Sterling Energy

Corporate Governance

Diligence. Experience. Integrity.

 
 

Corporate Governance Statement

The Board recognises that good standards of corporate governance help Sterling Energy PLC (“Sterling” or the “Company”) to achieve its strategic goals and is vital for the success of the Company.  The Company adopts proper standards of corporate governance and follows the principles of best practice set out in the Quoted Companies Alliance Governance Code (2018) (“QCA Code”) as far as is appropriate for the size and nature of the Company and the Group.  Set out below are the ten guiding principles of the QCA Code and how the Company applies those principles within its business as well as identifying those areas where the Company will make future changes to more fully comply with the Code. 

The Company is also subject to the City Code on Takeovers and Mergers. 

Principle 1: Establish a strategy and business model which promote long-term value for shareholders

The Chairman’s statement on page 5 of the Report and Financial Statements 2018 (“Annual Report”) sets out the strategy to promote the long-term success of the Company.  The Chief Executive’s Review on page 7 of the Annual Report sets out the Company’s strategy and business model. Further information can be found on our website, About us and Operations.

Principle 2:  Seek to understand and meet shareholder needs and expectations

The Board attaches great importance to providing shareholders with clear and transparent information on the Group’s activities, developments and financial position.  Details of all shareholder communications are provided on the Company’s website on the Investors page and regular shareholder communications are made through RNS providing updates to shareholders on matters of material substance and of a regulatory nature.

The largest shareholder, Waterford Finance and Investment, has board representation via Michael Kroupeev, the non-executive Chairman and one other non-executive Director is also a shareholder representative and not considered independent.  The Board typically hold meetings with institutional investors and other large shareholders following the release of interim and final financial results.  Despite the above, the Board notes that all shareholders are to be treated equally, with access to the same information. 

The AGM, which is held at a central London location, provides a good opportunity for all shareholders, particularly private shareholders, to communicate directly with the Board via an open question and answer session and all shareholders are given the opportunity to ask questions of the Board.  The resolutions put to a vote at the AGM can be found in the Notice of AGM and details of the proxy votes received by the Company for each resolution put to the AGM are published via RNS following the AGM.

Contact details are on the Company’s website and contact details of the Company and the Company’s advisors are contained on all announcements released via RNS should shareholders wish to communicate with the Board.  The Chairman and CEO, where appropriate, typically respond to shareholder queries directly (whilst maintaining diligence on Market Abuse Regulations restrictions on insider information and within the requirements of the AIM Rules for Companies).   

Leo Koot, the Senior non-executive Director is available to discuss any matter shareholders might wish to raise should the normal channels of contact be inappropriate. The Company Secretary can also be contacted by shareholders on matters of governance and investor relations. 

The Annual Report is considered a key area of communication with shareholders by the Board and is sent to all shareholders and can be downloaded from the website here. Copies of all the Annual Reports and interim financial statements for the last 5 years are available on the website as well as other investor presentations.  

Principle 3.  Take into account wider stakeholder and social responsibilities and their implications for long-term success 

The Board recognises its primary responsibility under UK Corporate law to promote the success of the Company for the benefit of its members as a whole.  The Board also understands it has a responsibility towards employees, partners and the communities in which Sterling operates. 

The Group is committed to conducting its business in a responsible and sustainable way. The Group has corporate, environmental and social responsibilities to the indigenous communities in the areas in which it operates, to its partners, to its employees and to its shareholders.  In pursuing its business objectives it undertakes not to compromise its Corporate Social Responsibility with any of these stakeholders.   More detail of the Company policies with respect to HSSE (Health, Safety, Security and Environment), corporate responsibility, business integrity, community responsibility and employees can be found at pages 20 and 21 of the Annual Report.

Sterling is committed to operating in a safe, ethical and responsible manner, respecting the environment, our staff, contractors and the communities in which we work.  This is at the heart of our working practices and each M&A opportunity evaluated considers these aspects.

In parallel with consideration of M&A opportunities, a significant focus for management has been on continued cash preservation through continued overhead initiatives and a focus on treasury management.

Principle 4.  Embed effective risk management, considering both opportunities and threats, throughout the organisation

The Board is responsible for putting in place and communicating a sound system to manage risk and implement internal control.  Led by the Chairman the Board determines the Company’s appetite for risk and reviews the risks facing Sterling on an on-going basis and formally, at least annually.  The principle risks and uncertainties facing the Company are set out in the Annual Report on pages 17 – 20.  In addition the Board considers a more detailed range of opportunities and threats balanced against potential risks and returns to the Company.

