Corporate Update January 2021 Pharos Energy / 2 Disclaimer
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Cairn Energy Update
Cairn Energy Update Producer, developer, explorer Oil & gas 24 July 2017 We refresh our view on Cairn Energy, focusing on key areas of interest for investors already familiar with the company. We examine a number of Price 174.7p valuation approaches for SNE in Senegal, the potential for reserve Market cap £1019m upgrades and exploration value. We believe SNE is an outsized asset and £0.8/US$ assume Cairn seeks to farm-down. This will naturally affect long-term Net cash ($m) at 31 December 2016 335 value upside, but would in our view drive a better balance of asset and Shares in issue 583.2m financial risk. We also examine features of Catcher, Cairn’s cost of capital and look at the Indian tax dispute. After a long period of value stagnation Free float 96% (as cash was invested to develop Catcher/Kraken), coming years could be Code CNE a time when investors see a path to this investment steadily bearing fruit. Primary exchange LSE Our core contingent NAV is 225p/share and our RENAV is 255p/share. Secondary exchange N/A (US$m) Operating Cash from Share price performance Year end Revenues PBT cash flow Net cash financing 12/15 0 (498) (16) 603 (6) 12/16 0 (152) (21) 335 (4) 12/17e 59 (792) (21) 18 0 12/18e 402 107 226 98 0 Note: Figures are as reported. SNE reserves upgrades hinge on upper reservoir The recent SNE-6 well test appeared to show strong connectivity between wells in the upper reservoirs, going some way to settle concerns that the pressure declines % 1m 3m 12m seen in past well testing would be major obstacles to recovery. -
Pancontinental Oil & Gas NL – June 2012 Institutional Roadshow
Highly leveraged into two of the most exciting oil and gas regions of the decade Investor Presentation - June 2012 www.pancon.com.au Disclaimer These materials are strictly confidential and are being supplied to you solely for your information and should not be reproduced in any form, redistributed or passed on, directly or indirectly, to any other person or published, in whole or part, by any medium or for any purpose. Failure to comply this restriction may constitute a violation of applicable securities laws. These materials do not constitute or form part of any offer or invitation to sell or issue, or any solicitation of any offer to purchase or subscribe for, or any offer to underwrite or otherwise acquire any securities, nor shall any part of these materials or fact of their distribution or communication form the basis of, or be relied on in connection with, any contract, commitment or investment decision whatsoever in relation thereto. The information included in the presentation and these materials is subject to updating, completion, revision and amendment, and such information may change materially. No person is under any obligation to update or keep current the information contained in the presentation and these materials, and any opinions expressed in relation thereto are subject to change without notice. The distribution of these materials in other jurisdictions may also be restricted by law, and persons into whose possession these materials come should be aware of and observe any such restrictions. This presentation includes forward-looking statements that reflect the company’s intentions, beliefs or current expectations. -
Natural Gas in East Africa: Domestic and Regional Use Usua U
