Results for the year ended
24% production growth; material debt reduction with net debt:EBITDA at 1.4x
Decisive action being taken to position
Unless otherwise stated, all figures are on a Business performance basis and are in US Dollars.
2019 performance - delivered targets
§ Group production averaged 68,606 Boepd in 2019, up 23.7% on 2018
§ Revenue of
§ Cash generated from operations of
§ Cash capital expenditure of
§ Cash and available bank facilities amounted to
§ Net 2P reserves of 213 MMboe and net 2C resources of 173 MMboe at the end of 2019 (2018: 2P reserves of 245 MMboe; 2C resources of 198 MMboe); lower 2P reserves driven by production and downward revisions at Heather/Broom and Thistle, partially offset by increases at Magnus, Kraken and PM8/Seligi
§ Non-cash post-tax impairments of
2020 performance and outlook - well positioned for a low oil price environment
Operations
§ Year to date production performance remains good with the Group's day-to-day operations continuing without being materially affected by COVID-19
Financial position
§ No senior credit facility amortisations due in 2020 following voluntary early repayments; the Group's outstanding credit facility[1] is
§ Cash and available facilities at the end of February were
Prioritising operational excellence, cost control and capital discipline
§ Targeting further in-year savings by removing discretionary activities given the prevailing oil price environment
§ Full year operating expense savings of c.
§ Full year capital expense savings of c.
§ Directors and senior management have agreed an interim voluntary reduction in salary of 20%
§ Full year production guidance remains at 57,000 to 63,000 Boepd
§ Forecast free cash flow[2] breakeven reduced to c.
§ Future portfolio opportunities focused on three largest, low-cost assets: Magnus, Kraken and PM8/Seligi
[1]Excludes interest capitalised as payment in kind of
[2] Free cash flow: net change in cash and cash equivalents less net (repayments)/proceeds from loan facilities. $/Boe based on working interest production
"During 2019,
"Given the prevailing low oil price environment, we have taken decisive action to lower our cost base, targeting
"Our three largest assets continue to generate meaningful operating cash flows, even at low oil prices, and, in the medium to long-term, offer low-cost resource maturation opportunities which are aligned with our proven differential capabilities."
Production and financial information
[][][][][]
2019 2018 Change%
Production 68,606 55,447 23.7
(Boepd)
Revenue 1,711.8 1,201.0 42.5
and other
operating
income
($m)[1]
Realised 65.3 64.2 1.7
oil price
($/bbl)[1,
2]
Gross 468.3 275.0 70.3
profit
($m)
Profit 442.2 290.0 52.5
before tax
& net
finance
costs ($m)
EBITDA 1,006.5 716.3 40.5
($m)[2]
Cash 994.6 788.6 26.1
generated
from
operations
($m)
Reported (449.3) 127.3 -
(loss)/prof
it after
tax ($m)
Reported (27.4) 9.2 -
basic
(loss)/earn
ings per
share
(cents)
Cash capex 237.5 220.2 7.9
($m)[2]
End 2019 End 2018
Net (1,413.0) (1,774.5) (20.4)
(debt)/cash
($m)[2]
Notes:
[1] Including gains of
[2] See reconciliation of alternative performance measures within the 'Glossary - Non-GAAP measures' starting on page 69
Production details
[]
Average daily production on a 1 Jan' 2019 to 1 Jan' 2018 to
net working interest basis 31 Dec' 2019 31 Dec' 2018
(Boepd)
Kraken 25,172 21,369
Total UKCS 59,953 47,015
Total
Total
[ ]
Notes:
[1] Includes net production related to 25% interest in Magnus until
2019 performance summary
primarily reflecting the contributions from Magnus, Kraken, Scolty/Crathes and PM8/Seligi, partially offset by the
shutdowns at Thistle and Heather and natural declines across the portfolio.
EBITDA and cash generated by operations increased materially in 2019 compared to 2018, reaching
Cash capital expenditure of
Magnus and PM8/Seligi and the sub-sea pipeline projects at Scolty/Crathes and the Dunlin bypass for Thistle and the Dons.
Liquidity and net debt
At
Strong free cash flow generation enabled the Group to make early voluntary repayments of the senior credit facility, which was reduced by
Reserves and resources
Net 2P reserves at the end of 2019 were 213 MMboe (2018: 245 MMboe) and have been audited on a consistent basis with prior years. During the year, the Group produced 9.6% of its year-end 2018 2P reserves base, with downward
revisions at Heather/Broom and Thistle almost entirely offset by increases at Magnus, Kraken and PM8/Seligi. Net 2C resources at the end of 2019 were 173 MMboe (2018: 198 MMboe) as a result of transfers to 2P reserves at Magnus and PM8/Seligi and revisions at Heather/Broom, partially offset by the addition of resources associated with the award of the PM409 Production Sharing Contract in
A sustainable business - 2020 performance and additional outlook details
The Group is materially better placed to deal with the reduced oil price than historically with a much reduced level of debt and no payments of the Group's senior credit facility due in 2020. In addition, the Group is taking decisive action to further reduce operating and capital expenditure in 2020 and beyond, with a view to targeting cash flow breakeven of c.
The Group is now targeting operating expenditure savings of c.
Cash capital expenditure is also expected to be further reduced, now down c.
While no further repayments of the Group's senior credit facility are due in 2020, debt repayment remains the financial priority for the Group.
COVID-19 update
As a responsible operator,
While it is difficult to forecast the impact of COVID-19, at the time of publication of
Summary financial review of 2019
(all figures quoted are in US Dollars and relate to Business performance unless otherwise stated)
Revenue for 2019 was
production, the onward sale of third-party gas purchases not required for injection activities at Magnus, and the
favourable impact of the Group's commodity hedge programme, offset by slightly lower market prices. The Group's commodity hedge programme resulted in realised gains of
The Group's average realised oil price excluding the impact of hedging was
Revenue is predominantly derived from crude oil sales which totalled
Total cost of sales were
(
The Group's operating expenditures of
Total cost of sales also included non-cash depletion expense of
The charge relating to the Group's lifting position and inventory was
Other cost of sales of
EBITDA for 2019 was
The tax charge for 2019 of
generated in the year.
Post-tax exceptional items for 2019 were a loss of
Net debt at
primarily as a result of the improved cash generating capability of the Group. This includes
refinancing (
Ends
For further information please contact:
Officer)
Investor Relations)
Manager)
Presentation to Analysts and Investors
A presentation to analysts and investors will be held at 09:00 today -
A conference call facility will also be available at 09:00 on the following numbers:
Conference call details:
International: +44 (0) 207 192 8000
Confirmation Code:
Notes to editors
This announcement has been determined to contain inside information. The person responsible for the release of this announcement is
Forward-looking statements: This announcement may contain certain forward-looking statements with respect to
forward-looking statements and forecasts. The statements have been made with reference to forecast price changes, economic conditions and the current regulatory environment. Nothing in this announcement should be construed as a profit forecast. Past share price performance cannot be relied upon as a guide to future performance.
Chief Executive's report
Overview
significantly reducing net debt.
