ESG Presentation - Developing sustainable energy: Eni's Integrated ...
ESG Presentation · 2021. 7. 8. · ESG Presentation Bringing Energy to our World ... Audit...
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CRESCENT POINT ׀ESG PRESENTATION ESG Presentation Bringing Energy to our World – the Right Way 1
Transcript of ESG Presentation · 2021. 7. 8. · ESG Presentation Bringing Energy to our World ... Audit...
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ESG PresentationBringing Energy to our World – the Right Way
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Environment Social
Governance
39% reduction in GHG intensity
~300 wells safely retired in 2020
Dedicated Environmental Stewardship Funding
• 3-5% of annual maintenance capital budget
Notable reduction in freshwater intensity
Progressive diversity programs
• 33% female independent Board members
• 40% female office supervisory roles
Compensation linked to ESG performance
Supplier pre-qualification ESG screening
ESG Highlights
Five-year best safety performance
$1.7 MM supporting ~315 charitable and
community organizations
>1,000 employee volunteer hours
1,800+ lunches for local school programs
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Our ESG Strategy
Demonstrate our commitment to ‘Bringing energy to our world – the right way’ and
enhance stakeholder value through strong ESG performance.
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Management imbeds ESG considerations into all aspects of the business to better inform
decision making and empower staff to achieve stronger ESG performance
Bringing energy to our world – the right way
• How we extract and deliver energy• Bringing new perspectives and ideas to bear• Positive mindset to tackle challenges
• The energy of our people and teams• Enabling access to affordable energy • Future-focused view of energy
• Supporting both people and planet• Taking action on climate change• Engaging with our stakeholders
• Promoting safety in everything we do• Responsibly produced energy• Creating lasting benefits in our operations
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ESG Focused Governance
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Risk Management Approach
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Prudent Risk
Management
Safe & Responsible Operations
• Strong safety culture
• Operational Technology (OT) platform
• Asset integrity and spill prevention
• Robust emergency response plans
• Strong IT and cyber security testing
Proactive Financial Risk Mitigation
• Prioritizing balance sheet strength
• Disciplined capital allocation process
• Proactive hedging program
• Commitment to corporate sustainability
• Cost conscious culture
Board oversees and regularly reviews corporate risk management policies and mitigation programs
Stakeholder Engagement
• Community investment, development, and volunteering programs
• 24-hour hotline for emergency and non-emergency calls
• Enhanced risk management reporting through TCFD disclosure
• Proud corporate citizen within our operating areas
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ESG Governance & Oversight
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• Our effective governance structure ensures strong oversight of ESG risks and opportunities
• Each Committee of the Board has clear accountabilities to guide the company’s overall
ESG performance and disclosure
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Strong Governance
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Governance
• Board oversight of ESG strategy and performance
• Complete Board renewal since 2014, 33% female representation
• New ESG indicators added to our supply chain pre-qualification
• Prudent risk management policies in place to protect company and reputation
(Whistleblowing, Code of Business Conduct and Ethics, Anti-hedging, etc.)
Enhanced Transparency & Disclosure
• Fostered open dialogue with broad range of internal and external stakeholders
• Integrated materiality assessment to better understand stakeholder perspectives
• Enhanced ESG disclosure with annual Sustainability and TCFD reports
• Voluntarily submit to both CDP Climate and Water
Independent Board Member Diversity
33%female
56%former CEO/
COO/CFO
33%other industry
experience
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30%
50%
20%
STIP Weightings
ESG Financial & Operational Strategic
Compensation Tied to ESG Performance
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0
0.2
0.4
2017 2018 2019 2020
Safety Performance
Serious Incident Frequency (actual + potential)
Lost Time Incident Frequency
30% of our short-term incentive program is tied directly to ESG performance metrics
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0.01
0.02
0.03
0.04
0.05
2017 2018 2019 2020 2025E
tCO
2e
/bo
e
Emission Reductions
0
5
10
15
20
25
30
35
2017 2018 2019 2020
Spill Management>5m3, excludes freshwater
(Incidents per 200,000 hours)
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Craig BryksaPresident & Chief Executive Officer
Previously VP, Engineering West. Held many senior management
roles since joining company in 2006
Board of Directors
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Barbara MunroeChair of the Board
More than 25 years of legal experience and industry
diversification. Former EVP with WestJet Airlines
Laura A. Cillis
Broad range of leadership, corporate governance and financial
experience for publicly traded companies
James E. Craddock
Seasoned upstream executive with over 30 years of experience
Former Chairman and CEO of Rosetta Resources
John P. Dielwart
Over 40 years of experience in the oil and gas sector.
