TIDMCHAR
RNS Number : 4891Z
Chariot Oil & Gas Ld
15 March 2017
15 March 2017
Chariot Oil & Gas Limited
("Chariot", the "Company" or the "Group")
Final Results
Chariot Oil & Gas Limited (AIM: CHAR), the Atlantic margins
focused oil and gas exploration company, today announces its
audited final results for the year ended 31 December 2016.
2016 and Post Period Highlights:
Delivering on the Risk Management Strategy: Protecting Capital
and Maximising Value in a Lower for Longer Oil Price
Environment
Successful Partnering:
-- Zero cost aspiration achieved with completed Eni farm-out in
Rabat Deep, Morocco: secured funding to drill the JP-1 prospect
(768mmbbls gross mean prospective resources), expected in Q1,
2018
Demonstrated Capital Discipline:
-- Robust balance sheet - no debt with year-end cash position of
US$25.0 million, exceeding all work programme commitments
-- Farm-in recovery of Rabat Deep investment costs received post year-end
-- Company restructuring and optimisation of key personnel
resulted in annual cash overhead reduction from US$9.4 million to
US$5.0 million over the last four years
-- All 2D and 3D seismic programmes opportunistically negotiated at advantageous rates
Actively Managed the Portfolio to Ensure Best Opportunity for
Drilling:
-- Secured Mohammedia Offshore, Morocco - contains the LKP
prospects that show significant follow-on potential in the success
case of JP-1 (in adjacent acreage)
-- Award of Kenitra Offshore, Morocco - capturing the LKP
prospects that extend from Mohammedia into this region
-- Decision not to enter drilling phase of licence C-19,
Mauritania, without third party funding
Maturation of Portfolio for Long-Term Sustainable High Impact
Drilling Programme:
-- Drill ready inventory with four prospects identified -
individually transformational even at lower oil prices
-- Extensive 3D seismic programmes executed in Namibia and Brazil, fulfilling all commitments
-- 2D and 3D seismic programmes initiated across Mohammedia and
Kenitra, fulfilling all commitments
-- Processing and analysis of 2D and 3D seismic data to identify further prospectivity on:
o LKP group of prospects - high graded LKP-1a prospect estimated
to contain 350mmbbls gross mean prospective resources in Mohammedia
and Kenitra, Morocco (2D acquisition complete, 3D acquisition
underway)
o Matured prospects S,T,U,V & W, adding to the previously
developed portfolio which includes prospect B and prospect D in the
Central Blocks, Namibia (3D analysis complete)
o Material gas prospect AO1 with a gross mean prospective
resource in excess of 8Tcf in the Southern Blocks, Namibia (2D and
3D analysis complete)
o Clear turbidite reservoir geometries extending from the
shallow water in Brazil (3D analysis ongoing)
-- CPRs carried out for Namibian and Moroccan 2016 seismic
analysis by Netherland Sewell and Associates ("NSAI"), confirming
prospectivity
-- Active new venture screening for appropriate value accretive opportunities continued
Outlook for 2017/2018: Positioned to Deliver Transformational
Growth:
-- Progress the maturation of the current portfolio using de-risking strategy
-- Continue dataroom programmes to secure funding for the
delivery of transformational value through drilling three wells in
next two years
-- Focus on capital discipline
-- Use expert team to identify optimum potential within the current portfolio
-- Apply opportunistic approach towards new ventures
Larry Bottomley, Chief Executive of Chariot, commented:
"Our focus on risk management has been imperative in maintaining
the Company's robust position during this lower for longer oil
price environment. Through our continued data acquisition and
ongoing analysis we have built a drilling inventory with four giant
priority prospects, each with follow on potential. Using the
additional information provided from our recent operational
activity and newly acquired acreage we intend to continue to refine
and develop this, with the aim of drilling three wells within the
next two years.
Owing to the technical capabilities of our team, our regional
positioning and prudent approach to capital management we have now
achieved our zero cost aspiration on one of our assets and look
forward to the drilling of the giant JP-1 prospect in the coming
year. Whilst we remain cognisant of the continued lower oil price
environment, our aim is to seek further partners to share in the
drilling of our portfolio. At the same time, we will continue to
manage and de-risk the rest of the portfolio and screen additional
opportunities that will add to the long-term development of our
Company's value. 2017 is an exciting year and we look forward to
updating our shareholders with our progress."
This announcement contains inside information for the purposes
of Article 7 of Regulation 596/2014.
Private Investor Event
Management will host a conference call for private investors at
10.00am (GMT) today, further details of which are on the Company
website:
http://www.chariotoilandgas.com/index.php/investors/events-and-financial-calendar
For further information please
contact:
Chariot Oil & Gas Limited
Larry Bottomley, CEO +44 (0)20 7318 0450
finnCap (Nominated Adviser
and Joint Broker)
Matt Goode, Christopher Raggett +44 (0)20 7220 0500
Peel Hunt (Joint Broker)
Richard Crichton, Ross Allister +44 (0)20 7418 8900
EMC(2) Advisory (Media Contact)
Natalia Erikssen +44 (0)78 0944 0929
Chairman's Statement
Over the past year we have continued to encounter challenging
and volatile market conditions. While this environment has exposed
weaknesses within the industry, it has concurrently highlighted the
capabilities of Chariot to use these same external circumstances to
its strategic advantage. Chariot's continued technical execution,
focus on capital discipline and risk management have resulted in
significant portfolio maturation despite this difficult business
environment. Specifically, the Company remains in a robust
financial position and now has four, clearly delineated, drillable
prospects - one of which has already attracted high quality
industry drilling partners, Woodside and Eni. Diligent attention to
technical excellence, capital efficiency and risk management guided
our small but exceptional team through the difficult choices
necessary over the last year. Those decisions have resulted in
concrete progress in the Company's strategic plan and we now stand
in a strong position as we look to the coming year.
Demonstrated Capital Discipline
A major component in Chariot's ability to withstand recent
market conditions is its focus on capital discipline in every part
of its exploration programme. Chariot has a robust balance sheet
with no debt and a cash position of US$25.0 million at year-end.
Following the completion of its current Moroccan seismic programme,
there are no remaining licence funding commitments from Chariot
across the portfolio. Looking back to the beginning of 2013 when
the current management team took the helm, the Company had a cash
position of US$68.3 million and has since invested US$95.8 million.
This four year journey towards portfolio maturation and financial
stability is a significant achievement. Some extremely difficult
decisions have had to be made as the lower for longer oil price
environment has continued. Following the equity fundraising in 2014
and subsequent farm-in recoveries from partnering, the continued
exposure to the upstream industry downturn required strategic
foresight and planning. The significant reduction of industry
exploration capital combined with risk averse equity markets
dictated that capital preservation become dominant for the Company.
To this end, in May 2016, we made the decision to look beyond the
2015 50% pay cut of the Board, and to implement a more significant
Company restructuring, retaining only the core technical, corporate
and financial capabilities of the team - resulting in the cutting
of the annual cash overhead from US$9.4 million in 2013 to US$5.0
million at the end of this year.
In times such as this, it is tempting to put exploration
expenditure completely on hold. However, Chariot firmly believes
that it is critical to continue the maturation of its portfolio in
order to build for the longer-term return of the market appetite
for high-impact exploration. As a result, during this year we have
continued to take advantage of lower seismic costs, achieving rates
less than half of the price of tenders received 2012-2015. In 2016,
extensive 3D programmes were acquired, processed and are currently
being interpreted in Brazil, with the analysis complete on the data
shot in the Central Blocks, Namibia. The Company continues to
realise these savings, most recently via a rigorous tendering
process for its current 2D and 3D seismic programme on the
Mohammedia and Kenitra exploration permits, secured in June 2016
and February 2017 respectively.
Successful Partnering
Partnering provides third party validation on the prospectivity
and potential of our assets. The process minimises exposure to the
highest risk events and also positions the Company at the ideal
working interest going forward in the appraisal and development
phases. This year, even as companies continue to reduce their
exploration budgets, Chariot has continued to attract interest in
its datarooms from major industry players, culminating in the
post-period completion of the farm-out of Rabat Deep, Morocco, to
Eni.
This accomplishment in such a challenging environment is an
example of Chariot's ability to deliver its aspiration for zero
cost exploration. This ideal outcome may not always be attained,
however, by having it as a focused goal of each licence, it ensures
that we consider capital discipline and risk management at each
investment phase of the portfolio. For illustration, Chariot
entered Rabat Deep in the early phase of exploration and initially
farmed down part of its 75% stake in the asset to Woodside - who
took a 25% interest in the acreage in return for paying 100% of the
3D seismic survey (and other back costs). From this survey and
using its proprietary in-depth technical analysis, the team
identified and de-risked the 200km(2) four-way dip closure labelled
JP-1. This Jurassic carbonate prospect has a gross mean prospective
resource estimate of 768mmbbls (NSAI). Such giant prospectivity
within relatively shallow deepwater meant that the asset remains
attractive even at lower oil price projections. Our subsequent
dataroom had a number of interested parties and following
negotiations, due diligence and ministerial approval we were
pleased to announce the transfer of operatorship of the licence to
Eni post period-end. This final transaction results in a drilling
partnership of Eni 40%, Woodside 25% and Chariot 10% interest and
illustrates separate multiphase partnering steps that achieved zero
cost exploration. Given the size of the prospect, Chariot's 10%
equity share, in the success case, remains transformational to
shareholders. It is anticipated that, further to completing the
Environmental Impact Assessment, finalising well planning and
securing a rig, drilling for JP-1 (the RD-1 well) will occur in
early 2018.
We believe that farm-ins of this calibre provide validation of
the potential that Chariot sees in the licence. The Company
continues to host seismic and drilling datarooms in the remaining
portfolio with the intention of securing further partners to share
in the risk and reward of exploration. The aim is then to reinvest
back costs in furthering the portfolio to create a sustainable
pipeline of drilling opportunities. A drilling dataroom is
currently open on the Southern and Central Blocks, Namibia,
Mohammedia and Kenitra in Morocco and due to open following the
completed interpretation of 3D data in the Brazilian acreage in H2
2017.
Governance
This year's focused effort on capital discipline and a continued
reduction in the annual cash overhead led to the streamlining of
our team and Board at the same time as maintaining corporate,
financial and technical expertise within the Company. This resulted
in departures of many valued staff.
I would particularly like to thank those Board members who stood
down in 2016: Matthew Taylor, Dave Bodecott and Bill Trojan for
their contribution to the Company's technical projects and their
strategic guidance. Of note, Matthew Taylor made significant impact
over many years, with the initial development of the Company's
portfolio, his input in growing our knowledge base and in building
the reputation for technical excellence that Chariot has within the
industry today. His ongoing support as an advisor is invaluable as
the Company develops the portfolio and we look forward to
continuing this relationship as our assets mature towards
drilling.
At Board level, we continue in-depth technical reviews of each
asset as well as paying particular attention to our financial
position and portfolio direction. All committees continue to meet
regularly and we believe that the diligence at Board level creates
a culture that feeds throughout the rest of the team and supports
the delivery of best practice corporate governance standards in
everything that we do.
Regional Relationships
Crucial to Chariot's continued progress is the relationships
that it has built with each of its partners. Regular meetings to
share technical and operational developments within each region
facilitate communication and processes at all levels - from
government to local empowerment partners and service companies. It
is thanks to the continued support of these entities, particularly
the Governments and Energy Ministries and their respective national
oil companies, that Chariot has been able to mature its portfolio
and seek partnerships for the next stages of exploration. We look
forward to continuing to build these strong relationships with the
common goal to realise these underexplored regions' potential.
