Kosmos Energy Ltd. Common Shares (DE)

Good day, everyone, and welcome to Cosmos Energy's fourth quarter 2021 conference call. Just a reminder, today's call is being recorded. At this time, let me turn the call over to Jamie Buckland, Vice President of Investor Relations at Cosmos Energy. Thank you, sir. You may begin.

Thank you, operator, and thanks to everyone for joining us today. This morning, we issued our fourth quarter earnings release. This release and the slide presentation to accompany today's call are available on the Investors page of our website. Joining me on the call today to go through the materials are Andy Ingalls, Chairman and CEO, and Neil Shah, CFO. During today's presentation, we will make forward-looking statements that refer to our estimates, plans, and expectations. Actual results and outcomes could differ materially due to factors we note in this presentation and in our UK and SEC filings. Please refer to our annual report, stock exchange announcement, and SEC filings for more details. These documents are available on our website. At this time, I will turn the call over to Andy.

Thanks, Jamie, and good morning and afternoon to everyone. Thank you for joining us today for our fourth quarter results call. I'd like to start today's presentation looking at the company's strategy and the defining characteristics which differentiate Cosmos and position us very well in a rapidly changing oil and gas sector. I'll then talk about the operational momentum we saw in 2021 before handing over to Neil, who will walk you through our financials. I'll then outline our plans for 2022 and the key investments we're making to deliver significant shareholder value in the next 12 to 24 months. We'll then open the call up for Q&A. Starting on slide two, Looking back, 2020 was a year of survival for the sector in which Cosmos took the opportunity to high-grade its investment options to create a stronger company for the future. 2021 was a year of resuming operational delivery and strengthening the balance sheet, both of which were significantly enhanced by the OxyGarner and the Tortue FPSO transactions. 2022 is the year in which Cosmos can really start to thrive. We have the right portfolio for the future, and the boxes on the left of the slide highlight the key characteristics that define our portfolio. First, we have low-cost, high-quality assets. The company is underpinned by world-class fields that have the longevity to deliver sustainable, high-margin cash flows. That gives us the ability to invest in our existing assets and materially grow production and free cash flow while simultaneously reducing debt. The right-hand chart shows the company's production is forecast to grow by around 50% between 2022 and 2024 as we bring our planned developments on the street. Second, as the chart also shows, we are increasing our exposure to GAPs and LNG as Tortue Phase 1 comes online in the second half of next year. We also have a deep hopper of world class gas opportunities in Mauritania and Senegal that we expect will provide further growth well into the future. Third, we have a robust balance sheet which we expect to strengthen further in 2022 with a year end leverage target of around one and a half times the current prices. Fourth, as planned capex falls and pre-cash flow grows, there is potential for meaningful shareholder returns once leverage falls sustainably below our target. And finally, we have strong ESG credentials, driven by a portfolio shift towards lower carbon natural gas and a commitment to our host countries in Africa to support a just energy transition. Cosmos has emerged from the last two years with a strong team, excited about the future and hungry to deliver the significant value we see in the portfolio for our investors. Turning to slide three, one of the key areas of differentiation for Cosmos is a long reserve life of our portfolio, which underpins the growth we are planning. At year end 2021, Cosmos 1P and 2P reserves were both at record levels. The top chart on the slide shows the oil gas split of our 1P and 2P reserves. On a 1P basis, oil makes up around 60% of our reserve base, whereas on a 2P basis, gas is over 55% of the portfolio, reflecting the longer term direction of the company. a bias for oil in the near term and gas longer term. The bottom chart shows the diversification of the portfolio on a 2P basis. Ghana and Mauritania, Senegal each make up around 40% of the portfolio, with actual Guinea and the Gulf of Mexico making up about 20% between them. This diversification is important as it means we're not dependent on a single field or a single geography to deliver our future plans. In 2021, our 1P reserves more than doubled to approximately 300 million barrels of oil equivalent with a booking of torture phase one and the OxyGarner acquisition. Our 2P reserves are approximately 580 million barrels of oil equivalent, which gives us a 2P reserves to production ratio of over 20 years. Even excluding the OxyGynac acquisition, our reserves replacement ratio was strong, with 114% of the placement of our 2P reserves demonstrating the underlying quality of our acid base. Turning now to slide four. As you're well aware, for the last 18 months, we've been focused on deleveraging and have made good progress. With a portfolio of highly cash-generative assets, we expect leverage to continue to fall sharply this year. As guided, we ended 2021 at around 2.5 times, a significant year-on-year reduction. We remain on track to end this year below pre-COVID levels. Our year-end target for 2022 is around 1.5 times as strict pricing. We expect to achieve this due leveraging through a combination of rising EBITDA and absolute debt reduction. EBITDA is expected to increase materially year-on-year through several drivers, including higher production and stronger oil prices, which we've been able to hedge in much higher levels than 2021. In addition, with greater production for Jubilee, we expect our unit costs to decrease as well. We also plan to reduce absolute debt by up to $500 million this year, which will further drive the leverage multiple lower. This absolute debt reduction is driven by the free cash flow we generate, but could be enhanced with the potential for contingent payments from Shell, the OxyGyn preemption proceeds, and the NOC loan refinancing. I'll provide an update on the preemption process shortly. On the NOC loan, we had initially aimed to get that done by year-end 2021 and received several term sheets for the transaction. We continue to progress those discussions. However, we want to ensure any deal done is in Cosmos' best long-term interests and are taking the time to get it right. Our liquidity position is strong and could get stronger with potential proceeds from Ghana preemption and the shale exploration bonus. Therefore, we continue to pursue the NOC loan refinancing, but timing is less pressing. Turning to slide five. I've talked about the embedded growth we expect to see over the next two years, which is driven by Tortue Phase 1, Jubilee Southeast, and Winterfell, delivering an expected production increase of around 50%. As these developments start up, our capital commitments are expected to fall by more than 30%. With production up and CapEx down, we expect free cash flow to more than triple from the levels we expect in 2022 at $75 per end. This cash generation is sustainable and underpinned by our 20-year 2P reserve life, putting us in a position to deliver material shareholder returns. Turning to slide six and our commitment to sustainability. As I've noted on the previous slides, we have a long-dated portfolio of high-quality assets. Our goal is to help our