More annual reports from Crescita Therapeutics Inc.:
2020 ReportPeers and competitors of Crescita Therapeutics Inc.:
Vermilion EnergyC
a
l
t
e
x
A
u
s
t
r
a
l
i
a
L
i
m
i
t
e
d
2
0
1
5
A
N
N
U
A
L
R
E
P
O
R
T
E
C
N
E
I
N
E
V
N
O
C
F
O
M
O
D
E
E
R
F
5
1
0
2
T
R
O
P
E
R
L
A
U
N
N
A
CALTEX AUSTRALIA LIMITED
2015 ANNUAL REPORT
This 2015 Annual Report for Caltex Australia Limited has
been prepared as at 23 February 2016.
The 2015 Annual Report provides a summary of Caltex’s
main operating activities and performance for the year
ended 31 December 2015. The 2015 Financial Report, which
forms part of the 2015 Annual Report, provides detailed
financial information for the Caltex Group for the year ended
31 December 2015. These and other reports are available
from our website (www.caltex.com.au).
When we refer to the Caltex Group in this 2015 Annual
Report, we are referring to:
• Caltex Australia Limited (ACN 004 201 307), which is the
parent company of the Caltex Australia Group and is listed
on the Australian Securities Exchange (ASX)
• our major operating companies, including Caltex Australia
Petroleum Pty Ltd
• a number of wholly owned entities and other entities that
are controlled by the Group.
Please note that terms such as Caltex and Caltex Australia
have the same meaning in the 2015 Annual Report as the
Caltex Group, unless the context requires otherwise.
Shareholders can request a printed copy of the 2015 Annual
Review and/or the 2015 Annual Report (and 2015 Financial
Report), free of charge, by writing to the Company Secretary,
Caltex Australia Limited, Level 24, 2 Market Street, Sydney
NSW 2000 Australia.
FINANCIAL CALENDAR
YEAR ENDED
31 DECEMBER 2015
05 May 2016
Annual General Meeting
YEAR ENDING
31 DECEMBER 2016*
23 August 2016
Half year results and interim
dividend announcement
08 September 2016
Record date for interim
dividend entitlement
30 September 2016
Interim dividend payable
if declared
21 February 2017
Full year results and final
dividend announcement
10 March 2017
Record date for final
dividend entitlement
03 April 2017
Final dividend payable
if declared
* These dates are subject to change.
FRONT COVER: KURNELL WHARF AT
SUNRISE. IMAGE BY CRAIG POWELL,
DECOMMISSIONING AND DEMOLITION
SAFETY SPECIALIST, CALTEX
CALTEX –
THE FREEDOM
OF CONVENIENCE
Cars, planes and ships have forever been symbols of freedom.
They made freedom obtainable. Freedom is a powerful
ideal, a feeling that is empowering and liberating. Freedom
and convenience are ultimately about choice and the ability
to control your own outcomes. Distance, perishability,
quality, range and time are no longer restrictive forces in
the marketplace. Business and consumers are in the now
generation, and this ultimately drives absolute freedom of
choice for everyone. It’s our ability to deliver on this that drives
our business and leverages our deep capabilities in making big
things happen easily, everywhere.
CONTENTS
2015 Financial Report for Caltex Australia Limited
2 2015 Financial Highlights
4 Report from the Chairman and the Managing Director & CEO
6
7 Directors’ Report
52 Financial Statements
95 Comparative financial information
96 Replacement cost of sales operating profit basis of accounting
97 Shareholder information
99 Statistical information
100 Directory
1
2015 FINANCIAL
HIGHLIGHTS
5%
Increase in underlying
Supply and Marketing
earnings before
interest and tax to
$675 million in 2015
97%
Refinery mechanical
availability is consistent
with 2014, and is
a five year high for
Lytton refinery
$188M
Increase in Lytton
refinery profitability to
$406 million with strong
operational performance
capitalising on stronger
refiner margins
8.5B
Litres of fuel sold in Caltex
branded convenience
sites, service centres, truck
stops, service stations,
diesel stops and depot
fronts; a record for the
Consumer Sales division,
a significant increase on
7.8 billion litres in 2014
22
S
T
H
G
I
L
H
G
H
I
I
L
A
C
N
A
N
I
F
5
1
0
2
4.7
5.1
5.1
5.5
5.1
5.5
5.4
4.3
Transport fuel sales volumes continued to
grow in 2015. The higher sales of premium
grades of petrol and diesel, and jet fuel, offset
the long term decline in demand for unleaded
petrol, including E10.
Reduction in refinery transport fuels
production reflects the closure of the Kurnell
refinery in late 2014. Optimal operation of the
Lytton refinery pre and post the two month
maintenance period resulted in excellent
production levels in 2015 for our sole refinery.
Caltex recorded an after-tax profit for the
2015 full year of $628 million, excluding
significant items, on an RCOP basis. This is our
preferred measure, as it excludes net inventory
gains and losses and better represents the
underlying performance of the business.
On a historic cost basis, Caltex recorded an
after-tax profit of $522 million for the 2015 full
year. This includes a crude and inventory loss
of approximately $85 million after tax.
.
7
5
1
.
7
5
1
.
0
6
1
.
4
6
1
.
7
5
1
.
1
7 5
4
.
.
5
1 5
5
.
5
5
.
4
5
.
1
5
.
3
4
.
*
1
3
.
*
2
2
.
11
12
13 14 15
11
12
13
14
15
1
1
1H 2H
1
2
TRANSPORT FUEL SALES
(BILLION LITRES)
REFINERY TRANSPORT FUEL
PRODUCTION (BILLION LITRES)
1
3
1
4
1
5
2.2 *
*3.1
8
2
6
3
9
4
8
5
4
2
3
3
4
6
2
11
12
13 14 15
0
3
5
2
2
5
7
5
0
2
12
13 14 15
REPLACEMENT COST OF
SALES OPERATING PROFIT
(RCOP) ($ MILLION)
HISTORIC COST OF SALES
OPERATING PROFIT
(HCOP) ($ MILLION)
)
4
1
7
(
* Reflects production from the Lytton
refinery only, following the conversion
of the Kurnell refinery.
33
CALTEX 2015 ANNUAL REPORT11
REPORT FROM
THE CHAIRMAN AND
THE MANAGING DIRECTOR & CEO
2015 was a milestone year in
the continued transformation
of Caltex. Nowhere was this
more evident than in the
first full year of operation of
Australia’s largest fuel import
terminal on the site of our
former refinery at Kurnell.
GREIG GAILEY
Chairman
JULIAN SEGAL
Managing Director & CEO
4
2015 was a milestone year in the
continued transformation of Caltex.