Positive Outlook
While the business environment remains challenging, the team has
and will remain focused on the core elements of its strategy to
achieve our vision of creating transformational value through
exploration. We will continue to employ risk reduction strategies
within strict budgets guidelines, and utilise disciplined decision
making processes to ensure for the continued strength of the
Company. Our assets have and continue to be carefully selected,
maintained and matured to maximise their value to forge further
partnerships. Despite the lower for longer price environment, our
portfolio remains transformational and we look to the coming year
with great optimism and confidence.
George Canjar
Chairman
14 March 2017
Chief Executive Officer's Review
2016 saw Chariot develop its portfolio further towards its goal
for the delivery of transformational growth. Through our continued
strict adherence to our risk management strategy we have been able
to continue to invest in the portfolio and apply the appropriate
risk reduction technologies whilst maintaining a robust cash
balance.
With our drilling campaign due to commence in the coming year,
we believe that we are now one step closer to the realisation of
our portfolio potential. At the same time, we have continued to
grow and manage our asset base with strategic discipline: securing
additional prospectivity with the Mohammedia and Kenitra
exploration permits in Morocco; maturing the portfolio in these
permits and the Southern blocks of Namibia as well as acquiring
extensive seismic programmes in Namibia and Brazil and currently
Morocco - fulfilling all commitments.
In the coming year, we will continue to focus on seeking funding
to deliver our target of three wells within the next two years. At
the same time, it is imperative that we continue to manage and
evaluate the less mature parts of our portfolio to build on the
Company's long term outlook with additional de-risked
transformational prospects.
High Quality Portfolio - Transformational Value even in a Lower
Oil Price Environment
Whilst Chariot's strategic application is key to being able to
deliver on its portfolio goals, it is the quality of the portfolio
that will be the ultimate indicator of our success. Within the
Atlantic Margins, where the Chariot team has extensive experience,
we have sought to ensure that we have a range of risk and a range
of maturity with assets in three countries, across four basins with
five plays identified in the different licence areas.
Despite the different historical and current exploration
maturity, each asset is characterised by giant potential, flexible
work programmes and excellent contract and commercial terms. Our
current drilling inventory contains four high-graded prospects
ranging from 350mmbbls to 768mmbbls gross mean prospective
resources (NSAI) as well as a giant gas opportunity exceeding 8Tcf
(NSAI), all with the opportunity for significant follow on
potential:
Drilling Target Water Play Type Follow-on Potential
Inventory Potential Depth
-------------- ----------- ------- ------------------- ------------------------
RD-1 768mmbbls* 1,100m Jurassic Carbonate 6 leads (208
reservoir - 1,041 mmbbls*)
(Rabat Deep)
Well carry
secured
-------------- ----------- ------- ------------------- ------------------------
Jurassic source JP-2 (Mohammedia)
(117mmbbls*)
-------------- ----------- ------- ------------------- ------------------------
LKP-1a 350mmbbls* 350m Lower Cretaceous 3 prospects (182
(Mohammedia) deltaic clastic - 289 mmbbls*)
reservoir summed mean>1Bnbbls
-------------- ----------- ------- ------------------- ------------------------
Jurassic source
-------------- ----------- ------- ------------------- ------------------------
Prospect 469mmbbls* 1,100m Upper Cretaceous Prospect D (416mmbbls*)
B turbidite clastic
(Central reservoir
Blocks)
-------------- ----------- ------- ------------------- ------------------------
Apto Barremian Prospects S,T,U,V
source & W
-------------- ----------- ------- ------------------- ------------------------
AO1 8.1Tcf* 400m Aptian Clastic AO2 (2.2Tcf*)
onlap reservoir
(Southern
Blocks)
-------------- ----------- ------- ------------------- ------------------------
Apto-Barremian
source
-------------- ----------- ------- ------------------- ------------------------
* Netherland Sewell and Associates Inc. estimate of gross mean
prospective resources
Whilst each of these targets offers a range of play types and
investment opportunities, they all fall in the lower cost regime
for deepwater projects. By this we mean that each of our prospects
is within normal temperature and pressure regimes, in deepwater
operating environments of 350m to 1,100m and in basins unlikely to
be affected by challenging metocean conditions. As a result of this
lower cost regime, excellent contract commercial terms and large
prospective resource we can offer assets with high margin and very
robust economics to potential partners in the success case, each
with material follow-on potential, despite the lower oil price
environment.
Technical De-risking, the Key to our Partnering Success
To get the portfolio to this point has taken considerable
commercial, corporate and technical input. Whilst the potential
reward of our exploration campaigns is transformational, there is
inherent high risk to entering regions that are underexplored. It
is therefore necessary that we apply our rigorous technical
de-risking methodology to the best of our ability. This involves
the careful analysis of legacy data prior to entering a licence,
the acquisition and interpretation of our own extensive data
programmes as well as integrating information provided from ongoing
third parties' exploration programmes.
A key component of this technical risk reduction comes from the
evaluation of the extensive 3D seismic programmes that Chariot
acquires over the high graded parts of its acreage. As mentioned in
the Chairman's Statement, in the current business environment
Chariot has been cautious in the allocation of capital; however the
Company has been bold in investing in the acquisition of large
volumes of 3D seismic to capitalise on the favourable market rates
to accelerate the maturation of the portfolio and deliver a larger
drilling inventory. During 2016, programmes were acquired in the
Central blocks in Namibia and Chariot's blocks in the Barreirinhas
basin, and post period-end the Company has continued this
investment in data with the current 2D and 3D seismic programmes
over Kenitra and Mohammedia. The technical description of these
data is key to attracting partners to participate in the ongoing
exploration programmes, which will include drilling.
It is the identification and access of prospective areas and the
subsequent characterisation of this prospectivity through
proprietary 3D seismic data that we believe stands us as a
frontrunner in technical risk reduction and capital discipline
within the areas where we operate. In turn, this process has
enabled us to develop the excellent reputation that we have within
the industry and to attract high calibre industry interest in our
datarooms.
Active Management of the Portfolio to Select and Prioritise the
Best Opportunities for Drilling
The focus of the continued investment in each of its assets is
driven by the Company's ultimate goal, to achieve a drilling
campaign with transformational upside potential at low to no risk
to the Company. This requires careful and sometimes challenging
decision making when it comes to the management of the
portfolio.
For example, in June 2016, Chariot opted not to enter into the
First Renewal Phase of the C-19 licence offshore Mauritania.
Despite believing this acreage to be prospective, without a second
partner to participate in the drilling phase within the required
timeframe, the Company decided not to take the financial and
exploration risk of furthering its investment in this licence. Of
note, despite investing in 3,500km(2) of proprietary 3D seismic
data, extensive reprocessing of legacy 2D data and completing
seabed coring, through securing Cairn as a seismic partner on the
asset during the First Exploration Phase, the Company succeeded in
achieving near zero cost exploration on the licence.
This management of the portfolio also works in line with the
longer term vision of the Company, whereby it seeks to identify
assets that have the capacity for adding to the drilling programme
further along the value cycle. Using its proprietary data and the
knowledge database gathered by its in-house team over several
years, Chariot is able to capitalise on its technical understanding
within its regions of exploration. This can be seen in the awards
in Morocco of a 75% equity interest in the Mohammedia Offshore
licence in June 2016 and in the Kenitra Offshore licence post
period-end. These assets sit adjacent to the Company's Rabat Deep
exploration permits where Chariot had previously identified a
number of proven and potential play systems from 2D and 3D seismic
data that it had acquired, processed and interpreted in 2014.
Whilst holding giant potential in their own right with the JP-2,
LKP-1 and the Kenitra leads, their proximity to the drilling of
JP-1 will provide significant insight and de-risked follow-on
potential in the success case. The data acquired from the current
seismic campaign will be used to mature these leads to drillable
prospects, for which the Company will then seek partners for the
next phase of exploration.
Capitalising on the Business Environment in the Near Term to
Prepare for the Long Term
Fundamental to the continued technical evaluation and what lies
at the very core of our successful partnering capabilities is not
only the team's geological understanding and expertise, but also
the ability to capitalise on current market conditions and
undertake operational activity at reduced cost.
Whilst the Company aims to access its large scale acreage early
enough to benefit from the attractive licence terms, it also looks
to profit from those who already have seismic or drilling
commitments in region. As such, as well as capitalising on the
costs of its own programmes, owing to the relationships that the
Company has built and technical insight to the operations within
the countries it works in, it is able to develop a broader
understanding of the petroleum systems in the regions in which it
operates at low cost. This can be seen, for example, with the
Company's decision to participate in the ION NamibiaSPAN 2D survey
in 2015 across Namibia from which the subsequent integration of
this data with our own understanding of the region resulted in the
confirmation of the high risk, material gas prospect AO1 (over 8Tcf
gross mean prospective resources (NSAI)). A partnering process has
been initiated for this region with the aim of tapping into the
longer-term view on the industry's appetite for high quality,
material prospects.
We believe that it is our capital discipline, used in
conjunction with our opportunistic approach towards operational
investments that contributes towards our technical de-risking that
will, in the long term, offer the potential for the realisation of
the portfolio's giant potential.
New Venture Opportunities
Whilst the Company has developed a drill-ready inventory of high
margin targets in a diversity of plays, each with substantial
follow on potential, it remains open to seeking additional growth
opportunities in order to reduce the Company's risk profile. During
this time of economic uncertainty and with Chariot's relative
stability within this, it has the advantage of being able to look
to capitalise on potential value accretive assets and to broaden
the portfolio through the addition of lower risk opportunities.
Throughout this year we have continued to apply our rigorous
screening criteria to consider appropriate producing, potential
development and exploration new ventures to fit with our portfolio.
We have screened a large number of assets and, owing to our
position of strength, have had the privilege of ensuring that we
will not engage in a transaction unless we believe it to genuinely
have the opportunity for adding value. This strategy will continue
to be applied in the coming year.
Outlook: Realising Potential
The development of a high quality and diverse portfolio, with
extensive data and continued interest from third parties reflect
not only the team's technical, commercial and corporate
capabilities but also the strength of the risk reduction strategies
that we adhere to. Through these core values the Company is able to
continue to mature the portfolio, whilst also embarking on its
drilling campaign in its pursuit of bringing transformational value
to its shareholders through the discovery of material reserves.
It is through maintaining our focus on capital discipline whilst
carefully selecting the operational investments that will improve
our technical understanding and ability to secure partners. This
partnering is required to take the Company through to the next
phase, where we intend to realise the potential of our giant-scale
drill-ready inventory of high quality opportunities. The route to
delivery of the three wells that we intend to drill within the next
two years will, as with RD-1, be partnering, and this will be a
core focus for the team in the coming year.
Our Team
I would like to join the Chairman in saying that it was with
great regret that the continued oil price environment required us
to re-size the team and Board. This was a very carefully
thought-out process and taken in order to significantly reduce our
overall annual cash overhead whilst also focusing on retaining our
core exploration expertise, operating capability and project
delivery. The Company would not be where it is today without the
hard work, diligence and expertise contributed at both the broader
team and Board level and I would like to thank all those that have
contributed to the Company over the years, and all those that
continue to work towards its future.
One of Chariot's key success factors is the strength of its
technical team. We believe that it is the capability and creativity
of our in-house team that allows us to identify and access acreage,
deliver work programmes to mature that acreage and to secure
partners. In this current economic climate, there are fewer
companies with exploration budgets and still many companies looking
to gain investment in their portfolio and there is no doubt that it
is down to the quality of our team's work that we have been able to
again deliver a major industry partnership this year. Furthermore
the preservation of capital comes from an attitude toward our work
that involves rigorous tendering processes and ongoing
negotiations, all of which would not be possible without the hard
work of our team members.
