TIDMCASP
RNS Number : 2055Q
Caspian Sunrise plc
27 June 2022
Caspian Sunrise PLC
("Caspian Sunrise" or the "Company")
Annual Report and Financial Statements for the Year Ended 31
December 2021
Caspian Sunrise, the Central Asian oil and gas company with a
focus on Kazakhstan, is pleased to announce its audited final
results for the year ended 31 December 2021.
Highlights for the year:
Operational:
-- Aggregate production for 2021 was 533,857 barrels (2020:
545,667) a decrease of approximately 2.2%
-- Reserves at 31 December 2021 P1 15.1 mmbls & P2 26.3
mmbls (2020: P1 15.6 mmbls & P2 26.8 mmbls)
Financial:
-- Revenue: up 75% at $25 million (2020: $14.3 million)
-- Loss after tax for the year $5.5 million (2020: $3.5 million)
-- Cash at bank: $0.4 million (2020: $0.3 million)
-- Total assets: $114.2 million (2020: $125.7 million)
-- Exploration assets $46.1 million (2020: $61.6 million)
-- Plant, property & equipment $57.1 million (2020: $52.8 million)
The Report and Accounts and Notice of a General Meeting to
approve the Accounts will shortly be posted to shareholders and
available from the Company's website at
https://www.caspiansunrise.com/investors/reports
Caspian Sunrise PLC
Clive Carver +7 727 375 0202
Executive Chairman
WH Ireland, Nominated Advisor
& Broker
James Joyce +44 (0) 207 220 1666
Andrew de Andrade
The information contained within this announcement is deemed to
constitute inside information as stipulated under the retained EU
law version of the Market Abuse Regulation (EU) No. 596/2014 (the
"UK MAR") which is part of UK law by virtue of the European Union
(Withdrawal) Act 2018. The information is disclosed in accordance
with the Company's obligations under Article 17 of the UK MAR. Upon
the publication of this announcement, this inside information is
now considered to be in the public domain.
CHAIRMAN'S STATEMENT
Introduction
Our company has come through a difficult period in good shape
and is set to prosper in the coming years.
We are producing record amounts of oil and selling it at prices
greater than at any time since we commenced production. Debt has
been paid down or converted to equity and we expect to declare our
first dividend later this year. Further, by the end of 2022 we
expect to have completed all the mandatory BNG work programme
commitments.
With international oil prices well above $100 per barrel the
position is a world away from 2020, when we faced $16 per barrel
and limited interest in our oil. Over the same period the domestic
price of oil has increased from approximately $6 per barrel to
approximately $25 per barrel.
Russian sanctions
As with much of Kazakh oil production our oil is transported to
international markets via the Russian pipeline network, emerging as
"Urals Oil" as our oil was until very recently termed once mixed
with Russian oil. While we have not experienced any significant
issues in delivering our oil, recent prices for Urals Oil have been
some $25 - $35 per barrel below Brent prices.
We firmly believe the Russian pipeline network will remain
available to transport our Kazakh oil, however if that were not to
be the case, or if the discount to Brent of our oil significantly
widens, we would seek alternative distribution options avoiding
Russia.
Other delivery destinations include China, Azerbaijan and
Uzbekistan with each option involving additional transportation
costs. An alternative would be to sell all oil produced on the
domestic market. A better alternative would be to sell direct to
one of the new mini refineries setting up in the region, which
would eliminate a large part of the transportation and delivery
costs.
Our expectation however, is that through natural market
arbitrage led by those countries not signed up to Russian sanctions
such as China, India and other Asian countries, the current
discount will significantly reduce.
Also, with a new KEBCO designation for Kazakh oil and the EU
confirming that Kazakh oil transported through the Russian pipeline
systems is not subject to any sanctions we expect to be able to
sell oil to our international oil trader partners in Kazakhstan at
prices much closer to Brent.
We estimate the impact of the sanctions related Urals Oil
discount to currently be of the order of $30 million per annum
based on current production volumes and prevailing international
prices. Any reversal of the impact of the Urals Oil discount would
flow directly to revenues and a large portion to profits.
As Kazakh economy is closely linked to the Russian economy the
value of the Kazakh Tenge could decline against the dollar. While
this would affect the price at which we account in US$ for oil sold
domestically it would also reduce the US$ reported operating costs
incurred in Tenge, which account for approximately 50% of the
Group's total costs.
Strategy
To date
Since our IPO in 2007, the Group's strategy has been to exploit
oil & gas opportunities in Central Asia, focusing on Kazakhstan
where the management team has the most experience.
During that period we have successfully brought into production
shallow structures at our flagship asset BNG. During the same
period we have completed four of the six deep wells required under
the BNG Contract Area work programme commitment, with a fifth well
part drilled and the sixth underway and expected to complete in Q4
2022.
Going forward
Our focus will remain on exploiting oil and gas assets in
Kazakhstan, in particular at our flagship BNG asset, prioritising
production from the shallow structures.
CHAIRMAN'S STATEMENT (CONTINUED)
While we will continue to look at early-stage projects, such as
in 2008 when we acquired our interest in BNG, our concentration
will be on cashflow positive producing assets and for the right
projects we would look beyond Kazakhstan.
A decade ago we looked at alternative energy projects but
concluded the returns then available did not match those at BNG.
The economics of alternative energy are now markedly better. We are
therefore looking over time to become a diversified energy group
rather than one focused solely on oil. In particular we are looking
at wind energy projects.
Operational Review
BNG
Horizontal drilling
A big positive in the period under review and subsequently has
been the successful introduction of horizontal drilling
techniques.
Horizontal drilling has been used to improve the production of
existing wells and will in the coming months be used in new wells
at both the MJF structure and at South Yelemes, where we believe
significant volumes of oil may lie at depths as shallow as 2,500
meters.
Shallow structures
All of the oil produced in 2021 was from the MJF structure. The
production capacity at the MJF structure has increased to 3,750
bopd, with seven wells producing and a further two wells planned
before the year end, including Well 141 which is due to re-enter
production shortly following a horizontal drilling workover.
Following the award of the export status at the South Yelemes
structure we have been able to re-open wells there, which were shut
in for the whole of 2021. The production capacity of these existing
wells is approximately 300 bopd. As noted above we plan to drill a
new well at a depth of 2,500 meters exploiting horizontal drilling
targeting oil in the dolomite.
Our target with these new wells is as soon as possible to
increase production capacity to 5,000 bopd solely from our shallow
structures.
Deep structures
The three deep wells drilled in previous years on the Airshagyl
structure are Wells A5, A6 & A8. The existing deep well on the
Yelemes Deep Structure is Well 801.
Funding constraints in the period under review limited the work
that we could undertake to bring these wells into production.
Little was achieved at Wells A5, A6 and 801. At Well A8, however we
drilled from a depth of 4,500 meters to 5,400 meters identifying
three oil bearing intervals covering in aggregate 140 meters.
Since the period end we perforated two of the three intervals
identified as potentially oil bearing but neither flowed oil at
commercial quantities. The rig used at A8 has been reallocated to
drill a shallow well on the MJF structure.
A7 is the fourth deep well to be drilled on the Airshagyl
structure and the fifth in total. It was spudded in late December
2021 with a planned Total Depth of 5,300 meters targeting oil in
the Carboniferous and the Devonian. Drilling reached a depth of
2,150 meters before pausing to allow the rig to be used
elsewhere.
The final deep well required under the BNG Work Programme
commitment is Deep Well 802, which spudded in June 2022, with a
Total Depth of 5,300 meters and will target oil in the
Carboniferous and the Devonian and an initial target at a depth of
4,300 meters. At the date of this report drilling had reached 650
meters without incident.
Our approach to BNG
At BNG we have two proven and commercially viable shallow
structures, MJF and South Yelemes, and two deep structures
Airshagyl and Yelemes Deep with huge potential but to date with no
production.
As noted above our plan is to prioritise production from the
shallow structures with a series of new wells and workovers of
existing wells.
CHAIRMAN'S STATEMENT (CONTINUED)
This does not mean we are moving away from the hugely
prospective deep structures at BNG. We already have four deep wells
drilled to their total depths, a fifth part drilled and a sixth
underway. This is the final deep well required under the BNG work
programme commitments, which are expected to be complete before the
end of the year.
We continue to believe that the geological conditions at the
super giant fields of Kashagan and Tengiz extend to the BNG
Contract Area. If this is the case the potential volume of oil in
these deep structures is vast and the implications on the Company's
fortunes of one or more commercial deep wells would be
transformational. We remain committed to bring as many as possible
of these six deep wells into production. However, until we are
successful in bringing at least one of these six deep wells into
production, it is unlikely we will drill any further deep wells at
BNG.
Given the current high oil price and the relatively low risk
opportunities on our shallow structures our focus is now to
maximise cashflow from production.
Own equipment
The move to own the drilling rigs and much of the other
equipment previously rented has significantly improved operational
efficiency and reduced operating costs. The Covid-19 related
prolonged closure of the Chinese / Kazakh border and the sanctions
on Russia have also underlined the importance of being self-reliant
for rigs and drilling consumables.
Since the period end we have acquired a further workover rig
with the $750,000 consideration satisfied by the issue of
approximately 19 million new shares.
The impact of Covid-19
Although there were several periods when the Almaty office was
closed following staff testing positive for Covid-19, the impact on
operations in the oilfields were far less pronounced than in 2020.
More impactful was the Covid-19 related closure of the Chinese /
Kazakh border and the resultant sharp rise in the price of
equipment and consumables sourced from Russia. Happily, the Chinese
/ Kazakh border has reopened.
The impact of the drilling slow-down in 2020 became apparent in
2021 with no new wells coming on stream in the first half of 2021,
resulting in a 2% fall in the volume of oil produced for the year
as a whole.
3A Best
There was little progress at 3A Best in the period under review
or subsequently. The farm-out announced in June 2021 was
conditional on the renewal of the 3A Best Licence. We continue to
work with the Kazakh authorities to renew the licence, following
which we will assess its place within the Group. In the meantime,
our investment in 3A Best has been fully provided for.
Caspian Explorer
During the period under review the Caspian Explorer was
chartered for a safety related contract by the North Caspian
Operating Company, the leading operator in the region. Daily rates
for safety related work are much lower than for drilling contracts
but the income from the charter covered the Caspian Explorer's
costs for the year.
While we have serious interest in both safety related and
drilling charters for 2023 no contracts have yet been signed,
although a tender has been submitted for a 2023 drilling programme.
We have also received several early-stage approaches to buy the
Caspian Explorer.
Dividends
It has been our objective for some time to commence regular
dividend payments. Not only will this reward shareholders for their
continued support it should also signal to the wider investment
community that the Group has moved to the next stage in its
development.
We have worked to create sufficient distributable reserves to
allow dividends to be paid. This required a formal Capital
Reduction to cancel the share premium account and the deferred
shares to boost distributable reserves. The Capital Reduction was
approved by shareholders in April 2022 and approved by the UK High
Court in June 2022.
In assessing the size and timing of any dividends the board will
have regard to the matters disclosed in note 1.1, which include the
Group's free cashflows and its existing and future financial
commitments. The Board will also need to be satisfied there are no
additional adverse impacts from Russian sanctions.
CHAIRMAN'S STATEMENT (CONTINUED)
Based on their current assessment and subject to the points
noted above the Board anticipates declaring the first dividend
later this year.
Board changes
On 4 March 2021 we were pleased to welcome Seokwoo Shin, Chief
Operating Officer, to the Board as an executive director. He worked
for the Korean National Oil Corporation from 1987 until 2018 with
spells in Korea, the United Kingdom, Russia and most recently
Kazakhstan, where he was responsible for KNOC's Kazakh oil fields.
He joined Caspian Sunrise in 2018.
Employees
The Group currently employees 215 staff, including Directors, of
whom 213 are based in Kazakhstan and split principally between the
corporate offices in Almaty and in the field.
Outlook
We look forward to further increasing production from the
shallow structures at BNG.
Even at current prices and despite the Urals Oil discount the
company is doing well, however, as noted above, we do not expect
the current discount for Urals Oil to apply to our oil for much
longer. A drilling charter for the Caspian Explorer in 2023 would
also make a material difference to the Group's trading. However,
the greatest impact on the value of our Company would be success at
our BNG deep structures.
Clive Carver
Chairman
24 June 2022
FINANCIAL REVIEW OF THE 12 MONTHSED 31 DECEMBER 2021
Revenue
Revenue in 2021 increased by approximately 75 per cent to
approximately $25 million (2020: $14.3 million).
Oil prices
International export prices rose steadily from approximately $50
per barrel at the start of 2021 to approximately $77 per barrel by
the year end. Over the same period domestic prices rose from
approximately $6 per barrel to approximately $25 per barrel.
Production volumes
Production volume in 2021 was at 533,857 barrels some 2.2% lower
than in 2020, reflecting the limited investment in workovers and
new wells during the height of the Covid-19 restrictions in
2020.
International vs Domestic sales
The proportion of oil sold on the international market in 2021
was similar to that in 2020 as the export status at South Yelemes
was not received until late December 2021.
Gross profit
Gross profit increased by approximately 106 per cent to
approximately $19.4 million (2020: $9.4 million), principally as
the result of the increase in the oil price.
Selling expenses
Selling expenses increased by approximately 94% at $7.6 million
(2020: $3.9 million) and are mainly export and customs duties,
which are typically based on achieved oil prices.
Operating loss
The operating loss was $4.0 million (2020: $0.7 million) This
includes a provision in respect of the carrying value of 3A Best of
$12.5 million.
Other administrative expenses
The Board's pay reductions introduced in 2020 continued through
2021 and throughout H1 2022, with the result that in the period
under review General and Administrative expenses fell a further 11%
to $3.3 million (2020: $3.7 million).
Tax charge
The tax charge reduced to $0.7 million (2020: $1.8 million). and
the reduction in the tax charge reflected lower provisions for
Kazakh withholding tax on intercompany loans with taxes on trading
being covered by past losses.
Loss for the year
The loss for the year after tax was $5.5 million, after the
$12.5 million provision in respect of 3A Best. (2020: loss of $3.5
million).
Oil and gas assets
Unproven oil & gas assets
The carrying value of unproven oil and gas assets fell by
approximately $15.3 million to approximately $46.2 million (2020:
$61.4 million) largely as the result of the $12.5 million provision
in respect of 3A Best and exchange rate differences of
approximately $3.5 million.
The approval for export sales from the South Yelemes which was
granted in December 2021 required further information to be
supplied in the following 6 months for the formal export licence to
be confirmed. Accordingly, at 31 December 2021 the South Yelemes
asset has remained as part of unproven oil & gas assets and
will be moved to proven oil and gas assets in the 2022 financial
statements.
Plant, property and equipment
The value of plant property and equipment increased by
approximately $4.3 million to approximately $57.1 million (2020:
$52.8 million), reflecting the acquisition in the year of drilling
rigs and equipment.
FINANCIAL REVIEW OF THE 12 MONTHSED 31 DECEMBER 2021
(CONTINUED)
Other receivables
Other receivables fell from approximately $6.2 million to
approximately $4.9 million principally as the result of lower
pre-payments. Receivables due in more than one year were
approximately $4.3 million (2020: $4.2 million) and are principally
Kazakh VAT related.
Cash position
At the year-end we had cash balances of approximately $0.4
million (2020: $0.3 million). This reflects the continuing
extremely tight working capital position following the impact of
Covid-19.
Liabilities
Trade and other payables under 12 months
Trade and other payables increased to approximately $13.2
million (2020: 11.0 million), largely as the result of higher tax
due on oil sales. Short term borrowings provided by the Oraziman
family increased to $6.4 million (2020: $5.6 million) and the
provisions for payments in less than 12 months stayed broadly
similar at approximately $8.7 million (2020: $9.3 million) of which
the provision for BNG licence payments was $3.2 million in both
years.
On 9 March 2022, following the period end Independent
Shareholders approved the conversion of approximately $6.2 million
due to the Oraziman family into 139,729,446 new ordinary
shares.
BNG historic costs
We have continued to pay down the historic costs assessed
against BNG. At 31 December 2021, of the original $32 million
levied in 2019 approximately $22.5 million remains to be paid over
the next seven years.
Cashflows
During the period under review approximately $24.3 million was
received from customers and approximately $16.6 million paid out to
suppliers, creditors and staff with a further $0.7 million spent on
unproven oil and gas assets and $7.1 million spent on property,
plant and equipment, resulting in cash balances at the year
increasing slightly from $0.3 million to $0.4 million.
Going Concern
The financial position of the Group and the Company has improved
in the past year and as at 1 June 2022 the Group had cash of $1
million.
-- At current oil prices, even with the Urals Oil price
discount, the Company enjoys positive operational cash flows
-- Deep Well 802 is the final well required under the BNG work
programme. Any further deep wells drilled at BNG will be on a
discretionary basis
-- As is the case for the MJF structure, the South Yelemes
structure with current production of approximately 300 bopd is now
able to sell most of its oil at international prices
-- $6.2 million of debt has been converted to equity
Nevertheless, with net current liabilities of approximately $22
million as at 31 December 2021, the assessment of going concern
needs to be properly considered. The Board have assessed cash flow
forecasts prepared for a period of at least 12 months from the of
approval of the financial statements and assessed the risks and
uncertainties associated with the operations and funding position,
including the potential further effects of the COVID-19 pandemic.
These cash flows, which include the payment of discretionary
dividend, are dependent on a number of key factors including:
-- The Group's cashflow is sensitive to oil price and volume
sold. This is impacted by its current reliance on exporting a
portion of its oil sales through the Russian pipeline network. If
due to sanctions on Russia, this pipeline network is no longer
available, or the discount on oil exported through this network
increased over a prolonged period, to continue to generate positive
cash the Group would either seek alternative distribution routes
via Uzbekistan, Azerbaijan or China or alternatively sell all oil
produced on the domestic market or to one of the new mini
refineries opening in the region, where prices are typically better
than the domestic price and buyers collect the oil from the
wellhead. As none of these alternatives have yet been tested, if
the oil price achieved or volume sold declined, these factors could
result in the Group requiring additional funding.
FINANCIAL REVIEW OF THE 12 MONTHSED 31 DECEMBER 2021
(CONTINUED)
-- The Group continues to forward sell its domestic production
and receive advances from oil traders with $1.8m currently advanced
and the continued availability of such arrangements is important to
working capital. Whilst the Board anticipate such facilities
remaining available given its trader relationships and recent oil
price increases, should they be withdrawn or reduced more quickly
than forecast cash flows allow then additional funding would be
required.
-- The Group has $6.0m of liabilities due on demand under social
development program and $0.4m of BNG licence payments due within
the forecast period to the Kazakh government. Whilst the Board has
forecasted the payment of BNG licence payments, there are no
payments planned for social development program within the forecast
period as the Board expects additional payment deferrals to be
approved. Should the deferrals not occur additional funding would
be required.
These circumstances continue to indicate the existence of a
material uncertainty which may cast significant doubt about the
Group and the Company's ability to continue as a going concern and
therefore may be unable to realise its assets and discharge its
liabilities in the normal course of business. The financial
statements do not include the adjustments that would result if the
Group and the Company was unable to continue as a going
concern.
Notwithstanding the material uncertainty described above, after
making enquiries and assessing the progress against the forecast,
projections and the status of the mitigating actions referred to
above, the Directors have a reasonable expectation that the Group
and the Company will continue in operation and meet its commitments
as they fall due over the going concern period. Accordingly, the
Directors continue to adopt the going concern basis in preparing
the financial statements.
Clive Carver
Chairman
24 June 2022
OUR OIL & GAS ASSETS
BNG CONTRACT AREA
Introduction
The Group's principal asset is its 99% interest in the BNG
Contract Area. We first took a stake in the BNG Contract Area in
2008, as part of the acquisition of 58.41% of portfolio of assets
owned by Eragon Petroleum Limited.
In 2017, we increased our stake to 99% upon the completion of
the merger with Baverstock GmbH. Since 2008, more than $100 million
has been spent at BNG.
The BNG Contract Area is located in the west of Kazakhstan 40
kilometers southeast of Tengiz on the edge of the Mangistau Oblast,
covering an area of 1,561 square kilometers of which 1,376 square
kilometers has 3D seismic coverage acquired in 2009 and 2010. We
became operators at BNG in 2011, since when we have identified and
developed both shallow and deep structures.
Shallow structures
There are two confirmed and producing shallow structures at
BNG.
MJF structure
The first wells were drilled on the MJF structure in 2016, since
when it has produced in aggregate approximately 2.7 million
barrels. We have embarked on a programme of redrilling the older
wells using horizontal drilling techniques to increase production.
At the date of this report work at three of the older wells has
been completed.
In 2013, we announced the discovery of the MJF structure and
have subsequently drilled eight wells of which seven are currently
producing with an aggregate capacity of approximately 3,750
bopd.
The productive Jurassic aged reservoir consists of stacked pay
intervals with most ranging in thickness from two meters to 17
meters. The current mapped lateral extent of the MJF field is now
approximately 13km2. The producing wells range in depth from 2,192
meters to 2,450 meters.
In December 2018, we applied to move the MJF structure, which
was part of the overall BNG licence, from an appraisal licence to a
full production licence, under which the majority of the oil
produced from the MJF wells may be sold by reference to world
rather than domestic Kazakh prices. The full production licence
became effective in July 2019, with the first revenues based on
international prices received in August 2019.
Following the award of the MJF export licence the Kazakh
regulatory authorities assessed historic costs of $32 million
against the MJF structure, repayable quarterly over a 10-year
period, of which approximately $22 million remained payable at 31
December 2021.
Wells 154 and 153 were the first new wells drilled using
horizontal techniques both targeting a Middle Jurassic reservoir.
Recently Well 142 recommenced production following use of
horizontal drilling and is producing at approximately 1,400
bopd.
All of the oil produced in 2021 was from the MJF structure. In
2021 we produced 533,857 barrels of oil at an average of 1,462 bopd
(2020: 545,667 barrels at an average of 1,495 bopd).
South Yelemes structure
The first wells were drilled on the South Yelemes structure
during the Soviet era, with test production commencing in 1994.
Well 54 was intermittently active between periods of being shut
in to allow pressure to be restored. There are three other wells at
South Yelemes (805, 806 & 807). Since 2010 the South Yelemes
shallow structure has produced approximately 350,000 barrels.
No production was allowed at this structure between May 2020
when we submitted our application to upgrade the structure to
export status in late December 2021. We are now able to sell most
of the oil produced from the South Yelemes structure by reference
to international rather than domestic prices.
OUR OIL & GAS ASSETS (CONTINUED)
South Yelemes structure (Continued)
Until recently these older wells were the only wells on the BNG
Contract Area to use artificial lift to assist the oil to flow to
the surface. We believe the structure may have untapped quantities
of oil at higher levels than previously explored, which we intended
to explore with horizontal drilling targeting a Dolomite
reservoir.
Deep structures
We have identified two deep structures at the BNG Contract Area.
The first is the Airshagyl structure, which extends to 58 km2. The
second is the Yelemes Deep structure which extends over an area of
36 km2.
Airshagyl structure
Three deep wells have been drilled on the Airshagyl structure,
A5, A6 & A8 a fourth A7 was spudded in December 2021.
A5
Well A5 was spudded in July 2013 and drilled to a total depth of
4,442 meters with casing set to a depth of 4,077 meters to allow
open-hole testing. Core sampling revealed the existence of a gross
oil-bearing interval of at least 105 meters from 4,332 meters to at
least 4,437 meters. For 15 days the well produced at the rate of
approximately 3,000 bopd before production fell to approximately
1,000 bopd, leading to the well being shut in for remedial
treatment.
Limited rig availability resulted in little work on this well in
2021 or subsequently. We remain believers in the well and intend to
drill a new side-track from a depth of 4,500 meters when a rig
becomes available.
A6
Deep Well A6 was spudded in 2015 and drilled to a depth of 4,528
meters. Initially problems in perforating the well prevented it
being put on test. Latterly the issue has been blockages from
unrecovered drilling fluid. During the year the year under review
there was no significant progress with the well. Further
development work will depend on rig availability and a decision on
which acid formulation to use.
A8
Deep Well A8 was spudded in 2018 with a planned Total Depth of
5,300 meters, initially targeting the same pre-salt carbonates that
were successfully identified in the Deep Well A5 at depths of 4,342
meters but with a prime target being the deeper carbonate of the
Devonian to Mississippian ages towards the planned Total Depth of
5,300 meters.
During 2021 we decided to resume drilling towards the original
objective in the Devonian. Drilling reached a final depth of 5,400
meters in early December. Neither of the two intervals of interest
perforated resulted in commercial quantities of oil with pressures
below the levels expected. Accordingly, work has stopped at A8 and
the rig has been reassigned.
New wells
New Deep Well A7 was spudded in December 2021, with a planned
Total Depth of 5,300 meters but primarily targeting an interval at
a depth of 5,300 meters. In March 2022 drilling at A7 was paused at
a depth of 2,150 meters to allow the rig to be used to drill a
horizontal well on the shallow South Yelemes structure.
Yelemes Deep structure
Deep Well 801 was drilled in 2014 / 2015 to a depth of 5,050
meters. During the year the year under review there was no progress
with the well. As with Deep Well A6 on the Airshagyl structure
further development work will depend on rig availability.
Deep Well 802 was spudded in June 2022, with a planned Total
Depth of 5,300 meters. At the date of this report drilling had
reached 650 meters without incident. This will be the final deep
well required under the BNG work programme.
Deep well drilling issues
Sub-surface conditions at the two discovered deep structures at
BNG present significant technical challenges in drilling and
completing the wells. These are the extremely high temperature and
extreme pressure that exist below the salt layer. At the Airshagyl
structure the salt layer is typically found at depths between 3,700
and 4,000 meters where at the Yelemes Deep structure the salt layer
is typically found at depths between 3,000 and 3,500 meters.
OUR OIL & GAS ASSETS (CONTINUED)
Deep well drilling issues (Continued)
The extreme pressure below the salt layer requires the use of
high-density drilling fluid to maintain control of the well during
drilling. The high-density drilling fluid's principal role is to
help prevent dangerous blow-outs. The attributes of the
high-density barite weighted drilling fluid, which allow the wells
to be controlled during the drilling phase, act against us when we
attempt to clear the well for production.