Nowhere was this more evident than in
the first full year of operation of Australia’s
largest fuel import terminal on the site of
our former refinery at Kurnell. In addition,
our subsidiary Ampol Singapore assumed
full responsibility for the sourcing of all
crude and refined products following the
exit of Chevron from our registry.
During the year, we continued to expand
our retail network, increased sales of
higher margin Vortex premium products
and launched a test site for a refreshed
convenience store offering. We are now
firmly focused on maximising the available
integrated margin between competitive
product sourcing and meeting the needs
of our many customers.
World-class safety and environmental
performance remain an essential
prerequisite for us to operate. While we
achieved improved outcomes across many
measures, particularly disappointing was
a spate of minor incidents during the
scheduled maintenance at Lytton refinery.
Strong refinery margins enabled us to
deliver record replacement cost of sales
operating profit (RCOP), net profit after
tax and significantly reduced debt. A
dividend payout ratio of 40-60% of
RCOP has been reinstated, following
the successful conversion of the Kurnell
site, and we have committed to a
$270 million off-market share buy-back.
This capital return enables us to use our
franking credits effectively while still
retaining sufficient financial flexibility
to pursue growth opportunities as they
present themselves.
Transforming our business
At the heart of our ongoing
transformation is the evolution to a fully
integrated transport fuels supply chain
business. This will ensure we optimise
all aspects of our value chain, including
sourcing the best quality and most cost
effective refined product; engaging the
most reliable and cost-effective shipping
and transport options; and safely and
reliably delivering quality products on
time to both our business to business
customers and our retail customers.
Heading the transformation was the
establishment of our sourcing and
shipping capability within our wholly
owned subsidiary, Ampol Singapore.
Following the Chevron selldown in
March 2015, we transitioned the sourcing
exclusively to Ampol Singapore. This
capability is the cornerstone for our
future growth.
Continued focus on safety
Safety remains our number one priority.
The disciplined, planned focus that the
Board and management placed on safety
in 2015 resulted in improved outcomes
across many measures; nevertheless,
there were some disappointments during
the year.
The most significant improvement
occurred in process safety, which focuses
on the safe manufacture, distribution and
transportation of products, and the safe
operation of all Caltex facilities. In 2015,
Caltex had no tier one or tier two process
safety events, compared with four tier
one and two tier two in 2014. This result
met the aggressive improvement targets
set for the year.
SHARE BUY-BACK
enabling Caltex to achieve a balance between
returning capital to shareholders, retaining
sufficient flexibility to invest capital for growth
and maintaining a strong balance sheet
DIVIDEND
Final dividend of 70 cents
per share (fully franked)
(full year 117 cps, fully franked),
a year on year increase of
$270M
67%
Our people
The people of Caltex were instrumental
in delivering Caltex’s record profits in
2015. We commend them for living the
Caltex values, taking on new challenges
and developing the necessary capabilities
for Caltex to succeed. The Board and
management would like to take this
opportunity to thank Caltex’s employees,
contractors, franchisees, distributors
and suppliers for their professionalism,
expertise and dedication in 2015.
Chairmanship
In December 2015, Elizabeth Bryan
retired as Chairman and Non-Executive
Director. A member of the Caltex Board
since 2002 and Chairman since 2007,
Elizabeth led the transformation of the
business into an integrated transport fuels
value chain business and its growth to
become the outright leader in transport
fuels across Australia. The Caltex Board
and management would like to thank
Elizabeth for her outstanding stewardship
of the business over the past eight years.
Future growth
As the pace of change in our industry
accelerates, the Board and management
will continue to navigate and drive
Caltex’s next phase of growth.
We will continue to invest in our supply
chain, including our retail network and
infrastructure within our core transport
fuels business. In addition, we will
continue to explore low-risk adjacent
business opportunities, based around our
core capabilities of retailing, supply chain
management, infrastructure services and
product sourcing.
Ultimately, we remain focused on the
pursuit to grow earnings, reduce volatility
of earnings and cash flow and increase
balance sheet flexibility to maximise
longer term total shareholder returns.
In terms of personal safety, our total
treated injury frequency rate (TTIFR) was
2.35 per million hours worked, compared
with 1.74 per million hours worked
in 2014. This result was significantly
impacted by six treated injuries
during the Lytton refinery scheduled
maintenance, which occurs every five
years. Encouragingly, our personal safety
performance, excluding this event,
was broadly on target.
In 2015, we achieved one of our best
ever lost time injury frequency rates
(LTIFR) of 0.62 per million hours worked.
This compares with 0.76 per million hours
worked in 2014.
Continued Supply
and Marketing growth
Supply and Marketing delivered an
earnings before interest and tax (EBIT)
result of $672 million in 2015. This result
includes a realised loss on US dollar
denominated product payables of
$26 million, less a price timing lag gain of
$23 million. This compares with a 2014
loss of $26 million and a price timing lag
gain of $102 million. Excluding these
externalities, the underlying Supply and
Marketing EBIT of $675 million is up 5%
on the comparable 2014 result.
Total sales volumes in 2015 were 5%
below the previous year, reflecting the
highly competitive commercial markets.
From a product mix perspective, Caltex
continues to drive premium fuel sales of
Vortex 95, Vortex 98 and Vortex Diesel.
Higher sales of premium grades of
petrol and retail diesel continue to offset
the long term decline in demand for
unleaded petrol, including E10.
Excellent Lytton
refinery performance
The Lytton refinery delivered a record
EBIT contribution of $406 million for
the 2015 full year. This compares with
an EBIT contribution of $218 million
for 2014. The refinery benefited from a
strong operating performance following
the major scheduled maintenance. This
enabled the refinery to take advantage of
favourable externalities. This result also
includes maintenance related supply costs
of approximately $23 million, which is
in addition to the $20 million previously
allocated to Supply and Marketing, within
the first half results.
The realised Caltex Refiner Margin (CRM)
averaged US$16.46/bbl for the 2015 full
year. This compares favourably with the
2014 full year CRM of US$12.42/bbl.
Financial results
For the 2015 full year, Caltex achieved
an after-tax profit of $522 million on
a statutory, or HCOP measure, including
a profit relating to significant items of
$29 million after tax. This compares with
the 2014 full year profit of $20 million,
which included a loss relating to
significant items of $112 million after tax.
The 2015 result includes a product and
crude oil inventory loss of $135 million
after tax, reflecting the fall in Brent crude
oil prices and the offsetting impact of the
lower Australian dollar. This compares
favourably with an inventory loss of
$361 million after tax in 2014. On an
RCOP basis, which is our preferred
measure, as it excludes net inventory
gains and losses, Caltex recorded an
after-tax profit for the 2015 full year of
$628 million, excluding significant items.
This compares with $493 million for the
2014 full year, excluding significant items.
