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Hydrodec Share Price (HYR)



Share Price Information for Hydrodec (HYR)


Share Price: 7.75Bid: 7.50Ask: 8.00Change: 0.00 (0.00%)No Movement on Hydrodec
Spread: 0.50Spread as %: 6.67%Open: 7.75High: 7.75Low: 7.75Yesterday’s Close: 7.75

Hydrodec Group Plc Ord 0.5P

Hydrodec is listed in the FTSE AIM All-Share
Hydrodec is part of the Alternative Energy sector






Share Price SpacerPrice
7.75

Share Price SpacerBid
7.50

Share Price SpacerAsk
8.00

Share Price SpacerChange
0%0.00

Share Price SpacerVolume
1,750,237

Share Price SpacerOpen
7.75

Share Price SpacerHigh
7.75

Share Price SpacerLow
7.75

Share Price SpacerClose
7.75

Share Price SpacerCurrency
GBX


Currency Issue Country Shares in Issue Market Capitalisation Market Size
GBX GB 746.68m £57.87m 20,000

52 Week High 15.25 52 Week High Date 26-FEB-2014
52 Week Low 6.63 52 Week Low Date 16-DEC-2014

# Trades Vol. Sold Vol. Bought PE Ratio Earnings Dividend Yield
19 897,380 852,857 -3.426 -2.26 0.00 0.00




Date
Time
Trade Prc
Volume
Buy/Sell
Bid
Ask
Value
 

23-Jan-15
16:29:08
7.75
750,000
 
7.50
8.00
58.13k
Trade Type:
Ordinary

23-Jan-15
16:32:16
7.80
750,000
Buy* 
7.50
8.00
58.50k
Trade Type:
Ordinary

23-Jan-15
16:18:21
7.65
1,847
Sell* 
7.50
8.00
141.30
Trade Type:
Ordinary


*Buys and Sells are calculated on the difference between the trade price and the current mid price. As such, they can occasionally be incorrect.

View more Hydrodec trades >>

Directors Deals for Hydrodec (HYR)
Trade DateActionNotifierPriceCurrencyAmountHolding
18-Jun-14Notification of Holding
Trade Notifier Information for HydroDec Group
Andrew Black held the position of Non-Executive Director at HydroDec Group at the time of this trade.
 Andrew Black
00181824857
09-Jun-14Buy
Trade Notifier Information for HydroDec Group
Andrew Black held the position of Non-Executive Director at HydroDec Group at the time of this trade.
 Andrew Black
11GBX1,909,091178053889
09-Jun-14Buy
Trade Notifier Information for HydroDec Group
Alan Carruthers held the position of Non-Executive Director at HydroDec Group at the time of this trade.
 Alan Carruthers
11GBX454,5451733433
View more Hydrodec directors dealings >>

Date/Time
Author
Subject
Share Price
Opinion
Sun 22:04
nastid
RE: Going Forwards
7.75
No Opinion

I think you're right, if some agreement hadn't already been established, a true to life 3D depiction, and location wouldn't have appeared in the slides I'm sure. We haven't had further mention of reactors No. Two and Three (trains 2-6, can get confusing if you stop concentrating) beyond that they are in progress. Considering the speedy construction of reactor one, It took four months for the first one to be built by Zeton, and having presumably done most of the difficult work at that time, I'm expecting the next reactors to be ready end Feb. Using their experience on the first one, they could be building them in parallel. Once factory based acceptance testing is complete they could indeed be delivered on schedule. Seems good timing to coincide with the March RNS. Having all three commissioned by Q1 might be a real push though, I'd rather they get up to speed on no1 and then have a slick routine for the next ones. The other factor is personnel, if the same Hydrodec people are in Canada and then the US, they can't be in two places at once. They are managing the whole process as one project, as each new reactor is accepted and commissioned. Whether this means that all need to be in place before serious testing, or can be done in a phased approach as each one arrives, I couldn't say. Gauging by what was said and the tone of delivery, testing will be extensive taking up at the very least Q1-Q2.. But real production, assuming internal and external sign off (OEM and guessing, local authorities) of all units as a whole, to fire up somewhere in Q3. Considering starting volumes, safety etc, all three might be put through their paces, but I wont expect 'normal' operations until the start of next year. Besides with compressed/parallel schedules, it might take a while to reach theoretically maximum levels, which is quite exciting if you like that sort of thing. The above is my take, and could very well be wrong.
Sun 20:11
bdroop
RE: Going Forwards
7.75
No Opinion

Not sure. It looks a little dusty though doesn't it? It mentions 2012 so it could be a couple of years old. I couldn't find a date stamp for it though. What was your impression on how many trains will be in Canton by Q1 - two? I missed specific mention as the remainder didn't seem to be nailed on to be on site early on and would possibly come later - tests and QC checks or not...That might have been glossed over? That would be good to know..
Sun 19:10
nastid
RE: Going Forwards
7.75
No Opinion

