Sequa Petroleum Company overview Private & Confidential March - - PowerPoint PPT Presentation

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Sequa Petroleum Company overview Private & Confidential March - - PowerPoint PPT Presentation

Sequa Petroleum Company overview Private & Confidential March 2016 Management team Jim Benjamin Peter Robin Jelte Luke Lee Haynes Storey Bosma MD Jacob MD MD Broekhuijsen MD CEO CFO (interim) Business Dev. COO Technical


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SLIDE 1

Private & Confidential

Sequa Petroleum

Company overview

March 2016

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SLIDE 2

Management team

1 ► A team of six executives with an Oil Major pedigree, deal execution track record and financial discipline ► Extensive leadership experience in Majors, IOCs and Service Industry ► Experienced local management teams in the UK, Norway and Kazakhstan ► Advanced technical and engineering capabilities enable the unlocking of maximum value ► Strong understanding of commodity cycles and M&A dynamics

Jim Luke MD

33 years’ experience

  • Senior management
  • Operations
  • Production
  • Engineering
  • Drilling

COO 35 years’ experience

  • Senior management
  • Corporate governance
  • JV management
  • Operations
  • Exploration
  • Geoscience

Peter Haynes MD

Technical 26 years’ experience

  • Senior management
  • Project development
  • Petroleum engineering
  • Marketing

Jelte Bosma MD

Business Dev. 20 years’ experience

  • Senior management
  • Legal
  • Corporate governance
  • M&A
  • Financing

Robin Storey

GC & Company Sec 26 years’ experience

  • Senior management
  • Business

development

  • Commercial

structures

  • Field development

CEO 22 years’ experience

  • Senior management
  • Corporate

development

  • Corporate gov.
  • Financing, M&A
  • Investor relations

Benjamin Lee

CFO (interim)

Jacob Broekhuijsen MD

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SLIDE 3

2

Unprecedented opportunity to acquire high quality assets at distressed valuations

  • Temporary oversupply and major oil price collapse due to shale oil growth and Saudi change of strategy
  • Liquidity distress causes outsized CAPEX cuts across industry, and availability of assets at distressed valuations
  • Market fundamentals dictate medium term supply shortfall and equilibrium prices in excess of $70 per barrel

Create value in a cyclical industry through asset acquisition, optimisation and monetisation

  • Identify material assets with proven resources, current or near term production, and value upsides
  • Acquire, optimise and monetise assets throughout the cycle through technical and financial excellence
  • Pursue balanced portfolio in select areas with low marginal cost and exploit growth potential and synergies

Highly skilled management with technical, operational, financial and M&A capability

  • Strong global and local industry relationships through Sequa Petroleum and its local business units
  • M&A pipeline with 8 targets with potential for deal execution within a year
  • Pipeline includes public and private companies, distressed corporates and direct asset purchases

Execution capability proven by deal track record in a changing market

  • Gina Krog – highly attractive development play at historic discount to comparable transactions
  • Wintershall assets – disciplined approach terminated transaction before completion
  • Kazakhstan licence – upside potential with no immediate capital commitment

Privileged access to capital

  • Sapinda has top financial expertise and a track record of supporting companies’ growth through cycles
  • Stable, committed and aligned shareholders work closely with management to fully exploit the industry opportunity
  • Public market listing gives investors liquidity, and provides flexibility to deploy strategy

Sequa Petroleum – a unique oil and gas company positioned for success

Opportunity Strategy Edge

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SLIDE 4

Depletion effect over 5 MMbbl / year

Exceptional asymmetric risk-reward profile for buyers to accelerate portfolio and value growth

Market environment creates an unparalleled investment opportunity

A historic change in the oil market environment

3

  • Oil prices are at an unprecedented new low since 2001 as a result
  • f OPEC’s collapsed pricing model
  • Major players have announced capital investment reductions of c.

$400bn to date; additional capex at risk at sustained low oil price

  • OPEC spare production capacity is currently at an all-time low of c.