It is this proven track record, and the team's continued
dedication to ensuring the best possible technical work that
enables us to look forward to the continued delivery of
partnerships, the application of our capital discipline and the
subsequent potential realisation of transformational value.
Summary: Positioned to Achieve Transformational Growth
Our technical application, prudent capital discipline and
management of the portfolio over the last few years has laid the
foundations of a strong company with a portfolio of assets capable
of delivering transformational growth. Whilst we remain cognisant
of the challenges that remain in the sector, we will continue our
strict risk reduction focus whilst working towards the next phase
of the Company's development: the realisation of transformational
growth through the drill bit with the aim to drill three wells in
the next two years.
Larry Bottomley
Chief Executive Officer
14 March 2017
Chief Financial Officer's Review
Funding and Liquidity as at 31 December 2016
The Group continues to have a robust balance sheet with no debt
and cash of US$25.0 million at 31 December 2016 (31 December 2015:
US$39.7 million) which is significantly in excess of our remaining
licence commitments.
In 2016, in response to the lower for longer oil price
environment, we took the difficult decision to reduce the size of
our Board and team, whilst ensuring that we continued to retain our
core in-house technical and commercial staff. This restructuring
has enabled Chariot to cut its annual cash overhead, before any
recovery from partners, to US$5.0 million down from US$9.4 million
back in 2013.
We have also continued our capital discipline with rigorous
tendering processes in respect of seismic and other suppliers to
capitalise on historically low rates whilst also actively managing
our portfolio to focus our cash on licences where we are able to
complete partnering, as illustrated by not entering the next
exploration period for the C-19 licence in Mauritania.
During 2016 the Group continued with the development of its
portfolio and business by investing c.US$17 million into its
exploration portfolio and administration activities (31 December
2015: c.US$13 million) primarily in 3D seismic campaigns in Brazil
and Namibia.
As at 31 December 2016, US$6.2 million of the Group's cash
balances were held as security against licence work commitments.
This is a reduction from US$11.0 million at 31 December 2015 mainly
due to the almost complete release of funds held in relation to the
3D seismic commitment in Brazil that was satisfied in March
2016.
Financial Performance - year ended 31 December 2016
The Group's loss after tax for the year to 31 December 2016 was
US$6.8 million, which is US$8.1 million lower than the US$14.9
million loss incurred for the year ended 31 December 2015.
The majority of this US$8.1 million decrease in the annual loss
is due to a reduction in other administrative expenses of US$0.9
million and a realised foreign exchange gain on non-US$ denominated
currency of US$1.6 million compared to a loss of US$3.9 million in
the prior year. This equates to a loss per share of US$(0.03)
compared to a loss per share of US$(0.06) in 2015.
The share based payments charge of US$0.8 million for the year
ended 31 December 2016 was US$0.3 million lower than the US$1.1
million in the previous year due to the vesting of historic
employee deferred share awards.
Other administrative expenses of US$3.5 million for the year
ended 31 December 2016 is US$0.9 million lower due to the reduction
in the Board and personnel and other costs savings (31 December
2015: US$4.4 million).
The finance income and expense net gain of US$2.8 million (31
December 2015: US$2.6 million net loss) comprises interest on cash
and foreign exchange movements on non-US$ cash.
Interest income of US$1.2 million for the year ended 31 December
2016 is predominantly on Brazilian Real cash balances and is
broadly consistent with the prior year (31 December 2015: US$1.3
million).
The foreign exchange gain on non-US$ cash of US$1.6 million for
the year ended 31 December 2016 is predominantly on cash which was
held as security against licence work commitments in Brazil (31
December 2015: US$3.9 million loss). This gain was due to the
strengthening of the Brazilian Real in 2016 compared to it
weakening in 2015 and was crystallised around the 2016 year end
when, subsequent to the completion of the Brazilian seismic
campaign, the security against the Brazilian Real cash was almost
completely released and the bulk of the Brazilian Real cash was
converted into US Dollars.
The tax expense of US$0.2 million in the year to 31 December
2016 is consistent with the prior year (31 December 2015: US$0.2
million) and relates to local taxation levied on the Group's
interest income in Brazil.
Exploration and Appraisal Assets as at 31 December 2016
During the year to 31 December 2016, the carrying value of the
Group's exploration and appraisal assets increased by US$11.3
million to US$119.7 million from US$108.4 million as at 31 December
2015. This US$11.3 million increase was due to the US$16.5 million
of portfolio investment undertaken in 2016 partly offset by a
US$5.2 million impairment due to the decision not to enter the next
period of C-19 licence in Mauritania.
The US$16.5 million portfolio investment is split as follows: in
Namibia, US$6.2 million was incurred across all the Group's
licences, with the majority relating to the 3D seismic survey; in
Brazil, US$9.1 million was incurred mainly on the 3D seismic
survey; and in Morocco and Mauritania, US$1.2 million was incurred
mainly on internal G&G work and other costs.
Other Assets and Liabilities as at 31 December 2016
The Group's inventory balance of US$0.9 million as at 31
December 2016, which relates to wellheads and casings, is unchanged
on the prior year.
As at 31 December 2016, the Group's net balance of current trade
and other receivables and current trade and other payables shows a
net current liability position of US$3.5 million (31 December 2015:
US$0.9 million) with the increase primarily due to outstanding
payables for the seismic campaigns in Brazil and Namibia.
Outlook
With US$25.0 million of cash and no debt at 31 December 2016,
the Group is well funded and in January 2017 this balance sheet was
further bolstered by the recovery of back costs following the
completion of the Eni farm-out of the Rabat Deep licence in
Morocco, showing our ability to continue to achieve our zero cost
aspiration on our licences even in these constrained times.
Despite a Company restructure, by retaining our core team and
strong balance sheet we are able to act quickly where we identify
opportunities, as illustrated by the recent award of the Kenitra
licence in Morocco, where we have captured the prospectivity that
extends from our existing acreage. We have also continued to take
advantage of historically low seismic rates so that we progress
assets towards drilling as quickly as possible.
We believe that 2017 is going to be an exciting year at Chariot
as we look ahead to opening drilling data-rooms across our
portfolio and to preparations for the RD-1 well anticipated to be
drilled in early 2018.
We will look to continue to capitalise on relevant opportunities
using Chariot's almost unique position of a strong balance sheet
and experienced, industry respected, in-house team.
Julian Maurice-Williams
Chief Financial Officer
14 March 2017
Exploration Manager's Review of Operations
Chariot focuses on acquiring large acreage positions in new or
frontier basins which still have the potential for material
discoveries owing to their lack of exploration maturity and which
typically are licensed with excellent contract and commercial
terms. This has become of increasing importance during the
prevailing business environment of lower oil prices.
Early stage exploration for giant opportunities carries high
technical risk and we have aimed to mitigate this risk through
acquiring diverse assets within a range of basins and of varied
exploration maturity. Through the evaluation of geological and
seismic data completed to date we now have an inventory of four
high-graded drill-ready prospects ranging from 350mmbbls to
768mmbbls gross mean prospective resources (NSAI). We have a number
of additional leads that we will be maturing to prospects from
recent and current 3D seismic programmes across the entirety of the
portfolio that we anticipate will be added to the drill-ready
inventory and may become candidate drilling opportunities for the
next phase of investment.
We continue our active screening process to consider additional
assets of suitable fit to the portfolio for the continued growth
trajectory of our asset base. It is through this management of our
near-term projects as well as the preparation for our long-term
sustainability that we believe we will be in the best position for
realising the potential within our Atlantic Margin focus area.
Exploring Pangea - our Focus on the Atlantic Margins
Our ability to identify prospective areas within these regions
of relative immaturity is due to the geological similarities that
can be seen across the Atlantic basins, a region in which our team
has significant experience. Following the fragmentation of Pangea,
the supercontinent that broke up over millions of years to form the
present continents and oceans as we know them today, the Atlantic
margins subsided and developed the ingredients for active petroleum
systems. This is typically owing to the continued deposition of
fine-grained sediments in the deeper basin areas to provide source
and seal formations, along with the punctuated input of
continentally derived sandstones and development of shallow marine
carbonates to provide reservoirs. Through this reconstruction of
the opening of the Atlantic, the opposing areas on either side of
the Atlantic (conjugate margins) are considered to contain similar
properties and it is using this understanding that the team has
been able to leverage its knowledge base and to carefully select
its current portfolio.
Of particular interest, through the acquisition of large 3D
seismic surveys and the application of the latest processing
technology, we are able to identify large structural and
stratigraphic traps (with the possibility of giant prospectivity)
in data-poor areas, where they used to be considered rare. As well
as developing the understanding of our own extensive regional
seismic datasets, we have continued to learn from third party
activity in neighbouring areas in order to integrate this
information into our own interpretation work.
-- Morocco, a proven oil producing region, sits conjugate to the
Nova Scotia margin, where major discoveries have been made and
substantial deepwater exploration programmes are ongoing. The
significant success and activity in Nova Scotia provides important
information regarding both Jurassic shelf carbonates and the
younger Early Cretaceous marine shelf clastics, with both these
systems identified in Chariot's acreage.
-- Whilst considered frontier regions, the Barreirinhas Basin of
Brazil has proven, excellent reservoirs and the presence of the
same source rocks as those of the conjugate Tano basin of Ghana and
Côte d'Ivoire. The Namibian Atlantic Margin has also now
demonstrated the presence of excellent source rocks and reservoirs
similar to those of other African basins (reservoir systems being
of the same age of those in the Tano basin and the Aptian interval
representing the main source rock in the Bredasdorp basin, South
Africa) and to its conjugate Argentinian margin.
2016 Exploration Developments
During 2016 the technical team focused on refining its drilling
inventory with the aim of realising the giant potential of its
portfolio through a drilling campaign of three wells within the
next two years. With this in mind, we sought an additional industry
partner for the drill-ready JP-1 prospect and succeeded in securing
a drilling partner in Eni with associated funding for the RD-1 well
in Morocco. We have also further matured our understanding of the
Namibian and Brazilian assets with the acquisition of additional
seismic data, as well as using the learnings gained through our
regional work to acquire the Mohammedia and Kenitra assets to
capture follow on potential that we have identified adjacent to the
Rabat Deep permit.
With the learnings from our proprietary data, the integration of
third party information and the possibility of further drilling
campaigns within our regions of exploration, we hope to be able to
achieve further partnerships for the next investment phases of our
maturing drilling portfolio. Whilst we are aware that the continued
oil price environment will make for continued limitations to
exploration budgets, we believe that potential partner companies
remain interested in the high margin opportunities that our
portfolio offers, which are particularly important for new ventures
access at times of lower oil prices.
Morocco
Chariot has interests in three licences offshore Morocco; Rabat
Deep (10% Chariot, 40% Eni (Operator), 25% Woodside, 25% ONHYM
(carried interest)), Mohammedia (75% Chariot (Operator), 25% ONHYM
(carried interest)) and Kenitra (75% Chariot (Operator), 25% ONHYM
(carried interest)). Within our licence areas the team has
identified all three of the proven and emerging plays that have
been the source of industry activity along the margin over recent
years.
Within the area covered by its Moroccan portfolio, Chariot has
identified multiple candidate source rocks, modelled to be mature
in different basinal kitchens, with nearby onshore legacy light oil
fields and geochemical anomalies from the 2015 seabed coring
campaign supporting the presence of an active petroleum system.