host nations develop their hydrocarbons in a responsible way and expand access to affordable, reliable energy. Through creating economic benefits, we help to drive sustainable development in our host countries. Two years ago, Cosmos set out a policy to achieve carbon neutrality for our Scope 1 and 2 operating emissions by 2030, and we're working to accelerate that timeline. We'll give further updates in this year's sustainability report, which we'll publish in the first half of this year to give investors access to the 2021 data sooner. We also plan to provide additional disclosure on our equity emissions. On social performance, we care deeply about the people who work for Cosmos and those who work with Cosmos. In our host countries, we employ 100% local nationals, and our US offices in Dallas and Houston are consistently named in the top places to work. In our host countries, we aim to be a trusted partner and good corporate citizen. We work with a range of stakeholders in our communities to facilitate sustainable development. We worked in this manner for nearly 20 years going back to when the company was founded. Each year we fund important social investment programs in Ghana, Equatorial Guinea, Senegal and Mauritania that are aimed at creating economic opportunity, advancing social progress and improving standards of living. The success of the Cosmos Innovation Center is a prime example. This initiative in Ghana, Mauritania, and Senegal invests in young entrepreneurs and small businesses outside the oil and gas industry. We train and empower young people to turn their ideas into viable businesses. And we work alongside promising startups to help them scale and reach their full potential. And finally, governance. Governance has always been a key pillar of our business. and cascades down from our experienced and diverse board of directors through the executive leadership team to our employees. We have always taken an industry-leading position on transparency, publishing all of our material petroleum contracts online. In summary, our consistent commitment to sustainability is a core value and supports our ability to deliver long-term value to our shareholders and stakeholders. Turning to slide 8, looking back at 2021, a year that saw an acceleration of our strategic progress with operational momentum across all areas of the portfolio. On production, we hit our year-end production target of 75,000 barrels of oil equivalent per day, boosting fourth quarter cash flow and reducing leverage at year-end to approximately two and a half times. Our LNG development made significant progress during the year. We tore through phase one around 70% complete at year end. We enhanced our reserve base and now have a 2P reserve life of over 20 years with a growing gas weighting. We executed a highly accreted transaction in Ghana, acquiring a stake in the Jubilee and Tenfields from Oxy, which has helped to transform the balance sheet and increase free cash flow generation. And finally, we continue to advance our ESG agenda, supporting a just energy transition in Africa. On the following slides, we'll briefly look at the progress we've made in each of our core geographies. Turning to slide nine and starting in Ghana. 2021 was a pivotal year for Cosmos in Ghana, where we got back to drilling after a pause in 2020. Cosmos had net production of around 39,000 barrels of oil per day across Jubilee and TEN in the fourth quarter. The increased drilling activity in 2021 was promising, particularly at Jubilee, where the partnership drilled three wells, and Cosmos has a much greater interest. The chart shows Jubilee production for mid-year when new wells start to come online. And you can see production rising from around 70,000 barrels of oil per day in July to over 90,000 barrels a day by year end, which is where the field is producing today. On 10, the partnership drilled one gas injector, which is helping to support existing producers. However, this has not been enough to fully stem production declines. Turning to slide 10. In October, we announced and completed the acquisition of additional interest in Jubilee and 10 from Oxy for a total cash consideration of around $460 million. At the time, we talked about the attractive economics of the deal in a $65 world, which is highly accretive on all metrics and had expected payback of around three years. With the ongoing strong operational performance of the assets and the recent strength in oil prices, we believe payback will be reduced to under two years with significant future upside as we continue the infill program. Once again, I'd like to thank our equity and bondholders for their strong support. I'm pleased to see the benefit of this transaction delivering so quickly. On preemption, both partners exercised their preemption rights in November. The impact of preemption on COSMOS is a small reduction in our Jubilee state from around 42% to around 38%. In 10, the reduction is more meaningful with our state reducing from around 28% to around 20%. Assuming preemption is completed, we would expect to receive a bit more than $100 million of closing, which we'd use to pay down debt. The impact on COSMOS production would be about 5,000 barrels of oil per day. We are working with the partners on the transaction, and the preemption remains subject to the approval by the government of Ghana. Turning to slide 11. In actual Guinea, 4Q gross production was in line with the full year at around 30,000 barrels of oil per day. Similar to Ghana, we saw increased activity in 2021 with the first wells drilled on the assets since 2015. The partnership drilled two jacket wells, both of which came online in the fourth quarter. We've been pleased with initial performance and the combined impact on gross production can be seen on the chart. We saved when accumulating collectively producing at levels not seen for over 18 months. In the Gulf of Mexico, turning to slide 12, 4Q production was 21,000 barrels of oil equivalent per day, slightly above full-year production of 20,000 barrels of oil equivalent per day. On drilling, the successful tornado dump flood boosted output in the second half of the year, as the chart shows. The highlight in the Gulf of Mexico last year was the Winterfell discovery and the successful appraisal well. With around 100 million barrels of gross resource potential in the central Winterfell area and proximity to several nearby host platforms with ULH, we're excited about the future potential of this asset. Turning to slide 13. The Tortue project saw a ramp up in activity in 2021 with all key work streams making significant progress. At year end, phase one of the project was around 70% complete. Looking at each of the work streams, on the FPSO, the final four process modules were lifted onto the deck in December, and mechanical completion of the process subsystems is now underway. The images of the FPSO on the slide show the high level of completion. On the hub terminal, we complete the construction of the 21st and final caisson, and the piling installation for the jetty has commenced ahead of the hub terminal facilities delivery. But the subsea activity is ramping up. The pipeline vessel has recently completed its nautical trials in the North Sea and should be ready for the offshore installation campaign in the second quarter. And on the floating LNG vessel, the four mixed refrigerant compressors have been lifted on board, and the pipe rack installation operations have commenced. So 2021 was a busy year for us, and with the operational momentum we have built, we are well-placed to take delivery this year. With that, I'll hand over to Neil to take you through the financials.