1%, which limits its capability to prolong oversupply

  • Mounting expectation of medium term supply shortage, starting in

2017 and increasing towards 2020

  • Distressed sellers are matching distressed market bids, forming a

buyer’s market

Decline ~5 mbopd per annum

Implications

Marginal cost of new oil supply 2015-20 (kb/d new production, $)

Expected rebalancing towards the end of 2016

  • Global average of c. 6% annual production decline from

current fields requires over 5 MMbbl per day replacement capacity, every year

  • New capacity requirement is over 25bn bbl total for 5 years,

growing to 100bn bbl for 10 years

  • Mid and long term average oil price has to exceed the

marginal incentive cost of new supply (over $70 per bbl to exceed 15bn bbl of new capacity)

  • Geopolitical risk premiums are likely to return and add to the
  • il price once oversupply is diminished

Global production decline of producing fields

Source: Deutsche Bank Source: UBS Global Research, 12 January 2016

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SLIDE 5

Market valuation of assets

Exploration Appraisal Develop Construct Production Market Aksai

Gina Krog

Strategy takes into account cyclical business nature to ensure shareholders’ value

Identification of attractive assets in the current oil price cycle…

4

Sequa’s principal investment criteria

  • High quality assets with known

hydrocarbons

  • Assets with current or near-term

production and cash flow

  • Assets in the lower 50% of the

industry marginal cost curve

  • Undervalued assets that can be

produced, developed, optimised and monetized

  • Avoid areas with high

geopolitical risk Conventional E&P approach

  • Companies are built from

exploration over a long period with highly uncertain outcomes

Effect of Low

  • il price

Buy Assets Monetise Assets

Conventional approach of a Junior E&P Company Sequa Petroleum leverages current market conditions by building company on Production & Cash-flow

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SLIDE 6

Norway provides a secure platform for growth in a unique investor friendly environment

Norway: excellent tax environment

Oil & Gas in Norway

  • An attractive and stable investment environment for oil and

gas companies

  • Strong government support for new independent oil and

gas companies

  • A tax regime that provides strong investment incentives

and significant downside protection: up to 94% of development CAPEX can be refunded by the Government

  • Transparent joint venture friendly regulation
  • The NCS is an area with huge resource volume potential
  • Prospectivity proven by ongoing large discoveries

5

Country overview

  • Strong sovereign government rated AAA and highly stable
  • Europe’s largest oil and gas producer and having the highest

remaining commercial reserves of c. 25bn boe

  • Low geopolitical risk and rare isolation from geopolitical crises
  • Lowest risk environment for oil and gas globally

Tax relief for c. 94% of field investments Norway is in a sweet spot in a low oil price environment2

0% 20% 40% 60% 80% 100% Investment Tax position Non refundable Uplift 15% Special Petroleum Tax 50% Corporate tax 28% Uplift 16% Special Petroleum Tax 53% Corporate Tax 25%

Norway offers a superior country risk environment1

Source: Rystad Energy, Norwegian Government

1 Sovereign Risk Index, Euromoney 2 Adapted from “Straws in the sand”, The Economist. Figures are 2015 break-even oil price (price at which profit is made, $ per bbl)

Rank Rank Change Country Overall Score 1 Norway 90.12 2 CH 89.02 3 SG 88.73 4 +4 DK 85.07 5

  • 1

LU 84.77 6

  • 1

SE 84.53 7

  • 1

FI 83.62 8

  • 1

NL 83.23 9 CA 80.91 10 +1 DE 80.86

Backstopped by Norwegian state

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SLIDE 7

Gina Krog – at a glance

Gina Krog overview Asset location Reserves metrics (100%, PDO area only)1

Gina Krog is amongst the largest field developments on the NCS

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  • An oil and gas field in the central part of the North Sea on the Norwegian

Continental Shelf (NCS), located 250 km west of Stavanger and 30 km northwest

  • f the Sleipner A installation
  • Field discovered in 1974 in the Middle Jurassic Hugin reservoir, with additional oil

volumes discovered in 2007

  • After 15% acquisition from Total, partners are Statoil (operator, 58.7%), Total

(15%), PGNiG (8.0%) and Det Norske (3.3%)