Principle 5:  Maintain the Board as a well-functioning, balanced team led by the Chair

Details of the Board of Directors can be found on pages 24 and 25 of the Annual Report.  

The Board is comprised of one executive director and three non-executive directors.  Of the three non-executive directors, only Leo Koot is considered to be independent although each of the non-executive directors bring challenge and support to the executive director.  Given the current stage of development of the Company’s operations and its focus on completing a material, transformative M&A transaction, the Board consider the current composition to be appropriate for the Company at this time.  Board composition is reviewed by the Nominations Committee to consider the balance of skills, personal qualities and diversity as well as a focus on succession planning as and when the Company completes an M&A transaction, whereupon the balance of skills, experience and knowledge will be reconsidered.

Further details of the time commitment required from Directors and information about Board meetings and Board committee meetings can be found on page 28 of the Annual Report.

Principle 6:  Ensure that between them the Directors have the necessary up-to-date experience, skills and capabilities

The skills and experience of the Board are set out in each of their biographical details on pages 24 and 25 and in the section regarding Board Composition on page 26 of the Annual Report. Further details can be found on the Company’s website here.

As stated above Board composition is reviewed by the Nominations Committee to consider the balance of skills, personal qualities and diversity.  There are currently no women appointed to the Board and the Board is mindful of the issue of gender balance on the Board however appointments are made based on ensuring the candidate offers the required skills, knowledge and experience to the Board as a whole. 

Each Director takes their continuing professional development seriously and undertakes training from relevant professional and industry bodies in the form of attending seminars, conferences and continual updates of knowledge and industry practice.  Each Director and the employees of the Company are required to undertake Anti-Bribery and Corruption training on an annual basis.

As well as providing training on compliance with the AIM Rules on induction, the Company’s Nomad provides regular updates to Board members in the areas of governance and AIM Regulations.  The Directors have access to the Company’s other advisers as required including the Company Secretary, legal advisers and auditors and have the authority to obtain external advice as deemed necessary.

Principle 7:  Evaluate board performance based on clear and relevant objectives, seeking continuous improvement.

Board performance evaluation is taken place on an informal basis for each of the Non-executive Directors. In respect of the Executive Director he is assessed annually against specific KPI’s agreed with him at the beginning of the year. No formal Board performance evaluation took place in 2018. Succession planning is considered by the Nominations Committee at the time they consider the overall Board composition. The Nominations Committee  met twice in 2018. To assist with the succession planning for the CEO who resigned in 2018 the Nominations Committee appointed Preng & Associates to assist the Company in appointing a replacement.

Principle 8:  Promote a corporate culture that is based on ethical values and behaviours

The highest ethical standards are a cornerstone of the Group’s business.  The Group is committed to conducting its business with integrity, honesty and fairness.  All business activities are reviewed to ensure they meet these standards.  The Group also seeks to ensure that similar standards are applied by its business partners, contractors and suppliers.  All members of staff are individually accountable for their actions to ensure that they apply and maintain these standards. 

The Directors are mindful of the industry that the business operates in and of the impact of the Company’s business on its employees, contractors, the environment and on the wider community.  In particular, the importance of delivering success in a safe environment is not undermined. 

The Company policies with respect to HSSE (Health, Safety, Security and Environment), corporate responsibility, business integrity, community responsibility and employees are set out on pages 20 and 21 of the Annual Report.  All relevant policies are available to staff on the staff share point site.  Training is provided in relation to key Company policies. Policies are reviewed at least annually.

A whistleblowing policy is in place which enables employees to make anonymous reports directly to the Senior Independent Director.  The Company has a zero-tolerance approach to bribery and corruption and has an anti-bribery and corruption policy in place to protect the Company, its employees and those third parties to which the business engages with.  The policy is provided to staff upon joining the business and training is provided to ensure all employees within the business are aware of the importance of preventing bribery and corruption.  Annually staff are provided with refresher courses to ensure that the issues of bribery and corruption remain at the forefront of people’s minds.  

Principle 9:  Maintain governance structures and processes that are fit for purpose and support good decision-making by the Board

The Board retains collective responsibility for the success of the Company and is ultimately accountable for good governance and for monitoring and guiding the executive team.  No one individual has unfettered powers of decision.