Thanks bdroop, Good insightful post. I think that was what Ian was saying when he mentioned reorganising the OSS group. Having been focused on the Canton rebuild and the insurance, maybe the restructure could've been sooner, but they've addressed that, and I believe the aim is to bring it inline with the similar ethos (at least in a business sense) as Hydrodec (having itself benefited from Ian's industry experience to reconfigure the business model). If you look back at the Canton rns, before the fire, I think a lot of the improvements, including margins were a lot to do with Ian's changes, rather than simply a better market, which for periods was actually challenging. So there is a good track record, and hopefully they have and are now doing the same for OSS. Nice find on the link - was that an old brochure?
Sun 17:56
bdroop
Going Forwards
7.75
No Opinion

Thx Nastid. This all makes very interesting reading. It's good to see the necessary ambition evident from within the BoD. It's all very coherent and wired up. The CEPS tie up presents a very clear road map, it helps create a sense of investing in something tangible. I have a tiny niggle that in the face of such ambition a company will always spend more time looking at and moving towards the big picture at the expense of the basics of cost control within OSS - the non "sexy" stuff if you like. So I hope they can still look to spend more time on efficiencies and savings, or create a really effective management team below the BoD to drive a business like OSS along. I'm not convinced the entire OSS group fits well within the Hydrodec business culture in truth, but maybe it can... Dealing with insurance issues, access to finance etc., have been the obvious priorities but the cost base and financial controls of wiring up all the day to day of waste collection, invoicing, and systems improvements across the whole group is the unsung "detail" work that helps make businesses "hum". ...Only really a comment directed about the business going forwards as opposed to events over the past year... And another link - http://docs.novaloca.com/77623_635082697261950000.pdf I was at the presentation the other day too so can confirm the accuracy of Nastid's reportage to anyone here.
Sun 14:38
nastid
UK cont
7.75
No Opinion

Expanding on aspiration or ambition. In the US it's mostly a question of logistics, move one quantity from place A to place B, and the oil falls under the same consideration with regards to standards, throughout the states. In the EU this is not the case, with small envelopes of supply/legislation/regs** etc. This makes it more difficult, but at the same time opens up opportunities in pricing. When you also add import costs etc, it makes a compelling argument for Hydrodec's business case. Hydrodec will be be able to strongly compete against oil imports with all those associated costs, piece meal logistics, by supplying their own premium lube/T oils. The plan is to use their unique disruptive tech to attack the UK/EUR markets, which also tend towards the lower scale on quality. **Framework/Regulations. The UK Enviro/Energy dep have asked for help in establishing an up to date waste oil management framework. Since most companies are happy the way it is, especially those producing the lower quality products, there was only one hand that went up.. any guesses..? Who has on their board someone with a wealth of experience including as a minister for energy, responsible for oil, gas and renewable energy policy... This ties up nicely with what I was saying at the start about the board and people, Lord Moynihan's experience will make a big difference to Hydrodec's future. I believe Ian and Lord Moynihan will be having meetings with government representatives, sometime soon. So ends my reporting of the 22nd lunchtime presentation, apart from any small bits I may add that I missed. Hopefully it reflects accurately everything that was said. All in all, some very ambitious plans, and on paper the business case is very strong, and Hydrodec have the people to achieve it.
Sun 14:22
nastid
UK
7.75
No Opinion

Starting of with OSS There has been a big shift in business model and the savings (500k) are part of that process. There was a recognition that there was too much focus on 'cheap', rather than aligning to their strengths, i.e using their market footprint/scale to offer a complete solution to the large motor/industrial clients. There is room to gain market share, (see page 8) the blue is current and green is to target. The green actually also includes previous OSS customers, that may have been lost due to the old model. I've mentioned that looking at the slides (pg 4), OSS's margins are reduced but seem to be holding up. The line chart shows 'average', and like most average based indicators, they are trailing, so could take time to go up or down. ESSAR. Briefly, and I've posted before, at first I was excited about the news, then when I delved into the company, I had grave misgivings. There wasn't much discussion, obviously having a partner shares some of the risks, but it was pointed out that ESSAR would've had a lot of the control, would've set their own timeframe and Hydrodec would've been at the tail end of the process. The old site is also a mess. To be honest i wouldn't be surprised if ESSAR went into talks partly with a mind to block competitors, be it Hydrodec alone or jointly. Current lube market - new oil approx 800million L/y (Exxon having a large share) - used oil 300million L/y Proposed Hydrodec UK lube plant - 150million L/y T-oil plant (same location) I'm pretty sure it was around 15ML/y The lube plant, two major phases both 75ML/y. First phase (end 2016) the base CEP process, second phase (2018) to incorporate the Hydrodec proprietary improved process (from grp II+ to grp III). I assume this includes upgrading phase one as well. T-oil 2017. The question was asked why not do it all as one project. Answer, execution risk and finances... which leads me nicely to costs Phase one approx $45M Phase two approx $30 T-oil $10M No mention of partner* or what their preferred debt vehicle will be. Guessing any combination of partner (if they can), debt over plant, and share offerings, warrants etc. *interestingly I took note that there is a German company with similar aspirations i.e. high quality oil, so maybe they can reach out to them, or even have done, but nothing official. As you can see from the slides (pg 4 the premium lube grades II+/III have retained a price premium or not suffered as much as the lower grades in the oil rout. The move to lubes from the current OSS offering, will see much more attractive margins. This is also solidly backed up by it only costing around 15% more to output the lubes over current processes. ...

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