Gasol plc acquired a 75% equity stake in Afgas Infrastructure Limited and Afgas Nigeria Limited during the fiscal year. Since the fiscal year end, Gasol exercised its option to acquire the remaining 80% of African LNG Holdings, providing a foundation to build a significant gas business in West Africa. Gasol's strategy is to identify and develop opportunities along the natural gas value chain in Africa, initially focusing on Nigeria and Equatorial Guinea, with the goal of connecting African gas reserves to global markets.

1. The Africa-focused
gas independent
Gasol plc Annual Report and Accounts 2008

2. Gasol plc is an AIM-listed company founded
listed
to identify and secure commercially attractive
opportunities in the newly
newly-emerging African
gas sector. Through a carefully considered
programme of acquisitions, investments and
strategic alliances, Gasol aims to become
the industry’s premier Africa
Africa-focused gas
independent, delivering value by connecting
African gas to markets worldwide.
Business Review Financial Statements
01 Highlights 2007/08 26 Consolidated Income Statement
02 At a Glance 27 Consolidated Statement of Changes in Equity
04 Our Strategy 28 Company Statement of Changes in Equity
06 Chairman’s Statement 29 Consolidated Balance Sheet
08 Chief Executive Officer’s Statement 30 Company Balance Sheet
12 Financial Review 31 Consolidated Cash Flow Statement
14 Board of Directors 32 Company Cash Flow Statement
16 Strategic Advisors 33 Notes to the Consolidated Financial Statements
53 Notes to the Company Financial Statements
Corporate Governance
17 Directors’ Report Shareholder Information
20 Corporate Governance Statement IBC Officers and Professional Partners
22 Report of the Remuneration Committee
24 Statement of Directors’ Responsibilities
25 Independent Auditors’ Report

3. Highlights 2007/08
> Option to acquire the remaining 80% of
African LNG Holdings successfully exercised
since year
year-end.
>Co-operation agreement signed between
operation
African LNG, E.ON Ruhrgas AG and
Afren plc to assess the feasibility of developing,
aggregating and monetising Nigerian gas
reserves for domestic and export purposes.
> Significant strengthening of the Board with the
appointments of the Chief Executive Officer
and two Non
Non-Executive Directors during the
year under review, of Dr Lukman as Strategic
Advisor to the Board and, since the year
year-end,
of a Non
Non-Executive Chairman, a Chief Financial
Officer and Mr Ethelbert Cooper as Strategic
Advisor to the Board.
> Acquisition of 75% of Afgas Infrastructure
Limited, a project company established to
support the gas infrastructure
infrastructure-related activities
in the Gulf of Guinea region, and of 75% of
Afgas Nigeria Limited.
Annual Report and Accounts 2008 Gasol plc 01

4. At a Glance
Gasol’s goal is to identify and secure commercially attractive
opportunities arising in Africa following the end to the traditional
domination of the gas chain by the oil and gas majors. Through its
strategy of aggregating small-scale reserves, creating alliances in the
scale
gas chain, focusing on LNG, using technology innovatively and
building an experienced and well-connected team, Gasol is ideally
connected
placed to become the premier Africa
Africa-focused gas independent.
over
tcf
estimated proved and probable gas
reserves in the Gulf of Guinea
Nigeria
tcf
Côte
d’Ivoire
Cameroon
Equatorial
Guinea
Congo
Gabon
Gulf of
Guinea
estimated proved and probable gas
reserves in Nigeria Angola
Untapped gas reserves (tcf)
Nigeria 180.0
Angola 12.2
Equatorial Guinea 8.0
Cameroon 3.4
Gabon 2.2
Côte d’Ivoire 1.5
Congo 1.2
02 Gasol plc Annual Report and Accounts 2008