To the extent that drilling fluids, which include solid
particles added to increase density, are not fully recovered they
can form a barrier between the wellbore and the reservoir impeding
the flow of hydrocarbons into the well.
3A BEST
In January 2019, we acquired 100% of the 3A Best Group JSC, a
Kazakh corporation owning an existing Contract Area of some 1,347
sq. km located near the Caspian port city of Aktau.
The Contract Area, which has been designated by the Kazakh
authorities as a strategic national asset, surrounds and goes below
the established shallow field at Dunga, currently owned by Total
Energies, which we believe to be producing at the rate of
approximately 15,000 bopd.
In June 2021, we announced a farm out of 15% of the 3A Best
Contract Area in return for our new partners assuming
responsibility for the current 3A Best work programme commitments.
However, the farm out was conditional on the deferral of
obligations under the licence and the extension of the license
which are yet to be granted. We also granted our new partners an
option to acquire the remaining 85%, exercisable after completion
of the current work programme commitments, at a price to be
determined by an independent expert.
We continue to work with the Kazakh authorities to renew the 3A
Best licence. Until we are successful on this the farm-out will not
proceed. Our investment in 3A Best has been fully provided for.
LICENCES & WORK PROGRAMMES AND RESERVES
LICENCES & WORK PROGRAMMES
BNG
BNG LLP Ltd holds three contracts for a subsoil use. The first
is the appraisal contract, covering the full extent of the BNG
Contract Area (except the MJF and South Yelemes structures),
originally issued in 2007 and successively extended until 2024.
The second is the export contract covering just the MJF
structure which runs to 2043 and the third is the export contract
covering the South Yelemes structure, which runs to 2046. Under the
MJF and South Yelemes licences the majority of oil produced may be
sold by reference to international rather than domestic prices.
Wells A7 and 802 are the final two deep wells required under the
BNG work programme commitments. Well A7 was spudded in December
2021 and Well 802 was spudded in June 2022.
3A Best
The licence renewal at 3A Best was delayed as the result of
outstanding social payments due from the assets previous owners. We
continue to work with the Kazakh authorities to renew the 3A Best
licence.
RESERVES
BNG
In 2011 Gaffney Cline & Associates ("GCA") undertook a
technical audit of the BNG license area and subsequently Petroleum
Geology Services ("PGS") to undertake depth migration work, based
on the 3D seismic work carried out in 2009 and 2010.
The work of GCA resulted in confirming total unrisked resources
of 900 million barrels from 37 prospects and leads mapped from the
3D seismic work undertaken in 2009 and 2010. The report of GCA also
confirmed risked resources of 202 million barrels as well as
Most-Likely Contingent Resources of 13 million barrels on South
Yelemes.
In September 2016 GCA assessed the reserves attributable to the
BNG shallow structures (MJF & South Yelemes). Between then and
the end of 2021, approximately 3.0 mmbls of oil were produced,
which under financial reporting rules are deducted from the
assessment of reserves as at 31 December 2021.
BNG As at 31 December As at 31 December
2021 2020
mmbls mmbls
------------------ ------------------
Shallow P1 15.1 15.6
------------------ ------------------
Shallow P2 26.3 26.8
------------------ ------------------
Despite the last external review of the Group's reserves being
in 2016, the Board considers their assessment as set out in the
above table to be valid.
CASPIAN EXPLORER
Introduction
In 2020 we acquired the Caspian Explorer, a drilling vessel
designed specifically for use in the shallow northern Caspian Sea
where traditional deep water rigs cannot be used. We believe it to
be the only vessel of its type operating in the Caspian Sea.
The principal ways of exploring in such shallow waters are
either from a land base or using a specialist shallow drilling
vessel such as the Caspian Explorer, which we believe to be the
only one of its class operational in the Caspian Sea.
Land based options typically involve either the creation of
man-made islands from which to drill as if onshore or less commonly
drilling out from an onshore location. Both are expensive compared
to the use of a specialist drilling platform such as the Caspian
Explorer.
The Caspian Explorer was conceived of by a consortium of leading
Korean companies including KNOC, Samsung and Daewoo Shipbuilding.
The vessel was assembled in the Ersay shipyard in Kazakhstan
between 2010 and 2011 for a construction cost believed to be
approximately $170 million. The total costs after fit-out are
believed to have been approximately $200 million. We understand a
replacement would today cost in excess of $300 million and take
several years to become operational.
The Caspian Explorer became operational in 2012 at a time of
relatively low oil prices and reduced exploration activity in the
Northern Caspian Sea.
In June 2021 we announced the first charter for the Caspian
Explorer since it has been a part of the Group. The charter was
with the North Caspian Operating Company ("NCOC"), which is the
principal operator in the region, comprising the Republic of
Kazakhstan working through KazMunaiGas (KMG), and international oil
companies including Shell, ExxonMobil, Eni, Total and CNPC, the
consortium operating the Kashagan field. The charter has been
completed and payment received.
We have submitted a tender for a drilling charter in 2023.
Operational characteristics
The Caspian Explorer:
-- operates principally between May and November as the Northern
Caspian Sea is subject to winter ice
-- operates in depths between 2.5 meters and 7.5 meters
-- can drill to depths of 6,000 meters
-- typically has a crew to operate the drilling vessel of 20
-- has accommodation for approximately 100
-- costs approximately $100,000 per month while moored in port
-- is generally able to pass on other costs incurred while
operational to the clients hiring the vessel
Commercial activity
-- In 2017, the Caspian Explorer was hired out to a KazMunaiGas
/ Indian state oil company joint venture for $28 million after
costs and drilled one exploration well to a depth of 3.5 km.
-- In 2018, the Caspian Explorer was hired out KazMunaiGas for
up to $24 million drilling one exploration well to a depth of 1.8
km.
-- The Caspian Explorer did not operate in 2019 or in 2020. In
2021 $1.2 million was received for a safety related charter
-- A tender is outstanding for a 2023 drilling contract at
prices broadly consistent with the rates achieved in 2017 and
2018
QUALIFIED PERSON & GLOSSARY
Qualified Person
Mr. Assylbek Umbetov, a member Association of Petroleum
Engineers, has reviewed and approved the technical disclosures in
these financial statements.
Glossary
SPE - the Society of Petroleum Engineers
Bopd - barrels of oil per day mmbls - million barrels.
Proven reserves
Proven reserves (P1) are those quantities of petroleum which, by
analysis of geosciences and engineering data, can be estimated with
reasonable certainty to be commercially recoverable, from a given
date forward, from known reservoirs and under defined economic
conditions, operating methods, and government regulations.
If deterministic methods are used, the term reasonable certainty
is intended to express a high degree of confidence that the
quantities will be recovered.
If probabilistic methods are used, there should be at least a
90% probability that the quantities actually recovered will equal
or exceed the estimate.
Probable reserves
Probable reserves are those additional reserves which analysis
of geosciences and engineering data indicate are less likely to be
recovered than proved reserves but more certain to be recovered
than possible reserves. It is equally likely that actual remaining
quantities recovered will be greater than or less than the sum of
the estimated proved plus probable reserves (2P).
In this context, when probabilistic methods are used, there
should be at least a 50% probability that the actual quantities
recovered will equal or exceed the 2P estimate.
Possible reserves
Possible reserves are those additional reserves which analysis
of geosciences and engineering data indicate are less likely to be
recovered than probable reserves.
The total quantities ultimately recovered from the project have
a low probability to exceed the sum of proved plus probable plus
possible (3P), which is equivalent to the high estimate scenario.
In this context, when probabilistic methods are used, there should
be at least a 10% probability that the actual quantities recovered
will equal or exceed the 3P estimate.
Contingent resources
Contingent resources are those quantities of petroleum
estimated, as of a given date, to be potentially recoverable from
known accumulations, but the applied project(s) are not yet
considered mature enough for commercial development due to one or
more contingencies.
Contingent resources may include, for example, projects for
which there are currently no viable markets, or where commercial
recovery is dependent on technology under development, or where
evaluation of the accumulation is insufficient to clearly assess
commerciality.
Contingent resources are further categorised in accordance with
the level of certainty associated with the estimates and may be
sub-classified based on project maturity and/or characterized by
their economic status.
Prospective resources
Prospective resources are those quantities of petroleum
estimated, as of a given date, to be potentially recoverable from
undiscovered accumulations.
Potential accumulations are evaluated according to their chance
of discovery and, assuming a discovery, the estimated quantities
that would be recoverable under defined development projects.
THE KAZAKH OIL AND GAS LICENCING AND TAXATION ENVIRONMENT
Introduction
Oil & gas is a heavily regulated industry throughout the
world, with strict rules on licencing and taxation. Set out below
is a summary of the position in Kazakhstan.
Licensing
Exploration licences
The initial licence to develop a field is typically an
exploration licence where the focus is on completing agreed work
programmes. Exploration licence are typically two years in duration
and it is usual for there to be several consecutive two-year
exploration licence extensions agreed during the exploration
phase.
Appraisal licences
In the event the project appears commercial, the exploration
licence is usually upgraded to an appraisal licence.
Under an appraisal licence, oil produced incidentally while
exploring and assessing may be sold but only at domestic prices.
Taxation under an appraisal licence is limited with only modest
deductions. Changes to the legislation in the last few years has
reduced the length of appraisal licences from six to five years,
with a concession of reduced social obligation payments.
Full production licences
To sell oil by reference to world prices requires either the
Contract Area as a whole or a particular structure has to be
upgraded to a full production licence. Under a full production
licence there is only limited scope to develop areas not already
drilled. Additionally, a significant minority portion of production
typically remains at domestic prices although the majority is sold
by reference to world prices.
Taxes
There are five different taxes that apply to Kazakh oil &
gas producers. Each has its own basis of calculation with some
being related to profits, others by reference to world oil prices
and yet others by reference to the volume of oil sold.
The overall impact is that as world prices increase so does the
percentage taken by the Kazakh state.
STRATEGIC REPORT
Introduction
This strategic report comprises: the Group's objectives; the
strategy; the business model; and a review of the Group's business
using key performance indicators. The Chairman's statement, which
also forms the main part of the strategic review, contains a review
of the development and performance of the Group's business during
the financial year, and the position of the Group's business at the
end of that year. Additionally, a summary of the principal risks
and uncertainties facing the business is set out immediately after
the Directors' report.
Objectives
The Group's objective is to create shareholder value from the
development of oil and gas projects and associated activities.
The Group has a number of secondary objectives, including
promoting the highest level of health and safety standards,
developing our staff to their highest potential and being a good
corporate citizen in our chosen countries of operations.
Strategy
The Group's long-term strategy is to build an attractive
portfolio of oil and gas exploration and production assets
initially in Central Asia, and in particular Kazakhstan where the
board has the greatest experience. Additionally, the Group will
seek to exploit associated opportunities where the board believes
it can add significant value and contribute towards the success of
the Group as a whole.
This strategy has been refined during the year under review and
subsequently to favour cash producing assets and to seek to exploit
alternative energy project, specifically wind energy project.
The Group's principal asset is its 99 per cent interest in BNG.
Additionally, the Group owns a 100 per cent interest in the 3A Best
Contract Area, of which subject to licence renewal it has agreed to
sell 15% to fund existing 3A Best work programme commitments and
granted an option for the sale of the remaining 85% at a valuation
to be assessed by an independent expert. The Group also owns a 100%
interest in the Caspian Explorer, a shallow water drilling vessel
designed for the Northern parts of the Caspian Sea.
Business model
The business model is straightforward. To take assets at any
stage of the development cycle and to improve them to the point
they contribute to the Group's profitability or that they may be
sold on at a profit to provide funding for additional
development.
Our main asset BNG has been developed over the past 14 years
with more than $100 million spent and is set to be a very
substantial asset for many years to come.
While we seek to grow our asset portfolio with appropriately
timed acquisitions we are also prepared and able to sell assets
when their value to others exceeds the value we can see. This was
the case in 2015, when, in poor market conditions, we sold our then
second asset Galaz for a headline price of $100 million, which
represented a profit of $15 million on our interest in the asset,
and which provided $33 million to re-invest into BNG.
Further growth by acquisition
When appropriate the Group will consider acquiring additional
assets or related businesses where the Board believes they would
increase shareholder value, including by providing funding or
infrastructure to develop the Group's other assets.
In Kazakhstan the Directors believe the Group is exceptionally
well placed through its local presence to identify and buy
undervalued oil and gas assets on an opportunistic basis.
Climate Change
Other than a general move away from fossil fuels, the Board is
not aware of any indications that the impact of climate change is
likely to have a material impact on the Group's business over the
short and medium terms. We believe the current need for oil will
continue for at least the next decade.
STRATEGIC REPORT (CONTINUED)
Key performance indicators
The Non-Financial Key Performance Indicators are:
-- Operational (wells drilled at end of year) 2021: 18 (2020: 17)
-- Aggregate production for 2021 was 533,857 barrels (2020:
545,667) a decrease of approximately 2.2%
-- Reserves at 31 December 2021 P1 15.1 mmbls & P2 26.3
mmbls (2020: P1 15.6 mmbls & P2 26.8 mmbls)
The Financial Key Performance Indicators are:
-- Revenue: up 75% at $25.0 million (2020: $14.3 million)
-- Operating loss $4.0 million (2020: loss of $0.7 million)
after a $12.5 million provision in respect of 3A Best
-- Loss after tax for the year $5.5 million (2020: $3.5 million)
-- Cash at bank: $0.4 million (2020: $0.3 million)
-- Total assets: $114 million (2020: $125.6 million)
-- Exploration assets $46.3 million (2020: $61.4 million)
-- Plant, property & equipment $57.1 million (2020: $52.8 million)
Current production capacity
-- 4,000 bopd
Assets & Reserves
Details of the Group's assets and reserves are set out in the
Chairman's statement.
Financial
At current international prices and with current levels of
production the income from export sales is sufficient to cover all
day-to-day Group operations; and G&A costs; the costs of the
two new deep wells A7 & 802; and to fund planned dividend
payments.
In the event any of the six deep wells drilled or being drilled
start to produce oil in commercial quantities the associated
revenues should transform the Group's cash flows. The same would be
the case in the event the Caspian Explorer is chartered for
drilling projects at market rates.
Drilling wells at a rate faster than could be funded from oil
sales, would require additional funding, as would any acquisitions
to be funded by cash. Potential sources of such funding would
include: further advances from local oil traders for the sale of
oil yet to be produced; industry funding in the form of
partnerships with larger industry players; further support from
existing shareholders; and equity funding from financial
institutions. Additionally, funding may be available from selected
asset sales.
Dividends
For some years it has been the policy of the Board to work
towards a position where meaningful dividends can be paid. This
requires not only consistently profitable trading but also a
corporate reorganisation to create distributable reserves. New
corporate subsidiaries have been incorporated in the UAE, with a
view improving and simplifying the Group structure and easing the
future payment of dividends. The final step was the approval of
shareholders and the UK Court of a Capital Reduction. Shareholder
approved the Capital Reduction in April 2022, which was approved by
the UK High Court in June 2022.
The Group's then expects to declare and pay dividends on a
regular basis, subject to the comments set out in the Chairman's
Statement.
S 172 Statement
The Board is mindful of the duties of directors under S.172 of
the Companies Act 2006.
Directors act in a way they consider, in good faith, to be most
likely to promote the success of the Company for the benefit of its
members. In doing so, they each have regard to a range of matters
when making decisions for the long term success of the Company.
Our culture is that of treating everyone fairly and with respect
and this extends to all our principal stakeholders. Through
engaging formally and informally with our key stakeholders, we have
been able to develop an understanding of their needs, assess their
perspectives and monitor their impact on our strategic
ambition.
STRATEGIC REPORT (CONTINUED)
As part of the Board's decision-making process, the Board and
its Committees consider the potential impact of decisions on
relevant stakeholders whilst also having regard to a number of
broader factors, including the impact of the Company's operations
on the community and environment, responsible business practices
and the likely consequences of decisions on the long term.
Our objective is to act in a way that meets the long term needs
of all our main stakeholder groups. However, in so doing we pay
particular regard to the longer term needs of shareholders.
We engage with investors on our financial performance, strategy
and business model and until the Covid-19 virus struck our Annual
General Meeting provided an opportunity for investors to meet and
engage with members of the Board.
The Board continues to encourage senior management to engage
with staff, suppliers, customers and the community in order to
assist the Board in discharging its obligations.
During 2021 the Board was particularly mindful of the impact of
the ongoing Covid-19 pandemic when making decisions. This has
impacted all areas of decision making and is not limited to
ensuring that its impact on employees, contractors, suppliers and
the communities in which we operate is factored into any decision,
but also to ensure that its reputational, financial and other
impact is also considered.
Further details of how the Directors have had regard to the
issues, factors and stakeholders considered relevant in complying
with S 172 (1) (a)-(f), the methods used to engage with
stakeholders and the effect on the Group's decisions during the
year can be found throughout this report and in particular at page
4 (in relation to decision-making), page 18 (where the Group's
strategy, objectives and business model are addressed), page 21 (in
relation to employees) the ESG report on page 26 (in relation to
social and environmental matters).
We seek to attract and retain staff by acting as a responsible
employer. The health and safety of our employees is important to
the Company and an area we have to regularly report on the Kazakh
regulatory authorities.
We continue to provide support to communities and governments
through the provision of employment, the payment of taxes and
supporting social and economic development in the surrounding
areas, both through social investment and local procurement. We
have contributed to a range of social programmes for well over a
decade.
We have established long-term partnerships that complement our
in-house expertise and have built a network of specialised partners
within the industry and beyond.
Clive Carver
Chairman
24 June 2022
DIRECTORS REPORT
The Directors present their annual report on the operations of
the Company and the Group, together with the audited financial
statements for the year ended 31 December 2021.
The Strategic report forms part of the business review for this
year.
Principal activity
The principal activity of the Group is oil and gas exploration
and production.
Results and dividends
The consolidated statement of profit or loss is set out on page
45 and shows a $5.5 million loss for the year after tax (2020: loss
US$3.5 million).
Subject to the comments set out in the Chairman's Statement, the
Directors expect to declare the Company's first dividend later this
year.
Review of the year
The review of the year and the Directors' strategy are set out
in the Chairman's Statement and the Strategic Report.
Events after the reporting period
Other than the operational and financial matters set out in
these financial statements there have been no material events
between 31 December 2021, and the date of this report, which are
required to be brought to the attention of shareholders. Please
refer to note 28 of these financial statements for further
details.
Board changes
On 4 March 2021, Seokwoo Shin, Chief Operating Officer joined
the Board as an executive director.
Employees
Staff employed by the Group are based primarily in
Kazakhstan.
The recruitment and retention of staff, especially at management
level, is increasingly important as the Group continues to build
its portfolio of oil and gas assets. As well as providing employees
with appropriate remuneration and other benefits together with a
safe and enjoyable working environment, the Board recognises the
importance of communicating with employees to motivate them and
involve them fully in the business.
For the most part, this communication takes place at a local
level and staff are kept informed of major developments through
email updates. They also have access to the Group's website.
The Group has taken out full indemnity insurance on behalf of
the Directors and officers.
Health, safety and environment
It is the Group's policy and practice to comply with health,
safety and environmental regulations and the requirements of the
countries in which it operates, to protect its employees, assets
and environment.
Charitable and Political donations
During the year the Group made no charitable or political
donations.
Directors and Directors' interests
The Directors of the Group and the Company who held office
during the period under review and up to the date of the Annual
Report are as follows:
Directors' interests
Director Number of Ordinary Shares
As at 31 December As at 31 December
2021 2020
------------------ ------------------ ------------------
Clive Carver 2,245,000 2,245,000
------------------ ------------------
Kuat Oraziman* nil 41,485,330
------------------ ------------------
Edmund Limerick 7,911,583 7,911,583
------------------ ------------------
Aibek Oraziman** 592,857,583 528,476,278
------------------ ------------------
Seokwoo Shin nil nil
------------------ ------------------
* taken together on 31 December 2021 the Oraziman Family,
comprising Kuat Oraziman, Aibek Oraziman, Aidana Urazimanova, the
Estate of the late Rafik Oraziman, Altynbek Boltazhan and Boltazhan
Kerimbayev held 949,815,346 shares representing 45% of the issued
share capital shares.
Since the year end and following the $6.2 million Debt
Conversion completed in March 2021 the Oraziman family hold
1,089,544,792 shares representing 48.41% of the issued share
capital.
** comprises 492,836,151 shares held direct plus 100,021,432
shares held by Akku Investments in which Aibek Oraziman has a 50%
interest. The entry as at 31 December 2020 was made on the basis
that all shares held by Aibek Oraziman and Aidana Urazimanova were
pooled in Akku Investments, in which Aibek Oraziman had a 50%
interest.
Biographical details of the Directors are set out on the
Company's website www.caspiansunrise.com .
Details of the Directors' individual remuneration, service
contracts and interests in share options are shown in the
Remuneration Committee Report.
Other shareholders over 3% at the date of this report
Shareholder Shares held %
Aidana Urazimanova*** 496,703,756 22.07
------------ ------
Dae Han New Pharm
Co Limited 224,830,964 9.99
------------ ------
Al Marri Family 221,625,001 9.85
------------ ------
*** comprises 396,682,324 shares held direct plus 100,021,432
shares held by Akku Investments in which Aidana Urazimanova has a
50% interest.
Financial instruments
Details of the use of financial instruments by the Group and its
subsidiary undertakings are contained in note 25 of the financial
statements.
Statement of disclosure of information to auditor
The Directors have taken all the steps that they ought to have
taken to make themselves aware of any information needed by the
Group's auditor for the purposes of their audit and to establish
that the auditors are aware of that information.
The Directors are not aware of any relevant audit information of
which the auditor is unaware.
Auditor BDO LLP have indicated their willingness to continue in
office and a resolution concerning their reappointment will be
proposed at the next Annual General Meeting.
Directors' responsibilities
The Directors are responsible for preparing the annual report
and the financial statements in accordance with applicable law and
regulations.
Company law requires the Directors to prepare financial
statements for each financial year. Under that law the Directors
have elected to prepare the Group and Company financial statements
in accordance with UK adopted international accounting
standards.
Under Company law the Directors must not approve the financial
statements unless they are satisfied that they give a true and fair
view of the state of affairs of the Group and Company and of the
profit or loss of the Group for that period.
The Directors are also required to prepare financial statements
in accordance with the rules of the London Stock Exchange for
companies trading securities on the London Stock Exchange AIM
Market.
In preparing these financial statements, the Directors are
required to:
-- select suitable accounting policies and then apply them consistently;
-- make judgements and accounting estimates that are reasonable and prudent;
-- state whether they have been prepared in accordance with UK
adopted international accounting standards subject to any material
departures disclosed and explained in the financial statements;
and
-- prepare the financial statements on the going concern basis
unless it is inappropriate to presume that the Company and the
Group will continue in business.
The Directors are responsible for keeping adequate accounting
records that are sufficient to show and explain the Group's and the
Company's transactions and disclose with reasonable accuracy at any
time the financial position of the Group and the Company and enable
them to ensure that the financial statements comply with the
requirements of the Companies Act 2006.
They are also responsible for safeguarding the assets of the
Group and the Company and hence for taking reasonable steps for the
prevention and detection of fraud and other irregularities.
Website publication
The Group's website. www.caspiansunrise.com has recently been
updated and readers of these financial statements are encouraged to
visit the website. The maintenance and integrity of the Group's
website is the responsibility of the Directors.
The Directors are responsible for ensuring the annual report and
the financial statements are made available on a website.
Financial statements are published on the Group's website in
accordance with legislation in the United Kingdom governing the
preparation and dissemination of financial statements, which may
vary from legislation in other jurisdictions.
The Directors' responsibility also extends to the ongoing
integrity of the financial statements contained therein.
Responsibility statement
The Directors confirm that to the best of their knowledge
-- the financial statements, prepared in accordance with the
relevant financial reporting framework, give a true and fair view
of the assets, financial position and profit or loss of the Company
and the undertakings included in the consolidation taken as a
whole
-- the Strategic Report includes a fair review of the
development and performance of the business and the position of the
Company and the undertakings included in the consolidation taken as
a whole, together with a description of the principal risks and
uncertainties
-- the Annual Report and the financial statements taken as a
whole, are fair balanced and understandable and provide the
information necessary for shareholders to assess the Company's
position, performance, business model and strategy.
Clive Carver
Chairman
24 June 2022
PRINCIPAL AND OTHER RISKS AND UNCERTAINTIES FACING THE
BUSINESS
Introduction
Risk assessment and evaluation is an essential part of the
Group's planning and an important aspect of the Group's internal
control system.
Oil & gas exploration and production is a dangerous activity
and as such is necessarily subject to an extremely rigorous health
and safety regime. The Board aims to identify and evaluate the
risks the Group faces or is likely to face in future both from its
immediate activities and from the wider environment. This helps to
inform and shape the Group's strategy and to quantify its tolerance
to risk.
Operational success generally helps to mitigate financial risks.
Increases in production as new wells come on stream generates cash
and improves the Group's financial position, which can then lead to
further operational success.
As the Group develops, its approach to risk management and
mitigation will be refined. In due course we plan to include a
formal risk register including all the principal operational and
non-operational risks to the business. Such a risk register would
be reviewed and assessed at least once a year by our new Corporate
Governance Committee.
The Group is subject to various risks relating to political,
economic, legal, social, industry, business and financial
conditions. The following risk factors, which are not exhaustive,
are particularly relevant to the Group's business activities and
are listed in the Board assessment in the order of greatest
potential impact.
Risk Description Mitigation
Operating Oil & gas exploration The Group ensures that it adopts
risk and production is best in class industry operating
a dangerous activity. standards and complies with rigorous
The Group is exposed health & safety regulations.
to risks such as
well blowouts, fire, The Group also seeks to work with
pollution, bad weather contractors who can demonstrate similar
and equipment failure. high standards of safety.