  • Gina Krog is among the largest field developments currently ongoing on the NCS
  • Experienced operator Statoil has progressed development and expect Gina Krog

to become key area infrastructure on the NCS

  • Project over halfway, planned completion remains within budget and on schedule

with first production Q2 2017

  • Contingent resources are 47 mmboe1 in addition to the 2P reserves of 260 mmboe

Gina Krog 2P estimated production profile (gross kboe/day) 1,2

1Source: Rystad Energy; WoodMackenzie; Gina Krog EIA; Statoil publications; Company estimates; Independent Evaluation of Gina Krog for Tellus Petroleum by AGR Petroleum Services AS 2 Source: Statoil NPF conference presentation profile 2014 (scaled up to 260 million boe reserves)

10 20 30 40 50 60 70 80

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

'000 boepd gross

Oil and condensate NGL Sales gas

160-190 260 330-360

100 200 300 400 1P 2P 3P Reserves (mmboe)

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SLIDE 8

2 4 6 8 10 12 14

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

'000 boepd net

Oil and condensate NGL Sales gas AGR+segments, net

Estimated production profile with potential upsides (boe/day, 15%) Gina Krog geographical resource allocation

Gina Krog – upside potential

1Source: Rystad Energy; WoodMackenzie; Gina Krog EIA; Statoil publications; Company estimates; Independent Evaluation of Gina Krog for Tellus Petroleum by AGR Petroleum Services AS 2 Source: NPD Databases

Significant upsides are being pursued

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Gina Krog has material upsides beyond its 2P reserves1:

  • Additional recovery from the PDO area (solid red line on map) through

development optimisations

  • Prolongation of the oil production plateau from additional development of

appraisal segments not included in the initial PDO (dotted line in prod. graph)

  • 3 significant appraisal segments: East 3, Central 3 and East 4
  • The East 3 segment was successfully drilled in 2015
  • Further resource potential from exploration
  • Currently two identified opportunities in the license area
  • Fanten and Rampen are being evaluated for drilling
  • Cost reductions through faster actual drilling performance and acceleration of

hook-up and commissioning project execution

  • Cost reductions and tariff income from satellite developments to Gina Krog (e.g.

Eirin) and to Sleipner (e.g. Alpha Central)

PDO

2P Volumes

Exploration Appraisal #1 Appraisal #3 Appraisal #2 Exploration

Historically, most large fields on the NCS have significantly outperformed their initial PDO submissions2

Upside from

  • utside PDO area

Reserves & Resources (Tellus Petroleum, 15%, PDO area only)1

24-28 39 50-54

20 40 60 1P 2P 3P Reserves (mmboe)

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SLIDE 9

Gina Krog acquisition is at a highly attractive discount

Acquisition highlights

  • Tellus, Sequa Petroleum’s 100% subsidiary in Norway, signed

deal to acquire 15% of the Gina Krog license unit from Total in October 2015

  • Effective deal date is 1 January 2015
  • Production is expected to commence in Q2 2017, reaching peak

production of c. 11,000 boepd net

  • Capex estimated at $15 per boe and Opex also $15 per boe

(over field life from 1 Jan 2015)

  • Tellus has been approved as a new NCS license holder, and the

deal has received all the necessary government approvals

  • Tellus management is very experienced, with strong relationships

across the NCS Attractive valuation metrics 5 Year Average Finding & Development Costs (USD/bbl) – Peers2

Gina Krog very well positioned on the cost curve and acquired at highly attractive entry point

  • Highly attractive entry cost, based on effective date being after 2

years of capex and several years of appraisal and development

  • All-in Tellus expenditure, prior to production start, of $360mn

equating to $9.2 (pre-tax) per boe of 2P reserves

  • Total will retain Gina Krog remaining tax balances per the

effective date

  • The price paid implied a more than 50% discount to similar

transactions completed in Norway

  • High asset quality and Gina Krog breakeven costs place the

asset in best half of the world’s oil and gas marginal cost developments 8 PDO area Project Cost (Tellus Petroleum, 15%)1

49.1 42.3 31.3 28.1 27.3 18.5 17.3 17.2 16.1 9.2

10 20 30 40 50 60

OMV BP Shell Statoil Eni MOL BG Repsol GALP

Gina Krog cost to first production USD$9/boe pre-tax benefits

1 Source: Gina Krog EIA; NPD; Statoil publications; Rystad Energy; WoodMackenzie; Company estimates; Independent Evaluation of Gina Krog for Tellus Petroleum by AGR Petroleum Services AS 2 Source: UBS Global Oil and Gas Analyser, 9 September 2015

