REG-Cadogan Petroleum: Annual Financial Report
06/05/2021 07:05
Cadogan Petroleum plc
Annual Results for year ended 31 December 2020
The Board of Cadogan Petroleum plc, (“Cadogan” or “the Company”), is
pleased to announce the Company’s annual results for the year ended 31
December 2020.
Key Financial Highlights of 2020:
* Loss for the year: $1.0 million (2019: loss of $2.1 million)
* Average realized price: $32.9/boe (2019: $47.2/boe)
* Gross revenues( 1 ): $5.1 million (2019: $5.9 million)
* G&A( 2 ): $3.8 million (2019: $5.7 million)
* Loss per share: 0.4 cents (2019: loss of 0.9 cents)
* Cash at year end: $13.3 million (2019: $12.8 million)
Key Operational Highlights of 2020:
* Production: 106,398 bbl (2019: 104,816 boe), a 1.5% increase year-on-year
* Gas trading profit of $0.6 million (2019: loss of $2.0 million)
* Services business loss of $0.05 million (2019: loss of $0.01 million), net
of services provided to the group( 3 )
* No LTI/TRIs’( 4 )
* ISO 14001 and ISO 45001 certifications validated by annual audit
* Extension of the Blazhiv-3 and Blazhiv-Monastyrets-3 wells lease agreements
for a new 3-year term
* Introduction of a claim before the Kyiv Administrative Court against the
State Service of Geology and Subsoil of Ukraine due to the non-granting of the
Bitlyanska license
Other
During 2020, Cadogan managed a difficult relationship with Proger Managers &
Partners Srl (“PMP”)_ a privately owned Italian company whose only
interest is a 72.92% participation in Proger Ingegneria Srl (“Proger
Ingegneria”), a privately owned company which has a 75.95% participating
interest in Proger Spa (“Proger”)_ to get recognized and implemented its
rights for nomination of representatives and access to information deriving
from the 2-year Loan Agreement and the Call Option Agreement. The Call Option
was not exercised and the Company notified PMP for the Loan reimbursement at
the Maturity Date, 25 February 2021. According to the Loan Agreement, PMP is
in default for the non-reimbursement of EUR 14,857,350 being the principal and
the accumulated interest. End of March 2021, PMP requested an arbitration to
have the Loan Agreement recognised as an equity investment contract, which is
rejected by Cadogan as the terms of the agreement are clear and include the
right to repayment at maturity if the Call Option is not exercised.
Group Overview
The Group has continued to maintain exploration and production assets, to
conduct gas trading operations and to operate an oil services business in
Ukraine. Cadogan’s assets are concentrated in the West of the country, far
away from the zone of military confrontation with Russia. Gas trading includes
the import of gas from Slovakia, Hungary and Poland and local purchase and
sales with physical delivery of natural gas. The oil services business focuses
on workover operations, civil works services and other services provided to
Exploration and Production (“E&P”) companies in Ukraine.
Our business model
We aim to increase value through:
* Maintaining a robust balance sheet, monetizing the remaining value of our
Ukrainian assets and supplementing E&P cash flow with revenues from gas
trading and oil services
* Pursuing farm-out to progress investments in Ukrainian licenses
* Sourcing additional assets to diversify Cadogan’s portfolio, both
geographically and operationally
The gas trading and the services business optimize the use of existing
available resources, such as cash as working capital for trading and equipment
and competences for the services business and continue to contribute to the
Group’s goal of being cash neutral, while actively searching for value
accretive opportunities.
Ukraine
West Ukraine
The Group continued to produce oil from its 20-year production Blazhiv license
located in the West Ukraine. The average net production in 2020 was 291 bbl, a
1.5% increase over the production of the previous year. This production result
was achieved despite the heavy impact of covid-19 pandemic and 5.5 months
shut-down of Blazhiv-3 and Blazhiv-Monasterets-3 wells due to the expiry of
the lease contracts with PJSC Ukrnafta. Production from the wells was resumed
after the agreements have been extended for a 3-year term on 19 June 2020.
In March 2020, after a deep and complete analysis performed with external
legal advisors, Usenco Nadra filed a claim with the Kyiv Administrative Court
to acknowledge inaction of the State Service of Geology (SGS) as unlawful,
particularly their refusal to issue the Bitlyanska 20-year exploration and
development license. In May 2020, the Company was informed by SGS of the
rejection of its application on the basis of the new regulatory framework that
took effect on 25 February 2020. This decision was taken by the subsoil
controlling authority notwithstanding that Cadogan has fulfilled all license
obligations, obtained all regulatory approvals and timely submitted on 19
August 2019 well ahead the license expiry date of 23 December 2019 and the new
regulatory framework.
In August 2020, the Company filed a second claim to expand the scope of the
first claim and requested the Court to grant the right to carry out commercial
activities on Bitlyanska field effective from 20 December 2019.
East Ukraine
The Pirkovska exploration license expired in October 2015. Astrogaz filed in
due time an application for a new exploration and production license, but the
Licensing Authority returned it 6 times for different reasons, the legal
ground of which appeared to be doubtful. Despite the efforts of the Company
and its reply in due time to each of the comments, the license was not
awarded, and the 3-year period for conversion, given to the applicant by law,
expired in October 2018. In 2019, Astrogaz launched a litigation before the
Administrative Court against the Licensing Authority for non-granting of the
license. The Court of First Instance, in its decision of October 2020, has
partly satisfied the claim and confirmed inaction of the Licensing Authority
and obliged it to review the application. Astrogaz introduced a claim before
the Court of Appeal proposing license award approval. In February 2021, the
Court of Appeal rejected Astrogaz claim. In March 2021, the Company filed an
appeal with the Supreme Court. In April 2021, the Supreme Court opened
cassation proceeding. The Company has not received details of the date of the
hearing as yet.
In 2020, LLC AstroInvest-Energy, a fully owned subsidiary of Cadogan,
introduced a claim against the State fiscal authority regarding additional tax
assessment and penalties. The Company won in the Court of First Instance and
in the Court of Appeal. The State fiscal authority filed an appeal with the
Supreme Court.
Subsidiary businesses
Notwithstanding extreme volatility in the gas market caused by the impact of
Covid-19 pandemic, consequent reduced gas consumption and excess of gas
storage in EU and Ukraine at historical levels as well as an extraordinary
drop of prices, Cadogan has successfully sold 9.575 million m3 of gas during
the price peaking in 2020. The remaining 7.5 million m3 of gas was kept and
sold in the beginning of 2021.
Finally, the Group continued providing oil services through its wholly owned
subsidiary Astroservice LLC. Substantial resources of the company have been
engaged to support Blazhiv license wells’ operations.
Italy
The Group owns a 90% interest in Exploenergy s.r.l., an Italian company, which
has filed applications for two exploration licenses (Reno Centese and
Corzano), located in the Po Valley region (Northern Italy). The leads
identified on these licenses have combined unrisked prospective resources
estimated to be in excess of 60 bcf of gas.
Activity through the year was focused on maintaining the liaison with the
central and regional authorities and on updating the Environmental Impact
studies by implementing the suggestions received from the authorities.
In February 2019, the Italian Parliament approved a moratorium of 18 months in
the award of new licenses and a 25-fold increase of license fees. Exploenergy
has subsequently reduced its activity to the minimum required to fulfil its
statutory obligations. It has also identified areas which can be voluntarily
released in order to mitigate the impact of higher fees, when licenses are
awarded, with a minimum impact on their exploration potential.
In 2020, the moratorium has been extended. In 2021, no changes are expected in
the government’s position regarding the possible resumption of exploration
and production activities on land and at sea. No exploration and evaluation
assets are held on the Group balance sheet in respect of the licences.
In February 2019, the Group entered in a 2-year loan agreement with Proger
Management & Partners Srl with an option to convert it into a 33% equity
interest in Proger Ingegneria Srl which in turn held at 31 December 2020 a
75.95% equity interest in Proger Spa. Proger is an Italian engineering company
providing services in Italy and in different international areas.
In February 2021, Cadogan notified PMP that according to the Loan Agreement,
the Maturity Date occurred on 25 February 2021. As the Call Option was not
exercised, PMP must fulfill the payment of EUR 14,857,350, being the
reimbursement of the Loan in terms of principal and the accumulated interest.
PMP is in default since 25 February 2021. End of March 2021, PMP requested an
arbitration to have the Loan Agreement recognised as an equity investment
contract, which is rejected by Cadogan as the terms of the agreement are clear
and include the right to repayment at maturity if the Call Option is not
exercised.
Strategic Report
The Strategic Report has been prepared in accordance with Section 414A of the
Companies Act 2006 (the “Act”) and presented hereunder. Its purpose is to
inform stakeholders and help them assess how the Directors have performed
their legal duty under Section 172 of the Act to promote the success of the
Company.
Section 172 Statement
The Company’s section 172 statement is presented on page 33 and 34 and forms
part of this strategic report.
Principal activity and status of the Company
The Company is registered as a public limited company (registration number
05718406) in England and Wales. Its principal activity is oil and gas
exploration, development and production; the Company also conducts gas trading
and provides services to other E&P operators.
The Company’s shares have a standard listing on the Official List of the UK
Listing Authority and are traded on the Main Market of the London Stock
Exchange.
Key performance indicators
The Group monitors its performance through five key performance indicators
(“KPIs”):
* to increase oil, gas and condensate production measured on the number of
barrels of oil equivalent produced per day (“boepd”);
* to decrease administrative expenses;
* to increase the Group’s basic earnings per share;
* to maintain no lost time incidents; and
* to grow geographically and operationally diversify the portfolio.
The Group’s performance in 2020 against these KPI’s is set out in the
table below, together with the prior year performance data.
Unit 20 20 20 19 20 20 vs 201 9
Average production (working interest basis) (1) boepd 291 288 3
Overhead (G&A) $ million 3.8 5.7 (1.9)
Basic loss per share (2) cents (0.4) (0.9) 0.5
Lost time incidents (3) incidents - - -
Geographic diversification (4) new assets - 1 (1)
1. Average production is calculated as the average daily production during the
year
2. Basic (loss)/profit per ordinary share is calculated by dividing the net
(loss)/profit for the year attributable to equity holders of the parent
company by the weighted average number of ordinary shares during the year
3. Lost time incidents relate to the number of injuries where an
employee/contractor is injured and has time off work (IOGP classification)
4. Loan to Proger Managers & Partners with an option to convert it into a 33 %
equity interest in Proger Ingegneria.
Chairman’s Statement
2020 will remain as a high challenging year above any expectation. The
pandemic Covid-19, that has been affecting all, has led to uncertain times.
The measures that were quickly implemented have allowed to protect our staff
and keep the Company’s activities on-going. The effectiveness of these
measures and the dedication of everyone have been essential to achieve this
result.
Cadogan continue to be committed to the territory and the communities where we
operate. The Company provided sanitary material to local medical institution
to sustain the local efforts and medical responses to the pandemic Covid-19.
During 2020, the oil and gas markets volatility had a severe impact on our
activities. The quick response of the Company and the measures that were put
in place have allowed the Company to mitigate the operational and the economic
challenges. The negative impacts were contained and improvements were brought
to our activities despite the year loss.
For Ukraine, 2020 was a difficult year beyond the Covid-19 pandemic. The
Country remains embroiled in its military confrontation with Russia and this
situation will have a continuous effect, in 2021, on the investments in the
Country.
2020 witnessed also the continued difficult relationship with Proger and
confirmed that it could not be a successful strategy for Cadogan. The
inability to obtain access to appropriate and complete information on time
relating to financial performance, financial forecasts, the business model and
the governance in Proger, led to the conclusion that there was no interest for
Cadogan to exercise the Call Option. Thus, the Company asked for the
reimbursement of the loan at the maturity date.
Despite all these challenges, the Company was able to improve its
fundamentals. This was possible thanks to the commitment of all with a
competent and strong management. The Board remain focused on maximizing value
from our assets.
Michel Meeùs
Non-Independent non-executive Chairman
5 May 2021
Chief Executive’s Review
2020 was highly impacted by the global Covid-19 pandemic, extreme price
volatility in oil and gas markets, with a severe drop down of prices in
general. In this context, 2020 has been a very challenging year.
With the Covid-19 pandemic, Ukraine, as with other countries, has been facing
a severe impact on its economy as well as to the oil & gas markets.
To keep safe its personnel, the Company has put in place special measures such
as administrative personnel remote working, strict sanitary and hygienic
procedures and personal protection, rotation of field personnel by company
cars, constant medical supervision during the work shift, regular sanitation
of cars, offices and facilities.
In March 2020, Cadogan has also provided medical materials to the District
hospital of Blazhiv area to support the local efforts to face the Covid-19
pandemic. Up to now, 20 employees of the company have been infected by
Covid-19. All of them have fully recovered.
This turmoil affected Cadogan’s strategy in 2020 and constrained the Group
causing management to review and postpone its investment strategy.
Therefore, the Company had to overcome the negative environment to achieve
the recorded results:
* gas prices volatility and its impact on Cadogan trading business results;
* oil average realized price decreasing by 30% in 2020, in line with
international markets decrease;
* Blazhiv-3 and Blazhiv-Monastyrets-3 wells’ shut down for 5.5 months due to
the expiry of the lease contracts.
2020 also witnessed two important events for Cadogan, namely:
* Extension of Blazhiv-3 and Blazhiv-Monastyrets-3 wells lease contracts for a
new 3-year period;
* Winning, in the Court of First Instance and in the Court of Appeal, of the
litigation against the State fiscal authority regarding additional tax
assessment and penalties. The final issue remains subject to the decision of
the Supreme Court.
For Ukraine, 2020 was another difficult year. The Country has also been
severely impacted by the Covid-19 pandemic and further sanitary and economic
crisis. Besides, after the last presidential and parliament elections, the new
empowered officials have not yet been successful in resolving the military
confrontation with Russia in the East of Ukraine as well as in improving the
economic situation in the Country. In March 2020, and just after 6 months of
work, the Cabinet of Ministers headed by the Prime Minister Oleksiy Goncharuk
has been replaced by the one of Denys Shmygal.
The new government continued making some progress towards modernization of its
oil & gas legislative framework as well as anti-corruption. However, this has
not yet been sufficient to create a favourable environment for the significant
investments needed to increase the Country’s domestic production especially
in the time of instability all over the world. In this uncertain context,
Cadogan remained one of the few truly foreign investors operating in
Ukraine’s E&P sector.
Against this challenging background, Cadogan’s operational activities
performed as following:
* a 1.5% increase in production, from 104,816 boe in 2019 to 106,398 bbl in
2020;
* a 33.3 % decrease of overhead (G&A), from $5.7 million in 2019 to $3.8
million in 2020;
* a challenging year for trading which generated a positive result;
* a robust balance sheet, with $13.3 million of net cash, kept mostly in the
UK banks;
* another year without LTIs’ and reduction of emissions level to the
atmosphere by 12%.
Core operations
Cadogan has continued to safely produce from its Blazhiv field in the West of
Ukraine. Oil production has increased by 1.5% over the previous year.
Regarding the Bitlyanska 20-year exploration and development license, given
the delay to award the license by the State Geological Service (SGS) beyond
the regular timeline provided by legislation and the further rejection of the
application on the basis of the new regulatory framework that took effect on
25 February 2020, Cadogan filed two claims with the Administrative Court to
acknowledge inaction of SGS as unlawful and to grant the right to carry out
commercial activities on the Bitlyanska field.
The rental agreements with Ukrnafta for the Blazhiv-3 and
Blazhiv-Monasterets-3 wells ended in November 2019 and the operations were
stopped. Cadogan fulfilled all its duties for the renewal of the contracts but
due to internal process within Ukrnafta and the Covid-19 lock down, these
contracts were only signed in June 2020.
In the Pirke litigation introduced by Astrogaz in 2019, the Court of First
Instance, in October 2020, partly satisfied the claim and confirmed inaction
of the Licensing Authority. In February 2021, the Court of Appeal rejected the
Company’s claim. In March 2021, Astrogaz filed an appeal with the Supreme
Court.
The activity in Italy has been limited to routine housekeeping as no changes
have yet occurred in the government’s position regarding the resumption of
exploration and production activities.
Non E&P operations
Trading had a complicated year due to extreme price volatilities and
extraordinary drop in prices on the EU and Ukrainian markets driven by a mild
winter, covid-19 pandemic, subsequent low demand, and excess of gas in
storage. Cadogan was able to catch the price peaks in 2020 and sold 9.6
million m3 of stored gas.
The oil services activities were used primarily to serve the Group’s
wells’ operations.
Proger
In February 2019, Cadogan used part of its cash (euros 13.385 million) to
enter into a 2-year Loan Agreement with Proger Managers & Partners, with a
Call Option to convert it, subject to shareholders’ approval into a 33 %
equity interest in Proger Ingegneria which in turn held, as at 31 December
2020, a 75.95% equity interest in Proger. According to IFRS standards, the
instrument must be represented in our accounts at fair value.
The Group’s original investment decision involved assessment of Proger
business plan and analysis with professional advisers including valuations
performed using the income method (discounted cash flows of Proger) and market
approach using both the precedent transactions and trading multiples
methods.
During the first half of 2020, Cadogan monitored the protection of its
interests in Proger through the Loan Agreement and the Call Option. Proger has
been refusing for several months to give access to the necessary information,
to negate and then delay the right to nominate Group’s representatives. This
led at the end of July 2020 to the effective nomination of a new
representative of the Group as Director of the Boards of Proger Ingegneria and
Proger, and the effective nomination of another Group’s representative as
member of the Statutory Board of Proger Ingegneria. Prior to this date, the
Company has had no representation on the Board of Proger Ingegneria and Proger
since November 2019.
The legal and financial information communicated by Proger in July 2020,
related to 2019 and no subsequent management information on performance during
2020 or sufficient information on effective future business plans and
prospects have been obtained. Additionally, there has been an absence of
responses to the specific questions we have raised for clarification on
different issues related to the Proger accounts and balance sheet for 2019,
and more over a lack of information.
As at 25 February 2021, being the Maturity Date, the Call Option was not
exercised and accordingly to its previous notification Cadogan demanded
repayment of the Loan together with the accumulated interest which in total
amounted Euro 14,857,350 ($18,102,195). After five business days, PMP was in
default and asked for an additional term that ended on 19 March 2021. The
terms of the Loan Agreement provide for an additional default interest of 2%.
End of March 2021, PMP contested the default situation and the obligation to
reimburse and asked for an Arbitration according to the said Loan Agreement to
get the Loan Agreement recognised as an equity investment contract. Cadogan
consider PMP’s arguments as groundless and consider that they are intended
to delay PMP reimbursement obligations.
These circumstances, together with the Covid-19 pandemic impact on the
engineering business, have led us to assess the fair value of the instrument
based on the terms of the agreement, including the pledge over shares,
together with financial information in respect of prior periods and determined
that $16.8 million represented the best estimate of fair value based on
estimates of future receipts discounted at an estimated market rate of
interest of 7.8% with no value attributed to the Call Option. However, the
absence of information regarding Proger’s financial performance in 2020 and
prospects represent a significant limitation on the fair value exercise and,
had such information been available, the fair value of the instrument as a
whole may be materially higher or lower at 31 December 2020.
Outlook
Looking forward, we still have a lot of challenges ahead, but I am confident
Cadogan can meet them. Due to the Covid-19 pandemic and the difficult
relationship with Proger, the Company delayed its development strategy but
Cadogan is determined to develop a more value accretive and comprehensive
diversification of its activities. In this respect, the Company intends to
invest in new activities with a lower impact on environment, to continue to
monitor and contain the environmental impact of its existing oil and gas
activities, and to diversify geographically its presence.
The Company will continue to carefully monitor the reimbursement of the Proger
(PMP) Loan amount with the corresponding accrued interest.
It will also continue to streamline its complex corporate architecture by
liquidating companies which represent a legacy of its past with no benefit.
With the other Board directors, I would like to thank all Cadogan’s women
and men for their efforts and their continuous commitment to the Company.
Fady Khallouf
Chief Executive Officer
5 May 2021
Operations Review
Overview
At 31 December 2020, in the west of Ukraine, the Group held working interests
in one conventional gas, condensate and oil exploration and production license
and was expecting the award through Court decision of the new license for
another one. All these assets are operated by the Group and are located in the
Carpathian basin in close proximity to the Ukrainian gas distribution
infrastructures.
Summary of the Group’s licenses (as at 31 December 2020 )
Working interest (%) License Expiry License type (()(1))
99.8 Blazhiv November 2039 Production
99.8 Bitlyanska ((2)) December 2019 E&D
1. E&D = Exploration and Development
2. The Bitlyanska license expired on December 23, 2019 and its renewal is in
the process of litigation.
East Ukraine
The Pirkivska production license expired in 2015. Astrogaz applied for a new
license. After several years and the end of the 3-year period allowed for
conversion of the previous license, the Company initiated court proceedings to
defend its rights and to challenge the Licensing Authority’s actions. As the
result, the Court of First Instance has partly satisfied the claim and
confirmed inaction of the Licensing Authority and obliged it to review the
application. Astrogaz introduced a claim with the Court of Appeal proposing
license award approval. In its decision of February 2021, the Court of Appeal
rejected the Astrogaz claim. In March 2021, the Company filed an appeal with
the Supreme Court.
West Ukraine
The Bitlyanska license covers an area of 390 square kilometers. Bitlyanska,
Borynya and Vovchenska are three hydrocarbon discoveries in this license area.
The Borynya and Bitlya fields hold 3P reserves, contingent recoverable
resources and prospective resources. Vovchenska field holds contingent
recoverable resources.
Borynya 3 and Vovche-2 wells are suspended and routinely monitored. All
activities in the area are temporarily on hold until the license award is
granted. However, the State Geological Service failed to meet the timeline for
responding to the application provided for under legislation and, subsequently
rejected the application.
The company filed to the State Geological Service an application for a 20-year
production license 5 months ahead the license expiry date of 23 December 2019.
The Company secured approval of the Environmental Impact Assessment study by
the Ministry of Ecology, the approval of the Reserves Report by the State
Commission of Reserves and the approval of the license award by the Lviv
Regional Council. Given the delay to award the new license beyond the regular
timeline provided by legislation, Cadogan filed two claims with the
Administrative Court to challenge the non-granting of the 20-year production
license by the Licensing Authority. Cadogan expects decision on the claim
during 2021.
At Blazhiv license area the Company has been working to safely produce from
four existing wells. The production of the Blazhiv-3 and Blazhiv-
Monastyrets-3 wells was suspended till 19 June 2020 due to rental agreements
expiry. New lease agreements have been signed with Ukrnafta for a 3-year term.
The average production rate of 291 bpd (2019: 284 bpd) was achieved
notwithstanding the 5.5 months shut down of the rented wells.
The company has also commissioned additional crude oil storage facilities on
the Blazhiv field by increasing the cumulative volume up to 800m3. This should
allow to manage favourably the short-term oil price volatility.
Gas trading
Cadogan thoroughly monitored EU and Ukraine gas markets evolution to define
best momentum for trading in the challenging environment of 2020. In 2020, the
Company sold 9.57 million m3 at the most favorable market conditions,
notwithstanding extreme market volatility. The remaining 7.5 million m3 of gas
was kept in storage and was sold in the beginning of 2021.
Service
The Group continued to provide services through its wholly owned subsidiary
Astroservice LLC. The provided services were primarily focused on serving
intra-group operational needs in wells’ work-over/ re-entry operations as
well as field on-site activities.
Other events
After an inspection conducted by Ukraine’s tax authorities in September
2019, Astroinvest Energy LLC was notified of a tax claim related to the
historic costs for the liquidation of wells on the Zagoryanska license. The
tax authorities notified Astroinvest Energy LLC that they consider recoverable
VAT totalling $3.6 million, that has subsequently been used to offset output
VAT, to be non-deductible. They additionally consider that the subsidiary’s
tax losses carry forward of $15.3 million should be reduced (note 21).
Astroinvest Energy LLC has launched a claim against the tax authority’s
decision based on the current tax legislation and related court decisions. The
Company has won litigation in the Court of First Instance and in the Court of
Appeal. The Court’s decision has come into legal force. The tax authorities
filed an appeal with the Supreme Court.
Financial Review
Overview
In 2020, the Group slightly increased production despite the 5.5 months
shutdown of two wells due to the negotiation process with UkrNafta for the
rental agreements’ extension. The severe drop of the oil prices in 2020 led
to a significant decrease of the E&E revenue for the year. The Group’s
operating divisions delivered a profit of $0.5 million (2019: loss of $1.7
million) (note 5) and the Group recorded a loss of $1 million (2019: loss of
$2.1 million).
The E&P business negatively contributed to the financial results of the Group,
due to the decrease in oil price. The average realized oil price decreased by
30% from $47.2 to $32.9 per barrel. The services business focused on providing
workover services to the subsidiaries of the Group. The trading business
recovered its activities after the rapid decline of gas prices in the first
half and made a positive contribution to the Group’s performance.
Net cash increased to $13.3 million as at 31 December 2020 compared to $12.8
million as at 31 December 2019. This was mostly due to the sales of 9.5 mcm of
natural gas which was held in inventory at the beginning of the year and the
significant reduction of general and administrative expenses.
Income statement
Revenues from production decreased from $4.9 million in 2019 to $3.5 million
in 2020, reflecting a combination of an increase of the production volume from
104,816 boe in 2019 to 106,398 boe in 2020 offset by a decrease in average
realized prices by 30 %. E&P costs of sales decreased from $3.8 million in
2019 to $3.0 million in 2020. These include production royalties and taxes,
fees paid for the rented wells, depreciations, depletion of producing wells,
direct staff costs and other costs for exploration and development. Overall,
in 2020, E&P made a positive contribution of $0.4 million (2019: $1.1 million)
to gross profit, representing a negative( 5 ) $0.1 million (2019: profit of
$0.4 million) business segment result.
The oil services business in 2020 focused on internal activities providing its
services, including drilling and workover, to the Group’s subsidiaries.
The gas trading business revenues increased from $0.9 million in 2019 to $1.6
million in 2020, cost of sales also increased, from $1.0 million in 2019 to
$1.4 million in 2020, resulting in an overall gross margin of $0.2 million
(2019: loss $0.1 million). Release of VAT provision of $0.6 million supported
the gas trading business in providing a positive result of $0.6 million for
the year 2020 (2019: loss $2.0 million).
Administrative expenses (“G&A”) were significantly decreased due to a
significant reduction in professional costs. Ukrainian G&A remained flat and
the overall G&A decreased by 33.3 % from $5.7 million in 2019 to $3.8 million
in 2020 as shown in note 7.
The reversal of impairment of other assets of $0.7 million primarily includes
offsets of VAT recoverable against trading margin earned. In 2019, the
reversal of impairment of other assets of $0.3 million primarily includes the
reversal of impairment of two gas treatment plants to the level of
consideration received on the sale of these assets.
Impairment of other assets totalled $53 thousand which primarily includes
impairment of other inventories (2019: $2.1 million includes $1.9 million of
natural gas impairment) and impairment of other receivables.
The Group recorded a decrease in the fair value of the Proger loan of $0.3
million, which is held at fair value through profit and loss under IFRS. Refer
to note 4(d) and 26 for details.
Other costs of $0.07 million represent other operating costs. In 2019, the
other income included $4.0 million realized from the exit of the WGI joint
venture.
Net finance income of $40 thousand (2019: net finance income of $25 thousand
includes interest income on receivables $45 thousand and other finance cost $9
thousand) reflects interest income on cash deposits used for trading of $25
thousand (2019: $49 thousand); ii) investment revenue of $37 thousand (2019:
$104 thousand); less iii)) Unwinding of discount on decommissioning provision
of $22 thousand (2019: $164 thousand).
Balance sheet
Intangible Exploration and Evaluation (“E&E”) assets of $2.4 million
(2019: $2.9 million) represent the carrying value of the Bitlyanska license.
The Property Plant & Equipment (PP&E) balance was $9.9 million at 31 December
2020 (2019: $12.3 million). It primarily represents the carrying value of the
assets invested and engaged in Blazhiv license. The E&E and PP&E are held by
Ukrainian subsidiaries with functional currency Ukrainian Hryvna. Ukrainian
Hryvna significantly depreciated as at 31 December 2020 compared to 31
December 2019 generating a significant movement in the E&E and PP&E value
presented in the US Dollar.
Trade and other receivables of $1.6 million (2019: $2.6 million) include $1.5
million of recoverable VAT (2019: $2.4 million), which is expected to be
recovered through production, trading and services activities, and $0.1
million (2019: $0.2 million) of other receivables.
Inventories reduced from $4.5 million to $2.2 million principally due to the
sale of gas volumes held in storage at 2019 due to unfavourable pricing
conditions.
The Proger loan instrument is held at fair value through profit and loss at
$16.8 million (2019: $15.7 million) with the movements reflecting a reduction
in fair value of $0.3 million and foreign exchange translation differences.
The loan has been reclassified as current based on the maturity in 2021 and
anticipated receipt. Refer to the Chief Executives Report for further details
together with note 4(d) and 26.
The $1.3 million of trade and other payables as of 31 December 2020 (2019:
$1.3 million) consist of $0.5 million (2019: $0.6 million) of accrued expenses
and $0.8 million (2019: $0.7 million) of other creditors.
Provisions include $0.2 million (2019: $0.3 million) of long-term provision
for decommissioning costs which represents the present value of costs that are
expected to be incurred in 2039 for producing assets, when the licenses will
expire.
Net cash increased to $13.3 million at 31 December 2020 compared to $12.8
million at 31 December 2019. This was mostly due to the sale of 9.5 mcm of
natural gas which has been at stock at the beginning of the year and a
significant decrease of the general and administrative expenses.
Cash flow statement
The Consolidated Cash Flow Statement on page 79 shows operating cash outflow
before movements in working capital of $2.5 million (2019: outflow of $4.4
million), which represents mostly cash used by the E&P and Trading business
segment net of corporate expenses.
Positive operating cash flow from movements in working capital is represented
mostly by movements in inventory and VAT recoverable positions due to natural
gas sales during 2020.