Thanks, Andy. I'd like to start on slide 14 by talking about the financial delivery we saw in 2021. We accomplished a lot to have positioned the company well to prosper over the coming years. First, we successfully refinanced the reserve-based lending facility, which now has a total facility size of $1.25 billion, with $1 billion drawn at year-end. In August, we announced the completion of the Tortue SPSO sale and leaseback transaction, which funds around $375 million of our CapEx on the project and was a key part of the financing path we laid out in November 2020. Our producing assets generated strong free cash flow of around $175 million during the year, excluding working capital, in line with our guidance. The combination of these, along with the bond transactions we executed, have deferred all of our near-term debt maturities and helped increase our liquidity to over $750 million available at year-end. Through strong operational performance and the OxyGonna transactions, we materially reduced leverage during the year, ending at around two and a half times as planned. And finally, we have taken advantage of higher commodity prices to put in hedges at significantly higher floors and ceilings than we had in 2021. Around 55% of our production is hedged, with an average ceiling of around $80 per barrel, with the rest exposed to current prices. All in all, it was a good year for Cosmos, and while there's still more work to do in 2022, we start the year in a strong position. Turning to slide 15, Cosmos delivered a record quarter in 4Q with our highest ever sales volumes in EBITDAX. Net production of approximately 70,000 barrels of oil equivalent in the quarter was in line with our expectations. Sales volumes of 82,000 barrels of oil equivalent were higher than guidance as a result of an additional Jubilee cargo in Ghana loading in late December. The realized price of around $65 per barrel, which includes the impact of hedging, was materially higher than the previous quarter, a trend we expect to continue in 2022. In the first quarter of this year, we anticipate a realized price net of hedging of over $80 per barrel. Costs were all in line or slightly below previous guidance, which helped drive today's positive 4Q results. Turning to slide 16, As I mentioned in my opening remarks, we made a lot of progress with the balance sheet in 2021, and the chart on the left of this slide shows that liquidity remains at a healthy level. This quarter, we expect to complete the refinancing of the RCS, pushing that maturity to late 2024. The chart on the right shows that we expect to have no material debt maturities until late 2024 at the latest, although we do plan to utilize our flexibility to prepay some of our existing debt well before then. With that, I'll hand back to Andy to take you through the year ahead.

