1. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 1 Copperbelt Energy Corporation PLC Annual
Report 2011 and its Subsidiaries
2. Copperbelt Energy Corporation PLC and its Subsidiaries 2
Annual Report 2011
3. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 3 Copperbelt Energy Corporation PLC and its
Subsidiaries Contents Business Overview 4 Mission, Vision, Values 5
About CEC and its Subsidiaries 7 Statement from the Executive
Chairman 9 Report from the Managing Director Operations 14 Report
from the Managing Director Corporate Development 16 Report from the
Chief Financial Officer 18 The Companys Financial and Operational
Highlights 20 Corporate Responsibility Report Financial Statements
22 Directors Report 30 Statement on Corporate Governance 33
Statement of Directors Responsibilities 34 Report of the
Independent Auditors to the members of Copperbelt Energy
Corporation PLC and its Subsidiaries 36 Consolidated Statement of
Comprehensive Income 37 Company Statement of Comprehensive Income
38 Consolidated Statement of Changes in equity 39 Company Statement
of Movements in Equity 40 Consolidated Statement of Financial
Position 42 Consolidated Statement of Cash Flow 43 Company
Statement of Cash Flows 44 Notes to the Financial Statements
Supplementary Information 77 Directors 78 CEC Senior Management 79
2011 Winners 80 Bankers 80 Auditors 80 Corporate Contact
Information
4. Copperbelt Energy Corporation PLC and its Subsidiaries 4
Annual Report 2011 Mission We are committed to: Supply reliable
energy and high quality services to meet our customers unique and
changing needs efficiently and proactively through robust
infrastructure, diverse power sources and professional teams
Increase value for our shareholders through responsible and
transparent corporate conduct, innovation and investing prudently
Vision To be the leading Zambian investor, developer and operator
of energy infrastructure in Africa by providing innovative
solutions and building strategic partnerships through committed
professional teams Values Being honest in all our dealings
Supporting each other Building good team relationships Being open
to new ideas Developing a can do attitude
Mission,Vision,Values
5. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 5 Group Financial Highlights US$ Turnover US$
Profit after tax US Cents Earnings per share CEC The Copperbelt
Energy Corporation PLC (CEC) is an independent power transmission
and distribution company with interests in closely linked
businesses in Zambia and the African region, including optic fibre
based telecommunications. A member of the Southern African Power
Pool and listed on the Lusaka Stock Exchange, CEC has a deep
insight into the mining industry, enabling it to provide quality
electricity and other power products and services to the majority
of the mines in Zambia. Well positioned as a developer of energy
infrastructure in Africa and respected in the region for its skills
in designing and operating transmission systems, CEC envisions
itself as an emerging independent power generating company, with
some strategic generating projects in the pipeline. Over 50 years
of experience in supplying power to the mines Circa 900 kilometres
of 220kV and 66kV transmission lines 520 kilometres of optic fibre
on power lines 2010 12.6million 2011 19.8million 2010 1.26 2011
1.98 2010 170million 2011 201million AboutCEC About CEC and its
Subsidiaries cables that connect the rest of the world. CEC Liquid
CEC Liquid Telecom is a Joint Venture Company formed by Copperbelt
Energy Corporation Plc (CEC) and Liquid Telecommunications Holdings
Ltd incorporated on 20th May 2011. CEC Liquid owns and operates a
national long haul broadband fibre based backbone from Chirundu to
Kasumbalesa. Its business is the provision of competitive high
quality/product services through wholesaling of national and
international fiber bandwidth capacity, terrestrial internet
bandwidth, and lease of dark fibre for both short and long haul,
locally and internationally, with access to submarine fiber cables.
The CEC Liquid Telecoms market segment is in the wholesale segment
and the infrastructure is neutral and operated in a non- exclusive
manner in Zambia, Zimbabwe, Lesotho, Botswana and South Africa. 38
High Voltage substation and dedicated control centre 80MW embedded
thermal generation Power transmission for national utilities Zambia
and the Democratic Republic of Congo Owns Zambian part of the
Zambia DRC Interconnector line Accounts for 50% of power consumed
in Zambia Realtime Technology Alliance Africa Zambia Ltd (RTAA)
RTAA is an internet service provider (ISP) and focuses on a niche
market of corporate customers. Its core business comprises
provision of high speed internet services and private leased
circuits using optic fibre technology. RTAA has been operational in
Zambia for 10 years and in the Sub Sahara region for 30 years. The
company has successfully implemented ICT connectivity projects from
design to operation using the national and metropolitan fibre
loops. RTAAs JV with CEC has enabled the company to become the
largest optic fibre network provider in Zambia. It is also
connected to submarine fibre
6. Copperbelt Energy Corporation PLC and its Subsidiaries 6
Annual Report 2011
7. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 7 Statement from the Executive Chairman Hanson
Sindowe I am pleased to present the first Annual Report for the
Copperbelt Energy Corporation PLC Group. The CEC Group comprises
the core Company and two telecommunications companies. In previous
years, we have reported only the CEC Company results. This first
Group report is a landmark achievement as we strive to grow and
diversify. Over the last five years, we have proactively and
aggressively pursued a business growth strategy which would not
only see us as an emerging independent power producer and developer
of electricity infrastructure but also diversifying into other
business sectors. The diversification has grown from leasing out
our optic fibre network for telecoms into investment in telecoms
companies. In addition to our investment in Realtime, during the
year, we entered into a joint venture with Liquid
Telecommunications Holdings Limited of Mauritius for the creation
of a new entity CEC Liquid Telecommunications Limited (CEC Liquid).
During the year, the Group achieved significant growth, with Group
revenue growing by 18%. There was an increase in both the
electricity stream as well as from the telecoms stream. The
electricity revenue increase was a combination of an increase in
electricity tariffs as well as an increase in energy consumption by
the mines from 481MW in 2010 to 498MW. The increase in tariffs
arose out of the need for expansion in the electricity sector. The
level of the tariff increase was accepted by all our mining
customers with the exception of Konkola Copper Mines PLC (KCM) who
requested for a lower increase. At the year-end, this had not been
resolved and discussions around this have continued into 2012. The
increase in telecoms revenue was mainly from the bringing in of the
new telecoms company. Consequently, the shareholders worth in
earnings per share has increased by 57%.
StatementfromExecutiveChairman
8. Copperbelt Energy Corporation PLC and its Subsidiaries 8
Annual Report 2011 Safety, Health and Environment Performance on
this front in 2011 was much improved over 2010. A comparison of
various parameters shows that 2011 was demonstrably a better year
with an above-target performance in key proactive measures such as
the Toolbox Safety Talk, and a clean sheet in relation to both
fatal incidents and serious environmental incidents. Rather than
make us complacent, this commendable performance will spur us to
raise the bar in these and other areas where our performance was
not as good. These include non-system lost time accidents, no
matter how minor, which in some cases may be necessitated by road
traffic incidents and accidents. Business Development The Company
continued to move cautiously yet firmly, implementing various core
business expansion projects with our customers, while keeping an
eye on the overall global economic and financial barometer. With
respect to non-core business projects, exciting developments were
seen in 2011. Significant progress was made in developing the 40MW
Kabompo Gorge Hydro project, with a debt advisor and arranger for
the project appointed. We look forward to reaching financial close
in the latter part of 2012. Our renewables plant commenced
production during the year under review and has been producing
blended bio-diesel for our vehicle fleet, reducing our fuel costs.
I am pleased to inform you that the business delivered shareholder
value and we were able to pay out two dividends during the year.
The total paid out in 2011 was US$12.29 million [2010: US$10
million], representing an increase of 23 percentage points. Our
stock performance on the Lusaka Stock Exchange was better during
the reporting period than the comparative period, averaging a share
price of K650 [2010: 600] through the year and closing at an
impressive K700 [2010: K615]. Board Operation During the year, two
independent Directors, Emmanuel Mutati and Jonathan Muke, retired
from the CEC board after serving the maximum number of terms
allowed in accordance with the Companys Articles of Association.
They were replaced by Edson Hamakowa and Pius Maambo. The Special
Shareholders representative, Teddy Kasonso, also retired. A
replacement for him had not been appointed by the year end. The
ZCCM-IH representative, Irene Ngandwe, resigned from the board to
take up an appointment with the Company as its Chief Financial
Officer. William Musama has since been appointed to represent
ZCCM-IH. I welcome all the new members and look forward to the
valued contributions that they will, no doubt, bring to the board
as the Company seeks to engage effectively with new issues and
opportunities. Conclusion We are optimistic that your Company will
deliver another successful set of results in 2012, from which you,
our valued shareholders, will gain. I wish to end by thanking all
our shareholders for the support rendered throughout 2011, and the
employees who have continued to work with professionalism and
commitment to deliver the performance we are presenting in this
report. Hanson Sindowe StatementfromExecutiveChairman
9. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 9 T he Copperbelt Energy Corporation PLC (CEC)
yet again recorded good performance in its safety targets for the
year. Notable improvements were achieved in the delivery of the
toolbox safety talks, a strategy aimed at proactively addressing
task-specific safety concerns leading to the identification and
consideration of SHE precautions for each particular task before
commencement. Report from the Managing Director Operations Neil F.