Cash outflows from investing activities represents investments in Blazhiv
field during the year 2020.
Related party transactions
Related party transactions are set out in note 28 to the Consolidated
Financial Statements.
Treasury
The Group continually monitors its exposure to currency risk. It maintains a
portfolio of cash mainly in US dollars (“USD”) and Euro held primarily in
the UK. Production revenues from the sale of hydrocarbons are received in the
local currency in Ukraine, however, the hydrocarbon prices are linked to the
USD denominated gas and oil prices. To date, funds from such revenues have
been used in Ukraine in operations rather than being remitted to the UK.
Risks and uncertainties
There are several potential risks and uncertainties that could have a material
impact on the Group’s long-term performance and could cause the results to
differ materially from expected and historical results. Executive management
review the potential risks and then classify them as having a high impact,
above $5 million, medium impact, above $1 million but below $5 million, and
low impact, below $1 million. They also assess the likelihood of these risks
occurring. Risk mitigation factors are reviewed and documented based on the
level and likelihood of occurrence. The Audit Committee reviews the risk
register and monitors the implementation of risk mitigation procedures via
Executive management, who are carrying out a robust assessment of the
principal risks facing the Group, including those potentially threatening its
business model, future performance, solvency and liquidity.
The Group has analysed the following categories as key risks:
Risk Mitigation
Operational risks
Health, Safety and Environment (“HSE”)
The oil and gas industry by its nature conducts activities, which can cause health, safety and environmental incidents. Serious incidents can have not only a financial impact but can also damage the Group’s reputation and the opportunity to undertake further projects. The Group maintains a HSE management system in place and demands that management, staff and contractors adhere to it. The system ensures that the Group meets Ukrainian legislative standards and for the CO2 emissions the British standards and achieves
international standards to the maximum extent possible. Management systems and processes have been certified as ISO 14001 and ISO 45001 compliant.
Covid-19
The Group’s operations are in Ukraine with a Parent Company located in the United Kingdom. These locations are suffering from increasing levels of Covid-19 infection and in due course there may be increasing disruption. This may include potential impacts through illness amongst our workforce, supply chain and sales channel disruption and the wider impact of economic disruption on commodity prices. The national and local governments in each of our operating locations are recommending or implementing increasingly severe restrictions in order to manage the situation. To manage and where possible mitigate the risk of personnel infection with the virus for our employees, special measures have been applied. These include administrative personnel remote working, strict sanitary and hygienic procedures and personal
protection, rotation of field personnel by company cars, constant medical supervision during the work shift, regular sanitation of cars, offices and facilities. The covid-19 treatment package has been included into the staff medical insurance coverage. We
continue to monitor the situation closely and will respond accordingly as the position develops.
Climate change
After the Paris Agreement (COP 21) the international community is committed to reduce greenhouse gas emissions to slow down the climate change and contain its effects. Countries may impose moratorium on E&P activities or enact tight limits to emissions level, which may curtail production. Shareholders may also request that the Company adopt stringent targets in terms of emissions reduction. A moratorium on domestic production is deemed highly unlikely in Ukraine given the country’s need for affordable energy. Such risks exist in Italy, but the Company’s exposure there is limited. Management strives to reduce emissions in everything the
Company does and has started implementing alternatives to offset and/or mitigate emissions. In 2021, the Company will review its administrative and operational process to identify the areas of further improvement in the limitation of its environmental
impact. For the future, Cadogan is going to diversify its activities by investing in new activities with a lower impact on environment.
Drilling and Work-Over operations
The technical difficulty of drilling or re-entering wells in the Group’s locations and equipment limitations can result in the unsuccessful completion of the well. The incorporation of detailed sub-surface analysis into a robustly engineered well design and work programme, with appropriate procurement procedures and competent on-site management, aims to minimise risk. Only certified personnel are hired to operate on
the rig floor.
Production and maintenance
There is a risk that production or transportation facilities could fail due to non-adequate maintenance, control or poor performance of the Group’s suppliers. All plants are operated and maintained at standards above the Ukrainian minimum legal requirements. Operative staff are experienced and receive supplemental training to ensure that facilities are properly operated and maintained. When not in use the
facilities are properly kept under conservation and routinely monitored. Service providers are rigorously reviewed at the tender stage and are monitored during the contract period.
Sub-surface risks
The success of the business relies on accurate and detailed analysis of the sub-surface. This can be impacted by poor quality data, either historic or recently gathered, and limited coverage. Certain information provided by external sources may not be accurate. All externally provided and historic data is rigorously examined and discarded when appropriate. New data acquisition is considered, and appropriate programmes implemented, but historic data can be reviewed and reprocessed to improve the overall knowledge
base. Agreements with qualified local and international contractors have been entered into to supplement and broaden the pool of expertise available to the Company.
Data can be misinterpreted leading to the construction of inaccurate models and subsequent plans. All analytical outcomes are challenged internally and peer reviewed. Analysis is performed using modern geological software.
The area available for drilling operations is limited due to logistics, infrastructures and moratorium. This increases the risk for setting optimum well coordinates. Bottom hole locations are always checked for their operational feasibility, well trajectory, rig type, and verified on updated sub-surface models. They are rejected if deemed to be too risky.
The Group may not be successful in proving commercial production from its Bitlyanska licence and consequently the carrying values of the Group’s oil and gas assets may have to be impaired. The Group performs, on an annual basis, a review of its oil and gas assets, impairs if necessary, and considers whether to commission a review from a third party or a Competent Person’s Report (“CPR”) from an independent qualified contractor depending on
the circumstances.
Financial risks
The Group is at risk from changes in the economic environment both in Ukraine and globally, which can cause foreign exchange movements, changes in the rate of inflation and interest rates and lead to credit risk in relation to the Group’s key counterparties. Cadogan entered into a 2-year loan agreement (Euros 13.385 million) with Proger Management & Partners with a call option to convert it into a 33 % equity interest in Proger Ingegneria which represented a key transaction and element of the Group balance sheet. As at 25 February 2021, being the Maturity Date, Cadogan did not exercise its Call Option and PMP must reimburse EUR 14,857,350. End of March 2021, PMP did not reimburse and asked for an arbitration to get the Loan Agreement recognized as an equity investment contract. Revenues in Ukraine are received in UAH and expenditure is made in UAH, however the prices for hydrocarbons are implicitly linked to USD prices. The Group continues to hold most of its cash reserves in the UK mostly in USD and Euro. Cash reserves are
placed with leading financial institutions, which are approved by the Audit Committee. Foreign exchange risk is considered a normal and acceptable business exposure and the Group does not hedge against this risk for its E&P operations. For trading
operations, the Group matches the revenues and the source of financing. The terms of the agreement are clear and include the right to repayment at maturity if the Call Option is not exercised. As security for the reimbursement of the loan, Cadogan
benefits from a pledge over the shares held by Proger Managers & Partners in Proger Ingegneria. In addition to that, Cadogan is engaging all the necessary actions in the Arbitration process and more generally the adequate legal actions to protect the
interests of the Company and all of its stakeholders. Refer to note 26 to the Consolidated Financial Statements for detail on financial risks.
The Group is at risk that counterparties will default on their contractual obligations resulting in a financial loss to the Group. Procedures are in place to scrutinize new counterparties via a Know Your Customer (“KYC”) process, which covers their solvency. In addition, when trading gas, the Group seeks to reduce the risk of customer non-performance by limiting the title transfer to
product until the payment is received, prepaying only to known credible suppliers.
The Group is at risk that fluctuations in gas prices will have a negative result for the trading operations resulting in a financial loss to the Group. The Group mostly enters back-to-back transactions where the price is known at the time of committing to purchase and sell the product. Sometimes the Group takes exposure to open inventory positions when justified by the market conditions in Ukraine, which
is supported by analysis of the specific transactions, market trends and models of the gas prices and foreign exchange rate trends.
Country risks
Legislative changes may bring unexpected risk and create delays in securing licenses or ultimately prevent licenses and license renewals /conversions from being secured. Compliance procedures, monitoring and appropriate dialogue with the relevant authorities are maintained to minimize the risk. In all cases, deployment of capital in Ukraine is limited and investments are kept at the level required to fulfil license
obligations.
Ukraine has not progressed as far as expected towards integration with Europe, the economic challenges in the country are not yet over and the confrontation with Russia has remained open. This can impact the political agenda, negatively impacts the creation of a transparent market and introduces an element of unpredictability in the development of the legislative framework. The Group minimizes this risk by maintaining funds in international banks outside Ukraine, by limiting the deployment of capital in the Country and by continuously maintaining a working dialogue with the regulatory authorities. Commitments are fulfilled
and routinely verified by the relevant Authorities, supported by competent and qualified legal contractors. The assets of the Group are located far from the area of confrontation with Russia.
Other risks
The Group's success depends upon skilled management as well as technical and administrative staff. The loss of service of critical members from the Group's team could have an adverse effect on the business. The Group periodically reviews the compensation and contract terms of its staff in order to remain a competitive employer in the markets where it operates.
The Group is at risk of underestimating the risk and complexity associated with the entry into new countries. The Group applies rigorous screening criteria in order to evaluate potential investment opportunities. It also seeks input from independent and qualified experts when deemed necessary. Additionally, the required rate of return is adjusted to the perceived
level of risk.
Local communities and stakeholders may cause delays to the project execution and postpone activities. The Group maintains a transparent and open dialogue with authorities and stakeholders (i) to identify their needs and propose solutions which address them as well as (ii) to illustrate the activities which it intends to conduct and the measures to mitigate
their impact. Local needs and protection of the environment are always taken into consideration when designing mitigation measures, which may go beyond the legislative minimum requirement. The Group devotes the highest level of attention and engage
qualified consultants to prepare the Environmental Impact Assessment studies and to attend public hearings, both introduced in Ukraine in the course of 2019.
Statement of Reserves and Resources
In 2019, the company successfully drilled Blazhiv-10 well and conducted
routine rig-less production support activities at the Blazhiv-1, Blazhiv-3 and
Blazhiv-Monastyrets-3 to maintain sustainable production.
Summary of Reserves(1)
at 31 December 2020
Mmboe
Proved, Probable and Possible Reserves at 1 January 2020 7.49
Production 0.11
Proved, Probable and Possible Reserves at 31 December 2020 7.38
(1 The study was conducted in 2016 by Brend Vik.)
Reserves are assigned to the Bitlyanska and Blazhiv fields as following:
* Blazhiv: 4.18 Mmboe;
* Bitlyanska: 3.2 Mmboe.
In addition to the tabled reserves, Cadogan has 15.4 million boe of contingent
resources associated with the Bitlyanska and Blazhiv licences.
Corporate Responsibility
Under Section 414C of the Companies Act 2006 (the “Act”), the Board is
required to disclose information about environmental matters, employees, human
rights and community issues, including information about any policies it has
in relation to these matters and the effectiveness of these policies.
Being sustainable in our activities means conducting our business with respect
for the environment and for the communities hosting us, with the aim of
increasing the benefit and value to our stakeholders. We recognize that this
is a key element to be competitive and to maintain our license to operate.
The Board recognizes that the protection of the health and safety of its
employees, communities and the environment in which it operates is not just an
obligation but is part of the personal ethics and beliefs of management and
staff. These are the key drivers for a sustainable development of the
Company’s activity. Cadogan Petroleum, its management and employees are
committed to continuously improve Health, Safety and Environment (HSE)
performance; follow our Code of Ethics and apply, in conducting our
operations, internationally recognized best practices and standards.
Our activities are carried out in accordance with a policy manual, endorsed by
the Board, which has been disseminated to all staff. The manual includes a
Working with Integrity policy and policies on business conduct and ethics,
anti-bribery, the acceptance of gifts and hospitality and whistleblowing. Such
policies are subject to regular review.
In August 2018, Cadogan Ukraine LLC obtained ISO 14001 and ISO 45001
certifications for the following scope: “Supervision, coordination,
management support, control in the field of oil and gas on-shore exploration
and production.” This provides formal recognition of the process embedded in
the Company and demonstrates the commitment and efforts delivered by our
employees and management. It is considered a baseline to continue with the
efforts to improve the way we conduct the business.
The Board believes that health and safety procedures and training across the
Group should be in line with best practice in the oil and gas sector.
Accordingly, it has set up a Committee to review and agree on the health and
safety initiatives for the Company and to report back to the Board on the
progress of these initiatives. Management regularly reports to the Board on
HSE and key safety and environmental issues, which are discussed at the
Executive Management level. The report of the Health, Safety and Environment
Committee can be found on page 37 to 38.
The General Director of Cadogan Ukraine is the acting Chairman of the HSE
Committee and is supported in his role by Cadogan Ukraine’s HSE Manager. In
accordance with the ISO 14001 and ISO 45001, his role is to ensure that the
Group continuously develops suitable procedures, that operational management
and their teams incorporate them into daily operations and that the HSE
management has the necessary level of autonomy and authority to discharge
their duties effectively and efficiently.
Health, safety and environment
2020 was challenging with COVID-19 pandemic. Cadogan applied special measures
to mitigate the risk of personnel infection with the virus. All personnel have
been instructed on the situation, remote access to the working environment has
been settled for all office personnel to restrict contacts to minimum, field
personnel are provided with transfer to the oil field, all personnel are
provided with respirators and antiseptics, temperature control is performed
before the start of each working day for all personnel who does not work
remotely.
The HSE management monitors health status of the personnel daily. Up to now,
20 employees of the company have been infected by Covid-19. All of them have
fully recovered.
The Group has implemented an integrated HSE management system in accordance
with the ISO requirements. The system aims to ensure that a safe and
environmentally friendly/protection culture is embedded in the organization
with a focus on the local community involvement. The HSE management system
ensures that both Ukrainian and international standards are met, with the
Ukrainian HSE legislation requirements taken as an absolute minimum. All the
Group’s local operating companies actively participate in the process. ISO
14001 and ISO 45001 certification were re-validated by the respective
authority in July 2020.
A proactive approach based on a detailed induction process and near miss
reporting has been in place throughout 2020 to prevent incidents. Staff
training on HSE matters and discussions on near miss reporting are recognized
as the key factors to continuously improve. In-house training is provided to
help staff meet international standards and follow best practice. The process
enacted by the certification, enhances attention to training on risk
assessments, emergency response, incident prevention, reporting and
investigation, as well as emergency drills regularly run-on operations’
sites and offices. This process is essential to ensure that international best
practices and standards are maintained to comply with, or exceed, those
required by Ukrainian legislation, and to promote continuous improvement.
The Board monitors the main Key Performance Indicators (lost time incidents,
mileage driven, training received, CO2 emissions) as business parameters. The
Board has benchmarked safety performance against the HSE performance index
measured and published annually by the International Association of Oil and
Gas Producers. In 2020, the Group recorded over 163,000 man-hours worked with
no incidents and around 1,260,000 hours have been worked since the last injury
in February 2016.
During 2020 the Group continued to monitor its greenhouse gas emissions and
collect statistical data relating to the consumption of electricity,
industrial water and fuel consumption by cars, plants and other work sites,
recording a continuous improvement in the efficient use of resources.
Employees
Wellness and professional development are part of the Company’s sustainable
development policy and wherever possible, local staff are recruited. The
Group’s activity in Ukraine is entirely managed by local staff. Qualified
local contractors are engaged to supplement the required expertise when and to
the extent it is necessary.
Procedures are in place to ensure that recruitment is undertaken on an open,
transparent and fair basis with no discrimination against applicants. Each
operating company has its own Human Resources function to ensure that the
Group’s employment policies are properly implemented and followed. The
Group’s Human Resources policy covers key areas such as equal opportunities,
wages, overtime and non-discrimination. As required by Ukrainian legislation,
Collective Agreements are in place with the Group’s Ukrainian subsidiary
companies, which outline agreed level of staff benefits and other safeguards
for employees.
All staff are aware of the Group’s grievance procedures. All employees have
access to health insurance provided by the Group to ensure that all employees
have access to adequate medical facilities.
Each employee’s training needs are assessed on an individual basis to ensure
that their skills are adequate to support the Group’s operations, and to
help them to develop.
Diversity
The Board recognizes the benefits and importance of diversity (gender, ethnic,
age, sex, disability, educational and professional backgrounds, etc.) and
strives to apply diversity values across the business. We endeavour to
employ a skilled workforce that reflects the demographic of the jurisdictions
in which we operate. The board will review the existing policies and intends
to develop a diversity policy.
Gender diversity
The Board of Directors of the Company comprised of five Directors as of 31
December 2020. The appointment of any new Director is made based on merit. See
pages 23 and 24 for more information on the composition of the Board.
As at 31 December 2020, the Company comprised a total of 80 persons, as
follows:
Male Female
Non-executive directors 3 1
Executive directors 1 -
Management, other than Executive directors 7 2
Other employees 45 21
Total 56 24
Human rights
Cadogan’s commitment to the fundamental principles of human rights is
embedded in our HSE policies and throughout our business processes. We promote
the core principles of human rights pronounced in the UN Universal Declaration
of Human Rights and our support for these principles is embedded throughout
our Code of Conduct, our employment practices and our relationships with
suppliers and partners wherever we do business.
Community
The Group’s activities are carried out in rural areas of Ukraine and the
Board is aware of its responsibilities to the local communities in which it
operates and from which some of the employees are recruited. In our
operational sites, management work with the local councils to ensure that the
impact of operations is as low as practicable by putting in place measures to
mitigate their effect. Projects undertaken include improvement of the road
infrastructure in the area, which provides easier access to the operational
sites while at the same time minimizing inconvenience for the local population
and allowing improved road communications in the local communities, especially
during winter season or harsh weather conditions. Specific community
activities are undertaken for the direct benefit of local communities. All
activities are followed and supervised by managers who are given specific
responsibility for such tasks.
The Group’s companies in the Ukraine see themselves as part of the community
and are involved and offer practical help and support. All these activities
are run in accordance with our “Working with Integrity” policy and
procedures. The recruitment of local staff generates additional income for
areas that otherwise are predominantly dependent on the agricultural sector.
The enactment in 2018 of new legislation which introduces Environmental Impact
Assessment studies and public hearings as part of the license’s
award/renewal processes was anticipated effectively by the Group. The Group is
complying with these requirements, building on the recognized competence of
its people and advisors as well as on the good communication and relations
established with local communities.
In 2020, the Group’s operating locations were suffering from levels of
COVID-19 infection and normal working patterns have been disrupted. The
national and local governments in all regions are recommending and
implementing restrictions to manage the situation. The Group is following all
the recommendations and provides comprehensive measures inside the Group to
restrict COVID-19 infection and spread.
As part of its commitment to the local communities in which it operates, the
Group provided sanitary material to local medical institution to sustain the
efforts to contain the Covid-19 pandemic on the territorry.
Approval
The Strategic Report was approved by the Board of Directors on 4 May 2021 and
signed by order of the Board by:
Ben Harber
Company Secretary
5 May 2021
Board of Directors
Michel Meeùs, 68, Belgian
Non-Independent non-executive Chairman
Mr Meeùs was appointed as a Non-executive Director on 23 June 2014. Mr.
Meeùs was former Chairman of the Board of Directors of Theolia, an
independent international developer and operator of wind energy projects.
Since 2007, he has been a director within the Alcogroup SA Company (which
gathers the ethanol production units of the Group), as well as within some of
its subsidiaries. Before joining Alcogroup, Mr Meeùs carved out a career in
the financial sector, at Chase Manhattan Bank in Brussels and London, then at
Security Pacific Bank in London, then finally at Electra Kingsway Private
Equity in London.
Mr Meeus is currently Chairman of the Remuneration and Nomination Committees.
Fady Khallouf, 60, French
Chief Executive Officer
Fady Khallouf was appointed as Director and CEO on 15 November 2019. He has a
35-year experience in the energy, the environment, the engineering and the
infrastructure sectors. He has previously held the position of CEO and CFO of
FUTUREN (Renewable Energy, listed on Euronext Paris) where he achieved the
restructuring and the turnaround of the group. Prior to that, he was the CEO
of Tecnimont group (Petrochemicals and Oil & Gas), the Vice-President Strategy
and Development of EDISON group (Electricity and Gas, E&P), the Head of M&A of
EDF group (Energy). Fady Khallouf had beforehand held various management
positions at ENGIE (Energy), Suez (Environmental Services), and DUMEZ
(Construction and Infrastructures).
Lilia Jolibois, 56, American
Independent non-Executive Director
Lilia Jolibois was appointed as Director on 15 November 2019. She is currently
a member of three Boards: Cadogan Petroleum Plc, INSEAD Foundation, and CARA
(UK and Wales). She is also a Venture and CEO Advisor at Loyal Venture
Capital, a global VC fund. Her career spans Merrill Lynch Investment Banking,
Sara Lee, and Lafarge in the USA and Europe. At Lafarge Group, Ms. Jolibois
served in numerous positions in finance, strategy, business development, CEO
and Chair of the Board for Lafarge Cement and Gypsum in Ukraine, and SVP and
Chief Marketing-Sales-Supply Chain Officer for Lafarge Aggregates, Asphalt &
Paving.
Lilia is currently Chairman of the Company’s Audit Committee and a member of
the Remuneration and Nomination Committees.
Jacques Mahaux, 69, Belgian
Non-Executive Director
Jacques Mahaux was appointed as Director on 15 November 2019. He has held
various executive and directorship positions in Group Crédit Agricole in
Luxembourg, CA Indosuez, Indosuez Bank and various Luxembourg and Swiss
Holding companies active in industrial sectors. Previously he acted as an
Attorney at Law at the Brussels Bar. He is currently a Supervisory Board
member of ETAM SCA.
Mr Mahaux is currently a member of the Audit, Remuneration and Nomination
Committees.
Gilbert Lehmann, 75, French
Senior Independent Non-Executive Director
Mr Lehmann was appointed to the Board on 18 November 2011. He was an adviser
to the Executive Board of Areva, the French nuclear energy business, having
previously been its Deputy Chief Executive Officer responsible for finance. He
is also a former Chief Financial Officer and deputy CEO of Framatone, the
predecessor to Areva, and was CFO of Sogee, part of the Rothschild Group. Mr
Lehmann was also Deputy Chairman and Chairman of the Audit Committee of
Eramet, the French minerals and alloy business. He is Deputy Chairman and
Audit Committee Chairman of Assystem SA, the French engineering and innovation
consultancy. He was Chairman of ST Microelectronics NV, one of the world’s
largest semiconductor companies, from 2007 to 2009, and stepped down as Vice
Chairman in 2011.
Mr Lehmann is currently a member of the Remuneration and Nomination
Committees.
Report of the Directors
Directors
The Directors in office during the year and to the date of this report are as
shown below:
Non-Executive Directors Michel Meeùs (Chairman) Gilbert Lehmann Lilia Jolibois Jacques Mahaux Executive Director Fady Khallouf
Directors’ re-election
The Board has decided previously that all Directors are subject to annual
election by shareholders, in accordance with industry best practice and as
such, all Directors will be seeking re-election at the Annual General Meeting
to be held on 25 June 2021.
The biographies of the Directors in office at the date of this report are
shown on pages 23 and 24.
Appointment and replacement of Directors
The Company’s Articles of Association allow the Board to appoint any
individual willing to act as a Director either to fill a vacancy or act as an
additional Director. The appointee may hold office only until the next annual
general meeting of the Company whereupon his or her election will be proposed
to the shareholders.
The Company’s Articles of Association prescribe that there shall be no fewer
than three Directors and no more than fifteen.
Directors’ interests in shares
The beneficial interests of the Directors in office at 31 December 2020 and
their connected persons in the Ordinary shares of the Company at 31 December
2020 are set out below.
Director Number of Shares
Michel Meeùs 26,000,000
Fady Khallouf 8,337,031
Gilbert Lehmann -
Lilia Jolibois -
Jacques Mahaux -
Conflicts of Interest
The Company has procedures in place for managing conflicts of interest. Should
a director become aware that they, or any of their connected parties, have an
interest in an existing or proposed transaction with the Company, its
subsidiaries or any matters to be discussed at meetings, they are required to
formally notify the Board in writing or at the next Board meeting. In
accordance with the Companies Act 2006 and the Company’s Articles of
Association, the Board may authorize any potential or actual conflict of
interest that may otherwise involve any of the directors breaching his or her
duty to avoid conflicts of interest. All potential and actual conflicts
approved by the Board are recorded in register of conflicts, which is reviewed
by the Board at each Board meeting.
Directors’ indemnities and insurance
The Company’s Articles of Association provide that, subject to the
provisions of the Companies Act 2006, all Directors of the Company are
indemnified by the Company in respect of any liability incurred in connection
with their duties, powers or office. Save for such indemnity provisions, there
are no qualifying third-party indemnity provisions. In addition, the Company
continues to maintain Directors’ and Officers’ Liability Insurance for all
Directors who served during the year.
Powers of Directors
The Directors are responsible for the management of the business and may
exercise all powers of the Company subject to UK legislation and the
Company’s Articles of Association, which includes powers to issue or buy
back the Company’s shares given by special resolution. The authorities to
issue and buy back shares, granted at the 2020 Annual General Meeting, remains
unused.
Dividends
The Directors do not recommend payment of a dividend for the year ended 31
December 2020 (2019: nil).
Principal activity and status
The Company is registered as a public limited company (registration number
05718406) in England and Wales. The principal activity and business of the
Company is oil and gas exploration, development and production.
Subsequent events
Refer to note 29 in the financial statements.
Structure of share capital
The authorized share capital of the Company is currently £30,000,000 divided
into 1,000,000,000 Ordinary shares of 3 pence each. The number of shares in
issue as at 31 December 2020 was 244,128,487 Ordinary shares (each with one
vote) with a nominal value of £7,323,853. The total number of voting rights
in the Company is 244,128,421. The Companies (Acquisition of Own Shares)
(Treasury Shares) Regulations 2003 allow companies to hold shares in treasury
rather than cancel them. Following the consolidation of the issued capital of
the Company on 10 June 2008, there were 66 residual Ordinary shares, which
were transferred to treasury. No dividends may be paid on shares whilst held
in treasury and no voting rights attached to shares held in treasury.
Rights and obligations of Ordinary shares
In accordance with applicable laws and the Company’s Articles of
Association, holders of Ordinary shares are entitled to:
* receive shareholder documentation including the notice of any general
meeting;
* attend, speak and exercise voting rights at general meetings, either in
person or by proxy; and
* a dividend where declared and paid out of profits available for such
purposes. On a return of capital on a winding up, holders of Ordinary shares
are entitled to participate in such a return.
Exercise of rights of shares in employee share schemes
None of the share awards under the Company’s incentive arrangements are held
in trust on behalf of the beneficiaries.
Agreements between shareholders
The Board is unaware of any agreements between shareholders, which may
restrict the transfer of securities or voting rights.
Restrictions on voting deadlines
The notice of any general meeting of the Company shall specify the deadline
for exercising voting rights and appointing a proxy or proxies to vote at a
general meeting. To accurately reflect the views of shareholders, where
applicable it is the Company’s policy at present to take all resolutions at
any general meeting on a poll. Following the meeting, the results of the poll
are released to the market via a regulatory news service and published on the
Company’s website.
Substantial shareholdings
As at 31 December 2020 and 12 April 2021, being the last practicable date, the
Company had been notified of the following interests in voting rights attached
to the Company’s shares:
31 December 2020 12 April 2021
Major shareholder Number of shares held % of total voting rights Number of shares held % of total voting rights
SPQR Capital Holdings SA 67,298,498 27.57 67,298,498 27.57
Mr Michel Meeùs 26,000,000 10.65 26,000,000 10.65
Ms Veronique Salik 17,959,000 7.36 17,959,000 7.36
Ms Jessica Friedender 17,409,000 7.13 17,409,000 7.13
Kellet Overseas Inc. 14,002,696 5.74 14,002,696 5.74
CA Indosuez Wealth Management 9,789,305 4.01 10,094,620 4.13
Mr Fady Khallouf 8,337,031 3.42 8,337,031 3.42
Mr Pierre Salik 7,950,000 3.26 7,950,000 3.26
Cynderella International SA 7,657,886 3.14 7,657,886 3.14
Bank Julius Baer 7,270,000 2.98 7,270,000 2.98
Amendment of the Company’s Articles of Association
The Company’s Articles of Association may only be amended by way of a
special resolution of shareholders.
Disclosure of information to auditor
As required by section 418 of the Companies Act 2006, each of the Directors as
at 4 May 2021 confirms that:
(a) so far as the Director is aware, there is no relevant audit information of
which the Company’s auditor is unaware; and
(b) the Director has taken all the steps that he ought to have taken as a
Director in order to make himself aware of any relevant audit information and
to establish that the Company’s auditor is aware of that information.
Going concern
The Group’s business activities, together with the factors likely to affect
its future development, performance and position, are set out on pages 15 to
18.
Having considered the Company’s financial position and its principal risks
and uncertainties, including the assessment of potential risks associated with
Covid-19 including a) restrictions applied by governments, illness amongst our
workforce and disruption to supply chain and sales channels; and b) market
volatility in respect of commodity prices associated with Covid-19 in addition
to geopolitical factors, the Directors have a reasonable expectation that the
Company and the Group have adequate resources to continue in operational
existence for the foreseeable future. Accordingly, they continue to adopt the
going concern basis in preparing the Consolidated and Company Financial
Statements. For further detail please refer to the detailed discussion of the
assumptions outlined in note 3(b) to the Consolidated Financial Statements.
Reporting year
The reporting year coincides with the Company's fiscal year, which is 1
January 2020 to 31 December 2020.
Financial risk management objectives and policies
The Company’s financial risk management objectives and policies including
its policy for managing its exposure of the Company to price risk, credit
risk, liquidity risk and cash flow risk are described on page 105 to 107 in
note 26 to the Consolidated Financial Statements.
Outlook
Future developments in the business of the Company are presented on page 7 to
12.
Change of control – significant agreements
The Company has no significant agreements containing provisions, which allow a
counterparty to alter and amend the terms of the agreement following a change
of control of the Company.