Thanks, Neil. Across our business, this is an important year for the company. We're investing in our key assets to drive the increase in production and cash flow that we discussed earlier. Turning to slide 18. In Ghana, we have a world-class field in Jubilee that has the potential to produce at elevated levels for the next several years as we deliver on our plans. In 2022, we're investing capital in three infill wells, one producer and two injectors, to support the base production. With these new wells combined with the benefits of the wells we drilled last year, we expect to have a year-on-year growth at Jubilee of around 10%, which includes the impact of the two-week shutdown planned for the second quarter. Around the end of the year, the partnership plans to start drilling the first Jubilee South east wells jubilee southeast is an untapped area of the reservoir where we will be drilling lower gor wells once online in mid 2023 these wells should push gross production in jubilee to around a hundred thousand barrels of oil per day On 10, as the operator guided previously, production is expected to trend lower until we see the benefits of the wells that are being drilled later this year. The partnership plans to invest in two infill wells this year, one producer and one injector, which should help stem decline in 2022. We're also drilling two riser-based wells, which are targeting an undeveloped extension of the end-term reservoir closer to the FPSO, allowing us to take advantage of existing infrastructure. These riser-based wells are expected online in 2023 and should help to increase production. As the operator recently communicated, The longer term plan with TAN is to double current production levels by increasing the activity of TAN with the second rig in Ghana. And finally, we're aligned with the operator and the government of Ghana to eliminate routine flaring by 2025. As a first step, we plan to modify the gas handling system on the Jubilee FPSO during the shutdown in the second quarter of this year. which is expected to allow us to inject and export more gas volumes. Turning to slide 19. In Equestrial Guinea, production year today has continued to be strong as a result of the wells drilled late last year. In 2022, investment will be focused on facility maintenance, well work, and a second ESP program with the aim of keeping production around these levels through the year. There is a lot of untapped upside in Exel Guinea, and we have several high-graded ILX opportunities, particularly in the untested deeper albions. In the Gulf of Mexico, we're planning to sidetrack the Kodiak well in the first half of the year, funded by insurance proceeds, with the well expected to contribute in the second half. That, in addition to some production optimization projects, should support existing production levels. On Winterfell, we're working with partners on a low-cost, lower-carbon development targeting sanction for the initial two-well development scheme in mid-2022. First of all, it's expected around 18 months from sanction. In addition, we continue to mature multiple prospects for future ILX drilling in 2023 and beyond. Turning to slide 20. As I said last year, we continue to make strong progress on Tortue Phase 1 with all the major work streams advanced as evidenced by the images on the slide. In 2022, we expect to hit several important milestones ahead of first gas plan for the third quarter of next year. We plan to begin drilling the initial four wells next quarter with offshore installation of the subsidy infrastructure expected to commence in the second quarter as well. On the hub terminal, we expect to commence facilities hookup in the third quarter this year. On the FPSO, sail away from the yard in China is due late in the third quarter, with the vessel expected to arrive on site around the end of the year. And on the floating LNG vessel, GOLA will be testing the steam turbines later in the year, enabling commissioning of the vessel power management system, which SAILA anticipated early in 2023. Turning to slide 21. Beyond phase one of Chortu, we also have a significant amount of low-cost gas across our assets in Mauritania and Senegal that we are working to commercialize. Given the ever-tightening supply-demand backdrop of global LNG, we believe our discovered resource has significant value upside to Cosmos. For the second phase of Chorchu, we're working with BP and the NOCs to optimize the upstream facilities to deliver another 2.5 million tons of capacity at an upstream cost less than the billion dollars of gross capex we had previously communicated. we expect to make a development decision related to the projects around the middle of this year. This would kick off the feed work to fully support the detailed contracting costing required for formal FID. At Borallo, we expect to complete the seismic reprocessing and reservoir modeling, which should allow a development concept to be selected. And at Yucca-Turanga, the partnership plans to advance pre-feed studies and the MedOcean and geophysical surveys, while also progressing domestic gas sales discussions. Turning to slide 22, which looks at our high-level guidance and capital plan for 2022, there is a more detailed guidance slide included in the appendix. We expect company production for the year to be in the range of 67,000 to 71,000 barrels of oil equivalent per day, which is at the midpoint, would be a year-on-year increase of over 20%. CapEx of around $700 million is broken out in the chart on the bottom right. We plan to spend between $250 to $300 million of maintenance CapEx on the producing assets, which is development drilling and integrity spending Ghana, Equestrial Guinea, and the Gulf of Mexico. We also plan to spend between $100 to $150 million of growth CapEx on the base business for production growth in 2023 and beyond. This includes Jubilee Southeast, the 10 riser-based wells, Winterfell, as well as long-lead items ahead of our 2023 drilling program in Equestrial Guinea. On Tortue Phase 1, we expect to spend around $250 million during the year, which reflects the timing of accrued CapEx based on the accrued budget from the operator. We also expect to spend a further $50 million in Mauritania and Senegal on Torchy Phase 2 and increase activity on Borrella and Yakutanga to support progress on those developments. At $75 Brent, we would expect to generate around $200 million of free cash flow, which we plan to use to reduce debt. As I mentioned in the opening slide of today's presentation, we could see absolute debt reduced by up to $500 million this year through a combination of organic free cash flow, contingent payments from Shell if they're successful with their drilling campaign this year, Garner preemption proceeds, and the NSE loan refinancing. So turning to slide 23 to wrap up today's presentation. Cosmos has a differentiated portfolio and exciting outlook. We have low-cost, high-quality assets with significant embedded growth. We are investing in world-class gas projects that will help facilitate the energy transition and provide the company with long-term sustainable cash flow. We have a robust balance sheet that continues to get stronger as we deliver this year and beyond. As our leverage improves, we anticipate our efforts will generate significant amounts of cash flow, which will enable meaningful shareholder returns, especially at current commodity prices. And finally, we have strong ESG credentials that give us a license to operate in our host countries and a portfolio that is fit for the future. Thank you, and I'd now like to turn the call over to the operator to open the session for questions.