5. Why gas? Gasol believes the global gas market will continue to provide
value-enhancing opportunities for the foreseeable future. Prices
enhancing
are currently at record levels in many markets and global gas demand
is forecast by the International Energy Agency to grow at over 2%
per annum to 2030, driven by economic growth and the demand
for gas-fired power generation.
fired
Why LNG? Given the depletion of US and European indigenous supplies,
the challenge of building new pipeline infrastructure and the
geographical distances, LNG is becoming increasingly attractive.
Demand is set to rise by over 8% per annum to 2020. Moreover, as
the LNG market becomes increasingly global, there will be increased
opportunities to benefit from pricing arbitrage between
the regional markets.
Why Africa? As traditional reserves of natural gas decline and the large consumer
nations seek new, secure sources of supply, relatively underdeveloped
African fields become increasingly valuable.
The robust commercial environment, together with improvements in
technology, has allowed previously uneconomic gas finds to be
aggregated and brought to market.
The Gulf of Guinea, with over 200 trillion cubic feet of reserves,
nearly 90% of which are situated in Nigeria, is particularly well
well-
situated geographically between the large US and European
customers and the rapidly
rapidly-growing Far East markets.
Why independent? The competitive landscape has changed fundamentally; the producing
countries want greater rewards from their resources, while barriers to
entry such as technology and finance, which previously gave the oil
majors almost insurmountable advantages, have been significantly
lowered, allowing others to compete.
Why Gasol? Gasol is a gas independent, with the specialist skills and knowledge
to exploit the changing marketplace. Through its focus on gas aggregation
in Africa; its strategic alliances and alignment with host governments; its
innovative use of technology; and its experienced board and management
team, with their African expertise and relationships, it is well-placed to
develop a substantial gas business.
Annual Report and Accounts 2008 Gasol plc 03

6. Our Strategy
Gasol value chain
Gasol’s strategy is to identify and develop commercially attractive
opportunities in the gas sector, with initial focus on liquefied natural gas
(LNG), sourced from Africa’s Gulf of Guinea region. our aim is to create
a substantial value chain through a series of partnerships involving gas
gathering, liquefaction and the shipment and regasification of LNG into
high-value markets worldwide.
Upstream Securing access to low
low-cost small-scale reserves
Gasol seeks preferential access to gas through partnerships with
upstream players such as Afren, with whom we have exclusive right
of first refusal to purchase and market its natural gas.
Pipeline Pipelines – building infrastructure to aggregate gas
Gasol intends to develop gas gathering, transportation and processing
facilities to aggregate sufficient gas from numerous small sites to
make monetisation viable.
Liquefaction Liquefaction – building plants to export stranded gas
Gasol is assessing and developing opportunities for conventional
land-based plant, as well as smaller land and floating plants, in
based
collaboration with strategic partners.
Ships Ships – transporting LNG to world markets
Gasol will explore opportunities to invest in LNG shipping, as part
of the gas value chain.
Regasification and marketing Regasification and marketing – benefiting from high-value,
high-growth world markets, supporting local markets
growth
Gasol’s strategy is to develop long
long-term LNG sales contracts with key
export markets, access regasification capacity, and seek arbitrage
opportunities. Gasol will also help develop local gas markets, selling
to local industry and power stations.
04 Gasol plc Annual Report and Accounts 2008

7. Five strategic differentiators
Five factors give Gasol its unique strategic advantage in a competitive
world: a focus on aggregating smaller-scale gas reserves; a strong team
scale
supported by eminent strategic advisors; African expertise and cultural
affinity; skilled use of the latest technology; and “value chain” partnerships.
Our gas aggregation policy Historically, international oil companies have tended to neglect
smaller-scale gas finds in West Africa, although large
scale large-scale resources
to access and monetise of associated and non
non-associated gas have been developed to supply
low-cost reserves traditional land
land-based multi-train liquefaction plants. Following the
recent disintermediation within the industry, Gasol is working with
partners such as Afren, E.ON and Sonagas to unlock the value in
smaller deposits by aggregating their reserves.
Our strong team Gasol has brought together a management team with substantial
experience of the gas sector and LNG in particular. Between them
they have worked for some of the industry’s most successful companies,
such as Shell, BG Group, Nigeria LNG and Egyptian LNG. The
Board is privileged to have access to the invaluable expertise and
relationships of its Strategic Advisers and their extensive experience
in developing gas opportunities in Africa.
Our African focus, Gasol takes particular pride in its understanding of and respect for
the culture of the countries in which it operates, and seeks to ensure
expertise and cultural affinity that its business is conducted with a view to sharing the commercial
benefits. We will be working closely with host governments and
communities to align our business to local priorities; for example, gas
will be available to domestic power sectors as well as for supplying
LNG export markets.
Our innovative use Gasol is exploring innovative technologies designed to exploit smaller
gas fields. These include the new, smaller
smaller-scale liquefaction
of technology technologies and floating liquefaction units, which can facilitate
commercial liquefaction at a lower threshold of proven gas reserves
than current solutions.
Our partnerships connecting Gasol has already successfully developed relationships and alliances
with companies along the value chain, including utility majors,
the gas value chain national oil and gas companies, and other independents. These
include partnerships with E.ON Ruhrgas AG and Teekay
Corporation, both leading companies in their own fields.
Annual Report and Accounts 2008 Gasol plc 05

