assets of heat pump installation company Cool Planet Technologies Ltd. for £0.5 million in cash. This aimed to boost the company's strategy of developing a broad range of low carbon technologies and advice. In February 2012, Centrica signed a £2 billion three-year contract with Qatargas for the purchase of 2.4 million tonnes a year of liquefied natural gas. In March 2011, Centrica agreed the sale of the electricity and gas supply business of its Netherlands based subsidiary Oxxio to Eneco BV for €72 million (£63 million) in cash. The sale completed Centrica's exit from the supply of electricity and gas in Continental Europe, following the earlier disposal of its supply businesses in Belgium and Spain. In November 2011, Centrica agreed to buy $1.6 billion stakes of eight fields on the Norwegian continental shelf from Statoil ASA. In a second deal, Centrica agreed to buy five billion cubic meters a year gas from the same company from 2015 to 2025 as equal to 5% of gas consumption in the United Kingdom. Centrica's Germany based trading division Centrica Energie GmbH was closed in April 2012. In July 2013, it was announced that Centrica would acquire the energy marketing unit of Hess Corporation for $1.03 billion. In March 2014, Centrica acquired the retail arm and other assets belonging to Ireland's state owned Bord Gáis for a fee of around €1.1 billion. In 2010, Centrica entered into joint venture arrangements with Tullow Oil to explore for oil in the South Lokichar Basin in Kenya. In August 2014, Tullow, the operator, revealed significant oil discoveries had been made in the Etom 1 exploration well and testing block 10BB, which expanded the already proven South Lokichar Basin "significantly northwards," taking in an additional 247 km2. In September 2013, Centrica established Hive as part of its Connected Home offering, building on its Remote Heating Control service provided through its British Gas subsidiary. In February 2015, in light of significantly changed circumstances, a fundamental strategic review was launched. This focused on outlook and sources of growth; portfolio mix and capital intensity; operating capability and efficiency; and group financial framework. The review was a detailed analysis of the group's prospects, led by Centrica's senior management. It concluded that Centrica's strength lay in being a customer-facing business and that all activities and priorities would focus on meeting customers' changing needs. The shape of the group would be reworked to reflect