At this time, we'll be conducting a question and answer session. If you would like to ask a question, please press star 1 on your telephone keypad. A confirmation tone will indicate your line is in the question queue. You may press star 2 to remove your question from the queue. For participants using speaker equipment, it may be necessary for you to pick up your handset before pressing the star keys. one moment while we pull for questions. Our first question comes from the line of Charles Mead with Johnson Rice. You may proceed with your question.

Good morning, Andy and Neil, and to the rest of the team there. Andy, I want to go back to your prepared comments and specifically the timeline that you laid out for Phase 2. Did I hear that you're going to have a front-end engineering process sometime around mid-year that precedes FID? Or could you just go back to that and kind of set the timeline for us?

Yeah, yeah. Hi, Charles. It's Andy. Yeah, the timeline is to get to the concept select decision by mid-year. And we're working hard with BP to ensure that we fully optimize that. And as I said in the remarks, I think we think there's real opportunity to lower the cost below the billion dollars gross for the upstream that we talked about. So that's the process going through to the middle of the year. And then, you know, the second part with the concepts selected and the way forward defined, we'll do the feed engineering to... go through the formal process of FID. For FID, obviously with government approvals, we need the final engineering costs and we need the contracts in place. But that's sort of the real work will kick off in the middle of the year.

Got it. So FID would be sometime in the back half of the year at the earliest.

You know, and again, it's really important, I think, in the current environment that we really get you know, quality engineering done to ensure that we have the right basis of the capital and the right contracts in place. So I think that, you know, we want to ensure that the quality of that. This is a really good project, and, you know, we're quite, you know, we see a lot of opportunity, actually, to remove costs up front, and we want to make sure that we do that.

Got it. Thank you. And then a quick question about Gulf of Mexico, the 2L project. winterfell development, just to get kind of an order of magnitude here, should we be thinking about gross rates from that development in the range of 5,000 to 10,000 barrels a day?

Yeah, I think, Charles, yeah, gross rates for the two well developments would be around 20,000 barrels a day, or maybe a little less than that. But that's basically flow line construction.

Got it. Got it. Thank you, Neil. Appreciate it. Great. Thanks, Charles.

Our next question comes from the line of Neil Meadow with Goldman Sachs. You may proceed with your question.

Good morning. Andy, the first question is just around your marketing strategy. Obviously, with everything going on in Europe right now, the value of Tortue and the barrels continues to move higher, potentially. As you think about cargoes for either phase one or phase two, can you ultimately market some of those cargoes into into Europe, and talk about how you see this asset fitting in the broader natural gas macro.

Yeah, thanks, Neil. I think that if you sort of go back and sort of start from where we are today, on phase one, we have the 2.5 million tons being marketed by BP, as you're aware. It's a 9.5% slope to Brent. The real upside, of course, therefore, comes from phase two, where those cargoes are not sold today. We believe there is the real opportunity for us to take greater benefit, I think, from strengthening prices for LNG globally. And, you know, I think, you know, as you look at the world today, and obviously one of the consequences of the sad situation in Ukraine is that Europe needs to look at how it can ensure energy security and look for new sources of gas. And I think, you know, in Mauritania and Senegal, we have a resource which is, you know, low cost. The gas is low carbon. It has no CO2 in it. and it's proximate to Europe. So I think we believed, and I believe deeply, that this was an important resource for the world. Our job is to support the energy transition as a company, bring forward new sources of supply that help support energy security. I think we can do that with the gas supplies from Mauritania and Senegal. I think phase one will come on at an important time. And as we discussed with Charles, you know, we're moving forward with Phase 2, which I think, again, will come on at an important time to continue to support a growing gas demand and hopefully create another source of energy security for the world. Gas is a part of the energy transition. I think it's becoming more widely recognized that it plays a role and we believe that Molotain and Senegal is therefore a part of that. So I think you look at the big macro and a lot's changed actually since we started the journey with Tortue. I think there's a lot to look forward to. And in Pacific, you know, around your initial question around torture phase two, I think there's a lot of optionality on the gas pricing for that.

Thanks, Andy. And then the follow-up is just around hedging strategy. Obviously, 21, there were a lot of those barrels that were sold at a discount relative to spot price. As you roll into 22, remind us what percentage unhedged you are. And as you think about that remaining unhedged portion, is the intention to leave it open to give yourself that sort of exposure to potential stronger commodity price realizations?

Yeah, sure, Neil. I'll take that. Yeah, so we're about 55% hedged on 22 oil volumes, which is the 45% unhedged. We plan to keep that. that exposure through the rest of this year. And I think the interesting part that we're working through now is on 23. So we're less than 10% hedged today with upside to $95 on those couple million barrels that we have hedged. We are looking at structures that give us more downside protection and more access to the upside. So that's the main focus for the next few quarters is really get 2030 in a place where the downside is protected well and we've kept as much access to the upside as possible.

Thanks, Neal.