Croucher 1. Safety, Health and Environment (SHE) The good
performance was further demonstrated by the zero fatal incidents
and zero serious environmental incidents recorded during the year
under review. We, unfortunately, recorded two lost time accidents
(LTAs) against a target of zero for the year, although these were
relatively minor and were non-power system related. The CEC
business operations obviously impacts on its stakeholders.
Therefore, in line with the Companys SHE policies, CEC carried out
SHE sensitisation programmes in areas where CEC infrastructure is
located. To achieve this important strategy, the Company developed
and implemented a community/ public SHE sensitisation and education
programme for high voltage (HV) transmission infrastructure. With
respect to environmental matters, CEC complied with all regulatory
requirements. The Company successfully renewed all its 19
operational licences. The licenses, valid for the period 1st
January to 31st December 2012, covered air emissions,
transportation and disposal of municipal waste, generation of
hazardous waste, transportation of hazardous waste and storage of
hazardous waste. 2. Power Trading The business continued to be
dominated by the following key activities: Power sales to the mines
Power wheeling within Zambia (Domestic wheeling) Power wheeling
regionally (International wheeling) 2.1. Power Sales to the Mines
This is by far CECs largest business area, involving power
ReportfromtheManagingDirectorOperations
10. Copperbelt Energy Corporation PLC and its Subsidiaries 10
Annual Report 2011 sales to the copper mines on the Copperbelt. It
is underpinned by the Bulk Supply Agreement (BSA) under which CEC
sources, from ZESCO, the power it sells to the mines. Power sales
to the mines are done under Power Supply Agreements (PSA) signed
with each mine. The BSA and PSA constitute back-to-back agreements
aligned on key terms necessary to ensure consistent service
delivery to customers. In addition to commercial terms, the
agreements stipulate the amount of power to be delivered on a
quarterly basis as well as the minimum service delivery standards
to be achieved. During the year CECs mine customers included:
Konkola Copper Mines PLC (KCM) Mopani Copper Mines PLC (MCM) NFC
Africa Mining (NFCA) CNMC Luanshya Copper Mines (CLM) Chambishi
Metals PLC (CMP) Konnoco Zambia Limited (Konnoco) Chibuluma Mines
(ChibCo) The mine customers, put together, consumed a total of
3,744 GWh during 2011. This represents an overall energy sales
increase on a year-on-year basis of about 3%, compared to 3,640 GWh
consumed in 2010. Similarly, capacity sales to the mines in both
average and peak terms, increased by about 2.5% - from 470MW and
481MW in 2010 to 486MW and 498MW in 2011 respectively. The system
load factor was 83%. This marginal increase in demand is against a
backdrop of a sluggish global economy that characterised 2011,
following from the economic downturn that began in 2008. On the
technical front, performance of the interconnected CEC and ZESCO
system was generally good. Power delivery was in line with agreed
technical specifications at all times, apart from the two occasions
when the country experienced national black- outs. These incidents
happened on 15 September 2011 and 9 November 2011, when major
faults at ZESCOs Leopards Hill substation and Kabwe substation
respectively, caused the system to collapse; affecting the majority
of the country, including the Copperbelt. In the post-incident
phase, the established joint technical committee (JTC) of CEC and
ZESCO held working sessions to review the incidents and come up
with short and long term measures to address these challenges. Most
of the short term measures have either been already implemented or
currently being implemented, so as to considerably lessen the
chances of recurrence of such incidents in the future. In the
unlikely event of a recurrence, measures have been adopted to
ensure that emergency supplies from CECs Gas Turbine Alternators
will timeously and reliably be available as well as ensuring that
the power system is efficiently and rapidly restored as soon as
conditions permit. From a system losses perspective, CEC monitors
and manages the system to ensure the quantum of power losses
incurred on the system on a monthly basis conform to international
best practice. For the year under review, system losses averaged
2.9%. This compares well with previous years, when similar levels
of loss were recorded. CEC undertook numerous other measures aimed
at modernising and improving operations of its power network.
Notable of these is the completion of the project to install
90MVARs of Capacitors on the system so as to enhance voltage
regulation capability and loss management. Secondly, the Company
reviewed the lightning performance of its power system. The review
was undertaken by an independent consultant. Overall, the report
noted that the CEC system is well designed to handle lightning
strikes and recommended areas where it would be beneficial to
install additional surge diverters. The CEC fleet of Gas Turbine
plant, which is used to supply emergency power, was fully available
for most of the year. On the few occasions when individual GTAs
were unavailable, these were for short durations and during planned
maintenance. 2.2 Domestic Wheeling Domestic wheeling involves the
use of CECs transmission infrastructure to transport power on
behalf of ZESCO from the bulk supply points on the Copperbelt to
the numerous downstream substations at which ZESCO receives the
power for onward supply to its, mostly, non-mine customers on the
Copperbelt. This service is provided in line with provisions of the
BSA. This business area forms an integral part of our business and
during 2011 its performance was within expectation. Wheeled energy
volumes were about 1,578 GWh compared to 1,660 GWh in 2010. While
the Company has not witnessed much growth in
ReportfromtheManagingDirectorOperations
11. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 11 domestic wheeling during the previous years,
some level of growth driven by associated growth of the mining
sector is expected in the coming years. This is evidenced by some
of the expansion needs that are beginning to arise at some of CECs
power delivery points to ZESCO. The number of planned and on-going
housing projects and those involving construction of commercial
centres further indicates likely growth in this business area. 2.3
International Wheeling International wheeling is another important
business area for CEC. This involves the transmission of power
through CECs 220kV power assets linking Zambia to the Democratic
Republic of Congo (DRC), and through ZESCO to the rest of the
Southern African Power Pool (SAPP) market. This interconnection
allows CEC to get involved in wheeling or transmission of some of
the power traded within the SAPP. At the moment, power volumes
wheeled by CEC under international wheeling remain highly supressed
due to the lack of tradable power amongst SAPP countries as well as
transmission constraints being experienced by some member
utilities. In normal times, substantial amounts of power flow from
the DRC through the CEC and ZESCO systems to countries south of
Zambia. This is not withstanding that the demand for power in the
region is high for purposes of meeting internal short falls, as
well as being able to access clean hydro power as a substitute for
part of the power generated using coal fired plants. With a number
of regional projects currently underway to address both generation
and transmission constraints, it is expected that there will be
considerable improvement in the power flows under international
wheeling in the next two to four years. During 2011, minimal
volumes under international wheeling were achieved. A total of 124
GWh of energy was wheeled in 2011 compared to 108 GWh in
2010,representinganincreaseof 15%. 3. Tariff Review The tariff
review process that commenced in 2010 was finalised during 2011.
This process took place at two levels, namely negotiations of power
purchase tariffs with ZESCO and the tariffs at which CEC sells
power to its mining customers. The process culminated in the
adjustment of the ZESCO tariffs to CEC and the CEC tariffs to the
mines by about 30%, effective January 2011. The above tariff
increment, while representing a positive initial step in moving
tariffs to cost reflectivity, does not fully address this
requirement. For example, it is well understood that power from new
generation stations will cost much more than the current tariffs.
To begin to address some of these challenges, CEC supports a
broader strategy to undertake a nation-wide cost of service study
in order to profile a forward looking multi-year tariff plan to
fully take into account the current cost of supplying power, and
determine for future years a tariff that will reflect a mix of
existing and new generation stations. CEC believes such an approach
will be useful in guiding all stakeholders in the industry;
including policy makers, regulators, utilities and customers, and
in providing a transparent approach to power tariffs. 4. Cost of
Service Study As part of its business objectives for 2011, CEC
undertook a cost of service study (COSS) in order to get an
understanding of how its prevailing tariffs compare to economic
tariff levels. The study focussed on CECs component of the tariff.
In the long-run, the purpose is to establish a CEC cost of service
that would: maintain an appropriate level of reinvestment in system
assets for the foreseeable future sustain Company operations in
perpetuity ensure the Company earns a
reasonablereturnoninvestedassets The study was based on typical
regulatory revenue requirement approaches for utility assessment of
tariffs. Such studies are also important in informing strategies
for evaluating cost profiles of possible sources of generation and
their impact on the tariffs. The results of the COSS demonstrated,
in general, that CECs current tariffs are below cost and will need
to be adjusted to move towards cost reflectivity. As an initial
step to addressing this observation, a tariff adjustment of about
30% was agreed with CECs customers for the year 2011. The Company
plans to work with all stakeholders to agree future tariff
adjustments that will further close the gap as well as take into
account the cost of the much needed power from new generation
stations. 5. Core Business Expansion Expansion projects continue to
ReportfromtheManagingDirectorOperations
12. Copperbelt Energy Corporation PLC and its Subsidiaries 12
Annual Report 2011 characterise the mining sector, supported by
copper demand and prices on the global market that have been
sustained at reasonably good levels during 2011. This has also
continued to encourage exploration works and establishment of new
mines in the country. A number of CECs customers are either
planning or are already implementing expansion projects that should
result in additional power demand in the coming years. During 2011,
CEC made significant progress in implementing projects aimed at
meeting the additional power needs of its mining customers.