Should a change in control occur then certain Executive directors are entitled
to a payment of salary and benefits for a period of six months.
Streamlined energy and carbon reporting
This section contains information on greenhouse gas (“GHG”) emissions
required by the Companies Act 2006 (Strategic Report and Directors' Report).
Methodology
The principal methodology used to calculate the emissions is drawn from the
‘Environmental Reporting Guidelines: including mandatory greenhouse gas
emissions reporting guidance (June 2013)’, issued by the Department for
Environment, Food and Rural Affairs (“DEFRA”) and DEFRA GHG conversion
factors for company reporting were utilised to calculate the CO2 equivalent of
emissions from various sources (2018 update). Also, the used methodology was
also updated based on methods proposed by DNV GL and in of GHG emissions
Inventory referring to the following guidelines and international standards.
The Company has reported on all the emission sources required under the
Regulations.
The Company does not have responsibility for any emission sources that are not
included in its consolidated statement.
Consolidation approach and organisation boundary
An operational control approach was used to define the Company's
organisational boundary and responsibility for GHG emissions. All material
emission sources within this boundary have been reported upon, in line with
the requirements of the Regulations.
Scope of reported emissions
Emissions data from the sources within Scope 1 and Scope 2 of the Company's
operational boundaries is detailed below. This includes direct emissions from
assets that fall within the Company’s organisational boundaries (Scope 1
emissions), as well as indirect emissions from energy consumption, such as
purchased electricity and heating (Scope 2 emissions).
Scope 1 emissions in 2020 decreased compared to the previous year (7,720 tons
in 2020 vs 8,799 tons in 2019).
Conversely, Scope 2 emissions also decreased in 2020 (143t tons in 2020 vs 184
tons in 2019), as a result of the processes started in 2016 to improve the
efficiency of the structure, logistic and facilities. Total emissions in 2020
were 7,863 tons versus the 8,983 tons of 2019.
Intensity ratio
In order to express the GHG emissions in relation to a quantifiable factor
associated with the Company's activities, wellhead production of crude oil and
natural gas has been chosen as the normalisation factor for calculating the
intensity ratio. This will allow comparison of the Company’s performance
over time, as well as with other companies in the Company’s peer group.
The intensity ratio for E&P operations (same reporting perimeter) decreased by
14%, from 85,7 tons CO(2)e/Kboe in 2019 to 73,9 tons CO(2)e/Kboe in 2020.
Total greenhouse gas emissions data for the year from 1 January to 31 December
Greenhouse gas emissions source E&P
20 20 20 19
Scope 1
Direct emissions, including combustion of fuel and operation of facilities (tonnes of CO (2)equivalent) 7,720 8,799
Scope 2
Indirect emissions from energy consumption, such as electricity and heating purchased for own use (tonnes of CO (2)equivalent) 143 184
Total (Scope 1 & 2) 7,863 8 , 983
Normalisation factor
Barrels of oil equivalent, net 106,398 104,816
Intensity ratio
Emissions reported above normalised to tonnes of CO (2)e per total wellhead production of crude oil, condensates and natural gas, in thousands of Barrels of Oil Equivalent, net 73,9 85.7
Energy consumption
The Company started in 2020 to monitor energy consumption in KwH. This is a
new indicator which will be continuously monitored in the future.
2020 2019 % change
KwH KwH 2020 - 2019
Ukraine 547,545 570,898 -4%
Energy consumption in the UK is immaterial.
2021 Annual General Meeting
The 2021 Annual General Meeting (“AGM”) of the Company provides an
opportunity to communicate with shareholders and the Board welcomes their
participation. Board members constantly strive to engage with shareholders on
strategy, governance and a number of other issues.
The Board looks forward to welcoming shareholders to the AGM. The AGM notice
will be issued to shareholders well in advance of the meeting with notes to
provide an explanation of all resolutions to be put to the AGM. In addition,
shareholder information will be enclosed as usual with the AGM notice to
facilitate voting and feedback in the usual way.
The Chairman of the Board and the members of its committees will be available
to answer shareholder questions at the AGM. All relevant shareholder
information including the annual report for 2020 and any other announcements
will be published on our website – www.cadoganpetroleum.com.
This Report of Directors comprising pages 25 to 30 has been approved by the
Board and signed by the order of the Board by:
Ben Harber
Company Secretary
5 May 2021
Board Committee Reports
As a Company listed on the standard segment of the London Stock Exchange it is
not required to apply a specific corporate governance code and, given its
size, has elected not to do so. However, the Board of the Company is committed
to the highest standards of corporate governance.
Board
The Board provides leadership and oversight. The Board comprises a
Non-Independent non-executive Chairman, Chief Executive Officer, two
Independent Non-Executive Directors and a non-executive Director. The Board
has appointed Mr Lehmann as the Senior Independent Director.
The biographical details for each of the Directors and their membership of
Committees are incorporated into this report by reference and appear on page
23 and 24.
As at the date of this report, the Chairman had no significant commitments
that would affect his ability to allocate sufficient time to the Company to
discharge his responsibilities effectively.
Board independence
The roles and responsibilities of the Chairman and Chief Executive Officer are
separate with a clear and formal division of each individual’s
responsibilities, which has been agreed and documented by the Board.
The Non-Executive Directors bring an independent view to the Board’s
discussions and the development of its strategy. Their range of experience
ensures that management’s performance in achieving the business goals are
challenged appropriately. Two Non-Executive Directors, Ms Lilia Jolibois, and
Mr Gilbert Lehmann are considered by the Board to be independent. Mr Michel
Meeùs, who is a significant shareholder and Mr Jacques Mahaux are not
considered independent as defined within the UK Corporate Governance Code
2018, however the Board believes they are independent in character and
judgement and free from relationships or circumstances that could affect their
judgement. All Directors continue to be effective and have sufficient time
available to perform their duties. The letters of appointment for the
Non-Executive Directors are available for review at the Registered Office and
prior to the Annual General Meeting. Each of the Non-Executive Directors
independently ensures that they update their skills and knowledge suf?ciently
to enable them to ful?l their duties appropriately.
As at the date of this report, the Chairman had no significant commitments
that would affect his ability to allocate sufficient time to the Company to
discharge his responsibilities effectively.
Under the Company’s Articles of Association, all Directors must seek
re-election by members at least once every three years. However, the Board has
agreed that all Directors will be subject to annual election by shareholders
in line with Corporate Governance best practice. Accordingly, all members of
the Board will be standing for re-election at the 2021 Annual General Meeting
due to be held on 25 June 2021.
The Board has a formal schedule of matters specifically reserved for its
decision, including approval of acquisitions and disposals, major capital
projects, financial results, Board appointments, dividend recommendations,
material contracts and Group strategy. Other responsibilities are delegated to
its Committees.
The Chairman, in conjunction with the Company Secretary, plans the programme
for the Board during the year. While no formal structured continuing
professional development program has been established for the non-executive
Directors, every effort is made to ensure that they are fully briefed before
Board meetings on the Company’s business. The agenda for Board and Committee
meetings are considered by the relevant Chairman and issued with supporting
papers during the week preceding the meeting. For each Board meeting, the
Directors receive a Board pack including management accounts, briefing papers
on commercial and operational matters and major capital projects including
acquisitions. The Board also receives briefings from key management on
specific issues.
Five Board meetings took place during 2020. The attendance of those Directors
in place at the year end at Board and Committee meetings during the year was
as follows:
Board Audit Committee Nomination Committee Remuneration Committee
No. Held 5 2 - 1
No. Attended: 5 1
M Meeùs 5 n/a - 1
F Khallouf 5 n/a - 1
L Jolibois 5 2 - 1
G Lehmann 5 n/a - 1
J Mahaux 5 2 - 1
Given the size and composition of the Board there was no requirement to hold a
nomination committee during the year.
A procedure exists for the Directors, in the furtherance of their duties, to
take independent professional advice if necessary, under the guidance of the
Company Secretary and at the Company’s expense. All Directors have access to
the advice and services of the Company Secretary, who is responsible to the
Chairman for ensuring that Board procedures are complied with and that
applicable rules and regulations are followed.
Responsibilities and membership of Board Committees
The Board has agreed written terms of reference for the Nomination Committee,
Remuneration Committee, Audit Committee and HSE committee. The terms of
reference for the Board Committees are published on the Company’s website,
www.cadoganpetroleum.com, and are also available from the Company Secretary at
the Registered Office. A review of the Committees including their membership
and activities of all Board Committees is provided on pages 31 to 41.
Internal control
The Directors are responsible for the Group’s system of internal control and
for maintaining and reviewing its effectiveness. The Group’s systems and
controls are designed to safeguard the Group’s assets and to ensure the
reliability of information used both within the business and for publication.
The Board has delegated responsibility for the monitoring and review of the
Group’s internal controls to the Audit Committee.
Systems are designed to manage, rather than eliminate the risk of failure to
achieve business objectives and can provide only reasonable, and not absolute
assurance against material misstatement or loss.
The key features of the Group’s internal control and risk management systems
that ensure the accuracy and reliability of financial reporting include
clearly defined lines of accountability and delegation of authority, policies
and procedures that cover financial planning and reporting, preparing
consolidated financial statements, capital expenditure, project governance and
information security.
The key features of the internal control systems, which operated during 2020
and up to the date of signing the Financial Statements are documented in the
Group’s Corporate Governance Policy Manual and Finance Manual. These manuals
and policies have been circulated and adopted throughout the Group throughout
the period.
Day-to-day responsibility for the management and operations of the business
has been delegated to the Chief Executive Officer and senior management.
Certain specific administrative functions are controlled centrally. Taxation
and treasury functions report to the Group Director of Finance who reports
directly to the Chief Executive Officer.
The legal function for Ukraine’s related assets and activities is managed by
the General Counsel, who reports to the General Director of Cadogan Ukraine.
The Health, Safety and Environment functions report to the Chairman of the HSE
Committee. The Group does not have an internal audit function. Due to the
small scale of the Group’s operations at present, the Board does not feel
that it is appropriate or economically viable to have an internal audit
function in place, however this will be kept under review by the Audit
Committee on an annual basis.
The Board has reviewed internal controls and risk management processes, in
place from the start of the year to the date of approval of this report.
During the course of its review the Board did not identify nor were advised of
any failings or weaknesses which it has deemed to be significant.
Relations with shareholders
The Chairman and Executive Directors of the Company have a regular dialogue
with analysts and substantial shareholders. The outcome of these discussions
is reported to the Board at quarterly meetings and discussed in detail. Mr
Lehmann, as the Senior Independent Director, is available to meet with
shareholders who have questions that they feel would be inappropriate to raise
via the Chairman or Executive Directors.
The Annual General Meeting is used as an opportunity to communicate with all
shareholders. In addition, financial results are posted on the Company’s
website, www.cadoganpetroleum.com, as soon as they are announced. The Notice
of the Annual General Meeting is also contained on the Company’s website,
www.cadoganpetroleum.com. It is intended that the Chairmen of the Nomination,
Audit and Remuneration Committees will be present at the Annual General
Meeting. The results of all resolutions will be published on the Company’s
website, www.cadoganpetroleum.com.
Directors’ section 172 statement
The disclosure describes how the Directors have regard to the matters set out
in section 172(1)(a) to (f) and forms the Directors’ statement required
under section 414CZA of The Companies Act 2006. This new reporting requirement
is made in accordance with the new corporate governance requirements
identified in The Companies (Miscellaneous Reporting) Regulations 2018.
The matters set out in section 172(1) (a) to (f) are that a Director must act
in the way they consider, in good faith, would be most likely to promote the
success of the Company for the benefit of its members as a whole, and in doing
so have regard (amongst other matters) to:
(a) the likely consequences of any decision in the long term;
(b) the interests of the Company’s employees;
(c) the need to foster the Company’s business relationships with suppliers,
customers and others;
(d) the impact of the Company’s operations on the community and the
environment;
(e) the desirability of the Company maintaining a reputation for high
standards of business conduct; and
(f) the need to act fairly between members of the Company.
Being sustainable in our activities means conducting our business with respect
for the environment and for the communities hosting us, with the aim of
increasing the benefit and value to our stakeholders. We recognize that this
is a key element to be competitive and to maintain our licence to operate.
Directors’ section 172 statement (continued)
Further details of how the Directors have regard to the issues, factors and
stakeholders considered relevant in complying with S 172 (1) (a)-(f), the
methods used to engage with stakeholders and the effect on the Group’s
decision making can be found throughout the annual report and in particular
pages 21 (which outlines how the Company engages with its stakeholders), pages
20 to 22 (which contains Cadogan’s corporate responsibility statement) pages
28 to 29 (which contains the Company’s report on greenhouse gas emissions)
and page 33 (which outlines the ways in which the Company engages with its
shareholders).
In particular, during 2020 the Directors reviewed the impact of Covid-19
pandemic on the processes of the Company and specifically its employees and
the communities in which it operates. Specific decisions and measures have
been taken to ensure the health and security and to provide assistance where
needed (pages 27 to 28).
Also, as a consequence of the continuous Covid-19 and the volatility of the
oil and gas prices, and their potential impact on the operational activities
and financial situation of the Group, the Directors carefully analysed the
going concern and any consequence on the future activities (pages 13 to 18).
The Group has implemented an integrated HSE management system aiming to ensure
a safe and environmentally friendly culture in the organization (pages 20 to
21). However, regarding the environmental sustainability of the Group’s
activities, the Directors are fully aware of the need to direct future
development in new activities with a lower impact on environment (CEO outlook
page 10, pages 28 to 29).
When assessing the Proger instrument (Loan and Call Option), the Directors
carefully considered the issues and decisions with their impact on the Group
and all of its stakeholders (pages 8, 9, 17, 91, 92).
The Board has a formal schedule of matters specifically reserved for its
decision, including approval of acquisitions and disposals, major capital
projects, financial results, Board appointments, dividend recommendations,
material contracts and Group strategy. For each Board meeting, the Directors
receive a Board pack including management accounts, briefing papers on
commercial and operational matters and major capital projects including
acquisitions. The Board also receives briefings from key management on
specific issues.
Audit Committee Report
The Audit Committee is appointed by the Board, on the recommendation of the
Nomination Committee, from the Non-Executive Directors of the Group. The Audit
Committee’s terms of reference are reviewed annually by the Audit Committee
and any changes are then referred to the Board for approval. The terms of
reference of the Committee are published on the Company’s website,
www.cadoganpetroleum.com, and are also available from the Company Secretary at
the Registered Office. Two members constitute a quorum.
Responsibilities
* To monitor the integrity of the annual and interim financial statements, the
accompanying reports to shareholders, and announcements regarding the
Group’s results;
* To review and monitor the effectiveness and integrity of the Group’s
financial reporting and internal financial controls;
* To review the effectiveness of the process for identifying, assessing and
reporting all significant business risks and the management of those risks by
the Group;
* To oversee the Group’s relations with the external auditor and to make
recommendations to the Board, for approval by shareholders, on the appointment
and removal of the external auditor;
* To consider whether an internal audit function is appropriate to enable the
Audit Committee to meet its objectives; and
* To review the Group’s arrangements by which staff of the Group may, in
confidence, raise concerns about possible improprieties in matters of
financial reporting or other matters.
Governance
Ms Jolibois and Mr Mahaux are both members of the Audit Committee. The Audit
Committee is chaired by Ms Jolibois who had relevant financial experience
within a major European company as well as holding several non-executive roles
in major international entities.
At the invitation of the Audit Committee, the Group Director of Finance and
external auditor regularly attend meetings. The Company Secretary attends all
meetings of the Audit Committee.
The Audit Committee also meets the external auditor without management being
present.
Activities of the Audit Committee
During the year, the Audit Committee discharged its responsibilities as
follows:
Assessment of the effectiveness of the external auditor
The Committee has assessed the effectiveness of the external audit process.
They did this by:
* Reviewing the 2020 external audit plan;
* Discussing the results of the audit including the auditor’s views on
material accounting issues and key judgements and estimates, and their audit
report;
* Considering the robustness of the audit process;
* Reviewing the quality of the service and people provided to undertake the
audit; and
* Considering their independence and objectivity.
Financial statements
The Audit Committee examined the Group’s consolidated and Company’s
financial statements and, prior to recommending them to the Board, considered:
* the appropriateness of the accounting policies adopted;
* reviewed critical judgements, estimates and underlying assumptions; and
* assessed whether the financial statements are fair, balanced and
understandable.
Going concern
After making enquiries and considering the uncertainties described on pages 15
to 19, the Committee has a reasonable expectation that the Company and the
Group has adequate resources to continue in operational existence for the
foreseeable future and consider the going concern basis of accounting to be
appropriate. For further detail including the assessment of the impact of
Covid-19 and the basis for the conclusion, please refer to the detailed
discussion of the assumptions outlined in note 3 (b) to the Consolidated
Financial Statements.
Internal controls and risk management
The Audit Committee reviews and monitors financial and control issues
throughout the Group including the Group’s key risks and the approach for
dealing with them. Further information on the risks and uncertainties facing
the Group are detailed on pages 105 to 107 and in note 26 to the financial
statements.
External auditor
The Audit Committee is responsible for recommending to the Board, for approval
by the shareholders, the appointment of the external auditor.
The Audit Committee considers the scope and materiality for the audit work,
approves the audit fee, and reviews the results of the external auditor’s
work. Following the conclusion of each year’s audit, it considers the
effectiveness of the external auditor during the process. An assessment of the
effectiveness of the audit process was made, considering reports from the
auditor on its internal quality procedures. The Committee reviewed and
approved the terms and scope of the audit engagement, the audit plan and the
results of the audit with the external auditor, including the scope of
services associated with audit-related regulatory reporting services.
Additionally, auditor independence and objectivity were assessed, considering
the auditor’s confirmation that its independence is not impaired, the
overall extent of non-audit services provided by the external auditor and the
past service of the auditor.
There is an agreed policy on the engagement of the external auditor for
non-audit services to ensure that its independence and objectivity are
safeguarded. Audit related services can be awarded to the external auditor by
the executive Directors provided the work does not exceed £50,000 in fees per
item. Work exceeding £50,000 requires approval by the Audit Committee. All
other non-audit work either requires Audit Committee approval or forms part of
a list of prohibited services, where it is felt the external auditor’s
independence or objectivity may be compromised.
A breakdown of the non-audit fees is disclosed in note 10 to the Consolidated
Financial Statements. The Audit Committee has reviewed the nature, level and
timing of these services in the course of the year and is confident that the
objectivity and independence of the auditor are not impaired by the reason of
such non-audit work.
Internal audit
The Audit Committee considers annually the need for an internal audit function
and believes that, due to the size of the Group and its current stage of
development, an internal audit function will be of little benefit to the
Group.
Whistleblowing
The Group’s whistleblowing policy encourages employees to report suspected
wrongdoing and sets out the procedures employees must follow when raising
concerns. The policy, which was implemented during 2008 is reviewed
periodically. The Group’s policies on anti-bribery, the acceptance of
gifts and hospitality, and business conduct and ethics are circulated to staff
as part of a combined manual on induction with changes regularly communicated.
Overview
As a result of its work during the year, the Audit Committee has concluded
that it has acted in accordance with its terms of reference and has ensured
the independence and objectivity of the external auditor.
The Chairman of the Audit Committee will be available at the Annual General
Meeting to answer any questions about the work of the Audit Committee.
Lilia Jolibois
Chairman of the Audit Committee
5 May 2021
Health, Safety and Environment Committee Report
The Health, Safety and Environment Committee (the ”HSE Committee”) is
appointed by the Board, on the recommendation of the Nomination Committee. The
HSE Committee’s terms of reference are reviewed annually by the Committee
and any changes are then referred to the Board for approval. The terms of
reference of the Committee are published on the Company’s website,
www.cadoganpetroleum.com, and are also available from the Company Secretary at
the Registered Office. Two members constitute a quorum, one of whom must be a
Director.
Governance
The Committee is chaired by Mr Andrey Bilyi (Cadogan Ukraine General
Director) as acting Head of the HSE Committee and its other member is Ms
Snizhana Buryak (HSE Manager). The CEO attends meetings of the HSE Committee
as necessary. During 2020, the HSE Committee held six meetings to monitor the
HSE risks and activities across the business, following which actions were
identified for the continuous improvement of the various processes and the
mitigation of risk.
Responsibilities
* To regularly maintain and implement the continuous improvement of the HSE
Management System with the aim of improving the Company’s performances;
* Assessments of the risks to employees, contractors, customers, partners, and
any other people who could be affected by the Company’s activities with the
aim of reducing the global risk of the Company and increasing its level of
acceptability;
* Evaluate the effectiveness of the Group’s policies and systems for
identifying and managing health, safety and environmental risks within the
Group’s operation;
* Assess the policies and systems within the Group for ensuring compliance
with health, safety and environmental regulatory requirements;
* Assess the performance of the Group with regard to the impact of health,
safety, environmental and community relations decisions and actions upon
employees, communities and other third parties and also assess the impact of
such decisions and actions on the reputation of the Group and make
recommendations to the Board on areas for improvement;
* On behalf of the Board, receive reports from management concerning any
fatalities and serious accidents within the Group and actions taken by
management as a result of such fatalities or serious accidents;
* Evaluate and oversee, on behalf of the Board, the quality and integrity of
any reporting to external stakeholders concerning health, safety,
environmental and community relations issues; and
* Where it deems it appropriate to do so, appoint an independent auditor to
review performance with regard to health, safety, environmental and community
relations matters and review any strategies and action plans developed by
management in response to issues raised and, where appropriate, make
recommendations to the Board concerning the same.
Activities of the Health, Safety and Environment Committee
The HSE Committee in discharging its duties reviewed and considered the
following:
* Company activities execution and control over contractors services execution
in line with company policies and HSE procedures
* Monthly statistics and reports on the activity were regularly distributed to
the CEO, Management and to the members of the committee;
* Ensured that the implementation of new legislation and requirements were
punctually followed-up and promptly updated;
* Compliance with HSE regulatory requirements was ensured through discussion
of the results of inspections, both internal inspections and those carried out
by the Authorities. The results of the inspections and drills were analysed
and commented to assess the need for corrective actions and/or training
initiatives;
* A standing item was included on the agenda at every meeting to monitor
monthly HSE performance, key indicators and statistics allowing the HSE
Committee to assess the Company’s performance by analysing any lost-time
incidents, near misses, HSE training and other indicators;
* Interaction with contractors, Authorities, local communities and other
stakeholders were discussed among other HSE activities;
* Compliance to ISO 14001 and ISO 45001 has been proved by the authorized
third party auditor. Also the Company had its entire data calculation process
as well as emissions measurement system re-validated by a different
independent third party.
* Ensuring all the Observation and Actions requested by the Certification Body
have been implemented
Overview
The Company’s HSE Management System and the Guidelines and Procedures have
been updated to fit with the ISO requirements and are adequate for the proper
execution of the Company’s operations.
As a result of its work during the year, the HSE Committee has concluded that
it has acted in accordance with its terms of reference.
Nomination Committee Report
The Board delegates some of its duties to the Nomination Committee and
appoints the members of the Nomination Committee which are non-executive
Directors of the Group. The membership of the Committee is reviewed annually
and any changes to its composition are referred to the Board for approval. The
terms of reference of the Nomination Committee are published on the
Company’s website, www.cadoganpetroleum.com, and are available from the
Company Secretary at the Registered Office. Two members constitute a quorum.
Governance
Mr. Michel Meeùs (Remuneration and Nomination Committee Chairman), Ms. Lilia
Jolibois, Mr. Jacques Mahaux and Mr. Gilbert Lehmann (Non-Executive Directors)
are the members of the Nomination Committee. The Company Secretary attends all
meetings of the Nomination Committee.
Responsibilities
* To regularly review the structure, size and composition (including the
skills, knowledge and experience) required of the Board compared to its
current position and make recommendations to the Board with regard to any
changes;
* Be responsible for identifying and nominating candidates to fill Board
vacancies as and when they arise, for the Board’s approval;
* Before appointments are made by the Board, evaluate the balance of skills,
knowledge, experience and diversity (gender, ethnic, age, sex, disability,
educational and professional backgrounds, etc.) on the Board and, in the light
of this evaluation, prepare a description of the role and capabilities
required for a particular appointment; and
* In identifying suitable candidates, the Nomination Committee shall use open
advertising or the services of external advisers to facilitate the search and
consider candidates from a wide range of backgrounds on merit, ensuring that
appointees have enough time available to devote to the position.
The Nomination Committee shall also make recommendations to the Board
concerning:
* Formulating plans for succession for both executive and non-executive
Directors and in particular for the key roles of Chairman and Chief Executive
Officer;
* Membership of the Audit and Remuneration Committees, in consultation with
the Chairmen of those committees;
* The reappointment of any non-executive Director at the conclusion of their
specified term of office, having given due regard to their performance and
ability to continue to contribute to the Board in the light of the knowledge,
skills and experience required; and
* The re-election by shareholders of any Director having due regard to their
performance and ability to continue to contribute to the Board in the light of
the knowledge, skills and experience required.
Any matters relating to the continuation in office of any Director at any time
including the suspension or termination of service of an executive Director as
an employee of the Company subject to the provisions of the law and their
service contract.
Activities of the Nomination Committee
During the financial year under review, the Committee reviewed and considered
the following:
* The size, structure and composition of the Board in the light of the current
business environment, the Company's anticipated future activities and
particularly the independence of the Non-Executive Directors;
* Its internal governance documents and the Policy;
The Committee recommends the re-election of the five incumbent Directors at
the AGM.
Overview
As a result of its work during the year, the Committee has concluded that it
has acted in accordance with its terms of reference. The Chairman of the
Nomination Committee will be available at the Annual General Meeting to answer
any questions about the work of the Committee.
Michel Meeùs
Nomination Committee Chairman
5 May 2021
Remuneration Committee
Statement from the Chairman
I am pleased to present the Annual Report on Remuneration for the year ended
31 December 2020.
Cadogan’s Remuneration Policy was approved as proposed by the shareholders
at the Annual General Meeting of June 19, 2018 and is attached at the end of
the Annual Report on Remuneration. The Remuneration Committee is not proposing
to make any changes to the existing Policy however in line with industry best
practice and the three-year Policy cycle the Company will be seeking
shareholder approval at this year’s AGM.
The key elements of the Remuneration Policy are:
* A better long-term alignment of the executives’ remuneration with the
interests of the shareholders;
* A material reduction in the maximum remuneration level for the Executive
Directors, both in terms of annual bonus and of long-term incentive
(performance share plan);
* The payment of at least 50% of the Annual Bonus in shares with the remaining
50% to be paid in cash or shares at the discretion of the Remuneration
Committee. Shares will be priced for this award based on their market value at
closing on the Business Day prior to the Subscription Date;
* The introduction of claw-back and malus provisions on both bonuses and share
awards; and
* The expectation that the Executive Directors build a substantial
shareholding position in the company through their mandate.
In 2020 the Remuneration Committee enrolled again the CEO in a
performance-related, bonus scheme built around a scorecard with a set of
challenging KPI’s aligned with the company strategy. However, given the
impact of Covid-19 and the volatility in oil and gas prices the Remuneration
Committee, along with agreement from the CEO, have decided to postpone a
variable performance related bonus for year-ended 2020.
Michel Meeùs
Chairman of the Remuneration Committee
5 May 2021
ANNUAL REPORT ON REMUNERATION 2020
Remuneration Committee Report
The Remuneration Committee is committed to principles of accountability and
transparency to ensure that remuneration arrangements demonstrate a clear link
between reward and performance.
Governance
The Remuneration Committee is appointed by the Board from the non-executive
Directors of the Company. The Remuneration Committee’s terms of reference
are reviewed annually by the Remuneration Committee and any changes are then
referred to the Board for approval. The terms of reference of the Remuneration
Committee are published on the Company’s website, www.cadoganpetroleum.com,
and are also available from the Company Secretary at the Registered Office.
The Remuneration Committee consists of Mr. Michel Meeùs, Ms. Lilia Jolibois,
Mr. Jacques Mahaux and Mr. Gilbert Lehmann. At the discretion of the
Remuneration Committee, the Chief Executive Officer is invited to attend
meetings when appropriate but is not present when his own remuneration is
being discussed. None of the directors are involved in deciding their own
remuneration. The Company Secretary attends the meetings of the Remuneration
Committee.
Responsibilities
In summary, the Remuneration Committee’s responsibilities, as set out in its
terms of reference, are as follows:
* To determine and agree with the Board the policy for the remuneration of the
executive Directors, the Company Secretary and other members of executive
management as appropriate;
* To consider the design, award levels, performance measures and targets for
any annual or long-term incentives and approve any payments made and awards
vesting under such schemes;
* Within the terms of the agreed remuneration policy, to determine the total
individual remuneration package of each executive Director and other senior
executives including bonuses, incentive payments and share options or other
share awards; and
* To ensure that contractual terms on termination, and any payments made, are
fair to the individual and the Company, that failure is not rewarded and that
the duty to mitigate loss is fully recognised.
Overview
The Chairman and Executive Directors of the Company have a regular dialogue
with analysts and substantial shareholders, which includes the subject of
Directors’ Remuneration. The outcome of these discussions is reported to the
Board and discussed in detail both there and during meetings of the
Remuneration Committee.
As a result of its work during the year, the Remuneration Committee has
concluded that it has acted in accordance with its terms of reference. The
chairman of the Remuneration Committee will be available at the Annual General
Meeting to answer any questions about the work of the Committee.
Alternatively, Mr. Lehmann, as the Senior Independent Director, is available
to shareholders who have concerns that they feel would be inappropriate to
raise via the Chairman or Executive Directors.
Remuneration consultants
The Remuneration Committee did not take any advice from external remuneration
consultants, with the exception of the review undertaken of the Remuneration
Report.