Dividend
The Board declared a final dividend of
70 cents per share (fully franked) for the
second half of 2015. Combined with the
interim dividend of 47 cents per share for
the first half (paid in September 2015) the
total dividend per share for 2015 totals
117 cents, fully franked. This represents a
full year payout ratio of 50%. In 2014, the
total dividend per share was 70 cents per
share (fully franked) for 2014, equating to
a payout ratio of 38%.
Capital management
An off-market buy-back for shareholders
was announced on 23 February 2016.
This buy-back was undertaken in response
to a capital management review which
focused on maximising shareholder
returns. While our priority continues to
be investment in the business and in
growth initiatives to deliver returns, we
also recognise the benefit of returning our
surplus franking credits to shareholders.
We are aiming to buy back $270 million
worth of shares, representing
approximately 3.4% of our shares on
issue. This will enable Caltex to achieve
a balance between returning capital
to shareholders, retaining sufficient
flexibility to invest capital for growth
and maintaining a strong balance sheet.
5
CALTEX 2015 ANNUAL REPORT 2015 FINANCIAL REPORT
FOR CALTEX AUSTRALIA LIMITED
ACN 004 201 307
The 2015 Financial Report for Caltex Australia Limited includes:
• Directors’ Report
• Lead Auditor’s Independence Declaration
• Directors’ Declaration
• Independent Auditor’s Report to the Members of Caltex Australia Limited
• Consolidated Income Statement
• Consolidated Statement of Comprehensive Income
• Consolidated Balance Sheet
• Consolidated Statement of Changes in Equity
• Consolidated Cash Flow Statement
• Notes to the Financial Statements
for the year ended 31 December 2015.
Caltex Group
For the purposes of this report, the “Caltex Group” refers to:
• Caltex Australia Limited (Caltex), the parent company of the Caltex Group listed on the Australian Securities Exchange (ASX)
• major operating companies, including Caltex Australia Petroleum Pty Ltd
• wholly owned entities and other entities that are controlled by the Caltex Group.
6
DIRECTORS’ REPORT
Introduction
The Board of Caltex Australia Limited presents the 2015
Directors’ Report (including the Remuneration Report) and
the 2015 Financial Report for Caltex Australia Limited (Caltex)
and its controlled entities (Caltex Group) for the year ended
31 December 2015 to shareholders. An Independent Audit
Report from KPMG, as external auditor, is also provided.
Board of directors
The Board of Caltex Australia Limited comprises Greig
Gailey (Chairman), Julian Segal (Managing Director & CEO),
Trevor Bourne, Steven Gregg, Bruce Morgan, Barbara Ward
and Penny Winn.
The following changes to the composition of the Board have
occurred since 1 January 2015:
• Barbara Ward was appointed to the Board as an independent,
non-executive director with effect from 1 April 2015.
• The three Chevron-affiliated directors, Richard Brown,
Barbara Burger and Ryan Krogmeier, resigned on
2 April 2015 following the divestment by Chevron of its
entire shareholding in Caltex.
• Greig Gailey was appointed Deputy Chairman effective from
6 May 2015.
• Steven Gregg was appointed to the Board as an independent,
non-executive director with effect from 9 October 2015.
• Penny Winn was appointed to the Board as an independent,
non-executive director with effect from 1 November 2015.
• Elizabeth Bryan retired as Chairman from 9 December 2015.
• Greig Gailey was appointed as Chairman from
10 December 2015.
While appointed to the Caltex Board, Mr Brown, Ms Burger and
Mr Krogmeier each served as alternate directors for each other.
Following the changes to the Board composition and the
appointment of Greig Gailey as Chairman, the Board made
changes to the composition of its standing Committees
effective from 19 February 2016.
Board profiles
Greig Gailey
Chairman and Independent, Non-executive Director
Date of appointment (Director):
11 December 2007
Date of appointment (Chairman):
10 December 2015
Board committees:
Nomination Committee (Chairman) and attends meetings
of the Audit Committee, the Human Resources Committee
and the OHS & Environmental Risk Committee in an
ex-officio capacity.
Mr Gailey brings to the Board extensive Australian and
international oil industry experience, and broad management
expertise from industrial and capital-intensive industries.
From 1964 to 1998, he worked at British Petroleum Company
(BP), where he held various positions throughout Australia
and offshore, including management of refining, supply and
distribution in Australia and Europe. Mr Gailey was subsequently
appointed CEO of Fletcher Challenge Energy (New Zealand),
a position he held from 1998 to 2001. In August 2001,
he joined Pasminco Limited as CEO. Pasminco relisted on the
ASX as Zinifex Limited in April 2004, and Mr Gailey became
Managing Director & CEO of Zinifex Limited from that date
until standing down in June 2007.
Mr Gailey is Chairman of ConnectEast and the Australian
Advisory Board of Canada Steamships, and Deputy
Chairman of the Victorian Opera Company. Mr Gailey was
previously President of the Business Council of Australia
(from 2007 to 2009).
Mr Gailey holds a Bachelor of Economics from the University
of Queensland.
Julian Segal
Managing Director & CEO
Date of appointment:
1 July 2009
Mr Segal joined Caltex from Incitec Pivot Limited, a leading
global chemicals company, where he served as the Managing
Director & CEO from June 2005 to May 2009. Prior to Incitec
Pivot, Mr Segal spent six years at Orica in a number of senior
management positions, including Manager of Strategic Market
Planning, General Manager – Australia/Asia Mining Services,
and Senior Vice President – Marketing for Orica Mining Services.
Mr Segal is a director of the Australian Institute of Petroleum
Limited (appointed 1 July 2009).
Mr Segal holds a Bachelor of Science (Chemical Engineering)
from the Israel Institute of Technology and a Master of
Business Administration from the Macquarie Graduate School
of Management.
7
CALTEX 2015 ANNUAL REPORT Board profiles continued
Trevor Bourne
Independent, Non-executive Director
Date of appointment:
2 March 2006
Board committees:
OHS & Environmental Risk Committee (Chairman),
Human Resources Committee and Nomination Committee
Mr Bourne brings to the Board broad management experience
in industrial and capital-intensive industries, and a background
in engineering and supply chain. From 1999 to 2003, he served
as CEO of Tenix Investments. Prior to Tenix, Mr Bourne spent
15 years at Brambles Industries, including six years as Managing
Director of Brambles Australasia. He has also previously worked
for Incitec Pivot and BHP.
Mr Bourne is Chairman of Senex Energy Limited (appointed
10 March 2015) and a director of Sydney Water Corporation
(appointed February 2014). He was previously a director of
Origin Energy Limited (from February 2000 to November 2012)
and formerly Chairman of Hastie Group Limited (where he
served as a director from February 2005 until February 2012).