The Stanford Natural Gas Initiative Natural Gas in East Africa: Domestic and Regional Use Usua U. Amanam Pre-symposium white paper for: Reducing Energy Poverty with Natural Gas: Changing Political, Business, and Technology Paradigms May 9 & 10, 2017 Stanford University, CA Natural Gas in East Africa: Domestic and Regional Use Usua U. Amanam* April 2017 1 Introduction The world’s natural gas demand is projected to grow by 50% [1] by 2040, with much of that driven by developing regions like non-OECD Asia and Africa [2]. Africa’s natural gas demand, in particular, is anticipated to grow by more than a factor of two [3]. Be- cause natural gas is relatively cheap and abundant as a result of advances in technology, it plays a large role in shaping how countries plan to meet their rising energy needs. East Africa is a region that has benefited greatly from improvements in exploration and drilling techniques [4]. The large discoveries of natural gas in offshore Mozambique and Tanzania will contribute to meeting the rapidly growing worldwide energy demand while also serving as an effective energy solution in a region whose per capita power consump- tion is less than that needed to continuously power a 50-watt lightbulb [5]. Figure 1: Africa’s natural gas consumption by end-use sector, 2012-2040 (trillion cubic feet) [3] . Both countries stand to benefit and can become regional energy hubs1 if the gas and money generated from fields is properly allocated and invested. Since 2000, two out of every three dollars put into the Sub-Saharan Africa energy sector have been committed to the development of resources for export [5]. -
Parker Review
Ethnic Diversity Enriching Business Leadership An update report from The Parker Review Sir John Parker The Parker Review Committee 5 February 2020 Principal Sponsor Members of the Steering Committee Chair: Sir John Parker GBE, FREng Co-Chair: David Tyler Contents Members: Dr Doyin Atewologun Sanjay Bhandari Helen Mahy CBE Foreword by Sir John Parker 2 Sir Kenneth Olisa OBE Foreword by the Secretary of State 6 Trevor Phillips OBE Message from EY 8 Tom Shropshire Vision and Mission Statement 10 Yvonne Thompson CBE Professor Susan Vinnicombe CBE Current Profile of FTSE 350 Boards 14 Matthew Percival FRC/Cranfield Research on Ethnic Diversity Reporting 36 Arun Batra OBE Parker Review Recommendations 58 Bilal Raja Kirstie Wright Company Success Stories 62 Closing Word from Sir Jon Thompson 65 Observers Biographies 66 Sanu de Lima, Itiola Durojaiye, Katie Leinweber Appendix — The Directors’ Resource Toolkit 72 Department for Business, Energy & Industrial Strategy Thanks to our contributors during the year and to this report Oliver Cover Alex Diggins Neil Golborne Orla Pettigrew Sonam Patel Zaheer Ahmad MBE Rachel Sadka Simon Feeke Key advisors and contributors to this report: Simon Manterfield Dr Manjari Prashar Dr Fatima Tresh Latika Shah ® At the heart of our success lies the performance 2. Recognising the changes and growing talent of our many great companies, many of them listed pool of ethnically diverse candidates in our in the FTSE 100 and FTSE 250. There is no doubt home and overseas markets which will influence that one reason we have been able to punch recruitment patterns for years to come above our weight as a medium-sized country is the talent and inventiveness of our business leaders Whilst we have made great strides in bringing and our skilled people. -
Annual Report and Accounts 2014 Accounts and Report Annual
and Accounts 2014 Annual Report Ophir Energy plc Annual Report and Accounts 2014 Ophir Energy creates value by finding resources and then monetising them at the appropriate time. The Group has an extensive and diverse Read more at portfolio of assets in Africa and Asia and is listed ophir-energy.com on the London Stock Exchange (FTSE 250). Ophir diversifies funding model through acquisition of Salamander Energy During 2014 Ophir agreed to acquire Salamander Energy. This acquisition provides Ophir with an Asian operating platform, with a cash generative production base that is resilient at low oil prices and will part fund the resource finding business. Review of operations page 22 Contents Strategic report 2 Financial statements 95 Overview Independent Auditor’s report 95 Financial and operational highlights in 2014 2 Consolidated income statement and Market overview 4 statement of comprehensive income 98 Business model 6 Consolidated statement of financial position 99 Chairman’s statement 8 Consolidated statement of changes in equity 100 Consolidated statement of cash flows 101 Strategy Notes to the financial statements 102 Chief Executive’s review 10 Statement of Directors’ responsibilities Strategy and key performance indicators 12 in relation to the Company financial statements 132 Principal risks and uncertainties 18 Company statement of financial position 133 Performance Company statement of changes in equity 134 Review of operations 22 Company statement of cash flows 135 Financial review 34 Notes to the financial statements 136 -