Single total figure of remuneration for executive and non-executive directors
(audited)
Salary and fees Taxable benefit ( 6 ) Contributions to pension schemes Annual bonus Total
$ $ $ $ $
Executive Director
20 20 2019 20 20 2019 20 20 2019 20 20 2019 20 20 2019
F Khallouf 517,389 61,496 59,294 ( 7 ) - 58,300 - - 382,969 ( 8 ) 634,983 444,465
G Michelotti - 431,085 ( 9 ) - 45,453 - - - 112,140 - 588,678
Non-executive Directors
M Meeùs 89,000 49,608 - - - - - - 89,000 49,608
L Jolibois 48,000 5,918 - - - - - - 48,000 5,918
J Mahaux 43,000 5,301 - - - - - - 43,000 5,301
G Lehmann 38,000 54,707 - - - - - - 38,000 54,707
Z Furst - 103,699 - - - - - - - 103,699
E Testa - 39,146 - - - - - - - 39,146
A Schenato - 138,351 - - - - - - - 138,351
Total Fixed Remuneration Total Variable Remuneration
$ $
20 20 2019 20 20 2019
Executive Director 634,983 538,034 ( 10 ) - 495,109 (3)
Non-executive Directors 218,000 396,730 - -
Notes to the table
Mr Fady Khallouf
Mr Khallouf was appointed as Chief Executive Officer on 15 November 2019. Mr
Khallouf’s salary is €440,000 per annum. As part of Mr Khallouf’s
employment agreement, a welcome bonus equivalent in value to 5,500,000
ordinary shares (using the market value of the shares on the business day
prior to the date of issue) is payable to Mr Khallouf and a holding period of
two years is applicable to the shares acquired. Pursuant to the terms of the
bonus, the amount must be subscribed for ordinary shares in the Company at
such time as the executive agrees. The welcome bonus was provided to Mr
Khallouf in May 2020.
Mr Guido Michelotti
Mr Michelotti was Chief Executive Officer until his resignation on 15 November
2019. Mr Michelotti’s salary was €440,000 per annum. In 2019, Mr
Michelotti received the Performance Bonus of €100,000 awarded to him by
Remuneration Committee.
KPIs
In 2020 the CEO was subject to a performance-related, bonus scheme built
around a scorecard with a set of challenging KPI’s aligned with the company
strategy. The Remuneration Committee, after consultation with the CEO, have
decided to postpone any variable performance related bonus for year ended 2020
given the impact of Covid-19 and volatility in oil and gas prices.
Benefits
Benefits may be provided to the executive directors, in the form of private
medical insurance and life assurance.
The Chairman and Non-Executive Directors
As mentioned above, fees for non-Executive Directors were reduced by 20
percent on 15(th) January 2020 with effect from 15(th) November 2019. The fees
are as follows: the Chairman’s fee at $89,000 and the fee for acting as a
non-executive Director at $38,000 with an additional $10,000 for acting as
Chairman of the Audit Committee and an additional $5,000 for a committee
membership.
Scheme interests awarded during the financial year (audited)
There were no scheme interests awarded during the year.
Payments to past directors (audited)
In 2020 there were no payments to past directors.
In 2020, the Company provided the previous CEO, Mr Guido Michelotti with newly
issued 2,270,549 Ordinary shares of £0.03 each in the capital of the Company.
The payment for the issued shares in the Company was satisfied in full, by
using the entire amount of the 2018 and 2019 bonuses due to Mr Guido
Michelotti totalling €75,900 ($83,125).
Payments for loss of office (audited)
No notice period was either worked or paid.
Directors’ interests in shares (audited)
The beneficial interests of the Directors in office as at 31 December 2020 and
their connected persons in the Ordinary shares of the Company at 31 December
2020 are set out below.
Shares as at 31 December 20 20 201 9
Michel Meeùs 26,000,000 26,000,000
Fady Khallouf 8,337,031 -
Gilbert Lehmann - -
Lilia Jolibois - -
Jacques Mahaux - -
There were changes in the Directors shareholding at 31 December 2020 compared
to 31 December 2019 (Fady Khallouf).
The Company does not currently operate formal shareholding guidelines. Whilst
there is no specified level, the Company expects that under the new
Remuneration Policy, the Executive Director will continue to build up a
significant shareholding position in the Company during his mandate.
The Company’s performance
The graph below highlights the Company’s total shareholder return
(“TSR”) performance for the last twelve years compared to the FTSE All
Share Oil & Gas Producers index. This index has been selected on the basis
that it represents a sector specific group, which is an appropriate group for
the Company to compare itself against, and has been retained ever since,
primarily for continuity purposes TSR is the return from a share or index
based on share price movements and notional reinvestment of declared
dividends.
Historic Remuneration of Chief Executive
Salary Taxable benefits Annual bonus Long-term incentives Pension Loss of office Total
$ $ $ $ $ $ $
2009 422,533 - 284,552 - - - 707,085
2010 547,067 - - - - - 547,067
2011 669,185 - - - - - 669,185
2012 511,459 - - - 31,966 126,808 670,233
2013 384,941 - - - - - 384,941
2014 405,433 20,734 - - - - 426,167
2015 432,409 ( 11 ) 15,987 243,132 - - - 691,528
201 6 487,080 15,353 210,504 ( 12 ) - - - 712,937
201 7 497,288 27,273 126,992 - - - 651,553
2018 521,664 39,838 201,872 - - - 763,374
2019 492,581 45,453 495,109 ( 13 ) - - - 1,033,143
2020 517,389 59,294 - - 58,300 - 634,983
In 2020, the Remuneration Committee, after consultation with the CEO, have
decided to postpone any variable performance related bonus for year ended 2020
given the impact of Covid-19 and volatility in oil and gas prices.
(2019: 10% of the maximum bonus as per the approved Remuneration
Policy( 14 )).
The annual bonus received by the CEO as a percentage of the maximum
opportunity is presented in the following table.
Year CEO CEO single figure of total remuneration $ Annual bonus pay-out against maximum opportunity %
2020 Mr. Khallouf 634,983 -
2019 Mr. Khallouf ( 15 ) 444,465 -
Mr. Michelotti 588,678 10
2018 Mr. Michelotti 763,374 32
2017 Mr. Michelotti 651,553 12
2016 Mr. Michelotti 712,937 22 ( 16 )
2015 Mr. Michelotti 502,021 27 (3,) ( 17 )
Mr. des Pallieres 189,507 -
2014 Mr. des Pallieres 426,167 -
2013 Mr. des Pallieres 384,941 -
2012 Mr. des Pallieres 389,935 -
Mr. Barron 280,298 ( 18 ) -
2011 Mr. des Pallieres ( 19 ) 273,201 -
Mr. Barron 395,984 -
2010 Mr. Barron 547,067 -
2009 Mr. Barron ( 20 ) 707,085 67
Percentage change in the remuneration of the Chief Executive
The following table shows the percentage change in the remuneration of the
Chief Executive in 2020 and 2019 compared to that of all employees within the
Group.
20 20 201 9 Average
$’000 $’000 change, %
Base salary CEO ( 21 ) 517 493 5%
All employees ( 22 ) 1,906 2,237 -15%
Taxable benefits CEO 118 ( 23 ) 45 162%
All employees 139 60 114%
Annual Bonus CEO ( 24 ) - 495 -100%
All employees 131 495 -74%
Total CEO 635 1,033 -39%
All employees 2,176 2,797 -22%
In 2020 none of the directors participated in long-term incentives.
In 2020 there was no increase in executive and non-executive directors' salary
in base currency. The difference in pay represents the change in exchange rate
between the base currency and USD as a reporting currency.
Percentage change in Non-Executive director remuneration
M ichel Meeùs All employees
2020 $’000 2019 $’000 % change 2020 - 2019 % change 2020 - 2019
Base salary/fees 89,000 49,608 79% -15%
Taxable benefits (including pensions) - - - 114%
Annual bonus - - - -74%
Total 89,000 49,608 79% -22%
The 79% increase is due to the fact that Michel Meeus stepped-in into the
position of Chairman in 15 November 2019.
Lilia Jolibois All employees
2020 $’000 2019 $’000 % change 2020 - 2019 % change 2020 - 2019
Base salary/fees 48,000 5,918 711% -15%
Taxable benefits (including pensions) - - - 114%
Annual bonus - - - -74%
Total 48,000 5,918 711% -22%
Jacques Mahaux All employees
2020 $’000 2019 $’000 % change 2020 - 2019 % change 2020 - 2019
Base salary/fees 43,000 5,301 711% -15%
Taxable benefits (including pensions) - - - 114%
Annual bonus - - - -74%
Total 43,000 5,301 711% -22%
Lilia Jolibois and Jacques Mahaux were appointed as non-executive directors in
15 November 2019.
Gilbert Lehmann All employees
2020 $’000 2019 $’000 % change 2020 - 2019 % change 2020 - 2019
Base salary/fees 38,000 54,707 -31% -15%
Taxable benefits (including pensions) - - - 114%
Annual bonus - - - -74%
Total 38,000 54,707 31% -22%
Remuneration of Gilbert Lehman has been revised starting from 15 November
2019.
Relative importance of spend on pay
The table below compares shareholder distributions (i.e. dividends and share
buybacks) and total employee pay expenditure of the Group for the financial
years ended 31 December 2019 and 31 December 2020.
20 20 $’000 2019 $’000 Year-on-year change, %
All-employee remuneration 2,176 2,797 -22%
Distributions to shareholders - - -
Shareholder voting at the Annual General Meeting
The Directors’ Remuneration Policy was approved by shareholders at the
Annual General Meeting held on 20 June 2018 and remains unchanged. The
Remuneration Policy can be found on the Group’s website and at pages 50 to
63 of this Annual Report on Remuneration. The votes cast by proxy were as
follows:
Directors’ Remuneration Policy Number of votes % of votes cast
For 62,011,302 99.74
Against 164,370 0.26
Total votes cast 62,175,672 100.00
Number of votes withheld 17,071
The Directors’ Annual Report on Remuneration is approved by shareholders at
each Annual General Meeting. A summary of the votes cast by proxy in 2019 and
2020 were as follows:
20 20 201 9
Director’s Annual Report on Remuneration Number of votes % of votes cast Number of votes % of votes cast
For 92,185,286 99.78 61,111,463 99.99
Against 202,370 0.22 14,370 0.01
Total votes cast 92,387,656 61,125,833 100.00
Number of votes withheld 80,071 0
Implementation of Remuneration Policy in 2020
The performance related elements of remuneration remain unchanged and will be
built around a scorecard with a set of KPI’s aligned with the Group
strategy. The Remuneration Policy can be found on the Group’s website and at
pages 50 to 63 of this Annual Report on Remuneration.
Approval
The Directors’ Annual Report on Remuneration was approved by the Board on 4
May 2021 and signed on its behalf by:
Michel Meeùs
Chairman
5 May 2021
Directors’ Remuneration Policy
* Introduction
This Directors’ Remuneration Policy (the “Policy”) contains the
information required to be set out as the directors’ remuneration policy for
the purposes of The Large and Medium-sized Companies and Groups (Accounts and
Reports) (Amendment) Regulations 2013.
The Policy was initially approved by shareholders at the 2018 AGM of the
Company. The Remuneration Committee is not proposing to make any changes to
the existing Policy however in line with industry best practice and the
three-year Policy cycle the Company will be seeking shareholder approval at
this year’s AGM. The effective date of this Policy is the date on which the
Policy is approved by shareholders.
The Policy applies in respect of all executive officers appointed to the Board
of Directors (“executive directors”) and non-executive directors. Other
senior executives may be subject to the Policy, including in relation to
annual bonus and shares incentive arrangements in particular if and to the
extent that the Remuneration Committee determines it is appropriate.
The Remuneration Committee will keep the Policy under review to ensure that it
continues to promote the long-term success of the Company by giving the
Company its best opportunity of delivering on the business strategy. It is the
Remuneration Committee’s intention that the Policy be put to shareholders
for approval every three years unless there is a need for the Policy to be
approved at an earlier date.
The Company aims to provide sufficient flexibility in the Policy for
unanticipated changes in compensation practices and business conditions to
ensure the Remuneration Committee has appropriate discretion to retain its top
executives who perform. The Remuneration Committee reserves the right to
approve any payments that may be outside the terms of this Policy, where the
terms of that payment were agreed before the Policy came into effect, or
before the individual became a director of the Company.
Maximum caps are provided to comply with the required legislation and should
not be taken to indicate an intent to make payments at that level. The maximum
caps are valid at the time that the relevant employment agreement or
appointment letter is entered into and the caps may be adjusted to take into
account fluctuations in exchange rates.
* Remuneration policy table: executive directors
Component Purpose and link to strategy Maximum opportunity Operation and performance measures
Salary and Fees To provide fixed remuneration at an appropriate level, to attract and retain directors as part of the overall compensation package. The maximum annual base combined salary and fees for executive directors is €440,000 ( 25 ). The Remuneration Committee will consider the factors set out under the "Operation" column when determining the appropriate level of base salary within the formal Policy maximum. Salary is paid on a monthly basis. The Remuneration Committee takes into account a number of factors when setting salaries
including: - scope and difficulty of the role; - skills and experience of the individual; - salary levels for similar roles
within the international industry; and - pay and conditions elsewhere in the Group.Salaries are reviewed on an annual basis, but
are not necessarily increased at each review. No performance measures.
Annual Bonus To incentivise and reward the achievement of individual and business objectives which are key to the delivery of the Company's business strategy. The maximum award is 125% of combined base salary and fees. The payment of any bonus is at the discretion of the Board with reference to the performance year. - The Remuneration Committee
sets, in advance, a scorecard with a set of Key Performance Indicators ("KPIs") aligned with the Company's strategy. The
measures and the relative weightings are substantiated by the Remuneration Committee and aim to be stretching and to support the
Company's business strategy. Measures are related to Company financial performance, operational performance and the Company’s
health and safety record. In general relative weightings of each KPI are expected not to exceed 50% and not to be less than 10%.
- The Remuneration Committee retains the flexibility to determine and, if it considers appropriate, change the KPIs and
weightings of the KPIs based on the outcome of its annual review. The Remuneration Committee may also adjust KPIs during the
year to take account of material events, such as (without limitation) material corporate events, changes in responsibilities of
an individual and/ or currency exchange rates. Any such changes will be within the overall target and maximum payouts approved
in the policy. - The KPI targets and specific weightings in the scorecard are defined annually early in the year, once the
budget has been approved. A summary of the KPI targets, weightings for the KPIs and how far the KPIs are met will be included
retrospectively each year in the Implementation Report for the year. - All bonuses that may become payable are subject to malus
and clawback provisions in the event of material financial misstatement of the Company or fraud or material misconduct on the
part of the executive, as explained further below. - 50% of the bonuses that may become payable must be applied to subscribe for
or acquire shares in the Company (after the deduction of any income tax and/ or employee social security contributions payable).
The Company is proposing to adopt and operate a Deferred Bonus Plan as a framework plan for the delivery of shares to
executives, which may be satisfied by the issue of new shares or transfer of existing or treasury shares. - The Remuneration
Committee will determine whether the remainder of the bonus shall be paid in cash or must be applied to subscribe for or acquire
shares (after the deduction of any income tax and/ or employee social security contributions payable). In making its
determination as to how the remainder of the bonus shall be paid, the Remuneration Committee may take into account:
profitability of the Company; the executive's shareholding as measured against any Company shareholding guidelines; potential
liabilities of the recipients to income tax and social security contributions, among other things. Additional shares
representing the value of dividends payable on the deferred shares may be paid. - The Remuneration Committee may impose holding
periods of up to three years on any of the shares delivered pursuant to the annual bonus plan. - There are no prescribed minimum
levels of performance in the annual bonus structure and so it is possible that no bonus award would be made.
Share Incentive Arrangements To incentivise, retain and reward eligible employees and align their interests with those of the shareholders of the Company. Awards can be made under the PSP with a value of up to a maximum of 200% of base salary and fees or 300% in exceptional circumstances. The Company has adopted and operates the 2018 Performance Share Plan ("PSP") to replace the 2008 Performance Share Plan. The PSP
offers the opportunity to earn shares in the Company subject to the achievement of stretching but realistic performance
conditions. Performance conditions will be a main feature of the PSP. The PSP will be administered by the Remuneration
Committee. - Awards can be made under the PSP at the direction of the Remuneration Committee within the policy maximum in the
form of contingent share awards. - PSP awards will have a minimum vesting period of 3 years and, for directors, the PSP awards
have a further holding period of 2 years following the end of the vesting period (subject to any number of shares that may need
to be sold to meet any income tax and employee social security contributions due on vesting). - The Remuneration Committee will
develop clear KPIs that aim to align directors with Company strategy over time periods in excess of one financial year. Any
performance measures and targets used for share incentive awards during 2019 will be relevant and stretching in line with the
overall strategy of the Company. - The Remuneration Committee may adjust or change the PSP measures, targets and weightings for
new awards under the PSP to ensure continued alignment with Company strategy. - PSP awards are subject to malus and clawback in
the event of material financial misstatement of the Company or fraud or material misconduct on the part of the executive. - Upon
vesting of an award, the award holder must pay the nominal value in respect of each share that vests. - PSP Awards will normally
lapse where the award holder ceases employment with the Company before vesting. PSP Awards will not lapse and will vest
immediately if the award holder is considered to be a Good Leaver (leaves due to death or disability) subject to the
Remuneration Committee being satisfied that performance conditions have been satisfied or are likely to be satisfied as at the
end of the relevant performance period. In other circumstances, the Remuneration Committee may determine that awards will not
lapse and will continue to vest at their normal vesting date, subject to pro-ration to reflect the period of service during the
performance period and performance conditions. The Remuneration Committee has residuary discretions to disapply pro ration and
bring forward the date of vesting. - In the event of a change of control of the Company, if the acquiring company agrees, awards
will be exchanged for equivalent awards over shares in the acquiring company and continue to vest according to the original
vesting schedule. If the acquiring company does not agree to exchange the awards, the awards will vest at the Committee's
absolute discretion. Awards that vest will be subject to time pro-ration and performance conditions. - Benefits under the PSP
will not be pensionable. - The PSP Plan Limits are set out at Note 2.4 below.
Pension To provide a retirement benefit that will foster loyalty and retain experienced executive directors. Any pension benefits will be set at an appropriate level in line with market practice, and in no event will the contributions paid by the Company exceed 15% of combined base salary and fees. No performance measures.
Benefits To provide a market competitive level of benefits to executive directors. Any benefits will be set at an appropriate level in line with market practice, and in no event will the value of the benefits exceed 15% of combined base salary and fees. - The executive directors are entitled to private medical insurance and life assurance cover (of four times the combined salary
and fee) and directors' and officers' liability insurance. - The Remuneration Committee may decide to provide other benefits
commensurate with the market. Such benefits may include (for instance) company car or allowance, physical examinations and
medical support, professional advice, assistance with filling out tax returns and occasional minor benefits. A tax equalisation
payment may be paid to an executive director if any part of the remuneration of the executive director becomes subject to double
taxation. Tax gross ups may be paid, where appropriate. The Company does not, at present, provide other taxable benefits to the
executive directors. - Executive directors are reimbursed for reasonable business expenses incurred in the course of carrying
out their duties. - No performance measures.
Notes to the executive directors' remuneration policy table
The Remuneration Committee's philosophy is that remuneration arrangements
should be appropriately positioned to support the Group's business strategy
over the longer term and the creation of value for shareholders. In this
context the following key principles are considered to be important:
- remuneration arrangements should align executive
and employee interests with those of shareholders;
- remuneration arrangements should help retain key
executives and employees; and
- remuneration arrangements should incentivise
executives to achieve short, medium and long-term business targets which
represent value creation for shareholders. Targets should relate to the
Group's performance in terms of overall revenue and profit and the executive's
own performance. Exceptional rewards should only be delivered if there are
exceptional returns.
The Remuneration Committee reserves the right to make any remuneration
payments (including satisfying awards of variable remuneration) and payments
for loss of office notwithstanding that they are not in line with the Policy
set out above, where the terms of that payment were agreed before the Policy
came into effect, or before the individual became a director of the Company
(provided the payment was not in consideration for the individual becoming a
director).
* Performance measures and targets
(a) Annual Bonus
The performance measures for executive directors comprise of financial
measures and business goals linked to the Company's strategy, which could
include financial and non-financial measures. The business goals are tailored
to reflect each executive director's role and responsibilities during the
year. The performance measures are chosen to enable the Remuneration Committee
to review the Company's and the individual's performance against the Company's
business strategy and appropriately incentivise and reward the executive
directors.
Annual bonus targets are set by the Remuneration Committee each year. They are
stretching but realistic targets which reflect the most important areas of
strategic focus for the Company. The factors taken into consideration when
setting targets include the Company's Key Performance Indicators (which are
determined annually by the Remuneration Committee), and the extent to which
they are under the control or influence of the executive whose remuneration is
being determined.
Performance is measured over the financial year against the measures and
targets set according to the scorecard. The Remuneration Committee retains the
right to exercise its judgement to adjust the bonus outcome for an individual
to ensure the outcome reflects any other aspects of the Company's performance
that become relevant during the financial year.
The Remuneration Committee used Company operational and financial performances
and safety as performance measures for the 2020 scorecard. For years following
2020, the structure of the annual bonus scorecard will be reviewed by the
Remuneration Committee.
2020 Annual bonus scorecard measures for executive directors
40% weighting 50% weighting
Operational performance, such as production, sales, geographical diversification, and starting new projects. Company financial performance, including cash targets and profit targets.
10% weighting
Indicators of health and safety to promote the effective risk management of the Company.
(b) Share Plans
The Remuneration Committee will make the vesting of a Plan award conditional
upon the satisfaction of stretching but realistic performance conditions.
These conditions are meant to achieve a long-term alignment of the
executives’ remuneration with the interest of the shareholders.
EBITDA growth, increase of P1 reserves (in millions boe), and changes to the
free cash-flow are the key KPIs to be used by the Remuneration Committee and
will be measured over time periods of three financial years. The performance
measures are chosen to align the performance of participants with the
attainment of financial performance targets over the vesting period of the
award. The targets are set by the Remuneration Committee by reference to the
Company's strategy and business plan and the results achieved at the time of
the vest are determined by the Remuneration Committee.
Under the PSP plan rules, the Board may vary a performance target where it
considers that any performance target to which an award is subject is no
longer a true or fair measure of the participant's performance, provided that
the Board must act fairly and reasonably and that the new performance target
is materially no more difficult and no less difficult to satisfy than the
original performance target.
* Malus and clawback (applicable to bonuses and share awards)
The Remuneration Committee has the discretion to reduce the bonus before
payment or require the executive director to pay back shares or a cash amount
in the event of material financial misstatement of the Company or fraud or
material misconduct on the part of the executive. The amount that may be
clawed back on any such event is limited to the value of the bonus, taking
into account the cash paid and the shares delivered to the executive, taking
the value of the shares at the time of the clawback, less any income tax or
employee social security contributions paid on the bonuses.
* Share ownership guidelines for executives
The Remuneration Committee is planning to implement share ownership guidelines
for executive directors to further align the interests of the executive
directors with those of shareholders. The share ownership guidelines will
include an expectation that executive directors build up their shareholding to
200% of base salary over a period of five years from the later of: the date of
adoption of this policy and the date of appointment. Once the shareholding
guideline is reached, executive directors would be expected to maintain it.
The intention would be for the shareholding guideline to be reached through
the retention of vested shares from share plans (e.g. the deferred share
element of the annual bonus and shares vested under the PSP). As such, the
Remuneration Committee's discretion may be used to increase the proportion of
an annual bonus to be delivered in shares to assist the executive director in
meeting this guideline. The deferred share mechanism in the annual bonus and
the design of the PSP will assist executive directors in reaching the
guidelines. Executive directors will not be expected to top up their
shareholding with personal acquisitions of Company shares outside the usual
share plans described in the Policy. The Remuneration Committee will monitor
the executive directors' shareholdings and may adjust the guideline in special
individual and Company circumstances, for example in the case of a share price
fall.
* PSP Plan Limits
The PSP may operate over new issue shares, treasury shares or shares purchased
in the market. In any ten-calendar year period, the Company may not issue (or
grant rights to issue) more than:
(a) 10% of the issued ordinary share capital of the Company
under the Plan and any other employee share plan adopted by the Company; and
(b) 5% of the issued ordinary share capital of the Company
under the Plan and any other executive share plan adopted by the Company.
Treasury shares will count as new issue shares for the purposes of these
limits unless institutional investors decide that they need not count. These
limits do not include rights to shares which have been renounced, released,
lapsed or otherwise become incapable of vesting, awards that the Remuneration
Committee determines after grant to be satisfied by the transfer of existing
shares and shares allocated to satisfy bonuses (including pursuant to the
Deferred Bonus Plan).
* Remuneration throughout the Group
Differences in the Company's pay policy for executive directors from that
applying to employees within the Group generally reflect the appropriate
market rate for the individual executive roles.
* Remuneration policy table: non-executive directors
Component Purpose and link to strategy Maximum opportunity Operation and performance measures
Fees To provide an appropriate reward to attract and retain high-calibre individuals with the relevant skills, knowledge and experience to progress the Company strategy. - The maximum annual fees paid to non-executive directors is £50,000 for a non-executive director role, and £100,000 for the role of Chairman. An additional £10,000 will be paid to the individual acting as Chairman of the Audit Committee. Non-executive directors receive a standard annual fee, which is paid on a quarterly basis in arrears. Additional fees may also
be paid to recognise the additional work performed by members of any committees set up by the Board, and for the role of chair
of a committee. Fees are reviewed on an annual basis, but are not necessarily increased at each review. Fees are set at a rate
that takes into account: - market practice for comparative roles; - the financial results of the Company; - the time commitment
and duties involved; and - the requirement to attract and retain the quality of individuals required by the Company. The
remuneration of the non-executive directors is a matter for the Board to consider and decide upon. There are no performance
measures related to non-executive directors' fees.
Notes to the Policy Table
The payment policy for non-executive directors is to pay a rate which will
secure persons of a suitable calibre. The remuneration of the non-executive
directors is determined by the Board. External benchmarking data and
specialist advisers are used when setting fees, which will be reviewed at
appropriate intervals. The maximum caps are valid at the time that the
relevant appointment letter is entered into and the caps may be adjusted to
take into account fluctuations in exchange rates.
Expenses reasonably and wholly incurred in the performance of the role of
non-executive director of the Company may be reimbursed or paid for directly
by the Company, as appropriate, and may include any tax due on the expense.
The non-executive directors' fees are non-pensionable. The non-executive
directors have not to date been eligible to participate in any incentive plans
(such as bonuses or share plans); however, the Board considers that it may be
appropriate in the future to enable such participation, subject to suitably
stretching performance thresholds.
Non-executive directors may receive professional advice in respect of their
duties with the Company which will be paid for by the Company. They will be
covered by the Company's insurance policy for directors.
* Recruitment
The Company's policy on the recruitment of directors is to pay a fair
remuneration package for the role being undertaken and the experience of the
individual being recruited. The Remuneration Committee will consider all
relevant factors, which include the abilities of the individual, their
existing remuneration package, market practice, and the existing arrangements
for the Company's current directors.
The Remuneration Committee will determine that any arrangements offered are in
the best interests of the Company and shareholders and will endeavour to pay
no more than is necessary.
The Remuneration Committee intends that the components of remuneration set out
in the policy tables, and the approach to the components as set out in the
policy tables, will be equally applicable to new recruits, i.e. salary, annual
bonus, share plan awards, pension and benefits for executive directors, and
fees for non-executive directors. However, the Company acknowledges that
additional flexibility may be required to ensure the Company is in the best
position to recruit the best candidate for any vacant roles and, as such, a
buy-out arrangement may be required.
* Flexibility
The salary and compensation package designed for a new recruit may be higher
or lower than that applying for existing directors. The Remuneration Committee
may decide to appoint a new executive director to the Board at a lower than
typical salary, such that larger and more frequent salary increases may then
be awarded over a period of time to reflect the individual's growth in
experience within the role.
Remuneration will normally not exceed those set out in the policy table above.
However, to ensure that the Company can sufficiently compete with its
competitors, the Remuneration Committee considers it important that the
recruitment policy has sufficient flexibility in order to attract and
appropriately remunerate the high-performing individuals that the Company
requires to achieve its strategy. As such, the Remuneration Committee reserves
discretion to provide a buy-out arrangement and benefits (such as a sign-on
bonus and additional share awards) in addition to those set out in the policy
table (or mentioned in this section) where the Remuneration Committee
considers it reasonable and necessary to do so in order to secure an external
appointment (see below for more detail in relation to buy-out arrangements).
* Buy-out arrangements
The Remuneration Committee retains the discretion to enter into buy-out
arrangements to compensate new hires for incentive awards forfeited in joining
the Company. The Remuneration Committee will use its discretion in awarding
and setting any such compensation, which will be decided on a case-by-case
basis and likely on an estimated like-for-like basis. In deciding the
appropriate type and quantum of compensation to replace existing awards, the
Remuneration Committee will take into account all relevant factors, including
the type of award being forfeited, the likelihood of any performance measures
attached to the forfeited award being met, and the proportion of the vesting
period remaining. The Remuneration Committee will appropriately discount the
compensation payable to take account of any uncertainties over the likely
vesting of the forfeited award to ensure that the Company does not, in the
view of the Remuneration Committee, pay in excess of what is reasonable or
necessary.
Compensation for awards forfeited may take the form of a bonus payment or a
share award. For the avoidance of doubt, the maximum amounts of compensation
contained in the policy table will not apply to such buy-out arrangements. The
Company has not placed a maximum value on the compensation that can be paid
under this section, as it does not believe it would be in shareholders'
interests to set any expectations for prospective candidates regarding such
awards.
* Payments for loss of office
Any compensation payable in the event that the employment of an executive
director is terminated will be determined in accordance the terms of the
employment contract between the Company and the executive, as well as the
relevant rules of any share plan and this Policy, and in accordance with the
prevailing best practice.
The Remuneration Committee will consider a variety of factors when considering
leaving arrangements for an executive director and exercising any discretions
it has in this regard, including (but not limited to) individual and business
performance during office, the reason for leaving, and any other relevant
circumstances (for example, ill health).