8. Chairman’s Statement
for the year ended 29 February 2008
I was honoured to be invited to become Chairman of Gasol as it
embarks on its new trajectory following the acquisition of the
remaining 80% shareholding in African LNG Holding. The
combined resources of the enlarged Group represent an excellent
springboard from which to achieve our targets of becoming the
leading Africa
Africa-focused gas independent.
“ The combined resources of the enlarged
Group represent an excellent springboard
roup
from which to achieve our targets of
becoming the leading Africa
Africa-focused
gas independent.”
06 Gasol plc Annual Report and Accounts 2008

9. Opportunities now exist for Gasol has an initial focus on Liquefied Natural Gas (LNG). This has
independents in LNG traditionally been a business for the “big boys”: the oil majors and
national oil companies. However, with the opening up of many new
markets, deregulation and new technical developments, the LNG
business has become global and very dynamic. This has created
opportunities for smaller, nimble, independent players, not only in
regasification, shipping and trading, but also in liquefaction.
I personally have been involved in the LNG business for more than
30 years, seeing it develop from an integrated, regional business, with
very few projects and customers, to the multi
multi-project, multi-
destination, fast
fast-growing industry it is today.
Value Creation through co-operation Of the various LNG projects with which I have been involved, the
and sharing of strengths Nigeria LNG project is a perfect example: who would have thought,
after the slow and painful realisation of the first two trains, that it
would become a shining instance of what can be achieved with
positive cooperation between Government, local authorities and
people, and the companies involved, contributing not only financially
but also in the training and development of many local staff?
I look forward to seeing Gasol build on this kind of cooperation
throughout West Africa, helping independents and local resource
owners to create value for their assets.
Gasol management Finally, our future success depends on a strong Board. The
significantly enhanced appointments of Soumo Bose, previously CFO at Egyptian LNG,
as our Chief Executive Officer, followed by the arrival of Rachel
English, formerly in senior management at BG Group and Shell,
as Chief Financial Officer, offer us precisely the executive experience
and calibre required. I am also pleased to announce that Dr Charles
Osezua, Chairman of the Owel Owel-Linkso Group, a leading gas
company in West Africa, and Mr Paul Biggs, a partner of Trinity
International LLP, have been appointed as NonNon-Executive Directors.
Gasol is further strengthened by the appointment of two eminent
Strategic Advisors to the Board: Dr Rilwanu Lukman and, in June,
Mr Ethelbert Cooper.
Theo Oerlemans
Chairman
Annual Report and Accounts 2008 Gasol plc 07

10. Chief Executive Officer’s Statement
for the year ended 29 February 2008
The financial year 2007/08, together with the period following the
year-end, represents a milestone in the evolution of Gasol. We have
end,
considerably strengthened the Board and management team;
completed the acquisition of 100% of African LNG and 75% of both
Afgas Infrastructure Limited and Afgas Nigeria; established strategic
alliances with two major international organisations, E.ON (Europe’s
largest integrated utility), and Teekay Corporation (the marine
services company); and have built upon our existing relationship
with Afren plc.
With these achievements in place, the Company is ideally
positioned to build a substantial business along the gas value chain
and it is with pride that I present my first review as Gasol’s Chief
Executive Officer.
“ With strong fundamentals in the gas and
LNG business and key acquisitions, Gasol
is now in a position to take its business to
the next level.”
08 Gasol plc Annual Report and Accounts 2008