2D Seismic Survey in Block AD- 10, Offshore Myanmar
2D Seismic Survey in Block AD- 10, Offshore Myanmar Initial Environmental Examination 02 December 2015 Environmental Resources Management www.erm.com The world’s leading sustainability consultancy 2D Seismic Survey in Block AD-10, Environmental Resources Management Offshore Myanmar ERM-Hong Kong, Limited 16/F, Berkshire House 25 Westlands Road Initial Environmental Examination Quarry Bay Hong Kong Telephone: (852) 2271 3000 Facsimile: (852) 2723 5660 Document Code: 0267094_IEE_Cover_AD10_EN.docx http://www.erm.com Client: Project No: Statoil Myanmar Private Limited 0267094 Summary: Date: 02 December 2015 Approved by: This document presents the Initial Environmental Examination (IEE) for 2D Seismic Survey in Block AD-10, as required under current Draft Environmental Impact Assessment Procedures Craig A. Reid Partner 1 Addressing MOECAF Comments, Final for MOGE RS CAR CAR 02/12/2015 0 Draft Final RS JNG CAR 31/08/2015 Revision Description By Checked Approved Date Distribution Internal Public Confidential CONTENTS 1 EXECUTIVE SUMMARY 1-1 1.1 PURPOSE AND EXTENT OF THE IEE REPORT 1-1 1.2 SUMMARY OF THE ACTIVITIES UNDERTAKEN DURING THE IEE STUDY 1-2 1.3 PROJECT ALTERNATIVES 1-2 1.4 DESCRIPTION OF THE ENVIRONMENT TO BE AFFECTED BY THE PROJECT 1-4 1.5 SIGNIFICANT ENVIRONMENTAL IMPACTS 1-5 1.6 THE PUBLIC CONSULTATION AND PARTICIPATION PROCESS 1-6 1.7 SUMMARY OF THE EMP 1-7 1.8 CONCLUSIONS AND RECOMMENDATIONS OF THE IEE REPORT 1-8 2 INTRODUCTION 2-1 2.1 PROJECT OVERVIEW 2-1 2.2 PROJECT PROPONENT 2-1 2.3 THIS INITIAL ENVIRONMENTAL EVALUATION (IEE) -
Annual Report and Accounts 2018 Repositioned for Growth
SOCO plc International Annual Report Annual ReportAnnual 2018 and Accounts and Accounts 2018 Repositioned for growth Strategic Report 02 Repositioned for growth Company overview 02 Chair’s welcome 04 Our future is one of new and Investment case 08 Market overview 10 exciting growth opportunities. CEO’s statement 12 Core strategic objectives 16 We are repositioning to enhance Our strategy in action 18 Business model 20 our existing strengths. We are Key metrics 22 Operations review 24 building new relationships and Financial review 32 Risk management 36 are on a positive course for Risks 38 business growth. Corporate Responsibility 44 Governance Report 61 Chair’s Introduction to Governance 62 Board of Directors 66 Corporate Governance Report 68 Nominations Committee Report 72 Audit and Risk Committee Report 76 Remuneration Report 82 Directors’ Report 97 We are an oil and gas exploration and production company. Financial Statements 101 Headquartered in London and listed on the main market of the Independent Auditor’s Report 102 London Stock Exchange, we have exploration, development Consolidated Income Statement 109 and production interests in Vietnam. Consolidated Statement of Comprehensive Income 109 Balance Sheets 110 Statements of Changes in Equity 111 Cash Flow Statements 112 Notes to the Consolidated Financial Statements 113 Additional Information 135 Non-IFRS Measures 136 Five Year Summary 137 Reserves Statistics 137 Report on Payments to Governments 138 Glossary of Terms 140 Company Information IBC socointernational.com 02 Strategic -
First Name Surname Company Job Title Rob Adams PGS Business