The Chairman leads the Company’s approach to key areas for the Company including corporate governance, corporate culture and risk appetite. The corporate governance framework of the Company will be reviewed as and when the Company completes an M&A transaction and appropriate governance will be developed to reflect the Company, its assets and its corporate structure following any such transaction.

The Chairman is responsible for ensuring that the Board effectively discharges their responsibilities and is also responsible for facilitating effective board meetings with full and constructive contribution from each member of the Board. 

Each of the Directors has extensive knowledge of the oil and gas industry combined with general business and financial skills and public market skills.  All the Directors bring judgement to bear on issues of strategy, performance, resources, key appointments and standards.  The Board meets regularly throughout the year and high-quality information is supplied to the Directors on a timely basis to enable them to discharge their duties effectively. 

The Chairman is the main contact point for shareholders and other stakeholder groups.  The CEO works closely with the Chairman and the other non-executive directors to lead the performance of the Company and is tasked with delivering the strategy and business plan as determined by the Board as well as being tasked with the financial performance of the Company.

A formal schedule of matters specifically reserved for the Boards decision include strategic planning, business acquisitions and disposals, authorisation of major capital expenditure and material contractual arrangements, changes to the Group’s capital structure, setting policies for the conduct of business, approval of budgets, remuneration policy of Directors and senior management, and taking on debt and approval of financial statements.  Other matters are delegated to the Committees of the Board and the executive Director, supported by policies for reporting to the Board. 

Leo Koot is the Senior Independent Director and is available to all stakeholders should it be more appropriate to liaise with him rather than the Chairman.

Leo Koot is the Chair of the Audit Committee and the Remuneration Committee.  Ilya Belyaev sits on the Audit Committee and the Remuneration Committee.

Michael Kroupeev is the Chair of the Nominations Committee which all Directors sit on.

The Audit Committee is responsible for making recommendations to the Board on the appointment of the auditors and the audit fee and for ensuring that the financial performance of the Group is properly monitored and reported.  In addition, the Audit Committee will receive and review reports from management and the auditors relating to the interim report, the Annual Report and the financial accounts and the internal control systems of Sterling.  The terms of reference for the Audit Committee can be downloaded here.

The Remuneration Committee is responsible for the review and recommendation of the scale and structure of remuneration for the Executive Director and senior management, including any bonus arrangements or the award of share options with due regard to the interests of shareholders and the performance of Sterling. The terms of reference for the Remuneration Committee can be downloaded here.

The Nominations Committee is responsible for identifying and nominating members of the Board, recommending Directors to be appointed to each committee of the Board, and the chair of each such committee.  The Nominations Committee will also arrange for evaluation of the Board.  The terms of reference for the Nominations Committee can be downloaded here.

The executive Director is not a member of the Company’s Audit Committee or Remuneration Committee, however, where appropriate, he and other employees of Sterling may be invited to attend meetings to provide a suitable context for its discussions.  

Sterling has adopted and operates a share dealing code governing the share dealings of the Directors and employees of the Company with a view to ensuring compliance with the AIM Rules and the Market Abuse Regulation. 

The largest shareholder, Waterford Finance and Investment Limited, has board representation via Michael Kroupeev, the non-executive Chairman.  A relationship agreement is in place between Sterling and Waterford Finance and Investment Limited which hold approximately 29.5% of the entire issued share capital of the Company. Waterford Finance and Investment Limited is an oil and gas focused vehicle specialising in the financing of oil, gas and other energy related projects in emerging markets and was founded by Michael Kroupeev, Chairman.

Principle 10:  Communicate how the Company is governed and is performing by maintaining a dialogue with shareholders and other relevant stakeholders

The Board recognises that meaningful engagement with all stakeholders is vital to the continued success of the Company. 

At the last AGM no significant votes (identified as 20% of independent votes) were cast against any resolution.  Nearly 10% of votes were cast against resolution 8 at the last AGM and the Board has engaged with shareholders to understand their concerns surrounding this resolution. 

The result of the 2018 AGM is announced via RNS and the proxy votes cast are included in that RNS here

The Annual Report includes the Audit Committee Report (page 29), the Remuneration Committee Report (page 31) and the Nomination Committee Report (page 30) here.

The Annual Report of the Company for the last five years is available here as are all circulars and shareholder communications here.