Founding member of ARC Resources
Mike Jackson
More than 30 years in corporate and investment banking holding several
senior management roles with Scotiabank
Ted Goldthorpe
Financial professional and Managing Partner in charge of the Global Credit
Business for BC Partners
Reserves CommitteeES&S CommitteeAudit Committee
Operational excellenceStakeholder engagement
Environment
Safe operations
Risk management
(ESG and climate-related risks)
Diversity
Board renewal
(1, 4)
(2, 4, 5)
(3, 5)
(1, 2)
(1, 2)
Jennifer F. Koury
Extensive business leadership and governance background.
Former executive with BHP Billiton and Enerplus
(2, 4)
Francois Langlois
More than 35 years of domestic and international oil and gas experience.
Former SVP, Exploration and Production with Suncor
(1, 3, 5)
(3)
1 2 3 5
Corporate culture
Compensation alignment
Employee engagement
4HR & Compensation CommitteeCG & Nominating Committee
Myron M. Stadnyk
Over 35 years of business, industry, leadership and governance experience.
Former President and CEO of ARC Resources
(3, 4, 5)
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Social Progress
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Our People & Culture
• Highly engaged, results-focused culture built on principles of collaboration, agility, results and ethics (CARE)
• Strong focus on mental health and wellness through internal Wellness Week and COVID-19 support initiatives
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Supported
>315local charities in 2020
Social Progress
Employee Engagement
Community Partnerships
Diversity & Inclusion
40%women in office supervisory roles
Strong employee engagement
with low voluntary turnover
Integrated ESG metrics in
vendor pre-qualification process
Proactive leadership training
and succession planning
33%female independent
board membership
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Safe Operations
• Strong safety culture (5-year low TRIF and SIF) with increased emphasis on pro-active leading safety indicators
• Clear safety expectations and monitoring of supplier performance, including an enhanced vendor pre-qualification system
• Routine emergency response drills and training as well as engagement with staff and communities
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Strong Safety Performance
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0.05
0.1
0.15
0.2
0.25
0.3
0.35
2017 2018 2019 2020
Serious Incident Frequency (actual + potential) Lost Time Incident Frequency
(Incidents per 200,000 hours)
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Community Investment
• Over $30 million committed since inception, supporting ~315 charity and community groups in 2020
• Dedicated funding for scholarships to support Indigenous, high school and post-secondary students
• Investments in community infrastructure including hospitals, emergency response and recreation facilities
• Employee participation encouraged through volunteer opportunities and employee donation program
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Health, Safety, & Environment
Community Infrastructure
EducationCommunity
Support Pillars
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Environmental Stewardship
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Our Commitment to Environmental Stewardship
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Dedicated funding of 3-5% of annual maintenance capital
to support environmental stewardship initiatives
• Enhancing our environmental performance targets and accountability through our disciplined capital
allocation process and continued integration of sustainability practices across our business operations
Capital Allocation Framework(Maintenance Capital)
Environmental Performance Targets
Emissions
Reductions
50% reduction in GHG
intensity and 70% reduction
in absolute methane
emissions by 2025
Asset Integrity &
Spill Prevention
Continual improvement in
spill and leak prevention
and detection tied to annual
compensation
Asset
Retirement
30% reduction in inactive
well count within 10 years
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GHG Intensity ReductionAbsolute Methane
ReductionStatus
2020 Emissions Targets 30% by 2025 50% by 2025 Achieved (39%/56%)
New Emissions Targets 50% by 2025 70% by 2025 On track
Emission Reduction Targets
Revised Targets
50% Reduction in GHG intensity
70%Reduction in absolute methane emissions
2025 Target2017 Baseline
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Asset Retirement
• Proactive approach to addressing inactive well sites to reduce asset retirement obligations
• On track to safely retire approximately 400 inactive wells in 2021, in addition to ~300 wells retired in 2020
• Setting target to further reduce inactive well inventory by 30% over the next 10 years
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Past 5 Years
>1,000Wells safely retired
10 Year Target
30%Reduction in inactive well count
(post disposition)
Inactive Well Inventory
YE 2020 Pro-forma H12021