In addition to any payment that the Remuneration Committee may decide to make,
the Remuneration Committee reserves discretion as it considers appropriate to:
(a) pay an annual bonus for the year of departure;
(b) continue providing any benefits for a period of time;
and
(c) provide outplacement services.
Non-executive directors are subject to one month notice periods prior to
termination of service and are not entitled to any compensation on termination
save for accrued fees as at the date of termination and reimbursement of any
expenses properly incurred prior to that date.
* Share plan awards
The treatment of any share award on termination will be governed by the PSP
rules.
Under the PSP, outstanding share awards held by an individual who ceases to be
a director or employee of the Company will lapse, unless the cessation is due
to death, illness, injury or disability, redundancy, retirement, the Company
ceasing to be a member of the Group or the transfer of an undertaking or part
of an undertaking to a person who is not a member of the Group, or the Board
exercises its discretion otherwise.
Under the PSP, the Board has discretion to decide the period of time for which
the award will continue, and whether any unvested award shall be treated as
vesting on the date of cessation of employment or in accordance with the
original vesting schedule, in both cases have regard to the extent to which
the performance targets have been satisfied prior to the date of cessation.
For executive directors, the vesting period will be set by the Remuneration
Committee with a minimum three-year period. The Remuneration Committee will
(unless the vesting period is set as a period equal to or longer than five
years) impose a holding period on shares (or awards) so that the executive is
not able to sell the shares that the executive director acquires through the
PSP until the fifth anniversary of the date of the award. The holding
period will not apply to the number of shares equivalent in value to the
amount required by the Company or the executive director to fund any income
tax and employee social security contributions due on the vesting of the
awards or otherwise in connection with the awards.
* Executive director employment agreements
This section contains the key employment terms and conditions of the executive
directors that could impact on their remuneration or loss of office payments.
The Company's policy on employment agreements is that executive directors'
agreements should be terminable by either the Company or the director on not
more than six months' notice. The employment agreements contain provision for
early termination, among other things, in the event of a breach by the
executive but make no provision for any termination benefits except in the
event of a change of control of the Company, where the executive becomes
entitled to a lump sum equal to 24 months' base salary plus benefits plus (if
any), bonus received on termination by the Company. The employment agreements
contain restrictive covenants for a period of 12 months following termination
of the agreement. Details of employment agreements in place as at the date of
this report are set out below:
Director Current agreement start date Notice period
F Khallouf 15 November 2019 Six months
Directors' employment agreements are available for inspection at the Company's
registered office in London.
* Non-executive directors' letters of appointment
This section contains the key terms of the appointments of non-executive
directors that could impact on their remuneration.
Typically, the non-executive directors are appointed by letter of appointment
for an initial term of three years which may be extended. All non-executive
directors are subject to annual re-election by the Company's shareholders and
their appointments may be terminated earlier with one month's prior written
notice (or with immediate effect, in the case of specific serious
circumstances such as fraud or dishonesty). On termination of appointment,
non-executive directors are usually only entitled to accrued fees as at the
date of termination together with reimbursement of any expenses properly
incurred prior to that date and the company has no obligation to pay further
compensation when the appointment terminates. Non-executive directors' letters
of appointment are available for inspection at the Company's registered office
in London and at Zhylyanska street 48/50, 01033 Kyiv, Ukraine.
Non-executive Director Current agreement start date Term
Michel Meeùs 31 July 2018 Three years
Lilia Jolibois 15 November 2019 Three years
Jacques Mahaux 15 November 2019 Three years
Gilbert Lehmann 31 July 2018 Three years
* Illustration of the Remuneration Policy
The bar charts below show the levels of remuneration that the CEO could earn
over the coming year under the Policy.
CEO: minimum and maximum remuneration
The bar chart shows future possible maximum remuneration.
Pension entitlements were provided in 2020.
* Consideration of shareholder views
The Chairman and executive directors of the Company have a regular dialogue
with analysts and substantial shareholders, which includes the subject of
directors' remuneration. The outcome of these discussions is reported to the
Board and discussed in detail both there and during meetings of the
Remuneration Committee.
The Remuneration Committee will take into account the results of the
shareholder vote on remuneration matters when making future remuneration
decisions. The Remuneration Committee remains mindful of shareholder views
when evaluating and setting ongoing remuneration strategy.
* Consideration of employment conditions within the Group
When determining remuneration levels for its executive directors, the Board
considers the pay and employment conditions of employees across the Group. The
Remuneration Committee will be mindful of average salary increases awarded
across the Group when reviewing the remuneration packages of the executive
directors.
* Minor changes
The Remuneration Committee may make, without the need for shareholder
approval, minor amendments to the Policy for regulatory, exchange control, tax
or administrative purposes or to take account of changes in legislation.
Statement of Directors’ Responsibilities in respect of the Annual Report and
the Financial Statements
The Directors are responsible for preparing the Annual Report and the
financial statements in accordance with applicable law and regulations.
Company law requires the Directors to prepare financial statements for each
financial year. The Directors are required by law to prepare the Group
financial statements in accordance with International Financial Reporting
Standards (“IFRSs”) adopted pursuant to Regulation (EC) No 1606/2002 as it
applies in the European Union and International Accounting Standards in
conformity with the requirements of the Companies Act 2006 and Article 4 of
the International Accounting Standards (“IAS”) regulation and have also
elected to prepare the Parent Company financial statements under IFRSs in
conformity with the requirements of the Companies Act 2006 and as applied in
accordance with the provisions of the Companies Act 2006. Under Company law,
the Directors must not approve the financial statements unless they are
satisfied that they give a true and fair view of the state of affairs of the
Company and Group and of the profit or loss for that period. In preparing the
Company and Group’s financial statements, IAS Regulation requires that
Directors:
* properly select and apply accounting policies;
* make judgements and accounting estimates that are reasonable and prudent;
* present information, including accounting policies, in a manner that
provides relevant, reliable, comparable and understandable information;
* state whether they have been prepared in accordance with IFRSs in conformity
with the requirements of the Companies Act 2006, subject to any material
departures disclosed and explained in the financial statements;
* provide additional disclosures when compliance with the specific
requirements in IFRSs are insufficient to enable users to understand the
impact of particular transactions, other events and conditions on the
Company’s and Group’s financial position and financial performance; and
* make an assessment of the Company’s and Group’s ability to continue as a
going concern, prepare the financial statements on the going concern basis
unless it is inappropriate to presume that the Company and Group will continue
in business.
The Directors are responsible for keeping adequate accounting records that are
sufficient to show and explain the Company and Group’s transactions and
disclose with reasonable accuracy at any time the financial position of the
Company and Group and enable them to ensure that the financial statements
comply with the Companies Act 2006 They are also responsible for safeguarding
the assets of the Company and hence for taking reasonable steps for the
prevention and detection of fraud and other irregularities. Under applicable
law and regulations, the Directors are also responsible for preparing a
Strategic Report, Directors’ Report, Annual Report on Remuneration,
Directors’ Remuneration Policy and Corporate Governance Statement that
comply with that law and those regulations. The Directors are responsible for
the maintenance and integrity of the corporate and financial information and
statements included on the Company’s website, www.cadoganpetroleum.com.
Legislation in the United Kingdom governing the preparation and dissemination
of the financial statements may differ from legislation in other
jurisdictions. The directors' responsibility also extends to the ongoing
integrity of the financial statements contained therein.
Responsibility Statement of the Directors in respect of the Annual Report
We confirm to the best of our knowledge:
(1) the financial statements, prepared in accordance with International
Accounting Standards in conformity with the requirements of the Companies Act
2006, and in accordance with International Financial Reporting Standards
adopted pursuant to Regulation (EC) No 1606/2002 as it applies in the European
Union give a true and fair view of the assets, liabilities, financial position
and profit or loss of the Company and the undertakings included in the
consolidation as a whole; and
(2) the Annual Report, includes a fair review of the development and
performance of the business and the position of the Company and the
undertakings included in the consolidation taken as a whole, together with a
description of the principal risks and uncertainties that they face; and
(3) the annual report and the financial statements, taken as a whole, are
fair, balanced and understandable, and provide the information necessary for
the shareholders to assess the Group’s position, performance, business model
and strategy.
On behalf of the Board
Michel Meeùs
Chairman
5 May 2021
Independent auditor’s report to the members of Cadogan Petroleum plc
Qualified Opinion on the financial statements
In our opinion, except for the effects of the matter described in the Basis
for qualified opinion paragraph below:
* the financial statements give a true and fair view of the state of the
Group’s and of the Parent Company’s affairs as at 31 December 2020 and of
the Group’s loss for the year then ended;
* the Group financial statements have been properly prepared in accordance
with international accounting standards in conformity with the requirements of
the Companies Act 2006;
* the Group financial statements have been properly prepared in accordance
with international financial reporting standards adopted pursuant to
Regulation (EC) No 1606/2002 as it applies in the European Union;
* the Parent Company financial statements have been properly prepared in
accordance with international accounting standards in conformity with the
requirements of the Companies Act 2006 and as applied in accordance with the
provisions of the Companies Act 2006; and
* the financial statements have been prepared in accordance with the
requirements of the Companies Act 2006; and, as regards the Group financial
statements, Article 4 of the IAS Regulation.
We have audited the financial statements of Cadogan Petroleum Plc (the
‘Parent Company’) and its subsidiaries (the ‘Group’) for the year
ended 31 December 2020 which comprise the consolidated income statement, the
consolidated statement of comprehensive income, the consolidated balance
sheet, the consolidated cash flow statement, the consolidated statement of
changes in equity, the company balance sheet, the company cash flow statement,
the company statement of changes in equity and notes to the financial
statements, including a summary of significant accounting policies. The
financial reporting framework that has been applied in their preparation is
applicable law and international accounting standards in conformity with the
requirements of the Companies Act 2006 and international financial reporting
standards adopted pursuant to Regulation (EC) No 1606/2002 as it applies in
the European Union, and as regards the Parent Company financial statements, as
applied in accordance with the provisions of the Companies Act 2006.
Basis for qualified opinion
The Group advanced a loan through a subsidiary which is recorded at fair value
through profit and loss in accordance with the Group’s accounting policy set
out in note 3(n), with the fair value at 31 December 2020 determined to be
$16.8 million and a fair value loss recorded in the period of $0.3 million. As
discussed in note 4(d) and note 26 to the financial statements, management has
been unable to obtain relevant information in respect of the investee which
the Directors consider is necessary to enable the fair value to be assessed
applying recognised valuation methods for an instrument of this nature. As
discussed in note 4(d) and 26, if and when such information is made available
the Directors consider that the fair value may be materially higher or lower
than these values. We were unable to satisfy ourselves by alternative means
concerning the fair value of this loan by using other audit procedures.
Consequently we were unable to determine whether any adjustment to this amount
was necessary.
We considered the valuation of the loan note instrument to be a key audit
matter, and in respect of this matter we:
* made inquiries of management and the Audit Committee regarding the structure
of the transaction and reviewed the accounting entries.
* reviewed the valuation analysis performed on origination of the loan by
third party advisors. We met with management to obtain an understanding of
the requests made to Proger for the provision of information to support an
assessment of fair value at 31 December 2020 and obtained confirmation from
management that relevant information was unavailable. We considered, in
conjunction with our internal specialists, whether recognised valuation
methods could reasonably be applied by management that had not been
considered. We considered whether sufficient and appropriate audit evidence
could be obtained in respect of the fair value of the instrument given the
information available.
* considered the accounting treatment and valuation adopted by management,
given the absence of information considered necessary to perform a valuation
using a recognised valuation method.
* reviewed the disclosures in relation to financial instruments including the
accounting policy, critical judgments and estimates and financial instrument
disclosures.
As noted above we have not been able to obtain sufficient, appropriate audit
evidence, and accordingly are not able to conclude whether the fair value of
the loan note instrument is materially accurate.
In 2019 we were similarly not able to obtain sufficient, appropriate audit
evidence to conclude whether the fair value of the loan note instrument was
materially accurate. As a result, our audit opinion for the year ended 31
December 2019 was also qualified in respect of this limitation on the scope of
the audit.
We conducted our audit in accordance with International Standards on Auditing
(UK) (ISAs (UK)) and applicable law. Our responsibilities under those
standards are further described in the Auditor’s responsibilities for the
audit of the financial statements section of our report. We believe that the
audit evidence we have obtained is sufficient and appropriate to provide a
basis for our qualified opinion. Our audit opinion is consistent with the
additional report to the audit committee.
Independence
Following the recommendation of the audit committee, we were appointed by the
Board of directors on 27 April 2017 to audit the financial statements for the
year ending 31 December 2017 and subsequent financial periods. The period of
total uninterrupted engagement including retenders and reappointments is 4
years, covering the years ending 31 December 2017 to 31 December 2020. We
remain independent of the Group and the Parent Company in accordance with the
ethical requirements that are relevant to our audit of the financial
statements in the UK, including the FRC’s Ethical Standard as applied to
listed public interest entities, and we have fulfilled our other ethical
responsibilities in accordance with these requirements. The non-audit services
prohibited by that standard were not provided to the Group or the Parent
Company.
Conclusions relating to going concern
In auditing the financial statements, we have concluded that the Directors’
use of the going concern basis of accounting in the preparation of the
financial statements is appropriate. Our evaluation of the Directors’
assessment of the Group and the Parent Company’s ability to continue to
adopt the going concern basis of accounting included:
* Reviewing management’s cash flow forecasts for the period to June 2022 and
evaluating the level of headroom available and the assumptions including oil
production, oil prices, operating expenditure and capital expenditure. In
doing so we compared production forecasts to historical trends and considered
the oil price assumptions against consensus market prices and historical
discount levels between Brent oil prices and the local market. We compared
forecast costs with historical expenditure.
* Reviewing licences for commitments to check these have been reflected in the
cash flow forecasts.
* Considering the impact on liquidity should the outcome of contingent
liabilities related to taxation disputes disclosed in note 27 result in
payments being required in the forecast period; and assessing management’s
has conclusion that such a scenario is less than probable by inspecting the
favourable court rulings in the period and obtaining written assessment of the
claims from internal counsel, albeit the claim remains subject to ongoing
appeal.
* Reviewing the disclosures in the financial statements in respect of going
concern against the requirements of the standards.
Based on the work we have performed, we have not identified any material
uncertainties relating to events or conditions that, individually or
collectively, may cast significant doubt on the Group’s and Parent
Company’s ability to continue as a going concern for a period of at least
twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the Directors with respect to
going concern are described in the relevant sections of this report.
Overview
Coverage 98% (2019: 92%) of Group loss before tax 100% (2019: 98%) of Group revenue 95% (2019: 95%) of Group total assets
Key audit matters
2020 2019
Carrying value of oil and gas exploration and production assets Valuation of Proger loan note instrument X X X X
Materiality Group financial statements as a whole $0.7m (2019: $0.8m) based on 1.5% (2019: 1.5%) of total assets
An overview of the scope of our audit
Our Group audit was scoped by obtaining an understanding of the Group and its
environment, including the Group’s system of internal control, and assessing
the risks of material misstatement in the financial statements. We also
addressed the risk of management override of internal controls, including
assessing whether there was evidence of bias by the Directors that may have
represented a risk of material misstatement.
Whilst Cadogan Petroleum Plc is a company listed on the Standard Segment of
the London Stock Exchange, the Group’s operations principally comprise an
exploration & development of oil and gas assets located in Ukraine, together
with gas trading and oil services activities. We assessed there to be five
significant components within the Ukrainian sub-group, comprising components
holding exploration & development assets and gas trading activities which were
subject to a full scope audit. Together with the Parent Company, Cadogan
Petroleum Holdings Ltd, Cadogan Petroleum Holdings B.V. and the Group
consolidation, which was also subject to a full scope audit, these represent
the significant components of the Group. The audits of each of the Ukrainian
components were principally performed in the Ukraine by a BDO member firm
under the supervision and direction of the Group audit team. The audits of the
parent company, Cadogan Petroleum Holdings Ltd, Cadogan Petroleum Holdings
B.V. and the Group consolidation were performed in the United Kingdom by the
Group audit team. The remaining components of the Group were considered
non-significant and these components were principally subject to analytical
review procedures by the Group audit team or BDO member firm in Ukraine.
Our involvement with component auditors
For the work performed by component auditors, we determined the level of
involvement needed in order to be able to conclude whether sufficient
appropriate audit evidence has been obtained as a basis for our opinion on the
Group financial statements as a whole. Our involvement with component auditors
included the following:
• Detailed Group reporting instructions were sent to
the component auditor, which included the significant areas to be covered by
the audit (including areas that were considered to be key audit matters as
detailed below), and set out the information required to be reported to the
Group audit team.
• As a result of travel restrictions resulting from
the Covid-19 pandemic, the Group audit partner and senior members of the Group
audit team were unable to visit the Ukraine to meet with component management
and the component auditors during the audit as we have done historically.
Accordingly, we performed a remote review of the component audit files in the
Ukraine using our online audit software platform, held regular calls and
videoconferences with the component audit team during the audit.
• The Group audit team was actively involved in the
direction of the audits performed by the component auditors for Group
reporting purposes, along with the consideration of findings and determination
of conclusions drawn. We performed our own additional procedures in respect of
the significant risk areas that represented Key Audit Matters in addition to
the procedures performed by the component auditor.
Key audit matters
Key audit matters are those matters that, in our professional judgement, were
of most significance in our audit of the financial statements of the current
period and include the most significant assessed risks of material
misstatement (whether or not due to fraud) that we identified, including those
which had the greatest effect on: the overall audit strategy, the allocation
of resources in the audit, and directing the efforts of the engagement team.
These matters were addressed in the context of our audit of the financial
statements as a whole, and in forming our opinion thereon, and we do not
provide a separate opinion on these matters. In addition to the matter
described in the basis for qualified opinion section, we have determined the
matters described below to be the key audit matters to be communicated in our
report:
Key audit matter How the scope of our audit addressed the key audit matter
Carrying value of oil and gas exploration and production assets At 31 December 2020 the Group held exploration and evaluation assets of $2.4m and $10.0m of development and production assets as detailed in note 4(a), 4(b),15 and 16. Management is required to assess these assets for indicators of impairment at each reporting date and perform an impairment test when indicators of impairment are identified. Management has performed an impairment review which included assessment of the Bitlyanska and Blazhivska licences’ recoverable value based on the underlying discounted cash flow forecasts and concluded that no impairment is necessary. The impairment reviews require judgment and estimate in determining whether indicators of impairment exist and, in respect of the discounted cash flow models significant estimates in selecting inputs. In addition, as detailed in note 4 and 15 significant judgment was required regarding the likelihood of the Bitlyanska licence being renewed / converted to a production licence following its expiry in December 2019 and delays in the licence being awarded and the subsequent rejection of the application in 2020 which is being contested through the courts. Management’s conclusion that no impairment is applicable on the Bitlyanska licence is critically dependent on the ultimate renewal of the licence. As a result of these factors this represented a key focus area for our audit and a key audit matter. We evaluated management’s impairment indicator review paper, together with the underlying discounted cash flow forecasts which formed part of their impairment review. We critically challenged the key judgments and assumptions made by management, including
forecast oil and gas prices, production levels, royalties and costs. This included assessment compared to empirical data, the independent Competent Person’s Report on the oil and gas reserves and resources and external evidence where available. We
recalculated the discount rates in conjunction with our valuation specialists and compared the rate to management’s discount rate. We performed sensitivity analysis on the impairment models to establish the impact of reasonably possible changes in key
variables such as pricing, production and the discount rates. We met with operational management to evaluate the basis for forecast increases in production associated with well stimulation activities, considered the historical impact of such activities
and evaluated the extent to which appropriate costs were included in the forecasts. We reviewed budgets, forecasts and strategic plans to consider the extent to which management’s judgment regarding future planned exploration activity is supported by
those plans. We reviewed the licence agreements and confirmed that the Group holds a valid licence for Blazhivska which was renewed / converted to a production licence in December 2019. We gained an understanding of the licence conditions and remaining
term. In respect of the rental well agreements, we obtained and reviewed the renewed agreements for key terms and conditions. In respect of the Bitlyanska licence, we considered the appropriateness of management’s judgment that the Bitlyanska licence
would be extended or converted to production licences following its expiry in December 2019, particularly noting the delays and the subsequent rejection of the application in 2020. In doing so we obtained documents demonstrating the submissions for the
licence conversions, confirmations from the relevant authorities that the Group is in compliance with licence obligations and considered factors such as the exploration results to date. Additionally, we inspected claims submitted to the Ukrainian Courts to
challenge the delay in granting a renewal and its further rejection, together with associated legal advice regarding the Group’s right of renewal. We met with internal and external counsel to discuss their assessment of the merits of the Group’s legal
position. Key observations: We consider the judgements made by management in respect of the carrying value of the exploration and production assets at Bitlyanska and Blazhivska to be reasonable. The disclosures in the notes, including the critical
judgments regarding renewal of the Bitlyanska licence are in line with accounting standards.
Our application of materiality
We apply the concept of materiality both in planning and performing our audit,
and in evaluating the effect of misstatements. We consider materiality to be
the magnitude by which misstatements, including omissions, could influence the
economic decisions of reasonable users that are taken on the basis of the
financial statements.
In order to reduce to an appropriately low level the probability that any
misstatements exceed materiality, we use a lower materiality level,
performance materiality, to determine the extent of testing needed.
Importantly, misstatements below these levels will not necessarily be
evaluated as immaterial as we also take account of the nature of identified
misstatements, and the particular circumstances of their occurrence, when
evaluating their effect on the financial statements as a whole.
Based on our professional judgement, we determined materiality for the
financial statements as a whole and performance materiality as follows:
Group financial statements Parent company financial statements
2020 2019 2020 2019
Materiality $700,000 $800,000 $500,000 $600,000
Basis for determining materiality 1.5% of total assets 75% of Group materiality
Rationale for the benchmark applied We determined that an asset based measure is appropriate as the Group holds significant cash and loan balances and its principal activity is the exploration & development of oil and gas assets, such that the asset base is considered to be a key financial metric for users of the financial statements. Calculated as a percentage of group materiality for group reporting purposes.
Performance materiality $460,000 $520,000 $320,000 $390,000
Basis for determining performance materiality 65% of materiality considering the nature of activities and historical audit adjustments
Component materiality
We set materiality for each component of the Group based on a percentage of
between 25% and 75% of Group materiality dependent on the size and our
assessment of the risk of material misstatement of that component. Component
materiality ranged from $175,000 to $500,000 (2019: ranging from $160,000 to
$600,000). In the audit of each component, we further applied performance
materiality levels of 65% of the component materiality to our testing to
ensure that the risk of errors exceeding component materiality was
appropriately mitigated.
Reporting threshold
We agreed with the Audit Committee that we would report to them all individual
audit differences in excess of $35,000 (2019: $40,000). We also agreed to
report differences below this threshold that, in our view, warranted reporting
on qualitative grounds.
Other information
The directors are responsible for the other information. The other information
comprises the information included in the annual financial report other than
the financial statements and our auditor’s report thereon. Our opinion on
the financial statements does not cover the other information and, except to
the extent otherwise explicitly stated in our report, we do not express any
form of assurance conclusion thereon. Our responsibility is to read the other
information and, in doing so, consider whether the other information is
materially inconsistent with the financial statements or our knowledge
obtained in the course of the audit, or otherwise appears to be materially
misstated. If we identify such material inconsistencies or apparent material
misstatements, we are required to determine whether this gives rise to a
material misstatement in the financial statements themselves. If, based on the
work we have performed, we conclude that there is a material misstatement of
this other information, we are required to report that fact.
As described in the basis for qualified opinion section of our report, we were
unable to satisfy ourselves concerning the fair value of the loan receivable
shown at $16.8 million as at 31 December 2020. We have concluded that where
the other information refers to the loan balance or related balances such as
the fair value loss, it may be materially misstated for the same reason.
Other Companies Act 2006 reporting
Based on the responsibilities described below and our work performed during
the course of the audit, we are required by the Companies Act 2006 and ISAs
(UK) to report on certain opinions and matters as described below.
Strategic report and Directors’ report Except for the possible effect of the matter described in the basis for qualified opinion section of our report, in our opinion, based on the work undertaken in the course of the audit: - the information given in the Strategic report and the Directors’
report for the financial year for which the financial statements are prepared is consistent with the financial statements; and - the Strategic report and the Directors’ report have been prepared in accordance with applicable legal requirements. Except for
any amendments that we may have considered necessary had we been able to obtain sufficient appropriate audit evidence in relation to the fair value of the loan receivable as described in the basis for qualified opinion section of our report, in the light
of the knowledge and understanding of the Group and Parent Company and its environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the Directors’ report.
Directors’ remuneration In our opinion, the part of the Directors’ remuneration report to be audited has been properly prepared in accordance with the Companies Act 2006.
Matters on which we are required to report by exception Arising solely from the limitation on our work relating to the loan receivable described above: - We have not obtained all the information and explanations that we considered necessary for the purpose of our audit. We have nothing to report in respect of
the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion: - adequate accounting records have not been kept by the Parent Company, or returns adequate for our audit have not been received from
branches not visited by us; or - the Parent Company financial statements and the part of the Directors’ remuneration report to be audited are not in agreement with the accounting records and returns; or - certain disclosures of Directors’ remuneration
specified by law are not made.
Responsibilities of Directors
As explained more fully in the Statement of directors’ responsibilities, the
Directors are responsible for the preparation of the financial statements and
for being satisfied that they give a true and fair view, and for such internal
control as the Directors determine is necessary to enable the preparation of
financial statements that are free from material misstatement, whether due to
fraud or error.
In preparing the financial statements, the Directors are responsible for
assessing the Group’s and the Parent Company’s ability to continue as a
going concern, disclosing, as applicable, matters related to going concern and
using the going concern basis of accounting unless the Directors either intend
to liquidate the Group or the Parent Company or to cease operations, or have
no realistic alternative but to do so.
Auditor’s responsibilities for the audit of the financial statements
Our objectives are to obtain reasonable assurance about whether the financial
statements as a whole are free from material misstatement, whether due to
fraud or error, and to issue an auditor’s report that includes our opinion.
Reasonable assurance is a high level of assurance, but is not a guarantee that
an audit conducted in accordance with ISAs (UK) will always detect a material
misstatement when it exists. Misstatements can arise from fraud or error and
are considered material if, individually or in the aggregate, they could
reasonably be expected to influence the economic decisions of users taken on
the basis of these financial statements.
Extent to which the audit was capable of detecting irregularities, including
fraud
Irregularities, including fraud, are instances of non-compliance with laws and
regulations. We design procedures in line with our responsibilities, outlined
above, to detect material misstatements in respect of irregularities,
including fraud. The extent to which our procedures are capable of detecting
irregularities, including fraud is detailed below:
* Holding discussions with management and the audit committee to consider any
known or suspected instances of non-compliance with laws and regulations or
fraud identified by them;
* Communicating any known or suspected instances of non-compliance with laws
and regulations or fraud within the Group audit team and the component audit
team through the engagement team discussion and through the course of the
audit;
* Gaining an understanding of the legal and regulatory framework applicable to
the Group and the industry in which it operates, through discussion with
management and the audit committee and our knowledge of the industry;
* Considering the significant laws and regulations of Ukraine and the UK to be
those relating to the industry, financial reporting framework, tax legislation
and the listing rules.
* Assessing the susceptibility of the Group’s financial statements to
material misstatement, including how fraud might occur;
* Testing the appropriateness of journal entries made through the year by
applying specific criteria to detect possible irregularities and fraud;
* Obtaining an understanding of management’s procedures to evaluate the
validity of supplier arrangements and identify and assess any unusual items;
* Performing a review of supplier contract arrangements across the Group,
making inquiries regarding the nature and purpose of the arrangement and
reviewing contracts for certain supplier arrangements;
* Performing a detailed review of the Group’s year-end adjusting entries and
investigating any that appear unusual as to nature or amount and agreeing to
supporting documentation;
* Reviewing legal correspondence, obtaining confirmations from in house legal
counsel and meeting with internal and external counsel in respect of certain
legal disputes;
* Assessing the judgements made by management when making key accounting
estimates were indicative of a potential bias (refer to key audit matter and
basis for qualified audit opinion above);
* Extending inquiries to individuals outside of management and the accounting
department to corroborate management’s ability and intent to carry out plans
that are relevant to developing the estimates set out in the key audit matters
section above;
* Reviewing minutes from board meetings of those charges with governance to
identify any instances of non-compliance with laws and regulations;
* Communicating relevant identified laws and regulations and potential fraud
risks to all audit team members and remained alert to any indications of fraud
or non-compliance with laws and regulations throughout the audit; and
* Directing the auditors of the significant components to ensure an assessment
is performed on the extent of the components compliance with the relevant
local and regulatory framework. Reviewing this work and holding meetings with
relevant internal management and external third parties to form our own
opinion on the extent of Group wide compliance.
Our audit procedures were designed to respond to risks of material
misstatement in the financial statements, recognising that the risk of not
detecting a material misstatement due to fraud is higher than the risk of not
detecting one resulting from error, as fraud may involve deliberate
concealment by, for example, forgery, misrepresentations or through collusion.
There are inherent limitations in the audit procedures performed and the
further removed non-compliance with laws and regulations is from the events
and transactions reflected in the financial statements, the less likely we are
to become aware of it.
A further description of our responsibilities is available on the Financial
Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities.
This description forms part of our auditor’s report.
Use of our report
This report is made solely to the Parent Company’s members, as a body, in
accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit
work has been undertaken so that we might state to the Parent Company’s
members those matters we are required to state to them in an auditor’s
report and for no other purpose. To the fullest extent permitted by law, we
do not accept or assume responsibility to anyone other than the Parent Company
and the Parent Company’s members as a body, for our audit work, for this
report, or for the opinions we have formed.
Ryan Ferguson (Senior Statutory Auditor)
For and on behalf of BDO LLP, Statutory Auditor
London,
United Kingdom
5 May 2021
BDO LLP is a limited liability partnership registered in England and Wales
(with registered number OC305127).
