Texas Pacific Land Trust: Shareholder Presentation

Texas Pacific Land Trust
Shareholder Presentation
Prepared in April 2019
HORIZON KINETICS LLC SOFTVEST PARTICIPANTS TESSLER PARTICIPANTS

470 Park Ave South 400 Pine Street, Suite 1010 2500 Moose-Wilson Road
New York, NY 10016 Abilene, TX 79601 Wilson, WY 83014
© 2019 Horizon Kinetics LLC.™

Special Note Regarding This Presentation
SoftVest, L.P. (“SoftVest LP”) has filed a definitive proxy statement (the “Proxy Statement”) with the United States
Securities and Exchange Commission (the “SEC”) in connection with the solicitation of proxies for a special
meeting of holders of the sub-share certificates of proprietary interests (the “Shares”) for the election of a new
trustee of Texas Pacific Land Trust (“TPL”) to fill the vacancy created by the resignation of Maurice Meyer III
(such meeting, together with any adjournments, postponements or continuations thereof, the “Special
Meeting”). INVESTORS ARE STRONGLY ADVISED TO READ THE PROXY STATEMENT BECAUSE IT CONTAINS
IMPORTANT INFORMATION. Investors may obtain a free copy of the proxy statement, any amendments or
supplements thereto and other documents that SoftVest LP files with the SEC from the SEC’s website at sec.gov,
or by contacting D.F. King, SoftVest LP’s proxy solicitor, by phone (212-269-5550) or e-mail ([email protected]).
SoftVest Advisors, LLC, SoftVest LP, Eric L. Oliver, ART-FGT Family Partners Limited, Tessler Family Limited
Partnership, Allan R. Tessler, Horizon Kinetics LLC, Murray Stahl, Horizon Asset Management LLC, Kinetics Advisers,
LLC, and Kinetics Asset Management LLC may be deemed participants in the solicitation of proxies from holders
of Shares in connection with the matters to be considered at the Special Meeting. Information about such
participants’ direct and indirect interests, by security holdings or otherwise, is contained in the Proxy Statement.
2
An Overview
Part 1: Executive Summary
Part 2: Investor Group’s Background and Nominee
Part 3: Texas Pacific Land Trust – Asset Overview
Part 3: Texas Pacific Land Trust – Recent Results
Part 3: Why Transformation Is Needed NOW
Part 4: Eric Oliver’s Actionable Plan
3
Executive Summary
4
Executive Summary
TPL was created as a business trust in 1888 as part of the
reorganization following the bankruptcy of the Texas & Pacific
Railway (“T&P Railway”). As a trust, trustees should be held to
a very high standard both as a trustee and a fiduciary.
The sole intended purpose of the formation of TPL as a trust

was to provide an orderly liquidation of the land that secured
defaulted bonds of the T&P Railway. At the time, as there was
no oil and gas activity on the lands and the trustees simply
oversaw the liquidation of trust assets and the distribution of
proceeds, a trust was the optimal business structure.
Since then, TPL deviated from this long held mandate with the
creation of a water operating company, followed by complex
land and royalty “trading” transactions. As such, the activities
of TPL are clearly an operating business, which includes the
reinvestment of nearly $100 million of shareholder capital
annually.
We believe there is no precedent whatsoever for a company

engaged in these active business activities to be structured as
a business trust, nor any logical justification, in our view, to
forego disclosures, controls and governance of a modern
operating corporation.
5
Executive Summary
• Texas Pacific Land Trust (TPL) is a business trust created in 1888, and is currently one of the
largest landowners in Texas.
• TPL’s revenues derive primarily from royalties from oil and gas; revenues from easements,
leases and land sales; and sales of water.
• TPL continues to be governed as a liquidating business trust from the late 19th century:
• No annual meeting of shareholders
• Board is composed of only three trustees, who serve life appointments
• Shareholders only get to vote on a trustee replacement when incumbent dies, resigns
or is disqualified
• Only four shareholder meetings in 30 years!
• We believe poor governance record and lack of accountability has resulted in:
• Lack of transparency to investors
• Rampant conflicts of interest
• Questionable business decisions
• Total disregard for investors’ view and rights, as evidenced by the conduct of
incumbent trustees during this proxy campaign.
• The long-term holders of over 25% of the outstanding shares have nominated Eric Oliver, who
has been a TPL investor since 2005, to fill a newly created vacancy.
• As one of three trustees, Eric is committed to encourage the Trust to convert to a Delaware
corporation subject to modern governance standards, and will provide the industry
knowledge and expertise that in our view the Board otherwise lacks.
6
Investor Group’s
Background and Nominee
7
Investor Group
Heavily vested and rooting for the success of TPL
HORIZON KINETICS Participants