Operational performance
During the year, the Group produced 9.6% of its year-end 2018 2P reserves base. The Group's revised life-of-field expectations at Heather/Broom and Thistle resulted in downward reserves revisions which were almost entirely offset by increases at the Group's growth assets, Magnus, Kraken and PM8/Seligi. Overall, net 2P reserves reduced to 213 MMboe at the end of 2019, down 13.3% on the 245 MMboe at the end of 2018. Since the Company was formed with around 81 MMboe of 2P reserves, the Group has achieved a compound average reserves growth of 10.2%. The Group continues to have substantial 2C resources of around 173 MMboe, primarily located at Magnus, Kraken and PM8/Seligi, and include the addition of 2C resources associated with the Group's Production Sharing Contract ('PSC') at PM409, offshore
Financial performance
The Group's EBITDA increased by 40.5% to
This strong performance facilitated a material reduction in the Group's net debt, which ended the year at
At the year end, the Group recognised non-cash post-tax impairments of
Health, Safety, Environment and Assurance ('HSEA')
As always, SAFE Results is our number one priority. Across the Group, good progress was made with the leading metrics in areas such as safety-critical maintenance backlog, leadership site visits and close out of actions from incidents and audits, demonstrating our commitment to be proactive with regard to HSEA. In both
feedback from the respective regulators was received regarding the levels of transparency and trust that have been generated.
However, in occupational safety, our Lost Time Incident ('LTI') performance was mixed. During the year, our teams at Kittiwake and PM8/Seligi recorded 14 and nine years LTI free, respectively, while our Thistle and Northern Producer assets in the
While there were no major hydrocarbon releases in
containment events from 2018, reportable hydrocarbon releases across the Group's
The Company's place within the wider energy transition is to improve performance and efficiencies at already producing assets through short-cycle investments, avoiding the need for costly, carbon intensive and long-dated new
developments. As part of this efficiency drive, the Group recognises that it must endeavour to minimise carbon emissions from its operations as far as practicable and play its part in the
Magnus continued to perform strongly throughout 2019, achieving production efficiency of 81%, driven by enhanced reservoir management, well interventions and plant debottlenecking. During the year, the Group also further improved the facility's water handling capabilities, a key enabler to the field's revised reservoir management strategy, which itself has driven a material reduction in operating costs. In the first quarter of 2020, new production wells on Magnus were completed and came onstream, with further production optimisation activities underway.
Safety-related shutdowns in the fourth quarter at Heather and Thistle impacted performance. While shutdown for repairs, there was a small fire in one of the compressor modules at Heather that was quickly extinguished. At Thistle, the team initiated a precautionary shutdown and down-man following the identification of a deterioration in a metal plate
connecting a redundant storage tank to the platform's leg. The Group no longer expects to restart production at either of Heather or Thistle, with extensive analysis of the costs and risks of remediation and restarting production outweighing the economic benefits of doing so.
At Kraken, performance of the FPSO vessel significantly improved through the year as a result of targeted improvement initiatives, focusing on the main power engines, topside power water pumps and the hydraulic submersible pumps, combined with changes to the offshore spares management and FPSO maintenance processes. The completion of the drill centre ('DC') 4 drilling programme in March marked the end of the field's original development plan. Overall
subsurface and wells performance has remained strong, with water cut levels stable and below the Group's assumptions that underpinned the year-end 2018 2P reserves estimates, providing increased confidence in long-term production. In
producer-injector pair through spare capacity in the existing DC2 sub-sea infrastructure began in the first quarter of 2020. Further areas in the western area, including the Maureen sands which lie directly beneath the existing reservoirs, are being evaluated to identify economic, drillable targets to develop its estimated 70 to 130 MMbbls of STOIIP.
During the year, our projects teams delivered an excellent performance in our two sub-sea pipeline replacement projects at Scolty/Crathes and at the Dunlin bypass in respect of Thistle and the Dons, with both being completed ahead of budget and schedule. Thistle production was transferred to the new export route at the end of June without incurring any
production downtime, while production at Scolty/Crathes restarted in September.
While production efficiency at Alma/Galia remained high at over 95% throughout the year, natural declines meant
production was lower than in 2018. The decommissioning programme has recently been finalised, with the Group
expecting production to cease in the second half of 2020.
At the
competitive for existing and future business. Many of these changes were implemented in early 2020.
Production in 2019 was slightly higher than in 2018, primarily reflecting high production efficiency of 92% at PM8/Seligi and better than expected performance from the Group's idle well restoration programme. The Group successfully
completed the 2019 compressor maintenance programme and systematic and wide-scale asset inspection and
maintenance campaign during the fourth quarter.
In December, the Group was awarded the Block PM409 Production Sharing Contract ('PSC') offshore
The Group will continue to execute its idle well restoration activities during 2020. It will also continue to assess the development potential of the large number of low-cost drilling and workover targets that have been identified at PM8/Seligi and identify suitable drilling and tie-back opportunities within Block PM409.
2020 performance and outlook
We have been monitoring the evolving situation with regards to the spread of COVID-19 and been working with a variety of stakeholders, including industry and medical organisations, to ensure its operational response and advice to its
workforce is appropriate and commensurate with the prevailing expert advice and level of risk. We have implemented a number of actions to keep our people safe and maintain safe operations, such as offshore travel restrictions,
non-essential workforce down-manning and access to specialised evacuation transport for our operated assets.
Given the prevailing low oil price environment, the Group has reviewed each of its assets and related spending plans.
As a result of the field shutdowns outlined above, full year production is expected to be in the range of 57,000 to 63,000 Boepd. Kraken gross production remains unchanged at 30,000 to 35,000 Bopd. The two-well drilling programme in Kraken's western area is underway and expected to contribute production in the second half of the year, partially
offsetting the impacts of the planned maintenance shutdown and natural declines. As previously announced, the Group's current expectation is for economic production at Alma/Galia to cease in the second half of 2020.
For 2020, the Group is targeting base operating expenditure savings of c.
2020 cash capital expenditure is also expected to be reduced by c.
While no further repayments of the Group's senior credit facility are due in 2020, further debt repayment remains the financial priority for the Group.
Longer-term development
Lowering the Group's cost base now will enable our experienced and capable teams to utilise our proven differential capabilities to develop
investment to develop our asset base, returns to shareholders and the acquisition of suitable growth opportunities, which will be aligned with our proven differential capabilities in managing maturing and underdeveloped hydrocarbon assets.
Operating review
NORTHERN NORTH SEA OPERATIONS
2019 performance summary
Production in 2019 of 27,237 Boepd was 41.2% higher than in 2018, reflecting additional equity interest in, and a
continued strong performance from, Magnus, partially offset by safety-related shutdowns at Heather and Thistle and natural declines across the
Magnus has continued to perform strongly throughout 2019, achieving production efficiency of 81%, driven by enhanced reservoir management, well interventions and plant debottlenecking. During the year, the Group further improved the facility's water handling capabilities through the return to service of a second deaeration tower and successfully
completed a planned three-week shutdown of the facility to undertake safety-critical maintenance. The planned two-well drilling programme commenced during the fourth quarter and continued through the end of the year and into 2020.
Single compressor train outages and an extended shutdown impacted production at Heather during the year. In October, while shut down to undertake repair work on the compressors, the facility suffered a small fire in one of the compressor modules which was extinguished quickly. With safety being a top priority for the Company, the facility remained shut down while Company and regulatory investigations into the incident were undertaken and necessary repairs fully
assessed.
On Thistle, production and water injection efficiency averaged over 90% during the first half of the year and the drilling team successfully executed the well abandonment programme in line with the Group's asset strategy. However, in
October production stopped following a proactive safety-related shutdown as a result of a deterioration in the condition of a metal plate connecting one of the redundant sub-sea storage tanks to the facility's legs being identified during the ongoing sub-sea monitoring and inspection programme. The Group had already planned to remove the tanks on behalf of the decommissioning partners during the summer of 2020, with initial tendering having started earlier in 2019. This programme was accelerated, with contracts for the sub-sea and heavy lift operations awarded in late 2019.
At the Dons fields, production was slightly below the Group's expectations reflecting lower than expected water injection efficiency as a result of water injection pump failures and gas lift interruptions.