Consolidated Income Statement for the year ended 31 December 2020
Notes 2020 $’000 2019 $’000
CONTINUING OPERATIONS
Revenue 6 5,105 5,876
Cost of sales (4,500) (4,872)
Provision against unsold gas inventory 8 - (1,946)
Gross profit/(loss) 605 (942)
Administrative expenses 7 (3,771) (5,652)
Reversal of impairment of other assets 8 644 345
Impairment of other assets 8 (53) (162)
Fair value (loss)/gain on loan and call option 8, 26 (334) 697
Other operating (loss)/income, net 9 (71) 3,972
Net foreign exchange gain/(losses) 1,938 (385)
Operating loss (1,042 ) (2,127)
Finance income, net 12 40 25
Loss before tax (1,0 02 ) (2,102)
Taxation 13 - -
Loss for the year (1,0 02) (2,102)
Attributable to:
Owners of the Company (996) (2,103)
Non-controlling interest (6) 1
(1,002) (2,102)
Loss per Ordinary share Cents cents
Basic and diluted 14 (0.4) (0.9)
Consolidated Statement of Comprehensive Income for the year ended 31 December 2020
2020 $’000 2019 $’000
Loss for the year (1,002) (2,102)
Other comprehensive profit
Items that may be reclassified subsequently to profit or loss:
Unrealised currency translation differences (3,880) 3,541
Other comprehensive (loss)/profit (3,880) 3,541
Total comprehensive (loss)/profit for the year (4,882) 1,439
Attributable to:
Owners of the Company (4,876) 1,438
Non-controlling interest (6) 1
(4,882) 1,439
Consolidated Balance Sheet As at 31 December 2020
Notes 2020 $’000 2019 $’000
ASSETS
Non-current assets
Intangible exploration and evaluation assets 15 2,381 2,971
Property, plant and equipment 16 9,963 12,338
Loan classified at fair value through profit and loss 26 - 15,707
Right-of-use assets 22 292 -
Deferred tax asset 21 419 501
13,055 31,517
Current assets
Inventories 18 2,156 4,453
Trade and other receivables 19 1,632 2,639
Loan classified at fair value through profit and loss 26 16,812 -
Cash 20 13,253 12,834
33,853 19,926
Total assets 46,908 51,443
LIABILITIES
Non-current liabilities
Long-term lease liability 22 (195) -
Provisions 24 (223) (289)
(418) (289)
Current liabilities
Trade and other payables 23 (1,387) (1,266)
Short-term lease liability 22 (97) -
(1,484) (1,266)
Total liabilities (1,902) (1,555)
NET ASSETS 45,006 49,888
EQUITY
Share capital 25 13,832 13,525
Share premium 514 329
Retained earnings 190,963 191,959
Cumulative translation reserves (162,155) (158,275)
Other reserves 1,589 2,081
Equity attributable to owners of the Company 44,743 49,619
Non-controlling interest 263 269
TOTAL EQUITY 45,006 49,888
The consolidated financial statements of Cadogan Petroleum plc, registered in
England and Wales no. 05718406, were approved by the Board of Directors and
authorised for issue on 5 May 2021. They were signed on its behalf by:
Fady Khallouf
Chief Executive Officer
5 May 2021
The notes on pages 79 to 109 form an integral part of these financial
statements.
Consolidated Cash Flow Statement for the year ended 31 December 2020
Note 2020 $’000 2019 $’000
Operating profit / (loss) (1,042) (2,127)
Adjustments for:
Depreciation of property, plant and equipment 16 734 653
Movement in fair value of loan and call option 26 334 (697)
Impairment of inventories 8 50 1,946
Impairment of receivables 8 3 -
Gain on disposal of subsidiaries 17 - (4,000)
Interest received - (431)
Reversal of impairment of other assets - (345)
(Reversal of impairment)/Impairment of VAT recoverable 8 (644) 162
Effect of foreign exchange rate changes (1,938) 385
Operating cash flows before movements in working capital (2,503) (4,454)
Decrease/(Increase) in inventories 1,624 (971)
Decrease in receivables 930 664
Decrease in payables and provisions 34 78
Cash generated by / (used in) operations 85 (4,683)
Interest received 25 480
Net cash inflow/(outflow) from operating activities 110 (4,203)
Investing activities
Proceeds from disposal of subsidiaries 17 - 4,000
Purchases of property, plant and equipment (279) (6,952)
Purchases of intangible exploration and evaluation assets (32) (241)
Proceeds from sale of property, plant and equipment - 345
Loan provided - (15,246)
Interest received 38 140
Net cash used in investing activities (273) (17,954)
Net decrease in cash (163) (2 2, 157)
Effect of foreign exchange rate changes 582 (145)
Cash at beginning of year 12,834 35,136
Cash at end of year. 13,253 12, 834
Consolidated Statement of Changes in Equity for the year ended 31 December 2020
Share capital $’000 Retained earnings $’000 Cumulative translation reserves $’000 Non-controlling interest $’000 Total $’000
Share premium account $’000 Other reserves $’000 Equity attributable to owners of the Company
As at 1 January 201 9 13,525 329 19 4, 062 (16 1, 816) 1, 668 4 7, 768 2 68 4 8, 036
Net (loss)/profit for the year - - (2,103) - - (2,103) 1 (2,102)
Other comprehensive profit - - - 3,541 - 3,541 - 3,541
Total comprehensive profit for the year - - (2,103) 3,541 - 1,438 1 1,439
Director bonus share award - - - 413 413 - 413
As at 1 January 20 20 13,525 329 191,959 (158,275) 2,081 49,619 269 49,888
Net loss for the year - - (996) - - (996) (6) (1,002)
Other comprehensive loss - - - (3,880) - (3,880) - (3,880)
Total comprehensive loss for the year - - (996) (3,880) - (4,876) (6) (4,882)
Issue of ordinary shares for director bonus share awards 307 185 - - (492) - - -
As at 31 December 20 20 13,832 514 190,963 (162,155) 1,589 44,743 263 45,006
Notes to the Consolidated Financial Statements
for the year ended 31 December 2020
1. General information
Cadogan Petroleum plc (the “Company”, together with its subsidiaries the
“Group”), is registered in England and Wales under the Companies Act 2006.
The address of the registered office is 6th Floor, 60 Gracechurch Street,
London EC3V 0HR. The nature of the Group’s operations and its principal
activities are set out in the Operations Review on pages 11 to 12 and the
Financial Review on pages 13 to 14.
2. Adoption of new and revised Standards
New IFRS accounting standards, amendments and interpretations effective from
1 January 2020
The disclosed policies have been applied consistently by the Group for both
the current and previous financial year with the exception of the new
standards adopted.
The IFRS financial information has been drawn up on the basis of accounting
policies consistent with those applied in the financial statements for the
year to 31 December 2019, except for the following:
(a) Definition of Material - Amendments to IAS 1 and IAS 8;
(b) Definition of a Business - Amendments to IFRS 3;
(c) Interest Rate Benchmark Reform - Amendments to IFRS 7, IFRS 9 and
IAS 39;
(d) Revised Conceptual Framework for Financial Reporting;
(e) COVID-19-related Rent Concessions - Amendments to IFRS 16.
The application of the above standards has had no impact on the disclosures or
the amounts recognised in the Group's consolidated financial statements.
New IFRS accounting standards, amendments and interpretations not yet
effective
Below is a list of new and revised IFRSs that are not yet mandatorily
effective (but allow early application) for the year ending 31 December 2020
and have not been early adopted by the Group. These standards are not expected
to have a material impact on the Group in the future reporting periods and on
foreseeable future transactions.
IFRS accounting standards Effective periods beginning on or after
Property, Plant and Equipment: Proceeds before intended use - Amendments to IAS 16 01 January 2022
Reference to the Conceptual Framework - Amendments to IFRS 3 01 January 2022
Onerous Contracts - Cost of Fulfilling a Contract Amendments to IAS 37 01 January 2022
Annual Improvements to IFRS Standards 2018-2020 01 January 2022
Classification of Liabilities as Current or Non-current - Amendments to IAS 1 01 January 2023
IFRS 17, 'Insurance contracts' 01 January 2023
3. Significant accounting policies
(a) Basis of accounting
The financial statements have been prepared in accordance with international
accounting standards in conformity with the requirements of the Companies Act
2006 and in accordance with international financial reporting standards
adopted pursuant to Regulation (EC) No 1606/2002 as it applies in the
European Union.
The financial statements have been prepared on the historical cost convention
basis.
The principal accounting policies adopted are set out below:
(b) Going concern
The Group’s cash balance at 31 December 2020 was $13.3 million (2019: $12.8
million). The Directors believe that the funds available at the date of the
issue of these financial statements are sufficient for the Group to manage its
business risks and planned investments successfully.
The directors’ have carried out a robust assessment of the principal risks
facing the Group, including those that could potentially threaten its business
model, future performance, solvency or liquidity is on pages 27 to 28.
The Group’s forecasts and projections, taking into account reasonably
possible changes in trading activities, operational performance, flow rates
for commercial production and the price of hydrocarbons sold to Ukrainian
customers, show that there are reasonable expectations that the Group will be
able to operate on funds currently held and those generated internally, for
the foreseeable future.
Notwithstanding the Group’s current financial performance and position, the
Board are cognisant of the actual impacts of COVID-19 on the Group. The Board
has considered possible reverse stress case scenarios for the impact on the
Group’s operations, financial position and forecasts. Whilst the potential
future impacts of Covid-19 are unknown the Board has considered operational
disruption that may be caused by the factors such as a) restrictions applied
by governments, illness amongst our workforce and disruption to supply chain
and sales channels; b) market volatility in respect of commodity prices
associated with Covid-19 in addition to geopolitical factors.
In addition to sensitivities that reflect future expectations regarding
country, commodity price and currency risks that the Group may encounter
reverse stress tests have been run to reflect possible negative effects of
COVID-19. The Group’s forecasts demonstrate that owing to its cash resources
the Group is able to meet its operating cash flow requirements and commitments
whilst maintaining significant liquidity for a period of at least the next 12
months allowing for sustained reductions in commodity prices and extended and
severe disruption to operations should such a scenario occur.
After making enquiries and considering the uncertainties described above, the
Directors have a reasonable expectation that the Company and the Group have
adequate resources to continue in operational existence for the foreseeable
future and consider the going concern basis of accounting to be appropriate
and, thus, they continue to adopt the going concern basis of accounting in
preparing the annual financial statements.
(c) Basis of consolidation
The consolidated financial statements incorporate the financial statements of
the Company and entities controlled by the Company (its subsidiaries) made up
to 31 December each year. IFRS 10 defines control to be investor control over
an investee when it is exposed, or has rights, to variable returns from its
involvement with the investee and has the ability to control those returns
through its power over the investee.
The results of subsidiaries acquired or disposed of during the year are
included in the consolidated income statement from the effective date of
acquisition or up to the effective date of disposal, as appropriate. Where
necessary, adjustments are made to the financial statements of subsidiaries to
bring accounting policies used into line with those used by the Group. All
intra-group transactions, balances, income and expenses are eliminated on
consolidation.
3. Significant accounting policies (continued)
(c) Basis of consolidation (continued)
Non-controlling interests in subsidiaries are identified separately from the
Group’s equity therein. Those interests of non-controlling shareholders that
are present ownership interests entitling their holders to a proportionate
share of net assets upon liquidation may be initially measured at fair value
or at the non-controlling interests’ proportionate share of the fair value
of the acquiree’s identifiable net assets. The choice of measurement is made
on an acquisition-by-acquisition basis. Other non-controlling interests are
initially measured at fair value.
Subsequent to acquisition, the carrying amount of non-controlling interests is
the amount of those interests at initial recognition plus the non-controlling
interests’ share of subsequent changes in equity. Total comprehensive income
is attributed to non-controlling interests even if this results in the
non-controlling interests having a deficit balance.
Changes in the Group’s interests in subsidiaries that do not result in a
loss of control are accounted for as equity transactions. The carrying amount
of the Group’s interests and the non-controlling interests are adjusted to
reflect the changes in their relative interests in the subsidiaries. Any
difference between the amount by which the non-controlling interests are
adjusted and the fair value of the consideration paid or received is
recognised directly in equity and attributed to the owners of the Company.
(d) Business combinations
The acquisition of subsidiaries is accounted for using the acquisition method.
The cost of the acquisition is measured at the aggregate of the fair values,
at the date of exchange, of assets given, liabilities incurred or assumed, and
equity instruments issued in exchange for control of the acquiree.
Acquisition-related costs are recognised in profit or loss as incurred. The
acquiree’s identifiable assets, liabilities and contingent liabilities that
meet the conditions for recognition under IFRS 3 Business Combinations are
recognized at their fair value at the acquisition date, except for non-current
assets (or disposal groups) that are classified as held for resale in
accordance with IFRS 5 Non-Current Assets held for sale and Discontinued
Operations. These are recognised and measured at fair value less costs to
sell.
(e) Investments in joint ventures
A joint venture is a joint arrangement whereby the parties that have joint
control of the arrangement have rights to the net assets of the arrangement. A
joint venture firm recognises its interest in a joint venture as an investment
and shall account for that investment using the equity method in accordance
with IAS 28 Investments in Associates and Joint Ventures.
Under the equity method, the investment is carried on the balance sheet at
cost plus changes in the Group’s share of net assets of the entity, less
distributions received and less any impairment in value of the investment. The
Group Consolidated Income Statement reflects the Group’s share of the
results after tax of the equity-accounted entity, adjusted to account for
depreciation, amortization and any impairment of the equity accounted
entity’s assets. The Group Statement of Comprehensive Income includes the
Group’s share of the equity-accounted entity’s other comprehensive income.
3. Significant accounting policies (continued)
(e) Investments in joint ventures (continued)
Financial statements of equity-accounted entities are prepared for the same
reporting year as the Group. The Group assesses investments in
equity-accounted entities for impairment whenever events or changes in
circumstances indicate that the carrying value may not be recoverable. In
doing so, the Group applies the criteria of IFRS 6 ‘Exploration for and
evaluation of mineral resources’ as the joint venture holds exploration
phase assets. If any such indication of impairment exists, the carrying amount
of the investment is compared with its recoverable amount, being the higher of
its fair value less costs of disposal and value in use. If the carrying amount
exceeds the recoverable amount, the investment is written down to its
recoverable amount.
The Group ceases to use the equity method of accounting from the date on which
it no longer has joint control over the joint venture or significant influence
over the associate, or when the interest becomes classified as an asset held
for sale.
(f) Revenue recognition
Revenue from contracts with customers is recognized when or as the Group
satisfies a performance obligation by transferring a promised good or service
to a customer. A good or service is transferred when the customer obtains
control of that good or service. Revenue is measured based on measurement
principles of IFRS 15 and represents amounts receivable for hydrocarbon
products and services provided in the normal course of business, net of value
added tax (‘VAT’) and other sales-related taxes, excluding royalties on
production. Royalties on production are recorded within cost of sales.
E&P and Trading business segments
The transfer of control of hydrocarbons usually coincides with title passing
to the customer and the customer taking physical possession as the product
passes a physical point such as a designated point in the pipeline for the
sale of gas or loading point in the case of oil. The Group principally
satisfies its performance obligations at a point in time.
To the extent that revenue arises from test production during an evaluation
programme, an amount is credited to evaluation costs and charged to cost of
sales, to reflect a zero-net margin.
Services business segment
Revenue from services is recognized in the accounting period in which services
are rendered. The main types of services provided by the Group are drilling
and civil works services. Revenue is recorded as the service is provided
over time such as through day rates for supply of drill rigs, civil works and
manpower.
Interest income is accrued on a time basis, by reference to the principal
outstanding and at the effective interest rate applicable, which is the rate
that exactly discounts estimated future cash receipts through the expected
life of the financial asset to that asset’s net carrying amount on initial
recognition.
(g) Foreign currencies
The functional currency of the Group’s Ukrainian operations is Ukrainian
Hryvnia. The functional currency of the Group’s UK subsidiaries and the
parent company is US Dollar.
In preparing the financial statements of the individual companies,
transactions in currencies other than the functional currency of each Group
company (‘foreign currencies’) are recorded in the functional currency at
the rates of exchange prevailing on the dates of the transactions. At each
balance sheet date, monetary assets and liabilities that are denominated in
foreign currencies are retranslated into the functional currency at the rates
prevailing on the balance sheet date. Non-monetary assets and liabilities
carried at fair value that are denominated in foreign currencies are
translated at the rates prevailing at the date when the fair value was
determined. Non-monetary items that are measured in terms of historical cost
in a foreign currency are not retranslated. Foreign exchange differences on
cash are recognized in operating profit or loss in the period in which they
arise.
3. Significant accounting policies (continued)
(g) Foreign currencies (continued)
Exchange differences are recognized in the profit or loss in the period in
which they arise except for exchange differences on monetary items receivable
from or payable to a foreign operation for which settlement is neither planned
nor likely to occur. This forms part of the net investment in a foreign
operation, which is recognized in the foreign currency translation reserve and
in profit or loss on disposal of the net investment.
For the purpose of presenting consolidated financial statements, the results
and financial position of each entity of the Group, where the functional
currency is not the US dollar, are translated into US dollars as follows:
i. assets and liabilities of the Group’s foreign
operations are translated at the closing rate on the balance sheet date;
ii. income and expenses are translated at the average
exchange rates for the period, where it approximates to actual rates. In other
cases, if exchange rates fluctuate significantly during that period, the
exchange rates at the date of the transactions are used; and
iii. all resulting exchange differences arising, if any,
are recognized in other comprehensive income and accumulated equity
(attributed to non-controlling interests as appropriate), transferred to the
Group’s translation reserve. Such translation differences are recognized as
income or as expenses in the period in which the operation is disposed of.
Goodwill and fair value adjustments arising on the acquisition of a foreign
entity are treated as assets and liabilities of the foreign entity and
translated at the closing rate.
The relevant exchange rates used were as follows:
Year ended 31 December 2020 Year ended 31 December 2019
GBP/USD EURO/USD USD/UAH GBP/USD EURO/USD USD/UAH
Closing rate 1.3678 1.2217 28.3700 1.3263 1.1214 23.7100
Average rate 1.2843 1.1420 27.0034 1.2773 1.1197 25.9003
(h) Taxation
The tax expense represents the sum of the tax currently payable and deferred
tax.
The tax currently payable is based on taxable profit for the year. Taxable
profit differs from net profit as reported in the consolidated income
statement because it excludes items of income or expense that are taxable or
deductible in other years and it further excludes items that are never taxable
or deductible. The Group’s liability for current tax is calculated using tax
rates that have been enacted or substantively enacted by the balance sheet
date.
Deferred tax is the tax expected to be payable or recoverable on differences
between the carrying amounts of assets and liabilities in the financial
statements and the corresponding tax bases used in the computation of taxable
profit. This is accounted for using the balance sheet liability method.
Deferred tax liabilities are generally recognized for all taxable temporary
differences and deferred tax assets are recognised to the extent that it is
probable that taxable profits will be available against which deductible
temporary differences can be utilised. Such assets and liabilities are not
recognized if the temporary difference arises from the initial recognition of
goodwill or from the initial recognition (other than in a business
combination) of other assets and liabilities in a transaction that affects
neither the taxable profit nor the accounting profit. Deferred tax liabilities
are recognized for taxable temporary differences arising on investments in
subsidiaries and associates, and interests in joint ventures, except where the
Group is able to control the reversal of the temporary difference and it is
probable that the temporary difference will not reverse in the foreseeable
future.
3. Significant accounting policies (continued)
(h) Taxation (continued)
The carrying amount of deferred tax assets is reviewed at each balance sheet
date and reduced to the extent that it is no longer probable that sufficient
taxable profits will be available to allow all or part of the asset to be
recovered. Deferred tax is calculated at the tax rates that are expected to
apply in the period when the liability is settled or the asset is realized.
Deferred tax is charged or credited in the income statement, except when it
relates to items charged or credited in other comprehensive income, in which
case the deferred tax is also dealt with in other comprehensive income.
Deferred tax assets and liabilities are offset when there is a legally
enforceable right to set off current tax assets against current tax
liabilities and when they relate to income taxes levied by the same taxation
authority and the Group intends to settle its current tax assets and
liabilities on a net basis.
In case of the uncertainty of the tax treatment, the Group assess, whether it
is probable or not, that the tax treatment will be accepted, and to determine
the value, the Group use the most likely amount or the expected value in
determining taxable profit (tax loss), tax bases, unused tax losses, unused
tax credits and tax rates.
(i) Other property, plant and equipment
Property, plant and equipment (‘PP&E’) are carried at cost less
accumulated depreciation and any recognized impairment loss. Depreciation and
amortization is charged so as to write-off the cost or valuation of assets,
other than land, over their estimated useful lives, using the straight-line
method, on the following bases:
Other
PP&E
10% to 30%
The gain or loss arising on the disposal or retirement of an asset is
determined as the difference between the sales proceeds and the carrying
amount of the asset and is recognized in income.
(j) Intangible exploration and evaluation assets
The Group applies the modified full cost method of accounting for intangible
exploration and evaluation (‘E&E’) expenditure, which complies with
requirements set out in IFRS 6 Exploration for and Evaluation of Mineral
Resources. Under the modified full cost method of accounting, expenditure made
on exploring for and evaluating oil and gas properties is accumulated and
initially capitalized as an intangible asset, by reference to appropriate cost
centres being the appropriate oil or gas property. E&E assets are then
assessed for impairment on a geographical cost pool basis, which are assessed
at the level of individual licences.
E&E assets comprise costs of (i) E&E activities which are in progress at the
balance sheet date, but where the existence of commercial reserves has yet to
be determined (ii) E&E expenditure which, whilst representing part of the E&E
activities associated with adding to the commercial reserves of an established
cost pool, did not result in the discovery of commercial reserves.
Costs incurred prior to having obtained the legal rights to explore an area
are expensed directly to the income statement as incurred.
Exploration and Evaluation costs
E&E expenditure is initially capitalized as an E&E asset. Payments to acquire
the legal right to explore, costs of technical services and studies, seismic
acquisition, exploratory drilling and testing are also capitalized as
intangible E&E assets.
Tangible assets used in E&E activities (such as the Group’s vehicles,
drilling rigs, seismic equipment and other property, plant and equipment) are
normally classified as PP&E. However, to the extent that such assets are
consumed in developing an intangible E&E asset, the amount reflecting that
consumption is recorded as part of the cost of the intangible asset. Such
intangible costs include directly attributable overheads, including the
depreciation of PP&E items utilised in E&E activities, together with the cost
of other materials consumed during the exploration and evaluation phases.
3. Significant accounting policies (continued)
(j) Intangible exploration and evaluation assets (continued)
E&E assets are not amortized prior to the conclusion of appraisal activities.
Treatment of E&E assets at conclusion of appraisal activities
Intangible E&E assets related to each exploration property are carried
forward, until the existence (or otherwise) of commercial reserves has been
determined. If commercial reserves have been discovered, the related E&E
assets are assessed for impairment on individual assets basis as set out below
and any impairment loss is recognized in the income statement. Upon approval
of a development programme, the carrying value, after any impairment loss, of
the relevant E&E assets is reclassified to the development and production
assets within PP&E.
Intangible E&E assets which relate to E&E activities that are determined not
to have resulted in the discovery of commercial reserves remain capitalized as
intangible E&E assets at cost less accumulated amortization, subject to
meeting a pool-wide impairment test in accordance with the accounting policy
for impairment of E&E assets set out below.
Impairment of E&E assets
E&E assets are assessed for impairment when facts and circumstances suggest
that the carrying amount may exceed its recoverable amount. Such indicators
include, but are not limited to those situations outlined in paragraph 20 of
IFRS 6 Exploration for and Evaluation of Mineral Resources such as, a) license
expiry during year or in the near future and will not likely to be renewed; b)
expenditure on E&E activity neither budgeted nor planned; c) commercial
quantities of mineral resources have been discovered; and d) sufficient data
exist to indicate that carrying amount of E&E asset is unlikely to be
recovered in full from successful development or sale.
Where there are indications of impairment, the E&E assets concerned are tested
for impairment. Where the E&E assets concerned fall within the scope of an
established full cost pool, which are not larger than an operating segment,
they are tested for impairment together with all development and production
assets associated with that cost pool, as a single cash generating unit.
The aggregate carrying value of the relevant assets is compared against the
expected recoverable amount of the pool, generally by reference to the present
value of the future net cash flows expected to be derived from production of
commercial reserves from that pool. Where the assets fall into an area that
does not have an established pool or if there are no producing assets to cover
the unsuccessful exploration and evaluation costs, those assets would fail the
impairment test and be written off to the income statement in full.
Impairment losses are recognized in the income statement and are separately
disclosed.
(k) Development and production assets
Development and production assets are accumulated on a field-by-field basis
and represent the cost of developing the commercial Reserves discovered and
bringing them into production, together with E&E expenditures incurred in
finding commercial Reserves transferred from intangible E&E assets.
The cost of development and production assets comprises the cost of
acquisitions and purchases of such assets, directly attributable overheads,
finance costs capitalized, and the cost of recognizing provisions for future
restoration and decommissioning.
Depreciation of producing assets
Depreciation is calculated on the net book values of producing assets on a
field-by-field basis using the unit of production method. The unit of
production method refers to the ratio of production in the reporting year as a
proportion of the Proved and Probable Reserves of the relevant field based on
assessments of internal geologists utilising the most recent Competent Person
Report and subsequent drilling and exploration, taking into account future
development expenditures necessary to bring those Reserves into production.
Producing assets are generally grouped with other assets that are dedicated to
serving the same Reserves for depreciation purposes, but are depreciated
separately from producing assets that serve other Reserves.
3. Significant accounting policies (continued)
(l) Impairment of development and production assets and other property, plant
and equipment
At each balance sheet date, the Group reviews the carrying amounts of its PP&E
to determine whether there is any indication that those assets have suffered
an impairment loss. If any such indication exists, the recoverable amount of
the asset is estimated in order to determine the extent of the impairment loss
(if any). Where the asset does not generate cash flows that are independent
from other assets, the Group estimates the recoverable amount of the
cash-generating unit to which the asset belongs. The recoverable amount is the
higher of fair value less costs to sell and value in use. In assessing value
in use, the estimated future cash flows are discounted to their present value
using a pre-tax discount rate that reflects current market assessments of the
time value of money and the risks specific to the asset for which the
estimates of future cash flows have not been adjusted. In determining fair
value less cost to sell, the estimated future cash flows are discounted to
their present value using a post-tax discount rate that reflects current
market assessments of the time value of money and the risks specific to the
asset for which the estimates of future cash flows have not been adjusted.
Such cash flows include relevant development expenditure that a market
participant would reasonably be expected to undertake.
If the recoverable amount of an asset (or cash-generating unit) is estimated
to be less than its carrying amount, the carrying amount of the asset
(cash-generating unit) is reduced to its recoverable amount. An impairment
loss is recognised as an expense immediately.
Where an impairment loss subsequently reverses, the carrying amount of the
asset (cash-generating unit) is increased to the revised estimate of its
recoverable amount, but so that the increased carrying amount does not exceed
the carrying amount that would have been determined had no impairment loss
been recognised for the asset (cash-generating unit) in prior years. A
reversal of an impairment loss is recognized as income immediately.
(m) Inventories
Oil and gas stock and spare parts are stated at the lower of cost and net
realisable value. Costs comprise direct materials and, where applicable,
direct labour costs and those overheads that have been incurred in bringing
the inventories to their present location and condition. Cost is allocated
using the weighted average method. Net realisable value represents the
estimated selling price less all estimated costs of completion and costs to be
incurred in marketing, selling and distribution.
(n) Financial instruments
Financial assets and financial liabilities are recognized in the consolidated
statement of financial position when the Group becomes party to the
contractual provisions of the instrument.
Loan classified at fair value through profit and loss
Loan instruments which include options to convert the instrument into equity
are classified as fair value through profit and loss instruments because they
do not meet the criteria for amortized cost measurement as they are not held
for the collection of contractual cash flows representing solely payments of
principal and interest. Such loan instruments are initially recorded at fair
value which is typically the cash advanced under the instrument and
subsequently recorded at fair value with changes in fair value recorded in the
income statement. Transaction costs for loans classified at fair value through
profit or loss are expensed in the income statement.
Trade and other payables
Payables are initially measured at fair value, net of transaction costs and
are subsequently measured at amortized cost using the effective interest
method.
3. Significant accounting policies (continued)
(n) Financial instruments (continued)
Trade and other receivables
Trade and other receivables are recognized initially at their transaction
price in accordance with IFRS 9 and are subsequently measured at amortised
cost. The Group applies the simplified approach to providing for expected
credit losses (ECL) prescribed by IFRS 9, which permits the use of the
lifetime expected loss provision for all trade receivables. Expected credit
losses are assessed on a forward-looking basis. The loss allowance is measured
at initial recognition and throughout its life at an amount equal to lifetime
ECL. Any impairment is recognized in the income statement.
Cash
Cash comprise cash on hand and on-demand deposits. Deposits are recorded as
cash and cash equivalents when they have a maturity of less than 90 days at
inception.
(o) Provisions
Provisions are recognized when the Group has a present obligation (legal or
constructive) as a result of a past event, it is probable that the Group will
be required to settle that obligation and a reliable estimate can be made of
the amount of the obligation. The amount recognized as a provision is the best
estimate of the consideration required to settle the present obligation at the
balance sheet date, taking into account the risks and uncertainties
surrounding the obligation. When a provision is measured using the cash flows
estimated to settle the present obligation, its carrying amount is the present
value of those cash flows.
(p) Decommissioning
A provision for decommissioning is recognized in full when the related
facilities are installed. The decommissioning provision is calculated as the
net present value of the Group’s share of the expenditure expected to be
incurred at the end of the producing life of each field in the removal and
decommissioning of the production, storage and transportation facilities
currently in place. The cost of recognizing the decommissioning provision is
included as part of the cost of the relevant asset and is thus charged to the
income statement on a unit of production basis in accordance with the
Group’s policy for depletion and depreciation of tangible non-current
assets. Period charges for changes in the net present value of the
decommissioning provision arising from discounting are included within finance
costs.