10-year inactivewell count target
30%
30%
Pro-forma SE Saskatchewan disposition which closed on June 7, 2021
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© SWITCH POWER 2020
Working Towards a Lower-carbon Future
• We continue to pursue initiatives to reduce our emissions, including;
o Solar power installations (14 sites and ~6.5 MW of generation, partially funded by ECCC)
• Building upon our existing renewable portfolio with site construction commencing later
this year
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CPG Carlyle Office Field Installations
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2021 Sustainability Report
• New Targets
o Air (GHG intensity and absolute targets)
o Land (near-term/long-term)
o Water (to be announced by Q4)
• Enhanced Disclosures & Commitments
o Indigenous engagement
o Expanded ESG compensation metrics
o Human rights
o Bribery & corruption
o Responsible procurement
• New Disclosures
o Diversity & inclusion
o UN Sustainable Development Goals
o Lower-carbon future
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Forward Looking InformationThis presentation contains “forward-looking statements” within the meaning of applicable securities legislation, such as section 27A of the Securities Act of 1933 and section 21E of the Securities Exchange Act of 1934, including estimates of future
production, cash flows and reserves, business plans for drilling and exploration, the estimated amounts and timing of capital expenditures, the assumptions upon which estimates are based and related sensitivity analyses, and other expectations,
beliefs, plans, objectives, assumptions or statements about future events or performance (often, but not always, using words or phrases such as “expects” or “does not expect”, “is expected”, “2021E”) and includes: dedicated environmental
stewardship funding of 3-5% of annual maintenance capital budget; strategy; benefits of imbedding ESG considerations into all aspects of the business; Crescent Point’s risk management approach and benefits thereof; 2025E emissions
reductions in tCO2e/boe (and components thereof); that integrating sustainability practices into our capital allocation process and business operations, effectively mitigates risks and permits us to capitalize on opportunities; 50% reduction in GHG
intensity (compared to 2017 levels) by 2025; 70% reduction in absolute methane emissions (compared to 2017 levels) by 2025; water use targets to be announced; continued improvement in spill and leak detection; 30% reduction in inactive well
count within 10 years; safely retiring approximately 400 inactive wells in 2021; pro-forma H1 2021 inactive well inventory; continuing to pursue initiatives to reduce our emissions; solar power installation expectations; existing renewable portfolio site
construction commencing later this year; and contents of 2021 sustainability report.
All forward-looking statements are based on Crescent Point’s beliefs and assumptions based on information available at the time the assumption was made. Crescent Point believes that the expectations reflected in these forward-looking
statements are reasonable but no assurance can be given that these expectations will prove to be correct and such forward-looking statements included in this report should not be unduly relied upon. By their nature, such forward-looking
statements are subject to a number of risks, uncertainties and assumptions, which could cause actual results or other expectations to differ materially from those anticipated, expressed or implied by such statements, including those material risks
discussed in the Company’s Material Change Report, dated February 26, 2021, Annual Information Form for the year ended December 31, 2020 under "Risk Factors“, our Management’s Discussion and Analysis for the year ended December 31,
2020, under the headings "Risk Factors" and "Forward-Looking Information“, our Management’s Discussion and Analysis for the quarter ended March 31, 2021, under the headings “Risk Factors" and "Forward-Looking Information". The material
assumptions are disclosed in the Management’s Discussion and Analysis for the year ended December 31, 2020, under the headings "Capital Expenditures", "Liquidity and Capital Resources", "Critical Accounting Estimates", "Risk Factors",
"Changes in Accounting Policies" and "Guidance" and in the Management’s Discussion and Analysis for the three months ended March 31, 2021, under the headings "Overview", “Commodity Derivatives”, "Liquidity and Capital Resources", and
"Guidance". In addition, risk factors include: financial risk of marketing reserves at an acceptable price given market conditions; volatility in market prices for oil and natural gas, decisions or actions of OPEC and non-OPEC countries in respect of
supplies of oil and gas; delays in business operations or delivery of services due to pipeline restrictions, rail blockades, outbreaks, blowouts and business closures and social distancing measures mandated by public health authorities in response
