Trajectory · 2030 oil ambitions
Our ambitions, at a glance.
Below, dated, auditable objectives — the milestones by which a company in formation accounts for its trajectory to its investors and partners: building, in Chad, the whole oil chain “from source rock to the pump”.
2030 targets
Capital trajectory
A sequenced, 100% Chadian ramp-up (FCFA).
The core poles, one chain
Four industrial segments + four built-in capabilities.
Deployment sequence
Indicative dashboard. All values and milestones are objectives of EnerTchad S.A., an integrated oil company in formation — no asset in operation to date. Market data on the Chadian oil sector is presented in the Atlas.
◆ Trajectory · By pole
The targets, pole by pole.
The same trajectory, read through the core business: each link carries its dated targets — the detail lives in its portal’s dashboard.
- +8–17% OOIP targeted · enhanced recovery
- 38 open blocks targeted · 2025 cadastre
- 1,070 km Doba–Kribi corridor · sector
- 3 targeted depot hubs · the country’s reserve
- 12 ultra-premium stations · network target
- 2,000 b/d per mini-refinery train
- ARSAT the regulated price, everywhere
- Sédigui gas put to work, not flared
- 4 value chains · fertiliser, methanol, bitumen, EOR
One map, every target operation.
Where strategy becomes geography: the sites the poles aim for, on a single map. Indicative positions — company in formation, no assets in operation to date.
- Head office & governance — N’DjamenaThe starting point: Sabangali, management, OHADA compliance and the core poles.The company →
- Doba basin — mature fields & EOR (target)Taking over fields at the end of their first cycle, with locally sourced EOR.EOR in detail →
- Sédigui gas — lake basin (target)Turning lake gas into power and LPG, close to demand.The Sédigui story →
- Modular refinery — Djermaya (target)Modular 500–2,000 b/d trains on the N’Djamena–Djermaya axis.Refining →
- Export corridor Doba → KribiThe existing evacuation route — the backbone of the Transport & Storage pole.Logistics →
- Distribution network (targets)N’Djamena, Moundou, Sarh, Abéché — ultra-premium and mobile stations at the official price.The network →
How these targets will be met — and verified
Publishing targets is easy; meeting them comes down to the machinery. Five mechanisms tie every 2030 figure to the work of the current year.
An annual trajectory
Every 2030 target is broken down into dated intermediate milestones: each year we know where we should be — the gap shows early, not in 2029.
A named owner
Every target has a single, named owner who answers for it to management: an ambition everyone is responsible for belongs to no one.
Measurable indicators
Barrels, kilometres, megawatts, jobs: every target is counted in a verifiable physical unit — no objective that cannot be measured without argument.
A published annual review
Once a year, progress on each target is closed off, compared with the trajectory and published: what is disclosed at launch stays disclosed along the way.
Course correction, owned
If reality drifts from the plan, the target is not dressed up: it is re-planned, re-funded or revised — and the gap explained. Credibility is worth more than appearances.
ESG indicators — baseline and 2030 targets
What the majors publish at the back of an annual report, we publish before the first barrel: the indicators we accept being judged on, their starting point and how they are verified.
| Indicator | Baseline today | 2030 target | Monitoring & verification |
|---|---|---|---|
| Routine flaring | Still widespread in the legacy industry | 0 — Zero Routine Flaring | Continuous SCADA telemetry · annual reporting |
| Renewables in site energy | Start-up — gas-solar hybrid by design | ≥ 30% of the site energy mix | Per-site energy metering |
| Chadian workforce | National industry: approx. 1,240 direct jobs | 80% of the EnerTchad workforce | HR register · annual audit |
| Procurement sourced in Chad | Baseline set at the first financial year | 80% of procurement | Supplier accounting · annual review |
| Chadian ownership | FCFA 100 m at incorporation | 100% Chadian · FCFA 10 bn trajectory | Share register · GCIC · shareholder meetings |
Indicators aligned with the five governance mechanisms above: annual trajectory, dated milestones, verifiable physical units, explained gaps. Details of the social and environmental commitments: Impact & local revenue · Our commitments.
Reporting framework
The framework we align to.
The indicators above are arranged according to the Sustainability Reporting Guidance for the Oil and Gas Industry published by Ipieca with API and IOGP — the sector framework followed by ExxonMobil and Chevron among others. It covers 21 sustainability issues and 43 indicator categories across six modules. Below we show which ones we already populate and which ones we cannot populate yet.
Assurance. To date no operating data exists: there is nothing to verify, and we claim no external assurance. The published intent is this — at the first full financial year, to have an external verification cover the physical indicators in the table (flaring, site energy) and the social indicators (headcount, procurement sourced in Chad), at limited assurance level, with scope and verifier named in the corresponding report. Until that report exists, the values in the “baseline” column remain industry orders of magnitude, not audited data.
Download the table (CSV, semicolon)Mapping established at module level, not at individual indicator level: fine granularity would be meaningless before the first financial year. The only two codes cited — CCE-4 “Greenhouse gas emissions” and Env-4 “Protected and priority areas for biodiversity conservation” — are those Ipieca publishes openly.