• Horizon Kinetics is an independent, employee owned registered
investment adviser, investing alongside and serving clients since 1994.
• Horizon has beneficially owned Shares since 1994.
• Collectively own 1,798,184 Shares (23.2% of the Outstanding Shares).
SOFTVEST Participants: Long-term investors,

• SoftVest LP is a hedge fund specializing in the ownership of oil and gas collectively own
minerals and royalties. over 25.1% of
• Mr. Oliver, Managing Member, has beneficially owned Shares since outstanding TPL
2004. Shares.
• SoftVest LP, Mr. Oliver and other affiliated entities collectively owns
133,200 Shares (1.7% of the Outstanding Shares).
TESSLER Participants
• Mr. Tessler has beneficially owned Shares since 2015.
• Collectively own 11,630 Shares (0.1% of the Outstanding Shares).
SOFTVEST Participants Include: SOFTVEST, L.P., SOFTVEST ADVISORS, LLC, ERIC L. OLIVER
TESSLER Participants Include: ART-FGT FAMILY PARTNERS LIMITED, TESSLER FAMILY LIMITED PARTNERSHIP, ALLAN R. TESSLER
HORIZON KINETICS Participants Include: MURRAY STAHL, HORIZON ASSET MANAGEMENT LLC, KINETICS ADVISERS, LLC, KINETICS ASSET MANAGEMENT LLC
8
Investor Group Nominee: Eric Oliver
Background: Well-Qualified Nominee with Long Term Vested Interest
An experienced oil and gas investor with over 22 years of

experience buying and selling properties and over 35 years
of experience managing investments with an emphasis in the
energy market.
• Currently serves as the President of SoftVest Advisors, a registered investment adviser that
acts as an investment manager for clients, including funds and managed accounts, with
investments in oil and gas minerals and royalties.
• Previously President of Midland Map Company, LLC, a Permian Basin oil and gas lease and
ownership map producer since 1997, and recently sold in January 2019 to Drilling Info.
• Principal of Geologic Research Centers LLC, a log library providing geological data to the oil
and gas industry with a library in Abilene, Texas.
• Served on the Board of Directors of Texas Mutual Insurance Company since 2009, where he
currently also serves as Chairman of the Investment Committee, with over $6,500,000,000 of
total assets.
• In 2007, through certain affiliated entities, Mr. Oliver led a team to successfully acquire the
assets of the Santa Fe Energy Trust (formerly NYSE ticker SFF), which consisted of over 12,000
royalty and working interest properties in at least seven states.
In this brief video, Eric introduces himself and talks about his history with TPL.: https://vimeo.com/330849206/5eb7bbd692
9
Texas Pacific Land Trust (TPL)
Asset Overview
10
Texas Pacific Land Trust (“TPL”)
Background
Primary Assets
• 902,177 surface acres, with water rights, in West Texas
• 370,737 1/16th Non Participating Royalty Interest (“NPRI”) Acres
• 84,934 1/128th Non Participating Royalty Interest (“NPRI”) Acres
Business Lines
• Oil & Gas Royalties
• Land Easement and Sundry Income
• Water Sales & Royalties
• Water Easements & Sundry Income
Issuer Information
• Ticker: “TPL”, the second oldest trading security on NYSE, subject to both NYSE
rules and the Securities Exchange Act of 1934
• Market Capitalization: approximately $7b (as of 4/19/19)
Source: FactSet Research Systems, Company Filings

11
Asset Overview: Permian Basin
Large,
Robust
Resource
Source: Chevron Corporation, U.S. Energy Information Association, IHS Unconventional Play Monitor, Company Filings
12
Texas Pacific Land Trust (TPL)
Recent Results
13
Recent Results
Oil & Gas Royalties
Five Year Royalty Production Figures

2018 2017 2016 2015 2014 2013
Oil (Bbls) 1,719,588 818,845 569,585 383,961 260,829 217,682
Gas (Bbls) 544,420 313,645 207,544 129,036 75,384 49,877
Total (Bbls) 2,264,008 1,132,490 777,129 512,997 336,213 267,559
Five-Year Growth Rate Production Growth v. Stock Price

Oil (Bbls) 690% $1,200
$1,000
Gas (Bbls) 992% Growth of $100
$800
Total (Bbls) 746% $600
TPL Stock* 448% $400
$200
*through 12/31/2018
*production data provided through year-end $0
TPL Oil Gas Total