Projects that are at various implementation stages include: 5.1
Muliashi Project In 2010, CNMC Luanshya Copper Mines (CLM)
commenced the development of its Muliashi mine project involving
the establishment of an open pit mine and associated copper ore
processing infrastructure. To support these developments, CEC
embarked on the construction of power infrastructure (the Muliashi
project) required to supply power to the new mine. This followed
the signing of a Connection Agreement between CEC and CLM, which
set terms for financing of the required power infrastructure.
Significant progress was made during 2011 on the Muliashi project
with partial (phase 1) commissioning of the project achieved at the
end of the year. Commissioning of phase 1 makes adequate power
available for CLM to start the testing and commissioning of mine
infrastructure at the Muliashi site. Commissioning of the remaining
aspects of the power project (phase 2) is scheduled for completion
before the end of quarter one in 2012. From a power demand
perspective, the Muliashi project will add about 30 40 MW to CECs
power sales. 5.2 Konnoco Project The Konnoco project requires CEC
to develop power supply infrastructure for Konnoco mine and
involves the construction of a 60MVA, 66/11kV substation at the
Konkola mine site, a single feed 66kV transmission line and
associated upgrade works at CECs 220/66kV Michelo substation, which
forms the main power supply hub for Chililabombwe town.
Implementation of the Konnoco project with an estimated total
capital cost of US$10.5 million, which commenced in January 2010,
has progressed considerably with full commissioning expected to be
completed in March 2012. Works currently being implemented by
Konnoco constitute phase 1 of the Konkola North mine development
involving underground mining and concentrator operations, which at
peak will require a total power demand of about 30MW. It is
expected that demand ramp up in 2012 should add about half this
amount of power to CECs power sales, with the rest coming in during
2013. Konnoco is jointly owned by Africa Rainbow Minerals (ARM) of
South Africa, Vale of Brazil and Zambias ZCCM-IH (Zambia
Consolidated Copper Mines Investment Holdings). 5.3 Synclinorium
Project Mopani Copper Mines PLC (MCM), CECs second largest
customer, has embarked on the development of a new mine shaft at
its Nkana plant in Kitwe. The new mine shaft is important in that,
not only will it increase the production capacity of the mine, it
will also significantly extend its life by at least 25 years. I am
happy to report that contractual arrangements between CEC and MCM
regarding the power supply to the new mine shaft and associated
mineral processing plants were completed during the year under
review. Supply of power to the new shaft will require upgrade of
part of the existing CEC power system that supplies power to MCM.
The process for the procurement of a contractor has commenced with
the engineering, procurement and construction (EPC) contract
expected to be in place in April 2012. Construction works for the
Synclinorium project are expected to take 10 to 12 months. Once
fully operational, the new plant shall add about 15 to 20MW to CECs
power sales. 5.4 NFC South East Ore Body Non-Ferrous Mining Africa
(NFCA) is another of CECs existing customers that has embarked on
the development of a new underground mine (the South-East Ore Body)
located at the Mukulumpe area along the Kitwe-Chingola road. Power
supply to the South- East Ore Body requires the establishment of
significant new ReportfromtheManagingDirectorOperations
13. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 13 power infrastructure to meet the projected
demand of the new shaft and associated copper processing plants
currently estimated at about 50MW. I am pleased to announce that
associated contractual agreements between CEC and NFCA to support
construction of the required works and supply of power to the new
mine were finalised during the fourth quarter of 2011. It has been
agreed to undertake the power project in two phases, with phase 1
involving construction of power facilities for purposes of
supplying construction power. This phase of the project was
completed in 2011, thus allowing the customer to commence sinking
of the mine shafts. Phase 2 of the project will involve the
construction of high capacity power infrastructure to provide power
required during commercial operation of the mine. With the above
expansion projects going live, CEC expects the load to grow
significantly, by about 40% in the next three or four years. There
are, however, power generating capacity constraints in Zambia that
still remain a concern with the proposed load growth on the
horizon. It is, therefore, important for all the new generating
projects in Zambia to be developed as quickly as possible to
address the shortage. The power generation deficit is one of the
reasons why CEC is also diversifying its business by developing the
Kabompo Gorge project and looking into other generating methods
like coal fired plant. CECs desire is to attain a situation where
it always meets customer power requirements. 6. Customer Relations
The Company had a number of engagements with its stakeholders at
different levels. This interaction yielded positive results. 7.
Employee Relations CEC ensured that cordial relations were
maintained throughout the organisation during the year under
review. Neil F. Croucher
ReportfromtheManagingDirectorOperations
14. Copperbelt Energy Corporation PLC and its Subsidiaries 14
Annual Report 2011 Report from the Managing Director Corporate
Development Michael J. Tarney Shortages in generation and
transmission capacity within the Southern African Development
Community (SADC) region are limiting economic growth in a number of
countries and in the mining sector in particular. As CECs core
customer base is mining based, the long term success of CEC is
linked to investments in infrastructure that supports mining
projects through the provision of reliable base load power. This,
in turn, leads to efficient mining production. Some of the key
developments during the year are detailed below: Kabompo Gorge
Hydro Project Significant progress was made in developing the 40MW
Kabompo Gorge Hydro project during the year. The project is
situated in Mwinilunga District of North- Western Zambia, and is in
close proximity to the emerging copper mining industry of North-
Western Province. An international tender was placed to identify
interested and qualified contractors to undertake the project
through an expression of interest, following which a short list of
five contractors was selected to submit a full bid. The final bid
responses are due to be received by March 2012, and a preferred
contractor identified by June 2012. Following the submission of a
full Environmental and Social Impact Assessment to the Zambia
Environmental Management Authority (ZEMA) during the year, the
project was approved by ZEMA, subject to compliance with a number
of conditions, which have been incorporated into the project. The
environmental standards adopted for the project are compliant with
both local standards, and the Equator Principles that have been
established for projects of this nature by the World Bank Group.
Key risks associated with the project include geological risk
associated with adverse ground conditions encountered during
construction, particularly in relation to the dam foundation and
tunnelling, and hydrological risk associated with variations in
rainfall experienced as a result of climate change. Commercial
structures have been devised to mitigate the effects of these risks
should worst case scenarios ReportfromtheManagingDirectorCorporate
Development C EC continually seeks to expand its footprint in the
region through investment in strategic regional energy projects in
generation and transmission. In addition, over the last two years,
CEC has expanded its interests in telecommunications and launched a
business unit, still in its infancy, to focus on the development of
renewable energy projects utilising the latest international
technology, coupled with Zambias abundant natural resources.
15. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 15 ReportfromtheManagingDirector
CorporateDevelopment materialise during or after construction.
Standard Bank has been appointed as debt advisor and arranger for
the project. The debt financing process, which commenced during the
first quarter of 2012, involved presenting a fully structured
project to a range of international financial institutions from
commercial banks to development finance institutions and export
credit agencies, with a view to obtaining the most appropriate and
cost effective debt terms. A capital intensive project of this
nature will require debt tenors of up to fifteen years. The project
is scheduled to reach financial close during the latter half of
2012, with construction commencing during 2013 and project
commissioning during the latter half of 2015. Luapula Hydro
Projects Feasibility studies have commenced for different hydro
schemes along the river which, based on pre-feasibility studies
already completed, are capable of accommodating at least five
different hydro schemes with an estimated generation capacity of
around 800MW. It is expected that rights to the power will be
shared between Zambia and the DRC (Democratic Republic of Congo),
as the river lies along an international border. Telecommunications
Developments During the year, the Company agreed to form a joint
venture with Liquid Telecommunications Holdings Limited of
Mauritius on a 50/50 basis under the name of CEC Liquid
Telecommunications Limited (CEC Liquid). Following receipt of
statutory approvals, CEC transferred its Network Services Licence
to CEC Liquid with effect from 1st November 2011. The new company
will be capitalised with assets of approximately $30m to be
contributed in equal proportions by the JV partners. This comprises
in the case of CEC, metropolitan fibre networks in a number of
commercial centres throughout Zambia and an Indefeasible Right of
Use over surplus capacity on CECs fibre network on the Copperbelt.