Mr Bourne holds a Bachelor of Science (Mechanical
Engineering) from the University of New South Wales, and
a Master of Business Administration from the University
of Newcastle, and is a Fellow of the Australian Institute
of Company Directors.
Steven Gregg
Independent, Non-executive Director
Date of appointment:
9 October 2015
Board committees:
Audit Committee, OHS & Environmental Risk Committee and
Nomination Committee
Mr Gregg has over 30 years of investment banking experience
in Australia and overseas and brings to the Board extensive
executive, corporate finance, strategy, and mergers and
acquisitions experience.
Mr Gregg was previously a partner in the Corporate Finance
and Financial Institutions practice at McKinsey & Company in
Sydney and overseas. Prior to this, he held various roles with
ABN Amro, most recently as Global Head of Investment Banking
and CEO, based in the United Kingdom.
Mr Gregg is a director of Challenger Limited, Challenger Life
Company Limited, Tabcorp Holdings Limited and William Inglis
& Son Limited. He is the Chairman of The Lorna Hodgkinson
Sunshine Homes, a trustee of the Australian Museum and
a member of the Grant Samuel non-executive advisory board.
He has previously served as Chairman of Goodman Fielder
Limited and Austock Group Limited.
Mr Gregg holds a Bachelor of Commerce from the University
of New South Wales.
Bruce Morgan
Independent, Non-executive Director
Date of appointment:
29 June 2013
Board committees:
Audit Committee (Chairman), Nomination Committee
and OHS & Environmental Risk Committee
Mr Morgan brings to the Board expertise in accounting,
business advisory services, risk and general management.
He was a partner with professional services firm
PricewaterhouseCoopers (PwC) for over 25 years, where he
practised as an audit partner with a focus on the energy and
mining sectors. He was previously Chairman of the PwC Board
and a member of the PwC Global Board. Prior to that, he was
managing partner of PwC’s Sydney and Brisbane offices.
Mr Morgan is the Chairman of Sydney Water Corporation and
Redkite, and a director of Origin Energy Limited (appointed
November 2012), the University of NSW Foundation and the
European Australian Business Council.
He is a Fellow of the Australian Institute of Company Directors
and Chartered Accountants Australia and New Zealand, and
holds a Bachelor of Commerce (Accounting and Finance) from
the University of NSW.
Barbara Ward AM
Independent, Non-executive Director
Date of appointment:
1 April 2015
Board committees:
Human Resources Committee (Chairman), Audit Committee
and Nomination Committee
Ms Ward brings to the Caltex Board strategic and financial
expertise in capital intensive industries. She has over 20 years
of experience in senior management roles, including as Chief
Executive Officer of Ansett Worldwide Aviation Services and
General Manager Finance at TNT Limited. Ms Ward also served
as a Senior Ministerial Adviser to the Honourable Paul Keating.
Ms Ward is a director of various Brookfield companies,
Qantas Airways Limited and the Sydney Children’s Hospital
Foundation. An experienced director, she has previously
served on the boards of various public companies including
the Commonwealth Bank of Australia, Lion Nathan Limited
and Multiplex Limited, and public sector entities, including
as Chairman of Country Energy.
Ms Ward is a member of the Australian Institute of Company
Directors and holds a Bachelor of Economics and a Master
of Political Economy from the University of Queensland.
8
DIRECTORS’ REPORT CONTINUED Penny Winn
Independent, Non-executive Director
Date of appointment:
1 November 2015
Board committees:
Human Resources Committee and Nomination Committee
Ms Winn brings to the Board Australian and international
strategic, major transformation and business integration,
technology and retail marketing experience.
Prior to her appointment to the Caltex Board, Ms Winn was
Director Group Retail Services with Woolworths Limited,
and she has over 30 years of experience in retail with senior
management roles in Australia and overseas.
Ms Winn is Chairman of Port Waratah Coal Services Ltd,
a director of CSR Limited and a member of the University of
Technology, Sydney (UTS) Business School’s Advisory Board.
She has previously served as a director of a Woolworths
business, Greengrocer.com, a Myer business, sass & bide,
and Quantium Group and was a member of the Australian
Payments Clearing Association’s CECS Advisory Council.
Ms Winn holds a Bachelor of Commerce from the Australian
National University and a Master of Business Administration
from the University of Technology, Sydney.
Former directors
Elizabeth Bryan AM
Chairman and Independent, Non-executive Director
Ms Bryan was appointed as a director of Caltex from 18 July
2002 and Chairman from 1 October 2007. She retired from
the Caltex Board on 9 December 2015. She was Chairman of
the Nomination Committee and attended Board Committee
meetings in an ex officio capacity.
Ms Bryan has over 32 years of experience in the financial
services industry, government policy and administration, and
on the boards of companies and statutory organisations.
Prior to becoming a professional director, she served for six
years as Managing Director of Deutsche Asset Management
and its predecessor organisation, NSW State Superannuation
Investment and Management Corporation.
Ms Bryan is Chairman of Virgin Australia Holdings Limited
(appointed May 2015), Deputy Chairman of Insurance
Australia Group Limited (appointed June 2015) and a director
of Westpac Banking Corporation (appointed November 2006).
She is a member of the Australian Securities and Investment
Commission’s Director Advisory Panel and the Takeovers
Panel, and serves as a trustee of the Museum of Applied Arts
and Sciences.
Ms Bryan holds a Bachelor of Arts (Economics) from the
Australian National University and a Master of Arts (Economics)
from the University of Hawaii (US).
Richard Brown
Non-executive Director
Mr Brown served as a director of Caltex from 28 June 2012 to
2 April 2015. He was a member of the Nomination Committee.
During his time at Caltex, Mr Brown served as Chevron’s
Regional Finance Officer – Asia Pacific, based in Singapore,
where he was responsible for financial and management
reporting, credit approval, local cash management, tax
matters and risk management for Chevron’s operations in
the Asia Pacific region. Prior to this role, Mr Brown served as
Chevron’s General Manager – Finance for Europe, Eurasia and
Middle East Opco.
Mr Brown holds a Bachelor of Arts (Economics) from the
University of Warwick (UK).
Barbara Burger
Non-executive Director
Ms Burger served as a director of Caltex from 28 June 2012 to
2 April 2015. She was a member of the OHS & Environmental
Risk Committee and the Nomination Committee.
During her time at Caltex, Ms Burger was the President of
Chevron Technology Ventures (CTV), based in Houston, Texas.
CTV champions innovation, commercialisation and integration
of emerging technologies and related new business models
within Chevron; its business units include advanced biofuels,
emerging energy technology and venture capital. Prior to this
role, Ms Burger was the Vice President – Lubricants Supply
Chain and Base Oil for Chevron Lubricants.