11. “The past year has been
a watershed for gasol;
its acquisitions and
partnerships have ideally
positioned the Company to
build a substantial business
along the gas value chain.”
Gasol – an African gas play Our strategy is to monetise gas reserves in Africa, which historically
have been regarded as stranded; we have an initial focus on Nigeria
and Equatorial Guinea. Given the substantial reserves in this region,
we see exciting growth opportunities. We intend to establish a series
of partnerships involving gas gathering, liquefaction of natural gas
and the shipment and regasification of LNG into high-value markets
worldwide. We are also exploring synergistic gas monetisation
opportunities such as Liquefied Petroleum Gas (LPG) and Gas to
Liquids (GTL).
The gas sector continues The fundamentals of the gas markets and, within them, of LNG, are
to be attractive robust. Global demand for gas and LNG is forecast to continue to
grow and prices are expected to remain at their current high levels
for the foreseeable future. Gasol is in prime position to take advantage
of this market, due to our expertise and knowledge of the African gas
sector, where the aggregation of “stranded gas” discoveries now
represents a particularly attractive business opportunity.
We have completed some During the period under review, Gasol acquired a 75% equity stake
important acquisitions in Afgas Infrastructure Limited, which has development activities in
gas aggregation and processing systems, and 75% of Afgas Nigeria
Limited, whose activities are focused on gas infrastructure and other
gas related activities in Nigeria. The combined cash consideration for
these acquisitions was £400,000.
Since the financial year end, Gasol has exercised its option to acquire
the remaining 80% of African LNG, a landmark development for
Gasol and its shareholders, providing the springboard from which we
will build a significant gas business in the Gulf of Guinea. African
LNG brings a combination of business opportunities at various stages
of development, relationships in the region, and a management team
with significant experience in African oil and gas. The vendor, African
Gas Development Corporation (“AFGAS”), and those acting in
concert with AFGAS, now hold approximately 63% of Gasol’s issued
share capital.
Annual Report and Accounts 2008 Gasol plc 09

12. Chief Executive Officer’s Statement
continued
We have made good progress in our We are actively developing key relationships and alliances with
organic business development companies along the gas value chain in order to progress our business
development activities.
Upstream – Alliance with Afren plc Gasol’s strategic relationship with Afren plc – which includes our
right of first refusal to purchase gas – provides access to a significant
number of small
small-scale gas reserves in Africa. In March 2008, Afren
signed Production Sharing Contracts for blocks OPL 907 and 917 in
the gas rich Anambra basin area of Nigeria; OPL 907 contains the
Akukwa gas and condensate discovery while OPL 917 contains the
Igbariam gas and oil discovery.
Gas aggregation and monetisation – Nigeria In January 2008, African LNG entered into a cooperation agreement
with Afren and E.ON Ruhrgas AG to investigate the availability and
accessibility of gas in Nigeria, with a focus on the Anambra Basin and
South Eastern regions. The parties intend to develop, collect and
monetise gas for domestic and export purposes, in line with the Federal
Government of Nigeria’s Gas Master Plan and are working to evaluate
the opportunity, focusing upon, inter alia, upstream data, and the cost
of infrastructure development, the capacity of and technology to be
used in any potential liquefaction facility, and the location of facilities.
Gas infrastructure and monetisation – Gasol’s strategic relationship with Afgas provides an opportunity to
Equatorial Guinea work with Sonagas, the state-owned gas company of Equatorial
Guinea, under a joint venture agreement to monetise gas located
offshore. During the year under review, Afgas assigned its rights
under this Joint Venture (subject to consent from Sonagas and other
necessary approvals) to sell and market gas to African LNG.
Heads of Agreement for floating LNG In April, Gasol and African LNG signed important Heads of
– Teekay Corporation Agreement with Teekay Corporation, which owns and operates
LNG carriers and other marine energy transportation and production
vessels, to develop LNG capacity using floating LNG technologies.
We have strengthened our team One of my first tasks following my appointment was to ensure that,
in order to deliver our strategy, Gasol had access to the highest levels
of skill and experience.
In this respect, we are delighted to welcome Theo Oerlemans as
Non-Executive Chairman of Gasol. Theo spent almost 40 years
Executive
10 Gasol plc Annual Report and Accounts 2008

13. with Shell, developing and managing international gas projects,
and has extensive West African experience. Theo himself has
already reported on some of our other key appointments, including
the appointment of Rachel English as Chief Financial Officer,
which have significantly strengthened the quality and calibre
of the Gasol Board.
Attracting and retaining high quality staff is vital to our business
success. Our acquisition of African LNG has already endowed us
with a ready
ready-formed team of professionals, considerably experienced
in the gas industry and in African LNG in particular, and we will
continue to build our management team in line with our business
growth and strategy. Important additions to our senior team include
Miles Thomas, appointed Company Secretary in June 2008, and
Mike Burdon, who joined as Commercial Director of African LNG.
Miles has experience advising on banking, corporate and project
finance transactions at Latham & Watkins and White & Case. Mike
was formerly head of the London LNG practice at Poten & Partners.
Outlook and challenges The year ahead is promising; with strong fundamentals in the gas and
LNG business and key acquisitions in place, Gasol is now in a position
to take its business to the next level. We expect to see good progress in
the various projects and opportunities being pursued by the Company.
However, we are building a business with long
long-term horizons, large
capital requirements, and dependencies on host government policies,
which means we also have various challenges to overcome. These
include the increasing capital cost of projects, which has delayed
several projects worldwide and the intensified competition from
energy majors and sovereign states in the race for gas assets and
energy security.
Gasol has an innovative business model and, with its strategic
differentiators as a niche player, is well
well-placed to meet these
challenges, convert its opportunities into successes and deliver
value to shareholders.
Soumo Bose
Chief Executive Officer
Annual Report and Accounts 2008 Gasol plc 11