to COVID-19; the risk of carrying out operations with minimal environmental impact; industry conditions; changes in laws and regulations including the adoption of new environmental laws and regulations and changes in how they are interpreted
and enforced; uncertainties associated with estimating oil and natural gas reserves; risks and uncertainties related to oil and gas interests and operations on Indigenous lands; economic risk of finding and producing reserves at a reasonable cost;
uncertainties associated with partner plans and approvals; operational matters related to non-operated properties; increased competition for, among other things, capital, acquisitions of reserves and undeveloped lands; competition for and
availability of qualified personnel or management; incorrect assessments of the value and likelihood of acquisitions and dispositions, and exploration and development programs; unexpected geological, technical, drilling, construction, processing
and transportation problems; availability of insurance; fluctuations in foreign exchange and interest rates; stock market volatility; general economic, market and business conditions, including uncertainty in the demand for oil and gas and economic
activity in general as a result of the COVID-19 pandemic; uncertainties associated with regulatory approvals; uncertainty of government policy changes, including changes to environmental incentive programs and to carbon pricing and other
environmental regulations; the impact of the implementation of the Canada-United States-Mexico Agreement; uncertainty regarding the benefits and costs of acquisitions and dispositions, including the acquisition of the assets; failure to complete
acquisitions and dispositions; uncertainties associated with credit facilities and counterparty credit risk; changes in income tax laws, tax laws, crown royalty rates and incentive programs relating to the oil and gas industry; the wide-ranging impacts
of the COVID-19 pandemic, including on demand, health and supply chain; and other factors, many of which are outside the control of the Company. The impact of any one risk, uncertainty or factor on a particular forward-looking statement is not
determinable with certainty as these are interdependent and Crescent Point’s future course of action depends on management’s assessment of all information available at the relevant time. References to emissions intensity refer to scope 1
greenhouse gas emissions.
In addition, with respect to forward-looking information contained in this presentation, assumptions have been made regarding, among other things: future crude oil and natural gas prices; future interests rates and currency exchange rates;
governmental regulations, including carbon pricing and incentive programs; future cost escalation under different pricing scenarios; the corporation's future production levels; the applicability of technologies for emission reductions and recovery and
production of the corporation's reserves and improvements therein; the recoverability of the corporation's reserves; Crescent Point’s ability to market its production at acceptable prices; future capital expenditures; future cash flows from production
meeting the expectations stated in this presentation; future sources of funding for the corporation's capital program; the corporation's future debt levels; geological and engineering estimates in respect of the corporation's reserves; the geography of
the areas in which the corporation is conducting exploration and development activities; the impact of competition on the corporation; the corporation's ability to obtain financing on acceptable terms.
These assumptions, risks and uncertainties could cause actual results or other expectations to differ materially from those anticipated, expressed or implied by such statements. The impact of any one assumption, risk, uncertainty or factor on a
particular forward-looking statement is not determinable with certainty as these are interdependent. Except as required by law, Crescent Point assumes no obligation to update forward-looking statements should circumstances or management's
estimates or opinions change. Certain information contained herein has been prepared by third-party sources.
Where applicable, a barrels of oil equivalent ("boe") conversion rate of six thousand cubic feet of natural gas to one barrel of oil equivalent (6Mcf:1bbl) has been used based on an energy equivalent conversion method primarily applicable at the
burner tip. Given that the value ratio based on the current price of crude oil as compared to natural gas is significantly di fferent than the energy equivalency of the 6:1 conversion ratio, utilizing the 6:1 conversion ratio may be misleading as an
indication of value.
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Crescent Point Energy Corp.
Suite 2000, 585 8th Ave SW
Calgary, AB
T2P 1G1
Investor Relations
(403) 767-6930
(855) 767-6923
Other Contacts & Website
crescentpointenergy.com