Ms Burger holds a Bachelor of Science (Chemistry) from the
University of Rochester (US), a Doctor of Philosophy (Chemistry)
from the California Institute of Technology (US) and a Master
of Business Administration (Finance) from the University of
California (US).
Ryan Krogmeier
Non-executive Director
Mr Krogmeier served as a director of Caltex from 30 March
2012 to 2 April 2015. He was a member of the Human
Resources Committee and the Nomination Committee.
During his time at Caltex, Mr Krogmeier was the Global
Vice President of International Products, Joint Ventures and
Affiliates for Chevron based in Singapore. Previously, he
was the Vice President – Americas East, Caribbean and Latin
America for Chevron, a role in which he was responsible for
strategy and profits for Chevron’s downstream fuels business in
those regions.
Mr Krogmeier holds a Bachelor of Business Administration
(Accounting) from the University of Iowa (US) and a Master of
Business Administration from the University of California (US).
9
CALTEX 2015 ANNUAL REPORT Operating and financial review
The purpose of the operating and financial review (OFR) is to
enhance the periodic financial reporting and provide shareholders
with additional information regarding the Group’s operations,
financial position, business strategies and prospects. The review
complements the Financial Report on pages 52 to 94.
Group strategy
Over the past five years, Caltex has transformed key elements
of its business to place the company on a stronger footing to
navigate the evolving marketplace and successfully deliver top
quartile total shareholder returns. Critical components of this
transformation include:
• the closure of the Kurnell refinery and its conversion to a
major import terminal
• the establishment of the Ampol Singapore business, to
directly manage sourcing and associated shipping of
petroleum products to Australia
• implementation of “Tabula Rasa”, a company-wide cost and
efficiency program
• a major maintenance program at Lytton refinery, to underpin
cost and performance improvements
• investment in further building out our retail network.
To date, our strategy has delivered strong results for the business
and continues to position us to retain leadership in transport fuels
in Australia, with a stronger retail convenience platform.
Our 2015 review of strategy builds on Caltex’s core competitive
advantage provided by the strength of our integrated fuel
value chain across supply, infrastructure, network and the retail
and business-to-business channels. It also looks to continue to
adapt the business to drive growth in a changing industry and
consumer environment.
The “Protect and Grow” aspect of the strategy outlined on the
next page is focused on capturing the many opportunities that
exist to continue to enhance and expand the core fuel business.
In the “Extend” aspect of the strategy, Caltex will build on its
current assets, capabilities and customer base to develop the
business in both existing and new adjacent markets.
The OFR may contain forward-looking statements. These
statements are based solely on the information available at the
time of this report, and there can be no certainty of outcome in
relation to the matters to which the statements relate.
Company overview
Caltex, including predecessor companies, has operated in
Australia for more than 100 years, focusing on providing
ongoing, reliable, safe and efficient fuel supply to our customers.
Caltex is one of Australia’s leading transport fuel suppliers and
convenience retailers and is listed on the Australian Securities
Exchange. The head office is based in Sydney, and Caltex has
approximately 3,000 employees working across the country.
Caltex operates its business as one integrated value chain and
incorporates operational excellence principles throughout
supply, refining, logistics and marketing.
The principal activities of Caltex during the year were the
purchase, refining, distribution and marketing of petroleum
products and the operation of convenience stores throughout
Australia. Aside from those discussed below, there were no
significant changes in the nature of Caltex’s principal activities
or in the state of affairs during the financial year.
Caltex operates one oil refinery, the Lytton refinery in Brisbane.
This refinery produces petrol, diesel and jet fuel, along with
small amounts of fuel oil and specialty products, liquid
petroleum gas (LPG) and other gases. Caltex also buys refined
products on the open market both overseas and locally, and
along with the products that Caltex refines, Caltex markets
these products across retail and commercial channels. These
products are supplied to customers via a network of pipelines,
terminals, depots and company-owned and contracted
transport fleets.
Chevron previously held a 50% shareholding in Caltex, which
was sold in March 2015. The sale was the largest of its kind
in Australian corporate history, and the fact that the offer
was almost two times oversubscribed is an overwhelming
endorsement of Caltex’s strategy.
10
DIRECTORS’ REPORT CONTINUED Caltex’s strategy – overview
PROTECT
AND GROW
Optimise, enhance and expand
core integrated fuel value
chains and fuel retail offer
EXTEND
Invest in capabilities and
businesses that leverage
our existing consumer and
mobility assets
Enhance capabilities
and competitiveness
Assessing each element in turn
Optimise infrastructure
position
Top
quartile
shareholder
returns
for investors
Optimise infrastructure
position
Build trading and shipping
capability
Work with customers to protect
and grow the supply base
Enhance the fuel retail
customer offering
Create new customer solutions
in the convenience marketplace
Safety
Efficiency
People
One Caltex
Maintain a relentless focus on a cost-competitive supply chain through excellence in
infrastructure and refinery management and being proactive in adapting to changing
market dynamics and pursuing new infrastructure opportunities.
Build trading and shipping
capability
Continue to develop and expand the capabilities and operations of Ampol to capture
opportunities for value creation in sourcing and delivering product.
Protect and grow
supply base
Enhance the fuel retail
customer offering
Create new customer solutions
in the convenience marketplace
Execute organic and inorganic strategies to increase marketing volumes in target regions
to support long term infrastructure investment and competitive supply.
Continue to develop elements of the fuel site retail offer which will attract more customers
to Caltex sites and increase their spend while there.
Leverage Caltex’s existing strong consumer facing business, including our network of
over 800 retail sites and over three million weekly customer visits, to build a new and
differentiated convenience offer for customers across multiple formats, products, locations
and channels.
All of these elements of strategy are underpinned by a strong focus on continually enhancing Caltex’s capabilities and
competitiveness through:
• Safety – systematically managing both personal and process safety across the business to drive towards zero injuries and
environmental harm.
• Efficiency – continuing to drive down costs and utilise assets more efficiently to ensure an industry-leading cost structure.
• People – continuing to invest in our people to strengthen organisational capability and agility.
• One Caltex – embedding a culture of delivering the best outcome for Caltex, through active collaboration across the business
and a focus on optimal organisational, rather than business unit, outcomes.
Through the strategies outlined above, Caltex is committed to growing earnings by capturing opportunities across all elements
of its existing business, as well as through extending into adjacent areas.
In pursuing this clear growth agenda in both the “Protect and Grow” and “Extend” aspects of the business strategy, Caltex will
continue to assess potential acquisitions. These will only be pursued, however, where the strategic rationale is compelling and they
deliver appropriate risk adjusted returns for shareholders.
Caltex’s measure of success continues to be to safely and reliably deliver top quartile total shareholder returns.