Confidence in the presence of effective reservoirs in the Jurassic
carbonates and Lower Cretaceous shallow marine clastics has also
increased following detailed seismic interpretation and fieldwork
conducted in outcrops onshore.
Rabat Deep
As announced on 9 January 2017, Chariot secured a drilling
partner following the completion of the farm-out to Eni on the
Rabat Deep permits. Chariot now has a capped carry on the drilling
of the RD-1 well, targeting the JP-1 prospect (768mmbbls gross mean
prospective resources (NSAI)), a carry for other geological and
administrative costs relating to work commitments in the next
licence period and a cash contribution recognising Chariot's
investment to date. Chariot expects the well to be drilled in early
2018, following the relevant EIA approvals and procurement of a
drilling rig.
The JP-1 prospect is a large (>200km(2)) faulted four-way dip
closure located in water depths ranging from 1,000m to 1,400m, and
lies adjacent to the predicted mature Lower Jurassic source
kitchens. This large trap was first identified on reprocessed
legacy 2D seismic data and subsequent proprietary 3D seismic data
improved confidence in the trap, its reservoir potential and the
recognition of secondary targets that overlie the main objective.
This work was supplemented by a geochemical coring programme which
provided further evidence for a working petroleum system. We
believe that the farm-in of two major industry players at each
investment phase has validated the prospectivity identified by the
in-house team.
Our Rabat Deep portfolio contains a further six Jurassic leads.
Success in JP-1 would materially de-risk this prospectivity and
offers significant follow-on exploration potential in the
neighbouring Mohammedia and Kenitra area for which Chariot secured
exploration permits in June 2016 and February 2017
respectively.
Mohammedia and Kenitra
The Mohammedia licence area sits inboard of Rabat Deep and
covers an area of approximately 4,600km(2) with water depths of
less than 500m. This area contains a number of potential play
systems. In 2014 Chariot acquired approximately 375km(2) of 3D
seismic data across this licence, when it was held in the
Reconnaissance phase, which was used to identify prospects in the
Eo-Oligocene (EOP-1 & 2), Lower Cretaceous
(LKP1a,1b,2a,&2b) and the Jurassic (JP-2), whose summed gross
mean prospective resources reach in excess of 1Bbbls (NSAI). Both
the Eo-Oligocene and Lower Cretaceous prospects exhibit seismic
attributes that could be indicative of hydrocarbons.
The recently acquired Kenitra Exploration Permit is part of the
acreage relinquished from the Company's Rabat Deep Exploration
Permits I-VI at the end of the First Exploration Period and is
adjacent to Mohammedia. It covers an area of approximately
1,400km(2) with water depths ranging from 200m to 1,500m. The
Jurassic carbonate shelf-edge system that makes up the JP-1 and
JP-2 prospects has been interpreted to lie along the margin between
Kenitra and Mohammedia. This shelf-edge appears to act as a
structural control on the overlying Early Cretaceous shelf margin.
This system contains the LKP prospects which have reservoirs
resulting from the deposition of shallow marine and deltaic
clastics. Of these, the LKP-1a prospect, a three-way dip closed
faulted Cretaceous clastic prospect with gross mean prospective
resources of 350mmbbls (NSAI) and relatively shallow water depths
of 350m, has been identified as a priority drilling prospect. As
with all of Chariot's priority targets, it is believed to carry
significant follow on potential with an additional three prospects
in the Lower Cretaceous shallow marine clastic play in Mohammedia
alone. This play is expected to extend from Mohammedia into
Kenitra, in an area of very sparse existing 2D seismic coverage,
which is to be covered by the commitment 2D and 3D work programmes
that are currently underway.
In addition, Chariot has identified the deepwater turbidite
equivalent of these shallow-water clastics in a new large lead on
the Kenitra Licence, Kenitra-A, which has gross mean prospective
resources of 464mmbbls (Company estimate). This lead is partially
covered by existing 3D seismic data and has seismic attribute
support which could be indicative of hydrocarbons. The critical
updip closure lies in an area of sparse 2D seismic coverage, and
this lead is to be covered and fully described by the ongoing 3D
seismic programme mentioned above.
This 2D and 3D seismic programme, which will fulfil all
commitments across both licences, is also being acquired where the
Jurassic carbonate and Lower Cretaceous clastic plays extend
outside the current 3D seismic coverage with the aim of defining
further material prospectivity to the south of the existing
prospects whilst capitalising on excellent seismic rates.
Forward Plan 2017/2018:
-- Rabat Deep:
o Drill RD-1 exploration well on the JP-1 prospect in Rabat Deep
- anticipated early 2018 (following operator's EIA approval,
operational planning and procurement of a suitable drilling
rig)
-- Mohammedia and Kenitra:
o Complete the 3D and 2D seismic programme to define additional
prospectivity in the greater LKP area and beyond
o Drill LKP-1a - a dataroom is open for potential farminees to
participate in both funding of the current seismic programme and
drilling on this prospect, for which important calibration will be
given by RD-1
o Kenitra-A lead to be fully described and potentially matured
to prospect status through new 3D data
Remaining Commitments:
-- Rabat Deep:
o No remaining funding commitments from Chariot - well
commitment expected to be fulfilled 2018
-- Mohammedia and Kenitra:
o 2D and 3D seismic commitments will be fulfilled on completion
of the acquisition and processing of the current seismic
programmes
Brazil
Following the highly successful drilling campaigns on the
conjugate margin of Cote d'Ivoire and Ghana, the 11(th) licensing
round in the Brazilian Barreirinhas basin, where the potential for
hydrocarbon generation is anticipated to be similar, was highly
competitive. Despite this competition, Chariot secured 100% of
licences BAR-M-292, 293, 313 and 314 on a seismic option and with a
low signature bonus whilst many of the neighbouring operators in
the region took on significantly higher signature bonus payments
and drilling commitments within the First Exploration Phase.
Whilst there have only been three deepwater wells drilled within
the basin to date, the information these have provided has proven
the presence of excellent quality Tertiary and Cretaceous deepwater
turbidite reservoirs. In addition, the presence of
Cenomanian-Turonian source rocks have been demonstrated in legacy
shallow-water wells drilled in-board of Chariot's acreage with
evidence for sufficient burial for hydrocarbon generation, which is
supported by shows in offset wells and potential seismic Direct
Hydrocarbon Indicators.
In March 2016, Chariot completed the acquisition of a 775km(2)
3D seismic survey which encompassed a large roll-over structure and
numerous leads that the team had identified on legacy 2D seismic.
This data has been processed and the final data is currently being
interpreted in-house. This technical evaluation will focus on the
description of reservoir distribution and the identification of
both stratigraphic and structural traps. Early processed products
display clear turbidite reservoir geometries extending from the
shallow-water of Chariot's licences down dip towards the
neighbouring block to the north. The description of the prospect
inventory in these licences will be completed ahead of anticipated
third party drilling in neighbouring acreage which will test the
basin and directly de-risk the Chariot acreage which is located
within the same play fairway, but critically in an updip setting.
Partnering on these licences is expected to commence following
completion of this interpretation.
Forward Plan 2017/2018:
-- Evaluate 3D data and identify drill-ready prospects
-- Planning for optional drilling, including environmental impact assessment
-- Conduct a partnering process for drilling
Remaining Commitments:
-- No remaining commitments
Namibia
In Namibia, Chariot holds a large acreage position which
comprises the Central blocks (65% (Operator); AziNam 20%; NAMCOR
10%; Ignitus 5%) and Southern blocks (85% (Operator); NAMCOR 10%;
Quiver 5%) that sit within the Walvis-Luderitz and Orange Basins
respectively. Over recent years, industry activity has provided new
and encouraging information on the prospectivity of these basins.
Whilst previous drilling in the 1990s was focused on targets on the
shelf across the region, more recent drilling activity took place
in the deep water, proving two principal source rocks in the Aptian
and the Cenomanian-Turonian. These wells not only confirmed the
presence of excellent quality thick, oil prone mature source rock
and recovered light oil, but also encountered good quality
turbidite reservoirs. This means that, in addition to the proven
Kudu play, all elements required for a material oil accumulation
have been demonstrated and are present offshore Namibia.
The participation in the ION NambiaSPAN multi-client 2D seismic
survey of 2015 which covered the entire offshore Namibian margin,
our own proprietary knowledge from extensive seismic campaigns and
the drilling of the Kabeljou and Tapir South wells, as well as
those of third parties has provided invaluable detail on the
regional geological architecture of our acreage, especially with
regard to basin crustal structure, correlation of source rock
levels and definition of the main reservoir fairways. In
particular, it appears that Chariot's blocks are well placed to
capture charge from key source kitchens and the Company's 2016 3D
seismic programmes specifically focused on describing reservoir
presence and the identification of traps.
Central Blocks
In February 2016, Chariot completed a 2,600km(2) 3D seismic
programme over the western flank of the Central Blocks on the
outboard high, fulfilling all commitments, complementing existing
3D data and covering a number of leads which had been identified by
the previous year's 2D seismic survey. Whilst prospect B remains a
high potential drilling candidate in this licence area (gross mean
prospective resources of 469mmbbls (NSAI)), the interpretation of
the final PSDM seismic data has identified a suite of purely
structural closures, which may be considered lower risk, named
prospects S,T,U,V & W. The data is of excellent quality and
appears to cement the prospectivity already identified within the
licence. This, combined with the excellent quality source rock and
light oil recovered in wells adjacent as well as learnings from the
ION NambiaSPAN survey, emphasise the potential we believe to exist
within this licence area. This analysis is now complete and a
dataroom is open with the aim of securing a partner for the
addition of the best prospect from the developed portfolio to the
drilling programme over the next two years.
Southern Blocks
The integration of the ION NamibiaSPAN 2D seismic survey of 2015
with the on-block 2D and 3D data and regional well data analysis
was particularly useful to the technical studies in the Southern
blocks in which the Company has identified the relatively high risk
but material gas prospects AO1 and AO2 in the Aptian clastic onlap
play with gross mean prospective resources of 8.1Tcf (NSAI) and
2.2Tcf (NSAI) respectively. Additional potential has also been
identified in the deeper Kudu play and within the shallower
Cretaceous turbidite plays. Within this region all commitments have
been fulfilled, with a dataroom currently open and a partnering
process initiated with the aim of securing a drilling partner.
Forward Plan 2017/2018:
-- Central Blocks:
o Drill prospect B or another high graded prospect - partnering
process initiated
-- Southern Blocks:
o Drill prospect AO1 - partnering process underway
Remaining Commitments:
-- Central Blocks:
o No remaining commitments
-- Southern Blocks:
o No remaining commitments
Duncan Wallace
Exploration Manager
14 March 2017
Consolidated Statement of Comprehensive Income for the Year
Ended 31 December 2016
Year ended Year ended
31 December 31 December
2016 2015
Notes US$000 US$000
Share based payments 20 (787) (1,104)
Provision against inventory 14 - (6,559)
Impairment of exploration
asset 11 (5,173) -
Other administrative
expenses (3,544) (4,357)
--------------------------------- ------ -------------- --------------
Total operating expenses (9,504) (12,020)
--------------------------------- ------ -------------- --------------
Loss from operations 4 (9,504) (12,020)
Finance income 7 2,831 1,303
Finance expense 7 - (3,943)
--------------------------------- ------ -------------- --------------
Loss for the year before
taxation (6,673) (14,660)
Tax expense 9 (159) (244)
--------------------------------- ------ -------------- --------------
Loss for the year and
total comprehensive
loss for the year attributable
to equity owners of
the parent (6,832) (14,904)
--------------------------------- ------ -------------- --------------
Loss per Ordinary share 10 US$(0.03) US$(0.06)
attributable to the
equity holders of the
parent - basic and diluted
--------------------------------- ------ -------------- --------------
All amounts relate to continuing activities.