14
Recent Results
Oil & Gas Royalties
Production Growth v. Stock (through Eric Oliver’s nomination)

Oil & gas production growth
from 3rd party operators has
+1,068%
markedly outpaced stock
performance over trailing
+745%
+805% 5-years prior to proxy filing.
+640%
*production figures estimated year-to-date, TPL performance actual

*year-to-date figures are through 3/15/19, announcement of Oliver nomination

15
Recent Results
Oil & Gas Royalties
Chevron is the primary

operator on trust
acreage. The company
and its partners are
driving all of the growth
of the royalty portfolio.
Source: Chevron Corporation

16
Recent Results
Water Sales & Royalties
Water Business Since Inception*

The water royalty business was
Revenue Growth growing at over a 200% rate in
2016 $8.1 2017 prior to the creation of TPWR.
2017 $31.3 286%
Drilling activity and production
2018 $88.7 183% subject to TPL acreage since this
*Water division created in June 2017, previously only royalties were earned time has increased nearly three-
fold.
Water Growth Rate Pre-TPWR* Management’s lack of disclosure

prevents us from determining the
Revenue Growth actual returns on the $62 million
1H 2016 $3.7 capital investment, 7-fold
1H 2017 $11.7 219% increase in employees and 15-
fold increase in salaries and
employees expenses related to
the formation of the company.
Figures in millions of dollars.

Source: Company Filings 17
Recent Results
Water Sales & Royalties
• Strong spending tailwinds
• Tighter well spacing
• Tighter frac clusters
• Higher proppant and water loads
• Higher oil & gas production
Higher Water Demand
Source: Bloomberg
18
Recent Results
Easement & Sundry Income
Easement & Sundry Income 2016 Annual Report

Revenue Growth
2016 $26.2 “The Trust is currently moving toward the
use of term easements (in lieu of
2017 $64.2 145% perpetual easements).”
2018 $63.9 0%
Figures in millions of dollars
Trustees want credit for passive royalty How many companies hold perpetual
revenue growth, but none for passive easements across trust land signed before
easement revenue stagnation 2016?
Source: Company Filings

19
Recent Results
Easement & Sundry Income
3rd parties continue to commit

billions of dollars to developing
across trust acreage.
Source: Anadarko Petroleum Company, Western Midstream

20
Recent Results
Large Scale Asset Sales
• Are the Trustees and

General Agents qualified
to be negotiating >$100
million transactions with
large, sophisticated
buyers?
• Could an experienced
board of directors help
evaluate these complex
transactions?
• Why even transact in

“core” surface and royalty
areas in the first place?
$100 million land sale buyer: $19 million NRPI mineral

buyer:
WPX Energy (NYSE:WPX) Chevron (NYSE:CVX)
Enterprise Value: ~$8.5b* Enterprise Value: $220b*
Reeves & Loving Counties Midland County
Source: Chevron Corp., WPX Energy, Company Filings

21
Recent Results
Financial Review
Revenue 2018 2017 2016 Growth
Royalties $123.8 $58.4 $28.4 4.4x
Easements & Sundry $63.9 $64.2 $26.2 2.4x
Water Sales & Royalties $63.9 $25.5 $8.1 7.9x
Water Easements & Sundry $24.8 $5.8 $0.0 N/A
Land & Royalty Sales $23.8 $0.7 $3.4 7.0x
Revenue $300.2 $154.6 $66.1 4.5x
Passive Income
Royalties ($123.8) ($58.4) ($28.4) Expense Growth
Non-Operating Income over 2x Greater
Land & Royalty Sales ($23.8) ($0.7) ($3.4) than Revenue
Growth
"Operating Revenue" $152.6 $95.5 $34.3 4.4x
Expenses
Salaries and Employee Expenses $18.4 $3.8 $1.4 12.8x
General and Administrative Expenses $4.7 $1.5 $0.9 5.1x
Variable Expenses $23.1 $5.3 $2.4 9.7x
% of Operating Revenue 15.1% 5.5% 6.9%
Figures in millions of dollars.
22
Recent Results
Financial Review
2018 2017 2016

Stock Repurchase $38.4 $34.3 $33.1
% Total Revenue 12.8% 22.2% 50.1%
Dividends* $46.5 $31.7 $10.7

% Total Revenue 15.5% 20.5% 16.2% Declining Returns of
Figures in millions of dollars Capital
*Dividend payments counted towards fiscal year prior to declaration and payment
2018 2017 2016 Growth