(q) Leases
At inception of a contract, the Group assesses whether a contract is, or
contains, a lease based on whether the contract conveys the right to control
the use of an identified asset for a period of time in exchange for
consideration. Service agreements for equipment on the working sites are not
considered leases as, based upon an assessment of the terms and nature of
their contractual arrangements, the contracts do not convey the right to
control the use of an identified asset.
The right-of-use asset is initially measured based on the initial amount of
the lease liability adjusted for any lease payments made at or before the
commencement date, plus any initial direct costs incurred and an estimate of
costs to dismantle and remove the underlying asset or to restore the
underlying asset or the site on which it is located, less any lease incentives
received.
The asset is depreciated to the earlier of the end of the useful life of the
right-of-use asset or the lease term using the straight-line method as this
most closely reflects the expected pattern of consumption of the future
economic benefits. The lease term includes periods covered by an option to
extend if the Group is reasonably certain to exercise that option. In
addition, the right-of-use asset is periodically reduced by impairment losses,
if any, and adjusted for certain remeasurements of the lease liability.
3. Significant accounting policies (continued)
(q) Leases (continued)
The lease liability is initially measured at the present value of the lease
payments that are not paid at the commencement date, discounted using the
interest rate implicit in the lease or, if that rate cannot be readily
determined, the incremental borrowing rate. The lease liability is measured at
amortized cost using the effective interest method. It is remeasured when
there is a change in future lease payments arising from a change in an index
or rate, if there is a change in the Group’s estimate of the amount expected
to be payable under a residual value guarantee, or if the Group changes its
assessment of whether it will exercise a purchase, extension or termination
option. When the lease liability is remeasured in this way, a corresponding
adjustment is made to the carrying amount of the right-of-use asset, or the
effect is recorded in profit or loss if the carrying amount of the
right-of-use asset has been reduced to zero.
The Group elected to apply the practical expedient not to recognise
right-of-use assets and lease liabilities for short-term leases that have a
lease term of 12 months or less and leases of low-value assets. The Group also
made use of the practical expedient to not recognize a right-of-use asset or a
lease liability for leases for which the lease term ends within 12 months of
the date of initial application.
The lease payments associated with these leases are recognized as an expense
on a straight-line basis over the lease term.
4. Critical accounting judgements and key sources of
estimation uncertainty
In the application of the Group’s accounting policies, which are described
in note 3, the Directors are required to make judgements, estimates and
assumptions about the carrying amounts of the assets and liabilities that are
not readily apparent from other sources. The estimates and associated
assumptions are based on historical experience and other factors that are
considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis.
Revisions to accounting estimates are recognized in the period in which the
estimate is revised if the revision affects only that period or in the period
of the revision and future periods if the revision affects both the current
and future periods.
The following are the critical judgements and estimates that the Directors
have made in the process of applying the Group’s accounting policies and
that have the most significant effect on the amounts recognized in the
financial statements.
Critical judgements and estimates
(a) Impairment indicator assessment for E&E assets
The outcome of ongoing exploration, and therefore the recoverability of the
carrying value of intangible exploration and evaluation assets, is inherently
uncertain. Management assesses its E&E assets for impairment indicators and if
indicators of impairment are identified performs an impairment test. In
assessing potential indicators of impairment judgment was required and
management considered factors such as the anticipated conversion to a
production licence, reserves reports and the net present value of economic
models, the results of drilling and exploration in the year and the future
plans including farm out proposals. In respect of the renewal and conversion
of the license which remains outstanding having been rejected by the licencing
authority in 2020 management carefully considered the likelihood of the
licence being ultimately awarded once the current legal process to challenge
the decision of the licencing authorities is completed. In doing so,
consideration was given to external legal advice regarding the validity of its
application, compliance with relevant license commitments, completeness of the
application and political and judicial environment of Ukraine (note 15).
4. Critical accounting judgements and key sources of
estimation uncertainty (continued)
(b) Impairment of PP&E
Management assesses its development and production assets for impairment
indicators and if indicators of impairment are identified performs an
impairment test. Management performed an impairment assessment using a
discounted cash flow model which required estimates including forecast oil
prices, reserves and production, costs and discount rates (note 16).
(c) Recoverability and measurement of VAT
Judgment is required in assessing the recoverability of VAT assets and the
extent to which historical impairment provisions remain appropriate,
particularly noting the recent recoveries against historically impaired VAT.
In forming this assessment, the Group considers the nature and age of the VAT,
the likelihood of eligible future supplies to VAT, the pattern of recoveries
and risks and uncertainties associated with the operating environment.
(d) Loan classified at fair value through profit and loss
In February 2019, the Group advanced a Euro 13,385,000 loan to Proger Managers
& Partners Srl (“PMP”), a privately owned Italian company whose only
interest is a 72.92% participation in Proger Ingegneria Srl (“Proger
Ingegneria”), a privately owned company which held a 75.95% participating
interest in Proger Spa (“Proger”) at 31 December 2020. The loan carries an
entitlement to interest at a rate of 5.5% per year, payable at maturity (which
is 24 months after the execution date (February 2019) and assuming that the
call option described below is not exercised). The principal of the loan is
secured by a pledge over PMP’s current participating interest in Proger
Ingegneria Srl, up to a maximum guaranteed amount of Euro 13,385,000.
As part of the instrument, the Group was granted a call option to acquire, at
its sole discretion, 33% of participating interest in Proger Ingegneria; the
exercise of the option would give Cadogan, through CPHBV, an indirect 25%
interest in Proger at 31 December 2020. The call option was granted at no
additional cost and could be exercised at any time between the 6th (sixth) and
24th (twenty-fourth) months following the execution date of the loan agreement
and subject to Cadogan shareholders having approved the exercise of the call
option as explained further below. Should CPHBV exercise the call option, the
price for the purchase of the 33% participating interest in Proger Ingegneria
shall be paid by setting off the corresponding amount due by PMP to CPHBV, by
way of reimbursement of the principal, pursuant to the loan agreement. If the
call option is exercised, then the obligation on PMP to pay interest is
extinguished.
Management considered the extent to which the option and rights to
representation on the Board of Proger Ingegneria and Proger meant significant
influence existed. The requirement to obtain shareholder approval for any
exercise of the option was considered to represent a substantive condition
such that the option was not ‘currently exercisable’ under IFRS at 31
December 2020. In consequence, the potential voting rights associated with any
subsequent exercise of the option were not considered to contribute to
significant influence over the investee.
Under the Group’s accounting policies, the instrument is held at fair value
through profit and loss and determination of fair value requires assessment of
both key investee specific information regarding financial performance and
prospects and market information. The determination of fair value is made at
31 December 2020 based on facts and circumstances at that date,
notwithstanding that the borrower failed to repay the loan at maturity in
2021.
The Group’s original investment decision involved assessment of Proger Spa
business plans and analysis with professional advisers including valuations
performed using the income method (discounted cash flows) and market approach
using both the precedent transactions and trading multiples methods.
Unfortunately, Proger has refused to provide Cadogan information regarding its
2020 financial performance or updated forecasts to undertake a detailed fair
value assessment using the income method or market approach at 31 December
2020. As a consequence, management assessed the fair value of the instrument
based on the
4. Critical accounting judgements and key sources of estimation
uncertainty (continued)
(d) Loan classified at fair value through profit and loss (continued)
terms of the agreement, including the pledge over shares, together with
financial information in respect of prior periods and determined that $16.8
million represented the best estimate of fair value, being equal to
anticipated receipts and timing thereof discounted at an estimated market
rate of interest of 7.8%. In forming its assessment at 31 December 2020,
management particularly considered the impact of any claim under the pledge
and further litigation options on the underlying investee business and
shareholders and resulting incentive that created for the borrower to
ultimately meet the contractual payment obligation. Management further
considered information relevant to Proger business and PMP’s ability to pay,
noting the absence of 2020 financial information. However, the absence of
information regarding Proger’s 2020 financial performance and prospects
represents a significant limitation on the fair value exercise and, as a
result, if received, the fair value could be materially higher or lower than
this value. (Note 26)
(e) Well services and rental agreements
The Group’s well rental arrangements in Ukraine for oil and gas extraction
activities are outside of the scope of IFRS 16. Judgment was required in
forming this assessment, based on analysis of the scope of IFRS 16 and the
nature of the well rental arrangements. This assessment focused on the extent
to which the rental agreements provided access to sub-surface well structures
to extract hydrocarbons versus surface level infrastructure for the transport
and processing of extracted hydrocarbons.
(f) Contingent liabilities
Judgment has been applied in assessing the likelihood of financial loss in
respect of the ongoing litigation in respect of VAT and tax losses detailed in
note 27. In forming the conclusion no provision is required management
considered the findings of the first and second instance courts, although the
matter remains subject to appeal.
5. Segment information
Segment information is presented on the basis of management’s perspective
and relates to the parts of the Group that are defined as operating segments.
Operating segments are identified on the basis of internal reports provided to
the Group’s chief operating decision maker (“CODM”). The Group has
identified its senior management team as its CODM and the internal reports
used by the senior management team to oversee operations and make decisions on
allocating resources serve as the basis of information presented. These
internal reports are prepared on the same basis as these consolidated
financial statements.
Segment information is analysed on the basis of the type of activity, products
sold, or services provided. The majority of the Group’s operations and all
Group’s revenues are located within Ukraine. Segment information is analysed
on the basis of the types of goods supplied by the Group’s operating
divisions. The Group’s reportable segments under IFRS 8 are therefore as
follows:
Exploration and Production
* E&P activities on the exploration and production licences for natural gas,
oil and condensate.
Service
* Drilling services to exploration and production companies; and
* Civil works services to exploration and production companies.
Trading
* Import of natural gas from European countries; and
* Local purchase and sales of natural gas operations with physical delivery of
natural gas.
The accounting policies of the reportable segments are the same as the
Group’s accounting policies described in note 3. Sales between segments are
carried out at rates considered to approximate market prices. The segment
result represents operating profit under IFRS before unallocated corporate
expenses. Unallocated corporate expenses include management remuneration,
representative expenses and expenses incurred in
5. Segment information (continued)
respect of the maintenance of office premises. This is the measure reported to
the CODM for the purposes of resource allocation and assessment of segment
performance. The Group does not present information on segment assets and
liabilities as the CODM does not review such information for decision-making
purposes.
As of 31 December 2020 and for the year then ended the Group’s segmental
information was as follows:
Exploration and Production Services (()(2)()) Trading Consolidated
$’000 $’000 $’000 $’000
Sales of hydrocarbons 3,457 - 1,643 5,100
Other revenue - 5 - 5
Sales between segments - - - -
Total revenue 3,457 5 1,643 5,105
Cost of sales (3,033) (7) (1,460) (4,500)
Administrative expenses (509) (53) (135) (697)
Other operating costs (55) - - (55)
(Impairment)/reverse of impairment (53) - - (53)
Reversal of impairment of VAT recoverable 74 - 570 644
Finance income ((1)) - - 25 25
Segment results (119) (55) 643 469
Unallocated administrative expenses - - - (3,074)
Other costs, net ((3)) - - - (335)
Net foreign exchange gain - - - 1,938
Loss before tax - - - (1,002)
1. Net finance income includes $25 thousand of interest on cash deposits used
for trading.
2. The services business segment in 2020 primarily provided well workovers and
other works to other Group companies.
3. Includes decrease in FVPL of $334 thousand.
As of 31 December 2019 and for the year then ended the Group’s segmental
information was as follows:
Exploration and Production Service Trading Consolidated
$’000 $’000 $’000 $’000
Sales of hydrocarbons 4,861 - 956 5,817
Other revenue - 59 - 59
Sales between segments - - - -
Total revenue 4,861 59 956 5,876
Cost of sales (3,807) (30) (1,035) (4,872)
Administrative expenses (633) (42) (128) (803)
Impairment (30) - (1,916) (1,946)
Finance income, net (4) - - 85 85
Segment results 391 (13) (2,038) (1,660)
Unallocated administrative expenses (4,849)
Other income, net 4,954
Impairment (162)
Net foreign exchange loss (385)
Profit before tax (2,102)
1. Net finance income includes $49 thousand of interest on short-term
borrowings and $36 thousand of interest on cash deposits used for trading.
6. Revenue
20 20 $’000 201 9 $’000
Sale of hydrocarbons (exploration and production) – point in time 3,457 4,861
Sale of hydrocarbons (trading) – point in time 1,643 956
Service revenues – over time 5 59
5,105 5, 876
Revenue is generated in the Ukraine. Refer to note 3 (f) for details of the
performance obligations. Service revenue and associated contract assets and
liabilities are immaterial.
Information about major customers
Included in revenues arising from the Trading segment for the year ended 31
December 2020 are revenues of $1.6 million, which arose from sales to the
Group’s four customers.
65% of exploration and production business segment revenue arose from sales to
four largest customers. Each of them contributed for more than 10% of the
total revenue of the exploration and production business segment revenue for
the year ended 31 December 2020.
In 2019, Trading segment revenue for the year ended 31 December 2019 of $0.9
million arose from sales to the Group’s three customers. No other single
customers contributed 10 per cent or more to the Group’s Exploration and
Production revenue in 2019.
7. Administrative expenses
20 20 $’000 201 9 $’000
Staff 1,982 2,797
Professional fees 895 1,776
Insurance 183 103
Office costs including utilities and maintenance 170 204
IT and communication 81 134
Bank charges 40 81
Travel 25 144
Other 395 413
3,771 5, 652
8. Reversal of impairment/(impairment) of other assets
20 20 $’000 201 9 $’000
VAT recoverable 644 -
Other Property, Plant and Equipment - 345
Reversal of impairment of other assets 644 345
In 2020, $0.6 million of provision against VAT has been released in respect of
input VAT historically impaired that has been offset against output VAT.
$1.5 million (2019: $2.4 million) of historical VAT receivables remain
impaired. Refer to Note 4.
20 20 $’000 201 9 $’000
Inventories (50) (1,946)
Other receivables (3) -
VAT recoverable - (162)
Impairment of other assets (53) ( 2,108)
Impairment of other assets totalled $53 thousand (2019: $2.1 million) includes
impairment of inventories and other receivables. In 2019, impairment of
inventories includes $1.9 million natural gas value impairment due to
revaluation to market price at the year end.
9. Other operating income, net
20 20 $’000 201 9 $’000
Profit on disposal of subsidiaries - 4,000
Other expenses (71) (28)
(71) 3, 972
For the details on disposal of subsidiaries please refer to Note 17.
10. Auditor’s remuneration
The analysis of auditor’s remuneration is as follows:
20 20 $’000 201 9 $’000
Audit fees
Fees payable to the Company’s auditor and their associates for the audit of the Company’s annual accounts 157 143
Fees payable to the Company’s auditor and their associates for other services to the Group:
* The audit of the Company’s subsidiaries 8 13
Total audit fees 165 1 56
Non-audit fees
* Review of regulatory communications 5 -
Non-audit fees 5 -
Audit fees for 2020 refer to BDO LLP of $165 thousand for the audit of group
accounts and subsidiaries as of and for the year ended 31 December 2020.
11. Staff costs
The average monthly number of employees (including Executive Directors) was:
20 20 Number 201 9 Number
Executive Director 1 1
Other employees 79 79
80 80
Total number of employees at 31 December 8 0 8 0
$’000 $’000
Their aggregate remuneration comprised:
Wages and salaries 1,689 1,901
Social security costs 356 401
Annual bonus 131 82
Charge for bonus granted in shares - 413
2,17 6 2, 797
12. Finance income/(costs), net
20 20 $’000 201 9 $’000
Investment revenue 37 104
Interest income on cash deposits in Ukraine 25 49
Interest income on receivables - 36
Total interest income on financial assets 62 189
Unwinding of discount on decommissioning provision (note 24) (22) (164)
40 25
13. Tax
2020 $’000 2019 $’000
Current tax - -
Deferred tax - -
- -
The Group’s operations are conducted primarily outside the UK, namely in
Ukraine. The most appropriate tax rate for the Group is therefore considered
to be 18 % (2019: 18%), the rate of profit tax in Ukraine, which is the
primary source of revenue for the Group. Taxation for other jurisdictions is
calculated at the rates prevailing in the respective jurisdictions.
13. Tax (continued)
The taxation charge for the year can be reconciled to the profit/(loss) per
the income statement as follows:
20 20 $’000 20 20 % 201 9 $’000 201 9 %
(Loss)/profit before tax (1,002) 100 (2,102) 100
Tax credit at Ukraine corporation tax rate of 18% (2018: 18%) (180) 18 (378) 18
Permanent differences (829) 83 (944) 45
Unrecognized tax losses generated in the year 1,125 (112) 1,448 (69)
Effect of different tax rates (116) 11 (126) 6
- - - -
Adjustments recognized in the current year in relation with the current tax of prior years - - - -
Income tax (benefit)/expense recognized in profit or loss - - - -
Permanent differences mostly represent items, including provisions, accruals
and impairments related to taxation in Ukraine, these are items not deductible
in tax computations.
14. Loss per Ordinary share
Loss attributable to owners of the Company 20 20 $’000 201 9 $’000
Loss for the purposes of basic loss per share being net loss attributable to owners of the Company (996) (2,103)
Number of shares Number ‘000 Number ‘000
Weighted average number of Ordinary shares used in calculation of earnings per share:
Basic 240,628 235,729
Diluted 244,128 235,729
Cent cent
Loss per Ordinary share
Basic and diluted (0.4) (0. 9)
Basic loss per Ordinary share is calculated by dividing the net loss for the
year attributable to owners of the Company by the weighted average number of
Ordinary shares outstanding during the year. The calculation of the basic loss
per share is based on the following data:
In 2020 and 2019 the Group generated a loss and therefore there is no
difference between basic and diluted EPS.
15. Intangible exploration and evaluation assets
Cost $’000
At 1 January 201 9 22,184
Additions 241
Disposals (6,062)
Change in estimate of decommissioning assets (note 24) (63)
Exchange differences 3,218
At 1 January 20 20 19,518
Additions 32
Disposals (127)
Change in estimate of decommissioning assets (note 24) (12)
Exchange differences (3,200)
At 31 December 20 20 16,211
Impairment
At 1 January 2019 19,798
Disposals (6,062)
Exchange differences 2,811
At 1 January 2020 16,547
Disposals -
Exchange differences (2,717)
At 31 December 2020 13,830
Carrying amount
At 31 December 2020 2,381
At 31 December 2019 2,971
The carrying amount of E&E assets at 31 December 2020 of $2.4 million (2019:
$2.9 million) relates to the Bitlyanska license.
Management has performed an impairment indicator review. Refer to note 4
(a). As part of the impairment indicator assessment management considered the
Bitlyanska license’s economic model of underlying discounted cash flow
forecasts which demonstrated significant headroom over carrying value.
Accordingly, disclosure of estimation uncertainty for individual inputs is not
included.
A critical judgment in the impairment indicator assessment was the likelihood
of the Bitlyanska license being renewed following the rejection of the
application in 2020 and subsequent legal process that remains underway.
Cadogan has fully complied with legislative requirements and submitted its
application for a 20-year exploration and production license 5 months before
its expiry on 23 December 2019. A decision on the award was expected to be
provided by State Geological Service of Ukraine before 19 January 2020, since
all other intermediary approvals had been secured in line with the applicable
legislation requirements. Given the delay to granting of the new license
beyond the regular timeline provided by legislation in the Ukraine, Cadogan
has launched a claim before the Administrative Court to challenge the
non-granting of the 20-year production license by the Licensing Authority.
Given the compliance with license commitments and renewal process and having
considered legal advice received, management have a reasonable expectation of
the license being awarded. However, in the event the Group is ultimately
unsuccessful the exploration licence would hold no value and give rise to
impairment.
16. Property, plant and equipment
Cost Development and production assets $’000 Other $’000 Total $’000
At 1 January 2019 8,532 2,721 11,253
Additions 8,213 57 8,270
Change in estimate of decommissioning assets (note 24) 135 - 135
Disposals (2,372) - (2,372)
Exchange differences 2,004 468 2,472
At 1 January 2020 16,512 3,246 19,758
Additions 259 147 406
Change in estimate of decommissioning assets (note 24) (30) - (30)
Exchange differences (2,723) (540) (3,263)
At 31 December 2020 14,018 2,853 16,871
Accumulated depreciation and impairment
At 1 January 2019 5,772 2,185 7,957
Charge for the year 495 158 653
Disposals (2,372) - (2,372)
Exchange differences 810 372 1,182
At 1 January 2020 4,705 2,715 7,420
Charge for the year 595 139 734
Exchange differences (801) (445) (1,246)
At 31 December 2020 4,499 2,409 6,908
Carrying amount
At 31 December 2020 9,519 444 9,963
At 31 December 2019 11,807 531 12,338
Other property, plant and equipment include fixtures and fittings for the
development and production activities.
The carrying amount of development and production assets at 31 December 2020
of $9,5 million relates to the Blazhiv license. Depreciation includes $0.6
million for the Blazhiv license.
Management has performed an impairment review of Development and production
assets. As part of the information considered management carried out the
assessment of the Blazhivska license’s recoverable amount based on the
underlying discounted cash flow forecasts. The impairment review supported the
conclusion that no impairment was applicable. Key assumptions used in the
impairment assessment were: future oil prices which were assumed at a constant
$297 (2019: $308), real per tonne; a production forecast with a natural
decline; estimated reserves and a discount rate of 15%, nominal.
Sensitivity analysis for the Blazhiv license
Any impairment is dependent on judgement used in determining the most
appropriate basis for the assumptions and estimates made by management,
particularly in relation to the key assumptions described above. Sensitivity
analysis to potential changes in key assumptions to reach break-even has been
provided below:
Change in the assumptions to be break even
Oil price (14%)
Oil production volumes (20%)
Discount rate 22%
17. Subsidiaries
The Company had investments in the following subsidiary undertakings at 31
December 2020:
Name Country of incorporation and operation Proportion of voting interest % Activity Registered office
Directly held
Cadogan Petroleum Holdings Ltd UK 100 Holding company 6th Floor 60 Gracechurch Street, London, United Kingdom, EC3V 0HR
Ramet Holdings Ltd Cyprus 100 Holding company 48 Inomenon Ethnon, Guricon House, Floor 2 & 3, 6042, Larnaca, Cyprus
Indirectly held
Cadogan Petroleum Holdings BV Netherlands 100 Holding company Hoogoorddreef 15, 1101 BA Amsterdam
Cadogan Bitlyanske BV Netherlands 100 Holding company Hoogoorddreef 15, 1101 BA Amsterdam
Zagoryanska Petroleum BV Netherlands 100 Holding company Hoogoorddreef 15, 1101 BA Amsterdam
LLC Astro Gas Ukraine 100 Exploration 5a, Pogrebnyak Street, ap. 2, Zinkiv, Poltava region, Ukraine, 38100
LLC Astroinvest-Energy Ukraine 100 Trading 5a, Pogrebnyak Street, ap. 2, Zinkiv, Poltava region, Ukraine, 38100
DP USENCO Ukraine Ukraine 100 Production 8, Mitskevycha sq.,Lviv, Ukraine,79000
LLC USENCO Nadra Ukraine 95 Production 9a, Karpenka-Karoho str., Sambir, Lviv region, Ukraine
LLC Astro-Service Ukraine 100 Service Company 3 Petro Kozlaniuk str, Kolomyia, Ukraine
OJSC AgroNaftoGasTechService Ukraine 79.9 Construction services Ivan Franko str, Hvizdets, Kolomyia district, Ivano-Frankivsk Region, Ukraine
Exploenergy s.r.l. Italy 90 Exploration Via Triulziana 16c, San Donato Milanese Milano, CAP 20097, Italy
During the year ended 31 December 2020, the Group structure continued to be
rationalised both to reduce the number of legal entities and also to replace
the structure of multiple jurisdictions with one based on a series of
sub-holding companies incorporated in the Netherlands for each licence area.
In February 2020, the Group liquidated Rentoul Ltd. In September 2020, the
Group liquidated Momentum Enterprises (Europe) Ltd. In November 2020, the
Group liquidated Cadogan Ukraine Holdings Limited (Cyprus). In December 2020,
Zagoryanska Petroleum BV merged Cadogan Astro Enegy BV, Cadogan Pirkovskoe BV,
Cadogan Pokrovska BV, Cadogan Zagoryanske Production BV and Cadogan Delta
BV.
In 2019, the Group disposed its subsidiaries LLC Astroinvest Ukraine and LLC
Gazvydobuvannya for the consideration of $4 million. At the date of disposal,
the subsidiaries had $1.8 million of VAT recoverable balance which was
previously impaired in the Group’s accounts and $136 million accumulated tax
losses which were not recognised historically due to the lack of sufficient
certainty regarding future profits to utilize the losses.
18. Inventories
2020 $’000 2019 $’000
Natural gas 1,825 4,949
Other inventories 1,607 1,984
Impairment provision (1,276) (2,480)
Carrying amount 2,156 4,453
The impairment provision at 31 December 2020 and 2019 is made so as to reduce
the carrying value of the inventories to the net realizable value. The
reduction of the provision included c$1.0 million related to the sales of
natural gas during the year 2020.
19. Trade and other receivables
2020 $’000 2019 $’000
VAT recoverable 1,500 2,402
Other receivables 132 237
1,632 2,639
The Group considers that the carrying amount of receivables approximates their
fair value.
VAT recoverable is presented net of the cumulative provision of $1.5 million
(2019: $2.4 million) against Ukrainian VAT receivable that has been recognized
as at 31 December 2020. VAT recoverable relates to the oil production and gas
trading operations and is expected to be recovered through the gas and oil
sales VAT.
20. Notes supporting statement of cash flows
Cash at 31 December 2020 of $13.3 million (2019: $12.8 million) comprise cash
held by the Group. The Directors consider that the carrying amount of these
assets approximates to their fair value. There were no cash transactions from
financing activities for the year 2020.
21. Deferred tax
The following are the major deferred tax liabilities and assets recognised by
the Group and movements thereon during the current and prior reporting period:
Temporary differences $’000
Asset at 1 January 2019 501
Deferred tax benefit -
Exchange differences -
Asset at 1 January 2020 501
Deferred tax benefit -
Exchange differences (82)
Asset at 31 December 2020 419
At 31 December 2020, the Group had the following unused tax losses available
for offset against future taxable profits:
2020 $’000 2019 $’000
UK 56,437 30,756
Ukraine 49,364 50,257
105,801 8 1,0 13
21. Deferred tax (continued)
Deferred tax assets have been recognized in respect of those tax losses where
there is sufficient certainty that profit will be available in future periods
against which they can be utilized. The Group’s unused tax losses of $56.4
million (2019: $30.8 million) relating to losses incurred in the UK are
available to shelter future non-trading profits arising within the Company.
These losses are not subject to a time restriction on expiry. No deferred tax
asset is recorded.
Unused tax losses incurred by Ukraine subsidiaries amount to $49.4 million
(2019: $50.3 million). Under general tax law provisions, these losses may be
carried forward indefinitely to be offset against any type of taxable income
arising from the same company. Tax losses may not be surrendered from one
Ukraine subsidiary to another. The deferred tax asset recorded is expected to
be utilized based on forecasts and relates to oil production subsidiaries
which are generating taxable profits.
22. Lease liabilities
The Group recognized right-of-use assets and lease liabilities based on rental
contract for a rent of Kyiv office with maturity date end of February 2024
which was entered into in the period.
The following table sets out a maturity analysis of lease liability, showing
the undiscounted lease payments to be paid after the reporting date.
2020 $’000 2019 $’000
Year 1 106 -
Year 2 110 -
Year 3 118 -
Year 4 20 -
Less: unearned interest (62) -
Lease liabilities 292 -
2020 $’000 2019 $’000
Analysed as:
Current 97 -
Non-current 195 -
Lease liabilities 292 -
23. Trade and other payables
2020 $’000 2019 $’000
Accruals 213 604
Trade creditors 605 253
Other payables 569 409
1,387 1,266
Trade creditors and accruals principally comprise amounts outstanding for
ongoing costs. The average credit period taken for trade purchases is 30 days
(2019: 29 days). The Group has financial risk management policies to ensure
that all payables are paid within the credit timeframe.
The Directors consider that the carrying amount of trade and other payables
approximates to their fair value. No interest is generally charged on
outstanding balances.
24. Provisions
The provisions at 31 December 2020 comprise of $0.2 million (2019: $0.3
million) of decommissioning provision.
Decommissioning
$’000
At 1 January 2019 315
Change in estimate (note 15 and 16) (63)
Additional provisions recognized in the period 135
Utilization of provision on impaired oil and gas assets (335)
Unwinding of discount on decommissioning provision (note 12) 164
Exchange differences 73
At 1 January 2020 289
Change in estimate (note 15 and 16) (42)
Additional provisions recognized in the period -
Utilization of provision on impaired oil and gas assets -
Unwinding of discount on decommissioning provision (note 12) 22
Exchange differences (46)
At 31 December 2020 223
$’000
At 1 January 2019 315
Non-current 289
Current -
At 1 January 2020 289
Non-current 223
Current -
At 31 December 2020 223
In accordance with the Group’s environmental policy and applicable legal
requirements as of 31(st) December 2020, the Group intends to restore the
sites it is working on after completing exploration or development
activities.
A long-term provision of $0.2 million (2019: $0.3 million) has been made for
decommissioning costs, which are expected to be incurred at the end of the
licenses period as a result of the demobilization of gas and oil facilities
and respective site restoration.
25. Share capital
Authorised and issued equity share capital
2020 2019
Number (‘000) $’000 Number (‘000) $’000
Authorized Ordinary shares of £0.03 each 1,000,000 57,713 1,000,000 57,713
Issued Ordinary shares of £0.03 each 244,128 13,832 235,729 13,525
Authorized but unissued share capital of £30 million has been translated into
US dollars at the historic exchange rate of the issued share capital. The
Company has one class of Ordinary shares, which carry no right to fixed
income.
