Who owns freeport lng

Global Fossil Infrastructure Tracker. Oil and gas infrastructure. Proposed coal mines in China. Proposed gas plants. Steel plants. View source. Jump to: navigation , search. Loading map Retrieved Tools What links here. Related changes. Special pages. Printable version. Permanent link. Page information. It would have been punitive for us to try to do anything very quickly.

That's the big difference. We were very fortunate that we were able to raise the capital that we did with so little dilution to the stakeholders. It wasn't in our business plan that we could have done it so well. Some developers have looked to gain access to capital markets for LNG export projects using things such as a reverse merger.

Is going public, either via reverse merger or an IPO, something you're considering? Not a chance. First of all, some of them — I like to call them "the PowerPoint companies" — they have an idea and that's it.

They have a piece of land and an application with the government. Some of them have agreements with off-takers, some really big off-takers, but their prices [for LNG] to get them to sign are so dismally low that I don't believe they can be built.

They can't make a profit. I don't need someone else to tell me what they think they can build it for. I know what it costs to build this, and small-scale modular does not save hardly any money, if anything, on your first 8 million tonnes of capacity. You need the same dock and couple of storage tanks and pipelines and unloading lines and control room that we do.

It just isn't that cheap to be able to build it at that price. But if they can raise the capital — an outrageous amount of equity for no return or negative return — with the hopes that once they get that done they can raise their price to something that makes a profit on what would be equivalent to my third train, maybe they can do that.

Almost all of our debt is fully amortized. There is no reason we'd do a reverse merger to go public. When I was at their stage, maybe I would have done that to get me off the ground, but we're just a different animal now We have no problem staying private and raising the debt capital from our company to do train 4 without bringing in a dollar of equity.

There has been a lot of talk about how predictions of an LNG oversupply were overblown and that the market actually risks heading into a period of undersupply if final investment decisions are not made.

Do you agree with that characterization? It could get ugly before it calms down for a brief period of time, but if that does happen, it's a fraction of how bad it was projected to be two years ago.

It's clear to me that after 30 or more years in the energy business that the curves are going to cross.

It's just a question of when. Are you looking to sign shorter contracts in response to buyers' calls for more flexibility? We still need long-term contracts. The model hasn't changed. There may be some possibility of something moderately shorter, but it would make it very difficult. I know [Tellurian Inc. I know what works, and I know what risks we're willing to take. I don't think the banks will take the risk for much shorter. I don't have an interest.

When you're looking to contract out the train 4 expansion, which markets are you targeting? Asia and Europe. We're focusing more strongly on Asia. We are having conversations with some markets in South America and Central America that would be smaller pieces of the pie.

Are you concerned at all that certain trade policies under the Trump administration, such as the recently announced steel tariff, will affect how potential buyers view the U. From March until July Mr. From January until September Mr. Huffington Inc. John M. Duty, Jr. Duty is retired from Bechtel Corporation, one of the largest Engineering and Construction Companies in the world, where he served as Senior Vice President.

During his career at Bechtel, Mr. Duty held positions in engineering, construction and project management, including serving as Manager of Engineering, Regional Office, and Manager and President of Petroleum and Chemical. He is based in New York. Prior to the formation of GIP in , Mr.

Previously, Mr. Prior to joining GIP, Mr. Samaha also serves as a Director of Medallion Midstream. He founded Lafayette in November of as a model investment platform that deploys services-backed capital to local communities, independent businesses, and diverse investors, providing a wide range of financial products that create positive impact alongside financial returns.

Mortara Award for Innovation. He then further developed his investment expertise working for Credit Suisse, where he was the Co-Founder and Head of the North American Special Opportunities business until He is an active thought leader on mass incarceration, economic inclusion, racial justice and representation, and the use of purpose and profit for good.