Introduction, Vision and Team Q2 2019

Transcription

1 Introduction, Vision and Team Q

2 Gas Midstream in SSA Why target mid-stream SSA? Natural gas infrastructure in Sub-Saharan is an open energy value chain segment presenting a large opportunity to link demand and supply Why target MGA? 50% Global gas consumption to rise by 50% to 2040 (1.5% pa) 23-25% of global energy mix Source: IEA Focused Purpose built company focused entirely on gas midstream SSA 800:<8 Ratio of Upstream to Midstream operators in Significant stranded reserves People Management team with requisite gas infrastructure and experience Tcf of Reserves, of which <10% monetized 600 million ns without electricity Deals Diverse, exclusive deals 3 nearing execution Deal pipeline exceeds 60 $100bn Spend on gas-to-power electricity in SSA to % of total required Source: McKinsey Business 48 months in development Seed funded by founders 8 professionals in team 2

3 Leadership A highly experienced -focused executive team with extensive technical, commercial, capital placement and executive experience *Advisor / Board Member * * * CEO, Rod MacAlister Rod brings a wealth of on-theground experience working on the n continent: 25 years with ConocoPhillips in business development, mostly in ; General Manager in Congo (Brazzaville); and head of the Washington DC office. CEO of the US n Development Foundation during the Administration of G.W. Bush. Founder of the Middle Market Fund, a private equity fund for n small and medium enterprises. General Manager for VAALCO Energy, Gabon, producing 10% of Gabon s daily oil output. COO, John Peffer John has more than 30 years of operations/management experience, mainly in : BS and MS Petroleum Engineering. Mozambique - President and GM Anadarko Mozambique, which discovered >75 Tcf of recoverable gas resources. Achieved significant project milestones towards FID of 12 MMtpa LNG project. Algeria - Subsurface Manager Anadarko-Sonatrach joint operating organization. Managed diverse aspects of Oil & Gas projects, including developing multi-disciplinary teams to execute projects. CFO, Mark Akers Mark has over 30 years of experience in finance and fund raising for public and private oil and gas exploration and production companies in sub- Saharan and SE Asia: CFO for New Age from start-up through to first production and reserves and resources of over 1 billion boe. 20 years at Premier Oil during its international expansion into South & SE Asia in finance, commercial, strategic and PR roles. Non-Executive Trustee Board Director for Premier Oil Pension Fund. Chief, Corp Development, Ebrahim Takolia Ebrahim brings an impressive mix of experience gained in the extractive industries in emerging markets and : Past CEO of the industry body for oil & gas in. Previously executive at Deloitte in management consulting and specialist in engineering consulting. Advised leading global resource, oil and gas companies, tier one global financial institutions and fund managers on management, operational strategy, project management, mergers and acquisitions; valuations; and equity /debt funding. Advisor, Nicholas Smith More than 30 years experience in investment banking and as a Board member: Significant experience serving in a Chairman role and as an independent non-executive director on the Board s of companies and funds. Chaired one of the most successful upstream oil and gas companies with a portfolio of assets in. Proven track record of leading strong executive teams; overseeing strategy development and execution; and capital raising. Advisor, Alexander Kulpecz Broad Executive Midstream experience as former Co-Head of LNG for Shell responsible for global gas and LNG: PhD Led Projects: NLNG Trains 1-2, Transredes-Bolivia-Brazil Pipeline, Comgas Gas Distribution, gas-to-power Develop strategy, execution, operations, P&L for Shell s Global LNG business Originated six successful private equity and company energy ventures. Proven track record of capital raising. Operational Experience Government Relations Oil and Gas Gas and LNG Projects Project Execution Engineering Finance & Capital Raising Governance Oil and Gas Business Development Strategy Development Oil & Gas Board and Governance Oil and Gas Capital Raising Executive and Operational Down/Mid/Upstream Value Creation 3