Revenue $300.2 $154.6 $66.1 4.5x
Total Returned Capital $84.9 $65.9 $43.8 1.9x
% Capital Returned 28.3% 42.6% 66.2%
Figures in millions of dollars

23
Why Transformation is Needed NOW
24
Why Transformation Is Needed NOW
Lacking Modern Corporate Governance Standards
Trustees/General Agents Lack of Relevant Experience
• Trustees have spent their careers as attorneys and lack any relevant oil & gas experience.
• Trustees acknowledge that no current member of the Board of Trustees would meet the
definition of an “audit committee financial expert”.
• General Agents (the CEO and CFO) have limited/no oil & gas experience beyond current
roles.
Trustees and General Agents Serve Lifetime Appointments

• Trustees are not accountable to shareholders:
Trustees serve life terms until “death, resignation or disqualification”. Investors in a public
company should simply not be forced to think of a trustee’s tenure in terms of his or her life
expectancy.
• TPL has only held four shareholder meetings in thirty (30) years.
No Modern Governance Principles

• Trustees have no accountability to a board of directors or shareholders.
• Trustees provide little or no information regarding capital allocation or compensation:
Trustees recently increased their own pay 52x, while increasing management pay over 10x
without shareholder approval or disclosure.
25
Virtually No Alignment of Interest
Management & Trustees Own Minimal Stock
• Total inside ownership in the stock is 1,600 Shares, including only 300 by the General Agents –
less than 0.03% of outstanding Shares.
• This current inside ownership level is a dramatic decline and the lowest level over the past
30 years.
• At recent prices, total stock ownership by 2 Trustees and 2 General Agents combined is less
than either of the bonuses paid to the 2 General Agents.
• The General Agents are incentivized to continue to earn their annual large cash salaries
and bonuses (which are tied to short-term profits); unlike shareholders, they have little to
gain by way of long-term stock price appreciation.
26
Lacking Transparency and Disclosures
Conflicts of Interest are Ignored and Not Disclosed
• The previous General Agent (CEO) assigned large surface acreage rights to a private
operator prior to leaving TPL to work for the very company involved in the transaction.
• TPL failed to disclose that its initial nominee to fill the vacant Trustee position, Preston Young,
works for Stream Realty in Houston. Stream Realty manages 3 buildings in Houston that are
owned by a current Trustee’s firm. TPL subsequently replaced Preston Young as nominee
with its current candidate.
• One of the current Trustees also serves as President of Tarka Resources, which merged with
Manti to form Manti Tarka Permian, LP (“Manti Tarka”). Manti Tarka has drilled on TPL’s NPRI
in Pecos County. Additionally, TPL also owns surface acreage around the wells being drilled
by Manti Tarka, so it is unclear if Manti Tarka have engaged in any transactions relating to
surface use rights or easements and who, if anyone, has approved these transactions
outside the conflicted Trustee.
27
Lacking Relevant Experience and Network
In Our View, Current Management Has Demonstrated Poor Judgment
• In 2011, without disclosure—TPL swapped 15,746 surface acres and 13,211 gross 1/16 non-
participating royalty interest (NPRI) along the state line in Culberson County for Mineral
Classified acreage in central Culberson (Chevron is developing the acquired property while
no activity has taken place on the Mineral Classified property).
• In 2018, TPL sold 14,000 Surface Acres in Loving/Reeves County in an area that TPL’s most
recent—and only—presentation describes as a “Core Surface Position” without rationale.
• In 2018-2019, TPL sold Midland Basin NPRI to Chevron, which had pristine title, and then
purchased a broad swath of low NRI properties around the Midland Basin again with no
disclosure or justification.
• In 2018, TPL purchased surface acreage in Hudspeth, Concho and Mitchell counties. There
is little to no drilling activity in these counties and there has been no discussion by
management as to why purchasing this land is more attractive than buying back units.
(continued next page)
28
Lacking Relevant Experience and Network (cont’d)
In Our View, Current Management Has Demonstrated Poor Judgment