-------------------------- -----------------------------------------------
Exploration Despite the success The Group seeks to reduce this risk
risk of the BNG shallow by acquiring and evaluating 3D seismic
structures, there information before committing to
can be no assurance drill exploration and appraisal wells.
the Group's exploration
activities in the The Group also seeks to engage suitably
BNG deep structures skilled personnel either as employees
or anywhere else or contractors to undertake detailed
will be successful. assessments of the areas under exploration.
-------------------------- -----------------------------------------------
Political Political division Widespread disorder had been absent
Risk which leads to civil since the Group's formation until
disorder is likely the beginning of 2022, when the Group
to have an adverse together with other operators was
impact on the Group's forced to suspend operations due
operations. to civil unrest.
The importance of the oil & gas industry
to the Kazakh economy makes a prolonged
suspension of operations unlikely,
as was the case earlier this year.
-------------------------- -----------------------------------------------
Russian The sanctions imposed Like most oil produced in Kazakhstan
sanctions on Russia may affect the Company's oil is transported
both the Group's to international buyers via the Russian
ability to transport oil pipeline network, and has until
its oil and the recently emerged as "Urals Oil",
price at which the which has traded at about a $30-35
oil may be sold. discount to Brent.
It may also affect The recent decision by the Kazakh
the Group's ability authorities to re designate oil produced
to source equipment in Kazakhstan as Kazakhstan Export
and other consumables Blend Crude Oil ("KEBCO") and the
required to produce confirmation from the European Union
oil. that oil produced in Kazakhstan and
transported via the Russian pipeline
network is not subject to sanctions
is expected to mitigate the impact
of Russian sanctions.
In the event the Russian pipelines
are unavailable or the discount to
Brent widens further the Company
would seek to distribute its oil
using alternative routes, although
this would likely be at a higher
cost.
Equipment and consumables typically
sourced from Russia will need to
be found elsewhere, typically China.
-------------------------- -----------------------------------------------
Permitting Every stage of the Regulatory delays are inevitable
risks Group's operations and common place.
requires the approval
of the industry Our experienced Kazakh workforce
regulators. has both a thorough knowledge of
the complex rules and a detailed
While the Group practical understanding of the workings
enjoys good working of each of the regulatory bodies
relationships with with whom we need to deal. Accordingly,
the Kazakh regulatory we believe we are well placed to
authorities there minimise the financial impact of
can be no assurances regulatory delays.
that the laws and
regulations and Covid-19 has resulted in work programmes
their reinterpretation being deferred from one year to another,
will not change as was the case at the BNG Contract
in future periods Area, and management have detected
and that, as a result, a more lenient approach from the
the Group's activities Kazakh regulatory authorities.
would be affected.
-------------------------- -----------------------------------------------
Covid-19 Measures introduced As set out more fully in the Chairman's
risk to tackle the Covid-19 Statement and the Strategic Report
pandemic may adversely the impact to date was extensive
affect the Group's both financially in the sharp decline
performance. in revenues and operationally as
getting crews, equipment and consumables
to site has proved difficult under
extensive lockdown restrictions.
While we have learnt how best to
deal with the day-to-day impact of
measures to limit to spread of Covid-19
it is not possible to know how long
the impact of Covid-19 will last
and its long term impact on the Group.
-------------------------- -----------------------------------------------
Pricing We operate in an We have no influence on the price
risk industry where the at which can sell our oil.
international price
is set by world Greater storage and or financial
markets and the hedging would provide some protection
domestic price is against adverse price movements but
set by the Kazakh would be expensive and short lived.
regulatory authorities.
It would only be with international
oil prices below $50 per barrel for
a prolonged period that we would
need to consider costs cutting to
match income and expenditures.
-------------------------- -----------------------------------------------
Environmental There would be serious The Group maintains compliance with
risk consequences in all applicable regulatory standards
the event of a polluting and practices.
event.
Further information is set out in
the Environmental, Social and Governance
Report
-------------------------- -----------------------------------------------
Exchange Movements in exchange The Group's income is denominated
rate risk rates may result in US$ and its expenditure is denominated
in actual losses in US$ and Kazakh Tenge.
or in the results
reported in the In the year under review the Tenge
Group financial maintained its exchange rate against
statements. the US$. Since the year end the Kazakh
Tenge has fallen by approximately
2.2% against the US $.
Any decline in the Kazakh Tenge against
the US$ affects the US$ reported
income for domestic sales which transacted
in Tenge. However, in such circumstances
the Group generally benefits as international
income is unaffected but approximately
50% of the Group's costs are incurred
in Tenge reducing the US$ reported
operating costs.
Given the relative strengths of the
US$ and the Kazakh Tenge, the Group
has decided not to seek to hedge
this foreign currency exposure.
-------------------------- -----------------------------------------------
Supplier Continued operations We have been operating the BNG Contract
risk depend on regular Area for almost a decade during which
deliveries to site we have encountered numerous supply
of consumables, issues, all of which have been overcome.
such as water, food,
heating oil and With the impact of Covid-19 apparently
replacement parts receding, we are confident in dealing
for our drilling with whatever delivery issues occur.
equipment. Delays
in such deliveries
to site could impact
production volumes.
-------------------------- -----------------------------------------------
ENVIRONMENTAL, SOCIAL AND GOVERNANCE (ESG) REPORT
This report covers our ESG approach and performance for the year
ended 31 December 2021.
ENVIRONMENTAL
Introduction
Oil and gas exploration and production is a long-term activity
requiring effective environmental stewardship. We have operated in
Kazakhstan now for more than 15 years and have only been able to do
so by complying with all applicable environmental standards.
We recognise that society is transitioning towards a low-carbon
future, and we support this goal. However, we believe that oil will
continue to play an important role in the global economy for many
years to come, and new sources of oil supply will be required for a
sustainable energy transition.
Climate change
Assessing the risks
We have no particular insights into assessing climate control
risks beyond those underpinning the regulations in Kazakhstan. We
therefore look to the Kazakh regulatory authorities to set the
standards to which we work.
Compliance with the standards
We seek to comply with all relevant Kazakh environmental
requirements, including environmental laws and regulations and
industry guidelines.
Specific initiatives
-- We seek to recycle gas produced as a by-product at BNG to
power the Contract Area's day-to-day operations.
-- We seek wherever possible to avoid flaring, which in any event is a regulated activity.
-- Our workers at the BNG Contract Area are drawn from the local
community, lessening the transportation carbon footprint.
-- We make extensive use of existing oil pipelines to move our oil.
-- Largely as the result of Covid-19 restriction the use of
international travel for management and board meetings has been
severely restricted with no full face to face board meetings for
more than 24 months.
Health and safety
Our daily operations prioritise health and safety and protecting
the environment and we seek to comply with all applicable health
and safety related regulations.
SOCIAL
Since the Group's formation in 2006, the social obligations
payments made principally to the authorities in the regions in
which the group operates have funded a range of projects for the
benefit of the local communities concerned.
GOVERNANCE
Introduction
Overall responsibility over the Group's corporate governance,
risk management, market disclosure and related obligations rests
with the Board.
The Governance & Risk Committee comprises Clive Carver,
Edmund Limerick and Aibek Oraziman with Clive Carver acting as
chairman. The committee intends to meet at least once a year to
review the Group's governance procedures compared to accepted
industry best practice.
At the appropriate time the Board plans to include a formal risk
register including all the principal operational and
non-operational risks to the business to be considered by the
Governance & Risk Committee.
Share dealing policy
The Group has adopted and operates a share dealing code for
Directors and employees in accordance with the AIM Rules.
Internal controls
The Board acknowledges responsibility for maintaining
appropriate internal control systems and procedures to safeguard
the shareholders' investments and the assets, employees and the
business of the Group. The Board also intends to periodically
review the Group's financial controls and operating procedures.
Internal audit
The Board does not consider it appropriate for the current size
of the Group to establish an internal audit function. However, this
will be kept under review.
Bribery and corruption
The Bribery Act 2010 came into force on 1 July 2011.
The Company is committed to acting ethically, fairly and with
integrity in all its endeavours and compliance with legislation is
monitored. The principal terms of the Bribery Act have been
translated into Russian and circulated to our Kazakh based staff.
Consideration of the Bribery Act is a standing item at board
meetings.
The Company's culture
Our culture might best be described as one where we strive for
commercial success while treating others fairly and with respect.
The Board firmly believes that sustained success will best be
achieved by following this simple philosophy. Accordingly, in
dealing with each of the Groups principal stakeholders, we
encourage our staff to operate in an honest and respectful manner.
We also believe in getting proper value for money spent and believe
this goes hand in hand with being a low-cost operator.
Kazakhstan plays an important part in the Group's culture. It is
where we operate; where almost all staff are based; it is the
nationality of most staff and of the majority of shareholders.
The Group is committed to promoting a culture based on ethical
values and behaviours across the business. Policies are in place
covering key matters such as equality, protection of sensitive
information, conflicts of interest, whistleblowing and health and
safety as well as environmental concerns.
QCA Code
Caspian Sunrise, in line with most AIM companies, elected to
apply the rules of the Quoted Companies Alliance (QCA) Corporate
Governance Code ("QCA Code"), which is based around 10 broad
principles.
Principle 1 Objective
Establish a Caspian Sunrise's objective is to create shareholder
strategy and value from the development of oil and gas projects
business model and associated activities.
which promotes
long term value The Group has a number of secondary objectives,
for shareholders including promoting the highest level of health
and safety standards, developing our staff
to their highest potential and being a good
corporate citizen in our chosen countries of
operations.
Strategy
The Group's long-term strategy is to build
an attractive portfolio of oil and gas exploration
and production assets in Central Asia, in particular
Kazakhstan where the board has the greatest
experience. Additionally, the Group will seek
to exploit associated opportunities where the
board believes it can add significant value
and contribute towards the success of the Group
as a whole.
Our business model
Our business model is to invest in and develop
promising oil and gas projects.
Growth in long term value will be measured
by a sustainable appreciation in the share
price.
Principal assets
The Group's principal asset is its interest
in the BNG Contract Area, which is in the west
of Kazakhstan, 40 kilometres southeast of Tengiz
on the edge of the Mangistau Oblast.
The Group also has 100% interests in the 3A
Best Contract and the Caspian Explorer drilling
vessel.
Further acquisitions are expected.
Principle 2 Shareholder communications
Seek to understand The Company communicates with its shareholders
and meet shareholder via RNS announcements, its website, formal
needs and expectations company meetings and periodic investor presentations.
The need to avoid selectively releasing price
sensitive information often limits our ability
to provide the answers many investors seek.
The Company's management meets prospective
institutional investors from to time to time
to assess the availability of large-scale institutional
funding to advance the company's plans.
Our shareholders
A large proportion of the Company's shares
are held by a relatively small group, namely:
The Oraziman family (48%); other Kazakh shareholders
(5%); Korean shareholders (10%); shareholders
in the UAE (10)%; with the remaining (27)%
being principally UK based investors.
There is a contact form available for investors
to use on the website: https://www.caspiansunrise.com/contact/contact-form/
-------------------------------------------------------------------------------
Principle 3 Our stakeholders
Take into account In addition to our shareholders the Company
wider stakeholder regards its employees and their families, local
and social responsibilities and national government and its shareholders
and their implications to be the core of the wider stakeholder group.
for long term
success Employees
Almost all staff employed by the Group are
based in Kazakhstan. The Group draws most of
its field workers from the Mangistau region
where alternative employment opportunities
are limited. At our head office in Almaty we
employ further staff, some of whom hold highly
skilled positions.
As well as providing employees with appropriate
remuneration and other benefits together with
a safe and enjoyable working environment, the
Board recognises the importance of communication
with employees to motivate them and involve
them fully in the business. For the most part,
this communication takes place at a local level,
but staff are kept informed of major developments
through email updates and staff meetings.
Local communities
The Group has provided significant financial
support to this region for over a decade by
way of social payments sometimes delivered
in the form of medical or educational facilities
for the local population.
Part of our work programme obligations are
paid in the form of contributions to local
social programmes. We are pleased to have assisted
in the development of these projects and look
forward to contributing to others in the coming
years.
Kazakh Government agencies and regulators
The Kazakh authorities are responsible for
granting licences to explore for and produce
oil. Licences are awarded subject to agreed
work programmes being adhered to over the period
of each licence renewal. This includes compliance
with rules designed to preserve the environment.
Caspian Sunrise has an extremely high proportion
of Kazakh nationals in our workforce and among
our core shareholder group. The Board believes
that this helps create a positive relationship
with the Kazakh authorities and has assists
in the Group's day-to-day dealings with the
regulators.
External stakeholders
Many additional jobs have been funded in the
Company's suppliers, partners and professional
advisers.
Feedback
The Company considers feedback from its stakeholders
in its decisions and actions.
-------------------------------------------------------------------------------
Principle 4 Risk assessment
Embed effective Oil & gas exploration and production is a dangerous
risk management, activity and as such is necessarily subject
considering both to an extreme health and safety regime. Risk
opportunities assessment and evaluation is an essential part
and threats, of the Company's planning and an important
throughout the aspect of the Company's internal control system.
organisation
It is planned to introduce a formal risk register,
including all the principal operational and
non-operational risks to the business. Such
a risk register would be reviewed and assessed
at least once a year by the Audit Committee.
A summary of the principal risks facing the
Group are set out in the Principal Risks section
on page 24 of these Financial Statements.
-------------------------------------------------------------------------------
Principle 5 Board composition
Maintain the The board comprises three executive directors
board as a well-functioning, and two non-executive directors.
balanced team
led by the chair Executive directors
At the executive level Kuat Oraziman, Chief
Executive Officer, and Seokwoo Shin Chief Operating
Officer run the Company's operations in Kazakhstan
with Clive Carver, Executive Chairman, taking
the lead on all non-operational matters including
financial matters and all aspects related to
the listing of the Company's shares on AIM,
Corporate Governance compliance and Investor
Relations.
Kuat Oraziman is a trained geologist and member
of the academy of sciences. He has more than
27 years oil and gas experience in Kazakhstan.
Seokwoo Shin for the Korean National Oil Corporation
from 1987 until 2018 with spells in Korea,
the United Kingdom, Russia and most recently
Kazakhstan, where he was responsible for KNOC's
Kazakh oil fields. He joined Caspian Sunrise
in 2018.
Clive Carver is a fellow of the Institute of
Chartered Accountants in England and Wales
(FCA) and a fellow of the Association of Corporate
Treasurers (FCT). While working in the UK broking
industry Clive gained more than 15 years' experience
as a Qualified Executive under the AIM Rules
having led the Corporate Finance departments
of several of the larger and more active Nominated
Adviser firms.
Non-executive directors
Edmund Limerick, Senior Independent Non-executive
director is a Russian speaking former lawyer
and investment banker who ran an institutional
investment fund focused on Central Asia.
Aibek Oraziman, is the Company's largest shareholder
with 26.3%. He has more than 12 years oil and
gas experience in Kazakhstan, including 3 years
in the field at Aktobe working for a local
oil company.
The board believes it possesses the skills
required to build a successful and durable
oil and gas business focused on Kazakhstan.
The board meets a minimum of four times each
year supported by periodic telephone meetings.
At such meetings the board receives a report
from Kuat Oraziman on all matters operational
and from Clive Carver on all non-operational
matters.
The board also has a list of standing items,
including compliance with the UK Bribery Act,
litigation and existence of open and closed
periods for director dealings, which are considered
at each meeting.
The number of board meetings attended each
year by the directors is set out in the Directors'
report which forms part of the Annual Report
and Financial Statements.
Departures from the Code
Executive Chairman
The principal reason advanced by proponents
of the Code that the Chairman be non-executive
is to split the roles of Chairman and Chief
Executive Officer as combining them puts too
much control in one pair of hands. This is
not the case with our Company where the Chief
Executive Officer's family is the largest shareholder,
with some 48%.
Clive Carver was appointed Non-Executive Chairman
of the Company in 2006 in the lead-up to the
IPO the following year. In 2012 he was appointed
Executive Chairman at the same time as Kuat
Oraziman moved from Non-Executive Director
to Chief Executive Officer.
In the past decade, Clive Carver has served
as non-executive chairman of seven AIM listed
companies. In addition, his 15 years as a Qualified
Executive and head of active corporate finance
departments make him a very suitable candidate
to be Chairman, notwithstanding his executive
status.
Non-Executive Directors' participation in
Option Schemes
In common with many AIM listed companies we
actively encourage non-executive directors
to participate in the Company's option schemes.
Proponents of the Code believe this affects
the independence of the non-executive directors
concerned.
We believe that independence is a matter of
independence of mind, judgement and integrity.
We consider our non-executives' ability to
act independently to be unaffected by the level
of participation in the Company's option scheme.
Size of the board - requiring the involvement
of Executive Directors in the various board
committees
With only two non-executive directors it is
inevitable that the board committees will comprise
executive and non-executive directors. The
Company accepts this is not a long-term solution
and at the appropriate time will look to appoint
an additional non-executive director.
-------------------------------------------------------------------------------
Principle 6 Experience
Ensure that The experience of the directors and the operational
between them board is set out in the response to principle
the directors 5 above and in the Annual Report and Financial
have the necessary Statements.
up-to-date experience,
skills and capabilities Operational skills are maintained through an
active day to day interaction with leading
international consultancies and contractors
engaged to assist in the development of the
Company's assets.
Non-operational skills are maintained principally
via the Company's interaction with its professional
advisers plus the experience gained from sitting
on the boards of other commercial enterprises.
As the Company develops and moves from predominantly
an oil exploration company to a balanced production
and exploration company, the board will periodically
re-assess the adequacy of the skills on both
the main board and the operational board. Where
gaps are found, new appointments will be made.
-------------------------------------------------------------------------------
Principle 7 Performance
Evaluate board The Company currently does not evaluate board
performance based performance on a formal basis. However, it
on clear and will in the near term seek to formalise the
relevant objectives, assessment of both executive and non-executive
seeking continuous board members.
improvement
The Company is aware of its need to facilitate
succession planning and the board evaluation
process will form part of this going forward.
-------------------------------------------------------------------------------
Principle 8 Culture
Promote a corporate Our culture can best be described as one where
culture that we strive for commercial success while treating
is based on ethical others fairly and with respect. The board firmly
values and behaviours believes that sustained success will best be
achieved by following this simple philosophy.
Accordingly, in dealing with each of the Company's
principal stakeholders, we encourage our staff
to operate in an honest and respectful manner.
Operating with integrity is clearly good business
and forms an important part of the annual assessment
of staff and in setting their pay for future
periods.
-------------------------------------------------------------------------------
Principle 9 Governance
Maintain governance The Company believes that its governance structures
structures and and processes are consistent with its current
processes that size and complexity. The Board is aware that
are fit for purpose it must continue to review its practices as
and support good the Company evolves and grows.
decision-making
by the board The executive members of the Board have overall
responsibility for managing the day-to-day
operations of the Company and the Board as
a whole is responsible for implementing the
Company's strategy.
The Audit Committee typically meets before
each set of results (interim and final) are
published and the Remuneration Committee typically
meets at least once a year, when the Financial
Statements for the Full year results are approved.
All Committee members attend these meetings.
Our Report and Accounts contain report from
the Chairman of the Remuneration. and the Audit
Committee.
The appropriateness of the Company's governance
structures will be reviewed annually in light
of further developments of accepted best practice
and the development of the Company.
-------------------------------------------------------------------------------
Principle 10 Communications
Communicate The Company reports formally to its shareholders
how the company and the market twice each year with the release
is governed and of its interim and full year results.
is performing
by maintaining The Annual Report and Financial Statements
a dialogue with set out how the corporate governance of the
shareholders Company has been applied in the period under
and other relevant review including the work undertaken by the
stakeholders Audit Committee and the Remuneration Committee.
The Annual Report and Financial Statements
contain full details of the principal events
of the relevant period together with an assessment
of current trading and prospects. They are
sent to shareholders and made available on
the Company's website to anyone who wishes
to review them.
The Board already discloses the result of general
meetings by way of RNS announcements, disclosing
the voting numbers.
The Company's website also contains all the
information prescribed for an AIM Company under
Rule 26.
Further details of the Company's dialogue with
its shareholders are set out under Principle
2 above
Employee stakeholders are regularly updated
with the development of the Company and its
performance.
We are in almost constant communication with
our Governmental and regulatory stakeholders
via their involvement in our day-to-day operational
activities.
-------------------------------------------------------------------------------
Board composition, skills and capabilities
-- Between 1 January 2021 and 4 March 2021 the Board comprised
one executive director and three non-executive directors.
-- Between 4 March 2021 and 31 December 2021 , the Board
comprised two executive directors and three non-executive
directors.
-- From 1 January 2022 the Board comprised three executive
directors and two non-executive directors
Clive Carver, Executive Chairman
Clive is a fellow of the Institute of Chartered Accountants in
England and Wales (FCA) and a fellow of the Association of
Corporate Treasurers (FCT). He is an experienced public company
director having been chairman of a number of AIM companies in
recent years.
Kuat Oraziman, Chief Executive Officer
Kuat Oraziman runs the Company's operations in Kazakhstan. Kuat
Oraziman is a trained geologist and member of the Academy of
Sciences. He has more than 27 years oil and gas experience in
Kazakhstan.
Seokwoo Shin, Chief Operating Officer
Seokwoo Shin was educated at Sungkyunkwan University in Korea.
He worked for the Korean National Oil Corporation from 1987 until
2019 with spells in Korea, the United Kingdom, Russia and most
recently Kazakhstan, where he was responsible for KNOC's Kazakh oil
fields. He joined Caspian Sunrise in 2018 and on 4 March 2021 was
appointed the board as chief Operating Officer.
Edmund Limerick, Senior Non-Executive Director
Edmund is a Russian speaking former lawyer and investment banker
who ran an institutional investment fund focused on Central Asia.
Edmund was called to the Bar in 1987 and served as an officer in
the Foreign & Commonwealth Office until 1992 with postings in
Paris, Dakar and Amman. He was an international corporate lawyer at
Clifford Chance, Freshfields and Milbank Tweed (where he headed the
Moscow Office) before joining Deutsche Bank as a director in
Moscow, London and Dubai. In 2006, he joined Altima Partners where
he managed the Altima Central Asia Fund, focusing on Kazakhstan.
Edmund has served as a director of Caspian Sunrise plc since 2010,
and chairs the Audit and Remuneration Committees.
Aibek Oraziman, Non-executive director
Aibek Oraziman was educated in Kazakhstan and in the United
Kingdom. He more than 12 years oil and gas experience in
Kazakhstan, including 3 years in the field at Aktobe working for a
local oil company. He was appointed to the Caspian Sunrise board on
21 August 2020.
The Board believes it possesses the skills required to build a
successful and durable oil and gas business focused on
Kazakhstan.
Board and committee meetings
Attendances of Directors at board and committee meetings
convened in the year, and which they were eligible to attend in
person or by phone, are set out below:
Director Board meetings Remuneration Committees Audit Committee
attended attended attended
Clive Carver 6 of 6 1 of 1 3 of 3
--------------- ------------------------ ----------------
Kuat Oraziman 6 of 6 N/A N/A
--------------- ------------------------ ----------------
Edmund Limerick 6 of 6 1 of 1 3 of 3
--------------- ------------------------ ----------------
Seokwoo Shin 5 of 5 N/A N/A
--------------- ------------------------ ----------------
Aibek Oraziman 6 of 6 1 of 1 2 of 3
--------------- ------------------------ ----------------
Note: Seokwoo Shin joined the board on 4 March 2021
The Board has established the following committees:
Audit Committee
The Audit Committee which comprises Edmund Limerick, Aibek
Oraziman and Clive Carver, with Edmund Limerick acting as Chairman,
determines and examines any matters relating to the financial
affairs of the Group including the terms of engagement of the
Group's auditors and, in consultation with the auditor, the scope
of the audit.
The Audit Committee receives and reviews reports from the
management and the external auditor of the Group relating to the
annual and interim amounts and the accounting and internal control
systems of the Group. In addition, it considers the financial
performance, position and prospects of the Group and the Company
and ensures they are properly monitored and reported on.
Remuneration Committee
The Remuneration Committee, which comprises Edmund Limerick
Aibek Oraziman and Clive Carver, with Edmund Limerick acting as
Chairman, reviews the performance of the senior management, sets
and reviews their remuneration and the terms of their service
contracts and considers the Group's bonus and option schemes.
Board committee membership in 2021
Director Audit Remuneration Corporate Governance
Committee Committee Committee
Served Served Served Served Served Served
from to from to from to
---------- ------------ ---------- ------------ ---------- ------------
Clive Carver 1 January 31 December 1 January 31 December 1 January 31 December
---------- ------------ ---------- ------------ ---------- ------------
Kuat Oraziman N/A N/A N/A N/A N/A N/A
---------- ------------ ---------- ------------ ---------- ------------
Edmund Limerick 1 January 31 December 1 January 31 December 1 January 31 December
---------- ------------ ---------- ------------ ---------- ------------
Seokwoo N/A N/A N/A N/A N/A N/A
Shin
---------- ------------ ---------- ------------ ---------- ------------
Aibek Oraziman 1 January 31 December 1 January 31 December 1 January 31 December
---------- ------------ ---------- ------------ ---------- ------------
Clive Carver
24 June 2022
REMUNERATION COMMITTEE REPORT
Remuneration Committee
The Remuneration Committee comprises Edmund Limerick, Aibek
Oraziman and Clive Carver and is chaired by Edmund Limerick.
Remuneration policy
The Group's and the Company's policy is to provide remuneration
packages that will attract, retain and motivate its executive
Directors and senior management. This consists of a basic salary,
ancillary benefits and other performance-related remuneration
appropriate to their individual responsibilities and having regard
to the remuneration levels of comparable posts. However, the
Covid-19 impact on the Group's finance required the Directors to
accept very significant reductions in the amounts received which
continued throughout 2021 and the first six months of 2022.
The Remuneration Committee determines the contract term, basic
salary, and other remuneration for the members of the Board and the
senior management team.