14. Financial Review
for the year ended 29 February 2008
I am pleased to have joined Gasol at this exciting period in its
development and I very much look forward to the journey ahead.
Financial results
The Group recorded a loss for the year of £2.73m (2007: £1.13m),
equating to a loss per share of 1.75p (2007: 0.89p). This comprised
mainly business development costs and conservatively managed
administrative expenses and represents the strengthening of the
management team and the implementation of Gasol’s business
development plan. The movements in goodwill and intangible assets
relate to the acquisitions during the year of Afgas Infrastructure
Limited and Afgas Nigeria Limited. Gasol maintains a strong
balance sheet with net assets of £8.03m at 29 February 2008
(28 February 2007: £10.58m).
We are selecting and structuring our opportunities
As Soumo articulates in his statement, our aim is to capitalise on
opportunities in the gas sector as they arise from a now more
disintermediated,
disintermediated or fragmented, value chain. The challenge will
be to select those with the greatest potential and structure them to
mitigate the risks and maximise the rewards. A process to establish
an investments framework to evaluate and select the most
commercially attractive opportunities has been implemented
implemented.
“We have reviewed our internal financial
controls, established a financial reporting
framework and enhanced our management
processes to prepare us for growth.”
12 Gasol plc Annual Report and Accounts 2008

15. We have raised capital Cash expenditure during the year amounted to £3.5m, of which
£0.7m related to non
non-recurring expenditure. In April 2008, Gasol
announced the successful placing of 50,000,000 ordinary shares,
which raised £4m from new investors and existing shareholders; the
proceeds are financing our current business development activities.
Further funding will be sought as new opportunities crystallise and/
or existing projects mature into the next phase of development.
We are spending our capital wisely... Since my arrival, we have reviewed our internal financial controls,
established a financial reporting framework and enhanced our
management processes to prepare us for growth. We are also
exercising cost control procedures to manage our costs while
supporting business growth.
...and managing our risks The gas sector offers tremendous opportunity to create value.
However, it is a sector with inherent risks that a business like
ours, with long
long-term horizons, large capital requirements, and
dependencies on host government policies, must guard against. Gasol
has put in place a system for risk management that identifies, assesses
and manages the risks, a system that will be kept under constant
review as our business matures.
We have a transparent investor Gasol is committed to communicating our strategy and plans to
relations programme shareholders, with regular updates on progress.
Gasol is committed to maintaining high standards of corporate
governance, as detailed on pages 20 to 21. Although AIM
AIM-listed
We are committed to the highest companies are not obliged to comply with the Combined Code on
standard of corporate governance Corporate Governance, we have adopted the principles appropriate
for a company of our size.
Rachel English
Chief Financial Officer
Annual Report and Accounts 2008 Gasol plc 13

16. Board of Directors
Mr Theo Oerlemans (70)
Chairman
Theo Oerlemans has over 40 years’ experience in gas and LNG.
He had a long and distinguished career at Shell, mostly in the
development and management of Shell’s international gas and
LNG business. As a Director of Shell International Gas Ltd he
was involved in the development of Shell LNG Projects such as
Sakhalin, Oman, Brunei and Malaysia. From 1993 to 1997 he was
Managing Director and Chief Executive of Nigeria LNG Limited.
Mr Oerlemans holds an MSc in Engineering from the University
of Delft.
Soumo Bose (45)
Chief Executive Officer
Soumo Bose has had an extensive international career. He brings
substantial global experience of the gas sector, having lived and worked
in Egypt, China, India, UK, France and Netherlands. At BG Group,
he was Chief Financial Officer and BG’s senior representative at
Egyptian LNG. At SHV Gas, he held a variety of senior management
positions, including reporting directly to the Global CEO.
Mr Bose is a member of the Institute of Chartered Accountants of
India and a graduate of the University of Calcutta.
Rachel English (46)
Chief Financial Officer
Rachel English has 23 years’ international experience in the energy
sector, working along the energy chain in exploration & production,
LNG and power. She has held senior positions in leading energy
companies, most recently at BG Group and Shell, with
responsibilities spanning corporate strategy, mergers and acquisitions,
business planning, project finance and business development.
Ms English is a Fellow of the Institute of Chartered Accountants in
England and Wales and a graduate of the University of Oxford.
14 Gasol plc Annual Report and Accounts 2008