11
CALTEX 2015 ANNUAL REPORT Operating and financial review continued
Caltex Group results 31 December 2015
On an historical cost profit basis, Caltex recorded an after-tax profit of $522 million for the 2015 full year, including a gain relating
to significant items of $29 million after tax. This compares with the 2014 full year profit of $20 million, which included a loss
relating to significant items of $112 million after tax. The 2015 result includes a product and crude oil inventory loss of $135 million
after tax. The 2015 total inventory loss of $135 million compares with an inventory loss of $361 million after tax in 2014.
A reconciliation of the underlying result to the statutory result is set out in the following table:
Reconciliation of the underlying result to the statutory result
Net profit attributable to equity holders of the parent entity
Deduct/add: Significant items (gain)/loss
Deduct/add: Inventory loss
RCOP NPAT (excluding significant items)
2015
$m
(after tax)
2014
$m
(after tax)
522
(29)
135
628
20
112
361
493
On an RCOP1 basis, Caltex recorded an after-tax profit for the 2015 full year of $628 million, excluding significant items.
This compares with an RCOP after-tax profit of $493 million for the 2014 full year, excluding significant items.
Caltex RCOP NPAT
$m
700
600
500
400
300
200
100
0
377
251
261
197
320
161
171
173
151
113
■ RCOP NPAT 1H
■ RCOP NPAT 2H
2011
2012
2013
2014
2015
The overall result reflects a strong Supply and Marketing profit, and excellent operational performance enabled the Lytton refinery
to take advantage of strong refiner margins. Production was adversely impacted by the planned major maintenance carried out
during the year.
1. Replacement cost of sales operating profit (RCOP) excluding significant items (on a pre- and post-tax basis) is a non-International Financial Reporting
Standards (IFRS) measure. It is derived from the statutory profit adjusted for inventory gains/(losses), as management believes this presents a clearer picture
of the company’s underlying business performance, and is consistent with the basis of reporting commonly used within the global refineries industry. This is
unaudited. RCOP excludes the impact of the fall or rise in oil and product prices (a key external factor). It is calculated by restating the cost of sales using the
replacement cost of goods sold rather than the historical cost, including the effect of contract based revenue lags.
12
DIRECTORS’ REPORT CONTINUED Dividend
The Board has declared a final dividend of 70 cents per share (fully franked) for the second half of 2015. Combined with the interim
dividend of 47 cents per share for the first half, paid in September 2015, this equates to a total dividend of 117 cents per share for
2015, fully franked. This compares with a total dividend payout of 70 cents per share (fully franked) for 2014. This is in line with a
target dividend payout ratio of 40-60% of RCOP NPAT.
Income statement
For the year ended 31 December 2015
1. Total revenue1
2. Total expenses2
Replacement cost earnings before interest and tax
Finance income
Finance expenses3
3. Net finance costs
Income tax expense4
Replacement cost of sales operating profit (RCOP)
4. Significant items gain/(loss) after tax
5.
Inventory loss after tax
Historical cost net profit after tax
Interim dividend per share
Final dividend per share
Basic earnings per share
• Replacement cost (excluding significant items)
• Historical cost (including significant items)
2015
$m
20,019
(19,042)
977
5
(82)
(77)
(272)
628
29
(135)
522
47c
70c
233c
193c
2014
$m
24,232
(23,437)
795
8
(99)
(91)
(211)
493
(112)
(361)
20
20c
50c
183c
7c
1. Includes other income of $24 million (2014: $1 million) less the significant item gain of $32 million (2014: nil).
2. Excludes significant item loss of nil (2014: $140 million).
3. Excludes significant item loss of nil (2014: $20 million).
4. Excludes tax benefit on inventory loss of $58 million (2014: $155 million tax benefit) and excludes tax cost on significant items of $3 million
(2014: $48 million tax benefit).
DISCUSSION AND ANALYSIS – INCOME STATEMENT
1. Total revenue
▼ 17%
Total revenue decreased primarily due to the impact of the significant fall in world crude oil
prices and product prices which are denominated in US dollars. This decline was partly offset by
the fall in the Australian dollar.
The weighted average Brent crude oil price in 2015 was US$51/bbl, compared to US$101/bbl
in 2014.
2. Total expenses –
replacement cost basis
Total expenses also decreased primarily as a result of lower replacement cost of goods sold due
to the lower price of refined product.
▼ 19%
13
CALTEX 2015 ANNUAL REPORT Operating and financial review continued
DISCUSSION AND ANALYSIS – INCOME STATEMENT CONTINUED
RCOP EBIT BREAKDOWN1
Caltex Refiner Margin
(CRM)
$757m
CRM represents the difference between the cost of importing a standard Caltex basket of products to
eastern Australia and the cost of importing the crude oil required to make that product basket. The
CRM calculation basically represents: average Singapore refiner margin + product quality premium +
crude discount/(premium) + product freight – crude freight – yield loss.
US dollar CRM was higher in 2015 at US$16.46/bbl, compared with US$12.42/bbl for 2014. In AUD
terms, the CRM was 13.85 Australian cents per litre in 2015, compared with 8.70 Australian cents per
litre in 2014.
Total refinery production in 2015 of all products was 5.6 billion litres compared with 10.2 billion litres
in 2014, reflecting the closure of the Kurnell refinery and its conversion to terminal operations in
October 2014.
Transport fuels margin
$999m
Transport fuels comprise petrol, diesel and jet. The transport fuels margin consists of the earnings on
these products within the Supply and Marketing segment and represents the integrated sourcing,
distribution and sales margin.
Premium fuel sales were 4.3 billion litres in 2015, in line with 2014. Caltex’s overall transport fuel
sales volumes declined 5% compared to the prior year. Total retail diesel margins have continued to
grow strongly, driven by increased sales of the premium diesel product, Vortex Diesel, and as a result
of growth in the diesel vehicle market.
The decrease in transport fuel sales volumes reflected a decrease in base grade fuel sales and jet sales.
However, premium petrol sales volumes continue to grow, with Vortex Premium Unleaded petrol
sales volumes increasing 4%. The ongoing decline in regular unleaded petrol sales is due to the
continued increase in sales of vehicles requiring diesel or premium grades of petrol.
Jet volumes declined 5% off a strong prior corresponding period volume performance, driven
by reduced domestic capacity and the shedding of unprofitable volume. Diesel fuel volumes
decreased approximately 5%, and include impact of timing of a major supply contract loss and the
commencement of a new larger long term supply contract.
Lubricants and specialties products include finished lubricants, base oils, liquefied petroleum gas,
petrochemicals, wax and marine fuels.
Specialty products fell in 2015, mainly driven by a decline in fuel oil sales and a reduction in
sales of gases following the closure of the Kurnell refinery. Lubricants volumes also declined in a
competitive market.