Our next question comes from the line of Nick Stefanu with Renaissance Capital. You may proceed with your question.

Hi guys, it's Nick from Renacup. Thank you for taking my questions. I have three to ask, please. I'm going to start with two and then ask a follow-up. In the past, the idea about total phase two was that this would be a self-funded development from the cash flow that phase one would generate. But if it is sanctioned this year, then It's a very plausible scenario for maybe six to five months we're going to have to pay for both phase one and phase two CAPEX. So can you give me some comment on that, how you think about that? Or is it something you might play a factor towards the eventual sanction of the project? And then the second one is on the sensitivities. I don't want to go back to the sensitivities because it looks like they reduced from last quarter to 50 million, from 100 million. I'm not sure if this is purely because of the additional hedges you have done quarter over quarter, because it doesn't seem to be that many. If you can answer that, and then I've got a follow-up. Thank you.

Okay. Why don't we let Neil take the second question first, and then I will come back to the Tortue Phase 2 timing and funding.

Yeah, Nick, so just on your question, yeah, most of it's just a function of where we are in the oil price now. So, again, I think, you know, what we've said before, which is still accurate on an average basis, about a $5 move is around $100 million change in an annual sort of free cash flow sense. And so what, you know, the guidance we gave is around sort of $50 million for $22 million basically 55% of our production like I said is hedged and therefore that sort of caps half of the upside and again the average ceiling on our hedge is around 80 so we're right around that pinch point so it's maybe a little higher than that from 75 to 80 and then a little lower than that from you know just given the staggering sort of ceilings that we have through the through the hedge book okay it's just linear and

for where we are now by the universe, we're much higher, much lower price, not anymore. Correct, yeah.

Then on phase two, Nick, it sort of goes back to Charles' point, I think, that we'll start to incorporate CapEx for phase two from sort of mid-year, which will be the sort of the fee spending that's incorporated in our current budgets. I wouldn't anticipate any significant spend on Phase 2 to commence until 2023. Therefore, the overlap with Phase 1 is almost exact. Not quite, but almost exact. I think the second thing that I think is important to recognize is, as we've said, we think there's real opportunity to drive down the upstream costs for the project significantly. And therefore, the net outlay to Cosmos is getting less and less. So I think I feel good about the ability to actually self-fund it. And the join, if any, is very small. So, you know, we're well-placed here. I think we've got a follow-on project which is really exemplary. You know, it will fully utilize all of the built-in infrastructure we have from Phase 1. Therefore, the capital costs are coming down, and we're finding those savings as we speak. So I think the overlap between Phase 1 and Phase 2, therefore, is going to be relatively small.

Okay, fair enough. And my other question is on that term. G13 discovery you made in Equatorial Guinea a few years back. So last year was, you know, was more about the infiltrating of those, of those whales, which, you know, they did deliver results. So I was expecting, you know, this year to be kind of like, you know, fresh look of what's going to be in EEG. And it doesn't seem to be, there doesn't seem to be much activity or much kind of like talk about that discovery anymore. So just wondering, how you think about it, and what are the next steps for EG?

Yeah, Nick, I'm happy to take that. I think where Assam sort of our S5 sits is ultimately continues to sort of sit in the appraisal camp. We do have additional plans for drilling in EG, and the question for us is how do we maximize the value of the existing discovered resource that we have across the portfolio. So clearly we have opportunities in Mauritania, Senegal, Ghana, EG, the Gulf of Mexico that we're moving forward. We can't move them all together at the same time, and so we're facing out the development projects. And if we can find more resource in EG, which we talked about, potentially a 23 additional ILX drilling campaign, You know, we could make a new development more attractive from a risk-reward basis going forward, and then, you know, then we'd be in a position to allocate more capital to it. So I think that's kind of, you know, it's there. We'll continue to move it forward, but we'd like to continue to de-risk it and make the economics better.

Okay. Makes sense. Thank you.

Our next question comes from the line of Mark Wilson with Jefferies. You may proceed with your question.

Thank you. Good morning, good afternoon, gentlemen. First question is on the 100,000 Balladay target for 2024, just to get some of the bigger moving parts in that. I heard you say the expectation that 10 could double from here. That sounds like one of them. And the other would be that Jubilee is over 100,000. Would those be those main moving parts? And also, would you expect both GOM and Equatorial Guinea... to be higher than they've produced in the past year.

Yes, Andy, I'll take that. So if you think about the build-up from where we are today to 100,000 barrels a day, clearly in 2024 Tortue is on stream net on a BOE equivalent. That's about 18,000 barrels of oil equivalent per day. So, and then the next increment is Jubilee. We're talking about growing that to 100,000 barrels a day. With the, at our current working interest, you know, that adds an additional 8,000 barrels a day. And then Winterfell, and that would add about 4,000. So if you sort of do the quick math on that, you sort of get to the 100. You know, underlying that, you then got additional contribution from 10. We have a lower working interest. and you have the gold for the MEC and you have extra organic benefiting from an infill program in 23. So I think, you know, if you take those contributions against the underlying decline, and you can see your way, you know, to a healthy $100,000 a day. So, you know, the big contributors, like I say, Tortue, Growth and Jubilee in 10, Jubilee being the most significant part, the addition of Winterfell, and then the underlying activity sets in After Organic.