4 Fundamentals A new-breed of operator focused on the transportation and delivery of natural gas from multiples of sources to uses in SS Purpose Monetizing Gas Inc. maximizes the commercial availability of natural gas by increasing infrastructure in Sub-Saharan. We: unlock the vast supply of gas reserves; meet growing demand for cleaner energy and feedstocks; direct capital to build infrastructure in connecting suppliers to consumers. Why Natural Gas? The transition fuel to a lower carbon energy. Gas produces heat and electricity; is manufacturing feedstock; and balances grid-connected renewable energy production. Reserves are widely dispersed and technology has dramatically expanded access. MGA links gas markets by investing in infrastructure: n gas to n and global gas markets, and global gas to n markets. Context n gas is abundant: P1 reserves of >600 TCF, 22 n countries (of 55) have gas reserves; exploration continues. Less than 10% of reserves are monetized, much wasted by flaring. LNG is fungible gas; with the global market growing substantially and is a key new growth area. Consumer demand is expected to grow up to 50% by Actions: We Put gas to work by linking resources to consumers; Optimize infrastructure of gas, power, fuels, materials and capital; Develop intellectual capital around gas; Boost gas demand; Address the gas infrastructure gap using our global energy expertise and business experience in. Focus Segments and Countries Significant investment drivers include: market growth from electricity generation, transportation and industry, potential to connect resources and LNG supplies (imports and exports) to global and n markets, and government incentives. Initial target countries include: South ; Mozambique; Ghana; Tanzania; Nigeria; Ivory Coast; Equatorial Guinea; Namibia; and Cameroon. 4

5 Vision, Mission & Strategy Within five years, to be a top-tier developer of midstream gas infrastructure in Sub-Saharan Vision, Mission & Objective Strategy MGA has the Building Blocks for Successful Execution of the Strategy Vision: Within five years, to be a top-tier developer of midstream gas infrastructure in Sub-Saharan. Mission: To invest in, develop and operate infrastructure that integrates into global gas markets and puts gas to work in electrical power generation, mobility, and industrial processes, thereby reducing carbon and advancing development all sustainably and ethically. Objective: To acquire and build assets that generate annuity income and capital gains, and have a positive developmental impact, enabling a liquidity event in 5-7 years. To initially focus on minority non-operating equity in selected opportunities with experienced, credible operators / developers. To build a strong in-house operational capability which enables the development of a track record that will provide the expertise to become an asset operator, and the capability to develop brownfield/greenfield projects. To prioritize natural gas and technologies that enable monetization, and to assess opportunities that arise out of associated gas. To create value by growing the asset base initially through acquisitions and later organically by developing projects. Phases of Development Acquire Operate Develop Executive Team On-the-ground experience in Operational, Commercial & Technical Gas Infrastructure & Power Expertise MGA values include openness, transparency, and good governance, which are the cornerstone of the business and guide its approach to business development. 5

6 What is Gas Infrastructure? Pipeline Systems: Transporting gas from the wellhead to the customer involves several physical transfers of custody and multiple processing steps. A pipeline system begins at the natural gas producing well or field, where gas is moved through a pipeline gathering system either to a natural gas processing plant to produce pipeline quality gas, or directly to the main grid if the source gas is of pipeline quality. The gas is further transported by pipeline to downstream markets or is put into storage for peak usage requirements. Pipelines are looped (laid parallel to another) to increase capacity. Investment in gas infrastructure that creates shareholder value by growing annuity income streams organically and through acquisition Virtual Pipelines: Liquefied Natural Gas (LNG), which has a compression ratio of 1:600, is more economic over long distances relative to Compressed Natural Gas (CNG), with a compression ratio of 1:200. Virtual Pipelines replicate the flow of energy by transporting LNG or CNG using trucks or ships. Liquefaction and Regasification LNG is created onshore through a liquefaction plant or offshore on a Floating Liquefied Natural Gas (FLNG) unit for transport by LNG tankers. When LNG reaches its final market it is regasified at an onshore plant or on a Floating Storage Regasification Unit (FSRU) in a designated port from which it is transferred for usage. Gas to Power: To produce electricity, natural gas is burned in gas turbines, which are driven directly by gases produced by combustion. 6

7 Operations Office: Cape Town, South US Office: Washington DC, USA Monetizing Gas 7