(Cont’d)
• Management has spent over $62 million on an active water business that requires large
capital expenditures and employee management without shareholder approval and
limited disclosure.
• 2018 was the lowest percentage of revenue allocated to the retiring of shares in the history
of TPL, despite the 50%+ drop in stock price during the 4th quarter and the significant cash
position.
• TPL’s recently filed—and only—presentation highlights 10 wells drilled on or around TPL’s NPRI
position in the Delaware Basin. 5 of the 10 wells highlighted by TPL are in the wrong location,
some by more than 20 miles, with one well listed in the wrong county.
29
While we have kept this campaign honest and fair, management has
chosen to use hyperbole to demonize large long-term shareholder
Sample TPL Management Social Ads (filed by TPL with the SEC on 4/10/19:
Facebook:
“There’s a storm on the horizon. Texas Pacific Land Trust and its legacy of
value creation are under threat by a dissident group putting its own Who is paying for an
interests before those of other shareholders. Retired 4-star General Donald expensive website,
Cook is the ONLY candidate who will advance TPL’s strategy for the designers, PR advisors
benefit of ALL shareholders. Make your voice heard. Vote FOR General and now a social media
Cook on the BLUE card. Protect your Trust. Trust General Cook.” campaign?
Twitter: We believe buying back

“There’s a storm on the horizon. TPL is under threat by a dissident, self- shares is a better
serving group. General Don Cook is the ONLY candidate who will investment than Google
advance TPL’s strategy for ALL shareholders. Make your voice heard. Vote ads.
FOR Cook on the BLUE card. Protect your Trust.”
Google:
“Texas Pacific Land Trust. Proven strategy is now at risk. Vote for Gen
Cook on BLUE Card. TPL outperformed the market with returns of 733%
since 2014. More than Apple or Amazon! TPL is vital to Texas history
https://www.trusttpl.com/”
30
The Trustees Should Embrace and Work Collaboratively With Eric Oliver
TPL’s Management Already Seeks Out To Him For His Knowledge and Expertise
We firmly believe that, despite their recent rhetoric that includes

unsubstantiated references to “serious concerns with the dissident
nominee’s judgment and intentions”, TPL’s trustees appreciate the
expertise and depth of knowledge that Eric Oliver brings to the table. Mr. Oliver is, among
other things, a source of
deep expertise and
In fact, on April 14, 2019, Robert Packer, TPL’s Chief Financial Officer, knowledge about TPL
emailed Kline D. Oliver, Vice-President of SoftVest Advisors LLC, and the industry which
requesting an updated list of drilled, completed and permitted wells in our view will
on TPL non-participating royalty interest property that Mr. Oliver immensely enrich the
Board.
maintains based on his dedicated ongoing research.
We Call For Basic
Mr. Oliver has shared similar information in the past with TPL’s Fairness in Shareholder
management at their request and at no cost – despite TPL’s offer to Communications
pay for such work.
Mr. Oliver promptly provided the list to Mr. Packer, even after being
the target of a distasteful attack letter issued by TPL that morning.
31
Changed their Nominee And Failed to Disclose Conflicts
• TPL switched their nominees between the filing of their preliminary proxy statement and
their definitive proxy statement, only after Mr. Oliver’s nomination was made public.
• TPL failed to disclose that its initial nominee to fill the vacant Trustee position, Preston Young,
works for Stream Realty in Houston. Stream Realty manages 3 buildings in Houston that are
owned by a current Trustee’s firm. TPL subsequently replaced Preston Young as nominee
with its current candidate.
Access to Shareholders
• Have refused to turn over their NOBO list, DTC List and omnibus proxies, all of which are in
their possession.
• Sent over a scan of the registered holder list (not in electronic form, per industry standard)
that our team had to then manually organize and build into a spreadsheet.
32
Eric Oliver’s
Actionable Plans
33
Mr. Oliver’s Plan
If Elected, Mr. Oliver Intends to Encourage the Other Two Trustees to:
Create a Board of Directors
 Board will operate according to modern governance standards with requisite independent
members and disclosures
 Include several oil and gas professionals, in addition to an expert for the Audit Committee
 Evaluate all significant capital allocation decisions
Provide Shareholders with Basic Rights
 Implement annual elections for all directors
Increase Disclosure
 Include drilling, rig, well, capital expenditure and various additional data to better inform
shareholders
 Hold annual investor meetings and provide quarterly earnings calls
Actively Engage with Partners in the Permian Basin
 Evaluate the best practices for working with oil and gas companies and infrastructure companies
Recommit to Returning Capital to Shareholders
 Management has de-emphasized buybacks and dividends in order to pursue capital investments
 Board will define return on capital hurdles and set parameters for stock repurchases and
dividends
Develop Water Business to Maximize Shareholder Value
 Provide water team with seasoned board for expansion and development
 Assess various types of water ventures to limit risk and maximize long-term growth
 Work with oil and gas partners to ensure both source and produced water requirements are met
for decades of production
34
The Opportunity to Improve
Why We Are Behind Our Candidate: Eric Oliver
Trustee Nominees Incumbent Trustees
Eric General David John
Oliver Cook Barry Norris
Oil & Gas

