Framework · Governance & transparency
Governance in the open, before the first barrel.
Legal form, accounts, transparency, ethics, audit and capital discipline: the framework through which EnerTchad is accountable to its financial partners — development lenders, regional institutions and sector investors — from its formation.
01 · Legal framework
A société anonyme under OHADA law
EnerTchad is being formed as a société anonyme (SA) under the OHADA Uniform Act — the harmonised business law of seventeen African states. This framework imposes a known, enforceable governance architecture: a general meeting of shareholders, an administrative body, an executive management and an independent statutory auditor. Legible legal ground for any international partner.
SA · OHADA law
A société anonyme governed by the harmonised business law of the OHADA zone.
Chadian capital & talent
A national, open shareholding over its own oil rent.
N’Djamena, Chad
A Chadian company, operating under harmonised regional law.
02 · Accounts & audit
Auditable by design
EnerTchad’s accounts are kept under IFRS standards and intended for certification by a statutory auditor, as the OHADA SA form requires. The goal: financial statements that are legible and comparable for any lender or co-investor, from the very first raises.
IFRS accounts
Accounting to international standards, comparable from one market to another.
Statutory auditor
Independent certification of the accounts, inherent to the OHADA SA form.
Audit trail
Every target is dated; every franc raised is earmarked and verifiable.
03 · Transparency
The EITI standard in our sights
EnerTchad targets alignment with the Extractive Industries Transparency Initiative (EITI): disclosure of payments and milestones, dated, auditable objectives. The “2030 targets” page is the dashboard; this page, the institutional framework. The country itself is on this path: Chad, an EITI member, scored 64.5/100 at the 2022 validation, with corrective measures expected in 2026 — aligning from incorporation means arriving at the level the country wants to reach.
EITI targeted
Alignment sought with extractive-industries transparency.
Dated & auditable objectives
The milestones by which a company in formation accounts for its trajectory.
“In formation”, owned
What is presented is ambition and targets, not assets in operation.
04 · Ethics & compliance
The integrity foundation
Code of conduct, anti-corruption, human rights, supplier due diligence and a whistle-blowing channel: the rules that govern the conduct of business, from formation onwards and without exception — the foundation that financial institutions and development lenders expect.
05 · Our values
Unity, innovation, sustainability — three decision rules
Our brand promise, “Access to Energy”, is not a slogan: it is the criterion to which we submit every trade-off. Three values translate it into enforceable rules — and each can be verified in a body, a document or a figure published on this site, rather than in a statement of intent.
The chain before the silo
Exploration & Production, midstream, downstream and petrochemicals answer to a single balance sheet. No pole may optimise its margin at the expense of the next: integration is a governance choice as much as an industrial one.
Frugal, therefore auditable
Modular, measured, reversible. A solution is retained only if its cost, footprint and benefit can be documented — which makes it verifiable by a third party, not merely defensible internally.
What stays in the country
Local content, training before extraction, site restoration. The question asked of every project: what remains in Chad when the work is done?
06 · Capital discipline
A staged capital build-up
A frugal start, then successive raises: from 100 million to 1 billion, then 10 billion FCFA. Each stage funds the next; every franc raised is earmarked. A legible trajectory, designed to de-risk each partner’s commitment.
100 M → 10 bn FCFA
A staged capital build-up, by de-risked steps.
Every franc earmarked
The use of funds is framed, stage by stage.
Each stage funds the next
Progressive self-financing of the chain, from source rock to the pump.
07 · Governance bodies
Who governs EnerTchad
The OHADA SA form structures governance around four complementary bodies. Their named composition is established over the course of the formation and will be published here — names, backgrounds and responsibilities.
General meeting
The shareholders: strategic direction and approval of the accounts.
Board of directors
Oversight, appointment of management, risk control.
Executive management
Operational conduct, implementation of the strategy.
Statutory auditor
Independent audit and certification, provided for by OHADA law.
The head functions, before the faces
Six mandates are defined from formation — each holder will be presented by name when the bodies are formalised.
Executive management
Carries the strategy, arbitrates across the core poles and their capabilities and answers to the Board.
Finance & IFRS
IFRS accounts, allocation discipline, preparation of raises and investor reporting.
Technical & operations
From seismic to pump: works preparation, engineering, ramp-up of the poles.
HSE-Q
Health, safety, environment and quality — the framework that precedes the first barrel.
Compliance & legal
OHADA, anti-corruption (ISO 37001 targeted), whistleblowing channel and contract compliance.
Investor relations
The counterpart for shareholders and partners — data room, milestones, publications.
HOLDER ANNOUNCED AT FORMALISATION
Four industrial segments, responsibilities to formalise.
The target organisation covers Exploration & Production, Transport & Storage, Refining & Distribution and Petrochemicals. Engineering, corporate support and strategy are shared functions. Responsibilities and office holders will be announced as governance bodies are formalised.
reports to the Board of Directors
- Exploration — geology, geophysics, seismic, reserves evaluation
- Development — reservoirs, studies, petroleum economics
- Drilling & completion — drilling, completion, well intervention
- Production — operations, primary treatment, rate optimisation
- Artificial lift — ESP, gas lift, beam pumps
- Exploration & Production maintenance & HSE
- Transport — oil pipelines, gas pipelines, pump stations
- Storage — strategic depots, terminals
- Logistics — road, rail, sea
- Trading & supply — procurement, international trade, flow management
- Transport & Storage maintenance & HSE
- Refining — refineries, processes, quality control
- Distribution — depots, national network
- Marketing & sales — fuels, industry, aviation
- LPG & gas — household, industrial
- Lubricants & special products — lubricants, bitumen, solvents
- Refining & Distribution maintenance & HSE
Chemicals, gas valorisation and fertiliser projects; studies and approvals before implementation.
- Engineering & construction
- Strategic projects & PMO
- Asset management
- Innovation & energy transition — carried by GreenTech
- Finance, accounting, treasury, management control — IFRS, OHADA
- Human resources & training — the Tchaditude academy
- Procurement & contracts — buy Chadian first
- Information systems & digital — TchadiTech
- Strategic planning — 2030 targets
- Economics & market analysis — EnerConseils
- Risk management & compliance — with HSE-Q and the audit committee
- Operational performance
Target organisation. These functions are planned; appointments and operational milestones remain subject to formalisation and project conditions.
09 · Committees & documents
The board committees, and the documents that ground them
Naming the bodies is not enough: what makes governance verifiable is the specialised committees that prepare decisions and the documents that set their rules. Here is the target composition of the board and the real status of each document — published, in draft, or to be established at incorporation.
Audit committee
Prepares the closing of accounts, engages with the statutory auditor, oversees internal control and the risk map. A majority of non-executive directors is targeted.
HSE & sustainability committee
Monitors safety and environmental performance, the indicator table and the low-carbon trajectory; convened on any major incident.
Nomination & remuneration committee
Proposes the board’s composition, safeguards the balance of skills and frames executive remuneration.
Ethics & compliance committee
Oversees the anti-corruption framework, the whistleblowing channel and conflicts of interest, with direct access to the board.
Status of the documents
- To be established · incorporationArticles of association of the public limited company (AUSCGIE) — published here on signature.
- To be established · incorporationBoard rules of procedure and the charters of the four committees.
- PublishedCode of ethics and conduct — anti-corruption, gifts, conflicts of interest, whistleblowing.
- PublishedCharter & design system — the identity and its rules of use.
- PublishedPayments-to-governments reporting format — seven EITI categories.
- Forthcoming · first financial yearSustainability report and payments-to-governments report.