptions or interruptions impacting the transportation for ConocoPhillips’ or Marathon’s oil and gas production; international monetary conditions and exchange rate fluctuations; changes in international trade relationships or governmental policies, including the imposition of price caps, or the imposition of trade restrictions or tariffs on any materials or products (such as aluminum and steel) used in the operation of ConocoPhillips’ or Marathon’s business, including any sanctions imposed as a result of any ongoing military conflict, including the conflicts in Ukraine and the Middle East; ConocoPhillips’ ability to collect payments when due, including ConocoPhillips’ ability to collect payments from the government of Venezuela or PDVSA; ConocoPhillips’ ability to complete any other announced or any other future dispositions or acquisitions on time, if at all; the possibility that regulatory approvals for any other announced or any future dispositions or any other acquisitions will not be received on a timely basis, if at all, or that such approvals may require modification to the terms of those transactions or ConocoPhillips’ remaining business; business disruptions following any announced or future dispositions or other acquisitions, including the diversion of management time and attention; the ability to deploy net proceeds from ConocoPhillips’ announced or any future dispositions in the manner and timeframe anticipated, if at all; potential liability for remedial actions under existing or future environmental regulations; potential liability resulting from pending or future litigation; the impact of competition and consolidation in the oil and gas industry; limited access to capital or insurance or significantly higher cost of capital or insurance related to illiquidity or uncertainty in the domestic or international financial markets or investor sentiment; general domestic and international economic and political conditions or developments, including as a result of any ongoing military conflict, including the conflicts in Ukraine and the Middle East; changes in fiscal regime or tax, environmental and other laws applicable to ConocoPhillips’ or Marathon’s businesses; disruptions resulting from accidents, extraordinary weather events, civil unrest, political events, war, terrorism, cybersecurity threats or information technology failures, constraints or disruptions; and other economic, business, competitive and/or regulatory factors affecting ConocoPhillips’ or Marathon’s businesses generally as set forth in their filings with the Securities and Exchange Commission (the “SEC”). The registration statement on Form S-4 and proxy statement/prospectus that will be filed with the SEC will describe additional risks in connection with the proposed transaction. While the list of factors presented here is, and the list of factors to be presented in the registration statement on Form S-4 and proxy statement/prospectus are considered representative, no such list should be considered to be a complete statement of all potential risks and uncertainties. For additional information about other factors that could cause actual results to differ materially from those described in the forward-looking statements, please refer to ConocoPhillips’ and Marathon’s respective periodic reports and other filings with the SEC, including the risk factors contained in ConocoPhillips’ and Marathon’s most recent Quarterly Reports on Form 10-Q and Annual Reports on Form 10-K.  Forward-looking statements represent current expectations and are inherently uncertain and are made only as of the date hereof (or, if applicable, the dates indicated in such statement).  Except as required by law, neither ConocoPhillips nor Marathon undertakes or assumes any obligation to update any forward-looking statements, whether as a result of new information or to reflect subsequent events or circumstances or otherwise.

No Offer or Solicitation

This news release is not intended to and shall not constitute an offer to buy or sell or the solicitation of an offer to buy or sell any securities, or a solicitation of any vote or approval, nor shall there be any sale of securities in any jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration or qualification under the securities laws of any such jurisdiction.  No offering of securities shall be made, except by means of a prospectus meeting the requirements of Section 10 of the U.S. Securities Act of 1933, as amended.  

Additional Information about the Merger and Where to Find It

In connection with the proposed transaction, ConocoPhillips intends to file with the SEC a registration statement on Form S-4, which will include a proxy statement of Marathon that also constitutes a prospectus of ConocoPhillips common shares to be offered in the proposed transaction.  Each of ConocoPhillips and Marathon may also file other relevant documents with the SEC regarding the proposed transaction. This news release is not a substitute for the proxy statement/prospectus or registration statement or any other document that ConocoPhillips or Marathon may file with the SEC.  The definitive proxy statement/prospectus (if and when available) will be mailed to stockholders of Marathon.  INVESTORS AND SECURITY HOLDERS ARE URGED TO READ THE REGISTRATION STATEMENT, PROXY STATEMENT/PROSPECTUS AND ANY OTHER RELEVANT DOCUMENTS THAT MAY BE FILED WITH THE SEC, AS WELL AS ANY AMENDMENTS OR SUPPLEMENTS TO THESE DOCUMENTS, CAREFULLY AND IN THEIR ENTIRETY IF AND WHEN THEY BECOME AVAILABLE BECAUSE THEY CONTAIN OR WILL CONTAIN IMPORTANT INFORMATION ABOUT THE PROPOSED TRANSACTION.  Investors and security holders will be able to obtain free copies of the registration statement and proxy statement/prospectus (if and when available) and other documents containing important information about ConocoPhillips, Marathon and the proposed transaction, once such documents are filed with the SEC through the website maintained by the SEC at www.sec.gov .  Copies of the documents filed with the SEC by ConocoPhillips will be available free of charge on ConocoPhillips’ website at www.conocophillips.com or by contacting ConocoPhillips’ Investor Relations Department by email at [email protected] or by phone at 281-293-5000.  Copies of the documents filed with the SEC by Marathon will be available free of charge on Marathon’s website at ir.marathonoil.com or by contacting Marathon at 713-629-6600.