Service contracts
Details of the current Directors' service contracts are as
follows:
Executive Date of service agreement Date of last renewal
/ appointment letter of appointment
Clive Carver 20 March 2019 21 June 2019
-------------------------- ---------------------
Kuat Oraziman 6 December 2019 19 June 2018
-------------------------- ---------------------
Edmund Limerick 25 January 2019 13 June 2017
-------------------------- ---------------------
Aibek Oraziman 21 August 2020 N/A
-------------------------- ---------------------
Seokwoo Shin 4 March 2021 N/A
-------------------------- ---------------------
Notwithstanding their service agreements or letters of
appointment the directors who served throughout the period under
review have agreed until further notice to restrict their
remuneration to approximately 25% of previous amounts without any
accrual for the 75% sacrificed.
Basic salary and benefits
The basic salaries of the Directors who served during the
financial year are established by reference to their
responsibilities and individual performance.
Directors Role 2021 2021 2021 2020
Salary / Share options Total Total
fees US$ US$ US$
US$
Clive Carver Chairman 120,000 - 120,000 311,800
--------------- ---------- --------------- -------- --------
Kuat Oraziman CEO 142,055 - 142,055 251,393
--------------- ---------- --------------- -------- --------
Seokwoo
Shin COO 54,025 - 54,025 -
--------------- ---------- --------------- -------- --------
Edmund Limerick Non-executive 15,600 - 15,600 51,159
--------------- ---------- --------------- -------- --------
Tim Field Non-executive - - - 49,859
--------------- ---------- --------------- -------- --------
Aibek Oraziman Non-executive - - - -
--------------- ---------- --------------- -------- --------
Total 331,680 - 331,680 664,211
---------- --------------- -------- --------
Share option amounts refer to the IFRS 2 accounting charge.
There were no company pension contributions in respect of any
director
Bonus schemes
All Executive Directors are eligible for consideration of
participation in the Company bonus scheme. However, as in previous
years no bonuses are payable in respect of the year ended 31
December 2021 (2020: nil).
Long term incentives
Share options
The current interests as at approval of accounts of the current
Directors in share options agreements are as follows:
Directors Granted Exercise Expiry Date
price
14 December
Clive Carver 2,400,000 4p 2023
---------- --------- ---------------
Clive Carver 3,000,000 20p 21 August 2024
---------- --------- ---------------
Kuat Oraziman 3,000,000 20p 21 August 2024
---------- --------- ---------------
Edmund Limerick 750,000 20p 21 August 2024
---------- --------- ---------------
Edmund Limerick 1,000,000 20p 5 June 2029
---------- --------- ---------------
Seokwoo Shin nil Nil N/A
---------- --------- ---------------
There were no options exercised in 2021. On 26 November 2021,
the exercise date for the options held by Clive Carver were
extended from 14 December 2021 to 14 December 2023.
Cash based incentives
In May 2019, we introduced a cash based long term incentive
arrangements for the senior management team since 2012, Kuat
Oraziman and Clive Carver.
Under these arrangements, provided the share price growth
exceeds pre-set targets starting at 17.23p, then for every $500
million increase in the Group's market capitalisation above $300
million, as adjusted to take account of dividends paid, both Kuat
Oraziman and Clive Carver, would receive payments of $3 million
each.
The principal hurdles under these arrangements are set out in
the table below.
Market cap threshold Share price Pay-out rate Pay-out amount
target (each) (each)
$' billion Pence per share % $' million
---------------- ------------- ---------------
0.8 17.23 0.6 3.0
---------------- ------------- ---------------
1.3 20.67 0.6 3.0
---------------- ------------- ---------------
1.8 24.81 0.6 3.0
---------------- ------------- ---------------
2.3 29.77 0.6 3.0
---------------- ------------- ---------------
2.8 35.72 0.6 3.0
---------------- ------------- ---------------
The scheme continues beyond the numbers in the table such that
with the threshold for market capitalisation increasing at the rate
of $0.5 billion and the corresponding share price threshold
increasing from the earlier threshold by a constant factor of
1.2.
Each threshold must be sustained for at least 30 consecutive
days for the awards to be triggered. There may be only one pay-out
for each market capitalisation threshold crossed no matter how many
times it is crossed.
Whilst the Incentive Scheme is in place neither of the
recipients will be granted any further options.
On behalf of the Directors of Caspian Sunrise plc
Edmund Limerick
Chairman of Remuneration Committee
24 June 2021
AUDIT COMMITTEE REPORT
The Audit Committee
The Audit Committee, which comprises Edmund Limerick, Clive
Carver and Aibek Oraziman, with Edmund Limerick acting as Chairman,
determines and examines any matters relating to the financial
affairs of the Group including the terms of engagement of the
Group's auditors and, in consultation with the auditor, the scope
of the audit.
Role and responsibilities
The Audit Committee is responsible for monitoring the integrity
of the Company's financial statements, reviewing significant
financial reporting issues, reviewing the effectiveness of the
Group's internal control and risk management systems.
In addition, it considers the financial performance, position
and prospects of the Group and the Company and ensures they are
properly monitored and reported on. It oversees the relationship
with the Auditor (including advising on their appointment, agreeing
the scope of the audit and reviewing the audit findings).
Meetings
The committee met on three occasions during the year under
review.
Internal audit
The Board and the Audit Committee do not consider it appropriate
for the current size of the Group to establish an internal audit
function. However, this will be kept under review. Attendance at
Audit Committee meetings Please see the table in the preceding
Corporate Governance Report for attendance by the members of the
Audit Committee.
On behalf of the Directors of Caspian Sunrise plc
Edmund Limerick
Chairman of Audit Committee
24 June 2022
Independent auditor's report to the members of Caspian Sunrise
plc
Opinion on the financial statements
In our opinion:
-- the financial statements give a true and fair view of the
state of the Group's and of the Parent Company's affairs as at 31
December 2021 and of the Group's loss for the year then ended;
-- the Group financial statements have been properly prepared in
accordance with UK adopted international accounting standards;
-- the Parent Company financial statements have been properly
prepared in accordance with UK adopted international accounting
standards and as applied in accordance with the provisions of the
Companies Act 2006; and
-- the financial statements have been prepared in accordance
with the requirements of the Companies Act 2006.
We have audited the financial statements of Caspian Sunrise plc
(the 'Parent Company') and its subsidiaries (the 'Group') for the
year ended 31 December 2021 which comprise the Consolidated
Statement of Profit or Loss, the Consolidated Statement of
Comprehensive Income, the Consolidated Statement of Changes in
Equity, the Parent Company Statement of Changes in Equity, the
Consolidated Statement of Financial Position, the Parent Company
Statement of Financial Position, the Consolidated and Parent
Company Statements of Cash Flows and notes to the financial
statements, including a summary of significant accounting policies.
The financial reporting framework that has been applied in their
preparation is applicable law and UK adopted international
accounting standards and, as regards the Parent Company financial
statements, as applied in accordance with the provisions of the
Companies Act 2006.
Basis for opinion
We conducted our audit in accordance with International
Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our
responsibilities under those standards are further described in the
Auditor's responsibilities for the audit of the financial
statements section of our report. We believe that the audit
evidence we have obtained is sufficient and appropriate to provide
a basis for our opinion.
Independence
We remain independent of the Group and the Parent Company in
accordance with the ethical requirements that are relevant to our
audit of the financial statements in the UK, including the FRC's
Ethical Standard as applied to listed entities, and we have
fulfilled our other ethical responsibilities in accordance with
these requirements.
Material uncertainty in relation to going concern
We draw attention to note 1.1 in the financial statements
concerning the Group and the Parent Company's ability to continue
as a going concern. Note 1.1 highlights that Group and Parent
Company's ability to meet its liabilities and commitments as they
fall due without additional funding is sensitive to the oil prices
realised and volumes sold which is impacted by its ability to
export a portion of its oil sales through the Russian pipeline
network. Note 1.1 also highlights that the Group and Parent Company
is dependent upon the deferral of financial obligations, the
continued availability of oil trader advances and the continued
support of certain creditors together with other matters set out
therein. These factors are outside the control of the Group and the
Parent Company and there is no certainty that any funding that may
therefore be required can be secured within the necessary
timescales. These events or conditions indicate that a material
uncertainty exists that may cast signi cant doubt on the Group and
the Parent Company's ability to continue as a going concern. Our
opinion is not modi ed in respect of this matter.
In auditing the financial statements, we have concluded that the
Directors' use of the going concern basis of accounting in the
preparation of the financial statements is appropriate. We consider
going concern to be a Key Audit Matter based on our assessment of
the risk and the effect on our audit.
Our evaluation of the Directors' assessment of the Group and the
Parent Company's ability to continue to adopt the going concern
basis of accounting, and our response to this key audit matter
included:
-- We obtained management's base case cash flow forecast and a
reasonable plausible downside cash flow forecast and critically
assessed the key inputs. In doing so, we compared oil prices to
market data, production levels to recent performance trends and
operating costs to historical data.
-- We discussed the potential impact of sanctions against Russia
on the Group's operations with management and the Audit Committee
including their assessment of risks and uncertainties associated
with areas such as production disruption, commodity price
volatility and the impact on the availability of funding. This
included considering the Group's reliance on selling oil through
the Russian pipeline network, and should this no longer be a viable
export route, the alternatives available to the Group.
-- We formed our own assessment of risks and uncertainties based
on our understanding of the business and oil sector.
-- We evaluated the completeness of forecast licence related
expenditure against the licence work programs and payments due
under the 3A Best licence. We held discussions with management and
the Audit Committee regarding the status of such applications.
-- We compared the forecast cash payments in respect of the BNG
production licence award against the $32m assessment received from
the Government payable in instalments over 10 years. We ensured
that the relevant instalments are included in the forecast.
-- We considered the appropriateness of the Board's judgement
regarding the availability of sufficient oil trader funding through
the forecast period. In doing so, we considered factors such as the
production profile, oil price trends, the terms of the arrangements
and the history of transactions with the oil traders.
-- We reviewed the agreement that converted the loans provided
from the Group's largest shareholder and his connected companies to
equity after the period end.
-- We assessed the validity of any mitigating actions identified
by the Directors including drilling new wells.
-- We reviewed the adequacy and completeness of the disclosure
included within the financial statements in respect of going
concern against the requirement of the accounting standards and the
results of our audit testing.
Our responsibilities and the responsibilities of the Directors
with respect to going concern are described in the relevant
sections of this report.
Overview
83% (FY20: 83%) of Group loss before
Coverage tax, 100% (FY20:100%) of Group revenue
and 96% (FY20: 92%) of Group total
assets.
2021 2020
Carrying value of oil and
gas assets
BNG production licence payment
Key audit matters obligations
Going concern
-----------------------------------------------
Group financial statements as a whole
Materiality
US$1.9m (2020: US$1.9m) based on 1.7%
(2020: 1.5%) of total assets
-----------------------------------------------
An overview of the scope of our audit
Our Group audit was scoped by obtaining an understanding of the
Group and its environment, including the Group's system of internal
control, and assessing the risks of material misstatement in the
financial statements. We also addressed the risk of management
override of internal controls, including assessing whether there
was evidence of bias by the Directors that may have represented a
risk of material misstatement.
The Group's operations principally comprise oil and gas
exploration and production in Kazakhstan. We assessed there to be
four significant components comprising BNG, 3A Best, Caspian
Explorer and the Parent Company. These components, which were
subject to full scope audit procedures, represent the principal
business units.
Non-BDO member firms performed a full scope audit of BNG, 3A
Best and Caspian Explorer in Kazakhstan, under our direction and
supervision as Group auditors. The audit of the Parent Company and
the Group consolidation were performed in the United Kingdom by the
Group audit team.
The remaining components of the Group were considered
non-significant and these components were principally subject to
analytical review procedures by the Group audit team.
Our involvement with component auditors
For the work performed by component auditors, we determined the
level of involvement needed in order to be able to conclude whether
sufficient appropriate audit evidence has been obtained as a basis
for our opinion on the Group financial statements as a whole. Our
involvement with component auditors included the following:
-- Detailed Group reporting instructions were sent to the
component auditors, which included the significant areas to be
covered by the audit.
-- We reviewed the component auditor's work papers in
Kazakhstan, reviewed Group reporting submissions received and held
regular calls with the component audit teams during the planning
and completion phases of their audit to discuss significant
findings from their audit.
-- We held calls and meetings with members of Group and
component management to discuss accounting and audit matters
arising.
-- The Group audit team was actively involved in the direction
of the audits performed by the component auditors, along with the
consideration of findings and determination of conclusions drawn.
We performed additional procedures in respect of the significant
risk areas where considered necessary.
Key audit matters
Key audit matters are those matters that, in our professional
judgement, were of most significance in our audit of the financial
statements of the current period and include the most significant
assessed risks of material misstatement (whether or not due to
fraud) that we identified, including those which had the greatest
effect on: the overall audit strategy, the allocation of resources
in the audit, and directing the efforts of the engagement team.
These matters were addressed in the context of our audit of the
financial statements as a whole, and in forming our opinion
thereon, we do not provide a separate opinion on these matters. In
addition to going concern, described in the Material uncertainty
related to going concern section above, we determined the matters
described below to be the key audit matters to be communicated in
our report.
Key audit matter How the scope of our
audit addressed the key
audit matter
Carrying value At each reporting period 3A Best
of oil and gas end, management are We assessed if the $12.5m
assets required to assess impairment in respect
the non-current assets of the 3A Best unproven
As at 31 December for indicators of impairment oil and gas assets was
2021, the Group's and, where such indicators in accordance with applicable
oil and gas assets exist, perform an impairment accounting standards.
related to the test. Audit procedures performed
BNG exploration included reviewing correspondence
and production In performing the impairment from the Government regarding
licence. These indicator review for licence payment obligations
were carried at the unproven oil and and the licence withdrawal
US$103.3m as shown gas assets in the exploration for related subsoil use
in notes 12 and phase, management are contract.
13. required to make a
number of judgements BNG production and exploration
as detailed in notes assets
1.8 and 2.1. In respect We inspected the licences
of the 3A Best oil to confirm valid title
and gas assets, as and assessed the compliance
detailed in note 2.1 with the licence conditions
the company is working through review of correspondence
with the Kazakh authorities with the authorities and
to renew its licence inquiries of management.
at 3A best and as a
result has impaired For the exploration licence,
this asset in full. we inspected budgets and
work programs submitted
In respect of the BNG to the Kazakh authorities
production and exploration to confirm that further
licences as detailed drilling and exploration
in notes 2.1 and 2.3 is planned for the licence.
management assessed We considered the results
there was no impairment of exploration activity
trigger and the carrying in the period for indications
amounts were recoverable. that the licences would
be abandoned or that the
Given the judgment, recoverable value would
estimation and the be below cost.
disclosures required
by management, we considered For the production licence
this area to be a key we reviewed management's
focus for our audit impairment indicator analysis
and hence a key audit and formed our own assessment
matter. of potential impairment
indicators as at 31 December
2021. As part of the impairment
indicator analysis, we
evaluated management's
ceiling test by assessing
the inputs into the net
present value forecasts.
In doing so, we compared
the oil price forecasts
as at 31 December 2021
to market consensus forecasts
and compared operational
production and cost assumptions
to the 2015 Competent
Person's Report, historical
data and other third party
sources. We recalculated
the discount rate and
performed sensitivity
analysis in respect of
significant inputs.
We relied on our previous
years' work on evaluation
of the independence and
competence of the Competent
Person as a management
expert and assessed if
any changes were required.
Key observations:
We found management's
conclusion that the carrying
value of the 3A Best,
BNG oil and gas assets
to be appropriate. We
found the judgments made
by management to be reasonable.
------------------------------- -----------------------------------
BNG production Whilst management has We reviewed the terms
licence payment contested the quantum of the licence to confirm
obligations to be paid, a final that a payment obligation
Under the terms judgement has been was triggered upon award
of the BNG licence, made by the Government of the contract.
on award of the authorities for a total
production contract payment of $32m payable We reviewed correspondence
the Group incurred in quarterly fixed with the relevant authorities
an obligation for instalments over 10 regarding the assessment
payments under years. Management recorded of the quantum of the
the licence as a provision of $22.5m remaining payment due
detailed in note as at 31 December 2021 and the terms of payment
2.7 and 21. which is net of amounts which formed the basis
already paid and a for the amounts recorded
discount for the time as a provision.
value of money.
We recalculated the amount
Given the estimation recorded as a provision
required in determining by agreeing payments already
the applicable discount made to bank statements,
rate, this was considered recalculating the discount
to be a focus for our for the time value of
audit and a key audit money and comparing the
matter. discount rate used to
market bond yield data
for instruments with a
similar term and risk.
Key observations:
We found the judgments
and estimates made by
management in respect
of the BNG production
licence payment obligations
to be appropriate.
------------------------------- -----------------------------------
Our application of materiality
We apply the concept of materiality both in planning and
performing our audit, and in evaluating the effect of
misstatements. We consider materiality to be the magnitude by which
misstatements, including omissions, could influence the economic
decisions of reasonable users that are taken on the basis of the
financial statements.
In order to reduce to an appropriately low level the probability
that any misstatements exceed materiality, we use a lower
materiality level, performance materiality, to determine the extent
of testing needed. Importantly, misstatements below these levels
will not necessarily be evaluated as immaterial as we also take
account of the nature of identified misstatements, and the
particular circumstances of their occurrence, when evaluating their
effect on the financial statements as a whole.
Based on our professional judgement, we determined materiality
for the financial statements as a whole and performance materiality
as follows:
Group financial statements Parent company financial
statements
2021 2020 2021 2020
US$ US$ US$ US$
-------------- -------------- ----------------- ----------------
Materiality 1,900,000 1,900,000 1,300,000 1,500,000
-------------- -------------- ----------------- ----------------
Basis for 1.7% of total 1.5% of total 70% of Group 80% of Group
determining assets assets materiality materiality
materiality
-------------- -------------- ----------------- ----------------
Rationale We have determined an asset-based measure
for the benchmark is appropriate as the Group continues to focus
applied on developing its oil and gas projects that
requires significant capital expenditure.
-------------------------------------------------------------------
Performance
materiality 1,200,000 1,200,000 800,000 1,000,000
-------------- -------------- ----------------- ----------------
Basis for 65% of Group Materiality 65% of Parent Company
determining considering the nature Materiality considering
performance of activities and historic the nature of activities
materiality audit adjustments. and historic audit adjustments.
------------------------------ -----------------------------------
Component materiality
We set materiality for each significant component of the Group
based on a percentage of between 26% and 68% of Group materiality
dependent on the size and our assessment of the risk of material
misstatement of that component. Component materiality ranged from
US$500,000 to US$1,300,000. In the audit of each component, we
further applied performance materiality levels of 65% of the
component materiality to our testing to ensure that the risk of
errors exceeding component materiality was appropriately
mitigated.
Reporting threshold
We agreed with the Audit Committee that we would report to them
all individual audit differences in excess of US$38,000 (2020:
US$95,000). We also agreed to report differences below this
threshold that, in our view, warranted reporting on qualitative
grounds.
Other information
The directors are responsible for the other information. The
other information comprises the information included in the Annual
Report and Financial Statements other than the financial statements
and our auditor's report thereon. Our opinion on the financial
statements does not cover the other information and, except to the
extent otherwise explicitly stated in our report, we do not express
any form of assurance conclusion thereon. Our responsibility is to
read the other information and, in doing so, consider whether the
other information is materially inconsistent with the financial
statements or our knowledge obtained in the course of the audit, or
otherwise appears to be materially misstated. If we identify such
material inconsistencies or apparent material misstatements, we are
required to determine whether this gives rise to a material
misstatement in the financial statements themselves. If, based on
the work we have performed, we conclude that there is a material
misstatement of this other information, we are required to report
that fact.
We have nothing to report in this regard.
Other Companies Act 2006 reporting
Based on the responsibilities described below and our work
performed during the course of the audit, we are required by the
Companies Act 2006 and ISAs (UK) to report on certain opinions and
matters as described below.
Strategic In our opinion, based on the work undertaken
report and in the course of the audit:
Directors' * the information given in the Strategic report and the
report Directors' report for the financial year for which
the financial statements are prepared is consistent
with the financial statements; and
* the Strategic report and the Directors' report have
been prepared in accordance with applicable legal
requirements.
In the light of the knowledge and understanding
of the Group and Parent Company and its environment
obtained in the course of the audit, we have
not identified material misstatements in the
strategic report or the Directors' report.
Matters We have nothing to report in respect of the following
on which matters in relation to which the Companies Act
we are required 2006 requires us to report to you if, in our
to report opinion:
by exception * adequate accounting records have not been kept by the
Parent Company, or returns adequate for our audit
have not been received from branches not visited by
us; or
* the Parent Company financial statements are not in
agreement with the accounting records and returns; or
* certain disclosures of Directors' remuneration
specified by law are not made; or
* we have not received all the information and
explanations we require for our audit.
------------------------------------------------------------------------
Responsibilities of Directors
As explained more fully in the Directors' responsibilities
statement, the Directors are responsible for the preparation of the
financial statements and for being satisfied that they give a true
and fair view, and for such internal control as the Directors
determine is necessary to enable the preparation of financial
statements that are free from material misstatement, whether due to
fraud or error.
In preparing the financial statements, the Directors are
responsible for assessing the Group's and the Parent Company's
ability to continue as a going concern, disclosing, as applicable,
matters related to going concern and using the going concern basis
of accounting unless the Directors either intend to liquidate the
Group or the Parent Company or to cease operations, or have no
realistic alternative but to do so.
Auditor's responsibilities for the audit of the financial
statements
Our objectives are to obtain reasonable assurance about whether
the financial statements as a whole are free from material
misstatement, whether due to fraud or error, and to issue an
auditor's report that includes our opinion. Reasonable assurance is
a high level of assurance, but is not a guarantee that an audit
conducted in accordance with ISAs (UK) will always detect a
material misstatement when it exists. Misstatements can arise from
fraud or error and are considered material if, individually or in
the aggregate, they could reasonably be expected to influence the
economic decisions of users taken on the basis of these financial
statements.
Extent to which the audit was capable of detecting
irregularities, including fraud
Irregularities, including fraud, are instances of non-compliance
with laws and regulations. We design procedures in line with our
responsibilities, outlined above, to detect material misstatements
in respect of irregularities, including fraud. The extent to which
our procedures are capable of detecting irregularities, including
fraud is detailed below:
We obtained an understanding of the legal and regulatory
frameworks that are applicable to the Group and the Parent company
. We determined that the most significant which are directly
relevant to specific assertions in the financial statements are
those related to the reporting framework (UK adopted international
accounting standards, the Companies Act 2006, the AIM rules and the
QCA Corporate Governance Code), the significant laws and
regulations of Kazakhstan relating to the oil and gas industry ,
local taxation legislation and environmental regulations , and the
terms and requirements included in the Group's production and
exploration licences.
Our procedures included the following:
-- We gained an understanding of how the Group is complying with
those legal and regulatory frameworks by making inquiries of
Management and the Audit Committee, and those responsible for legal
and compliance procedures. We corroborated our inquires through our
review of board minutes and other supporting documentation;
-- We directed the auditors of the significant components to
ensure an assessment is performed on the extent of the component's
compliance with the relevant local and regulatory framework;
and
-- We reviewed the financial statement disclosures and tested to
supporting documentation to assess compliance with relevant laws
and regulations noted above.
We assessed the susceptibility of the financial statements to
material misstatement, including fraud and considered the fraud
risk areas to be management override of controls and revenue
recognition.
Our procedures included:
-- Testing the appropriateness of journal entries made through
the year by applying specific criteria to detect possible
irregularities and fraud;
-- Reviewing the licences to assess the extent to which the
Group was in compliance with the conditions of the licence and
considering management's assessment of the impact of instances of
non-compliance where applicable;
-- Performing a detailed review of the Group's year end
adjusting entries and investigating any that appear unusual as to
nature or amount and agreeing to supporting documentation;
-- For significant and unusual transactions, particularly those
occurring at or near year-end, obtaining evidence for the rationale
of these transactions and the sources of financial resources
supporting the transactions;
-- Assessing the judgements made by management when making key
accounting estimates and judgements, and challenging management on
the appropriateness of these judgements (refer to key audit matters
above); and
-- Communicating relevant potential fraud risks to all
engagement team members and remaining alert to any indications of
fraud throughout the audit.
Our audit procedures were designed to respond to risks of
material misstatement in the financial statements, recognising that
the risk of not detecting a material misstatement due to fraud is
higher than the risk of not detecting one resulting from error, as
fraud may involve deliberate concealment by, for example, forgery,
misrepresentations or through collusion. There are inherent
limitations in the audit procedures performed and the further
removed non-compliance with laws and regulations is from the events
and transactions reflected in the financial statements, the less
likely we are to become aware of it.
A further description of our responsibilities is available on
the Financial Reporting Council's website at:
www.frc.org.uk/auditorsresponsibilities . This description forms
part of our auditor's report.
Use of our report
This report is made solely to the Parent Company's members, as a
body, in accordance with Chapter 3 of Part 16 of the Companies Act
2006. Our audit work has been undertaken so that we might state to
the Parent Company's members those matters we are required to state
to them in an auditor's report and for no other purpose. To the
fullest extent permitted by law, we do not accept or assume
responsibility to anyone other than the Parent Company and the
Parent Company's members as a body, for our audit work, for this
report, or for the opinions we have formed.
Peter Acloque (Senior Statutory Auditor)
For and on behalf of BDO LLP, Statutory Auditor
London,
United Kingdom
24 June 2022
BDO LLP is a limited liability partnership registered in England
and Wales (with registered number OC305127).