The Dunlin bypass project was successfully completed in June, 18 days ahead of schedule, with final commissioning work undertaken during the Dons planned annual maintenance shutdown. Modifications on the Thistle, Northern
Producer and Magnus facilities were also completed on schedule, with Thistle production being transferred to the new export route without incurring any production downtime.
At the
operations during the year.
competitive for existing and future business. These changes form an essential part of SVT's future and as a direct consequence of
2020 performance and outlook
In the first quarter of 2020, new production wells on Magnus were completed and brought onstream. During the year, the test separator will be enhanced, which will enable more robust testing and improved optimisation. Chemical trials will also be conducted to investigate methods to reduce well slugging and increase oil flow. A two-week maintenance shutdown on Magnus is planned during the third quarter.
In the medium term, the Group has substantial 2C resources of 38 MMboe to develop, primarily through low-cost drilling. In addition, the Group will continue to evaluate the estimated c.250 MMbbls of additional remaining mobile oil in place to identify future drilling targets to maximise recovery from this field.
At Thistle, the Group no longer expects to restart production. Adverse weather conditions have restricted progress on the tank removal project, although where possible, sub-sea and platform surveys to assess the condition of the tanks, their connection to the facilities legs and the condition of the topsides to assist project planning have been undertaken. The tank removal project will continue, with further platform remediation activity also required, although timing of these activities remains subject to weather and detailed execution plans.
In February, having carefully reviewed all options,
Following remediation of the water injection efficiency and gas lift repair issues experienced during 2019, the Dons fields have ramped up during the first quarter of 2020. A three-week maintenance shutdown is planned during the third quarter.
CENTRAL NORTH SEA OPERATIONS
2019 performance summary
Production in 2019 of 7,544 Boepd was 18.8% higher than in 2018, driven by increased volumes from Scolty/Crathes following the successful completion of the pipeline replacement project in September. This project, which was delivered during the third quarter planned maintenance shutdown, was completed ahead of budget and schedule. Production restarted in early September, initially with production from the Crathes well. After Crathes declined as expected, the well was temporarily shut in to allow production to begin from Scolty. From December, both the Scolty and Crathes wells have been online and performing strongly, supported by optimisation activities.
On the Greater Kittiwake Area, high levels of production and water injection efficiency of 95% have delivered a strong production performance in 2019, partially mitigating the impact of natural declines. The team has delivered another solid HSEA performance, reaching 14 years without a LTI.
At Alma/Galia, average production in 2019 was 1,900 Boepd, a decrease of 8.1% compared to 2018, reflecting the natural decline of the field. Production efficiency at Alma/Galia remained high at over 95% during the year, while preparatory decommissioning programmes commenced.
Output from Alba during the year has been in line with expectations.
2020 performance and outlook
Performance to the end of February has been good. Production continues to decline at Alma/Galia, where the Group's focus remains on production optimisation and cost reduction. Decommissioning is expected to commence following cessation of production, currently forecast to be in the second half of 2020 with the FPSO vessel moving off-station thereafter.
At both Scolty/Crathes and the Greater Kittiwake Area, a four-week shutdown is planned for the summer, as required by the outage at the Forties Production System oil export route.
A two-day shutdown is planned at Alba during the third quarter.
THE KRAKEN DEVELOPMENT
2019 performance summary
Average gross production was 35,704 Bopd, above the top end of the Group's 2019 guidance range of 30,000 to 35,000 Bopd and 17.8% higher than 2018. Performance at the FPSO vessel has significantly improved through the year. This follows a programme of targeted improvement initiatives, focusing on the main power engines, topside power water pumps and the hydraulic submersible pumps, combined with changes to the offshore spares management and FPSO maintenance processes. Over the summer, pipework repairs on the FPSO required short unplanned production
shutdowns, however production efficiency quickly returned to high levels, averaging more than 95% in the fourth quarter, compared to around 58% in the first quarter of 2019.
In March, the Group completed the DC4 drilling programme which marked the conclusion of the original Kraken field development plan. Overall subsurface and well performance remains strong and the Group continues to optimise
production through improved injector-producer well management. The aggregate field water cut has remained stable and has evolved on a lower trajectory than was anticipated in the year end 2018 2P reserves estimates, providing
increased confidence in long-term production. In May, the Group sanctioned the drilling programme at
producer-injector pair through spare capacity in the existing DC2 sub-sea infrastructure.
Between first production and the end of 2019, more than 26 million barrels of oil had been produced and 52 cargoes offloaded from the FPSO, with 25 of these cargoes offloaded in the year. Pricing was robust, with some cargoes
achieving premiums to Brent.
2020 performance and outlook
Production and cargo pricing remained strong in the first two months of the year. The Group continues to sell Kraken cargoes directly to the shipping market, as a key component of IMO 2020 compliant low-sulphur fuel oil.
The Group has commenced the two-well drilling programme at
2019 performance summary
Average production in
programme, with one well online.
A structured compressor maintenance and repair programme resulted in significantly improved compressor uptime
performance during the fourth quarter, supporting enhanced gas reinjection and oil production. The systematic and
wide-scale asset inspection and maintenance campaign to help ensure long-term facilities integrity was successfully concluded in the fourth quarter.
Production at Tanjong Baram decreased materially in the period, reflecting natural decline and the inability of well A2 to naturally flow. Under the terms of the Small Field Risk Service Contract ('SFRSC'), following two consecutive quarters of allocated revenue being below operating expenditures, the field is deemed uneconomic and
In December, the Group was awarded the Block PM409 Production Sharing Contract ('PSC') offshore
Peninsular
opportunities to the Group's existing Seligi main production hub. Within the initial four-year exploration term of the PSC, the partners are committed to the drilling of one well.
2020 performance and outlook
Aggregate production has been in line with the Group's expectations for the first two months of 2020, with the Tanjong Baram SFRSC terminating in March.
A planned shutdown of the PM8/Seligi facilities is anticipated in Q3 2020, with a similar duration to 2019.
At PM8/Seligi, further investment in idle well restoration and facility improvements will continue throughout the year.
Financial review
Financial overview
All figures quoted are in US Dollars and relate to Business performance unless otherwise stated.
The Group delivered on its operational and financial targets for 2019, growing production by 24% and lowering unit operating expenditure to
Production on a working interest basis increased by 23.7% to 68,606 Boepd, compared to 55,447 Boepd in 2018.
This increase reflected a significant improvement in performance at the FPSO vessel at Kraken, increased volumes from Scolty/Crathes following the successful completion of the pipeline replacement, high production efficiency at PM8/Seligi and a full year's contribution at 100% equity interest at Magnus. These increases were partially offset by shutdowns at Heather and Thistle, lower than expected production and water injection efficiency at the Dons and natural declines across other assets.