The notes form part of these financial statements.
Consolidated Statement of Changes in Equity for the Year Ended
31 December 2016
Share based Total
payment Foreign attributable
Share Share Contributed reserve exchange Retained to equity
capital premium equity reserve deficit holders of
the parent
US$000 US$000 US$000 US$000 US$000 US$000 US$000
---------------- ------------ ------------- ------------- ------------ ------------ ------------ -------------
As at 1 January
2015 4,779 338,348 796 4,514 (1,241) (185,145) 162,051
Loss and total
comprehensive
loss for the
year - - - - - (14,904) (14,904)
Share based
payments - - - 1,104 - - 1,104
Transfer of
reserves due
to issue of
share awards 32 1,306 - (1,338) - - -
As at 31
December 2015 4,811 339,654 796 4,280 (1,241) (200,049) 148,251
---------------- ------------ ------------- ------------- ------------ ------------ ------------ -------------
Loss and
total
comprehensive
loss for the
year - - - - - (6,832) (6,832)
Share based
payments - - - 787 - - 787
Transfer of
reserves due
to issue of
share awards 63 979 - (1,042) - - -
Transfer of
reserves due
to lapsed
share options - - - (311) - 311 -
As at 31
December 2016 4,874 340,633 796 3,714 (1,241) (206,570) 142,206
---------------- ------------ ------------- ------------- ------------ ------------ ------------ -------------
The following describes the nature and purpose of each reserve
within owners' equity.
Share capital Amount subscribed for share capital at nominal value.
Share premium Amount subscribed for share capital in excess of
nominal value.
Contributed equity Amount representing equity contributed by the
shareholders.
Share based payments reserve Amount representing the cumulative
charge recognised under IFRS2 in respect of share option, LTIP and
RSU schemes.
Foreign exchange reserve Foreign exchange differences arising on
translating into the reporting
currency.
Retained deficit Cumulative net gains and losses recognised in
the financial statements.
The notes form part of these financial statements.
Consolidated Statement of Financial Position as at 31 December
2016
31 December 31 December
2016 2015
Notes US$000 US$000
Non-current assets
Exploration and appraisal
costs 11 119,730 108,438
Property, plant and equipment 12 36 62
----------------------------------- ------ ------------ ------------
Total non-current assets 119,766 108,500
----------------------------------- ------ ------------ ------------
Current assets
Trade and other receivables 13 2,123 1,306
Inventory 14 938 938
Cash and cash equivalents 15 25,021 39,713
----------------------------------- ------ ------------ ------------
Total current assets 28,082 41,957
----------------------------------- ------ ------------ ------------
Total assets 147,848 150,457
----------------------------------- ------ ------------ ------------
Current liabilities
Trade and other payables 16 5,642 2,206
Total current liabilities 5,642 2,206
----------------------------------- ------ ------------ ------------
Total liabilities 5,642 2,206
----------------------------------- ------ ------------ ------------
Net assets 142,206 148,251
----------------------------------- ------ ------------ ------------
Capital and reserves attributable
to equity holders of the
parent
Share capital 17 4,874 4,811
Share premium 340,633 339,654
Contributed equity 796 796
Share based payment reserve 3,714 4,280
Foreign exchange reserve (1,241) (1,241)
Retained deficit (206,570) (200,049)
----------------------------------- ------ ------------ ------------
Total equity 142,206 148,251
----------------------------------- ------ ------------ ------------
The notes form part of these financial statements.
The financial statements were approved by the Board of Directors
and authorised for issue on 14 March 2017.
George Canjar
Chairman
Consolidated Cash Flow Statement for the Year Ended 31 December
2016
Year ended Year ended
31 December 31 December
2016 2015
US$000 US$000
Operating activities
Loss for the year before
taxation (6,673) (14,660)
Adjustments for:
Finance income (2,831) (1,303)
Finance expense - 3,943
Depreciation 39 301
Share based payments 787 1,104
Provision against inventory - 6,559
Impairment of exploration 5,173 -
asset
----------------------------------- -------------- --------------
Net cash outflow from operating
activities before changes
in working capital (3,505) (4,056)
Increase in trade and other
receivables (854) (20)
Increase / (decrease) in
trade and other payables 604 (705)
Increase in inventories - (70)
------------------------------------ -------------- --------------
Cash outflow from operating
activities (3,755) (4,851)
Tax payment (161) (276)
Net cash outflow from operating
activities (3,916) (5,127)
------------------------------------ -------------- --------------
Investing activities
Finance income 1,205 1,306
Payments in respect of property,
plant and equipment (13) (21)
Farm-in proceeds - 1,866
Payments in respect of intangible
assets (13,596) (7,850)
Net cash outflow used in
investing activities (12,404) (4,699)
------------------------------------ -------------- --------------
Net decrease in cash and
cash equivalents in the
year (16,320) (9,826)
Cash and cash equivalents
at start of the year 39,713 53,482
Effect of foreign exchange
rate changes on cash and
cash equivalent 1,628 (3,943)
Cash and cash equivalents
at end of the year 25,021 39,713
------------------------------------ -------------- --------------
The notes form part of these financial statements.
Notes forming part of the financial statements for the year
ended 31 December 2016
1 General information
Chariot Oil & Gas Limited is a company incorporated in
Guernsey with registration number 47532. The address of the
registered office is Regency Court, Glategny Esplanade, St Peter
Port, Guernsey, GY1 3RH. The nature of the Company's operations and
its principal activities are set out in the Report of the Directors
and in the Exploration Manager's Review of Operations.
2 Accounting policies
Basis of preparation
The financial statements have been prepared in accordance with
International Financial Reporting Standards (IFRS) and IFRIC
interpretations, as issued by the International Accounting
Standards Board (IASB), as adopted by the European Union.
In accordance with the provisions of section 244 of the
Companies (Guernsey) Law 2008, the Group has chosen to only report
the Group's consolidated position, hence separate Company only
financial statements are not presented.
The financial statements are prepared under the historical cost
accounting convention on a going concern basis.
Going concern
The Directors are of the opinion that the Group has adequate
financial resources to enable it to undertake its planned programme
of exploration and appraisal activities for a period of at least 12
months.
New Accounting Standards
The following new standards and amendments to standards are
mandatory for the first time for the Group for the financial year
beginning 1 January 2016. The implementation of these standards and
amendments to standards has had no material effect on the Group's
accounting policies.
Standard Effective
year commencing
on or after
------------------------------------------ -----------------
IAS 1 - Presentation of Financial 1 January
Statements (Amendments) 2016
------------------------------------------ -----------------
IAS 16 and IAS 38 - Acceptable 1 January
Methods of Depreciation and Amortisation 2016
(Amendments)
------------------------------------------ -----------------
IAS 27 - Separate Financial Statements 1 January
2016
------------------------------------------ -----------------
IFRS 11 - Joint Arrangements (Amendments) 1 January
2016
------------------------------------------ -----------------
Annual Improvements to IFRSs - 1 January
(2012-2014 Cycle) 2016
------------------------------------------ -----------------
Certain new standards and amendments to standards have been
published that are mandatory for the Group's accounting periods
beginning after 1 January 2017 or later years to which the Group
has decided not to adopt early when early adoption is available.
The implementation of these standards and amendments is expected to
have no material effect on the Group's accounting policies. These
are:
Standard Effective
year commencing
on or after
----------------------------------- -----------------
IAS 7 - Statement of Cash Flows 1 January
(Amendments) 2017*
----------------------------------- -----------------
IAS 12 - Income Taxes (Amendments) 1 January
2017*
----------------------------------- -----------------
IFRS 9 - Financial Instruments 1 January
2018*
----------------------------------- -----------------
IFRS 15 - Revenue from Contract 1 January
with Customers 2018*
----------------------------------- -----------------
IFRS 16 - Leases 1 January
2019*
----------------------------------- -----------------
IFRS 2 - Share Based Payments 1 January
(Amendments) 2018*
----------------------------------- -----------------
Annual Improvements to IFRSs - 1 January
(2014-2016 Cycle) 2017* & 1
January 2018*
----------------------------------- -----------------
* Not yet endorsed by the EU.
Exploration and appraisal costs
All expenditure relating to the acquisition, exploration,
appraisal and development of oil and gas interests, including an
appropriate share of directly attributable overheads, is
capitalised within cost pools.
The Board regularly reviews the carrying values of each cost
pool and writes down capitalised expenditure to levels it considers
to be recoverable. Cost pools are determined on the basis of
geographic principles. The Group currently has five cost pools
being Central and Southern Blocks in Namibia, Mauritania, Morocco
and Brazil. In addition where exploration wells have been drilled,
consideration of the drilling results is made for the purposes of
impairment of the specific well costs. If the results sufficiently
enhance the understanding of the reservoir and its characteristics
it may be carried forward when there is an intention to continue
exploration and drill further wells on that target.
Where farm-in transactions occur which include elements of cash
consideration for, amongst other things, the reimbursement of past
costs, this cash consideration is credited to the relevant accounts
within the cost pools where the farm-in assets were located. Any
amounts of farm-in cash consideration in excess of the value of the
historic costs in the cost pools is treated as a credit to the
Consolidated Statement of Comprehensive Income.
Any Capital Gains Tax payable in respect of a farm-in
transaction is recognised in the Consolidated Statement of
Comprehensive Income.
Inventories
The Group's share of any material and equipment inventories is
accounted for at the lower of cost and net realisable value. The
cost of inventories comprises all costs of purchase, costs of
conversion and other costs incurred in bringing the inventories to
their present location and condition.
Taxation
Income tax expense represents the sum of the current tax and
deferred tax charge for the year.
Deferred tax is recognised on differences between the carrying
amounts of assets and liabilities in the financial statements and
the corresponding tax bases, and is accounted for using the balance
sheet liability method. Deferred tax liabilities are recognised 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.
The carrying amount of deferred tax assets is reviewed at each
reporting 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 have been
enacted or substantively enacted and are expected to apply in the
year when the liability is settled or the asset realised. Deferred
tax is charged or credited to the Consolidated Statement of
Comprehensive Income, except when it relates to items charged or
credited directly to equity, in which case the deferred tax is also
dealt with in equity.
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.
Foreign currencies
Transactions in foreign currencies are translated into US
Dollars at the exchange rate ruling at the date of the transaction.
Monetary assets and liabilities denominated in foreign currencies
are translated into US Dollars at the closing rates at the
reporting date and the exchange differences are included in the
Consolidated Statement of Comprehensive Income. The functional and
presentational currency of the parent and all Group companies is
the US Dollar.
Property, plant and equipment and depreciation
Property, plant and equipment are stated at cost or fair value
on acquisition less depreciation and impairment. Depreciation is
provided on a straight line basis at rates calculated to write off
the cost less the estimated residual value of each asset over its
expected useful economic life. The residual value is the estimated
amount that would currently be obtained from disposal of the asset
if the asset were already of the age and in the condition expected
at the end of its useful life.
Property, plant and equipment are depreciated using the straight
line method over their estimated useful lives over a range of 2.5 -
5 years.
The carrying value of property, plant and equipment is assessed
annually and any impairment charge is charged to the Consolidated
Statement of Comprehensive Income.
Operating leases
Rent paid on operating leases is charged to the Consolidated
Statement of Comprehensive Income on a straight line basis over the
term of the lease.