In the case of Liquid Telecom, a fibre cable linked to Zimbabwe
through Chirundu laid through to Lusaka and the Copperbelt. The
coming together of the two partners, each with established
strengths in the development of fibre infrastructure, has enabled a
wider range of services to be offered to customers, with the link
through Chirundu comprising only the second international fibre
link into Zambia following the commissioning of a fibre link
through Namibia in 2009. The new operation is expected to earn
revenues in excess of $10m during its first year of operation, and
is developing plans to provide fibre access to a wider range of
customers in the main population centres. Whilst CEC Liquid has
been focussed on the roll-out of infrastructure, RTAA has continued
to establish a strong presence serving the corporate sector in
Zambia. There are strong synergies between RTAA (which is licensed
to sell to all customers) and CEC Liquid (which can only sell to
other licensed entities). Renewables A bio-diesel refinery has been
established in Kitwe. The refinery is fully commissioned and is
providing blended bio-diesel for a number of vehicles in CECs fleet
in Kitwe. The production target for 2012 is 600,000 litres. The
plant capacity is 1,000,000 litres and it is capable of producing
bio-diesel from a number of sources including castor, jatropha and
tallow. Consideration will be given to increasing production once
the business case is proven. A feasibility study was commenced
during the year for the construction of a bio-mass generation plant
using wood plantations and wood waste on the Copperbelt. The
feasibility was funded through a grant from the Energy and
Environment Partnership with Southern & Eastern Africa, funded
by the Governments of Finland and Austria, and is being undertaken
jointly with the Copperbelt Forestry Company. The project will be
considered for investment during 2012. CEC will continue to
evaluate and invest in projects that are beneficial to its
customers, employees, shareholders and the Government and people of
Zambia, and other countries in which the Company seeks to establish
operations. Michael J. Tarney
16. Copperbelt Energy Corporation PLC and its Subsidiaries 16
Annual Report 2011 Report from Chief Financial Officer Irene L.
Ngandwe The Group posted positive growth in the year under review.
Group turnover increased by 18% from US$170million to
US$201million, with increases in both the electricity and
telecommunications income streams. The increase in the electricity
turnover was attributed to increases in both the electricity load
uptake by The Companys customers as well as an increase in tariffs
over and above the price index adjustment. This tariff adjustment
was negotiated and accepted by most of The Companys customers,
however one of the major customers did not accept this increase,
consequently the financial results do not include the effects of
the increase to this customer. Telecommunications income increased
by 39% mainly due to an increase in sales by RTAA, coupled with the
introduction of a new company CEC Liquid to the Groups telecom
operations. The Group had a gross profit margin of 27% with The
Company maintaining its 27% profit margin and the telecoms
companies posting gross profit of 37% and 56% respectively. The
Groups other operating income increased substantially from US$5.1
million in 2010 to US$20.2million. This was mainly due to a one-off
arbitration award of US$11.3million in favour of The Company. The
Groups operating expenses were maintained with a growth of 10%
mainly by most costs being contained within an average 10%
increment and a reduction in other operating expenses. The Group
posted a net profit for the year of $19.8million, against The
Companys net profit of US$20.6million. The dilution of The Groups
net profit was due to losses incurred by both Telecoms companies.
This is the second T his is the first year of producing
consolidated financial results, incorporating CEC and its joint
venture Realtime Technology Alliance Africa (RTAA) Zambia Limited
(50%) and subsidiary CEC Liquid Telecommunication Limited (CEC
Liquid) (100%). ReportfromtheChiefFinancialOfficer
17. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 17 year that RTAA is incurring losses, mainly
attributed to high operating expenses. In acknowledging the loss
and the effect on RTAAs net worth, The Company has made a provision
reducing the value of its investment by 50%. This was CEC Liquids
first year of operation and it incurred high set up costs, however,
profits are expected in 2012 and thereafter. The Groups net
financing cost reduced by 30% due to a significant increase in bank
interest income as well as on trade debtors, mitigating the
increase in bank interest on loans. The Groups total assets grew by
12% with significant growth in trade and other receivables as well
as in cash and cash equivalents. The increase in trade receivables
was mainly due to the higher tariffs in 2011 and includes
$5.5million tariffs arrears which will be paid in 2012. Trade
debtor days reduced from an average 62days in 2010 to 45days in
2011. The increase in other receivables was mainly attributed to
the $11.3million due from the arbitration award. The increase in
tariffs also extended to a similar increment in trade payables. It
is worth noting that although The Groups current liabilities
($68.8million) were higher than the current assets ($$66.6million)
leaving the Group in a net current liability position of
$2.2million, this will not affect the Groups going concern. The
higher Group liability position is arising out of RTAA which has
had liquidity challenges and requires capital injection. This
situation is being actively addressed. The Company was in a net
current asset position of $2.5million unlike the position at the
end of 2010 when it was in a net current liability position of
$7.2million. The $10million financing facility from Citibank which
was anticipated in 2010 was received in 2011. The Group had a
positive year and financial growth is anticipated in the coming
year. Irene L. Ngandwe ReportfromtheChiefFinancialOfficer
18. Copperbelt Energy Corporation PLC and its Subsidiaries 18
Annual Report 2011 TheCompanysFinancialOperationalHighlights The
Companys Financial and Operational Highlights 0 50,000 100,000
150,000 200,000 250,000 2006 2007 2008 2009 2010 2011 US$`000 YEAR
Revenue Profit Before Interest and Tax Return on Assets Gross
Profit Earnings Per Share Debtor Days
19. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 19 TheCompanysFinancialOperationalHighlights
Acid Test Ratio Load Growth
20. Copperbelt Energy Corporation PLC and its Subsidiaries 20
Annual Report 2011 Corporate Responsibility Report I nvesting in
the community remains key to CECs business agenda and
sustainability strategy. We believe our business will benefit from
contributing to the development of communities near to and those
far from us. In 2011, our responsibility agenda looked inward and
outward in efforts, we believe, will result in positive incremental
changes in our communities. Charity begins at work, hence,
improving and enhancing the aesthetic quality of the primary place
of business for the Company equally enhances the appearance of the
surrounding community and hopefully sets a standard to which other
businesses and residential properties alike will aspire to. That is
one way we contribute to keeping our country clean and healthy. CEC
erected and donated to the Kitwe City Council a total of six bus
shelters in various parts of Kitwe. These are meant to ease the
difficulties faced by the travelling public, especially during
periods of wet and hot weather, as they wait to board buses and
also eliminates the danger of running across traffic because the
shelter is on the other side of the road. More shelters will be put
up in 2012 in other identified areas. A total investment of
K98,555,678 [US$19,311] went into erecting and rehabilitating the
shelters. Health is one of the priority areas of CEC community
support and in 2011, the Company drilled a borehole with associated
overhead tank to help provide clean and safe water to the
mini-hospital built by the community in Ndeke. CEC commends and
encourages such progressive community efforts and considers the
K59,548,600 [US$11,910] it cost to put up the borehole a worthy
investment that will contribute to better the communitys health.
For years, CEC has partnered with the Zambia Police Service in many
ways to help combat crime in and around our communities. Our
assistance is not restricted to our installations, plant or
property; but extends to areas of Police operations that serve the
larger community. CEC, in 2011, rehabilitated and improved upon the
Ndeke Police Post, which the Company donated to the Police Service
some years back. As the Company plans the construction of its first
hydro- electric power generation plant at Kabompo gorge, CEC has
constructed three bridges in North-Western Province to improve the
areas passability. A total of K280,494,950 [US$56,099] was spent on
this developmental project. Site preparation activities also
commenced during the year, with eight prefabricated containers
installed. Two will be used as offices while the remaining six are
for accommodation purposes. Construction of two by two bedroom
houses at the project site also commenced during the year. Our
support to the development of sport in the country continued and
was even higher in 2011. Power Dynamos Football Club remains the
largest beneficiary of our sports support budget, with a total of
US$538,000 having been spent on the team during the 2011 season.
CEC considers this money well spent as the team took three major
victories during the year the season opener Charity Shield, the
Barclays Cup and were crowned the MTN-FAZ Super Division champions
for 2011. Another US$20,000 was spent on other sports that included
rugby, karate, basketball, badminton and boxing. The company also
got involved with a unique fundraising initiative, partnering with
a British charity to sponsor a British national, with links to
Zambian community schools, in his epic bicycle ride from Africa to
Europe, ending at the 2012 Olympic Games. The funds raised will be
used to fund feeding programmes and to
CorporateResponsibilityReport
21. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 21 build and develop community schools in
Zambia. Balls were also distributed to disadvantaged schools in
Kenya and Zambia during the journey. The rest of the Companys
corporate responsibility investment worth US$28,000 went towards
education, industry support, cultural support through traditional
ceremonies, cash and material donations to various community
causes, and environmental protection through tree planting. The
noteworthy undertaking in that regard being the Companys planting
of about 50,000 tree seedlings at Ichimpe Forest Nursery.