Revenue for 2019 was
The Group's operating expenditures of
Other cost of sales of
EBITDA for 2019 was
2019$ million 2018$ million
Profit from operations before 442.1 290.0
tax and finance income/(costs)
Depletion and depreciation 533.4 442.4
Change in well inventories 14.6 5.8
Net foreign exchange 16.4 (21.9)
(gain)/loss
EBITDA 1,006.5 716.3
[][]
Net debt/(cash)[1]
31 December 2019$ million 31 December 2018$ million
Bonds 971.9 965.1
Multi-currency revolving 475.1 799.4
credit facility ('RCF')
facility[2]
Finance Facility
Mercuria Prepayment - 22.2
Facility
Facility
Other loans - 2.5
Cash and cash (220.5) (240.6)
equivalents
Net debt 1,413.0 1,774.5
Notes:
1 See reconciliation of net debt within the 'Glossary - Non-GAAP measures' starting on page 69
2
During the year, the Group's improved cash generation enabled repayments of
Income statement
Revenue
On average, market prices for crude oil in 2019 were lower than in 2018. The Group's average realised oil price excluding the impact of hedging was
third-party gas purchases not required for injection activities, for which the costs are included in other cost of sales. Tariffs and other income generated
Note: For the reconciliation of realised oil prices see 'Glossary - Non-GAAP measures' starting on page 69
Cost of sales[1]
[]
2019$ million 2018$ million
Production costs 441.6 396.9
Tariff and transportation expenses 74.8 68.4
Realised (gain)/loss on derivatives 1.7 0.6
related to operating costs
Operating costs 518.1 465.9
(Credit)/charge relating to the 102.9 (25.1)
Group's lifting position and
inventory
Depletion of oil and gas assets 525.1 437.1
Other cost of sales 97.5 48.1
Cost of sales 1,243.6 926.0
Operating cost per barrel[2] $/Boe $/Boe
- Production costs 17.6 19.6
- Tariff and transportation 3.0 3.4
expenses
Average unit operating cost 20.6 23.0
Note:
1 See reconciliation of alternative performance measures within the 'Glossary - Non-GAAP measures' starting on page 69
2 Calculated on a working interest basis
Cost of sales were
Operating costs increased by
The charge relating to the Group's lifting position and inventory was
Depletion expense of
Other cost of sales of
Other income and expenses
Net other expenses of
Finance costs
Finance costs of
Taxation
The tax charge for 2019 of
Remeasurement and exceptional items
Revenue included unrealised losses of
Non-cash impairment charges of:
Other income and expense included a
A tax credit of
Earnings per share
The Group's Business performance basic profit per share was
The Group's reported basic loss per share was
Cash flow and liquidity
Net debt at
[]
$ million
Net debt
Operating cash flows 962.3
Cash capital expenditure (237.5)
Net interest and finance costs paid (147.0)
Finance lease payments (135.1)
Repayments on Magnus financing and profit share (74.2)
Non-cash capitalisation of interest (5.2)
Other movements, primarily net foreign exchange on cash and debt (1.8)
Net debt 31 December 2019[1] (1,413.0)
Note:
1 See reconciliation of alternative performance measures within the 'Glossary - Non-GAAP measures' starting on page 69
The Group's reported operating cash flows for the year ended
Cash outflow on capital expenditure is set out in the table below:
Year ended Year ended
31 December 2019$ million 31 December 2018$ million
Exploration and evaluation 0.1 0.5
237.5 220.2
Cash capital expenditure primarily relates to the Kraken DC4 programme, pipeline projects, licence to operate capital expenditure and agreed deferrals brought into 2019.
Balance sheet
The Group's total asset value has decreased by
Property, plant and equipment ('PP&E')
PP&E has decreased by
The PP&E capital additions during the period, including capitalised interest, are set out in the table below:
2019$ million
Kraken 29.0
177.4
Intangible oil and gas assets
Intangible oil and gas assets decreased by
Trade and other receivables
Trade and other receivables increased by
Cash and net debt
The Group had
Net debt comprises the following liabilities:
·$225.7 million principal outstanding on the £155.0 million retail bond, including interest capitalised as PIK of $22.1 million (2018: $218.9 million and
·$746.1 million principal outstanding on the high yield bond, including interest capitalised as PIK of
·$475.1 million of credit facility, comprising amounts drawn down of
·$122.9 million on the
·$31.9 million relating to the SVT Working Capital Facility (2018: $15.7 million);
·$31.7 million relating to the Tanjong Baram Project Finance Facility (2018: $31.7 million); and
·In 2018,
Provisions
The Group's decommissioning provision increased by
Other provisions increased by
Contingent consideration
The contingent consideration related to the Magnus acquisition increased by
Income tax
The Group had an income tax liability of
Deferred tax
The Group's net deferred tax asset has increased from
Trade and other payables
Trade and other payables of
Leases obligations
As at
Financial risk management
Oil price
The Group is exposed to the impact of changes in both Brent crude oil price and gas prices on its revenue and profits.
During the year ended
Foreign exchange
Surplus cash balances are deposited as cash collateral against in-place letters of credit as a way of reducing interest costs. Otherwise, cash balances can be invested in short-term bank deposits and AAA-rated liquidity funds, subject to Board-approved limits and with a view to minimising counterparty credit risks.
Going concern disclosure
The Group closely monitors and manages its funding position and liquidity risk throughout the year, including monitoring forecast covenant results, to ensure that it has access to sufficient funds to meet forecast cash requirements. Cash forecasts are regularly produced and sensitivities considered for, but not limited to, changes in crude oil prices (adjusted for hedging undertaken by the Group), production rates and costs. These forecasts and sensitivity analyses allow management to mitigate liquidity or covenant compliance risks in a timely manner. Management has also repaid the term loan on or ahead of schedule, with no further scheduled payments now due in 2020.
The Group is actively monitoring the impact on operations from COVID-19 and has implemented a number of mitigations to minimise the impact. The Group has been working with a variety of stakeholders, including industry and medical organisations, to ensure its operational response and advice to its workforce is appropriate and commensurate with the prevailing expert advice and level of risk. Appropriate restrictions on offshore travel have been implemented, such as self-declaration by, and isolation of, individuals who have been to affected areas and pre-mobilisation temperature checking is in operation.
While it is difficult to forecast the impact of COVID-19, at the time of publication of
The Group has reviewed each of its assets and related spending plans in light of the current lower oil price environment.
The Base case uses an oil price assumption of
The quarterly liquidity covenant in the facility (the "Liquidity Test") requires that the Group has sufficient funds available to meet all liabilities of the Group when due and payable for the period commencing on each quarter and ending on the date falling 12 months after the final maturity date which is
Notwithstanding the material uncertainty described above, after making enquiries and assessing the progress against the forecast, projections and the status of the mitigating actions referred to above, the Directors have a reasonable expectation that the Group will continue in operation and meet its commitments as they fall due over the going concern period. Accordingly, the Directors continue to adopt the going concern basis in preparing the financial statements.
Viability statement
The Directors have assessed the viability of the Group over a three-year period to
The period of three years is deemed appropriate as it is the time horizon across which management constructs a detailed plan against which business performance is measured and also covers the period within which the Group's term loan and revolving credit facility is expected to be repaid. Based on the Group's projections, the Directors have a reasonable expectation that the Group can continue in operation and meet its liabilities as they fall due over the period to end
The Group's going concern Base case also underpins this assessment and takes account of the Group's principal risks and uncertainties. The viability assessment uses the same oil price assumptions as for the going concern assessment,
The Base case has been sensitised by considering the impact of the following plausible downside risks on a combined basis:
· a 10% discount to the Base case oil price assumptions; and
· a 5% decrease in 2020 and 2021 production.
The Base case and sensitised case indicate that the Company is covenant compliant and able to operate within the headroom of its existing borrowing facilities during the three-year viability period from the date of approval of the Annual Report and Accounts.
For the current assessment, the Directors also draw attention to the specific principal risks and uncertainties (and mitigants) identified below, which, individually or collectively, could have a material impact on the Group's viability during the period of review.
Oil price volatility
A further decline in oil and gas prices from those assumed in the Base and Downside cases would adversely affect the Group's operations and financial condition. In partial mitigation to oil price volatility, the Group has hedged approximately 2.9 MMbbls at an average floor price of around
Access to funding
The Group's credit facility contains certain covenants (based on the ratio of indebtedness incurred under the term loan and revolving credit facility to EBITDA, finance charges to EBITDA, and a requirement for liquidity testing). Prolonged low oil prices, cost increases and production delays or outages could further threaten the Group's liquidity and/or ability to comply with relevant covenants. In assessing viability the Directors recognise the material uncertainty identified in the going concern period (see above) and the conclusion that a waiver for any potential covenant breach would be forthcoming.