Share based payments
Where equity settled share awards are awarded to employees or
Directors, the fair value of the awards at the date of grant is
charged to the Consolidated Statement of Comprehensive Income over
the vesting period. Non-market vesting conditions are taken into
account by adjusting the number of equity instruments expected to
vest at each balance sheet date so that, ultimately, the cumulative
amount recognised over the vesting period is based on the number of
awards that eventually vest. Market vesting conditions are factored
into the fair value of the awards granted. As long as all other
vesting conditions are satisfied, a charge is made irrespective of
whether the market vesting conditions are satisfied. The cumulative
expense is not adjusted for failure to achieve a market vesting
condition.
Where the terms and conditions of awards are modified before
they vest, the increase in the fair value of the awards, measured
immediately before and after the modification, is also charged to
the Consolidated Statement of Comprehensive Income over the
remaining vesting period.
Where shares already in existence have been given to employees
by shareholders, the fair value of the shares transferred is
charged to the Consolidated Statement of Comprehensive Income and
recognised in reserves as Contributed Equity.
Basis of consolidation
Where the Company has control over an investee, it is classified
as a subsidiary. The Company controls an investee if it has power
over the investee and it is exposed to variable returns from the
investee and it has the ability to use its power to affect those
variable returns. Control is reassessed whenever facts and
circumstances indicate that there may be a change in any of these
elements of control. The consolidated financial statements present
the results of the Company and its subsidiaries ("the Group") as if
they formed a single entity. Intercompany transactions and balances
between the Group companies are therefore eliminated in full.
Financial instruments
The Group's financial assets consist of a bank current account
or short term deposits at variable interest rates and other
receivables. Any interest earned is accrued and classified as
finance income. Trade and other receivables are stated initially at
fair value and subsequently at amortised cost.
The Group's financial liabilities consist of trade and other
payables. The trade and other payables are stated initially at fair
value and subsequently at amortised cost.
Joint operations
Joint operations are those in which the Group has certain
contractual agreements with other participants to engage in joint
activities that do not create an entity carrying on a trade or
business on its own. The Group includes its share of assets,
liabilities and cash flows in joint arrangements, measured in
accordance with the terms of each arrangement, which is usually pro
rata to the Group's interest in the joint operations. The Group
conducts its exploration, development and production activities
jointly with other companies in this way.
Critical accounting estimates and judgements
The Group makes estimates and assumptions regarding the future.
Estimates and judgements are continually evaluated based on
historical experiences and other factors, including expectations of
future events that are believed to be reasonable under the
circumstances. In the future, actual experience may deviate from
these estimates and assumptions. If these estimates and assumptions
are significantly over or under stated, this could cause a material
adjustment to the carrying amounts of assets and liabilities within
the next financial year. The areas where this could impact the
Group are:
a) Areas of judgement
i. Recoverability of intangible assets
Expenditure is capitalised as an intangible asset by reference
to appropriate cost pools and is assessed for impairment when
circumstances suggest that the carrying amount may exceed its
recoverable value. This assessment involves judgement as to: (i)
the likely future commerciality of the asset and when such
commerciality should be determined; (ii) future revenues and costs
pertaining to any asset based on proved plus probable, prospective
and contingent resources; and (iii) the discount rate to be applied
to such revenues and costs for the purpose of deriving a
recoverable value.
ii. Treatment of farm-in transactions
All farm-in transactions are reflected in these financial
statements in line with the accounting policy on Exploration and
Appraisal Costs. Farm-in transactions are recognised in the
financial statements if they are legally complete during the year
under review or, if all key commercial terms are agreed and legal
completion is only subject to administrative approvals which are
obtained within the post balance sheet period or are expected to be
obtained within a reasonable timeframe thereafter.
b) Areas of estimation
i. Share based payments
In order to calculate the charge for share based compensation as
required by IFRS 2, the Group makes estimates principally relating
to the assumptions used in its pricing model as set out in note
20.
ii. Inventory provision
The Group assesses whether a provision is required for inventory
by comparing the cost to the net realisable value, which is
estimated based on available market prices. If the net realisable
value is lower than the cost the difference is charged to the
Consolidated Statement of Comprehensive Income.
3 Segmental analysis
The Group has two reportable segments being exploration for oil
and gas and corporate costs. The operating results of each of these
segments are regularly reviewed by the Board of Directors in order
to make decisions about the allocation of resources and assess
their performance.
31 December 2016
Exploration Corporate Total
for
Oil and
Gas
--------------------------- ------------ ---------- --------
US$000 US$000 US$000
--------------------------- ------------ ---------- --------
Share based payment - (787) (787)
--------------------------- ------------ ---------- --------
Administrative expenses (467) (3,077) (3,544)
--------------------------- ------------ ---------- --------
Impairment of exploration
asset (5,173) - (5,173)
--------------------------- ------------ ---------- --------
Finance income - 2,831 2,831
--------------------------- ------------ ---------- --------
Tax expense - (159) (159)
--------------------------- ------------ ---------- --------
Loss after taxation (5,640) (1,192) (6,832)
--------------------------- ------------ ---------- --------
Additions to non-current
assets 16,465 13 16,478
--------------------------- ------------ ---------- --------
Total assets 120,668 27,180 147,848
--------------------------- ------------ ---------- --------
Total liabilities (4,515) (1,127) (5,642)
--------------------------- ------------ ---------- --------
Net assets 116,153 26,053 142,206
--------------------------- ------------ ---------- --------
31 December 2015
Exploration Corporate Total
for
Oil and
Gas
----------------------------- ------------ ---------- ---------
US$000 US$000 US$000
----------------------------- ------------ ---------- ---------
Share based payment - (1,104) (1,104)
----------------------------- ------------ ---------- ---------
Administrative expenses (547) (3,810) (4,357)
----------------------------- ------------ ---------- ---------
Provision against inventory (6,559) - (6,559)
----------------------------- ------------ ---------- ---------
Finance income - 1,303 1,303
----------------------------- ------------ ---------- ---------
Finance expense - (3,943) (3,943)
----------------------------- ------------ ---------- ---------
Tax expense - (244) (244)
----------------------------- ------------ ---------- ---------
Loss after taxation (7,106) (7,798) (14,904)
----------------------------- ------------ ---------- ---------
Additions to non-current
assets 8,627 26 8,653
----------------------------- ------------ ---------- ---------
Total assets 109,426 41,031 150,457
----------------------------- ------------ ---------- ---------
Total liabilities (1,680) (526) (2,206)
----------------------------- ------------ ---------- ---------
Net assets 107,746 40,505 148,251
----------------------------- ------------ ---------- ---------
4 Loss from operations
31 December 31 December
2016 2015
------------------------------------- ------------ ------------
US$000 US$000
------------------------------------- ------------ ------------
Loss from operations is stated
after charging:
------------------------------------- ------------ ------------
Impairment of exploration asset 5,173 -
------------------------------------- ------------ ------------
Provision against inventory - 6,559
------------------------------------- ------------ ------------
Operating lease - office rental 490 580
------------------------------------- ------------ ------------
Depreciation 39 301
------------------------------------- ------------ ------------
Share based payments - Long
Term Incentive Scheme 734 978
------------------------------------- ------------ ------------
Share based payments - Restricted
Share Unit Scheme 53 126
------------------------------------- ------------ ------------
Auditors' remuneration:
------------------------------------- ------------ ------------
Fees payable to the Company's
Auditors for the audit of the
Company's annual accounts 59 60
------------------------------------- ------------ ------------
Audit of the Company's subsidiaries
pursuant to legislation 14 13
------------------------------------- ------------ ------------
Fees payable to the Company's
Auditors for the review of
the Company's interim accounts 10 12
------------------------------------- ------------ ------------
Total payable 83 85
------------------------------------- ------------ ------------
5 Leases commitments
31 December 31 December
2016 2015
----------------------------- ------------ ------------
US$000 US$000
----------------------------- ------------ ------------
Not later than one year 359 497
----------------------------- ------------ ------------
Later than one year and not
later than five years 7 485
----------------------------- ------------ ------------
Total 366 982
----------------------------- ------------ ------------
The leases are operating leases in relation to the offices in
the UK and overseas.
6 Employment costs
Employees 31 December 31 December
2016 2015
----------------------------- ------------ ------------
US$000 US$000
----------------------------- ------------ ------------
Wages and salaries 1,914 2,397
----------------------------- ------------ ------------
Payment in lieu of notice / 243 -
compromise payment
----------------------------- ------------ ------------
Pension costs 102 122
----------------------------- ------------ ------------
Share based payments 532 804
----------------------------- ------------ ------------
Sub-total 2,791 3,323
----------------------------- ------------ ------------
Capitalised to exploration
costs (1,397) (1,597)
----------------------------- ------------ ------------
Total 1,394 1,726
----------------------------- ------------ ------------
Key management personnel 31 December 31 December
2016 2015
----------------------------- ------------ ------------
US$000 US$000
----------------------------- ------------ ------------
Wages and salaries 431 1,256
----------------------------- ------------ ------------
Payment in lieu of notice /
compromise payment 236 210
----------------------------- ------------ ------------
Pension costs 3 18
----------------------------- ------------ ------------
Share based payments 255 300
----------------------------- ------------ ------------
Sub-total 925 1,784
----------------------------- ------------ ------------
Capitalised to exploration
costs (188) (508)
----------------------------- ------------ ------------
Total 737 1,276
----------------------------- ------------ ------------
The Directors are the key management personnel of the Group.
Details of the Directors' emoluments and interest in shares are
shown in the Directors' Remuneration Report.
7 Finance income and expense
Finance income 31 December 31 December
2016 2015
-------------------------- ------------ ------------
US$000 US$000
-------------------------- ------------ ------------
Bank interest receivable 1,203 1,303
-------------------------- ------------ ------------
Foreign exchange gain 1,628 -
-------------------------- ------------ ------------
Total 2,831 1,303
-------------------------- ------------ ------------
Finance expense 31 December 31 December
2016 2015
----------------------- ------------- ------------
US$000 US$000
----------------------- ------------- ------------
Foreign exchange loss - 3,943
----------------------- ------------- ------------
Total - 3,943
----------------------- ------------- ------------
8 Investments
The Company's wholly owned subsidiary undertakings at 31
December 2016 and 31 December 2015, excluding dormant entities,
were:
Subsidiary undertaking Principal Country of
activity incorporation
------------------------------ ---------------- ---------------
Chariot Oil & Gas Investments Holding company Guernsey
(Namibia) Limited
------------------------------ ---------------- ---------------
Chariot Oil & Gas Investments Oil and gas Guernsey
(Mauritania) Limited exploration
------------------------------ ---------------- ---------------
Chariot Oil & Gas Investments Oil and gas Guernsey
(Morocco) Limited exploration
------------------------------ ---------------- ---------------
Chariot Oil and Gas Service company UK
Statistics Limited
------------------------------ ---------------- ---------------
Enigma Oil & Gas Exploration Oil and gas Namibia
(Proprietary) Limited(1) exploration
------------------------------ ---------------- ---------------
Chariot Oil & Gas Investments Holding company Guernsey
(Brazil) Limited
------------------------------ ---------------- ---------------
Chariot Brasil Petroleo Oil and gas Brazil
e Gas Ltda exploration
------------------------------ ---------------- ---------------
Chariot Oil & Gas Finance Service company Guernsey
(Brazil) Limited(1)
------------------------------ ---------------- ---------------
(1) Indirect shareholding of the Company.
9 Taxation
The Company is tax resident in the UK, however no tax charge
arises due to taxable losses for the year (31 December 2015:
US$Nil).
No taxation charge arises in Namibia, Morocco, Mauritania or the
UK subsidiaries as they have recorded taxable losses for the year
(31 December 2015: US$Nil).