Continuing programs and projects supported in 2011 included the
University of Zambia capacity building and infrastructure
improvement support. A false roof was constructed at UNZAs School
of Electric and Electronic Engineering at a cost of US$20,831. The
Companys social investment in 2011 was, therefore, wide reaching
and impacted our communities in a manner, we believe, can be built
on for sustainability. CorporateResponsibilityReport
22. Copperbelt Energy Corporation PLC and its Subsidiaries 22
Annual Report 2011 FinancialStatements Directors Report The
Directors have pleasure in submitting their report on the Groups
activities and its consolidated financial statements for the year
ended 31 December 2011. This is the first year that consolidated
financial statements for The Group are being presented. 1. The
Group Copperbelt Energy Corporation PLC, (The Company) has
shareholding in two companies, Realtime Technology Alliance Africa
(RTAA) Zambia Limited and CEC Liquid Zambia Limited, this
shareholding now constituting The Group. At the year-end, The
Companys shareholding in RTAA was 50% based on a joint venture
agreement entered into with RTAA (Proprietary) Limited on 11th
February 2009. In March 2011, a joint venture agreement was entered
into with Liquid Telecommunications Holdings Limited of Mauritius
with the intention of forming a joint venture company in Zambia,
CEC Liquid, which was duly incorporated on 12 May 2011 and
commenced operations in the latter part of the year. At the year
end, however, this was still a 100% subsidiary of The Company as
Liquid Telecommunications had not yet been completed the
prerequisite requirements. 2. Principal activities The principal
activities of The Group are the generation, transmission,
distribution and sale of electricity and telecommunication service
provision. The Companys core business remains the transmission,
distribution, generation and sale of electricity primarily on the
Copperbelt, whilst its subsidiaries focus on telecommunications.
Realtime Technology Alliance Africa(RTAA) Zambia Limiteds principal
activity is as an internet service provider (ISP), whilst CEC
Liquids principal activities are the provision of wholesale
capacity and internet bandwidth to Zambia Information and
Communications Technology Authority (ZICTA) licensed private and
public operations. 3. Share Capital The authorised and issued and
fully paid share capital of the group is: Number of shares Value
Authorised Issued US$ The Company 1,000,000,0000 1,000,000,000
100,000 RTAA 5,000,000 4,000,000 862 CEC Liquid 10,000,000
5,000,001 1,000
23. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 23 FinancialStatements Directors Report
(Continued) for the year ended 31 December 2011 4. Financial
Results This is the first year of producing consolidated financial
results, highlights of the financial performance of the Group are
tabulated below, the consolidated results have incorporated 50% of
RTAA and 100% of CEC Liquid. Key Statistics Consolidated The
Company RTAA CEC Liquid (six months) Revenue ($000) 200,985 197,539
5,528 681 Gross profit ($,000) 54,206 52,801 2,048 380
Profit/(Loss) before interest and taxes ($,000) 34,456 35,205 (604)
(447) Acid test ratio (Times) 1.00 0.98 0.39 2.14 Return on equity
(%) 12% 12% 0 0 EBITDA ($,000) 48,832 48,877 (182) (405) Total
assets ($,000) 308,775 307,995 2,367 4,043 Earnings per share
(Cents) 1.98 2.06 0 0 Return on assets (%) 6.42% 6.70% (28%) (11%)
Net profit/(loss) ($,000) 19,830 20,613 (672) (447) Equity ($,000)
167,525 169,315 (258) (446) Current assets ($,000) 66,586 68,218
860 1,387 Inventory ($,000) 3,973 3,933 79 0 Current liabilities
($,000) 68,837 65,746 2,232 649 5. Capital Expenditure The Groups
capital expenditure programme has been developed in line with the
Groups strategy of
minimizingbusinessrisks,enhancingcustomersatisfactionandensuringthesustainabilityof
businessactivities. In this regard, the major categories of
expenditure include emergency generation equipment, transmission
and distribution equipment, protection and metering equipment,
Safety, Health and Environmental (SHE) equipment, IT, vehicles and
communication and control equipment. The Company The objectives of
the Companys capital expenditure programme are to: (a) ensure
compliance with local and international best practice on matters
related to safety, health and environment; (b) replace systems
assets that have reached the end of their lives; and (c) maintain
adequate provision of standby power through refurbishment of the
Companys Gas Turbine Alternators (GTAs). In addition to its planned
capital expenditure for the maintenance, renewal and refurbishment
of its network and associated facilities the Company undertook
further projects related to (i) installation of transmission line
for NFCA South East ore body project of US$1.1million, (ii)
overhauling of Avon engine US$1.1million, (iii) feasibility studies
and preparatory works on the Kabompo Hydro project site
US$1.6million. The total capital expenditure for the year was
US$13.512 million.
24. Copperbelt Energy Corporation PLC and its Subsidiaries 24
Annual Report 2011 FinancialStatements Directors Report (Continued)
for the year ended 31 December 2011 5. Capital expenditure
(continued) Subsidiaries RTAAs capital expenditure for the year was
US$821,938. CEC Liquids major categories of expenditure in addition
to the setting up equipment, included setting up its Head Office
and Network Operations Centre, its total expenditure was
$2.7million. 6. Insurance The Group has insured its operational
assets against all significant business risks. The Group also
maintains insurance for its Directors in respect of their duties as
Directors of the Group. Besides the foregoing, the Group has cover
for employers liability, public and product liability, group
personal accident, motor vehicle insurance and group life
assurance. 7. Dividends and transfer to reserves The policy of the
Group in respect of the payment of dividends is a matter to be
determined by the individual company Boards in accordance with the
principles outlined below: The Companys actual accumulated profits
arising from the business of the Company in respect of each year
after: - (i) provision of working capital as determined by the
Board; (ii) transfer to reserves as in the opinion of the Board
ought reasonably to be made; (iii) service of all debts and full
compliance with any financing agreements to which the Company is
party at the relevant time of payment; and (iv) taking into account
the interests of the shareholders in minimizing taxation
liabilities, shall be distributed by the Company to the
shareholders by way of dividend. TheCompanyhasapolicyof
declaringdividendstwiceayear;inMarchandAugust.Dividendsof
US$4.2million and US$8.1million were paid on 15th April and 7th
October, 2011 respectively. Company retained profit taken to
reserves at 31 December 2011 was US$20.996 million. Neither RTAA
nor CEC Liquid declared dividends in the year. RTAA had accumulated
losses of $605,190 for the year whilst CEC Liquid also had
accumulated losses of $289,769. 8. Developments Expansionary
projects continue to characterise the mining sector supported by
copper demand and prices on the global market that have been
sustained at reasonably good levels during 2011. This has also
continued to encourage exploration works and establishment of new
mines in the country. A number of the Companys customers are either
planning or are already implementing expansion projects that should
result in additional power demand in the coming years. The projects
are at various stages of implementation. RTAA did not undertake any
major developments in the year. CEC Liquids focus on development is
on the build of the optic fibre network.
25. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 25 FinancialStatements Directors Report
(Continued) for the year ended 31 December 2011 9.Directors The
Directors who served during the year and at the date of this report
were as follows: The Company Executive Directors Hanson Sindowe -
Chairperson Neil Croucher - Managing Director - Operation Michael
Tarney - Managing Director Corporate Development Non-executive
Directors Jean Madzongwe - Deputy Chairperson Standwell C Mapara
Abel Mkandawire Munakupya Hantuba Robert Chestnutt William Musama -
Appointed on 16 November 2011 Teddy J Kasonso - Retired on 16
November 2011 Irene L Ngandwe - Resigned on 1st August 2011
Independent Non-executive Directors Jonathan Muke - Retired on 25
March 2011 Emmanuel Mutati - Retired on 25 March 2011 Pius H Mambo
- Appointed on 25 March 2011 Edson M Hamakowa - Appointed on 25
March 2011 Key Management The following held key management
positions in The Group as at the report date: Function The Company
RTAA CEC Liquid Chief Executive Officer Hanson Sindowe Samson
Longwe Garth Schooling Chief Operations Officer Neil Croucher Evans
Silavwe Jonathan Soko ManagingDirectorCorporate Development Michael
Tarney Ken Hyslop n/a Chief Financial Officer Irene L Ngandwe Mwape
Chilufya Bright Tembo Company Secretary Julia C Z Chaila Clara K
Mvula Mevis K Chisanga 10 Directors Interests in Contracts With the
exception of Madison General Insurance Company Limited, who provide
insurance services and Standard Chartered Bank Zambia PLC who are
the Companys bankers in which Abel Mkandawire and Edson Hamakowa
are Directors respectively, the Company did not enter into
contracts with any Company where a Director has material interests,
whether directly or indirectly, existed either at the end of the
year or at any time during the year.
26. Copperbelt Energy Corporation PLC and its Subsidiaries 26
Annual Report 2011 FinancialStatements Directors Report (Continued)
for the year ended 31 December 2011 11. Directors Interests As at
31 December 2011 the interests of the Directors of the Company in
the shares of the Company as recorded in the register and on the
Lusaka Stock Exchange were as follows:- Name of Director 2011 2010
Name of Director Direct Indirect Direct Indirect 000s shares 000s
shares 000s shares 000s shares Hanson Sindowe 2,092 110,802 3,092
83,792 Neil Croucher 4,581 - 4,000 - Michael Tarney 1,230 61,513
549 34,502 Abel Mkandawire - 56,584 - 29,574 Munakupya Hantuba 19 -
- - Emmanuel Mutati 46 - 46 - 7,968 228,899 7,687 147,868 12.
