About
Offering the best attributes of both the royalty and infrastructure energy market segments.
Unmatched royalty and infrastructure asset quality
Topaz’s strategic advantages rest upon the unmatched quality of its asset portfolio that was assembled during a generational M&A opportunity environment. Topaz helped to finance prolific, long-life reserves and crystallize inherent infrastructure value during a time of capital scarcity. With more than 30 decades of collective experience provided by its board and management, Topaz continues to leverage relationships and expertise to selectively invest in premium energy assets, operated by leading Canadian operators. The differentiated business structure underscores Topaz's strong growth outlook and reliable, sustainable, and growing dividend. As an energy investment company, Topaz does not operate, exercise control, or develop energy assets. Topaz's royalty portfolio is highlighted by over 60% undeveloped acreage which attracts operator development negated of land tenure risk, with no capital required by Topaz. The royalty assets generate over 95% operating margin and the infrastructure assets generate over 85% operating margin.
Our Approach
The strategic relationship with Tourmaline underpins strong growth prospects due to a proven track record and outlook transparency. Tourmaline is well positioned to be an industry consolidator, providing a pipeline of potential future royalty or infrastructure asset sales to Topaz.
Topaz will pursue acquisitions with high-quality counterparties that have substantial resource and organic growth potential, partnering with high-quality operators to secure long term take-or-pay contracts which generate stable revenues.
Topaz will opportunistically pursue other accretive transactions to broaden its asset base.
Topaz’s infrastructure assets are supported by long-term, fixed fee take-or-pay commitments which provide significant, low-risk dividend coverage. The majority of free cash flow will be used to pay dividends with a long-term payout ratio target of 60 to 90%.
Topaz’s business model is focused on generating free cash flow growth. Its conservative capital structure provides strategic flexibility to advance its growth trajectory, in an opportunity rich environment.
Royalty Ownership
Topaz’s GORR revenue is generated from high-quality counterparties which provide capital deployment outlook transparency.
- Corporations acquire leases and licenses through public auctions to explore for and develop mineral rights owned by the provincial government
- E&P companies pay crown royalties on producing wells as a proportion of production
- Corporations and individuals own mineral rights in perpetuity
- E&P companies pay lessor royalties on producing wells as a proportion of production
- Mineral rights owners do not pay operating or capital expenditures to develop the land
- Working interest owners pay GORR calculated as a contracted proportion of production
- GORR owners do not pay royalties, operating or capital costs
- Survive insolvency of working interest owner
- Expire with undeveloped land or once wells are decommissioned
- Negotiated contracts for a specific volume of production for a pre-determined period of time
- Royalty payments are paid based on profitability of a pre-determined area
- Royalty payee is exposed to operating and capital expenditures
- Acreage is leased from the Crown or a mineral title owner
- Working interest owners bear capital, operating, royalty and decommissioning costs associated with development and production
Infrastructure Ownership
There are multiple infrastructure models available, but variability increases moving towards operated ownership. Topaz currently owns non-operated, financially committed facility interests which generate over 80% operating margin to Topaz.
- Infrastructure company acquires or constructs “nameplate” infrastructure which can have long construction lead times during which no investment return is generated
- Revenue, overhead, expertise, operating & capital expenditures, legal & environmental obligations are the responsibility of the infrastructure company
- Long-term, fixed processing revenue contracts can be negotiated with any of the customers
- Risk exposure lies in any variable throughput component
- Infrastructure company acquires a non-operated working interest in infrastructure assets
- Revenue, operating and capital expenditures, legal and environmental obligations are the responsibility of the infrastructure company according to their proportionate working interest however no overhead or expertise cost burdens are required
- Long-term, fixed fee/volume processing commitments can be negotiated with any user
- Volume variability on variable throughput component only
- Infrastructure company acquires a non-operated working interest in infrastructure assets and negotiates a long-term, fixed fee/volume processing commitment; fees are paid irrespective of actual throughput volume. Commitments could apply to total or a portion of the proportionate capacity.
- Subsequent to the contract term, infrastructure company retains non-operated working interest ownership and can negotiate new fixed contracts or participate according to their proportionate share
- Infrastructure company acquires a producer’s midstream asset and the producer leases it back for a fixed term; paying a fixed processing/financing fee
- Producer is responsible for operatorship including all overhead, expertise, operating and capital expenditures, legal and environmental obligations
- Upon lease termination, infrastructure company can sell it back or renegotiate a new lease
Subsidiaries
Topaz Energy Corp.’s wholly owned subsidiaries include:
- Keystone Royalty Corp. (amalgamated with Topaz Energy Corp. April 29, 2022)
- Reserve Royalty Commercial Trust
- Reserve Royalty Limited Partnership
- Reserve Royalty GP Ltd.
- Reserve Royalty GP#2 Ltd.
- Reserve Royalty (Manitoba) LP
- Jarvie Royalty Partnership