The maturity dates of the existing
Notwithstanding the principal risks and uncertainties described above, after making enquiries and assessing the progress against the forecast, projections and the status of the mitigating actions referred to above, the Directors have a reasonable expectation that the Group can continue in operation and meet its commitments as they fall due over the viability period ending
Risks and uncertainties
Management of risks and uncertainties
Consistent with the Company's purpose, the Board has articulated
generation, facilitating the continued reduction in the Group's debt. In this regard, the Board has developed certain guiding strategic tenets that link with
·Maintaining discipline across metrics such as financial headroom, leverage ratio and gearing;
·Enhancing diversity within our portfolio of assets, with a focus on underdeveloped producing assets and maturing assets with investment potential; and
·Ensuring the quality of the investment decision-making process.
In pursuit of its strategy,
overarching statement of risk appetite:
·We make investments and manage the asset portfolio against agreed key performance indicators consistent with the strategic objectives of enhancing net cash flow, reducing leverage, minimising emissions, managing costs and diversifying our asset base;
·We seek to embed a risk culture within our organisation corresponding to the risk appetite which is articulated for each of our principal risks;
·We seek to avoid reputational risk by ensuring that our operational and HSEA processes, policies and practices reduce the potential for error and harm to the greatest extent practicable by means of a variety of controls to prevent or mitigate occurrence; and
·We set clear tolerances for all material operational risks to minimise overall operational losses, with zero tolerance for criminal conduct.
The Board reviews the Company's risk appetite annually in light of changing market conditions and the Company's performance and strategic focus. The Executive Committee periodically reviews and updates the
improvement plan, is periodically reviewed by the Board (with senior management), to ensure that key issues are being adequately identified and actively managed. In addition, the Group's
As part of its strategic, business planning and risk processes, the Group considers how a number of macro-economic themes may influence its principal risks. These are factors about which the Company should be cognisant in developing its strategy, including long-term supply and demand trends. They include, for example, developments in technology, demographics, climate change and how markets and the regulatory environment may respond, and the decommissioning of infrastructure in the
As part of its evolution of the Group's Risk Management Framework, the
The Board, supported by the Audit Committee and the
Key business risks
The Group's principal risks (identified from the 'Risk Library') are those which could prevent the business from executing its strategy and creating value for shareholders or lead to a significant loss of reputation. The Board has carried out a robust assessment of the principal risks facing the Company, including those that would threaten its business model, future performance, solvency or liquidity.
Cognisant of the Group's purpose and strategy, the Board is satisfied that the Group's risk management system works effectively in assessing and managing the Group's risk appetite and has supported a robust assessment by the Directors of the principal risks facing the Group.
Set out on the following pages are:
·the principal risks and mitigations;
·an estimate of the potential impact and likelihood of occurrence after the mitigation actions, along with how these have changed in the past year; and
·an articulation of the Group's risk appetite for each of these principal risks.
Amongst these, the key risks the Group currently faces are a sustained decline in oil prices (see 'Oil and gas prices' risk on page 20), a lack of growth opportunities and/or a materially lower than expected production performance for a prolonged period (see 'Production' risk on page 20, 'Subsurface risk and reserves replacement' on page 24).
RISK APPETITE
HEALTH, SAFETY & The Group's 2019 had
ENVIRONMENT principal aim challenges
('HSE')Oil and gas is SAFE that have
development, Results with allowed
production and no harm to
exploration people and learn and
activities are by respect for reinforce
their nature complex the its HSE
with HSE risks environment. culture.
covering many areas, Should The Group's
including major operational desire is
accident hazards, results and to maintain
personal health and safety ever upper
safety, compliance come into quartile
with regulatory conflict, HSE
requirements, asset employees performance
integrity issues and have measured
potential a responsibili against
environmental impact, suitable
including those t industry
associated with y to choose metrics.
climate safety over
change.Potential operational
impact - results.
Medium (2018 Employees are
Medium)Likelihood - empowered to
Medium (2018 stop
Low)There has been no operations
material change in for
the potential impact. safety
However, we have -related
increased the reasons, as
likelihood of this demonstrated
risk, reflecting the in 2019 with
possibility of the
hydrocarbon releases precautionary
given the age of many down-man of
of the Group's Thistle due
assets. We have made to
an absolute integrity
commitment to ensure uncertainty
that exposures are in
known and recognise relation to
that there was a high the unused
-potential incident storage tanks
on the Heather based upon
platform resulting in findings from
the shutdown of the planned
production. There was inspection
an extensive programme.
investigation to
determine root causes
and implement actions
to address
shortcomings to
prevent re
-occurrence. The
Group's overall
record on HSE remains
robust.The
availability of
competent people
given the potential
impacts of COVID-19,
could impact the
operations of the
Group.
MITIGATION
The Group In addition, the
maintains, in Group has a positive
conjunction and transparent
with its core relationship with the
contractors, a
comprehensive Executive and
programme of Department
assurance for Business, Energy
activities and & Industrial
has undertaken Strategy, and the
a series of Malaysian regulator,
deep dives into Malaysia Petroleum
the RMF bowties Management. EnQuest's
that have HSE Policy is now
demonstrated fully integrated
the robustness across our operated
of the sites and this has
management enabled an increased
process and focus on Health,
identified Safety and the
opportunities Environment. There is
for a strong assurance
improvement. A programme in place to
HSE continual ensure
improvement complies with its
programme is in Policy and Principles
place, and regulatory
promoting a commitments. The
culture of Group continues to
engagement and monitor the evolving
transparency in situation with regard
relation to HSE to the impacts of
matters. HSE COVID-19 in
performance is conjunction with a
discussed at variety of
each Board stakeholders,
meeting and the including industry
mitigation of and medical
HSE risk has organisations.
been enhanced Appropriate actions
through further will continue to be
emphasising the implemented in
role of HSE accordance with
oversight expert advice.
within the
Safety and Risk
Committee's
terms of
reference.
During 2019,
the Group
continued to
focus on
control of
major accident
hazards and
'SAFE
Behaviours'.
RISK APPETITE
REPUTATIONThe The Group has
reputational and no tolerance
commercial exposures for conduct
to a major offshore which may
incident, including compromise
those related to an its
environmental reputation
incident, or non for
-compliance with integrity and
applicable law and competence.
regulation, are
significant.Potential
impact - High (2018
High)Likelihood - Low
(2018 Low)There has
been no material
change in the
potential impact or
likelihood.
MITIGATION
All activities The Group undertakes
are conducted regular audit
in accordance activities to provide
with approved assurance on
policies, compliance with
standards and established policies,
procedures. standards and
Interface procedures.All
agreements are
agreed with all contractors are
core required to pass an
contractors.The annual anti-bribery,
Group requires corruption and anti
adherence to -facilitation of tax
its Code of evasion course.All
Conduct and personnel are
runs compliance authorised to shut
programmes to down production for
provide safety-related
assurance on reasons: for example,
conformity with in 2019, prioritising
relevant legal safety, we shut down
and ethical production at the
requirements. Heather and Thistle
fields, please see
page 7 for further
details.
RISK APPETITE
PRODUCTIONThe Since production
Group's production production assets in
is critical to its efficiency its
success and is and meeting portfolio,
subject to a production
variety of risks targets are a very low
including: core to our tolerance
subsurface business and for
uncertainties; the Group operational
operating in a seeks to risks to its
mature field maintain a production
environment; high degree (or the
potential for of support
significant operational systems that
unexpected control over underpin
shutdowns; and production).
unplanned
expenditure
(particularly where
remediation may be
dependent on
suitable
weatherconditions
offshore).Lower
than expected
reservoir
performance or
insufficient
addition of new
resources may have
a material impact
on the Group's
future growth.The
Group's delivery
infrastructure in
the
is, to a
significant extent,
dependent on the
Sullom Voe
Terminal.Longer
-term production is
threatened if low
oil prices or
prolonged field
shutdowns requiring
high-cost
remediation bring
forward
decommissioning
timelines.Potential
impact - High (2018
High)Likelihood -
Low (2018 Low)There
has been no
material change in
the potential
impact or
likelihood.The
Group has delivered
on its 2019
production target,
reflecting the
improved FPSO
performance at
Kraken, the
contribution from
additional equity
interest in Magnus
and the successful
pipeline
replacement at
Scolty/Crathes.