Got it. Okay, thank you for that. And then also you gave guidance towards where the $700 million guided for this year, how that tapers down towards $24 million. But just thinking about next year with Jubilee Southeast, with Winterfell, I suppose, theoretically in there. But before we get to a Tour 2 Phase 2 and post-Tour 2 Phase 1, we'd expect CapEx to come down into $23 million overall.

Well, clearly I'm not giving any guidance yet, so it's a little early. But I think you've talked about the moving parts, okay? So there's a moving part in Tortue Phase 1 where we're moving from the sort of 22 is a video span. We've got the fabrication activities going on. We moved to a different phase in 23, so obviously clearly a lot like that. We have that coming down, yes? We have the sustaining spend in Jubilee Southeast. We have an additional spend in Wintersouth. So I think we're on a glide path, and we've shown 22 and 24 in the charts, but we're on a glide path of decreasing CapEx, we're on a glide path of increasing production, which ultimately will create incremental free cash flow, a growth in 23 over 22, and then a growth in 24 over 23. So I think I feel good about the shape we're building now going forward. You know, 22 will be an important year of delivery, followed by 23 and 24. But we're clear about the things that we need to do. And as Neil said, we're being very conscious about the capital inputs. You know, SAM is about ensuring that we don't put capital into things which you think are going to make a material difference. You know, we need to be sure that we're putting the capital into the highest quality opportunities. Those are, you know, clear with Torchy Phase 1 and 2, with Winterfell and the Jubilee Southeast. So, you know, we're very clear about the activity set. We're clear about the capital and the contribution that it will make in growing cash flow through 23 into 24.

Okay. Now, that's very helpful. And just one last one, if I may. The shell exploration payments, what are the steps and certification hurdles that to be done from here to get any money in from that? What should we be looking for?

Yeah, well, look, again, Mark, we understand that Shell had a successful initial well. I think what's interesting is that they decided to go and drill a well back-to-back and have a second well ongoing as we speak, and I think that we would see that as a positive sign. In terms of the steps forward, the payment comes when they submit an appraisal plan. So the current well, I suspect, was probably a couple of months away from a result appraisal plan and then we get to a payment. So those are the steps. I think they clearly chose not to submit an appraisal plan at this stage because it would the next while back to back.

Okay, thank you. I'll turn it over.

Great, thanks.

Our next question comes from the line of Matthew Smith with Bank of America. You may proceed with your question.

Yes, hi there. Thanks very much. I just wanted to ask around the future opportunities in Mauritania and Senegal. So, I mean, quite rightly we're still sort of talking about the long-term potential of borala and yakka taranga i just wondered whether equally the optionality for a phase three or a further expansion of the torture project is still on the cards as the potential next step rather than going into one of the other two projects and then linked to that uh just just on borala and yaka taranga just want to ask whether you thought there would be any potential or any appetite for you to farm down um interest in those projects at this early stage or would it be fair to assume that you know that value crystallization point uh it would be closer to a development concept yeah thanks matt um yeah good good questions i think that

Our focus on torture at the moment is to sort of maximize the value from the infrastructure calls you know hitting the five million tons is sort of fully utilizes all the laden infrastructure in terms of the full capacity of the FPSO the pipeline shore etc so I think that the focus is to I think the focus is therefore to ensure that we get that we get it underway and I think when that has been achieved and we have some So production history from the reservoir will be in a better position, I think, to fully describe what phase three would look like. So I think that it absolutely remains an objective to increase beyond the 5 million tonnes, but I think we have some work to do and some production history to go on it before we're in a position to make that next step. around the capital that we put into that is critical. Then I think it's about how do we progress the other particular resource, which is significant. The Borala and the Equatorian developments are different, but Borala, there isn't as large a need for domestic gas in Maritain. There isn't even as large as there is in Senegal. Therefore, that ultimately would be an export project. We're working hard now with BP to define a development concept. And again, as we discussed in one of the prior questions, it has to sort of compete from the US, but there is a growing need for it in Europe. And how can we put together a phase scheme that enables us to start in the right way? So it's low cost. It's benefits from being low cost and CO2. So I think that's the goal of Mauritania for Verala, to increase their exposure, I think, to the European market. Actually, it's good for buyers that you're buying it from a diversified source. It's a different production facility. Therefore, it has it becomes a more diversified source of gas. So I think there's good rationale for looking at that in parallel with or potentially ahead of a phase three. When you look at Yakut-Turanga, it's different. Ultimately, Yakut-Turanga will be part of Senegal's domestic gas growth. It is about as they pursue their own energy transition targets, moving to a lower carbon world, they are going to mix renewables with gas. So that project is driven by that timeline. So it has a different purpose. and therefore would have a very different purpose than Santa Claus, as it were, from the expansion of torture. So I think that's the way to see it. I think there are different roles that each of the projects can play, and we need to be very clear about ensuring that we, quote, allocate the capital in a very disciplined way against those objectives and move the projects forward at the right pace. But I think that, you know, our objective at the moment is to ensure that we absolutely maximize the returns from Tortue. And then I think with confidence in that and the production history from that, yes, there will be another phase. But I believe that, you know, the Yakutrand and Borrella will serve, you know, in parallel a different investment opportunity.