Consolidated Statement of Profit or Loss
Notes Year to Year to
31 December 31 December
20 2 1 2020
-------------------------------------------- -----
US$'000 US$'000
-------------------------------------------- ----- ------------------ ------------------
Revenue 4 24,996 14,298
Cost of sales (5,624) (4,864)
-------------------------------------------- ----- ------------------ ------------------
Gross profit 19,372 9,434
Selling expense (7,578) (3,897)
Impairment of unproven oil and gas assets 12 (12,464) -
-------------------------------------------- ----- ------------------ ------------------
Provision for expected credit losses
of long-term assets 16 - (2,551)
Share-based payments - (22)
( 3 , 332
Other administrative costs ) (3,662)
-------------------------------------------- ----- ------------------ ------------------
( 3 , 332
Total administrative expenses ) (6,235)
-------------------------------------------- ----- ------------------ ------------------
Operating loss 5 (4, 002 ) (698)
Finance cost 8 (859) (1,067)
Finance income 9 24 20
Loss before taxation (4, 837) (1,745)
Tax charge 10 (709) (1,748)
-------------------------------------------- ----- ------------------ ------------------
Loss after taxation from continuing
operations (5, 546 ) (3,493)
-------------------------------------------- ----- ------------------ ------------------
Loss for the year from discontinued
operations - -
------------------ ------------------
Loss for the year (5,54 6 ) (3,493)
------------------ ------------------
Loss attributable to owners of the parent (5, 554 ) (3,413)
Loss attributable to non-controlling
interest 8 (80)
-----
Loss for the year (5, 54 6) (3,493)
-------------------------------------------- ----- ------------------ ------------------
Basic and diluted loss per ordinary
share (US cents) (0.26 ) (0. 18)
-------------------------------------------- ----- ------------------ ------------------
The notes on pages 52 to 82 are essential part of these
financial statements
Consolidated Statement of Comprehensive Income
Year ended Year ended
31 December 31 December
20 2 1 2020
---------------------------------------------
US$000 US$000
--------------------------------------------- ------------- -------------
( 5 , 546
Loss after taxation ) (3,493)
--------------------------------------------- ------------- -------------
Other comprehensive income:
Exchange differences on translating foreign (6,8 63
operations ) 403
(12,4 09
Total comprehensive loss for the year ) (3,090)
--------------------------------------------- ------------- -------------
Total comprehensive loss attributable to:
(12,4 17
Owners of parent ) (3,010)
Non-controlling interest 8 (80)
--------------------------------------------- ------------- -------------
The notes on pages 52 to 82 are essential part of these
financial statements
Consolidated Statement of Changes in Equity
Share Share Deferred Cumulative Other Merger Retained Total Non-controlling Total
capital premium shares translation reserves reserve deficit attributable interests equity
US$'000 US$'000 reserve US$'000 US$'000 US$'000 to the owner US$'000 US$'000
US$'000 US$'000 of the
Parent
US$'000
Total equity
as at 1
January
2021
(restated) 30,804 164,313 64,702 (55,240) (2,362) 11,454 (150,685) 62,986 (5,809) 57,177
--------------- ------- ------- -------- ----------- -------- ------- --------- ------------ --------------- --------
Loss after
taxation - - - - - - (5,554) (5,554) 8 (5,546)
Exchange
differences
on
translating
foreign
operations
and recycling
of exchange
differences
on
disposal of
subsidiaries - - - (6,863) - - - (6,863) - (6,863)
--------------- ------- ------- -------- ----------- -------- ------- --------- ------------ --------------- --------
Total
comprehensive
income/(loss)
for the year - - - (6,863) - - (5,554) (12,417) 8 (12,409)
--------------- ------- ------- -------- ----------- -------- ------- --------- ------------ --------------- --------
Shares issue
(note 18) 264 486 - - - - - 750 - 750
Shares issued
to employees
and
consultants
(note 18) 50 18 - - - 57 - 125 - 125
Total equity
as at 31
December
2021 31,118 164,817 64,702 (62,103) (2,362) 11,511 (156,239) 51,444 (5,801) 45,643
--------------- ------- ------- -------- ----------- -------- ------- --------- ------------ --------------- --------
Share Share Deferred Cumulative Other Merger Retained Total Non-controlling Total
capital premium shares translation reserves reserve deficit attributable interests equity
US$'000 US$'000 reserve US$'000 US$'000 US$'000 to the owner US$'000 US$'000
US$'000 US$'000 of the
Parent
US$'000
Total equity as
at 1 January
2020 (as
previously
reported) 28,120 246,299 64,702 (55,643) (2,362) - (220,477) 60,639 (5,729) 54,910
---------------- ------- -------- -------- ----------- -------- -------- --------- ------------ --------------- -------
Adjusted (note
3) - (83,066) - - - 83,066 - - - -
---------------- ------- -------- -------- ----------- -------- -------- --------- ------------ --------------- -------
Total equity as
at 1 January
2020
(restated) 28,120 163,233 64,702 (55,643) (2,362) 83,066 (220,477) 60,639 (5,729) 54,910
Loss after
taxation - - - - - - (3,413) (3,413) (80) (3,493)
Exchange
differences on
translating
foreign
operations
and recycling
of exchange
differences on
disposal
of
subsidiaries - - - 403 - - - 403 - 403
---------------- ------- -------- -------- ----------- -------- -------- --------- ------------ --------------- -------
Total
comprehensive
income/(loss)
for the year - - - 403 - - (3,413) (3,010) (80) (3,090)
---------------- ------- -------- -------- ----------- -------- -------- --------- ------------ --------------- -------
Shares issue
(restated) 2,095 - - - - 1,571 - 3,666 - 3,666
Merger reserve
transfer
(restated)
(note 3) - - - - - (73,183) 73,183 - - -
Debts to equity
conversion
(note 18) 112 246 - - - - - 358 - 358
Shares placing
in cash
(note 18) 477 834 - - - - - 1,311 - 1,311
Arising on
employee share
options - - - - - - 22 22 - 22
---------------- ------- -------- -------- ----------- -------- -------- --------- ------------ --------------- -------
Total equity as
at 31
December 2020
(restated) 30,804 164,313 64,702 (55,240) (2,362) 11,454 (150,685) 62,986 (5,809) 57,177
---------------- ------- -------- -------- ----------- -------- -------- --------- ------------ --------------- -------
Equity Description and purpose
Share capital The nominal value of shares issued
Share premium Amount subscribed for share capital in excess of
nominal value
Deferred shares The nominal value of deferred shares issued
Cumulative translation reserve Gains/losses arising on
retranslating the net assets of overseas operations into US
Dollars, less amounts recycled on disposal of subsidiaries and
joint ventures
Other reserves Fair value of warrants issued and capital
contribution arising on discounted loans
Merger reserve The excess of the fair value of the issues share
capital over the nominal value of these shares issued for
acquisition of at least 90 percent equity holding in
subsidiaries.
Retained deficit Cumulative losses recognised in the
consolidated statement of profit or loss, adjustments on the
acquisition of non-controlling interests and transfers in respect
of share based payments
Non-controlling interest The interest of non-controlling parties
in the net assets of the subsidiaries
The notes on pages 52 to 82 are essential part of these
financial statements
Parent Company Statement of Changes in Equity
Share Share Deferred Merger Retained Total attributable
capital premium shares reserve deficit to the owner
US$'000 US$'000 US$'000 US$'000 US$'000 of the Parent
US$'000
Total equity as at 1
January 2021
(restated) 30,804 164,313 64,702 11,454 (169,398) 101,875
---------------------- -------- -------- -------- --------- --------- ---------------------------
Total comprehensive
loss for the
year - - - - (1,805) (1,805)
Shares issue (note
18) 264 486 - - - 750
Shares issued to
employees and
consultants
(note 18) 50 18 - 57 - 125
Arising on employee
share options - - - - - -
Total equity as at 31
December 2021 31,118 164,817 64,702 11,511 (171,203) 100,945
---------------------- -------- -------- -------- -------------------- ------------------ -------
Share Share Deferred Merger Retained Total attributable
capital premium shares reserve deficit to the owner
US$'000 US$'000 US$'000 US$'000 US$'000 of the Parent
US$'000
Total equity as at 1 January 2020
(as previously reported) 28,120 246,299 64,702 - (138,167) 200,954
------------------------------------- -------- -------- -------- -------- --------- ------------------
Adjusted (note 3) (83,066) - 83,066 - -
Total equity as at 1 January 2020
(restated) 28,120 163,233 64,702 83,066 (138,167) 200,954
Total comprehensive loss for the
year - - - - (104,436) (104,436)
Shares issue (restated) 2,095 - - 1,571 - 3,666
Merger reserve transfer (restated)
(note 3) - - - (73,183) 73,183 -
Debts to equity conversion (note
18) 112 246 - - 358
Shares placing in cash (note 18) 477 834 - - 1,311
Arising on employee share options - - - 22 22
Total equity as at 31 December 2020
(restated) 30,804 164,313 64,702 11,454 (169,398) 101,875
------------------------------------- -------- -------- -------- -------- --------- ------------------
Equity Description and purpose
Share capital The nominal value of shares issued
Share premium Amount subscribed for share capital in excess of
nominal value
Deferred shares The nominal value of deferred shares issued
Other reserves Capital contribution arising on discounted
loans
Merger reserve The excess of the fair value of the issues share
capital over the nominal value of these shares issued for
acquisition of at least 90 percent equity holding in
subsidiaries.
Retained deficit Cumulative losses recognised in the profit or
loss
The notes on pages 52 to 82 are essential part of these
financial statements
Consolidated S tatement of Financial Position
Company number 5966431 Notes Group Group Group
2021 2020 (restated) 2019 (restated)
US$'000 US$'000 US$'000
----------------------------------- ----- --------- ---------------- ----------------
Assets
Non-current assets
Unproven oil and gas assets 12 46,137 61,413 60,040
Property, plant and equipment 13 57,134 52,845 51,326
Other receivables 16 4,263 4,246 5,745
Restricted use cash 634 241 241
----------------------------------- ----- --------- ---------------- ----------------
Total non-current assets 108,168 118,745 117,352
----------------------------------- ----- --------- ---------------- ----------------
Current assets
Inventories 1 5 664 392 384
Other receivables 16 4,950 6,195 5,663
Cash and cash equivalents 17 429 329 4,060
----------------------------------- ----- --------- ---------------- ----------------
Total current assets 6,043 6,916 10,107
----------------------------------- ----- --------- ---------------- ----------------
Total assets 114,211 125,661 127,459
----------------------------------- ----- --------- ---------------- ----------------
Equity and liabilities
Capital and reserves attributable
to equity holders of the parent
Share capital 18 31,118 30,804 28,120
Share premium 164,817 164,313 163,233
Deferred shares 18 64,702 64,702 64,702
Other reserves (2,362) (2,362) (2,362)
Merger reserve 11,511 11,454 83,066
Retained deficit (156,239) (150,685) (220,477)
Cumulative translation reserve (62,103) (55,240) (55,643)
----------------------------------- ----- --------- ---------------- ----------------
Equity attributable to the owners
of the Parent 51,444 62,986 60,639
----------------------------------- ----- --------- ---------------- ----------------
Non-controlling interests 27 (5,801) (5,809) (5,729)
----------------------------------- ----- --------- ---------------- ----------------
Total equity 45,643 57,177 54,910
----------------------------------- ----- --------- ---------------- ----------------
Current liabilities
Trade and other payables 19 13,240 11,012 14,836
Short - term borrowings 20 6,425 5,600 4,050
Provision for BNG licence payment 21 3,178 3,178 3,178
Other current provisions 21 5,482 6,117 6,304
----------------------------------- ----- --------- ---------------- ----------------
Total current liabilities 28,325 25,907 28,368
----------------------------------- ----- --------- ---------------- ----------------
Non-current liabilities
Deferred tax liabilities 23 6,463 6,629 7,244
Provision for BNG licence payment 21 19,290 21,887 24,216
Other non-current provisions 21 487 413 428
Other payables 19 14,003 13,648 12,293
----------------------------------- ----- --------- ---------------- ----------------
Total non-current liabilities 40,243 42,577 44,181
----------------------------------- ----- --------- ---------------- ----------------
Total liabilities 68,568 68,484 72,549
----------------------------------- ----- --------- ---------------- ----------------
Total equity and liabilities 114,211 125,661 127,459
----------------------------------- ----- --------- ---------------- ----------------
Approved by the Board and authorized for issue:
Clive Carver,
Chairman,
24 June 2022
Company number: 5966431
The notes on pages 52 to 82 are essential part of these
financial statements
Parent Company Statement of Financial Position
Company number 05966431 Notes Company Company Company
2021 2020 (restated) 2019 (restated)
US$'000 US$'000 US$'000
----------------------------------- ----- --------- ---------------- ----------------
Assets
Non-current assets
Investments in subsidiaries 14 15,487 15,487 223,781
Other receivables 16 88,559 89,265 10,704
Total non-current assets 104,046 104,752 234,485
----------------------------------- ----- --------- ---------------- ----------------
Current assets
Other receivables 16 10 9 7
Cash and cash equivalents 17 4 3 87
----------------------------------- ----- --------- ---------------- ----------------
Total current assets 14 12 94
----------------------------------- ----- --------- ---------------- ----------------
Total assets 104,060 104,764 234,579
----------------------------------- ----- --------- ---------------- ----------------
Equity and liabilities
Capital and reserves attributable
to equity holders of the parent
Share capital 18 31,118 30,804 28,120
Share premium 164,817 164,313 163,233
Deferred shares 18 64,702 64,702 64,702
Merger reserve 11,511 11,454 83,066
Retained deficit (171,203) (169,398) (138,167)
Equity attributable to the owners
of the Parent 100,945 101,875 200,954
----------------------------------- ----- --------- ---------------- ----------------
Total equity 100,945 101,875 200,954
----------------------------------- ----- --------- ---------------- ----------------
Current liabilities
Short-term borrowings 20 2,382 2,069 1,814
Trade and other payables 19 733 820 31,811
Total current liabilities 3,115 2,889 33,625
----------------------------------- ----- --------- ---------------- ----------------
Non-current liabilities - - -
Total non-current liabilities - - -
----------------------------------- ----- --------- ---------------- ----------------
Total liabilities 3,115 2,889 33,625
----------------------------------- ----- --------- ---------------- ----------------
Total equity and liabilities 104,060 104,764 234,579
----------------------------------- ----- --------- ---------------- ----------------
The Company incurred a loss for the year ended 31 December 2021
in the amount of US$ 1,805,000 (2020: loss of US$ 104,436,000).
Approved by the Board and authorized for issue:
Clive Carver,
Chairman,
24 June 2022
Company number: 05966431
The notes on pages 52 to 82 are essential part of these
financial statements
Consolidated and Parent Company Statements of Cash Flows
Group Group Company Company
2021 2020 2021 2020
Notes US$'000 US$'000 US$'000 US$'000
-------- -------- -------- --------
Cash flows from operating activities
Cash received from customers 24,308 10,807 - -
Payments made to suppliers for
goods and services (15,509) (11,124) (834) (1,263)
Payments made to employees (1,051) (1,423) (163) (399)
-------------------------------------- ----- -------- -------- -------- --------
Net cash flow from operating
activities 7,748 (1,740) (997) (1,662)
-------------------------------------- ----- -------- -------- -------- --------
Cash flows from investing activities
Purchase of property, plant
and equipment (7,136) (3,019) - -
Additions to unproven oil and
gas assets (719) (1,520) - -
Transfers from/(to) restricted
use cash (393) - - -
Advances repaid by subsidiaries - - 840 302
Advances issued to subsidiaries - - - (35)
Net cash flow from investing
activities (8,248) (4,539) 840 267
-------------------------------------- ----- -------- -------- -------- --------
Cash flows from financing activities
Net proceeds from issue of ordinary
share capital - 1,311 - 1,311
Loans received from third parties 26 600 1,237 158 -
Net cash flow from financing
activities 600 2,548 158 1,311
-------------------------------------- ----- -------- -------- -------- --------
Net increase/(decrease) in cash
and cash equivalents 100 (3,731) 1 (84)
Cash and cash equivalents at
the beginning of the year 329 4,060 3 87
-------------------------------------- ----- -------- -------- -------- --------
Cash and cash equivalents at
the end of the year 17 429 329 4 3
-------------------------------------- ----- -------- -------- -------- --------
The notes on pages 52 to 82 form part of these financial
statements
Notes to the Financial Statements
General information
Caspian Sunrise plc ("the Company") is a public limited company
incorporated and domiciled in England and Wales. The address of its
registered office is 5 New Street Square, London, EC4A 3TW. These
consolidated financial statements were authorised for issue by the
Board of Directors on 24 June 2022.
The principal activities of the Group are exploration and
production of crude oil.
1 Principal accounting policies
The principal accounting policies applied in the preparation of
these consolidated financial statements are set out below.
1.1 Basis of preparation
The Group's and Parent's financial statements have been prepared
in accordance with UK-adopted international accounting standards
and as applied in accordance with the provisions of the Companies
Act 2006
Going concern
The financial position of the Group and the Company has improved
in the past year and as at 1 June 2022 the Group had cash of $1
million.
-- At current oil prices, even with the Urals Oil price
discount, the Company enjoys positive operational cash flows
-- Deep Well 802 is the final well required under the BNG work
programme. Any further deep wells drilled at BNG will be on a
discretionary basis
-- As is the case for the MJF structure, the South Yelemes
structure with current production of approximately 300 bopd is now
able to sell most of its oil at international prices
-- $6.2 million of debt has been converted to equity
Nevertheless with net current liabilities of approximately $22
million as at 31 December 2021, the assessment of going concern
needs to be properly considered. The Board have assessed cash flow
forecasts prepared for a period of at least 12 months from the of
approval of the financial statements and assessed the risks and
uncertainties associated with the operations and funding position,
including the potential further effects of the COVID-19 pandemic.
These cash flows, which include the payment of discretionary
dividend, are dependent on a number of key factors including:
-- The Group's cashflow is sensitive to oil price and volume
sold. This is impacted by its current reliance on exporting a
portion of its oil sales through the Russian pipeline network. If
due to sanctions on Russia, this pipeline network is no longer
available, or the discount on oil exported through this network
increased over a prolonged period, to continue to generate positive
cash the Group would either seek alternative distribution routes
via Uzbekistan, Azerbaijan or China or alternatively sell all oil
produced on the domestic market or to one of the new mini
refineries opening in the region, where prices are typically better
than the domestic price and buyers collect the oil from the
wellhead. As none of these alternatives have yet been tested, if
the oil price achieved or volume sold declined, these factors could
result in the Group requiring additional funding.
-- The Group continues to forward sell its domestic production
and receive advances from oil traders with $1.8m currently advanced
and the continued availability of such arrangements is important to
working capital. Whilst the Board anticipate such facilities
remaining available given its trader relationships and recent oil
price increases, should they be withdrawn or reduced more quickly
than forecast cash flows allow then additional funding would be
required.
-- The Group has $6.0m of liabilities due on demand under social
development program and $0.4m of BNG licence payments due within
the forecast period to the Kazakh government. Whilst the Board has
forecasted the payment of BNG licence payments, there are no
payments planned for social development program within the forecast
period as the Board expects additional payment deferrals to be
approved. Should the deferrals not occur additional funding would
be required.
These circumstances continue to indicate the existence of a
material uncertainty which may cast significant doubt about the
Group and the Company's ability to continue as a going concern and
therefore may be unable to realise its assets and discharge its
liabilities in the normal course of business. The financial
statements do not include the adjustments that would result if the
Group and the Company was unable to continue as a going
concern.
Notwithstanding the material uncertainty described above, after
making enquiries and assessing the progress against the forecast,
projections and the status of the mitigating actions referred to
above, the Directors have a reasonable expectation that the Group
and the Company will continue in operation and meet its commitments
as they fall due over the going concern period. Accordingly, the
Directors continue to adopt the going concern basis in preparing
the financial statements.
The Company has taken advantage of section 408 of the Companies
Act 2006 and has not included its own profit or loss in these
financial statements.
The preparation of financial statements in conformity with IFRSs
requires the Management to make judgements, estimates and
assumptions that affect the application of policies and reported
amounts in the financial statements.
The areas involving a higher degree of judgement or complexity,
or areas where assumptions or estimates are significant to the
financial statements are disclosed in note 2.
1.2 New and revised standards and interpretations to be
updated
The Group applied for the first time, certain standards and
amendments, which are effective for annual periods beginning on or
after 1 January 2021. The Group has not early adopted any other
standard, interpretation or amendment that has been issued but is
not yet effective. The nature and effect of the changes that result
from the adoption of these new standards are described below. Other
than the changes described below, the accounting policies adopted
are consistent with those of the previous financial year.
Several other amendments and interpretations apply for the first
time in 2021, but do not have an impact on the consolidated
financial statements of the Group. The Group has not early adopted
any standards, interpretations or amendments that have been issued
but are not yet effective.
Notes to the Financial Statements (continued)
1 Principal accounting policies (continued)
a) New standards, interpretations and amendments adopted from 1 January 2021
Interest Rate Benchmark Reform - IBOR 'phase 2' (Amendments to
IFRS 9, IAS 39, IFRS 7, IFRS 4 and IFRS 16)
These amendments to various IFRS standards are mandatorily
effective for reporting periods beginning on or after 1 January
2021. The amendments provide relief respect of loans whose
contractual terms are affected by interest benchmark reform. There
is no impact on the current reporting period .
b) New standards, interpretations and amendments not yet effective
There are a number of standards, amendments to standards, and
interpretations which have been issued by the IASB that are
effective in future accounting periods that the Group has decided
not to adopt early.
The following amendments are effective for the period beginning
1 January 2022:
-- Onerous Contracts - Cost of Fulfilling a Contract (Amendments to IAS 37);
-- Property, Plant and Equipment: Proceeds before Intended Use (Amendments to IAS 16);
-- Annual Improvements to IFRS Standards 2018-2020 (Amendments
to IFRS 1, IFRS 9, IFRS 16 and IAS 41); and
-- References to Conceptual Framework (Amendments to IFRS 3).
The following amendments are effective for the period beginning
1 January 2023:
-- Amendments IFRS 17 Insurance contracts (Initial Application
of IFRS 17 and IFRS 9 - Comparative Information)
-- Amendments to IAS 1 Presentation of Financial Statements
(Classification of Liabilities as Current or Non-Current)
-- Disclosure of Accounting Policies (Amendments to IAS 1 and IFRS Practice Statement 2);
-- Definition of Accounting Estimates (Amendments to IAS 8); and
-- Deferred Tax Related to Assets and Liabilities arising from a
Single Transaction (Amendments to IAS 12).
These standards are not expected to have a material impact on
the entity in the current or future reporting periods and on
foreseeable future transactions.
1.3 Basis of consolidation
Subsidiary undertakings are entities that are directly or
indirectly controlled by the Group. Control is achieved when the
Group is exposed, or has rights, to variable returns from its
involvement with the investee and has the ability to affect those
returns through its power over the investee. Generally, there is a
presumption that a majority of voting rights result in control. To
support this presumption and when the Group has less than a
majority of the voting or similar rights of an investee, the Group
considers all relevant facts and circumstances in assessing whether
it has power over an investee. 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 group companies are therefore
eliminated in full.
The purchase method of accounting is used to account for the
acquisition of subsidiary undertakings by the Group. The cost of an
acquisition is measured at the fair value of the assets given,
equity instruments issued and liabilities incurred or assumed at
the date of exchange. Identifiable assets acquired and liabilities
and contingent liabilities assumed in a business combination are
measured initially at their fair values at the acquisition date,
irrespective of the extent of any non-controlling interest. The
excess of the cost of acquisition over the fair value of the
Group's share of the identifiable net assets acquired is recorded
as goodwill.
1.4 Operating Loss
Operating loss is stated after crediting all operating income
and charging all operating expenses, but before crediting or
charging the financial income or expenses.
1.5 Foreign currency translation
1.5.1 Functional and presentational currencies
Items included in the financial statements of each of the
Group's entities are measured using the currency of the primary
economic environment in which the entity operates ("the functional
currency"). The consolidated financial statements are presented in
US Dollars ("US$"), which is the Group's presentational currency.
Beibars Munai LLP, Munaily Kazakhstan LLP, BNG Ltd LLP and Roxi
Petroleum Kazakhstan LLP, 3A_Best Group JSC, and Caspian Technical
Services LLP subsidiary undertakings of the Group during the
period, undertake their activities in Kazakhstan and the Kazakh
Tenge is the functional currency of these entities. The functional
currency for the Company, Beibars BV, Ravninnoe BV, Galaz Energy
BV, BNG Energy BV and Eragon Petroleum FZE is USD as USD reflects
the underlying transactions, conducts and events relevant to these
companies.
1.5.2 Transactions and balances in foreign currencies
In preparing the financial statements of the individual
entities, transactions in currencies other than the entity's
functional currency ("foreign currencies") are recorded at the
rates of exchange prevailing at the dates of the transactions. At
each reporting date, monetary items denominated in foreign
currencies are retranslated at the rates prevailing at the
reporting date. Non-monetary items carried at fair value that are
denominated in foreign currencies are retranslated at the rates
prevailing at the date when the fair value was determined.
Non-monetary items, including the parent's share capital, that are
measured in terms of historical cost in a foreign currency are not
retranslated. Exchange differences are recognised in profit or loss
in the period in which they arise.
Notes to the Financial Statements (continued)
1 Principal accounting policies (continued)
1.5 Foreign currency translation (continued)
1.5.3 Consolidation
For the purpose of consolidation all assets and liabilities of
Group entities with a functional currency that is not US$ are
translated at the rate prevailing at the reporting date. The profit
or loss is translated at the exchange rate approximating to those
ruling when the transaction took place. Exchange difference arising
on retranslating the opening net assets from the opening rate and
results of operations from the average rate are recognised directly
in other comprehensive income (the "cumulative translation
reserve"). On disposal of a foreign operator, related cumulative
foreign exchange gains and losses are reclassified to profit and
loss and are recognized as part of the gain or loss on
disposal.
1.6 Current tax
Current tax is based on taxable profit for the year. Taxable
profit differs from profit as reported in the profit or loss
because it excludes items of income or expense that are taxable or
deductible in other years and it further excludes items that are
never taxable or deductible. The Group's liability for current tax
is calculated using tax rates that have been enacted or
substantively enacted by the reporting date.
In case of the uncertainty of the tax treatment, the Group
assess, whether it is probable or not, that the tax treatment will
be accepted, and to determine the value, the Group use the most
likely amount or the expected value in determining taxable profit
(tax loss), tax bases, unused tax losses, unused tax credits and
tax rates.