Experience
Large
Shareholder
Land Expertise
Geology Expertise
Governance
Experience
35
The Opportunity to Improve
Positioning TPL for the Future
Modern
Governance
Reemphasize buyback and

return of capital to unitholders
----------
Experienced Transparency &
Board/Management Work with State and operators to Disclosure
maximize assets to mutual best
interest
----------
Provide guidance and oversight
to capable water team in order
to continue to grow water assets
in best practice for investors
Vested Board of
Board/Management Directors
36
Forward-Looking Statements
This Presentation may include forward-looking statements that reflect the Participants’
current views with respect to future events. Statements that include the words ‘‘expect,’’
‘‘intend,’’ ‘‘plan,’’ ‘‘believe,’’ ‘‘project,’’ ‘‘anticipate,’’ ‘‘will,’’ ‘‘may,’’ ‘‘would’’ or similar
words are often used to identify forward-looking statements. All forward-looking statements
address matters that involve risks and uncertainties, many of which are beyond our control.
Accordingly, there are or will be important factors that could cause actual results to differ
materially from those indicated in such statements and, therefore, you should not place
undue reliance on any such statements. Any forward-looking statements made in this
Presentation are qualified in their entirety by these cautionary statements, and there can
be no assurance that the actual results or developments anticipated by the Participants will
be realized or, even if substantially realized, that they will have the expected
consequences to, or effects on, the Trust or its business, operations or financial condition.
Except to the extent required by applicable law, the Participants undertake no obligation
to update publicly or revise any forward-looking statement, whether as a result of new
information, future developments or otherwise.

Texas Pacific Land Trust: Shareholder Presentation

Uploaded by

Copyright:

Available Formats

Texas Pacific Land Trust: Shareholder Presentation

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Texas Pacific Land Trust: Shareholder Presentation

Uploaded by

Copyright:

Available Formats

Texas Pacific Land Trust

Prepared in April 2019

HORIZON KINETICS LLC SOFTVEST PARTICIPANTS TESSLER PARTICIPANTS

© 2019 Horizon Kinetics LLC.™

Part 1: Executive Summary

Part 2: Investor Group’s Background and Nominee

Part 3: Texas Pacific Land Trust – Asset Overview

Part 3: Texas Pacific Land Trust – Recent Results

Part 3: Why Transformation Is Needed NOW

Part 4: Eric Oliver’s Actionable Plan

The sole intended purpose of the formation of TPL as a trust

We believe there is no precedent whatsoever for a company

HORIZON KINETICS Participants

SOFTVEST Participants: Long-term investors,

An experienced oil and gas investor with over 22 years of

Source: FactSet Research Systems, Company Filings

Five Year Royalty Production Figures

Five-Year Growth Rate Production Growth v. Stock Price

TPL Oil Gas Total

Source: FactSet Research Systems, Company Filings

Production Growth v. Stock (through Eric Oliver’s nomination)

*production figures estimated year-to-date, TPL performance actual

Source: FactSet Research Systems, Company Filings

Chevron is the primary

Source: Chevron Corporation

Water Business Since Inception*

Water Growth Rate Pre-TPWR* Management’s lack of disclosure

Figures in millions of dollars.

• Strong spending tailwinds

• Tighter well spacing

• Tighter frac clusters

• Higher proppant and water loads

• Higher oil & gas production

Higher Water Demand

Easement & Sundry Income 2016 Annual Report

Source: Company Filings

3rd parties continue to commit

Source: Anadarko Petroleum Company, Western Midstream

• Are the Trustees and

• Why even transact in

$100 million land sale buyer: $19 million NRPI mineral

Source: Chevron Corp., WPX Energy, Company Filings

2018 2017 2016

Dividends* $46.5 $31.7 $10.7

2018 2017 2016 Growth

Source: Company Filings

Trustees and General Agents Serve Lifetime Appointments

No Modern Governance Principles

Management & Trustees Own Minimal Stock

Conflicts of Interest are Ignored and Not Disclosed

In Our View, Current Management Has Demonstrated Poor Judgment

(continued next page)

In Our View, Current Management Has Demonstrated Poor Judgment

Twitter: We believe buying back

We firmly believe that, despite their recent rhetoric that includes

Changed their Nominee And Failed to Disclose Conflicts

Oil & Gas

Reemphasize buyback and