However, the
completion of the
Dunlin bypass
export project sees
volumes from
Thistle and the
Dons exported via
the Magnus facility
and Ninian Pipeline
System, therefore
further increasing
reliance on the
Sullom Voe
Terminal.
MITIGATION
The Group's Life of asset
programme of asset production
integrity and profiles are
assurance audited by
activities provide independent
leading indicators reserves
of significant auditors. The
potential issues Group also
which may result undertakes
in unplanned regular internal
shutdowns or which reviews. The
may in other Group's forecasts
respects have the of production are
potential to risked to reflect
undermine asset appropriate
availability and production
uptime. The Group uncertainties.The
continually Sullom Voe
assesses the Terminal has a
condition of its good safety
assets and record and its
operates extensive safety and
maintenance and operational
inspection performance
programmes levels are
designed to regularly
minimise the risk monitored and
of unplanned challenged by the
shutdowns and Group and other
expenditure. The terminal owners
Group monitors and users to
both leading and ensure that
lagging KPIs in operational
relation to its integrity is
maintenance maintained.
activities and Further,
liaises closely has begun
with its transforming the
downstream Sullom Voe
operators to Terminal,
minimise pipeline including
and terminal lowering
production operating costs,
impacts.Production to ensure it
efficiency is remains
continually competitive and
monitored with well placed to
losses being maximise its
identified and useful economic
remedial and life and support
improvement the future of the
opportunities
undertaken as Group actively
required. A continues to
continual, explore the
rigorous cost potential of
focus is also alternative
maintained. transport options
and developing
hubs that may
provide both risk
mitigation and
cost savings.The
Group also
continues to
consider new
opportunities for
expanding
production.
RISK APPETITE
OIL AND GAS PRICESA The Group
material decline in recognises
oil and gas prices that
adversely affects considerable
the Group's exposure to
operations and this risk is
financial inherent to
condition.Potential its
impact - High (2018 business.
High)Likelihood -
High (2018
Medium)The
potential impact
remains high, with
the likelihood
increased to high
as a result of the
significant decline
in oil price in
decline was driven
by a combination of
failing to agree
limits on supply
and the impact of
COVID-19 on global
oil demand.The
Group recognises
that climate change
concerns and
related regulatory
developments are
likely to reduce
demand for
hydrocarbons over
time. This may be
mitigated by
correlated
constraints on the
development of new
supply.
MITIGATION
This risk is being In order to
mitigated by a develop its
number of measures resources, the
including hedging Group needs to be
oil price, able to fund the
renegotiating required
supplier investment. The
contracts, Group will
reducing costs and therefore
commitments and regularly review
institutionalising and implement
a lower cost suitable policies
base.The Group to hedge against
monitors oil price the possible
sensitivity negative impact
relative to its of changes in oil
capital prices while
commitments remaining within
and has a policy the limits set by
(see page 61) its term loan and
which allows revolving credit
hedging of its facility.The
production. As at Group has
Group had hedged -house trading
approximately 4.0 and marketing
MMbbls. This function to
ensures that the enable it to
Group will receive enhance its
a minimum oil ability to
price for its mitigate the
production. exposure to
volatility in oil
prices.Further,
as described
previously, the
Group's focus on
production
efficiency
supports
mitigation of a
low oil price
environment.
RISK APPETITE
HUMAN RESOURCESThe As a low-cost, The Group
Group's success lean recognises
continues to be organisation, that the
dependent upon its the Group relies benefits of
ability to attract on motivated a lean and
and retain key and high flexible
personnel and -quality employees organisation
develop require
organisational to achieve its agility to
capability to targets and assure
deliver strategic manage its risks. against the
growth. Industrial risk of
action across the skills
sector, or the shortages.
availability of
competent people
given the
potential impacts
of COVID-19, could
also impact the
operations of the
Group.Potential
impact - Medium
(2018
Medium)Likelihood
- High (2018
High)The impact
and likelihood are
unchanged but
reflect the level
of competition in
the sector,
particularly in
the
MITIGATION
The Group has The Group also
established an maintains
able and market-competitive
competent contracts with key
employee base suppliers to
to execute its support the
principal execution of work
activities. In where the necessary
addition to skills do not exist
this, the within the Group's
Group seeks to employee base.The
maintain good Group recognises
relationships that there is a
with its gender pay gap
employees and within the
contractor organisation but
companies and that there is no
regularly issue with equal
monitors the pay for the same
employment tasks.
market to to attract the best
provide talent, recognising
remuneration the value of
packages, diversity.Executive
bonus plans and senior
and long-term management
share-based retention,
incentive succession planning
plans that and development
incentivise remain important
performance priorities for the
and long-term Board. It is a
commitment Board-level
from employees priority that
to the executive and
Group.We senior management
recognise that possess the
our people are appropriate mix of
critical to skills and
our success experience to
and so are realise the Group's
continually strategy;
evolving our succession planning
end-to-end therefore remains
people a key
management priority.EnQuest
processes, introduced a Group
including employee forum
recruitment during 2019 to add
and selection, to its employee
career communication and
development engagement
and strategy. This
performance forum has improved
management. engagement and
This ensures interaction between
that we have the workforce and
the right the Board.The Group
person for the continues to
job and that monitor the
we provide evolving situation
appropriate with regard to the
training, impacts of COVID-19
support and in conjunction with
development a variety of
opportunities, stakeholders,
with feedback including industry
to drive and medical
continuous organisations.
improvement Appropriate actions
whilst will continue to be
delivering implemented in
SAFE Results. accordance with
The culture of expert advice.
the Group is
an area of
ongoing focus
and an
employee
survey was
completed at
the end of
2019. Its
results were
encouraging
and the
Company is now
developing its
responses to
the findings.
RISK APPETITE
FINANCIALInability to The Group and complying
fund financial recognises with its
commitments or that obligations to
maintain adequate cash significant finance providers
flow and liquidity leverage was while delivering
and/or reduce required to shareholder
costs.The Group's term fund its value,
loan and revolving growth, as low recognising that
credit facility oil prices reasonable
contains certain impacted assumptions
financial covenants revenues. relating to
(based on the ratio of However, it is external risks
indebtedness incurred intent on need to be made
under the term loan further in transacting
and revolving facility reducing its with finance
to EBITDA, finance leverage providers.
charges to EBITDA and levels,
a requirement for maintaining
liquidity testing). liquidity,
Prolonged low oil enhancing
prices, cost profit
increases, including margins,
those related to an controlling
environmental costs
incident, and
production delays or
outages, could
threaten the Group's
liquidity and/or
ability to comply with
relevant
covenants.Potential
impact - High (2018
High)Likelihood - High
(2018 Medium)The
potential impact
remains high, with the
likelihood raised to
high following the
significant decline in
oil price in March
2020. The Group has
made material progress
in reducing its term
loan facility ahead of
schedule, with no
further amortisations
due in 2020. However,
there remains a
further
(including payment in
kind interest) to be
repaid or refinanced
during 2021.
Significant reductions
in the oil price or
material reductions in
production, will
likely have a material
impact on the Group's
ability to repay or
refinance the loan
facility in 2021.