50 100 150 200 2015 2017 2019 2021 2023 2025 2027 2029 2031 2033 2035 2037 2039

USD mn Gina Krog PDO Area - Net Project Costs

Tellus 15% WI - USD mn

Capex Opex Abex

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SLIDE 10

Kazakhstan provides for strong potential with no immediate capital requirements

Kazakhstan license provides for growth potential

  • 75% of Aksai license: 2,379 km2 surrounding the super-giant

Karachaganak gas-condensate-oil field in the Pre-Caspian Basin

  • Karachaganak is one of the world’s largest oil discoveries, estimated to

hold over 1 trillion cubic meters of gas and over 1 billion tons of oil

  • The field has already passed its payback point i.e. historic capex has

already been earned back

  • A new independent production system for a field extension would not

be required as Karachaganak is already in production

  • Through unitization, extensions would have a faster timeline to

monetisation compared to new developments

  • Initial 5,300 metre pre-salt deep well into one of the potential extension

areas in 2014

  • Asset book value maintained, well written off but left for re-entry
  • Recently acquired seismic data being interpreted to evaluate well results,

further key opportunities and options for the Aksai contract area

  • Extension(s) of the Karachaganak field into Aksai acreage
  • Deeper reservoir layers with significant hydrocarbon volumes
  • Further exploration potential around Karachaganak
  • The licence is extended until July 2018 to continue appraisal and

exploration activity Aksai - Kazakhstan 9

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SLIDE 11

Pursue balanced portfolio in select areas with low marginal cost, exploit growth potential and synergies

Sequa Petroleum’s strategic investment areas

International focus 10 Focus on areas where political / fiscal / commercial stability and geological prospectivity allow for stable high returns and growth

  • Selective NW Europe locations and in particular Norway (current focus area)
  • Caspian Region and in particular Kazakhstan (current focus area)
  • West / East Africa low cost conventional oil (future focus area)

NW Europe Low risk environment

  • Large producing and development area
  • Strong local team
  • Reviewing several opportunities

Sub Saharan Africa Low cost oil

  • Local strategic partner
  • Target exceptional assets for rapid

production growth

Kazakhstan Material opportunities

  • Local team established
  • Strong relationships in place
  • Track record as operator

1 2 3

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A B C D E F G H Country Asset type Oil/Gas Oil & Gas Oil & Gas Oil Oil Gas Oil & Gas Oil Oil & Gas Status Production Production Production Development Development Production Development Appr/Devt Timing for first oil Year 2016 2016 2016 2017 2022 2016 2018 2018 Target equity % 10 5 10 10 30 various 100 50 Net Production Boepd 3-5,000 5-10,000 8-12,000 6-7,000 5-10,000 10-20,000 5-10,000 5-10,000

Deal pipeline highlights multiple opportunities to create further value

High quality opportunities are increasingly available at very attractive acquisition parameters

Current opportunity pipeline

11

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SLIDE 13

Appendix

13

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SLIDE 14

Fridtjof Jebsen CEO

  • 25 years experience from senior management, strategy, BD, finance, M&A
  • With Saga Petroleum (‘91-’99) within corporate planning and M&A&D
  • Partner Innovation Strategic Consulting (‘99-’02)
  • Man. Dir. NCS Strategy & BD advisory firm PetroAdvisor (‘03-’12)
  • Founder of Tellus Petroleum (2012).

Geir Chr. Melen CFO

  • 25 years of experience within in oil & gas and health care sectors
  • Saga Petroleum within strategy, economics and finance (‘90-’97)
  • CFO PhotoCure and Algeta (’97-’08),
  • CEO of Clavis and Ostomycure (‘08-’12)

Einar F. Semb BD & Commercial Director

  • 32 years experience in oil & gas within commercial, BD, economics
  • With Saga and First Securities before co-founding PetroAdvisor in 2001
  • Experience as Chief Negotiator, Chief Commercial Advisor, BD Advisor
  • Co-founder of Tellus (2012)