First Name Surname Company Job Title Rob Adams PGS Business Development Nicola Adams BP Exploration Manager Jim Ahmad Delonex Energy UK Ltd Business Manager Andy Amey Shell International New Ventures Team Lead David Anderson Kana Consultants Operations Manager James Andrew CGG Multi-Physics - Business Development Manager Graziano Ardenghi ENI SPA Exploration Project Manager Peter Aslett ION Business Development Director Peter Baillie CGG SVP Business Development Simon Baker RPS Geological Advisor Dean Baker RISC Senior Consultant - Geoscience Rajeevan Balakumar Petronas Manager/Geologist Jason Banks Indalo Director Nazrin Banu Petronas Manager Ian Baron Arab Oil Director Zamri Baseri Petronas Head Block Promotion Adam Becis ERC Equipoise Reservoir Engineer Alastair Bee Westwood Global Energy Group Senior Associate Graham Bell ERC Equipoise Director Clyde Bennett New Zealand Oil & Gas Business Development Advisor Thomas Bernecker Australian Government Manager Stephanie Best PESGB Operations Clement Blaizot Geospace Chief Executive Greg Blower Gaia Earth Operations Consultant John Boldock Geo Brokers Pty Ltd Sales Manager Christopher Boot Canesis Data Director David Boote DBConsulting Ltd Director Adam Borushek RISC Reservoir Engineer Steven Bottomley New Zealand Oil & Gas Consultant Lawrence Bourke Task Fronterra (Asia) Pty. Ltd. CEO Edwin Bowles KrisEnergy General Manager - Bangladesh David Bowling Baker Hughes Geomechanics Sales Lead, APAC Ginny-Marie Bradley University of Manchester PhD Research Postgraduate Student Paul Bransden Mubadala -
Non-Executive Director PROGRAMME
Non-Executive Director PROGRAMME THE 2018 NON-EXECUTIVE DEVELOPMENT PROGRAMME A practical series covering key NXD issues led by experienced Chairs and NXDs EXECUTIVE SEARCH THE UNIVERSITY OF EDINBURGH BUSINESS SCHOOL | FWB PARK BROWN 1 Contents Introduction ...................................................................................................................1 Session 1: The Audit Committee and Boardroom Dynamics ...................................................................2 Session 2: The CEO–Chair Relationship..................................................................................................3 Session 3: The Challenges for Smaller and Faster Growth Companies from an NXD Perspective ..........4 Session 4: The Remuneration and Nominations Committees ..................................................................5 Programme Directors .............................................................................................7 2NON-EXECUTIVE NON-EXECUTIVE DIRECTOR DIRECTOR PROGRAMME PROGRAMME I am already pencilling into my budget to attend other sessions” – A 2017 Delegate Introduction FWB Park Brown and The As the responsibilities and accountabilities of NXDs intensify, University of Edinburgh so the support, knowledge and experience required of them Business School are delighted also increase. We have designed a practical programme, to announce the second led by experienced Chairs and NXDs, focussing on those key series of The Non-Executive issues of which every NXD should be aware and catering for -
UKCS Technology Insights
UKCS Technology Insights April 2019 Unless identified elsewhere, all data is from the OGA UKSS 2017 and 2018 Cover photos: High frequency FWI image – courtesy of DownUnder Geosolutions using Capreolus 3D data from TGS Ocean bottom nodes – courtesy of Magseis Fairfield Riserless mud recovery – courtesy of Enhanced Drilling Carbon composite pipe – courtesy of Magma Global Contents Foreword 5 1. Seismic and exploration 22 Executive summary 6 2. Well drilling and completions 28 Operators’ technology plans 8 3. Subsea systems 34 Existing technologies for MER UK 12 4. Installations and topsides 40 Emerging technologies – MER UK priorities 14 5. Reservoir and well management 46 OGA’s technology stewardship 16 6. Facilities management 52 The Oil & Gas Technology Centre (OGTC) 18 7. Well plugging and abandonment 58 Technology plan feedback 21 8. Facilities decommissioning 64 Conclusions 70 Appendix - Technology spend 72 Image courtesy of Airbourne Oil & Gas Foreword I am pleased to see constant progress in the way our industry is OGTC, MER UK Taskforces and industry sponsors. A small maturing and deploying new technologies for