Further information is
contained in the
Financial Review,
particularly within
the going concern and
viability disclosures
on pages 15 and 16. In
addition, there is
potential for the cost
of capital to increase
and insurance
availability to erode,
as factors such as
climate change
concerns and oil price
volatility may reduce
investors' and
insurers' acceptable
levels of oil and gas
sector exposure and
the cost of emissions
trading certificates
may trend higher.
MITIGATION
Debt reduction
is a strategic generates
priority. During operating cash
the year, the inflow from the
Group repaid a Group's
total of
million of the assets. The
term facility, Group reviews
with an its cash flow
additional
million repaid an ongoing basis
in January to ensure it has
2020.These adequate
steps, together resources for
with other its needs.The
mitigating Group is
actions continuing to
available to enhance its
management, are financial
expected to position through
provide the maintaining a
Group with focus on
sufficient controlling and
liquidity to reducing costs
strengthen its through supplier
balance sheet renegotiations,
for longer-term assessing
growth.Ongoing counterparty
compliance with credit risk,
the financial hedging and
covenants under trading, cost
the Group's term -cutting and
loan and rationalisation.
revolving credit Where costs are
facility is incurred by
actively external service
monitored and providers, the
reviewed. Group actively
challenges
operating costs.
The Group also
maintains a
framework of
internal
controls.With
the decline in
oil price in
Group announced
it is taking
quick and
decisive action
to reduce
operating and
capital
expenditure in
2020 and beyond,
with a view to
targeting cash
flow breakeven
of c.
2020 and
c.
2021.
RISK APPETITE
FISCAL RISK AND The Group Due to the nature
GOVERNMENT faces an of such risks and
TAKEUnanticipated uncertain their relative
changes in the macro-economic unpredictability,
regulatory or fiscal and regulatory it must be
environment can affect environment. tolerant of
the Group's ability to certain inherent
deliver its exposure.
strategy/business plan
and potentially impact
revenue and future
developments.Potential
impact - High (2018
High)Likelihood -
Medium (2018
Medium)There has been
no material change in
the potential impact
or likelihood,
although the exit of
the
from the
Union
regulatory environment
going forward, for
example by affecting
the cost of emissions
trading certificates.
MITIGATION
It is difficult All business
for the Group to development or
predict the investment
timing or activities
severity of such recognise
changes. potential tax
However, through implications and
Oil & Gas
other industry maintains
associations, relevant
the Group internal tax
engages with expertise.At an
government and operational
other level, the Group
appropriate has procedures
organisations in to identify
order to keep impending
abreast of changes in
expected and relevant
potential regulations to
changes; the ensure
Group also takes legislative
an active role compliance.
in making
appropriate
representations.
RISK APPETITE
PROJECT EXECUTION The While the
AND DELIVERYThe efficient Group
Group's success delivery of necessarily
will be partially new project assumes
dependent upon the developments significant
successful has been a risk when it
execution and key feature sanctions a
delivery of of the new
development Group's long development
projects.Potential -term (for example,
impact - Medium strategy. by incurring
(2018 The Group's costs against
Medium)Likelihood current oil price
- Low (2018 appetite is assumptions),
Low)The potential for short it requires
impact and -cycle that risks to
likelihood remain development the efficient
unchanged. As the projects implementation
Group focuses on such as of the project
reducing its debt, infill are minimised.
its current drilling and
appetite is to near-field
pursue short-cycle tie-backs.
development
projects.
MITIGATION
The Group has third-party
project teams assurance
which are experts to
responsible review,
for the challenge and,
planning and where
execution of appropriate,
new projects make
with a recommendations
dedicated team to improve the
for each processes for
development. project
The Group has management,
detailed cost control
controls, and governance
systems and of major
monitoring projects.
processes in
place, notably that
the Capital responsibility
Projects for delivering
Delivery time-critical
Process, to supplier
ensure that obligations and
deadlines are lead times are
met, costs are fully
controlled and understood,
that design acknowledged
concepts and and proactively
the Field managed by the
Development most senior
Plan are levels within
adhered to and supplier
implemented. organisations.
These are
modified when supports its
circumstances partners and
require and suppliers
only through a through the
controlled provision of
management of appropriate
change process secondees if
and with the required.
necessary
internal and
external
authorisation
and
communication.
The Group also
engages
RISK APPETITE
PORTFOLIO Although the concentrated
CONCENTRATIONThe extent of in the
Group's assets are portfolio
primarily concentrated concentration is therefore
in the
around a limited production remains
number of generated intrinsic to
infrastructure hubs internationally, the Group.
and existing the majority of
production the Group's
(principally oil) is assets remain
from mature fields. relatively
This amplifies
exposure to key
infrastructure
(including ageing
pipelines and
terminals),
political/fiscal
changes and oil price
movements.Potential
impact - High (2018
High)Likelihood - High
(2018 High)The Group
is currently focused
on oil production and
does not have
significant exposure
to gas or other
sources of income.
MITIGATION
This risk is
mitigated in part
through acquisitions.
For all acquisitions,
the Group uses a
number of business
development resources
to evaluate and
transact acquisitions
in a commercially
sensitive manner.
This includes
performing extensive
due diligence (using
in-house and external
personnel) and
actively involving
executive management
in reviewing
commercial, technical
and other business
risks together with
mitigation
measures.The Group
also constantly keeps
its portfolio under
rigorous review and,
accordingly, actively
considers the
potential for making
disposals and
divesting, executing
development projects,
making international
acquisitions,
expanding hubs and
potentially investing
in gas assets or
export capability
where such
opportunities are
consistent with the
Group's focus on
enhancing net
revenues, generating
cash flow and
strengthening the
balance sheet.
RISK APPETITE
JOINT VENTURE The Group credit
PARTNERSFailure by requires worthiness of
joint venture parties partners of high partners and
to fund their integrity. It evaluates
obligations.Dependence recognises that this aspect
on other parties where it must accept a carefully as
the Group is not the degree of part of every
operator.Potential exposure to the investment
impact - Medium decision.
(2018
Medium)Likelihood -
Low (2018 Medium)There
has been no material
change in the
potential impact. We
have reduced the
likelihood in line
with the reduction in
the Group's exposure
to capital-intensive
projects requiring
funding from third
parties.
MITIGATION
The Group operates The Group
regular cash call and generally
billing arrangements prefers to be
with its co-venturers the operator.
to mitigate the The Group
Group's credit maintains
exposure at any one regular
point in time and dialogue with
keeps in regular its partners
dialogue with each of to ensure
these parties to alignment of
ensure payment. Risk interests and
of default is to maximise
mitigated by joint the value of
operating agreements joint venture
allowing the Group to assets.
take over any
defaulting party's
share in an operated
asset and rigorous
and continual
assessment of the
financial situation
of
partners.
RISK APPETITE
SUBSURFACE RISK AND Reserves the
RESERVES replacement is assumption of
REPLACEMENTFailure to an element of risk in
develop its contingent the relation to
and prospective sustainability the key
resources or secure of the Group and activities
new licences and/or its abilityto required to
asset acquisitions and grow. The Group deliver
realise their expected has some reserves
value.Potential tolerance for growth, such
impact - High (2018 as drilling
High)Likelihood - and
Medium (2018 acquisitions.
Medium)There has been
no material change in
the potential impact
or likelihood. During
the year,
awarded the Block
PM409 PSC in
This block is
contiguous to the
Group's existing
PM8/Seligi PSC,
providing low-cost tie
-back opportunities to
the Group's existing
Seligi main production
hub.Low oil prices or
prolonged field
shutdowns requiring
high-cost remediation
which accelerate
cessation of
production can
potentially affect
development of
contingent and
prospective resources
and/or reserves
certifications.