Withholding tax payable at Kazakhstan
According to requirements of the Tax Code of Kazakhstan,
withholding taxes payable for non-residents should be withheld from
the total amount of interest income of non-residents and paid to
the government when interest is paid (in cash) to non-residents.
The companies should pay taxes from non-residents' interest income
derived from sources in the Republic of Kazakhstan on behalf of
these non-residents.
1.7 Deferred tax
Deferred tax is provided on temporary differences between the
carrying amounts of assets and liabilities for financial reporting
purposes and the amounts used for taxation purposes. The following
temporary differences are not provided for: the initial recognition
of assets or liabilities that affect neither accounting nor taxable
profit other than in a business combination, and differences
relating to investments in subsidiaries to the extent that they
will probably not reverse in the foreseeable future.
The amount of deferred tax provided is based on the expected
manner of realisation or settlement of the carrying amount of
assets and liabilities, using tax rates enacted or substantively
enacted at the reporting date.
Deferred tax liabilities are generally recognised for all
taxable temporary differences. A deferred tax asset is recorded
only to the extent that it is probable that taxable profit will be
available, against which the deductible temporary differences can
be utilised.
1.8 Unproven oil and gas assets
The Group applies the full cost method of accounting for
exploration and unproven oil and gas asset costs, having regard to
the requirements of IFRS 6 'Exploration for and Evaluation of
Mineral Resources'. Under the full cost method of accounting, costs
of exploring for and evaluating oil and gas properties are
accumulated and capitalised by reference to appropriate cost pools.
Such cost pools are based on license areas. The Group currently has
two cost pools.
Exploration and evaluation costs include costs of license
acquisition, technical services and studies, seismic acquisition,
exploration drilling and testing, but do not include costs incurred
prior to having obtained the legal rights to explore an area, which
are expensed directly to the profit or loss as they are
incurred.
Plant and equipment assets acquired for use in exploration and
evaluation activities are classified as property, plant and
equipment. However, to the extent that such asset is consumed in
developing an unproven oil and gas asset, the amount reflecting
that consumption is recorded as part of the cost of the unproven
oil and gas asset.
The amounts included within unproven oil and gas assets include
the fair value that was paid for the acquisition of partnerships
holding subsoil use in Kazakhstan. These licenses have been
capitalised to the Group's full cost pool in respect of each
license area.
Exploration and unproven oil and gas assets related to each
exploration license/prospect are not amortised but are carried
forward until the technical feasibility and commercial feasibility
of extracting a mineral resource are demonstrated.
Commercial reserves are defined as proved oil and gas
reserves.
Notes to the Financial Statements (continued)
1 Principal accounting policies (continued)
Proven oil and gas properties
Once a project reaches the stage of commercial production and
production permits are received, the carrying values of the
relevant exploration and evaluation asset are assessed for
impairment and transferred to proven oil and gas properties and
included within property plant and equipment. The costs transferred
comprise direct costs associated with the relevant wells and
infrastructure, together with an allocation of the wider
unallocated exploration costs in the cost pool such as original
acquisition costs for the field.
Proven oil and gas properties are accounted for in accordance
with provisions of the cost model under IAS 16 "Property Plant and
Equipment" and are depleted on unit of production basis based on
commercial reserves of the pool to which they relate.
As part of the Kazakh licencing regime, upon award of a
production contract in respect of the BNG licence area, an
obligation to make a payment to the licencing authority is
triggered, settled over a 10 year period in equal quarterly
instalments. Such payments are considered to form a cost of the
licence and are capitalised to proven oil and gas assets and
subsequently depreciated on a units of production basis in
accordance with the Group's depreciation policy. In circumstances
where the amount assessed by the authorities is contested, the
Group records a provision discounted using a Kazakh government bond
yield with a term approximating the payment profile and the
discount is unwound over the payment term and charged to finance
costs. Payments made are charged against the provision.
Impairment
Exploration and unproven intangible assets are reviewed for
impairments if events or changes in circumstances indicate that the
carrying amount may not be recoverable as at the reporting date.
Intangible exploration and evaluation assets that relate to
exploration and evaluation activities that are not yet determined
to have resulted in the discovery of the commercial reserve remain
capitalised as intangible exploration and evaluation assets subject
to meeting a pool-wide impairment test as set out below.
In accordance with IFRS 6 the Group firstly considers the
following facts and circumstances in their assessment of whether
the
Group's exploration and evaluation assets may be impaired,
whether:
-- the period for which the Group has the right to explore in a
specific area has expired during the period or will expire in the
near future, and is not expected to be renewed;
-- substantive expenditure on further exploration for and
evaluation of mineral resources in a specific area is neither
budgeted nor planned;
-- exploration for and evaluation of hydrocarbons in a specific
area have not led to the discovery of commercially viable
quantities of hydrocarbons and the Group has decided to discontinue
such activities in the specific area; and
-- sufficient data exists to indicate that although a
development in a specific area is likely to proceed, the carrying
amount of the exploration and evaluation assets is unlikely to be
recovered in full from successful development or by sale.
If any such facts or circumstances are noted, the Group perform
an impairment test in accordance with the provisions of IAS 36. The
aggregate carrying value is compared against the expected
recoverable amount of the cash generating unit, being the relevant
cost pool. The recoverable amount is the higher of value in use and
the fair value less costs to sell.
An impairment loss is reversed if the asset's or cash-generating
unit's recoverable amount exceeds its carrying amount.
Impairment of development and production assets and other
property, plant and equipment
At each balance sheet date, the Group reviews the carrying
amounts of its PP&E to determine whether there is any
indication that those assets have suffered an impairment loss. If
any such indication exists, the recoverable amount of the asset is
estimated in order to determine the extent of the impairment loss
(if any). Where the asset does not generate cash flows that are
independent from other assets, the Group estimates the recoverable
amount of the cash-generating unit to which the asset belongs. The
recoverable amount is the higher of fair value less costs to sell
and value in use. Fair value less costs to sell is determined by
discounting the post-tax cash flows expected to be generated by the
cash-generating unit, net of associated selling costs, and takes
into account assumptions market participants would use in
estimating fair value including future capital expenditure and
development cost for extraction of the field reserves. In assessing
value in use, the estimated future cash flows are discounted to
their present value using a pre-tax discount rate that reflects
current market assessments of the time value of money and the risks
specific to the asset for which the estimates of future cash flows
have not been adjusted.
If the recoverable amount of an asset (or cash-generating unit)
is estimated to be less than its carrying amount, the carrying
amount of the asset (cash-generating unit) is reduced to its
recoverable amount. An impairment loss is recognised as an expense
immediately.
Where an impairment loss subsequently reverses, the carrying
amount of the asset (cash-generating unit) is increased to the
revised estimate of its recoverable amount, but so that the
increased carrying amount does not exceed the carrying amount that
would have been determined had no impairment loss been recognised
for the asset (cash-generating unit) in prior years. A reversal of
an impairment loss is recognised as income immediately.
Workovers/Overhauls and maintenance
From time to time a workover or overhaul or maintenance of
existing proven oil and gas properties is required, which normally
falls into one of two distinct categories. The type of workover
dictates the accounting policy and recognition of the related
costs:
Capitalisable costs - cost will be capitalised where the
performance of an asset is improved, where an asset being
overhauled is being changed from its initial use, the assets'
useful life is being extended, or the asset is being modified to
assist the production of new reserves.
Non-capitalisable costs - expense type workover costs are costs
incurred as maintenance type expenditure, which would be considered
day-to-day servicing of the asset. These types of expenditures are
recognised within cost of sales in the statement of comprehensive
income as incurred. Expense workovers generally include work that
is maintenance in nature and generally will not increase production
capability through accessing new reserves, production from a new
zone or significantly extend the life or change the nature of the
well from its original production profile.
Notes to the Financial Statements (continued)
1 Principal accounting policies (continued)
1.9 Abandonment
Provision is made for the present value of the future cost of
the decommissioning of oil wells and related facilities. This
provision is recognised when the asset is installed. The estimated
costs, based on engineering cost levels prevailing at the reporting
date, are computed on the basis of the latest assumptions as to the
scope and method of decommissioning. The corresponding amount is
capitalised as a part of the oil and gas asset and, when in
production is amortised on a unit-of-production basis as part of
the depreciation, depletion and amortisation charge. Any adjustment
arising from the reassessment of estimated cost of decommissioning
is capitalised, while the charge arising from the unwinding of the
discount applied to the decommissioning provision is treated as a
component of the interest charge.
1.10 Restricted use cash
Restricted use cash is the amount set aside by the Group for the
purpose of creating an abandonment fund to cover the future cost of
the decommissioning of oil and gas wells and related facilities and
in accordance with local legal rulings.
Under the Subsoil Use Contracts the Group must place 1% of the
value of exploration costs in an escrow deposit account, unless
agreed otherwise with the Ministry of Energy. At the end of the
contract this cash will be used to return the field to the
condition that it was in before exploration started.
1.11 Property, plant and equipment
All property, plant and equipment assets are stated at cost or
fair value on acquisition less accumulated depreciation.
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. Expected
useful economic life and residual values are reviewed annually.
The annual rates of depreciation for class of property, plant
and equipment are as follows:
- motor vehicles over 4-5 years
- other over 2-4 years
The Group assesses at each reporting date whether there is any
indication that any of its property, plant and equipment has been
impaired. If such an indication exists, the asset's recoverable
amount is estimated and compared to its carrying value.
1.12 Investments (Company)
Investments in subsidiary undertakings are shown at cost less
allowance for impairment. Long-term advances to subsidiaries are
discounted at estimated market rate of interest with the difference
between a fair value and a face value of the advance being recorded
within investments.
Loan are amortised cost is assessed for expected credit loss
under IFRS 9.
1.13 Financial instruments
The Group classifies financial instruments, or their component
parts on initial recognition, as a financial asset, a financial
liability or an equity instrument in accordance with the substance
of the contractual agreement.
Financial assets and financial liabilities are recognised when
the Group becomes a party to the contractual provisions of the
financial instrument.
Notes to the Financial Statements (continued)
1 Principal accounting policies (continued)
Financial assets
Financial assets are classified as either financial assets at
amortised cost, at fair value through other comprehensive income
("FVTOCI") or at fair value through profit or loss ("FVPL")
depending upon the business model for managing the financial assets
and the nature of the contractual cash flow characteristics of the
financial asset.
A loss allowance for expected credit losses is determined for
all financial assets, other than those at FVPL, at the end of each
reporting period. The Group applies a simplified approach to
measure the credit loss allowance for any trade receivables using
the lifetime expected credit loss provision. The lifetime expected
credit loss is evaluated for each trade receivable taking into
account payment history, payments made subsequent to year end and
prior to reporting, past default experience and the impact of any
other relevant and current observable data. The Group applies a
general approach on all other receivables classified as financial
assets. The general approach recognises lifetime expected credit
losses when there has been a significant increase in credit risk
since initial recognition.
The Group derecognises a financial asset when the contractual
rights to the cash flows from the asset expire, or when it
transfers the financial asset and substantially all the risks and
rewards of ownership of the asset to another party. The Group
derecognises financial liabilities when the Group's obligations are
discharged, cancelled or have expired.
The Group's financial assets consist of cash and other
receivables. Cash and cash equivalents are defined as short term
cash deposits which comprise cash on deposit with an original
maturity of less than 3 months. Other receivables are initially
measured at fair value and subsequently at amortised cost.
The Group's financial liabilities are non-interest bearing trade
and other payables, other interest bearing borrowings. Non-interest
bearing trade and other payables and other interest bearing
borrowings are stated initially at fair value and subsequently at
amortised cost.
Where a loan is renegotiated on substantially different terms,
this is treated as an extinguishment of the original financial
liability and the recognition of a new financial liability with a
gain or loss recorded in the income statement. In accordance with
IFRS 9, following a modification or renegotiation of a financial
asset or financial liability that does not result in
de-recognition, an entity is required to recognise any modification
gain or loss immediately in profit or loss. Any gain or loss is
determined by recalculating the gross carrying amount of the
financial liability by discounting the new contractual cash flows
using the original effective interest rate. The difference between
the original contractual cash flows of the liability and the
modified cash flows discounted at the original effective interest
rate is recorded in the income statement.
Share capital issued to extinguish financial liabilities is fair
valued with any difference to the carrying value of the financial
liability taken to the profit or loss.
1.14 Inventories
Inventories are initially recognised at cost, and subsequently
at the lower of cost and net realisable value. Cost comprises all
costs of purchase and other costs incurred in bringing the
inventories to their present location and condition.
1.15 Other provisions
A provision is recognised when the Group has a present legal or
constructive obligation as a result of a past event, and it is
probable that an outflow of economic benefits will be required to
settle the obligation. If the effect is material, provisions are
determined by discounting the expected future cash flows at a
pre-tax rate that reflects current market assessments of the time
value of money and, where appropriate, the risks specific to the
liability.
1.16 Share capital
Ordinary and deferred shares are classified as equity.
Incremental costs directly attributable to the issue of new shares
or options are shown in equity as a deduction from the
proceeds.
1.17 Share-based payments
The Group has used shares and share options as consideration for
services received from employees.
Equity-settled share-based payments to employees and others
providing similar services are measured at fair value at the date
of grant. The fair value determined at the grant date of such an
equity-settled share-based instrument is expensed on a
straight-line basis over the vesting period, based on the Group's
estimate of the shares that will eventually vest.
Equity-settled share-based payment transactions with other
parties are measured at the fair value of the goods or services
received, except where the fair value cannot be estimated reliably,
in which case they are measured at the fair value of the equity
instruments granted, measured at the date the entity obtains the
goods or the counterparty renders the service. The fair value
determined at the grant date of such an equity-settled share-based
instrument is expensed since the shares vest immediately. Where the
services are related to the issue of shares, the fair values of
these services are offset against share premium where
permitted.
Fair value is measured using the Black-Scholes model. The
expected life used in the model has been adjusted based on the
Management's best estimate, for the effects of non-transferability,
exercise restrictions and behavioural considerations.
Notes to the Financial Statements (continued)
1 Principal accounting policies (continued)
1.18 Warrants
Warrants are separated from the host contract as their risks and
characteristics are not closely related to those of the host
contracts. Where the exercise price of the warrants is in a
different currency to the functional currency of the Company, at
each reporting date the warrants are valued at fair value with
changes in fair values recognised through profit or loss as they
arise. The fair values of the warrants are calculated using the
Black-Scholes model. Where the warrant exercise price is in the
same currency as the functional currency of the issuer and involve
the issuance of a fixed number of shares the warrants are recorded
in equity.
1.19 Revenue
Revenue from contracts with customers is recognised when or as
the Group satisfies a performance obligation by transferring a
promised good or service to a customer. A good or service is
transferred when the customer obtains control of that good or
service. The transfer of control of oil sold by the Group usually
coincides with title passing to the customer. The Group satisfies
its performance obligations at a point in time.
Under the terms of domestic oil sales arrangements, the
performance obligation is satisfied when the local refinery
provides the seller and the customer with the act of acceptance of
crude oil of quantity and quality according to the agreement
between the parties.
Under the terms of export sales arrangements, the performance
obligation is satisfied when the Ocean Bill of Lading is issued by
the transport company that reflects the fact of boarding the crude
oil of specified quantity and quality on the tanker.
Revenue is measured at the fair value of the consideration
received, excluding value added tax ("VAT") and other sales taxes
or duty. Royalties are not included in revenue, they are paid on
production and recorded within cost of sales.
Payments in advance by oil traders are recorded initially as
deferred revenue, reflecting the nature of the transaction.
Subsequently, the deferred revenue is reduced and revenue is
recorded, as sales are made under the Group's revenue recognition
policy with the performance obligation satisfied.
Revenue from the use by third parties of the Caspian Explorer
will be recognised when the contracted services are performed.
1.20 Cost of sales
The Group started to calculate the cost of sales on crude oil
sold during 2019 because its asset BNG has received the production
license on part of its contract territory in July 2019. On the rest
of its territory (%) BNG continues to work under Exploration
license. During test production on Exploration cost of sales cannot
be reliably estimated and therefore a cost of sales equal to
revenue is recognised and credited to the unproven oil and gas
assets.
1.21 Segmental reporting
Operating segments are reported in a manner consistent with the
internal reporting provided to the chief operating decision maker.
The chief operating decision maker, who is responsible for
allocating resources and assessing performance of the operating
segments and making strategic decisions, has been identified as the
Board of Directors. The Group has one operating segment being oil
exploration and production in Kazakhstan and therefore one
reporting segment. The Group has several cost pools divided based
on the different contractual territory of its assets. As the
activity of all cost pools is the same (oil exploration and
production) and all of them operate geographically in Kazakhstan,
the Group reports one segment in its financials.
1.22 Interest receivable and payable
Interest income and expense are reported on an accrual basis
using the effective interest rate method.
1.23 Forward Sales
Advance payments are taken for oil to be sold on the domestic
market with the liability reduced over time as oil is delivered
based on the then prevailing domestic oil price.
1.24 Exchange rates
For reference the year end exchange rate from sterling to US$
was 1.35 and the average rate during the year was 1.38. The
year-end exchange rate from KZT to US$ was 431.67 and the average
rate during the year was 426.03.
1.25 Merger reserve
Merger reserve represents the excess of the fair value of the
issued share capital over the nominal value of these shares issued
for acquisition of investments in subsidiaries where the Company
has secured at least 90 percent equity holding in accordance with
section 612 of the Companies Act 2006. The Company allocates merger
reserve to the retained earnings/deficit account on disposal of the
investment the reserve relates to or if this investment is written
down for impairment.
Notes to the Financial Statements (continued)
2 Critical accounting estimates and judgements
In the process of applying the Group's accounting policies,
which are described in note 1, Management has made the following
judgements and key assumptions that have the most significant
effect on the amounts recognised in the financial statements.
2.1 Carrying value of exploration and evaluation costs (note
12)
Under the full cost method of accounting for exploration and
evaluation costs, such costs are capitalised as intangible assets
by reference to appropriate cost pools, and are assessed for
impairment on a concession basis based on the impairment indicators
detailed in accounting policy note 1.8. As at 31 December 2021, the
Group assessed the exploration and evaluation assets disclosed in
note 11 and determined that no indicators of impairment existed at
a cost pool level in respect of the BNG cost pool. The Group also
considered whether the factors that gave rise to the original
impairment loss no longer existed and reversal of the impairment is
appropriate. In forming this assessment, the Board considered the
oil reserves and resources associated with the licence area, the
results of exploration activity to date, the successful transition
to production of the MJF licence area in the previous year and the
net present value of the shallow structures, the status of licences
and future plans for the licence areas. In forming its assessment,
the Board considered the Group's commitments under the licence
detailed in note 21 and the impact of outstanding obligations.
Having undertaken this assessment the Group concluded that no
indicators of impairment existed and that no reversal in respect of
previous impairment provisions attributable to the unproven oil and
gas assets of US$9,479,000 was yet appropriate given the absence of
a significant breakthrough on the deep structures at 31 December
2021.
The Board is working with the Kazakh authorities to renew the
licence at 3A Best, following which the Board will assess 3A Best's
position in the Group. While the Board remains confident that the
licence will be renewed on favourable terms, the Group cannot
currently make any progress with the asset. Accordingly, the Board
has decided to impair the asset in full, resulting in a $12.5
million impairment charge in 2021.
The Beibars cost pool remains impaired based on the continuance
of the force majeure. The Group has decided to formally relinquish
any interest in Beibars.
2.2 Transfer of costs to proven oil and gas assets (prior year)
(note 12 & 13)
Judgment has been applied in assessing that the MJF area assets
meets the criteria for reclassification to proven oil and gas
assets under the Group's accounting policy in note 1.8. In
concluding that it was appropriate to transfer the asset to proven
oil and gas assets management took account of the award of a
production licence enabling exports and sales at international
prices together with the production volumes. In August 2019 BNG has
received the required production license for its MJF structure and
got the export permission starting September 2019. According to the
approach above BNG moved the related O&G assets to the
production stage in August 2019 and accordingly started charging
DD&A expense. The Board considers the remaining BNG contract
area to remain in an exploration phase given the level of wells and
production relative to plans for the field, the exploration status
of the licence and the requirement to sell its test oil in the
domestic market which represents a substantial discount to the
international market such that production is primarily a by product
of continued exploration and appraisal.
2.3 Recoverability of proven oil and gas assets (note 13)
The proven oil and gas assets, representing the MJF structure,
have been assessed for indicators of impairment at 31 December 2021
including assessment of the discounted cash flows indicated by the
Group's field plan. This analysis required judgment and estimation
in determining forecast prices as at 31 December 2021 based on
conditions existing at that time, future production and reserves,
operating costs and development costs for the field and the
discount rate. The forecasts demonstrated significant headroom with
prices based on forward prices of $51 bbl adjusted for net back
adjustments, reserves calculated using the most recent Competent
Person's report and discount rates run at 10% and 15%. Having
undertaken this assessment the Group concluded that no indicators
of impairment existed.
2.4 Recoverability of VAT (note 16)
The Group holds VAT receivables of $3.8 million (2020:
$3.8million) as detailed in note 16 which are anticipated to be
primarily recovered through offset of future VAT payable in
accordance with Kazakh legislation. Management have assessed the
recoverability of the asset based on forecast levels of VAT
payables which demonstrate that the balance will be recovered
within 2 years (2020: 3 years). This required estimates regarding
future production, oil prices and expenditure.
2.5 Decommissioning (note 21)
Provision has been made in the accounts for future
decommissioning costs to plug and abandon wells in note 21. The
costs of provisions have been added to the value of the unproven
oil and gas asset and will be depreciated on a unit of production
basis.
The decommissioning liability is stated in the accounts at
discounted present value and accreted up to the final expected
liability by way of an annual finance charge. The Group has
potential decommissioning obligations in respect of its interests
in Kazakhstan. The extent to which a provision is required in
respect of these potential obligations depends, inter alia, on the
legal requirements at the time of decommissioning, the cost and
timing of any necessary decommissioning works, and the discount
rate to be applied to such costs. Actual costs incurred in future
periods may substantially differ from the amounts of provisions. In
addition, future changes in environmental laws and regulations,
estimates of deposit useful lives and discount rates may affect the
carrying value of this provision.
Notes to the Financial Statements (continued)
2 Critical accounting estimates and judgements (continued)
2.6 Acquisition of Caspian Explorer (prior year, note 22)
Judgment was required in assessing the accounting treatment for
the purchase of Caspian Explorer as an asset purchase rather than a
business combination. In forming this assessment, management
elected to make the optional concentration test according to IFRS .
80% of the total assets of the acquired entities were represented
by the carrying value of the submersible drilling rig and related
assets (the barge). Therefore, the management concluded that the
fair value of the gross assets acquired were concentrated in a
single identifiable asset (group of assets). As such, the fair
value of the purchase consideration was allocated to the assets and
liabilities acquired, costs associated with the transaction
capitalised and no deferred tax arose on the transaction.
Judgment has been applied in assessing whether impairment of the
asset is required at 31 December 2021 noting that the scrap value
of the barge plus the cost of the separate drilling rig supported
by a clear comparable sale approach as well as the future expected
cash flows and supports the recoverability of the vessel's carrying
value.
2.7 Provision for BNG licence payments (note 12, 13, 21)
As part of the Kazakh licencing regime, upon award of a
production contract in respect of the BNG licence area, an
obligation to make a payment to the licencing authority was
triggered, settled over a 10 year period in equal quarterly
instalments. Judgment was required in assessing the appropriate
accounting policy for the transaction including assessment of the
terms of the arrangement. Such payments are considered to form a
cost of the licence and are capitalised to proven oil and gas
assets. As at 31 December 2021, the Group was contesting the amount
levied by the authorities although at the date of these financial
statements final judgment has been made against the company. As
such, a provision for the amounts due has been made based on the
received judgment. Estimation was also required in selecting an
appropriate discount rate for the provision and a rate of 2.7% has
been applied, based on US dollar Eurobonds yields in Kazakhstan
with a comparable term.
2.8 Uncertain tax positions (note 23)
As detailed in note 23, judgment has been applied in assessing
the extent to which tax treatments adopted by the Group
historically will be accepted or rejected by the relevant tax
authority and the resulting measurement of uncertain tax positions
in circumstances where it is probable that the treatment will be
challenged.
2.9 Indemnity receivables in relation to 3A Best acquisition
Under the terms of the SPA for 3A Best, the three vendors
provided indemnities that obligations related to the period prior
to acquisition would be reimbursed. Judgment has been applied in
assessing the recoverability of the indemnity receivables, which
included assessment of the terms of the SPA, confirmations received
from the vendors and assessments of the ability to meet such
payments. The Board while still intending to obtain full recovery
has made a provision for two thirds of the amounts due on the
expected credit losses as at 31 December 2021 (note 16).
2.10 Recoverability of investments (note 14)
The recoverability of investments is dependent upon the future
production of the subsidiaries from existing producing assets and
unproven exploration assets, and future prices achieved, which will
determine if any provision is required against investments. The
directors have assessed the impairment indicators, and made
judgements in reflection to recoverability and make impairments as
appropriate. The management has estimated that no additional
provision was required in 2021 (provision of US$145.7m was
recognised in 2020).
2.11 Estimation of credit losses of receivables from
subsidiaries (note 16)
In the parent company there are substantial receivables from the
subsidiaries. Management has used judgement to determine to the
expected credit losses against these receivable's which involves
estimates of over the ability of the subsidiaries to repay these
loans. Management has estimated an expected credit loss was
required of US$20.7m at the year end (2020: US$19.9m).
Notes to the Financial Statements (continued)
3 Prior period adjustment
An error was identified in the accounting for several
acquisitions of subsidiaries in 2017-2020 for the issue of shares
in which no share premium should have been recorded. The premium
over the nominal value of shares issued should have instead been
credited to a merger reserve, which is an unrealised profit. A
portion of this unrealised profit became realised on the impairment
of the acquired assets during 2020 and in accordance with the
accounting policy it should have been transferred from merger
reserve to retained earnings.