the UK Continental technical team will be established to measure progress on all key Shelf (UKCS). This important effort is being supported by the objectives. Ultimately, these objectives will be followed up and coordinated work of the Oil and Gas Authority (OGA), the monitored through the OGA stewardship to further encourage Technology Leadership Board (TLB) and the Oil & Gas Technology uptake and share best practice. Centre (OGTC). There are huge prizes in reserves growth, production value and, This year’s Technology Insights summarises the rich content of most importantly, safe asset operation and life extension from the UKCS operators’ technology plans, submitted through the OGA use of current and new technologies. -
Negativliste. Fossil Energi
Negativliste. Fossil energi Maj 2021 Udstedende selskab 1 ABJA Investment Co Pte Ltd 2 ABM Investama Tbk PT 3 Aboitiz Equity Ventures Inc 4 Aboitiz Power Corp 5 Abraxas Petroleum Corp 6 Abu Dhabi National Energy Co PJSC 7 AC Energy Finance International Ltd 8 Adams Resources & Energy Inc 9 Adani Electricity Mumbai Ltd 10 Adani Power Ltd 11 Adani Transmission Ltd 12 Adaro Energy Tbk PT 13 Adaro Indonesia PT 14 ADES International Holding PLC 15 Advantage Oil & Gas Ltd 16 Aegis Logistics Ltd 17 Aenza SAA 18 AEP Transmission Co LLC 19 AES Alicura SA 20 AES El Salvador Trust II 21 AES Gener SA 22 AEV International Pte Ltd 23 African Rainbow Minerals Ltd 24 AGL Energy Ltd 25 Agritrade Resources Ltd 26 AI Candelaria Spain SLU 27 Air Water Inc 28 Akastor ASA 29 Aker BP ASA 30 Aker Solutions ASA 31 Aksa Akrilik Kimya Sanayii AS 32 Aksa Enerji Uretim AS 33 Alabama Power Co 34 Alarko Holding AS 35 Albioma SA 36 Alexandria Mineral Oils Co 37 Alfa Energi Investama Tbk PT 38 ALLETE Inc 1 39 Alliance Holdings GP LP 40 Alliance Resource Operating Partners LP / Alliance Resource Finance Corp 41 Alliance Resource Partners LP 42 Alliant Energy Corp 43 Alpha Metallurgical Resources Inc 44 Alpha Natural Resources Inc 45 Alta Mesa Resources Inc 46 AltaGas Ltd 47 Altera Infrastructure LP 48 Altius Minerals Corp 49 Altus Midstream Co 50 Aluminum Corp of China Ltd 51 Ameren Corp 52 American Electric Power Co Inc 53 American Shipping Co ASA 54 American Tanker Inc 55 AmeriGas Partners LP / AmeriGas Finance Corp 56 Amplify Energy Corp 57 Amplify Energy Corp/TX 58 -
Sustainable Investment Report Second Quarter 2020
Sustainable Investment Report Second quarter 2020 For Financial Intermediary, Institutional and Consultant Use Only. Not for redistribution under any circumstances. Contents 1 12 Introduction Stewardship Insights Is the time ripe for virtual AGMs? Engagement in practice: Barclays’ climate shareholder resolution Engagement in practice: Contributing to influencing the boards of big banks Engagement in practice: Drax’s transition to cleaner power 2 17 Sustainability Insights Stewardship Activity A new social contract – how are Engagement in numbers companies treating their employees as the Covid-19 crisis unfolds? Voting in numbers Keeping food on the table during Total company engagement Covid-19, but at what cost? Engagement progress Will Covid-19 prove a pivotal moment for climate change? How climate change may impact financial markets As we begin the process of unwinding global lockdown, the inevitable scrutiny of what we could have done better is underway. There are plenty of ways we can learn from the crisis and perhaps when the anticipated second wave comes, we will be better prepared. Sustainable investing has been under the spotlight throughout the crisis; we now look to what this might mean in a post- Covid-19 world. Hannah Simons Head of Sustainability Strategy For many people, sustainable investment has historically focused In a Q&A with two of our economists, Craig Botham and Irene on environmental considerations. The crisis has seen a rise in the Lauro, we also unveil our latest long-term market forecasts, which focus on the ‘S’ part of ESG. We’ve long argued that companies for the first time incorporate the impact of climate change.