Participants in the Solicitation

ConocoPhillips, Marathon and certain of their respective directors and executive officers may be deemed to be participants in the solicitation of proxies in respect of the proposed transaction.  Information about the directors and executive officers of ConocoPhillips is set forth in (i) ConocoPhillips’ proxy statement for its 2024 annual meeting of stockholders under the headings “Executive Compensation”, “Item 1: Election of Directors and Director Biographies” (including “Related Party Transactions” and “Director Compensation”), “Compensation Discussion and Analysis”, “Executive Compensation Tables” and “Stock Ownership”, which was filed with the SEC on April 1, 2024 and is available at https://www.sec.gov/ix?doc=/Archives/edgar/data/1163165/000130817924000384/cop4258041-def14a.htm , (ii) ConocoPhillips’ Annual Report on Form 10-K for the fiscal year ended December 31, 2023, including under the headings “Item 10. Directors, Executive Officers and Corporate Governance”, “Item 11. Executive Compensation”, “Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters” and “Item 13. Certain Relationships and Related Transactions, and Director Independence”, which was filed with the SEC on February 15, 2024 and is available at https://www.sec.gov/ix?doc=/Archives/edgar/data/1163165/000116316524000010/cop-20231231.htm and (iii) to the extent holdings of ConocoPhillips securities by its directors or executive officers have changed since the amounts set forth in ConocoPhillips’ proxy statement for its 2024 annual meeting of stockholders, such changes have been or will be reflected on Initial Statement of Beneficial Ownership of Securities on Form 3, Statement of Changes in Beneficial Ownership on Form 4 or Annual Statement of Changes in Beneficial Ownership of Securities on Form 5, filed with the SEC (which are available at EDGAR Search Results https://www.sec.gov/edgar/search/#/category=form-cat2&ciks=0001163165&entityName=CONOCOPHILLIPS%2520(COP)%2520(CIK%25200001163165)) . Information about the directors and executive officers of Marathon is set forth in (i) Marathon’s proxy statement for its 2024 annual meeting of stockholders under the headings “Proposal 1: Election of Directors”, “Director Compensation”, “Security Ownership of Certain Beneficial Owners and Management”, “Compensation Discussion and Analysis”, “Executive Compensation” and “Transactions with Related Persons”, which was filed with the SEC on April 10, 2024 and is available at https://www.sec.gov/ix?doc=/Archives/edgar/data/101778/000010177824000082/mro-20240405.htm , (ii) Marathon’s Annual Report on Form 10-K for the fiscal year ended December 31, 2023, including under the headings “Item 10. Directors, Executive Officers and Corporate Governance”, “Item 11. Executive Compensation”, “Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters” and “Item 13. Certain Relationships and Related Transactions, and Director Independence”, which was filed with the SEC on February 22, 2024 and is available at https://www.sec.gov/ix?doc=/Archives/edgar/data/101778/000010177824000023/mro-20231231.htm and (iii) to the extent holdings of Marathon securities by its directors or executive officers have changed since the amounts set forth in Marathon’s proxy statement for its 2024 annual meeting of stockholders, such changes have been or will be reflected on Initial Statement of Beneficial Ownership of Securities on Form 3, Statement of Changes in Beneficial Ownership on Form 4, or Annual Statement of Changes in Beneficial Ownership of Securities on Form 5, filed with the SEC (which are available at EDGAR Search Results https://www.sec.gov/edgar/search/#/category=form-cat2&ciks=0000101778&entityName=MARATHON%2520OIL%2520CORP%2520(MRO)%2520(CIK%25200000101778)) .

Other information regarding the participants in the proxy solicitations and a description of their direct and indirect interests, by security holdings or otherwise, will be contained in the proxy statement/prospectus and other relevant materials to be filed with the SEC regarding the proposed transaction when such materials become available.  Investors should read the proxy statement/prospectus carefully when it becomes available before making any voting or investment decisions.  Copies of the documents filed with the SEC by ConocoPhillips and Marathon will be available free of charge through the website maintained by the SEC at www.sec.gov . Additionally, copies of documents filed with the SEC by ConocoPhillips will be available free of charge on ConocoPhillips’ website at www.conocophillips.com/ and those filed by Marathon will be available free of charge on Marathon’s website at ir.marathonoil.com/ .

Use of Non-GAAP Financial Information and Other Terms – This news release contains certain financial measures that are not prepared in accordance with GAAP, including cash from operations (CFO), free cash flow and net debt. CFO is calculated by removing the impact from operating working capital from cash provided by operating activities. Free cash flow is CFO net of capital expenditures and investments. Net debt is total balance sheet debt less cash, cash equivalents and short-term investments. This news release also contains the terms enterprise value, cost of supply and return of capital. Enterprise value included in this release is calculated based on the sum of net debt as of March 31, 2024, and anticipated shares to be issued at the fixed exchange ratio of 0.2550 measured at ConocoPhillips' closing share price on May 28, 2024. Cost of supply is the WTI equivalent price that generates a 10 percent after-tax return on a point-forward and fully burdened basis. Fully burdened includes capital infrastructure, foreign exchange, price-related inflation, G&A and carbon tax (if currently assessed). If no carbon tax exists for the asset, carbon pricing aligned with internal energy scenarios are applied. All barrels of resource are discounted at 10 percent. Return of capital is defined as the total of the ordinary dividend, share repurchases and variable return of cash (VROC).

Cautionary Note to U.S. Investors – The SEC permits oil and gas companies, in their filings with the SEC, to disclose only proved, probable and possible reserves. We may use the term “resource” in this release that the SEC’s guidelines prohibit us from including in filings with the SEC. U.S. investors are urged to consider closely the oil and gas disclosures in our Form 10-K and other reports and filings with the SEC. Copies are available from the SEC and from the ConocoPhillips website.

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