Non-fuel income includes convenience store income, franchise income, royalties, property, plant and
equipment rentals, StarCard income and share of profits from distributor businesses. Non-fuel income
is in line with the prior year.
Operating expenses in this caption include Supply Chain, Marketing and Corporate operating expenditure.
The major drivers of the operating expenses decrease of $204 million are:
• Kurnell transformation from refinery to terminal for full year 2015;
• good control and low inflationary environment; and
• partially offset by higher Corporate costs supporting capability developments, growth initiatives
and higher bonuses in line with higher RCOP NPAT result.
Other includes a number of miscellaneous items that typically include: foreign exchange impacts,
other refining gross margin impacts, gain/loss on disposal of assets and subsidiary earnings. The most
significant component was the net foreign exchange loss of $26 million (after hedging).
Lubricants and
specialties margin
$65m
Non-fuel income
$184m
Operating expenses
($941m)
Other
($87m)
RCOP EBIT excluding
significant items
$977m
1. The breakdown of RCOP shown here represents a management reporting view of the breakdown and, therefore, individual components may not reconcile
to statutory accounts.
14
DIRECTORS’ REPORT CONTINUED DISCUSSION AND ANALYSIS – INCOME STATEMENT CONTINUED
3. Net finance costs
▼ 16%
4. Significant items
after tax
▼ $141m
5. Inventory losses
after tax
▼ $226m
Net finance costs decreased by $14 million compared with 2014, reflecting the lower cost of funding
as a result of the composition of borrowings and lower average net debt for the period.
During 2015, the Group recognised a significant item gain of $32 million ($29 million after tax) on
the sale of a surplus property in Western Australia.
During 2014, the Group incurred significant item losses of $112 million after tax in relation to the
Group’s cost and efficiency review. These significant items related to redundancy expenses, contract
cancellation costs, consulting fees and asset rationalisation costs.
Inventory losses in 2015 were driven by the significant decrease in crude oil prices in the second half
of 2015, with crude oil falling from US$62/bbl in June 2015 to US$38/bbl in December 2015. This
decrease resulted in a net inventory loss of $102 million after tax, compared to inventory losses of
$361 million after tax in 2014.
Included in the 2015 inventory loss is a write-down of inventory on hand at year end of $34 million
after tax to its net realisable value, due to the continued decline in crude oil prices in January 2016.
Similarly, the 2014 inventory loss included a write-down of inventory on hand at year end of
$82 million after tax to its net realisable value, due to the continued decline in crude oil prices in
January 2015.
Business unit performance
Supply & Marketing
Supply & Marketing delivered an EBIT of $672 million.
This result includes a realised loss on US dollar denominated
product payables of $26 million (2014 loss of $26 million) less a
price timing lag gain of $23 million (versus a 2014 price timing
lag gain of $102 million). Excluding these net externalities
(net $3 million unfavourable), the underlying Supply &
Marketing EBIT of $675 million, is up 5% on the 2014 result.
Sales volumes are 5% below last year, reflecting lower diesel
demand as a number of LNG projects near completion and the
timing of some major supply contracts. Caltex has vigorously
defended contract volumes in 2015 and secured new supply
volumes in 2016. From a product mix perspective, Caltex
continues to drive premium fuels sales (including Vortex Diesel).
Higher sales of premium grades of petrol and retail diesel
continue to offset the long term decline in demand for unleaded
petrol, including E10. The increased penetration of premium
Vortex products has been driven by targeted investment in
growth, including new retail service stations, the refurbishment
of existing service stations and increased marketing spend.
Lytton Refinery
The Lytton Refinery has delivered a record 2015 EBIT
contribution of $406 million. This compares with an EBIT
contribution of $218 million for 2014 and a 2015 first half
EBIT of $134 million. The 2015 result has benefitted from a
strong operating performance following Lytton refinery’s major
first half Turnaround & Inspection (T&I) that has enabled the
refinery to take advantage of these favourable conditions. This
result also includes T&I related supply costs of $23 million
(including $20 million previously allocated to Supply and
Marketing within the first half results).
The realised Caltex Refiner Margin (CRM) averaged
US$16.46/ bbl for the 2015 full year. This compares to the
first half 2015 average of US$16.00/bbl and the 2014 full year
(US$12.42/bbl). A strong Singapore Weighted Average Margin
has been boosted by lower crude premiums, yield loss and net
freight costs, year on year. The lower than forecast December
average Dated Brent crude oil price of US$38.21/bbl favourably
impacted the refiner margin compared with that assumed in
the 17 December 2015 profit outlook (US$40/bbl).
Corporate
Corporate costs increased to $102 million. This is higher
than 2014 ($81 million), reflecting an increased investment
in technology and new capabilities, including business
development, and higher bonuses accrued in relation to the
strong 2015 financial performance.
Balance sheet remains strong
Net debt at 31 December 2015 was $432 million compared
with $715 million at 30 June 2015 and $639 million at
31 December 2014. The lower debt reflects stronger second
half earnings, disciplined capital expenditures, and the net
impact of lower crude prices and a lower Australian dollar on
working capital balances.
Capital Management – Off-Market Buy-Back
Caltex has previously indicated that it was focussing on the
efficient allocation of capital. The successful closure of the
Kurnell refinery in 2014 and the company’s continued evolution
into an integrated transport fuels value chain business,
enhanced by the company’s ongoing cost and efficiency
program, has resulted in significantly improved cash flows.
Today, Caltex is pleased to announce its intention to conduct a
$270 million off-market share buy-back, which is expected to
be completed during the second quarter of 2016.
The company’s overarching objective is to deliver top quartile
Total Shareholder Returns. Our capital management framework
is therefore designed to provide a balanced approach to the
allocation of capital between maintenance to ensure a safe and
sustainable business, investing for growth and returning capital
to shareholders. The size of the buy-back will enable the return
of surplus capital relative to the company’s target BBB+ credit
rating, and maintain financial flexibility to take advantage of
growth opportunities as they arise. Management continues
to actively pursue options to grow the business based on our
core capabilities including management of complex supply
chains, infrastructure services and leveraging our convenience
and mobility base. Our priority remains growth, but over
time, both investment in growth opportunities and capital
management are expected to play a role in delivering top
quartile shareholder returns.
15
CALTEX 2015 ANNUAL REPORT Operating and financial review continued
Business unit performance continued
Capital Management – Off-Market Buy-Back continued
All of the relevant details of the Buy-Back will be set out in a booklet which Caltex shareholders should start to receive from 3 March 2016.
A summary of the buy-back details, including the proposed timetable, are contained in the 2015 Full Year Results investor presentation.