Directors Fees and remuneration The Company paid US$0.778 million
to Executive Directors and US$0.139 million to Non-Executive
Directors. RTAA paid US$0.003 million to its Directors. CEC Liquid
did not pay Directors fees in the period under review. There were
no loans made to Directors or any outstanding loans from Directors
at the year end. Members of the Board were not entitled to any form
of defined pension benefits from The Company. 13. Significant
shareholding in The Company Zambian Energy Corporation (Ireland)
Limited 52% ZCCM Investments Holdings PLC 20% Apart from the
holdings above, The Company has not been notified at 25 February
2012 of any interest of 5 percent or more in its share
capital.
27. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 27 FinancialStatements Directors Report
(Continued) for the year ended 31 December 2011 14.Operations The
Company The operations of the Companys high-voltage transmission
and distribution system were maintained to a satisfactory standard
during the period under review. A satisfactory security of supply
from Zesco was also maintained throughout the review period.
Stringent security measures that have been employed have been
effective and have resulted in a significant reduction in the theft
and vandalism of company installations. The total energy import
into the network was 5,431.55 GWh of which 3,852.12GWh was the
Company purchases while 1,579.42 GWh was wheeled for Zesco. Sales
of electrical energy to the Company customers totaled 3,422.78 GWh
compared with 3,640.17GWh the previous year. The customers average
Maximum Demand increased to 481.19MW from 469.56MW while the system
load factor reduced to 83.0%. International wheeling for Zesco was
mainly dictated by the power import requirements from Zesco by SNEL
in DRC. A total of 91.27 GWh was wheeled from Congo while 441.38GWh
was wheeled to Congo and 16.33 GWh was wheeled to Frontier through
the 220kV Congo inter-connector. RTAA RTAA is an internet service
provider (ISP) and focuses on a niche market of corporate
customers. Its core business comprises provision of high speed
internet service and private leased circuits using optic fibre
technology. During the year 2011, the performance of RTAA was
rather satisfactory with a steady increase in sales however cost of
sales for the industry was high impacting on the overall
performance. Its network remained stable during the year as it
utilised optic fibre technology for most of its services. RTAA is
soon expected to realize positive returns following access to
cheaper bandwidth provided within The Group. CEC Liquid Focus
during this period of establishment has been on setting a solid
foundation based on international carrier grade processes and
procedures, recruitment of qualified people, purchase and
installation of appropriate equipment and introduction of the
necessary monitoring systems. Processes have been formulated,
documented and assigned to the relevant management for Network
Field Operations and the Network Operations Centre. Optic fibre
networks have been constructed between and within main commercial
centres in Zambia. A 5 Gbps link into Zimbabwe via Chirundu has
been established for international traffic. A fibre network from
Lusaka to Ndola linking into the existing CEC network has also been
completed. CEC Liquid established an MPLS (Multi Protocol Label
Switching) network with core routers in Lusaka and Kitwe. This has
been linked into the Liquid Telecom Group International MPLS
network.
28. Copperbelt Energy Corporation PLC and its Subsidiaries 28
Annual Report 2011 FinancialStatements Directors Report (Continued)
for the year ended 31 December 2011 15.Employees The total
remuneration of employees during the year amounted to The Company
US$15.8 million (2010: US$14.5 million) RTAA US$1.3million (2010:
US$ 1.4million) CEC Liquid US$537,758 (2010: nil) The Group
US$17.6million (2010: US$15.9million) The average total number of
employees was as follows: Month Number The Company RTAA CEC Liquid
January 359 50 - February 358 48 - March 358 46 - April 359 50 -
May 358 53 - June 358 54 - July 356 53 - August 356 53 5 September
358 52 9 October 359 50 14 November 360 51 14 December 360 51 16
Average 358 51 12 Power Dynamos Football Club The Company continues
to sponsor Power Dynamos Football Club through a direct funding,
funding during the year was US$538,000. 16. Industrial Relations A
sound industrial relations climate prevailed in the Group during
the year and no work stoppages were experienced. The Company will
continue to pursue proactive dialogue and partnership with the
Mineworkers Union of Zambia (MUZ). There were no unionised
employees in either RTAA or CEC Liquid. 17. Safety and Health
Matters The Group has formal safety and health policies that have
been approved by the Board to ensure a safe working environment.
Health and safety standards are regularly reviewed and updated to
ensure that improvements conform with best practices. A very good
safety performance was achieved in 2011
29. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 29 FinancialStatements Directors Report
(Continued) for the year ended 31 December 2011 18. Environmental
Matters The Company has a formal environmental policy in place that
has been approved by the Board which prescribes the procedures and
practices to be followed by the Company in environmental matters.
The Company is licenced by Zambia Environmental Management Agency
(ZEMA) which monitors and regulates its performance. There were no
legal actions or fines imposed on the Company by the regulatory
agency. During the year under review, the Company recorded zero
serious environmental incidents. The Environmental Impact Statement
report (EIS) relating to the Kabompo Gorge Hydro Power Generation
Project was finalised and submitted to ZEMA for review. The project
was approved and a Decision Letter issued. As part of its corporate
social responsibilities the Company approved sponsorship of a Tree
Nursery Development project in the Ichimpe Area to be developed in
collaboration with the Forestry Department. 19. Gifts and donations
During the year the Group made the following donations in support
of various community initiatives and charitable causes. The Company
- US$128,000; RTAA - US$ 1,416; CEC Liquid - US$ Nil 20. Other
material facts, circumstances and events The Directors are not
aware of any material facts, circumstances or events which occurred
between the accounting date and the date of this report which might
influence an assessment of the companys financial position or the
results of its operation. 21.Auditors At the last Annual General
Meeting of the shareholders of the Company, Messrs Grant Thornton
were appointed as auditors of the Company. In accordance with the
Companys Articles of Association, Messrs Grant Thornton will retire
as auditors of the Company at the conclusion of the forthcoming
Annual General Meeting. Messrs Grant Thornton have offered
themselves for re-election.
30. Copperbelt Energy Corporation PLC and its Subsidiaries 30
Annual Report 2011 FinancialStatements Directors Report (Continued)
Statement on Corporate Governance for the year ended 31 December
2011 The Company In recognition of the importance of conducting its
affairs with integrity, in accordance with generally accepted good
corporate practice, the Company remains resolute in its commitment
to the principles of integrity, openness and accountability. The
Company fully supports the principles of good corporate governance
espoused in the Lusaka Stock Exchange (LuSE) Corporate Governance
Code (which Code is in line with internationally accepted norms)
The Company has in this regard, adopted the practice of annual
Board Assessment outlined in the LuSE Corporate Governance Code.
This enables the Board to assess the performance of both the Board
as a body and that of its individual Directors. The Companys
corporate governance philosophy encompasses not only regulatory and
legal requirements such as those under the LuSE Corporate
Governance Code but also several voluntary practices at a high
level of business ethics, effective supervision and enhancement of
shareholders value. Board Committees The Board has established
committees to oversee various aspects of the Companys business and
operations. The Board has delegated its authority on certain
defined areas to these committees. The committees comprise
Executive Directors, Non-Executive Directors and Senior Management.
The meetings of the respective committees are chaired by a
Non-Executive Director. Reports of committee meetings are submitted
at each Board meeting. Executive Committee The Board of Directors
has an Executive Committee whose role is to oversee the major
operations of the business including key customer issues,
stakeholder management, financial performance, capital projects and
management issues. The Committee comprises six members and is
chaired by Jean Madzongwe, the Deputy Chairperson of the Board.
Audit Committee The Audit Committee provides oversight on the
effectiveness of the Companys financial reporting systems as well
as risk management, compliance management and other internal
control activities in the Company. The Committee comprises four
members, who are all Non-Executive Directors and is chaired by
William Musama. Remuneration and Employee Development Committee The
Committee oversees employee remuneration and Mineworkers Union of
Zambia (MUZ) wage negotiations, key organisational changes,
management and leadership development, pension scheme arrangements,
training and employee development policies. The Committee comprises
five members and is chaired by Edson Hamakowa.
31. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 31 FinancialStatements Directors Report
(Continued) Statement on Corporate Governance for the year ended 31
December 2011 The Company (Continued) Safety, Health and
Environment (SHE) Committee The Committees key mandate is to ensure
that management of SHE matters in the Company is aligned with the
overall business strategy of the Company and is geared towards
attainment of its commitments and obligations in these fields. The
Committee comprises of three Non-Executive Directors and five
members of senior management including the two Company Managing
Directors. The Chairman of the Committee is Pius Haangoma Maambo.
