Pillar 3
Pillar 3: Future value initiatives
Otto’s disciplined opportunities assessment process
A detailed, technically driven filter
Central GOM shelf
69 salt domes identified
Purchase seismic data
17 salt domes
Central GOM Shelf selected as opportunity area
- 2,700-Block area of GOM shelf with highest liquid content
- Stacked Miocene/Pliocene-aged reservoir package – seismic amplitude-supported and multiple vintages of seismic data available
- Low cost operating environment (WD < 250’)
69 salt domes identified to have:
- Strong and diverse production histories with favourable geologic growth histories
- Salt dome anomalies (i.e. salt overhangs or poorly imaged portions of salt dome)
Purchase seismic data
- Utilized over 3,000 blocks of vintage, public domain seismic data to identify leads
- Purchased 100 blocks of Fairfield PSTM/PSDM seismic data to refine leads to prospects
- Purchased 50 blocks of Fairfield Hidden Treasure RTM data to sharpen prospect imaging
17 salt domes Identified for detailed evaluation
- Currently underway; pursuing opportunities on both leased and open acreage
- Leased acreage includes financially stressed operators, operators willing to consider joint ventures, as well as companies that are not applying newest technologies
![](https://ottoenergy.com/wp-content/uploads/2022/11/P3_capital_management_oct22.png)
Otto performance objectives
Maximise our base business while creating future value
PERFORMANCE OBJECTIVES
BASE AND ORGANIC GROWTH OPTIONS | INORGANIC GROWTH OPPORTUNITIES | |
Base business + organic options (3-year group targets) | Facilitated by underlying base business Key targeting criteria |
|
Base business outcome (3 years forward) | Base outcome incl. exercise of organic options (3 years forward) | Year on year metrics |
ROACE > 20% | ROACE > 17.5% | ROACE > 15% |
IRR > 75% (Success case) | IRR > 75% (Success Case) | ROE > 15% |
IRR > 25% (Full cycle) | IRR > 25% (Full Cycle) | DROI (15) > 25% |
FCF > $40M | FCF > $40M | NAV growth > 10% CAGR |
Gearing – <10% | Gearing – <10% | Gearing – 45-65% |
Debt to equity – <10% | Debt to equity – <10% | Debt to equity ratio – <50% |
Drives strong operating cash flow and balance sheet | Drives effective capital allocation discipline |