In Brazil, there were taxable profits due to interest received
on cash balances resulting in a tax charge payable of US$159,000
(31 December 2015: US$244,000). There was no deferred tax charge or
credit in either period presented.
Factors affecting the tax charge for the current year
The reasons for the difference between the actual tax charge for
the year and the standard rate of corporation tax in the UK applied
to losses for the year are as follows:
31 December 31 December
2016 2015
-------------------------------------- ------------ ------------
US$000 US$000
-------------------------------------- ------------ ------------
Tax reconciliation
-------------------------------------- ------------ ------------
Loss on ordinary activities
for the year before tax (6,673) (14,660)
-------------------------------------- ------------ ------------
Loss on ordinary activities
at the standard rate of corporation
tax in the UK of 20% (31
December 2015: 20.25%) (1,335) (2,969)
-------------------------------------- ------------ ------------
Non-deductible expenses 1,200 1,613
-------------------------------------- ------------ ------------
Difference in tax rates in
other jurisdictions 127 125
-------------------------------------- ------------ ------------
Deferred tax effect not recognised 167 1,475
-------------------------------------- ------------ ------------
Total taxation charge 159 244
-------------------------------------- ------------ ------------
The Company had tax losses carried forward on which no deferred
tax asset is recognised. Deferred tax not recognised in respect of
losses carried forward total US$5.4 million (31 December 2015:
US$5.2 million). Deferred tax assets were not recognised as there
is uncertainty regarding the timing of future profits against which
these assets could be utilised.
10 Loss per share
The calculation of basic loss per Ordinary share is based on a
loss of US$6,832,000 (31 December 2015: loss of US$14,904,000) and
on 266,296,528 Ordinary shares (31 December 2015: 263,131,736)
being the weighted average number of Ordinary shares in issue
during the year. Potentially dilutive share awards are detailed in
note 20, however these do not have any dilutive impact as the Group
reported a loss for the year, consequently a separate diluted loss
per share has not been presented.
11 Exploration and appraisal costs
31 December 2016 31 December 2015
-------------------------------- ----------------- -----------------
US$000 US$000
-------------------------------- ----------------- -----------------
Net book value brought forward 108,438 101,251
-------------------------------- ----------------- -----------------
Additions 16,465 8,627
-------------------------------- ----------------- -----------------
Farm-in proceeds - (1,440)
-------------------------------- ----------------- -----------------
Impairment (5,173) -
-------------------------------- ----------------- -----------------
Net book value carried forward 119,730 108,438
-------------------------------- ----------------- -----------------
As at 31 December 2016 the net book values of the five cost
pools are Central Blocks offshore Namibia US$49.8 million (31
December 2015: US$44.5 million), Southern Blocks offshore Namibia
US$51.0 million (31 December 2015: US$50.1 million), Mauritania
US$Nil (31 December 2015: US$4.9 million), Morocco US$5.0 million
(31 December 2015: US$4.1 million) and Brazil US$13.9 million (31
December 2015: US$4.8 million).
Farm-in proceeds in 2015 are in relation to the farm-out of 25%
of the Rabat Deep Offshore permits I-VI, Morocco, to a wholly owned
subsidiary of Woodside Petroleum Limited, which completed on 23
December 2014.
As announced on 16 June 2016 the Company has elected not to
enter into the First Renewal Phase of the C-19 licence in
Mauritania causing an impairment of US$5.2 million.
12 Property, plant and equipment
Fixtures, fittings Fixtures, fittings
and equipment and equipment
------------------------ ------------------- -------------------
31 December 31 December
2016 2015
------------------------ ------------------- -------------------
US$000 US$000
------------------------ ------------------- -------------------
Cost
------------------------ ------------------- -------------------
Brought forward 1,622 1,649
------------------------ ------------------- -------------------
Additions 13 26
------------------------ ------------------- -------------------
Disposals - (53)
------------------------ ------------------- -------------------
Carried forward 1,635 1,622
------------------------ ------------------- -------------------
Depreciation
------------------------ ------------------- -------------------
Brought forward 1,560 1,307
------------------------ ------------------- -------------------
Charge 39 301
------------------------ ------------------- -------------------
Disposals - (48)
------------------------ ------------------- -------------------
Carried forward 1,599 1,560
------------------------ ------------------- -------------------
Net book value brought
forward 62 342
------------------------ ------------------- -------------------
Net book value carried
forward 36 62
------------------------ ------------------- -------------------
13 Trade and other receivables
31 December 31 December
2016 2015
----------------------- ------------ ------------
US$000 US$000
----------------------- ------------ ------------
Other receivables and
prepayments 2,123 1,306
----------------------- ------------ ------------
The fair value of trade and other receivables is equal to their
book value.
14 Inventory
31 December 31 December
2016 2015
---------------------- ------------ ------------
US$000 US$000
---------------------- ------------ ------------
Wellheads and casing 938 938
---------------------- ------------ ------------
In 2015 the Group assessed the carrying value of its inventory
and provided for a write-down of US$6.6 million to net realisable
value.
15 Cash and cash equivalents
31 December 31 December
2016 2015
---------------------- ------------ ------------
Analysis by currency US$000 US$000
---------------------- ------------ ------------
US Dollar 21,184 31,403
---------------------- ------------ ------------
Brazilian Real 3,383 7,823
---------------------- ------------ ------------
Sterling 430 450
---------------------- ------------ ------------
Namibian Dollar 23 23
---------------------- ------------ ------------
Mauritanian Ouguiya 1 14
---------------------- ------------ ------------
25,021 39,713
---------------------- ------------ ------------
As at 31 December 2016 and 31 December 2015 the US Dollar and
Sterling cash is held in UK and Guernsey bank accounts. All other
cash balances are held in the relevant country of operation.
As at 31 December 2016, the cash balance of US$25.0 million (31
December 2015: US$39.7 million) contains the following cash
deposits that are secured against bank guarantees given in respect
of exploration work to be carried out:
31 December 31 December
2016 2015
------------------------ ------------ ------------
US$000 US$000
------------------------ ------------ ------------
Brazilian licences 103 7,216
------------------------ ------------ ------------
Mauritanian licence - 611
------------------------ ------------ ------------
Moroccan licences 5,750 2,900
------------------------ ------------ ------------
Namibian 2714B licence 300 300
------------------------ ------------ ------------
6,153 11,027
------------------------ ------------ ------------
The funds are freely transferrable but alternative collateral
would need to be put in place to replace the cash security.
16 Trade and other payables
31 December 31 December
2016 2015
---------------- ------------ ------------
US$000 US$000
---------------- ------------ ------------
Trade payables 1,926 1,600
---------------- ------------ ------------
Accruals 3,708 596
---------------- ------------ ------------
Tax Payable 8 10
---------------- ------------ ------------
5,642 2,206
---------------- ------------ ------------
The fair value of trade and other payables is equal to their
book value.
17 Share capital
Authorised
-------------- ------------------------------------------------------
31 December 31 December 31 December 31 December
2016 2016 2015 2015
-------------- ------------ ------------ ------------ ------------
Number US$000 Number US$000
-------------- ------------ ------------ ------------ ------------
Ordinary
shares
of 1p each* 400,000,000 7,980 400,000,000 7,980
-------------- ------------ ------------ ------------ ------------
Allotted, called up and fully paid
------------ ------------------------------------------------------
31 December 31 December 31 December 31 December
2016 2016 2015 2015
------------ ------------ ------------ ------------ ------------
Number US$000 Number US$000
------------ ------------ ------------ ------------ ------------
Ordinary
shares of
1p each* 268,352,392 4,874 264,274,904 4,811
------------ ------------ ------------ ------------ ------------
* The authorised and initially allotted and issued share capital
on admission (19 May 2008) has been translated at the historic rate
of US$:GBP of 1.995. The shares issued since admission have been
translated at the date of issue, or, in the case of share awards,
the date of grant and not subsequently retranslated.
Details of the Ordinary shares issued are in the table
below:
Date Description Price No of shares
US$
-------------- ---------------------- ------ -------------
31 December
2014 Opening Balance 262,294,113
-------------- ---------------------- ------ -------------
17 July 2015 Issue of share award 3.11 210,000
-------------- ---------------------- ------ -------------
17 July 2015 Issue of share award 0.50 813,008
-------------- ---------------------- ------ -------------
17 July 2015 Issue of share award 0.39 103,222
-------------- ---------------------- ------ -------------
17 July 2015 Issue of share award 0.10 396,478
-------------- ---------------------- ------ -------------
17 July 2015 Issue of share award 2.95 12,768
-------------- ---------------------- ------ -------------
17 July 2015 Issue of share award 0.33 154,168
-------------- ---------------------- ------ -------------
17 July 2015 Issue of share award 0.09 52,120
-------------- ---------------------- ------ -------------
19 August
2015 Issue of share award 1.36 15,000
-------------- ---------------------- ------ -------------
19 August
2015 Issue of share award 0.50 30,000
-------------- ---------------------- ------ -------------
19 August
2015 Issue of share award 0.08 17,642
-------------- ---------------------- ------ -------------
24 November
2015 Issue of share award 0.50 134,417
-------------- ---------------------- ------ -------------
24 November
2015 Issue of share award 0.06 41,968
-------------- ---------------------- ------ -------------
31 December
2015 264,274,904
-------------------------------------- ------ -------------
7 June 2016 Issue of share award 0.34 337,663
-------------- ---------------------- ------ -------------
7 June 2016 Issue of share award 0.14 778,475
-------------- ---------------------- ------ -------------
7 June 2016 Issue of share award 0.26 695,653
-------------- ---------------------- ------ -------------
7 June 2016 Issue of share award 0.33 41,666
-------------- ---------------------- ------ -------------
7 June 2016 Issue of share award 1.25 13,334
-------------- ---------------------- ------ -------------
7 June 2016 Issue of share award 0.50 35,772
-------------- ---------------------- ------ -------------
7 June 2016 Issue of share award 0.13 50,542
-------------- ---------------------- ------ -------------
7 June 2016 Issue of share award 0.24 127,876
-------------- ---------------------- ------ -------------
21 June 2016 Issue of share award 0.50 114,904
-------------- ---------------------- ------ -------------
21 June 2016 Issue of share award 0.33 133,333
-------------- ---------------------- ------ -------------
21 June 2016 Issue of share award 0.14 109,375
-------------- ---------------------- ------ -------------
21 June 2016 Issue of share award 0.11 186,254
-------------- ---------------------- ------ -------------
21 June 2016 Issue of share award 0.18 231,885
-------------- ---------------------- ------ -------------
21 June 2016 Issue of share award 0.20 80,000
-------------- ---------------------- ------ -------------
21 June 2016 Issue of share award 0.12 35,555
-------------- ---------------------- ------ -------------
26 July 2016 Issue of share award 4.38 7,000
-------------- ---------------------- ------ -------------
26 July 2016 Issue of share award 0.50 325,203
-------------- ---------------------- ------ -------------
26 July 2016 Issue of share award 0.39 243,229
-------------- ---------------------- ------ -------------
26 July 2016 Issue of share award 0.15 165,156
-------------- ---------------------- ------ -------------
26 July 2016 Issue of share award 0.08 260,717
-------------- ---------------------- ------ -------------
3 October
2016 Issue of share award 0.20 80,000
-------------- ---------------------- ------ -------------
3 October
2016 Issue of share award 0.12 23,896
-------------- ---------------------- ------ -------------
31 December
2016 268,352,392
-------------------------------------- ------ -------------
18 Related party transactions
- Key management personnel comprises the Directors and details
of their remuneration are set out in note 6 and the Directors'
Remuneration Report.