Business Development Committee The Committee is responsible for
reviewing the Companys new business development projects and
related matters. The Committee comprises of six members and is
chaired by Munakupya Hantuba. Nominations Committee The Committee
is tasked with the responsibility of considering appointments to
the Board and making recommendations for approval of the three
Independent Directors, whose appointments are undertaken by the
Shareholders. The Committee is chaired by the Chairperson of the
Board, Hanson Sindowe and comprises Executive and Non Executive
Directors. By order of the Board Julia C Z Chaila Company Secretary
Date: 23 February 2012
32. Copperbelt Energy Corporation PLC and its Subsidiaries 32
Annual Report 2011 FinancialStatements CECs Compliance Status to
LuSE Code of Corporate Governance Rules The LuSE Corporate
Governance Framework has 99 principles grouped into 16 categories.
As at 31 December 2011, CECs compliance with the LuSE Corporate
Governance Code had increased to 96% from 88% at the end of 2010.
The summary of the compliance status is indicated in the chart
while brief details of areas that are not fully compliant or
inapplicable are given below. 1. AREAS OF PARTIAL COMPLIANCE There
are only two areas of partial compliance. The areas deal with
implementation of a long-term incentive program for management.
Implementation of these issues will be concluded in 2012. 2. AREAS
THAT ARE NOT APPLICABLE There are two areas that are not applicable
to CEC: i). The requirement for the roles of the chairperson and
chief executive officer to be performed by separate persons; and
ii). The requirement that where share options have been granted to
Non-Executive Directors, the Board must obtain the prior approval
of share owners and meet the specific requirements of the Companies
Act. This first requirement is optional and the CEC Board opted for
the alternative of having an Executive Chairperson and a
Non-Executive Vice Chairperson while in the second instance, CEC
has not granted any share options to its Non-Executive Directors.
96% 2% 2% 100 % Co mplian t Pa rtial Co mplian ce Not Applic ab
le
33. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 33 FinancialStatements Statement of Directors
Responsibilities Section 164 (6) of the Companies Act Cap 388 of
the Laws of Zambia requires the Directors to prepare financial
statements for each financial year, which give a true and fair view
of the financial position of Copperbelt Energy Corporation PLC and
its subsidiaries and of its financial performance and its cash
flows for the year then ended. In preparing such financial
statements, the Directors are responsible for: designing,
implementing and maintaining internal control relevant to the
preparation and fair presentation of financial statements that are
free from material misstatement whether due to fraud or error;
selecting appropriate accounting policies and applying them
consistently; making judgements and accounting estimates that are
reasonable in the circumstances; and preparing the financial
statements in accordance with International Financial Reporting
Standards, and on the going concern basis unless it is
inappropriate to presume that the Group will continue in business.
The Directors are responsible for keeping proper accounting
records, which disclose with reasonable accuracy at any time, the
financial position of the Group and enable them to ensure that the
financial statements comply with the Companies Act Cap 388. They
are also responsible for safeguarding the assets of the Group hence
taking reasonable steps for the prevention and detection of fraud
and other irregularities. The Directors confirm that in their
opinion (a) the financial statements give a true and fair view of
the financial position of Copperbelt Energy Corporation PLC and its
subsidiaries as of 31 December 2011, and of its financial
performance and its cash flows for the year then ended; (b) at the
date of this statement, there are reasonable grounds to believe
that the Group will be able to pay its debts as and when these fall
due; and (c) the financial statements are drawn up in accordance
with International Financial Reporting Standards. This statement is
made in accordance with a resolution of the directors. Signed at
Lusaka on 23 February 2012 DirectorDirector Director Hanson Sindowe
Michael J. Tarney William Musama
34. Copperbelt Energy Corporation PLC and its Subsidiaries 34
Annual Report 2011 REPORT OF THE INDEPENDENT AUDITORS TO THE
MEMBERS OF COPPERBELT ENERGY CORPORATION PLC AND ITS SUBSIDIARIES
Report on the Financial Statements We have audited the accompanying
financial statementsof Copperbelt Energy Corporation PLC and its
Subsidiaries which comprise the statement of financial position as
at 31 December 2011, and statement of comprehensive income,
statement of changes in equity, and statement of cash flows for the
year then ended, and a summary of significant accounting policies
and other explanatory notes. Directors responsibility for the
financial statements As described on page 33, the Directors are
responsible for the preparation and fair presentation of these
financial statements in accordance with International Financial
Reporting Standards, and for such internal control as management
determines is necessary to enable the preparation and fair
presentation of financial statements that are free from material
misstatement; whether due to fraud or error. Auditors
responsibility Our responsibility is to express an opinion on these
financial statements based on our audit. We conducted our audit in
accordance with International Standards on Auditing. Those
standards require that we comply with ethical requirements and plan
and perform the audit to obtain reasonable assurance about whether
the financial statements are free of material misstatement. An
audit involves performing procedures to obtain audit evidence about
the amounts and disclosures in the financial statements. The
procedures selected depend on the auditors judgement, including the
assessment of the risks of material misstatement of the financial
statements whether due to fraud or error. In making those risk
assessments, the auditor considers internal control relevant to the
entitys preparation and fair presentation of the financial
statements in order to design audit procedures that are appropriate
in the circumstances, but not for the purpose of expressing an
opinion on the effectiveness of the Groups internal control. An
audit also includes evaluating the appropriateness of accounting
policies used and the reasonableness of accounting estimates made
by Directors, as well as evaluating the overall presentation of the
financial statements. We believe that the audit evidence we have
obtained is sufficient and appropriate to provide a basis for our
audit opinion. Grant Thornton 5th Floor, Mukuba Pension House Dedan
Kimathi Road P O Box 30885 Lusaka, Zambia T +260 (211) 227722-8 F
+260 (211) 223774 E [email protected] Partners Edgar Hamuwele (Managing)
Christopher Mulenga Victor Mweene Morgan MacheletaChartered
Accountants Wesley Beene Rodia MusondaZambian Member of Grant
Thornton International
35. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 35 FinancialStatements REPORT OF THE INDEPENDENT
AUDITORS TO THE MEMBERS OF COPPERBELT ENERGY CORPORATION PLC AND
ITS SUBSIDIARIES (CONTINUED) Opinion In our opinion, the financial
statements give a true and fair view of the financial position of
Copperbelt Energy Corporation PLC and its Subsidiaries as of 31
December 2011, and of its financial performance and its cash flows
for the year then ended in accordance with International Financial
Reporting Standards. Report on Other Legal and Regulatory
Requirements In our opinion, the financial statements of Copperbelt
Energy Corporation PLC and its Subsidiaries as of 31 December 2011
have been properly prepared in accordance with the Companies Act
1994, and the accounting and other records and registers have been
properly kept in accordance with the Act. Chartered Accountants
Wesley M Beene Partner Lusaka Date: 27 February 2012
36. Copperbelt Energy Corporation PLC and its Subsidiaries 36
Annual Report 2011 FinancialStatements Consolidated Statement of
Comprehensive Income For the year ended 31 December 2011 2011 2010
Notes US$000 US$000 Revenue 5 200,985 169,780 Cost of sales
(146,779) (122,866) Gross profit 54,206 46,914 Other operating
income 6 20,184 5,125 Operating expenses 7 (39,934) (36,319)
Results from operating activities 34,456 15,720 Finance income 8
1,035 599 Finance expense 9 (1,426) (1,159) Net finance cost (391)
(560) Profit before tax 34,065 15,160 Income tax expense 10(a)
(14,235) (4,996) Profit for the year 19,830 10,164 Other
Comprehensive Income: Gross gains on cash flow hedges - - 3,834
Income tax relating to other comprehensive income 10(a) - (1,342)
Total comprehensive income for the year 19,830 12,656 Earnings per
share Weighted basic and diluted earnings per share (cents) 11 1.98
1.26
37. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 37 FinancialStatements FinancialStatements
Company Statement of Comprehensive Income For the year ended 31
December 2011 2011 2010 Notes US$000 US$000 Revenue 5 197,539
167,294 Cost of sales (144,738) (121,438) Gross profit 52,801
45,856 Other operating income 6 20,181 5,125 Operating expenses 7
(37,777) (35,213) Results from operating activities 35,205 15,768
Finance income 8 1,035 599 Finance expense 9 (1,392) (1,144) Net
finance cost (357) (545) Profit before tax 34,848 15,223 Income tax
expense 10(a) (14,235) (4,996) Profit for the year 20,613 10,227
Other Comprehensive Income: Gross gains on cash flow hedges - -
3,834 Income tax relating to other comprehensive income 10(a) -
(1,342) Total comprehensive income for the year 20,613 12,719
Earnings per share Weighted basic and diluted earnings per share
(cents) 11 2.06 1.27
38. Copperbelt Energy Corporation PLC and its Subsidiaries 38
Annual Report 2011 FinancialStatements FinancialStatements
ConsolidatedStatementofChangesinEquityfortheyearended31December2011
Total attributableShare
ShareShareRevaluationRetainedtotheattributable
capitalpremiumreserveprofitsparenttotheJVTotal
US$000US$000US$000US$000US$000US$000US$000
Balanceat1January2010100148113,08044,001157,329641157,970
Releaseoftheextradepreciation--(886)886---
Comprehensiveincomefortheyear---12,65612,656(1,585)11,071
Totalcomprehensiveincomefortheyear--(886)13,54212,656(1,585)11,071
Transactionwiththeowners Dividendspaid---(10,000)(10,000)-(10,000)
Balanceat31December2010100148112,19447,543159,985(944)159,041
Releaseoftheextradepreciation--(3,346)3,346---
Comprehensiveincomefortheyear---19,83019,83022620,056
Totalcomprehensiveincomefortheyear--(3,346)23,17619,83022620,056
Transactionwiththeowners Dividendspaid---(12,290)(12,290)-(12,290)
Balanceat31December2011100148108,84858,429167,525(718)166,807
(a)Retainedearningsarethecarriedforwardrecognisedincome,netofexpenses,oftheGrouppluscurrentyearsprofitattributabletoshareholders.