MITIGATION
The Group puts a The Group
strong emphasis on continues to
subsurface analysis consider
and employs potential
industry-leading opportunities
professionals. The to acquire
Group continues to new
recruit in a variety production
of technical resources
positions which that meet its
enables it to manage investment
existing assets and criteria.
evaluate the
acquisition of new
assets and
licences.All analysis
is subject to
internal and, where
appropriate, external
review and relevant
stage gate processes.
All reserves are
currently externally
reviewed by a
Competent Person. In
addition,
active business
development teams,
both in the
internationally,
developing a range of
opportunities and
liaising with
vendors/government.
RISK APPETITE
operates in a operates in a
competitive mature industry
environment across with well
many areas, including -established
the acquisition of oil competitors and
and gas assets, the aims to be the
marketing of oil and leading operator
gas, the procurement in the sector.
of oil and gas
services and access to
human
resources.Potential
impact - High (2018
High)Likelihood - High
(2018 High)The
potential impact and
likelihood have
remained unchanged,
with a number of
competitors assessing
the acquisition of
available oil and gas
assets.
MITIGATION
The Group has strong The Group
technical and maintains
business development good
capabilities to relations
ensure that it is with oil and
well positioned to gas service
identify and execute providers and
potential acquisition constantly
opportunities. keeps the
market under
review.
RISK APPETITE
INTERNATIONAL In light of its However, such
BUSINESSWhile the long-term tolerance
majority of the growth does not
Group's activities strategy, the impair the
and assets are in Group seeks to Group's
the
international diversify its comply with
business is still production legislative
material. The (geographically and
Group's and in terms of regulatory
international quantum); as requirements
business is subject such, it is in the
to the same risks as tolerant of jurisdictions
the
(e.g. HSEA, certain operates.
production and commercial Opportunities
project execution); risks which may should
however, there are accompany the enhance net
additional risks opportunities revenues and
that the Group it pursues. facilitate
faces, including strengthening
security of staff of the
and assets, balance
political, foreign sheet.
exchange and
currency control,
taxation, legal and
regulatory, cultural
and language
barriers and
corruption.Potential
impact - Medium
(2018
Medium)Likelihood -
Medium (2018
Medium)There has
been no material
change in the impact
or likelihood.During
2019,
awarded the Block
PM409 PSC in
initial four-year
exploration term of
the PSC, the
partners are
committed to the
drilling of one
well.
MITIGATION
Prior to Where
entering a appropriate, the
new country, risks may be
evaluates the entering into a
host country joint venture
to assess with partners
whether there with local
is an knowledge and
adequate and experience.After
established country entry,
legal and
political maintains a
framework in dialogue with
place to local and
protect and regional
safeguard government,
first its particularly
expatriate with those
and local responsible for
staff and, oil, energy and
second, any fiscal matters,
investment and may obtain
within the support from
country in appropriate risk
question.When consultancies.
evaluating When there is a
international significant
business change in the
risks, risk to people
executive or assets within
management a country, the
reviews Group takes
commercial, appropriate
technical and action to
other safeguard people
business and assets.
risks
together with
mitigation
and how risks
can be
managed by
the business
on an ongoing
basis.EnQuest
looks to
employ
suitably
qualified
host country
staff and
work
with good
-quality local
advisers to
ensure it
complies with
national
legislation,
business
practices and
cultural
norms while
at all times
ensuring that
staff,
contractors
and advisers
comply with
business
principles,
including
those on
financial
control, cost
management,
fraud and
corruption.
RISK APPETITE
IT SECURITY AND The Group data, impact
is exposed to risks provide a or
arising from secure IT destabilise
interruption to, or environment its financial
failure of, IT that is able to systems; it
infrastructure. The resist and has a very
risks of disruption withstand any low appetite
to normal operations attacks or for this
range from loss in unintentional risk.
functionality of disruption that
generic systems may compromise
(such as email and sensitive
internet access) to
the compromising of
more sophisticated
systems that support
the Group's
operational
activities. These
risks could result
from malicious
interventions such
as cyber
-attacks.Potential
impact - Medium
(2018
Medium)Likelihood -
Low (2018 Low)
MITIGATION
The Group has The Safety and
established Risk Committee
IT undertook
capabilities additional
and analyses of
endeavours to cyber-security
be in a risks in 2019.
position to Recognising that
defend its it is one of the
systems Group's key
against focus areas, the
disruption or Group now
attack. employs a cyber
-security
manager. Work on
assessing the
cyber-security
environment and
implementing
improvements as
necessary will
continue during
2020.
Company Secretary
The Strategic Report was approved by the Board and signed on its behalf by the Company Secretary on
KEY PERFORMANCE INDICATORS
2019 2018 2017
[][][][][][][][][]
Frequency ('LTIF')[1]
Malaysia LTIF[1] 0.00 0.00 0.00
Group LTIF[1] 0.57 0.43 0.46
Production (Boepd) 68,606 55,447 37,405
Net 2P reserves (MMboe) 213 245 210
Business performance data:
Revenue and other operating income (
million) [2]
Realised average oil price per barrel 65.3 64.2 52.2
($)[2, 3]
Opex per barrel (production and 20.6 23.0 25.6
transportation costs) ($)[3]
EBITDA ($ million) [3] 1,006.5 716.3 303.6
Cash capex on property, plant and 237.5 220.2 367.6
equipment oil and gas assets ($
million) [3]
Reported data:
Cash generated from operations (
million)
Net debt including PIK ($ million)[3] 1,413.0 1,774.5 1,991.4
[1] Lost time incident frequency represents the number of incidents per million exposure hours worked (based on 12 hours for offshore and 8 hours for onshore)
[2] Including realised gain of
[3] See reconciliation of alternative performance measures within the 'Glossary - Non-GAAP measures' starting on page 69
OIL AND GAS RESERVES AND RESOURCES
[][][][][][]
UKCS Other regions Total
MMboe MMboe MMboe MMboe MMboe
Proven and probable
reserves[1, 2, 3 and 6]
At
Revisions of previous (14) 5 (9)
estimates
Acquisitions and - - -
disposals
Production:
Export meter (22) (3)
Volume adjustments[5] - 1
(22) (2) (24)
Total at 31 December 190 22 213
2019[8]
Contingent resources[1,
2 and 4]
At
Revisions of previous (21) (13) (35)
estimates
Acquisitions and - 28 28
disposals [7]
Promoted to reserves[9] (13) (5) (18)
Total contingent 97 76 173
resources at 31
Notes:
1 Reserves are quoted on a net entitlement basis, resources are quoted on a working interest basis
2 Proven and probable reserves and contingent resources have been assessed by the Group's internal reservoir engineers, utilising geological,
geophysical, engineering and financial data
3 The Group's proven and probable reserves have been audited by a recognised Competent Person in accordance with the definitions set out under the 2018 Petroleum Resources Management System and supporting guidelines issued by the
4 Contingent resources relate to technically recoverable hydrocarbons for which commerciality has not yet been determined and are stated on a best technical case or '2C' basis
5 Correction of export to sales volumes
6 All UKCS volumes are presented pre-SVT value adjustment
7 Contingent resources: Award of Block PM409 PSC
8 The above proven and probable reserves include 7 MMboe that will be consumed as fuel gas on Magnus and the Dons fields
9 Magnus reflects additional drilling opportunities and maturing the low-pressure operations project; PM8/Seligi reflects the continued success of the idle well restoration programme and new infill drilling and workover opportunities
10 The above table excludes Tanjong Baram in
11 Rounding may apply
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https://news.cision.com/enquest-plc/r/enquest-2019-full-year-results,c3084854
https://mb.cision.com/Main/344/3084854/1227237.pdf
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