Given the error occurred prior to the beginning of the
comparative period, it has been corrected by restating each of the
affected financial statement line items as at 1 January 2020 and 31
December 2020 as per tables below. There is no impact on profit or
loss or other comprehensive income:
Parent Company Balance Sheet lines
1 January Correction 1 January
2020 of merger 2020 restated
reserve
---------------- ---------- ----------- ---------------
Share premium 246,299 (83,066) 163,233
---------- ----------- ---------------
Merger reserve - 83,066 83,066
---------- ----------- ---------------
31 December Correction 31 December
2020 of merger 2020 restated
reserve
------------------ ------------ ----------- ---------------
Share premium 248,950 (84,637) 164,313
------------ ----------- ---------------
Merger reserve - 11,454 11,454
------------ ----------- ---------------
Retained deficit (242,581) 73,183 (169,398)
------------------ ------------ ----------- ---------------
Group Balance Sheet lines
1 January Correction 1 January
2020 of merger 2020 restated
reserve
---------------- ---------- ----------- ---------------
Share premium 246,299 (83,066) 163,233
---------- ----------- ---------------
Merger reserve - 83,066 83,066
---------- ----------- ---------------
31 December Correction 31 December
2020 of merger 2020 restated
reserve
------------------ ------------ ----------- ---------------
Share premium 248,950 (84,637) 164,313
------------ ----------- ---------------
Merger reserve - 11,454 11,454
------------ ----------- ---------------
Retained deficit (223,868) 73,183 (150,685)
------------------ ------------ ----------- ---------------
Notes to the Financial Statements (continued)
4 Segment reporting & revenue
Operating segments
Operating segments are reported in a manner consistent with the
internal reporting provided to the chief operating decision maker.
The chief operating decision maker, who is responsible for
allocating resources and assessing the performance of the operating
segments and making strategic decisions, has been identified as the
Board of Directors.
The Group operated in two operating segments during 2021:
Exploration for and production of crude oil and drilling services
at the Caspian shelf using the submersible drilling rig. Both
operating segments perform their activities and generate revenues
in Kazakhstan.
BNG Ltd. LLP mainly presents the Exploration and production.
Total revenue from crude oil sales generated by BNG in 2021 was US$
23,725,000, net operating income for the year was US$4,968,000.
100% of the Group's oil revenue was derived from three major
customers (two local market operators - 15% and the export trader -
85%). The revenue split of oil sales in 2021 between the domestic
traders (Petroleum Operating LLP, Petro Synthesis) and the export
trader (Euro-Asian Oil SA) was US $3,691,000 and US $20,034,000
respectively.
KC Caspian Explorer (KCCE) LLP, presenting the drilling services
operating segment, historically provided drilling services at
Kazakh section of Caspian See shelf for the third party oil and gas
operators. Before acquisition in 2020 the vessel, equipped with the
drilling rig, provided exploration services on total US $38,000,000
(US $21m in 2017 and US $17m in 2018). In 2021 the KCCE vessel has
provided NCOC, Kashagan oil field operator, with the services not
related to drilling services. At the standalone financial accounts
of KCEE the property plant and equipment valued at US $34,000,000
and minor payables to third parties. Information about the revenues
of the segment for the period is provided below.
Revenue
The Group's revenues are derived from the sale of oil in
Kazakhstan. After moving part of O&G assets into Production
phase The Group started to receive export revenues in September
2019.
Under the terms of sales on the local market, the performance
obligation is the supply of oil and the performance obligation is
satisfied at a point in time, being the delivery of oil to the
refinery. Control passes to the customer at this point with title
and risk transferred.
Under the terms of export sales control over the oil delivered
is with the Group until the customer confirms it has been shipped
on the board of the tanker. When advances are received from oil
traders for delivery of future production at specified prices,
deferred revenue is recorded and the liability reduced as oil is
delivered.
Where advances are made for future production and the financing
component of such transactions is material, a finance charge is
recorded based on the market rate of interest.
During 2021 KCCE LLP provided services for North Caspian
Operating Company (NCOC), the operator of Kashagan offshore oil
field. KCCE provided the vessel for training purposes on Caspian
Shelf. The total related revenue comprised US$1.27 million with
direct cost of US $656 thousand.
No trade receivables or accrued income was applicable at year
end (2020: $Nil).
Below is the summary of the results of the segments during
2021:
Caspian Oil & Corporate Total
Explorer Gas assets allocated $000
$000 $000 $000
-------------------------
External revenues 1,271 23,725 - 24,996
Cost of sales (656) (4,968) - (5,624)
------------------------- ---------- ------------ ----------- ---------
Gross profit 615 18,757 - 19,372
------------------------- ------------ ---------
Administrative expenses (867) (1,230) (1,235) (3,332)
Selling expense - (7 578) - (7,578)
Impairment of unproven
oil and gas assets - (12 464) - (12,464)
-------------------------
Segment operating loss (252) (2,515) (1,235) (4,002)
-------------------------
Finance income 13 11 - 24
Finance costs - (575) (284) (859)
-------------------------
Loss before income tax (239) (3,079) (1,519) (4,837)
-------------------------
Total assets 2,621 111,489 101 114,211
Total liabilities 100 60,556 7,912 68,568
------------------------- ------------ ----------- ---------
Notes to the Financial Statements (continued)
5 Operating loss
Group operating loss for the year has been arrived after charging:
-------------------------------------------------------------------------
Group Group
20 21 2020
US$'000 US$'000
---------------------------------------------------- --------- --------
Impairment of unproven oil and gas assets
(note 12) (12,464) -
Staff costs (note 7) (1,051) (1,256)
Depreciation of property, plant and equipment
(note 13) (3,557) (1,688)
Auditor remuneration (note 6) (212) (188)
Share based payment remuneration (note 7) - (22)
Expected credit loss provision against amount
due in respect of 3A Best (note16) - (2,551)
6 Group Auditor's remuneration
Fees payable by the Group to the Company's auditor BDO and its
member firms in respect of the year:
Group Group
20 21 2020
US$'000 US$'000
--------------------------------------------- -------- --------
Fees for the audit of the annual financial
statements 153 146
Audit related services - 5
--------------------------------------------- -------- --------
Other services - tax related 11 9
--------------------------------------------- -------- --------
164 1 60
--------------------------------------------- -------- --------
Fees payable by the Group to Grant Thornton and its associates
in respect of the year:
Group Group
20 21 2020
US$'000 US$'000
---------------------------------------------- -------- --------
Auditing of accounts of subsidiaries of the
Company 48 28
48 28
---------------------------------------------- -------- --------
7 Employees and Directors
Staff costs during the year Group Company Group Company
20 21 20 21 2020 2020
US$'000 US$'000 US$'000 US$'000
--------------------------------- --------- --------- --------- --------
Wages and salaries 1,051 315 1,256 432
Social security costs 72 - 56 -
Pension costs 102 - 83 -
Share-based payments - - 22 22
--------------------------------- --------- --------- --------- --------
1,225 315 1,417 454
--------------------------------- --------- --------- --------- --------
Payroll expenses were not capitalized in 2021 (2020: US$8,275)
and expensed as cost of sales in the amount of US$254,000 (2020:
US$ $258,510).
Average monthly number of people Group Company Group Company
employed 20 21 20 21 2020 2020
(including executive Directors)
---------------------------------- ------ ------- ----- -------
Technical 14 - 9 -
Field operations 170 - 145 -
Finance 7 1 8 2
Administrative and support 24 3 19 2
---------------------------------- ------ ------- ----- -------
215 4 181 4
---------------------------------- ------ ------- ----- -------
Directors' remuneration Group Group
20 21 2020
US$'000 US$'000
-------------------------- -------- --------
Director's emoluments 332 643
Share-based payments - 22
-------------------------- -------- --------
332 665
-------------------------- -------- --------
The Directors are the key management personnel of the Company
and the Group. Details of Directors' emoluments and interests in
shares are shown in the Remuneration Committee Report. The highest
paid director had emoluments totalling US$142,000 (2020:
US$312,000).
Notes to the Financial Statements (continued)
8 Finance cost
Group Group
20 21 2020
US$'000 US$'000
--------------------------------------------- -------- --------
Loan interest payable 237 368
Unwinding of discount on BNG licence payment
provision (note 21) 616 685
Unwinding of discount on provisions (note
21) 6 14
--------------------------------------------- -------- --------
859 1,067
--------------------------------------------- -------- --------
9 Finance income
Group Group
20 21 2020
US$'000 US$'000
------------------------------------------ -------- --------
Interest income at BNG LLP and KC Caspian 24 20
10 Taxation
Analysis of charge for the year Group Group
20 21 2020
US$'000 US$'000
--------------------------------- -------- --------
Current tax charge 709 1,748
Deferred tax charge - -
709 1,748
--------------------------------- -------- --------
Group Group
2021 2020
US$'000 US$'000
------------------------------------------------------ -------- --------
Lossbefore tax (4,837) (1,745)
------------------------------------------------------ -------- --------
Tax on the above at the standard rate of corporate
income tax in the UK 19% (2020 19%) (919) (332)
Effects of:
Non-deductible expenses (1,310) -
Withholding tax on interest expense 709 1,748
Utilization of tax losses not previously recognized (1,730) (1,070)
Unrecognised tax losses carried forward 3,959 1,402
709 1,748
------------------------------------------------------ -------- --------
11 Loss per share
Basic loss per share is calculated by dividing the income/(loss)
attributable to ordinary shareholders by the weighted average
number of ordinary shares outstanding during the year including
shares to be issued.
There is no difference between the basic and diluted loss per
share as the Group made a loss for the current and prior year.
Dilutive potential ordinary shares include share options granted to
employees and directors where the exercise price (adjusted
according to IAS33) is less than the average market price of the
Company's ordinary shares during the period.
The calculation of loss per share is based on:
2021 2020
------------------------------------------------------ ------------- ----------
The basic weighted average number of ordinary
shares in 1,8 71 ,
issue during the year 2,097,978,787 288 , 151
The loss for the year attributable to owners
of the parent from continuing operations (US$'000) (5,554) (3,413)
The loss for the year attributable to owners
of the parent from discontinued operations
(US$'000) - -
------------------------------------------------------ ------------- ----------
There were 2,500,000 potentially dilutive instruments in the
year (2020: 2,500,000).
Notes to the Financial Statements (continued)
12 Unproven oil and gas assets
COST Group
US$'000
-------------------------------------------------- ---------
Cost at 1 January 2020 69,694
Additions 1,520
Sales from test production net of cost of sales (149)
Foreign exchange difference (173)
-------------------------------------------------- ---------
Cost at 31 December 2020 70,892
-------------------------------------------------- ---------
Additions 719
Foreign exchange difference (3,579)
-------------------------------------------------- ---------
Cost at 31 December 2021 68,032
-------------------------------------------------- ---------
ACCUMULATED IMPAIRMENT Group
US$'000
--------------------------------------------- --------
Accumulated impairment at 1 January 2020 9,654
--------------------------------------------- --------
Foreign exchange difference (175)
Accumulated impairment at 31 December 2020 9,479
Impairment related to 3A-Best (100%) 12,464
Foreign exchange difference (48)
Accumulated impairment at 31 December 2021 21,895
Net book value at 1 January 2020 60,040
Net book value at 31 December 2020 61,413
Net book value at 31 December 20 21 46,137
--------------------------------------------- --------
Unproven oil and gas assets represent license acquisition costs
and subsequent exploration expenditure in respect of the licenses
held by Kazakh group entities. The carrying values of those assets
at 31 December 2021 were 100% represented by BNG Ltd LLP (2020:
US$49,892,000). 100% cost of the unproven oil and gas assets
related to 3A Best-Group JSC of US$ 12,464,000 was impaired at the
Group level after received a notification from the Ministry of
Energy of Kazakhstan that due to the fact the Subsoil Use contract
has not been prolonged in July 2020 the named contract deemed
expired starting that date (note 21).
The Directors have carried out an impairment review of these
assets on a cost pool level as detailed in note 2.1.
A previous impairment provision amount of US$12,068.000 (US$
9,654,000 net of deferred tax) was partly reversed in 2019. The
reversal of US$ 2,414.000 has been made by the means of
reclassification to proved oil and gas assets in 2019. At
31.12.2021 the balance of accumulated impairment was US$
21,895,000.
Notes to the Financial Statements (continued)
13 Property, plant and equipment
Following the commencement of commercial production in July 2019
the Group reclassified part of BNG assets from unproven oil and gas
assets to proven oil and gas assets.
Proved Motor Other Total
--------------------------------
oil and Vehicles
gas assets
Group US $'000 US $'000 US $'000 US $'000
-------------------------------- --------------------- --------------------- ------------------- -----------------
Cost at 1 January 2020 43,318 56 8,334 51,708
Additions 1,366 - 19 1,385
Acquisitions (Caspian Explorer)
(note 22) - - 2,837 2,837
Foreign exchange difference (962) - (13) (975)
-------------------------------- --------------------- --------------------- ------------------- -----------------
Cost at 31 December 2020 43,722 56 11,177 54,955
-------------------------------- --------------------- --------------------- ------------------- -----------------
Additions 1,757 2,198 4,938 8,893
Disposals - - (11) (11)
Acquisitions - - 53 53
Foreign exchange difference (550) (128) (212) (890)
Cost at 31 December 2021 44,929 2,126 15,945 63,000
Depreciation at 1 January
2020 130 39 213 382
Charge for the year 1,230 8 450 1,688
Foreign exchange difference 30 - 10 40
-------------------------------- --------------------- --------------------- ------------------- -----------------
Depreciation at 31 December
2020 1,390 47 673 2,110
-------------------------------- --------------------- --------------------- ------------------- -----------------
Charge for the year 1,339 482 1,736 3,557
Disposals - - (7) (7)
Foreign exchange difference 42 40 124 206
Depreciation at 31 December
2021 2,771 569 2,526 5,866
-------------------------------- --------------------- --------------------- ------------------- -----------------
Net book value at:
-------------------------------- --------------------- --------------------- ------------------- -----------------
01 January 2020 43,188 17 8,121 51,326
-------------------------------- --------------------- --------------------- ------------------- -----------------
31 December 2020 42,332 9 10,504 52,845
-------------------------------- --------------------- --------------------- ------------------- -----------------
31 December 2021 42,158 1,557 13,419 57,134
-------------------------------- --------------------- --------------------- ------------------- -----------------
Notes to the Financial Statements (continued)
14 Investments (Company)
Investments Company
US$'000
--------------------------------------------------------- ----------------------------
Cost
At 1 January 2020 288,034
Increase in investments 3,666
Reclassification related to intercompany restructuring (66,259)
---------------------------------------------------------- ----------------------------
At 31 December 2020 225,441
---------------------------------------------------------- ----------------------------
Increase in investments -
At 31 December 2021 225,441
---------------------------------------------------------- ----------------------------
Impairment
At 1 January 2020 64,253
Impairment 145,701
At 31 December 2020 209,954
---------------------------------------------------------- ----------------------------
Impairment -
--------------------------------------------------------- ----------------------------
At 31 December 2021 209,954
---------------------------------------------------------- ----------------------------
Net book value at:
--------------------------------------------------------- ----------------------------
31 December 2020 15,487
31 December 2021 15,487
---------------------------------------------------------- ----------------------------
During 2020 the Company acquired 100% interest at Caspian
Explorer for US$3,666,000 by means of issuing the Company's shares.
The carrying value of the investments has been assessed by the
Directors including the fair value associated with the asset
(please see note 22 for the transaction details).
During 2020 the Group simplified its intragroup loans as
follows: (i) the Company acquired Eragon Petroleum Limited's long
term receivable of $18.9m due from BNG Ltd LLP in exchange for a
loan payable to Eragon Petroleum Limited; (ii) the Company's long
term receivables from BNG Ltd LLP were transferred to Eragon FZE in
exchange for a receivable from Eragon FZE; (iii) Eragon UK declared
a dividend of $49.3m to Caspian Sunrise plc which it settled by
offset against receivables due from Caspian Sunrise (see note 19).
The receivable from Eragon FZE is repayable on demand but is
classified as long term because this reflects the expected timing
of actual funds flow. As part of the restructuring US$ 66m at the
Company's standalone accounts were reclassified from the
investments to the receivables from subsidiaries (note 16).
The directors review the investments for the recoverability on a
regular basis, together with the associated cash flows of each
company, and assess their impairment. Based on this assessment the
Company considers that the carrying value of the investments may
not be fully recoverable as the subsidiaries may not generate
sufficient future profits and accordingly, these amounts have been
impaired. The Company recorded no impairment in relation to the
investments in 2021 (impairment charge for 2020: $145.7m).
Notes to the Financial Statements (continued)
14 Investments (Company, continued)
Direct investments
Name of undertaking Country Effective Effective Registered Nature
of incorporation holding holding and address of business
and proportion
proportion of voting
of voting rights held
rights held at 31 December
at 31 December 2020
2021
------------------------ ------------------ --------------- --------------- -------------------- ------------
5 New Street
Square
Eragon Petroleum London Holding
Limited United Kingdom 100% 100% EC4A 3TW Company
CN-135789,
Eragon Petroleum Jebel Ali, Management
FZE Dubai 100% 100% Dubai, UAE Company
CN-135789,
Prosperity Petroleum Jebel Ali, Management
LTD Dubai 100% 100% Dubai, UAE Company
Utrechtseweg
79
1213 TM Hilversum Holding
Beibars BV Netherlands 100% 100% The Netherlands Company
Utrechtseweg
79
1213 TM Hilversum Holding
Ravninnoe BV Netherlands 100% 100% The Netherlands Company
Roxi Petroleum 152/140 Karasay
Kazakhstan Batyr Str., Management
LLP Kazakhstan 100% 100% Almaty, Kazakhstan Company
Indirect investments held by Eragon Petroleum Limited
Name of undertaking Country Effective Effective Registered Nature
of incorporation holding holding and address of business
and proportion
proportion of voting
of voting rights held
rights held at 31 December
at 31 December 2020
2021
--------------------- ----------------- --------------- --------------- ---------- ------------
Utrechtseweg
79
1213 TM Hilversum Holding
Galaz Energy BV Netherlands 100% 100% The Netherlands Company
Utrechtseweg
79
1213 TM Hilversum Holding
BNG Energy BV Netherlands 100% 100% The Netherlands Company
14 Investments (Company, continued)
Indirect investments held by Eragon Petroleum FZE
Name of undertaking Country Effective Effective Registered Nature
of incorporation holding holding and address of business
and proportion
proportion of voting
of voting rights held
rights held at 31 December
at 31 December 2020
2021
152/140 Karasay
Batyr Str., Oil Production
BNG Ltd LLP Kazakhstan 99% 99% Almaty, Kazakhstan Company
152/140 Karasay
3A-Best Group Batyr Str., Exploration
JSC Kazakhstan 100% 100% Almaty, Kazakhstan Company
152/140 Karasay Drilling
Batyr Str., & Service
CTS LLP Kazakhstan 100% 100% Almaty, Kazakhstan Company
152/140 Karasay Drilling
Batyr Str., & Service
Sur Nedr LLP* Kazakhstan 100% - Almaty, Kazakhstan Company
152/140 Karasay Drilling
Batyr Str., & Service
SK-NS Aktau LLP* Kazakhstan 100% - Almaty, Kazakhstan Company
*During 2021 CTS LLP has acquired 100% interest in Sur Nedr and
SK-NS Aktau LLP, the 2 companies with drilling licenses and minor
assets on their balances. The consideration paid for 100% interest
at the companies was insignificant cash payment (nominal value of
the share capital).
Indirect investments held by Prosperity Petroleum LTD
Name of undertaking Country Effective Effective Registered Nature
of incorporation holding holding and address of business
and proportion
proportion of voting
of voting rights held
rights held at 31 December
at 31 December 2020
2021
---------------------- ------------------ --------------- --------------- -------------------- -------------
152/140 Karasay
Batyr Str., Drilling
KC Caspian LLP** Kazakhstan 100% 100% Almaty, Kazakhstan Vessel owner
**During 2020 the Company has acquired 100% interest in
Prosperity Petroleum Ltd and KC Caspian LLP, the companies owing
submersible drilling vessel (pls see note 21 for details).
In both cases above the management of the Group considered the
acquisitions as the asset acquisitions.
Indirect investments held by Beibars BV
Name of undertaking Country Effective Effective Registered Nature
of incorporation holding and holding and address of business
proportion proportion
of voting of voting
rights held rights held
at 31 December at 31 December
2018 2017
-------------------- ------------------ --------------- --------------- ------------------- ------------
152/140 Karasay
Batyr Str., Exploration
Beibars Munai LLP Kazakhstan 50% 50% Almaty, Kazakhstan Company
Beibars Munai LLP is a subsidiary as the Group is considered to
have control over the financial and operating policies of this
entity. Its results have been consolidated within the Group.
Notes to the Financial Statements (continued)
15 Inventories
Group Group
2021 2020
US$'000 US$'000
------------------------- ------- -------
Materials and supplies 664 392
------------------------- ------- -------
664 392
------------------------- ------- -------
16 Other receivables
Group Group Company Company
2021 2020 2021 2020
US$ '000 US$ '000 US$ '000 US$'000
----------------------------- -------- -------- -------- -------
Amounts falling due after
one year:
Prepayments made 448 435 - -
VAT receivable 3,815 3,811 51 53
Intercompany receivables
(note 14) - - 88,508 89,212
4,263 4,246 88,559 89,265
----------------------------- -------- -------- -------- -------
Amounts falling due within
one year:
Prepayments made 1,294 2,187 10 9
Other receivables* 3,665 4,008 - -
----------------------------- -------- -------- -------- -------
4,950 6,195 10 9
----------------------------- -------- -------- -------- -------
The VAT receivables relate to purchases made by operating
companies in Kazakhstan and will be recovered through VAT payable
resulting from sales to the local market.
*US$1,275,000 out of US$3,665,000 (2020: US$4,008,000) at Other
receivables of the Group accounts represent the amounts
reimbursable by the vendors of 3A Best under the indemnities
provided on acquisition of the exploration asset . At 31 December
2021 the amount is shown net of provision for expected credit
losses: during 2020 the amount has been impaired on US $2,551,000
or 2/3 of the originally recognised due to the uncertainty of the
100% recoverability the receivable in future periods.
The current intercompany receivables are interest free.
Inter-company receivables has been assessed for expected credit
losses considering factors such as the status of underlying
licenses, reserves, financial models and future risks and
uncertainties. The provision substantially refers to balances
considered credit impaired. Inter-company receivables from the
subsidiaries in the table above are shown net of provisions of
US$20.7 million (2020: US$19.9 million). The movement in the
expected credit loss provision related to the inter-company
receivables was as follows:
Group Group Company Company
20 21 20 20 2021 2020
Denomination US$'000 US$'000 US$'000 US$'000
------------------ ------- ------- ------- -------
As at 1 January - - 19,912 12,913
Charge - - 797 6,999
As at 31 December - - 20,709 19,912
------------------ ------- ------- ------- -------
The Company recognised US$ 797,000 of expected loss on
provisions in relation to its receivables from subsidiaries in 2021
(2020: loss of US$ 6,999,000).
Notes to the Financial Statements (continued)
17 Cash and cash equivalents
Group Group Company Company
20 21 20 20 2021 2020
US$'000 US$'000 US$'000 US$'000
--------------------------------- --------- --------- -------- --------
Cash at bank and in hand 429 329 4 3
--------------------------------- --------- --------- -------- --------
Funds are held in US Dollars, Sterling and Kazakh Tenge currency
accounts to enable the Group to trade and settle its debts in
the currency in which they occur and in order to mitigate the
Group's exposure to short-term foreign exchange fluctuations.
All cash is held in floating rate accounts.
Group Group Company Company
20 21 20 20 20 21 20 20
Denomination US$'000 US$'000 US$'000 US$'000
--------------- ------- ------- ------- -------
US Dollar 45 292 4 1
Sterling - 2 - 2
Kazakh Tenge 384 35 - -
429 329 4 3
--------------- ------- ------- ------- -------
18 Called up share capital
Group and Company
Number Number
of ordinary of deferred
shares US$'000 shares US$'000
-------------------------------------- ---------------- --------- ------------- ---------
Balance at 1 January 2020 1,882,660,885 28,120 373,317,105 64,702
Shares issued to the directors
to repay salary debts 8,938,570 112 - -
Shares issued in exchange
of GBP1m cash 36,363,629 477 - -
Acquisition of 100% interest
at KC Caspian Explorer (note
21) 160,256,410 2,095 - -
Balance at 31 December
2020 2,088,219,494 30,804 373,317,105 64,702
-------------------------------------- ---------------- --------- ------------- ---------
Shares issued to repay intermediary
services 3,017,956 42 - -
Shares issued to repay new
rig acquisition 18,972,164 264 - -
Bonus paid to employees 562,500 8 - -
-------------------------------------- ---------------- --------- ------------- ---------
Balance at 31 December
2021 2,110,772,114 31,118 373,317,105 64,702
-------------------------------------- ---------------- --------- ------------- ---------
Caspian Sunrise Plc has authorised share capital of
GBP100,000,000 divided into 6,640,146,055 ordinary shares of 1p
each and 373,317,105 deferred shares of 9p each.
On 6 July 2020 the Company has issued total 8,938,570 ordinary
shares at 3.2 pence per share in settlement of outstanding salary
and expenses. On 4 August 2020 the Company raised GBP1 million
through placing of 36,363,629 new ordinary shares to new and
existing investors at an issue price of 2.75 pence per share. The
cash has entirely been spent on repayments to the Company
creditors.
During 2021 the Company made the following issues of its
ordinary shares to cover the incurred during 2021 debts. 1)
3,017,956 ordinary shares as the payment of the intermediary
services for the deal to buy 100% interest at Prosperity Petroleum
Ltd and KC Caspian LLP . 2) 18,972,164 new ordinary shares as the
consideration paid to the third party owner of the workover rig.
The total consideration was US$750,000. 3) 562,500 new ordinary
shares issued to the staff member (below board level) as the reward
for successful drilling works.