(b)Thesharepremiumrelatestotheexcessamountsreceivedontheissueofsharecapitalnetofpre-incorporationcosts.
39. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 39 FinancialStatements Company Statement of
Movements in Equity For the year ended 31 December 2011 Share Share
Revaluation Retained capital premium reserve earnings Total US$000
US$000 US$000 US$000 US$000 Balance at 31 December 2009 100 148
113,080 44,945 158,273 Release of extra depreciation - - (886) 886
- Comprehensive income for the year - - - 12,719 12,719 Total
comprehensive income - - (886) 13,605 12,719 Transactions with the
owners Dividend paid - - - (10,000) (10,000) Balance at 31 December
2010 100 148 112,194 48,550 160,992 Release of extra depreciation -
- (3,346) 3,346 - Comprehensive income for the year - - - 20,613
20,613 Total comprehensive income - - (3,346) 23,959 20,613
Transactions with the owners Dividend paid - - - (12,290) (12,290)
Balance at 31 December 2011 100 148 108,848 60,219 169,315 (c)
Retained earnings are the carried forward recognised income, net of
expenses, of the Company plus current years profit attributable to
shareholders. (d) The share premium relates to the excess amounts
received on the issue of share capital net of pre- incorporation
costs. FinancialStatements
40. Copperbelt Energy Corporation PLC and its Subsidiaries 40
Annual Report 2011 FinancialStatements Consolidated Statement of
Financial Position as at 31 December 2011 2011 2010 Notes US$000
US$000 ASSETS Non-current assets Property, plant and equipment
12(a) 242,186 239,848 242,186 239,848 Current assets Inventories 14
3,973 3,518 Trade and other receivables 15 47,168 24,076 Amount due
from related party 16(i) 44 31 Cash and cash equivalents 17 15,404
9,136 66,589 36,761 Total assets 308,775 276,609 EQUITY AND
LIABILITIES Equity Issued capital 18 100 100 Share premium 148 148
Revaluation reserves 108,848 112,194 Retained profits 58,429 47,543
Total attributable to the owners 167,525 159,985 Amounts
attributable to the Joint Venture (718) (944) 166,807 159,041
Non-current liabilities Interest-bearing loans 19 23,264 24,961 Non
current trade and other payables 20 10,270 11,289 Deferred employee
benefits 21 5,094 3,946 Deferred tax liability 10(e) 34,503 33,057
73,131 73,253 Current liabilities Current portion of
interest-bearing loans 19 9,991 7,183 Trade and other payables 22
48,759 35,282 Amount due to related party 16(ii) 2,339 11 Tax
payable 10(c) 7,748 1,839 68,837 44,315 Total liabilities 141,968
117,568 Total equity and liabilities 308,775 276,609 The financial
statements on pages 36 to 76 were approved by the Board of
Directors on 23 February 2012 and were signed on its behalf by: )H
Sindowe ) Director ) )W Musama )Director ) )M Tarney )Director
FinancialStatements
41. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 41 FinancialStatements Company Statement of
Financial Position as at 31 December 2011 2011 2010 Notes US$000
US$000 ASSETS Non-current assets Property, plant and equipment
12(b) 238,776 239,269 Investments in joint venture and subsidiary
13 1,001 2,000 239,777 241,269 Current assets Inventories 14 3,933
3,462 Trade and other receivables 15 49,327 24,060 Cash and cash
equivalents 17 14,958 8,794 68,218 36,316 Total assets 307,995
277,585 EQUITY AND LIABILITIES Equity Share capital 18 100 100
Share premium 148 148 Revaluation Reserve 108,848 112,194 Retained
earnings 60,219 48,550 169,315 160,992 Non-current liabilities
Interest-bearing loans 19 23,186 24,944 Non-current trade and other
payables 20 10,151 11,180 Deferred employee benefits 21 5,094 3,946
Deferred tax liability 10(e) 34,503 33,057 72,934 73,127 Current
liabilities Current portion of interest-bearing loans 19 9,991
7,159 Trade and other payables 22 47,807 34,468 Amounts due to
related party 23(i) 200 - Tax payable 10(c) 7,748 1,839 65,746
43,466 Total liabilities 138,680 116,593 Total equity and
liabilities 307,995 277,585 The financial statements on pages 36 to
76 were approved by the Board of Directors on 23 February 2012 and
were signed on its behalf by: )H Sindowe ) Director ) ) W Musama )
Director ) ) M Tarney ) Director FinancialStatements
42. Copperbelt Energy Corporation PLC and its Subsidiaries 42
Annual Report 2011 FinancialStatements Consolidated Statement of
Cash Flows For the year ended 31 December 2011 2011 2010 US$000
US$000 Cash flow from operating activities Profit before taxation
34,065 18,994 Depreciation 13,926 10,877 Interest expense 1,426
1,159 Interest income (1,035) (599) Loss on disposal of assets 8 29
Cash inflows before working capital changes 48,390 30,460 Increase
in inventories (455) (12) (Increase)/decrease in trade and other
receivables (23,092) 6,830 Increase in trade and other payables
11,634 6,816 Increase in amount due from related party (13) -
Increase/(decrease) in amount due to related party 2,328 (27)
Interest paid (1,426) (1,159) Income tax paid (6,877) (6,534) Net
cash inflows on operating activities 30,489 36,374 Investing
activities Acquisition of property, plant and equipment (16,622)
(13,959) Proceeds from disposals of assets 697 615 Interest
received 1,035 599 Net cash outflows from investing activities
(14,890) (12,745) Financing activities Repayment of loans (8,989)
(7,221) Loan received 10,100 95 Dividends paid (12,090) (10,000)
Net cash outflow from financing activities (10,979) (17,126) Net
decrease in cash and cash equivalents 4,620 6,503 Cash and cash
equivalents at 1 January 9,136 2,288 Exchange loss 1,648 345 Cash
and cash equivalents at 31 December 15,404 9,136 Represented by:
Bank balances and cash 15,404 9,136 FinancialStatements
43. Copperbelt Energy Corporation PLC and its Subsidiaries
Annual Report 2011 43 FinancialStatements Company Statement of Cash
Flows For the year ended 31 December 2011 2011 2010 US$000 US$000
Cash flow from operating activities Profit before taxation 34,849
19,057 Depreciation 13,672 10,690 Other non cash item (101) -
Interest expense 1,392 1,144 Interest income (1,035) (599) Profit
on disposal of assets 10 (23) Cash inflows before working capital
changes 48,787 30,269 (Increase)/decrease in inventories (471) 44
(Increase)/decrease in trade and other receivables (25,267) 6,635
Increase in payables 12,309 8,463 Increase in provisions (1,148)
(1,137) Interest paid (1,092) (1,305) Income tax paid (6,877)
(6,534) Net cash inflows on operating activities 26,241 36,435
Investing activities Acquisition of property, plant and equipment
(12,411) (13,761) Proceeds from disposals of assets 665 36
Investment in subsidiary 1 - Interest received 1,035 599 Net cash
outflows from investing activities (10,710) (13,126) Financing
activities Repayment of loans (8,925) (7,159) Receipts from loans
10,000 - Dividends paid (12,090) (10,000) Net cash outflow from
financing activities (11,015) (17,159) Net increase in cash and
cash equivalents 4,516 6,150 Cash and cash equivalents at 1 January
8,794 2,299 Exchange loss 1,648 345 Cash and cash equivalents at 31
December 14,958 8,794 Represented by: Bank balances and cash 14,958
8,794 14,958 8,794 FinancialStatements
44. Copperbelt Energy Corporation PLC and its Subsidiaries 44
Annual Report 2011 NotestotheFinancialStatements Notes to the
Financial Statements - 31 December 2011 1. The Group The principal
activities of The Group are the generation, transmission,
distribution and sale of electricity and telecommunication service
provision. 2. Principal accounting policies The principal
accounting policies applied by the Group in the preparation of
these financial statements are set out below. These policies have
been consistently applied to all the periods presented, unless
otherwise stated. (a) Basis of consolidation The consolidated
financial statements include the financial statements of the parent
Company and its subsidiary companies made up to the end of the
financia