Perfect. Thank you, Andy. And then one final question, if I could, would just be on the Shell sort of continued consideration, obviously capped up to 100 million. Could I just clarify how you might get to that 100 million in 2022? So presumably, you know, we're hoping for 50 million in Namibia, if that's right, and then where the opportunity might come for the residual and to hit that cap.

Yeah, there are the drilling plans, we believe, for Shell will be when the rig finishes in Namibia. It would then move to Setome, where it would drill the jackal well. So that would be the next one in the program. And then beyond that, there are the wells insurers. So I think, you know, Shell has been very clear about their intent to get on with their exploration program. And so I think we'll see, you know, those wells being progressed. Thank you very much. Thanks, Andy. Great, thanks.

Our next question comes from the line of James Hosey with Barclays. You may proceed with your question.

Hi, thank you. I've got a couple of questions. So just firstly, does the 2024 production free cash flow outlook on slide five, does that incorporate the impact of the Ghana preemption process that we presumably have completed by then? And then just Mauritania and Senegal, just wondering if the work program you've now got for Borrella and Yakarta Ranga, is that intended to get the assets to a point where you could look at monetizing them? and what sort of market do you see for those assets today?

Neil did the first one, James, and I'll just come back in a second.

Yeah, so just all the numbers in the presentation and all of our guidance doesn't include preemption. And like we said, preemption has about a 5,000 barrel a day impact. Clearly, we said it's greater than 100,000 barrels a day, so there's some flexibility around that. But everything throughout the presentation doesn't include the impact of preemption.

And then just on the second question, I think the world of LNG continues to evolve. I think as a company, we've been strong on the underlying demand for LNG, and I think picture remains unchanged. I think what's sort of changing is the supply challenges. For new projects to step forward to meet that demand, I think there are various forecasts out there of shortfalls by the end of this decade. So I think there's going to be a real opportunity to move projects forward that have the right characteristics. I keep repeating myself, but it has to be low cost. It has to be low carbon gas so that it doesn't have this benefit of bringing CO2 with it. And it has to address the market shortfalls in a geographic sense that are emerging. So I think, you know, our strategy sort of remains unchanged. You know, we see real value in the undervalued resource in Mauritania and Senegal. We're, you know, we're excited about the optionality that a phase two of talk to you brings because not only is it low cost leveraging from the prior investment in phase one, but we believe we can get greater access to the price upside because the gas is uncontracted. And that's where we would want to go, for instance, with the Borrella, where we would be bringing that gas to market. And I think we have the ability to benefit from the optionality that the market would bring. So ultimately, would that provide an opportunity to monetize? It may. But I think what we have to do is demonstrate, you know, first the value in the assets. And I think we're doing that well with phase one. We're doing it well with phase two. And we need to do it with borrower. So I think the work that we'll undertake this year will be an important part of that. And I think that the backdrop, the macro backdrop for LNG is only supporting the inherent value of those assets.

Great, thank you.

Great, thanks.

Our next question comes from the line of James Carmichael with Barenburg. You may proceed with your question.

Hi. Thanks, guys. Just a couple of quick ones. I guess just firstly on Winterfell. In the release it says, you know, targeting a lower carbon development than Winterfell. So just sort of wondering what that really means, you know, lower than what, I suppose. and how are you going to look to achieve that through the development? And then just a quick second one, if I missed this earlier, and I appreciate it's difficult to be precise, but is there anything that you can or have said on likely timing of preemption? Thanks.

Yeah, I'll do the preemption first, James. The first step in the process was to agree all the transaction documents were since they announced they were going to preempt, that documentation is now complete and will be submitted shortly to GMPC and the government of Ghana for their approval. So the timing will therefore depend on that process. But in terms of ourselves and TELA, I think we've made a lot of progress and the paperwork's done and will be submitted shortly. On Winterfell, I think the point we're making is simply that the Gulf of Mexico, as you know, has a very low carbon intensity for its oil production. Why? Because the reservoirs are typically driven by natural aquifers, so they don't have a huge amount of water injection. And secondly, gas is pipe short. And so your incremental use of energy on those facilities to bring on board a tieback is as well. So Winspell will be a tieback. We'll start with a two-well development. There's existing infrastructure around the field. And therefore, the combination of natural access to dry, no flaring, and the use of existing facilities when an incremental energy demand, all of those make for a lower carbon oil project. And that's why one of the things where I believe the Gulf of Mexico has a role to play is that to develop at a lower carbon quotient. So that's the description of Winterfell and why we feel it's an important part of our portfolio going forward.

Great. Very clear.

Good. All right. Thanks, James.

Since there are no further questions at this time, I would like to bring the call to a close. Thanks to everyone joining us today. You may disconnect your lines at this time. Thank you for your participation. Enjoy the rest of your day.