19 Trade and other payables - current
Group Group Company Company
20 21 20 20 20 21 20 20
US$'000 US$'000 US$'000 US$'000
------------------------------- ------- ------- ------- -------
Trade payables 2,684 2,892 64 191
Taxation and social security 2,977 1,629 20 22
Accruals 152 136 106 109
Other payables 3,502 3,369 485 382
Intercompany payables - - 58 116
Advances received (deferred
revenue) 3,925 2,986 - -
13,240 11,012 733 820
------------------------------- ------- ------- ------- -------
As at 31 December 2021 and 31 December 2020, the Group received
a significant amount of prepayments from the oil traders in
relation to increasing production on the BNG oil field.
Notes to the Financial Statements (continued)
During 2020 the Group simplified its intragroup loans as
follows: (i) the Company acquired Eragon Petroleum Limited's long
term receivable of $18.9m due from BNG Ltd LLP in exchange for a
loan payable to Eragon Petroleum Limited; (ii) the Company's long
term receivables from BNG Ltd LLP were transferred to Eragon FZE in
exchange for a receivable from Eragon FZE; (iii) Eragon UK declared
a dividend of $49.3m to Caspian Sunrise plc which it settled by
offset against receivables due from Caspian Sunrise (see note
14).
19 Trade and other payables - non-current
Group Group Company Company
20 21 20 20 20 21 2020
US$'000 US$'000 US$'000 US$'000
------------------------ ------- ------- ------- -------
Intercompany payables - - - -
Taxation 14,003 13,648 - -
------------------------ ------- ------- ------- -------
14,003 13,648 - -
------------------------ ------- ------- ------- -------
Taxation payable relate to withholding tax accrued on the
interest expense at the BNG subsidiary level.
20 Short-term borrowings
Group Group Company Company
20 21 20 20 20 21 20 20
US$'000 US$'000 US$'000 US$'000
----------------------- ------- ------- ------- -------
Akku Investments LLP 4,433 - 2,224 -
Mr. Oraziman 1,424 3,624 - 777
Other borrowings 568 1,976 158 1,292
----------------------- ------- ------- ------- -------
6,425 5,600 2,382 2,069
----------------------- ------- ------- ------- -------
At the start of 2021 the entities of the Group had the following
loans payable: US$ 1,125,000 loan payable by Eragon Petroleum FZE
to Mr. K. Oraziman, (7% interest bearing); US$ 777,000 loan payable
by Caspian Sunrise plc to Mr. K. Oraziman, (7% interest bearing);
interest free loans provided by Mr. K. Oraziman to Kazakh
subsidiaries on total US$ 1,733,000. Other borrowings provided by
the entities controlled by Oraziman family: US$ 672,000 loan
provided by Fosco BV to BNG LLP, US$ 1,293,000 provided by Vertom
International NV and Kernhem International BV to Caspian Sunrise
plc.
During 2021 major part of the loans payable by the Group to Mr.
Kuat Oraziman and the related companies were assigned to Akku
Investment LLP, the company controlled by the Oraziman family. Akku
Investments provided no new loans during the period. Mr. K.Oraziman
provided additional US$ 229,000 of loans to BNG and CTS LLPs during
2021 (nominated in KZT, interest free). Another US$ 568,000 of new
loans provided by the entities controlled by the Oraziman family
other than Akku Investments (loans by Vertom International NV
(US$488,000, 7%) and Herie NV (US$ 80,000, 7%) to the Group
entities in 2021.
Notes to the Financial Statements (continued)
21 Provisions and contingencies
Group only BNG licence Liabilities Abandonment 20 20
payments under Social fund Total
* Development
Program and
historical
cost
----------------------------- ------------ -------------- ------------ ---------
US $'000 US $'000 US $'000 US $'000
----------------------------- ------------ -------------- ------------ ---------
Balance at 1 January
20 20 27,394 6,154 578 34,126
Increase in provision - - 91 91
Change in estimate - - (81) (81)
Paid in the year (3,014) - - (3,014)
Unwinding of discount 685 - 14 699
Foreign exchange difference - (181) (45) (226)
----------------------------- ------------ -------------- ------------ ---------
Balance at 31 December
20 20 25,065 5,973 557 31,595
----------------------------- ------------ -------------- ------------ ---------
Non-current provisions 21,887 - 413 22,300
Current provisions 3,178 5,973 144 9,295
----------------------------- ------------ -------------- ------------ ---------
Balance at 31 December
20 20 25,065 5,973 557 31,595
----------------------------- ------------ -------------- ------------ ---------
Group only BNG licence Liabilities Abandonment 20 21
payments under Social fund Total
* Development
Program and
historical
cost
----------------------------- ------------ -------------- ------------ ----------
US $'000 US $'000 US $'000 US $'000
----------------------------- ------------ -------------- ------------ ----------
Balance at 1 January
20 21 25,065 5,973 557 31,595
Increase in provision - - 10 3 10 3
Change in estimate - - (3 4 ) (34)
(3,14 (3, 758
Paid in the year 0 ) (618) - )
Unwinding of discount 6 16 - 6 6 22
Foreign exchange difference (7 3 ) (1 4 ) (4) (9 1 )
----------------------------- ------------ -------------- ------------ ----------
Balance at 31 December 22, 46
20 21 8 5,3 41 6 28 28, 4 37
----------------------------- ------------ -------------- ------------ ----------
1 9 ,
Non-current provisions 29 0 - 487 19, 7 77
Current provisions 3,178 5,3 41 141 8, 660
----------------------------- ------------ -------------- ------------ ----------
Balance at 31 December 2 2 ,
20 21 46 8 5, 341 628 28, 4 37
----------------------------- ------------ -------------- ------------ ----------
*The subsoil use contract held by BNG Ltd for the Yelemes field
stipulates that it must make a payment to the Kazakhstan Government
upon award of a production contract after commercial feasibility.
The Kazakhstan Government has assessed the amount payable as a
total of US$32.5m. The sum is paid on a quarterly basis from 1 July
2019 in equal instalments and the final payment is due to be paid
on 1 April 2029. The payments have been discounted to their net
present value. This discounted value has been capitalised as
Property, plant and equipment (note 13) and will be amortised over
the productive period. Any changes in estimated payments and
discount rate are dealt with prospectively and result in a
corresponding adjustment to property plant and equipment.
Amounts in relation to Subsoil Use Contracts are included in the
table above and relate to the licence areas disclosed below:
a) BNG Ltd LLP
BNG Ltd LLP a subsidiary, signed a contract #2392 dated 7 June
2007 with the Ministry of Energy and Mineral Resources of RK for
exploration at Airshagyl deposit, located in Mangistau region.
According to the latest Amendments BNG is required to pay around
US$ 231,650 annually for social programs of Mangistau Region for
the period from 7 June 2018 to 7 June 2024. Also, it is required to
pay 1% of investments under the Contract on production during the
period based on the results of the previous year. For the
exploration period extended to June 2024, the amount of the
commitments under the work program according to the Contract on
exploration is US$ 28 million dollars. BNG is also required to
invest in training of Kazakh personnel not less than 1% of annual
amount of investments. Another requirement of the company is to
accumulate funds for the Site Restoration by transferring annually
1% of annual exploration costs to a special deposit in accordance
with the Contract on exploration. As at 31 December 2021 BNG was in
compliance with all the requirements listed above.
On 11 July 2019, BNG Ltd LLP has signed the Production contract
with the Ministry of Energy of Republic of Kazakhstan on the part
of the territory. The Contract is valid during 25 years till
2043.
Notes to the Financial Statements (continued)
21 Provisions and contingencies (continued)
b) 3A-Best Group JSC
As at 31 December 2020 3A-Best had the following debts related
to its SSU contract: US$2,500,000 of social development payment and
about $US 1,000,000 of the debts related to previous years' work
program obligations. According to the Addendum #8 to the Contract
signed by the company on January 20 2020 3A-Best has agreed the
following schedule of payments related to the social development
and the work program related to previous SSUC extension(s):
-- To make payment of US$580,000 quarterly during 6 quarters till June 2021;
-- To drill 2 shallow wells with the total depth of 5,750 meters
during the period January-June 2020;
-- To make investments of approximately US$2,350,000 during the period January-June 2020.
The above mentioned debt was still payable at 31 December 2021.
The company did not meet all the above in full but made some
payments and tried to find a solution of the situation. During 2021
the Group received a notification from the Ministry of Energy of
Kazakhstan that due to the fact the Subsoil Use contract has not
been prolonged in July 2020 the named contract deemed expired
starting that date.
The Board is working with the Kazakh authorities to renew the
licence at 3A Best, following which the Board will assess 3A Best's
position in the Group. While the Board remains confident that the
licence will be renewed on favourable terms, the Group cannot
currently make any progress with the asset. Accordingly, the Board
has decided to impair the asset in full, resulting in a $12.5
million impairment charge in 2021.
Notes to the Financial Statements (continued)
22 Purchase of Caspian Explorer
On 19 October 2020 the Company announced the completion of the
transaction to acquire Caspian Explorer, the entities (Prosperity
Petroleum Limited and KC Caspian Explorer LLP) owing a drilling
vessel that designed to operate in the shallow waters of the
northern Caspian Sea. The consideration has been satisfied by the
issue of 160,256,410 new Caspian Sunrise shares at a price of 1.75p
per share (the "Consideration Shares"). The acquisition was
approved by independent shareholders in February 2020. Management
has analysed the structure of the transaction and the underlying
activities and concluded that the transaction represents an asset
purchase.
The fair value of the identifiable assets and liabilities of
Caspian Explorer as at the date of acquisition were:
US$'000
------------------------------------ -----------
Property, Plant and Equipment 2,837
Other non-current assets 96
Other current assets* 833
Total assets 3,766
Trade and other payables 100
Total liabilities 100
Total identifiable net assets
at fair value 3,666
Total value of shares issued as
consideration 3,666
* US $ 530,000 of this amount was receivable from EPC-Munai LLP
at the date of acquisition, the related party to the Company. At 31
December 2021 the amount reduced to US$516,000 subject to updated
KZT/USD exchange rate (note 26.1).
23 Deferred tax
Deferred tax liabilities comprise:
Group Group
20 21 2020
---------------------------------------------
US$'000 US$'000
--------------------------------------------- ------- -------
Deferred tax on exploration and evaluation
assets acquired 6,463 6,629
6,463 6,629
--------------------------------------------- ------- -------
The Group recognises deferred taxation on fair value uplifts to
its oil and gas projects arising on acquisition. These liabilities
reverse as the fair value uplifts are depleted or impaired.
The movement on deferred tax liabilities was as follows:
Group Group
20 21 2020
US$'000 US$'000
--------------------------- ------- -------
At beginning of the year 6,629 7,244
Foreign exchange (166) (615)
6,463 6,629
--------------------------- ------- -------
As at 31 December 2021 the Group has accumulated deductible tax
expenditure related to BNG expenditure of approximately US$65
million (31 December 2020 US$85 million) available to carry forward
and offset against future profits. This represents an unrecognised
deferred tax asset of approximately US$13 million (31 December
2020: US$17 million). Given the uncertainties regarding such
deductions and the developing nature of the relevant tax system no
deferred tax asset is recorded. Beibars have tax losses carried
forward of US$5.1 million (31 December 2020: US$5.1 million). This
asset is fully impaired and there is insufficient certainty of
future profitability to utilise these deductions.
Notes to the Financial Statements (continued)
24 Share option scheme and LTIP scheme
During the year the Group and the Company had in issue
equity-settled share-based instruments to its Directors and certain
employees. Equity-settled share-based instruments have been
measured at fair value at the date of grant and are expensed on a
straight-line basis over the vesting period, based on an estimate
of the shares that will eventually vest. Options generally vest in
three equal tranches over the three years following the grant.
Number Number of Options Total options Weighted
of options options expired exercised outstanding average
granted exercise
price
in pence
(p) per
share
As at 31 December
20 20 91,458,226 (59,768,226) (15,300,000) 16,390,000 15
----------------------- ----------- ---------------- ------------ ------------------- ---------
( 4 , 59
Directors - ( 4 , 59 0,000) - 0,000) -
Employees and others - (450,000) - ( 4 50,000) -
----------------------- ----------- ---------------- ------------ ------------------- ---------
As at 31 December ( 64 , 80 1 1 ,3 5
2021 91,458,226 8,226) (15,300,000) 0,000 1 1
----------------------- ----------- ---------------- ------------ ------------------- ---------
The options were issued to Directors and employees as
follows:
1 1 ,3 5 0,000 outstanding options as at 31 December 202 1 are
exercisable.
The range of exercise prices of share options outstanding at the
yearend is 4p - 20p (20 20 : 4p - 20p). The weighted average
remaining contractual life of share options outstanding at the end
of the year is 2. 0 years (20 20 : 2 . 9 years).
Long Term Incentive Plan (LTIP) scheme:
On 5 June 2019 the Company made awards under a long term
incentive plan. Clive Carver, Non-executive Chairman, and Kuat
Oraziman, Chief Executive Officer, are entitled to receive cash
payments to be triggered by the Company's attainment of both
pre-set market capitalisation and share price targets as
follows:
Market cap threshold Share price target Pay-out rate Pay-out amount
(each) (each)
$ billion Pence per share % $' million
0.8 17.23 0.6 3.0
1.3 20.67 0.6 3.0
1.8 24.81 0.6 3.0
2.3 29.77 0.6 3.0
2.8 35.72 0.6 3.0
The scheme continues beyond the numbers in the table such that
with the threshold for market capitalisation increasing at the rate
of $0.5 billion and the corresponding share price threshold
increasing from the earlier threshold by a constant factor of 1.2.
Each threshold must be sustained for at least 30 consecutive days
for the awards to be triggered. Payments shall be made only when
the Company has free cash either in the form of distributable
reserves or as a result of a non interest bearing subordinated
shareholder loan or an equity placing at a price not below the
relevant share price threshold.
There may be only one pay-out for each market capitalisation
threshold crossed no matter how many times it is crossed.
The Group has determined that at inception and 31 December 2020
and 2021, the fair value of the cash settled share based payment
award is immaterial based on analysis of the thresholds, historical
volatility rates and the applicable share price and market
capitalisation in the period.
Notes to the Financial Statements (continued)
25 Financial instrument risk exposure and management
In common with all other businesses, the Group and Company are
exposed to risks that arise from its use of financial instruments.
This note describes the Group and Company's objectives, policies
and processes for managing those risks and the methods used to
measure them. Further quantitative information in respect of these
risks is presented throughout these financial statements.
The significant accounting policies regarding financial
instruments are disclosed in note 1.
There have been no substantive changes in the Group or Company's
exposure to financial instrument risks, its objectives, policies
and processes for managing those risks or the methods used to
measure them from previous years unless otherwise stated in this
note.
Principal financial instruments
The principle financial instruments used by the Group and
Company, from which financial instrument risk arises, are as
follows:
Group Group Company Company
Financial assets 20 21 2020 2021 2020
US$'000 US$'000 US$'000 US$'000
------------------------------------------ --------- --------- --------- ---------
Intercompany receivables - - 88,508 89,212
Other receivables 3,656 4,008 - -
Restricted use cash (re decommissioning) 634 241 - -
Cash and cash equivalents 429 329 4 3
------------------------------------------ --------- --------- --------- ---------
4,719 4,578 88,512 89,215
------------------------------------------ --------- --------- --------- ---------
Financial liabilities Group Group Company Company
2021 2020 2021 2020
US$'000 US$'000 US$'000 US$'000
------------------------------------------ --------- --------- --------- ---------
Trade and other payables 6,338 6,397 655 682
Other payables - current - - - 117
Other payables - non-current - - - -
Borrowings - current 6,425 5,600 2,382 2,069
12,763 11,997 3,037 2,868
------------------------------------------ --------- --------- --------- ---------
Notes to the Financial Statements (continued)
25 Financial instrument risk exposure and management (continued)
Changes in liabilities arising from financial activities
Below is the movement of financial liabilities of the Group for
the years ended 31 December 2021 and 2020:
Foreign
Disposal exchange
1 January Loans Interest of loans difference, 31 December
2021 received accrued Repayment net 2021
--------------- ---------- ---------- --------- ----------- ---------- ------------- ------------
Financial
liabilities
Borrowings 5,600 600 237 - (12) - 6,425
Foreign
Disposal exchange
1 January Loans Interest of loans difference, 31 December
2020 received accrued Repayment net 2020
--------------- ---------- ---------- --------- ----------- ---------- ------------- ------------
Financial
liabilities
Borrowings 4,050 1,237 313 - - - 5,600
Below is the movement of financial liabilities of the Company
for the years ended 31 December 2021 and 2020:
Foreign
Disposal exchange
1 January Loans Interest of loans difference, 31 December
2021 received accrued Repayment net 2021
--------------- ---------- ---------- --------- ----------- ---------- ------------- ------------
Financial
liabilities
Borrowings 2,069 158 155 - - - 2,382
Foreign
Conversion exchange 31
1 January Loans Interest to equity difference, December
2020 received accrued Repayment net 2020
------------- ---------- --------- --------- ------------ ---------- ---------------- ---------
Financial
liabilities
Borrowings 1,814 134 121 - - - 2,069
Notes to the Financial Statements (continued)
25 Financial instrument risk exposure and management (continued)
Principal financial instruments
The principal financial instruments used by the Group and
Company, from which financial instrument risk arises, are as
follows:
-- other receivables
-- cash at bank
-- trade and other payables
-- borrowings
General objectives, policies and processes
The Board has overall responsibility for the determination of
the Group and Company's risk management objectives and policies
and, whilst retaining ultimate responsibility for them, it has
delegated the authority for designing and operating processes that
ensure the effective implementation of the objectives and policies
to the Group and Company's finance function. The Board receives
regular reports from the finance function through which it reviews
the effectiveness of the processes put in place and the
appropriateness of the objectives and policies it sets.
The overall objective of the Board is to set policies that seek
to reduce risk as far as possible without unduly affecting the
Group and Company's competitiveness and flexibility. Further
details regarding these policies are set out below:
Credit risk
The maximum exposure to credit risk is represented by the
carrying amount of each financial asset in the balance sheet which
at the year end amounted to US$ 4.7 million (2020: US$ 4.6
million).
Credit risk with respect to Group receivables and advances is
mitigated by active and continuous monitoring the credit quality of
its counterparties through internal reviews and assessment.
The Company is exposed to credit risk on its receivables from
its subsidiaries. The subsidiaries are exploration and development
companies with no current commercial exploitation sales and
therefore, whilst the receivables are due on demand, they are not
expected to be paid until there is a successful outcome on a
development project resulting in commercial exploitation sales
being generated by a subsidiary. In application of IFRS 9 the
Company has calculated the expected credit loss from these
receivables (Note 16).
The carrying amount of financial assets recorded in the Group
and Company financial statements, which is net of any impairment
losses, represents the Group's and Company's maximum exposure to
credit risk.
Credit risk with cash and cash equivalents is reduced by placing
funds with banks with high credit ratings.
Notes to the Financial Statements (continued)
25 Financial instrument risk exposure and management (continued)
Capital
The Company and Group define capital as share capital, share
premium, deferred shares, other reserves, retained deficit and
borrowings. In managing its capital, the Group's primary objective
is to provide a return for its equity shareholders through capital
growth. Going forward the Group will seek to maintain a gearing
ratio that balances risks and returns at an acceptable level and
also to maintain a sufficient funding base to enable the Group to
meet its working capital and strategic investment needs. In making
decisions to adjust its capital structure to achieve these aims,
either through new share issues or the issue of debt, the Group
considers not only its short-term position but also its long-term
operational and strategic objectives.
The Group's gearing ratio as at 31 December 2021 was 1 4 % (2020
10%).
There has been no other significant changes to the Group's
Management objectives, policies and processes in the year.
Liquidity risk
Liquidity risk arises from the Group and Company's Management of
working capital and the amount of funding committed to its
exploration programme. It is the risk that the Group or Company
will encounter difficulty in meeting its financial obligations as
they fall due.
The Group and Company's policy is to ensure that it will always
have sufficient cash to allow it to meet its liabilities when they
become due. To achieve this aim, it seeks to raise funding through
equity finance, debt finance and farm-outs sufficient to meet the
next phase of exploration and where relevant development
expenditure.
The Board receives cash flow projections on a periodic basis as
well as information regarding cash balances. The Board will not
commit to material expenditure in respect of its ongoing
exploration programmes prior to being satisfied that sufficient
funding is available to the Group to finance the planned
programmes.
For maturity dates of financial liabilities as at 31 December
2021 and 2020 see table below. The amounts are contractual payments
and may not tie to the carrying value:
On Demand Less than 3 months 3-12 months 1- 5 years Over 5 years Total
Group 2021 US$'000 6 , 425 2 ,684 3,654 - - 12,763
Group 2020 US$'000 5,600 2,891 3,506 - - 11,997
Company 2021 US$'000 2,382 655 58 - - 3,095
Company 2020 US$'000 2,069 681 117 - - 2,867
Interest rate risk
The majority of the Group's borrowings are at fixed rate. As a
result the Group is not exposed to the significant interest rate
risk.
Currency risk
The Group and Company's policy is, where possible, to allow
group entities to settle liabilities denominated in their
functional currency (primarily US$ and Kazakh Tenge) in that
currency. Where the Group or Company entities have liabilities
denominated in a currency other than their functional currency (and
have insufficient reserves of that currency to settle them) cash
already denominated in that currency will, where possible, be
transferred from elsewhere within the Group.
In order to monitor the continuing effectiveness of this policy,
the Board receives a periodic forecast, analysed by the major
currencies held by the Group and Company.
The Group and Company are primarily exposed to currency risk on
purchases made from suppliers in Kazakhstan, as it is not possible
for the Group or Company to transact in Kazakh Tenge outside of
Kazakhstan. The finance team carefully monitors movements in the
US$/Kazakh Tenge rate and chooses the most beneficial times for
transferring monies to its subsidiaries, whilst ensuring that they
have sufficient funds to continue its operations. The currency risk
relating to Tenge is significant.
In the event that Kazakhstani Tenge devalues against the US$ by
30% the Group would incur foreign exchange losses in the amount of
US$43 million (2020: US$40 million) that would be reflected in
other comprehensive income. The impact of such a devaluation on the
translation of monetary assets and liabilities (predominantly
intercompany loans) held in Kazakhstan and denominated in non-Tenge
currencies would be exchange losses recorded in the statement of
changes in equity of US$43 million (2020: US$40 million).
Notes to the Financial Statements (continued)
26 Related party transactions (please see also note 26)
The Company has no ultimate controlling party.
26.1 Loan agreements
The Company had loans outstanding as at 31 December 2021 and
2020 with members of the Oraziman family and legal entities
controlled by the Oraziman family, details of which have been
summarised in note 19.
At 31 December 2021 KC Caspian Explorer LLP, the group 100%
subsidiary, had at its list of receivables the interest free loan
provided to EPC-Munai LLP on the amount of US $516,000. EPC-Munai
is the company controlled by Oraziman family.
26.2 Key management remuneration
Key management comprises the Directors and details of their
remuneration are set out in note 7.
26.3 3A Best
At 31 December 2020, three Caspian Sunrise shareholders owed US$
1,275,000 each in respect of indemnities provided on the
acquisition of 3A Best. During 2020 the Group recognised a credit
loss provision of US $2,551,000 related to the asset (note 16). The
liability of one of the shareholders, the late Rafik Oraziman, is
covered by amounts due by the Company to the Oraziman family.
Accordingly, in the financial statements as at 31 December 2021 and
2020 the provision was made for two thirds of the amounts due.
The Company continues to work with the other two shareholders to
recover the amounts due but in 2020 and 2021 financial statements
has provided in full for the amounts due.
26.4 Caspian Explorer
The purchase of the Caspian Explorer (note 22) was from vendors
including members of the Oraziman family.
26.5 Sales of services
During 2021 CTS LLP, the subsidiary of the Company, accepted
cash advances for drilling and repair services from EPC Munai LLP,
the company controlled by the Oraziman family. The total amount of
the outstanding advances at 31 December 2021 was US$ 908,000. No
related services accepted as finalised by EPC Munai at 31 December
2021.
27 Non-controlling interest
Group Group
2021 2020
---------------------------------------
US$'000 US$'000
---------------------------------------
Balance at the beginning of the year (5,809) (5,729)
Share of loss for the year 8 (80)
(5,801) (5,809)
---------------------------------------
As at 31 December 2021 non-controlling interest represents
minority share in BNG Ltd LLP and Beibars Munai LLP (as at 31
December 2020: BNG Ltd LLP and Beibars Munai LLP).
Notes to the Financial Statements (continued)
28 Events after the reporting period
Issue of shares
Debt Conversion
On 9 March 2022 Independent Shareholders approved the resolution
required to implement a conversion of approximately $6.2 million
debt for new Ordinary shares in the Company. Accordingly,
139,729,446 Debt Conversion shares were issued at a price of 3.2p
per share.
Capital Reduction
On 22 April 2022 shareholders approved resolutions cancelling
the Share Premium account and the Deferred Shares as part of
wider
arrangements to enable the payment of dividends.
Application has been approved by the UK High Court in June
2022.
Civil unrest
In early January 2022, Kazakhstan experienced a period of
significant civil unrest during which the Company's drilling and
administrative operations were suspended. The civil unrest subsided
after approximately 10 days and the Company's drilling and
administrative operations resumed. Since that date no further
episodes of civil unrest have occurred.
Russian sanctions
Following Russia's invasion of the Ukraine on 24 February 2022,
significant economic sanctions were imposed by a number of
countries on Russia. While Russian oil was not initially covered by
the sanctions the decision by international oil purchasers to
boycott Russian oil led to Urals Oil trading at a $30-35 per barrel
discount to Brent. As oil produced in Kazakhstan and transported
via the Russian pipeline network emerges as Urals Oil this discount
has applied to the oil the Group sells on international
markets.
In June 2022, the Kazakh authorities re-designated oil produced
in Kazakhstan as Kazakhstan Export Blend Crude Oil ("KEBCO") in an
attempt to differentiate oil produced in Kazakhstan from oil
produced in Russia. Additionally in June 2022, the EU confirmed
that oil produced in Kazakhstan and transported vis the Russian
pipeline network is not covered by any sanctions.
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END
FR KZGZVNVFGZZM
(END) Dow Jones Newswires
June 27, 2022 02:00 ET (06:00 GMT)
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