17. Osman Shahenshah (46)
Non-Executive Director
Osman Shahenshah has 20 years’ experience in oil and gas finance,
developing and implementing projects worldwide, working with the
Major and National Oil Companies.
He is the Chief Executive Officer of Afren plc, the Africa-focused
oil independent. His career has included senior positions at the
International Finance Corporation, Dresdner Kleinwort Wasserstein
and Medicredito Centrale.
Charles Osezua (55)
Non-Executive Director
Dr. Charles Osezua is an authority on the emerging West African gas
market, with oil and gas industry experience spanning 20 years.
Dr. Osezua is Chairman of the Owel-Linkso Group in Nigeria, a
services company providing solutions to the oil and gas sector.
Formerly, he was Special Assistant on Petroleum Matters to the Head
of State, Federal Republic of Nigeria and a member of the Technical
Advisory Committee of Nigeria LNG Limited.
Paul Biggs (42)
Non-Executive Director
Paul Biggs, a project finance specialist with a focus on emerging
markets, is a Senior Partner of the specialised law firm Trinity
International LLP.
Prior to joining Trinity, Mr Biggs was head of the Project Finance
Group at Cadwalader Wickersham & Taft LLP, and before that a
Cadwalader,
partner at CMS Cameron McKenna. Mr Biggs also spent five years
at the Commonwealth Development Corporation.
Haresh Kanabar (50)
Non-Executive Director
Haresh Kanabar has 20 years’ experience in senior management of
various companies and industries, including many AIM –listed
companies. He is currently a director of Aurum Mining plc, Blue Star
Capital plc, Indian Restaurants Group plc, Silentpoint plc,
Silentpoint Property Limited, India Star Energy plc and Venteco plc.
Prior to this Mr. Kanabar held a number of management and senior
finance positions in five companies since 1997.
Annual Report and Accounts 2008 Gasol plc 15

18. Strategic Advisors
Dr Rilwanu Lukman (69) Dr Lukman is an internationally known and respected figure in the
Strategic Advisor to the Board oil and gas industry.
He is currently the Honorary Advisor on Energy and Strategic
Matters to the President of Nigeria and is also Non
Non-Executive
Chairman of Afren plc. Previously key appointments have included:
Secretary General of OPEC (six years), President of OPEC (nine
sessions), Nigerian Minister of Petroleum Resources, Special Advisor
to the Nigerian President for Oil and Gas, Nigerian Minister of
Foreign Affairs, Nigerian Minister of Mines, and Founder and
Chairman of the African Petroleum Producers Association.
Dr Lukman holds a Bachelor of Science degree from the Royal
College of Mines, Imperial College (London), and follow
follow-on
diplomas, including doctorates, from prestigious institutions
including the University of Leoben (Austria), McGill University
(Montreal), University of Bologna (Italy) and Ahmadu Bello
University and the University of Maiduguri in Nigeria. He was made
a Knight of the British Empire (KBE) in 1989 and Officer of the
Legion d’Honneur of France in 1990.
Ethelbert J L Cooper (54) Mr Cooper has been active in the African natural resources sector
Strategic Advisor to the Board for over 25 years.
During the 1980s he devised and led an initiative to restructure
what, at the time, was Liberia’s biggest industrial project – an iron
ore mining company with capital investment of over $600m.
Mr Cooper also formed Liberia’s mining parastatal, whose
management, marketing and financing requirements were
contracted to Mr Cooper’s companies.
Mr Cooper is a founding member and Chairman of the Liberian
International Development Foundation and a Founder and Director
of the African’s African American Foundation. Mr Cooper is also a
member of the National Advisory Board of WEB Du Bois Institute
of African Studies at Harvard University.
16 Gasol plc Annual Report and Accounts 2008