- Westward Investments Limited ("Westward") is a company where
Robert Sinclair is a Director of the Corporate Director and which
is owned by a discretionary trust of which Adonis Pouroulis is one
of a number of beneficiaries. During the year ended 31 December
2016, Westward received administrative services from an employee of
Chariot for which Westward incurred fees payable to Chariot of
US$Nil (31 December 2015: US$13,365). The amount outstanding as at
31 December 2016 was US$Nil (31 December 2015: US$Nil).
- Pella Resources Limited ("Pella") is a company where Robert
Sinclair and Adonis Pouroulis are Directors. During the year ended
31 December 2016, Pella received administrative services from
employees of Chariot for which it incurred fees payable to Chariot
of US$Nil (31 December 2015: US$37,818). The amount outstanding as
at 31 December 2016 was US$Nil (31 December 2015: US$Nil).
- Alufer Mining Limited ("Alufer") is a company where Robert
Sinclair was a Director until 20 December 2016 and Adonis Pouroulis
is a Director. During the year ended 31 December 2016, Alufer
received administrative services from an employee of Chariot for
which it incurred fees payable to Chariot of US$75,384 (31 December
2015: US$6,902). The amount outstanding as at 31 December 2016 was
US$11,357 (31 December 2015: US$6,902) which was received post year
end.
19 Financial instruments
The Board of Directors determine, as required, the degree to
which it is appropriate to use financial instruments or other
hedging contracts or techniques to mitigate risk. Throughout the
year ending 31 December 2016, no trading in financial instruments
was undertaken (31 December 2015: US$Nil). There is no material
difference between the book value and fair value of the Group cash
balances, short term receivables and payables.
Market risk
Market risk arises from the Group's use of interest bearing and
foreign currency financial instruments. It is the risk that future
cash flows of a financial instrument will fluctuate because of
changes in interest rates (interest rate risk) and foreign exchange
rates (currency risk). Throughout the year, the Group has held
surplus funds on deposit, principally with its main relationship
banks Barclays and BNP Paribas, on fixed short term deposits. The
credit ratings of the main relationship banks the Group holds cash
with does not fall below A or equivalent. The Group does not
undertake any form of speculation on long term interest rates or
currency movements, therefore it manages market risk by maintaining
a short term investment horizon and placing funds on deposit to
optimise short term yields where possible but, moreover, to ensure
that it always has sufficient cash resources to meet payables and
other working capital requirements when necessary. As such, market
risk is not viewed as a significant risk to the Group. The
Directors have not disclosed the impact of interest rate
sensitivity analysis on the Group's financial assets and
liabilities at the year-end as the risk is not deemed to be
material.
This transactional risk is managed by the Group holding the
majority of its funds in US Dollars to recognise that US Dollars is
the trading currency of the industry, with an appropriate balance
maintained in Brazilian Real, Sterling, Namibian Dollars and
Mauritanian Ouguiya to meet other non-US Dollar industry costs and
on-going corporate and overhead commitments.
At the year end, the Group had cash balances of US$25.0 million
(31 December 2015: US$39.7 million) as detailed in note 15.
Other than the non-US Dollar cash balances described in note 15,
no other material financial instrument is denominated in a currency
other than US Dollars. A 10% adverse movement in exchange rates
would lead to a foreign exchange loss of US$384,000 and a 10%
favourable movement in exchange rates would lead to a corresponding
gain; the effect on net assets would be the same as the effect on
profits (31 December 2015: US$831,000).
Capital
In managing its capital, the Group's primary objective is to
maintain a sufficient funding base to enable it to meet its working
capital and strategic investment needs. The Group currently holds
sufficient capital to meet its on-going needs for at least the next
12 months.
Liquidity risk
The Group's practice is to regularly review cash needs and to
place excess funds on fixed term deposits. This process enables the
Group to optimise the yield on its cash resources whilst ensuring
that it always has sufficient liquidity to meet payables and other
working capital requirements when these become due.
The Group has sufficient funds to continue operations for the
forthcoming year and has no perceived liquidity risk.
Credit risk
The Group's policy is to perform appropriate due diligence on
any party with whom it intends to enter into a contractual
arrangement. Where this involves credit risk, the Company will put
in place measures that it has assessed as prudent to mitigate the
risk of default by the other party. This would consist of
instruments such as bank guarantees and letters of credit or
charges over assets.
At the year-end the Group acts as Operator in two non-carried
joint venture relationships on two of the Group's licences and
therefore from time to time is owed money from its joint venture
partners. The joint venture partner which has a 20% interest in the
Central Blocks in Namibia is an entity which is part owned by one
of the world's largest seismic and geoscience companies. The joint
venture partner which has a 25% interest in the Rabat Deep Offshore
permits I-VI, Morocco, is an entity which is wholly owned by
Australia's largest oil company.
As such, the Group has not put in place any particular credit
risk measures in this instance as the Directors view the risk of
default on any payments due from the joint venture partner as being
very low.
20 Share based payments
Share Option Scheme
During the year, the Company operated the Chariot Oil & Gas
Share Option Scheme ("Share Option Scheme"). The Company recognised
total expenses of US$Nil (31 December 2015: US$Nil) related to
equity settled share based payment transactions under the plan.
The options expire if they remain unexercised after the exercise
period has lapsed. For options valued using the Black-Scholes
model, there are no market performance conditions or other vesting
conditions attributed to the options.
The following table sets out details of all outstanding options
granted under the Share Option Scheme:
31 December 31 December
2016 2015
-------------------------- ------------ ------------
Number of Number of
Options Options
-------------------------- ------------ ------------
Outstanding at beginning
of the year 4,000,000 4,000,000
-------------------------- ------------ ------------
Lapsed during the year (1,000,000) -
-------------------------- ------------ ------------
Outstanding at the end
of the year 3,000,000 4,000,000
-------------------------- ------------ ------------
Exercisable at the end
of the year 3,000,000 4,000,000
-------------------------- ------------ ------------
The range of the exercise price of share options exercisable at
the year-end falls between US$0.33 (27p) - US$1.54 (125p) (31
December 2015: US$0.37 (25p) - US$1.85 (125p)).
The estimated fair values of options which fall under IFRS 2 and
the inputs used in the Black-Scholes model to calculate those fair
values are as follows:
Date of Estimated Share Exercise Expected Expected Risk Expected
grant fair value price price volatility life free dividend
rate
------------- ------------- ---------- ---------- ------------ --------- ------ ----------
1 September
2011 GBP0.87 GBP1.29 GBP1.25 80% 5 years 4.3% 0%
------------- ------------- ---------- ---------- ------------ --------- ------ ----------
22 April
2013 GBP0.11 GBP0.186 GBP0.273 80% 5 years 1.5% 0%
------------- ------------- ---------- ---------- ------------ --------- ------ ----------
Expected volatility was determined by calculating the annualised
standard deviation of the daily changes in the share price.
Long Term Incentive Scheme ("LTIP")
The plan provides for the awarding of shares to employees and
Directors for nil consideration. The award will lapse if an
employee or Director leaves employment.
Shares granted when an individual is an employee will vest in
equal instalments over a three year period from the grant date and
shares granted when an individual is a Director or otherwise
specified will vest three years from the end of the year that the
award relates.
The Group recognised a charge under the plan for the year to 31
December 2016 of US$734,000 (31 December 2015: US$978,000).
The following table sets out details of all outstanding share
awards under the LTIP:
31 December 31 December
2016 2015
------------------------------------ ------------ ------------
Number of Number of
awards awards
------------------------------------ ------------ ------------
Outstanding at beginning
of the year 10,348,522 7,953,614
------------------------------------ ------------ ------------
Granted during the year 8,133,661 4,597,143
------------------------------------ ------------ ------------
Shares issued for no consideration
during the year (3,905,162) (1,980,791)
------------------------------------ ------------ ------------
Lapsed during the year (229,743) (221,444)
------------------------------------ ------------ ------------
Outstanding at the end
of the year 14,347,278 10,348,522
------------------------------------ ------------ ------------
Exercisable at the end
of the year 4,074,236 3,920,950
------------------------------------ ------------ ------------
Non-Executive Directors' Restricted Share Unit Scheme
("RSU")
The plan provides for the awarding of shares to Non-Executive
Directors for nil consideration. An award can be Standalone or
Matching.
Standalone share awards are one-off awards to Non-Executive
Directors which will vest in equal instalments over a three year
period and will lapse if not exercised within a fixed period on
stepping down from the Board.
Matching share awards will be granted equal to the number of
existing Chariot shares purchased by the Non-Executive Director in
each calendar year capped at the value of their gross annual fees
for that year. The shares will vest in equal instalments over a
three year period and will lapse if not exercised prior to stepping
down from the Board or if the original purchased shares are sold
prior to the vesting of the relevant Matching award. Any potential
Matching awards not granted in a calendar year shall be forfeited
and shall not roll over to subsequent years.
The Group recognised a charge under the plan for the year to 31
December 2016 of US$53,000 (31 December 2015: US$126,000).
The following table sets out details of all outstanding share
awards under the RSU:
31 December 31 December
2016 2015
------------------------------------ ------------ ------------
Number of Number of
awards awards
------------------------------------ ------------ ------------
Outstanding at beginning
of the year 1,421,267 1,259,191
------------------------------------ ------------ ------------
Granted during the year 463,767 208,408
------------------------------------ ------------ ------------
Shares issued for no consideration (172,326) -
during the year
------------------------------------ ------------ ------------
Lapsed during the year (152,835) (46,332)
------------------------------------ ------------ ------------
Outstanding at the end
of the year 1,559,873 1,421,267
------------------------------------ ------------ ------------
Exercisable at the end
of the year 532,978 557,398
------------------------------------ ------------ ------------
21 Contingent liabilities
From 30 December 2011 the Namibian tax authorities introduced a
withholding tax of 25% on all services provided by non-Namibian
entities which are received and paid for by Namibian residents.
From 30 December 2015 the withholding tax was reduced to 10%. As at
31 December 2016, based upon independent legal and tax opinions,
the Group has no withholding tax liability (31 December 2015:
US$Nil). Any subsequent exposure to Namibian withholding tax will
be determined by how the relevant legislation evolves in the future
and the contracting strategy of the Group.
22 Events after the balance sheet date
a) Approval of farm-out agreement
On 9 January 2017 the Company announced that the farm-out signed
between its wholly owned subsidiary, Chariot Oil & Gas
Investments (Morocco) Limited and a wholly owned subsidiary of Eni,
which was detailed in the announcement of 30 March 2016, had been
approved for the Rabat Deep Offshore permits I-VI by the Moroccan
authorities. As a result of this approval, operatorship of these
permits has been transferred to Eni.
The licence ownership is now as follows: Eni (operator, 40%
equity interest), Woodside (25% equity interest), Chariot (10%
equity interest) and Office National des Hydrocarbures et des Mines
("ONHYM") (25% carried interest).
b) Award of Kenitra Offshore Exploration Permit
On 16 February 2017 the Company announced that its wholly owned
subsidiary, Chariot Oil & Gas Investments (Morocco) Limited,
had been awarded a 75% interest and operatorship of the Kenitra
Offshore Exploration Permit ("Kenitra"), Morocco in partnership
with the Office National des Hydrocarbures et des Mines ("ONHYM")
which holds a 25% carried interest.
This information is provided by RNS
The company news service from the London Stock Exchange
END
FR OKQDKNBKBNND
(END) Dow Jones Newswires
March 15, 2017 03:01 ET (07:01 GMT)
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