We have implemented comprehensive EHSS management systems based on best industry practice, at both corporate and country level, with an annual independent audit programme to ensure effective implementation.

Afren oversees its contractors closely to ensure they accept and meet our EHSS standards.

Specific EHSS teams in each area of operation.

Contingency plans in place and tested regularly.

Through close liaison in each relevant country, we monitor the
situation from the perspective of our safety and security.

Contingency plans in place and tested regularly.

Through our contacts in governments and industry, as well as
though specialist advisors, we continuously monitor and evaluate
the potential impacts on our business arising from changes in the geo-political environment.

Security teams in each area of operation.

Rigorous security management programme.

Security risk assessments for each asset and operation.

In Q4 2014, we liquidated our hedge position, which benefited from the lower oil prices in the second half of the year, to generate cash.

We conducted a comprehensive anti-bribery and corruption risk assessment during 2014. This work was integrated into the review and update of the Code of Business Conduct that was completed towards the end of the year. The new Code was approved by the Board in December and all staff and contractors underwent on-line training and testing on the requirements of the Code.

We have established an independent whistle-blowing hotline to enable concerns about poor practice to be voiced without fear of reprisal.

We review and update specific Anti-Bribery and Corruption policies and procedures annually and quarterly respectively, to meet the stringent requirements of the UK Bribery Act as well as the UK Ministry of Justice Guidance.

We provide new starters and existing employees with training on anti‑bribery and corruption as part of the induction process and as an ongoing programme.

We provide quarterly updates to the Audit and Risk Committee regarding anti-bribery and corruption, including any whistle-blowing reports and their subsequent resolution.

All acquisitions are subject to thorough due diligence, to create an effective integration plan.

We design remuneration policies to incentivise, motivate and retain key employees as well as to attract new personnel as required.

We consider succession planning Group-wide, taking into account the development of the executive and senior management.

We design remuneration policies to incentivise, motivate and retain key employees including Directors.

We set salaries and reward of senior executives, including Directors, at competitive levels using third party benchmarks.

We recognise the potential impact that energy use and GHG have on climate change and to seek to reduce emissions associated with flaring:

We monitor energy use and ensure energy efficiency in all operations.

We monitor and report other atmospheric emissions.

We have developed and disclosed a comprehensive climate change strategy and will identify engineering solutions to reduce flaring and set flaring reduction targets for 2015.

Our financial and legal teams monitor current legislation and proposed changes and incorporate these into our working practices.

Maintenance of good, open working relationships with local authorities in the countries of operation.

Involvement with industry groups in the country of operation to discuss sector issues.

The Group is currently in the process of financial restructuring in order
to provide liquidity and improved financial stability for the Group's ongoing operations.