Issued equity share capital
Ordinary shares of £0.03
At 31 December 2017 235,729,322
Issued during year -
At 31 December 2018 235,729,322
Issued during year -
At 31 December 2019 235,729,322
Issued during year 8,399,165
At 31 December 2020 244,128,487
Mr. Khallouf was appointed as Chief Executive Officer on 15 November 2019. As
part of Mr. Khallouf’s employment agreement, a welcome bonus equivalent in
value to 5,500,000 ordinary shares (using the market value of the shares on
the business day prior to the date of issue) is payable to Mr. Khallouf and a
holding period of two years is applicable to the shares acquired. Pursuant to
the terms of the bonus, the amount must be subscribed for ordinary shares in
the Company at such time as the executive agrees. The welcome bonus was
provided to Mr. Khallouf in May 2020.
Following shareholders’ approval of the new Remuneration Policy, Mr.
Michelotti received in 2019 the Performance Bonus of €100,000 awarded to him
based on the achievement versus his 2019 scorecard and without a discretionary
element. The Remuneration Committee decided to award in shares 50% of the
awarded bonus less taxes and social contribution and therefore the €100,000
bonus was split in €72,500 cash (inclusive of income tax and social
contributions to be paid by Mr. Michelotti on the entire awarded amount) and
€27,500 in shares priced at their market value at closing on the Business
Day prior to the Subscription Date. The shares element was paid in May 2020.
26. Financial instruments
Capital risk management
The Group manages its capital to ensure that entities in the Group will be
able to continue as a going concern, while maximising the return to
shareholders.
The capital resources of the Group consist of cash arising from equity
attributable to owners of the Company, comprising issued capital, reserves and
retained earnings as disclosed in the Consolidated Statement of Changes in
Equity.
Externally imposed capital requirement
The Group is not subject to externally imposed capital requirements.
Categories of financial instruments
2020 $’000 2019 $’000
Financial assets (includes cash)
Financial assets at fair value through profit and loss 16,812 15,707
Cash – amortised cost 13,253 12,834
Other receivables– amortized cost 132 237
30,197 28,778
Financial liabilities – measured at amortized cost
Trade creditors 605 253
Lease liabilities 292 -
Accruals 213 604
Other payables 569 409
1,679 1,266
Refer to note 4(d) for details of the terms of the Proger loan recorded as a
financial asset at fair value through profit and loss. The instrument is
recorded at management’s best estimate of fair value as set out in note 4(d)
although management have not been able to undertake a valuation exercise under
the income method based on Proger’s underlying cash flows or market-based
method which would incorporate relevant recent financial information on the
investee or its prospects.
Financial assets at fair value through profit and loss $’000
As at 1 January 2019 -
Long-term loans provided 15,246
Movement in FVPL 697
Exchange differences (236)
As at 1 January 2020 15,707
Movement in FVPL (334)
Exchange differences 1,439
As at 31 December 2020 16,812
The Group has applied a level 3 valuation under IFRS as inputs to the
valuation have included assessment of the cash repayments anticipated under
the loan terms at maturity, delayed by the arbitration process requested by
PMP (the Borrower), historical financial information for the periods prior to
2020 and assessment of the security provided by the pledge over shares
together with the impact of the Covid-19 on the activity of Proger. As a
result, $ 16.8 million was determined as the best estimate of fair value,
being equal to anticipated receipts and timing thereof discounted at an
estimated market rate of interest of 7.8%. However, there is significant
estimation uncertainty given the limitations on information provided by Proger
and the ongoing process to recover the loan principal and interest. The
estimate of fair value is based on key assumptions in respect of the period to
receipt and market rate of interest for an equivalent instrument at 31
December 2020. A 3 month 26. Financial instruments (continued)
change in the timing of receipt would increase/(decrease) the fair value by
$0.3 million / $0.3 million or a 1% change to the market rate of interest
would increase/(decrease) the fair value by $0.14 million / $0.14 million.
If the Group had been provided with information to complete a valuation under
the income method or market method the key assumptions would have included: a)
In terms of the income method: forecast revenues, EBITDA and unlevered free
cash flows of the investee including assessment of performance against its
original business plan at the time the loan was advanced, growth rates and
terminal values, determination of an appropriate discount rate, adjustments to
the enterprise value for debt and working capital adjustments; b) In terms of
the market method: 2020 EBITDA and information to assess the quality of such
earnings, enterprise value multiples based on a basket of comparable
transactions and companies, adjustments to the enterprise value for debt and
working capital adjustments and other risk adjustment factors.
The Group considers that the carrying amount of financial instruments
approximates their fair value.
Financial risk management objectives
Management co-ordinates access to domestic and international financial markets
and monitors and manages the financial risks relating to the operations of the
Group in Ukraine through internal risks reports, which analyse exposures by
degree and magnitude of risks. These risks include commodity price risks,
foreign currency risk, credit risk, liquidity risk and cash flow interest rate
risk. The Group does not enter into or trade financial instruments, including
derivative financial instruments, for speculative purposes.
The Audit Committee of the Board reviews and monitors risks faced by the Group
at meetings held throughout the year.
Interest rate risk
Interest rate risk arises from the possibility that changes in interest rates
will affect the value of the financial instruments. The Group is not exposed
to interest rate risk because entities of the Group borrow funds at fixed
interest rates.
Commodity price risk
The commodity price risk related to Ukrainian gas and condensate prices and
prices for crude oil are the Group’s most significant market risk exposures.
World prices for gas and crude oil are characterised by significant
fluctuations that are determined by the global balance of supply and demand
and worldwide political developments, including actions taken by the
Organization of Petroleum Exporting Countries.
These fluctuations may have a significant effect on the Group’s revenues and
operating profits going forward. In 2020 the price for Ukrainian gas
significantly decreased and was mainly based on the current price of the
European gas imports. Management continues to expect that the Group’s
principal market for gas will be the Ukrainian domestic market.
The Group does not hedge market risk resulting from fluctuations in gas,
condensate and oil prices, and holds no financial instruments, which are
sensitive to commodity price risk.
Foreign exchange risk and foreign currency risk management
The Company holds a large portion of its monetary assets in the US Dollars and
Euro, mitigating the exchange risk between the US Dollars and Euro and
monetary liability in the US Dollars.
Inflation risk management
Inflation in Ukraine and in the international market for oil and gas may
affect the Group’s cost for equipment and supplies. The Directors will
proceed with the Group’s practices of keeping deposits in US dollar accounts
until funds are needed and selling its production in the spot market to enable
the Group to manage the risk of inflation.
26. Financial instruments (continued)
Credit risk management
Credit risk refers to the risk that counterparty will default on its
contractual obligations resulting in financial loss to the Group. The
Group’s credit management process includes the assessment, monitoring and
reporting of counterparty exposure on a regular basis. Credit risk with
respect to receivables and advances is mitigated by active and continuous
monitoring the credit quality of its counterparties through internal reviews
and assessment. There was no material past due receivables as at year end.
The Group makes allowances for expected credit losses on receivables in
accordance with its accounting policy.
The credit risk on liquid funds (cash) is considered to be limited because the
counterparties are financial institutions with high and good credit ratings,
assigned by international credit-rating agencies in the UK and Ukraine
respectively.
The carrying amount of financial assets recorded in the financial statements
represents the Group’s maximum exposure to credit risk.
Liquidity risk management
Ultimate responsibility for liquidity risk management rests with the Board of
Directors, which has built an appropriate liquidity risk management framework
for the management of the Group’s short, medium and long-term funding and
liquidity management requirements. The Group manages liquidity risk by
maintaining adequate cash reserves and by continuously monitoring forecast and
actual cash flows.
The following tables sets out details of the expected contractual maturity of
financial liabilities.
Within 3 months 3 months to 1 year More than 1 year Total
$’000 $’000 $’000 $’000
At 31 December 2019
Trade and other payables 1,266 - - 1,266
At 31 December 2020
Trade and other payables 1,387 - - 1,387
Lease liability - 106 248 354
27. Commitments and contingencies
The Group has working interests in four licences to conduct its exploration
and development activities in Ukraine. Each license is held with the
obligation to fulfil a minimum set of exploration activities within its term
and is summarised on an annual basis, including the agreed minimum amount
forecasted expenditure to fulfil those obligations. The activities and
proposed expenditure levels are agreed with the government licensing
authority.
The required future financing of exploration and development work on fields
under the license obligations are as follows:
2020 $’000 2019 $’000
Within one year - -
Between two and five years 2,058 2,573
2,058 2,573
27. Commitments and contingencies (continued)
Tax contingent liabilities
The Group assesses its liabilities and contingencies for all tax years open
for audit by UK, Netherlands and Ukraine tax authorities based upon the latest
information available. Where management concludes that it is not probable that
a particular tax treatment is accepted, a provision is recorded based on the
most likely amount or the expected value of the tax treatment when determining
taxable profit (tax loss), tax bases, unused tax losses, unused tax credits
and tax rates. The decision should be based on which method provides better
predictions of the resolution of the uncertainty. Inherent uncertainties exist
in estimates of tax contingencies due to complexities of interpretation and
changes in tax laws.
Whilst the Group believes it has adequately provided for the outcome of these
matters, certain periods are under audit by the UK, Netherlands and Ukraine
tax authorities, and therefore future results may include favourable or
unfavourable adjustments to these estimated tax liabilities in the period the
assessments are made or resolved. The final outcome of tax examinations may
result in a materially different outcome than assumed in the tax liabilities.
After an inspection conducted by Ukraine’s tax authorities in September
2019, Astroinvest Energy LLC was notified of a tax claim related to the
historic costs for the liquidation of wells on the Zagoryanska license. The
tax authorities notified Astroinvest Energy LLC that they consider recoverable
VAT ($3.6 million) that has subsequently been used to offset output VAT to be
non-deductible and additionally that the subsidiary’s tax losses carry
forward should be reduced by $15.3 million (Note 21). Astroinvest Energy LLC
has launched a claim against the tax authority’s decision on the basis of
the current tax legislation and related court decisions and considers the
potential for a liability to be less than probable.
If unsuccessful Astroinvest Energy LLC would offset the amount of notified tax
losses with part of the historical accumulated tax losses. The disputed amount
of VAT would be partially covered with recoverable VAT not recognized as of 31
December 2020 (note 19) such that the eventual impact would be $2.1 million.
28. Related party transactions
All transactions between the Company and its subsidiaries, which are related
parties, have been eliminated on consolidation and are not disclosed in this
note. The application of IFRS 11 resulted in the joint venture LLC
Westgasinvest being accounted for under the equity method and disclosed as a
related party.
In February 2019, the Group entered in a 2-year loan agreement with Proger
Management & Partners Srl with an option to convert it into a direct 33%
equity interest in Proger Ingegneria. At that time, Mr Michelotti was a
non-executive Director of Proger Ingegneria Srl and Proger Spa, and CEO of
Cadogan Petroleum PLC. Mr Michelotti did not participate to the voting for the
approval of the loan agreement at the Board of Cadogan.
During the period, Group companies entered into the following transactions
with joint ventures who are considered as related parties of the Group:
20 20 $’000 201 9 $’000
Revenues from services provided and sales of goods - -
Amounts owed by related parties - -
28. Related party transactions (continued)
Directors’ remuneration
The remuneration of the Directors, who are the key management personnel of the
Group, is set out below in aggregate for each of the categories specified in
IAS 24 Related Party Disclosures. Further information about the remuneration
of individual Directors is provided in the audited part of the Annual Report
on Remuneration 2020 on page 43.
Purchase of services Amounts owing
20 20 $’000 201 9 $’000 20 20 $’000 201 9 $’000
Directors’ remuneration 853 1,454 - 594
Social contribution on Directors’ remuneration 81 76 - -
The total remuneration of the highest paid Director was $0.6 million in the
year (2019: $0.6 million).
No guarantees have been given or received and no provisions have been made for
doubtful debts in respect of the amounts owed by related parties.
29. Events after the balance sheet date
In February 2019, the Group entered in a 2-year loan agreement with Proger
Management & Partners Srl with an option to convert it into a 33% equity
interest in Proger Ingegneria Srl which in turn held at 31 December 2020 a
75.95% equity interest in Proger Spa.
The Borrower subsequently defaulted in payment. The Call Option was not
exercised and the Company notified PMP for the Loan reimbursement at the
Maturity Date, 25 February 2021. According to the Loan Agreement, PMP is in
default for the non-reimbursement of EUR 14,857,350 being the principal and
the accumulated interest.
End of March 2021, PMP contested the default situation and the obligation to
reimburse and asked for an Arbitration according to the said Loan Agreement to
get the Loan Agreement recognised as an investment contract. Cadogan consider
PMP’s arguments as groundless and consider that they are intended to delay
PMP reimbursement obligations.
The Group determined $16.8 million as the best estimate of fair value, being
equal to anticipated receipts and timing thereof discounted at an estimated
market rate of interest of 7.8%.
Company Balance Sheet as at 31 December 2020
Notes 20 20 $’000 201 9 $’000
ASSETS
Non-current assets
Receivables from subsidiaries 33 38,598 37,324
38,598 37, 324
Current assets
Trade and other receivables 33 3 -
Cash 33 5,759 6,971
5,762 6,971
Total assets 44,360 4 4, 295
LIABILITIES
Current liabilities
Trade and other payables 34 (240) (350)
(240) (350)
Total liabilities (240) (350)
Net assets 44,120 4 3, 945
EQUITY
Share capital 35 13,832 13,525
Share premium 514 329
Retained earnings ( 26 ) 138,493 138,318
Other reserve - 492
Cumulative translation reserves 36 (108,719) (108,719)
Total equity 44,120 4 3, 945
The financial statements of Cadogan Petroleum plc, registered in England and
Wales no. 05718406, were approved by the Board of Directors and authorized for
issue on 5 May 2021.
They were signed on its behalf by:
Fady Khallouf
Chief Executive Officer
5 May 2021
The notes on pages 113 to 116 form part of these financial statements.
Company Cash Flow Statement for the year ended 31 December 2020
20 20 $’000 201 9 $’000
Operating activities Profit/(loss) for the year 175 (1, 788)
Adjustments for: Interest received Effect of foreign exchange rate changes Other payables to subsidiaries written off Movement in provisions (24) (1,617) - (32) (50) 143 (382) -
Operating cash flows before movements in working capital (1,4 98) ( 2,077)
Increase in receivables (77) (2,699)
(Decrease)/Increase in payables (80) 530
Cash used in operations (1, 655) ( 4,246)
Income taxes paid - -
Net cash outflow from operating activities (1, 655) ( 4,246)
Investing activities
Interest received 24 50
Loans to subsidiary companies - (6,237)
Net cash used in investing activities 24 ( 6, 187)
Net decrease in cash (1, 631) (10, 433)
Effect of foreign exchange rate changes 419 (73)
Cash at beginning of year 6,971 17,477
Cash at end of year 5,759 6, 971
Company Statement of Changes in Equity for the year ended 31 December 2020
Share capital $’000 Share premium account $’000 Retained earnings $’000 Other Reserve $’000 Cumulative translation reserves $’000 Total $’000
As at 1 January 201 9 13,525 329 14 0, 106 79 (108,719) 4 5,3 20
Net loss for the year - - (1,788) - - (1,788)
Total comprehensive loss for the year - - (1, 788) - - (1, 788)
Share based award - - - 413 - 413
As at 1 January 20 20 13,525 329 1 38, 318 492 (108,719) 4 3, 945
Net income for the year - - 175 - - 175
Total comprehensive income for the year - - 175 - - 175
Issue of ordinary shares 307 185 - (492) - -
As at 31 December 20 20 13,832 514 138,493 - (108,719) 44,120
Notes to the Company Financial Statements
for the year ended 31 December 2020
30. Significant accounting policies
The separate financial statements of the Company are presented as required by
the Companies Act 2006 (the “Act”). As permitted by the Act, the separate
financial statements have been prepared in accordance with International
Accounting Standards.
The financial statements have been prepared on the historical cost basis. The
principal accounting policies adopted are the same as those set out in note 3
to the Consolidated Financial Statements except as noted below.
As permitted by section 408 of the Act, the Company has elected not to present
its profit and loss account for the year. Cadogan Petroleum plc reports a
profit for the financial year ended 31 December 2020 of $0.2 million (2019:
Loss $1.8 million).
Investments
Investments in subsidiaries are stated at cost less, where appropriate,
provisions for impairment.
Receivables from subsidiaries
Loans to subsidiary undertakings are subject to IFRS 9’s new expected credit
loss model. As all intercompany loans are repayable on demand, the loan is
considered to be in stage 3 of the IFRS 9 ECL model on the basis the
subsidiary does not have enough liquid assets in order to repay the loans if
demanded. Lifetime ECLs are determined using all relevant, reasonable and
supportable historical, current and forward-looking information that provides
evidence about the risk that the subsidiaries will default on the loan and the
amount of losses that would arise as a result of that default. Analysis
indicated that the Company will fully recover the carrying value of the loans
(net of historic credit loss provisions) so no additional ECL has been
recognised in the current period.
Critical accounting judgements and key sources of estimation uncertainty
The Company’s financial statements, and in particular its investments in and
receivables from subsidiaries, are affected by certain of the critical
accounting judgements and key sources of estimation uncertainty.
The critical estimates and judgments referred to application of the expected
credit loss model to intercompany receivables (note 33). Management determined
that the interest free on demand loans were required to be assessed on the
lifetime expected credit loss approach and assessed scenarios considering
risks of loss events and the amounts which could be realised on the loans.
In doing so, consideration was given to factors such as the cash held by
subsidiaries and the underlying forecasts of the Group’s divisions and their
incorporation of prospective risks and uncertainties.
31. Auditor’s remuneration
The auditor’s remuneration for audit and other services is disclosed in note
10 to the Consolidated Financial Statements.
32. Investments
The Company’s subsidiaries are disclosed in note 17 to the Consolidated
Financial Statements. The investments in subsidiaries are all stated at cost
less any provision for impairment.
33. Financial assets
The Company’s principal financial assets are bank balances and cash and
receivables from related parties none of which are past due. The Directors
consider that the carrying amount of receivables from related parties
approximates to their fair value.
33. Financial assets (continued)
Receivables from subsidiaries
At the balance sheet date gross amounts receivable from the fellow Group
companies were $351 million (2019: $349.9 million). The Company recognized no
additional expected credit loss provisions in relation to receivables from
subsidiaries in 2020 (2019: nil). The accumulated provision on receivables at
31 December 2020 was $312.4 million (2019: $312.6 million). Changes in
accumulated provision on receivables of $0.2 million occurred due to the
liquidation of the subsidiary during 2020 (Note 17). The carrying value of the
receivables from the fellow Group companies at 31 December 2020 was $38.6
million (2019: $37.3 million). Receivables from subsidiaries are interest free
and repayable on demand. There are no past due receivables. The receivables
are classified as non-current based on the expected timing of receipt
notwithstanding their terms.
Cash
Cash comprises cash held by the Company and short-term bank deposits with an
original maturity of three months or less. The carrying value of these assets
approximates to their fair value.
34. Financial liabilities
Trade and other payables
20 20 $’000 201 9 $’000
Accruals 139 211
Trade creditors 101 139
240 350
Trade payables principally comprise amounts outstanding for trade purchases
and ongoing costs. The average credit period taken for trade purchases is 30
days (2019: 34 days).
The Directors consider that the carrying amount of trade and other payables
approximates to their fair value. No interest is charged on balances
outstanding.
35. Share capital
The Company’s share capital is disclosed in note 25 to the Consolidated
Financial Statements.
36. Cumulative translation reserve
The directors decided to change the functional currency of the Company from
sterling to US dollars with effect from 1 January 2016. The effect of a change
in functional currency is accounted for prospectively. In other words, the
Company translates all items into the US dollar using the exchange rate at the
date of the change. The resulting translated amounts for non-monetary items
are treated as their historical cost. Exchange differences arising from the
translation of an operation previously recognised in other comprehensive
income in accordance with paragraphs 32 and 39(c) IAS 21 “Foreign
Currency” are not reclassified from equity to profit or loss until the
disposal of the operation.
37. Financial instruments
The Company manages its capital to ensure that it is able to continue as a
going concern while maximising the return to shareholders. Refer to note 26
for the Group’s overall strategy and financial risk management objectives.
The capital resources of the Company consist of cash arising from equity,
comprising issued capital, reserves and retained earnings.
Categories of financial instruments
20 20 $’000 201 9 $’000
Financial assets – loans and receivables (includes cash)
Cash 5,759 6,971
Amounts due from subsidiaries 38,598 37,324
44,357 44, 295
Financial liabilities – measured at amortized cost
Trade creditors (101) (139)
(101) ( 139)
Interest rate risk
All financial liabilities held by the Company are non-interest bearing. As the
Company has no committed borrowings, the Company is not exposed to any
significant risks associated with fluctuations in interest rates.
Credit risk
Credit risk refers to the risk that counterparty will default on its
contractual obligations resulting in financial loss to the Company. For cash,
the Company only transacts with entities that are rated equivalent to
investment grade and above. Other financial assets consist of amounts
receivable from related parties.
The Company’s credit risk on liquid funds is limited because the
counterparties are banks with high credit ratings assigned by international
credit-rating agencies.
The carrying amount of financial assets recorded in the Company financial
statements, which is net of any impairment losses, represents the Company’s
maximum exposure to credit risk.
Liquidity risk management
Ultimate responsibility for liquidity risk management rests with the Board of
Directors, which has built an appropriate liquidity risk management framework
for the management of the Company’s short, medium and long-term funding and
liquidity management requirements. The Company maintains adequate reserves, by
continuously monitoring forecast and actual cash flows.
The Company’s financial liabilities are not significant and therefore no
maturity analysis has been presented.
Foreign exchange risk and foreign currency risk management
The Company holds a large portion of its monetary assets in the US Dollars and
Euro, mitigating the exchange risk between the US Dollars and Euro and
monetary liability in the US Dollars. More information on the foreign exchange
risk and foreign currency risk management is disclosed in note 26 to the
Consolidated Financial Statements.
38. Related parties
Amounts due from subsidiaries
The Company has entered into a number of unsecured related party transactions
with its subsidiary undertakings. The most significant transactions carried
out between the Company and its subsidiary undertakings are mainly for short
and long-term financing. Amounts owed from these entities are detailed below:
20 20 $’000 201 9 $’000
Cadogan Petroleum Holdings Limited 38,598 37,324
38,598 37, 324
Refer to note 32 for details on the Company’s receivables due from
subsidiaries.
The remuneration of the Directors, who are the key management personnel of the
Group, is set out below in aggregate for each of the categories specified in
IAS 24 Related Party Disclosures. In 2020 there were no other employees in the
Company. Further information about the remuneration of individual Directors is
provided in the audited part of the Annual Report on Remuneration 2020 on
pages 42 to 49.
Purchase of services Amounts owing
20 20 $’000 201 9 $’000 20 20 $’000 201 9 $’000
Directors’ remuneration 853 1,454 - 594
Social contribution on Directors’ remuneration 81 76 - -
The total remuneration of the highest paid Director was $0.6 million in the
year (2019: $0.6 million).
39. Events after the balance sheet date
Events after the balance sheet date are disclosed in note 29 to the
Consolidated Financial Statements.
Glossary
IFRSs International Financial Reporting Standards
JAA Joint activity agreement
UAH Ukrainian hryvnia
GBP Great Britain pounds
$ United States dollars
bbl Barrel
boe Barrel of oil equivalent
mmboe Million barrels of oil equivalent
mboe Thousand barrels of oil equivalent
mboepd Thousand barrels of oil equivalent per day
boepd Barrels of oil equivalent per day
bcf Billion cubic feet
mmcm Million cubic metres
mcm Thousand cubic metres
Reserves Those quantities of petroleum anticipated
to be commercially recoverable by application of development projects to known
accumulations from a given date forward under defined conditions. Reserves
include proved, probable and possible reserve categories.
Proved Reserves Those additional Reserves which
analysis of geoscience and engineering data can be estimated with reasonable
certainty to be commercially recoverable, from a given date forward, from
reservoirs and under defined economic conditions, operating methods and
government regulations.
Probable Reserves Those additional Reserves which analysis
of geoscience and engineering data indicate are less likely to be recovered
than proved Resources but more certain to be recovered than possible Reserves.
Possible Reserves Those additional Reserves which
analysis of geoscience and engineering data indicate are less likely to be
recoverable than probable Reserves.
Contingent Resources Those quantities of petroleum estimated, as of a
given date, to be potentially recoverable from known accumulations by
application of development projects, but which are not currently considered to
be commercially recoverable due to one or more contingencies.
Prospective Resources Those quantities of petroleum which are estimated
as of a given date to be potentially recoverable from undiscovered
accumulations.
P1 Proved Reserves
P2 Probable Reserves
P3 Possible Reserves
1P Proved Reserves
2P Proved plus Probable Reserves
3P Proved plus Probable plus Possible Reserves
Workover The process of performing major maintenance or
remedial treatment of an existing oil or gas well
E&E / E&P Exploration and Evaluation
/ Exploration and Production
LTI Lost
time incidents
Shareholder Information
Enquiries relating to the following administrative matters should be addressed
to the Company’s registrars: Link Group, 10th Floor, Central Square, 29
Wellington Street, Leeds LS1 4DL.
Telephone: 0371 664 0300. Calls are charged at the standard geographic rate
and will vary by provider. Calls outside the United Kingdom will be charged at
the applicable international rate. Lines are open between 09:00 – 17:30,
Monday to Friday excluding public holidays in England and Wales.
* Loss of share certificates.
* Notification of change of address.
* Transfers of shares to another person.
* Amalgamation of accounts: if you receive more than one copy of the Annual
Financial Report, you may wish to amalgamate your accounts on the share
register.
You can access your shareholding details and a range of other services at the
Shareholder Portal www.signalshares.com.
Information concerning the day-to-day movement of the share price of the
Company can be found on the Group’s website www.cadoganpetroleum.com or that
of the London Stock exchange www.prices.londonstockexchange.com.
Unsolicited mail
As the Company’s share register is, by law, open to public inspection,
shareholders may receive unsolicited mail from organisations that use it as a
mailing list. To reduce the amount of unsolicited mail you receive, contact:
The Mailing Preference Service, FREEPOST 22, London W1E 7EZ. Telephone: 0845
703 4599. Website: www.mpsonline.org.uk.
Financial calendar 2020/2021
Annual General
Meeting
June 2021
Half Yearly results announced September
2020
Annual results announced
May 2021
Investor relations
Enquiries to: info@cadoganpetroleum.com
Registered office
Shakespeare Martineau LLP,
6th Floor, 60 Gracechurch Street, London EC3V 0HR
Registered in England and Wales no. 05718406
Ukraine
48/50A Zhylyanska Street
Business center “Prime”, 8th floor
01033 Kyiv
Ukraine
Email: info@cadoganpetroleum.com
Tel: +38 044 594 58 70
Fax: +38 044 594 58 71
www.cadoganpetroleum.com
References to page numbers throughout this announcement relates to the page
numbers within the Annual Report of the Company for the year ended 31st
December 2020
1 Gross revenues of $5.1 million (2019: $5.9 million) included $1.6 million
(2019: $0.9 million) from trading of natural gas, $3.5 million (2019: $4.9
million) from exploration and production
2 Administrative expenses (“G&A”)
3 Astroservice LLC used its rig for the workover campaign on the Blazhiv
license
4 LTI: Lost Time Incidents; TRI: Total Recordable Incidents
5 Segment result being the gross profit net of administrative expenses of
the segment.
6 Taxable benefits include life and medical insurance provided to the
executive and leased car.
7 Amount includes catchup payment for two months 2019.
8 2019 Annual bonus is a sum of Mr Michelotti’s bonus of $112,140 and
welcome bonus for Mr Khallouf equivalent in value of 5,500,000 ordinary shares
based on share’s price of £0.0525. Welcome bonus for Mr Khallouf was
provided in May 2020 based on share’s price of £0.03. Respective correction
of the bonus reserve equivalent to $185 thousand was recognised through share
premium account in 2020.
9 The salary for the period from 1 January 2019 till 15 November 2019.
10 Total amount of fixed remuneration for Mr Michelotti and Mr Khallouf for
the year 2019
11 2015 CEO’s salary is the sum of Mr. des Pallieres' salary for the
period January to June and of Mr. Michelotti's salary for the period July to
December.
12 In relation to performance in 2016 and 2015, the CEO used the entire
amount of the bonus to buy at market price newly issued company shares on 22
September 2017.
13 2019 Annual bonus is a sum of Mr Michelotti’s bonus of $112,140 and
welcome bonus for Mr Khallouf equivalent in value of 5,500,000 ordinary shares
based on share’s price of £0.0525. Welcome bonus for Mr Khallouf was
provided in May 2020 based on share’s price of £0.03. Respective correction
of the bonus reserve equivalent to $185 thousand was recognised through share
premium account in 2020.
14 The new Remuneration Policy approved in June 2018, reduces the maximum
allowable bonus from 200% to 125% of the base salary.
15 Includes a welcome bonus for Mr Khallouf equivalent in value of 5,500,000
ordinary shares based on share’s price of £0.0525.
16 Mr Michelotti undertook to use the entire bonus to buy company’s share
at market price in order to leave the Company cash neutral.
17 Year-end performance-based bonus was an alternative to an up-front
sign-on bonus. Mr Michelotti use the entire bonus to buy company’s share at
market price on 22 September 2017.
18 $280,298 paid as fees, pension and loss of office.
19 From 1 August, 2011.
20 From 19 March 2009.
21 Included salary of Mr Michelotti and Mr Khallouf.
22 All employees mean all employees of the Group, including CEO and other
Directors (note 11, page 96).
23 Includes taxable benefits for 2019.
24 2019 Annual bonus is a sum of Mr Michelotti’s bonus of $112,140 and
welcome bonus provision for Mr Khallouf of $382,969 to be granted in shares
during 2020.
25 Please note that the salary of the CEO for 2020 remain at €440,000.
26 (Included in retained earnings, profit for the financial year ended 31
December 2020 was $0.2 million (2019: loss $1.8 million).)
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