Sjur Talstad Subsurface & Growth Director

  • 28 years experience in oil & gas from NCS and international assignments
  • Statoil (‘87-’08) within subsurface & technology and as VP Sleipner assets
  • Seconded to BP (‘91-’94, Azerbaijan) and Chevron (‘97-’00, Venezuela)
  • CEO and EVP of AGR Petroleum Services (‘08-’15)

Ivar Haaland Field Develop. & HSEQ Director

  • 29 years experience from oil & gas and energy consulting
  • With Saga and First Securities before co-founding PetroAdvisor in 2001
  • Key expertise within field development, asset management, strategy/BD
  • Co-founder of Tellus (2012)

Claus Frimann-Dahl Operations Director

  • 29 years experience in oil & gas from NCS and international roles
  • Phillips P. (‘86-93), Norsk Hydro (‘93-98), Amerada Hess (‘98-’03)
  • CTO/COO of Ener Petroleum/Dana Petroleum NCS (‘07-’12).
  • Key expertise with reservoir management and operations

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Tellus: highly experienced local management team in Norway with strong NCS track record

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OR ITS FINANCIAL POSITION. The information in this presentation (“Presentation”) has not been independently verified and is subject to change, and neither Sequa Petroleum N.V. (the “Company”) nor its financial adviser nor any other person, is under any duty to update or inform you of any changes to such information. In particular, some of the financial information contained herein has not been audited. No reliance may be placed for any purposes whatsoever on the information contained in this Presentation or its completeness. All statements in this Presentation are made as of the date hereof unless stated otherwise. No representation or warranty, express or implied, is given by or on behalf of the Company or its financial adviser or any of their members, directors, officers, advisers, agents or employees or any other person as to the completeness or accuracy of any information or opinions contained in this Presentation and, to the fullest extent permitted by law, no responsibility or liability whatsoever is or will be accepted by the Company or its financial adviser or any of their members, directors, officers, advisers, agents or employees nor any other person for any loss howsoever arising, directly or indirectly, from any use of such information or opinions or otherwise arising in connection therewith. In particular, no representation or warranty is given as to the achievement or reasonableness of, and no reliance should be placed on, any projections, targets, estimates or forecasts contained in this Presentation and nothing in this Presentation is or should be relied on as a promise or representation as to the future. For the purposes of the United Kingdom’s Financial Services and Markets Act 2000 (“FSMA”), this Presentation is exempt from the general restriction in section 21 of FSMA on the communication of invitations or inducements to engage in investment activity on the grounds that the Presentation is directed at, and must not be acted or relied upon by persons in the United Kingdom other than, (i) persons having professional experience in matters relating to investment and who are investment professionals (as defined in article19(5) of the Financial Services and Markets Act 2000 (Financial Promotion) Order 2005 (the “Financial Promotion Order”); or (ii) high net worth companies unincorporated associations and other bodies (as defined in article 49 of the Financial Promotion Order) or (iii) other persons to whom it may be lawfully communicated (all such persons together being referred to as "Relevant Persons"), and the investments or investment activities to which the Presentation relates are available only to Relevant Persons and will be engaged in only with such Relevant Persons. The Presentation must not be acted on by persons who are not Relevant Persons. Any recipient of the Presentation who is not a Relevant Person (as described above) should not rely on the Presentation and take no other action. If and to the extent the Presentation is communicated in, or an offer of the securities is made in, any member state of the European Economic Area ("EEA") that has implemented the Prospectus Directive (each, a "Relevant Member State"), it is only addressed to and is directed exclusively at persons who are 'qualified investors' within the meaning of Article 2(1)(e) of the Prospectus Directive ("Qualified Investors") (or who are persons to whom it may otherwise be lawfully communicated). For these purposes, the expression “Prospectus Directive” means Directive 2003/71/EC (and amendments thereto, including the 2010 PD Amending Directive, to the extent implemented in a Relevant Member State), and includes any relevant implementing measure in the Relevant Member State and the expression “2010 PD Amending Directive” means Directive 2010/73/EU. No offer of securities in the Company is being or will be made in the United Kingdom in circumstances which would require such a prospectus to be prepared. Neither this Presentation nor any copy of it may be taken, transmitted, distributed or published in or into the United States of America, its territories or possessions (the “United States”) or distributed, directly or indirectly, in the United

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