Shareholders should seek advice as to the taxation consequences for them of participating in the Buy-Back. As the Buy-Back will
have different tax consequences for different shareholders, each shareholder’s decision to participate will be determined by their
own personal circumstances. In some circumstances (particularly those shareholders who are on a low marginal tax rate), selling
their Shares under the Buy-Back may be more advantageous to selling their Shares on market.
Balance sheet
As at 31 December 2015
1. Working capital
2.
3.
Property, plant and equipment
Intangibles
4. Net debt
5. Other non-current assets and liabilities
Total equity
DISCUSSION AND ANALYSIS – BALANCE SHEET
2015
$m
524
2,603
183
(432)
(90)
2,788
2014
$m
542
2,364
188
(639)
78
2,533
Change
$m
(18)
239
(5)
207
(168)
(255)
1.
Working capital
▼ $18m
The decrease in working capital is primarily due to lower inventory balances due to the fall in crude oil
and product prices. The decrease is partially offset by:
• lower payables, partially offset by lower receivables, due to the fall in crude oil and product prices in
2015, net of the impact of the lower Australian dollar, and
• a decrease in current redundancy and environmental provisions during 2015.
2.
Property, plant
and equipment
▲ $239m
The increase in property, plant and equipment is due to capital expenditure and accruals, including
major cyclical maintenance, of $437 million. This is partly offset by depreciation of $178 million and
disposals of $20 million.
3.
Intangibles
▼ $5m
4.
Net debt
▼ $207m
The decrease in intangibles is due to the impairment of software of $12 million, partially offset by the
acquisition of goodwill and intangibles from Hawkins Fuels of $5 million and the acquisition of software
of $16 million, less depreciation of $14 million.
Net debt decreased by $207 million to $432 million at 31 December 2015. Caltex’s gearing at
31 December 2015 (net debt to net debt plus equity) was 13.4%, decreasing from 20.2% at
31 December 2014. On a lease-adjusted basis, gearing at 31 December 2015 was 27.8% compared
with 34.2% at 31 December 2014.
CURRENT SOURCES OF FUNDING
DEBT MATURITY PROFILE
A$ notes
A$m
150
Bank facilities
600
Inventory
finance
facility
Hybrid
250
550
$1,550
Source
Australian and Asian
institutional
Australian and
global banks
Australian
bank
Australian and Asian
retail and institutional
investors
550
150
250
200
0
150
150
100
2016
2017
2018
2019
2020
Beyond
2020
Bank Loans (undrawn)
Inventory Finance (undrawn)
Hybrid
AUD Notes
5.
Other non-current
assets and liabilities
▼ $168m
Other net non-current liabilities have decreased primarily due to utilisation of deferred tax assets
resulting from timing differences between the accounting and tax basis of inventory, provisions,
and property, plant and equipment.
16
DIRECTORS’ REPORT CONTINUED
Cash flows
For the year ended 31 December 2015
1. Net operating cash inflows
2. Net investing cash outflows
3. Net financing cash outflows
Net increase/(decrease) in cash held
DISCUSSION AND ANALYSIS – CASH FLOWS
2015
$m
885
(411)
(263)
211
2014
$m
662
(476)
(333)
(147)
Change
$m
223
65
70
358
1.
2.
3.
Net operating
cash inflows
▲ $223m
Net investing
cash outflows
▲ $65m
Net financing
cash outflows
▲ $70m
The increase in net cash inflows from operating activities is primarily due to lower fuel excise
payments, lower borrowing costs and lower tax payments.
The decrease in net investing cash outflows is due lower payments for property, plant and
equipment, partially offset by higher proceeds from the sale of assets.
The net financing outflow in 2015 arose from dividend payments. Net proceeds/repayment of
borrowing was nil, as there were no drawdowns or repayment of fixed borrowings in the period.
The net financing outflow in 2014 arose from dividend payments and the repayment of US private
placement facilities.
Capital expenditure
Capital expenditure in 2015 totalled $454 million. Excluding
major turnaround and inspection (T&I) spending of $91 million,
capital expenditure was $363 million. Capital expenditure
in 2016 is expected to range between $370 million and
$420 million.
Caltex capital expenditure
$m
600
500
400
300
200
100
0
568
503
454
420
403
2011
2012
2013
2014
2015
■ Capital expenditure (incl. T&I)
Business outlook and likely developments
This section includes information on Caltex’s prospects for
future financial years. As Caltex’s financial prospects are
dependent to a significant extent on external factors, such
as the exchange rate and refiner margins, it is difficult to
provide an outlook on Caltex’s financial prospects. Therefore,
this section includes a general discussion of the key business
drivers. To the extent that there are statements which contain
forward-looking elements, they are based on Caltex’s current
expectations, estimates and projections. Such statements
are not statements of fact, and there can be no certainty of
outcome in relation to the matters to which the statements
relate. Accordingly, Caltex does not make any representation,
assurance or guarantee as to the accuracy or likelihood of
fulfilment of any forward-looking statement.
Overview
Caltex’s focus for the short term is to remain the outright leader
in transport fuels in Australia. In support of this, short term
priorities include the optimisation of the entire value chain from
product sourcing to customer, underpinned by the company’s
product sourcing requirements via Ampol Singapore.
The Lytton refinery will continue to focus on capturing further
operational and margin improvements.
The company will continue the organisation-wide cost and
efficiency value program (“Tabula Rasa”).
17
CALTEX 2015 ANNUAL REPORT Operating and financial review continued
Business outlook and likely developments continued
Supply and Marketing
The industry landscape remains highly competitive. This is
expected to continue, with new industry players competing in
the market.
Caltex remains committed to building a focused strategy for
growth by targeting high growth products, geographies and
channels, including continuing to build and leverage its supply
chain across its national network.
This will involve the continuation of its retail network expansion
and refurbishment and the increased emphasis on inorganic
growth, leveraging core capabilities of retailing, supply chain
management and infrastructure services.
The company’s infrastructure enables Caltex to supply product
to customers safely and reliably. It is this sustained investment
in infrastructure that has enabled Caltex to attain the outright
leadership in transport fuels across Australia.
Caltex remains committed to ongoing investment to broaden
and enhance its supply chain.
The closure of the Kurnell refinery (in the fourth quarter of 2014)
has seen the amount of crude oil imported for Caltex refining
reduce, while imports of refined fuel products are increasing.
In adapting and evolving to the changing market conditions,
Caltex established an office in Singapore to grow and strengthen
its product sourcing supply via Ampol Singapore (a wholly
owned subsidiary of Caltex Australia). Ampol Singapore’s
primary role is to manage the sourcing of transport fuels product
supplies and related shipping to Australia.
Lytton
The Lytton refinery is now Caltex’s sole refinery. Caltex will
continue to maintain an ongoing focus on capturing further
operational and margin improvements at Lytton.
Caltex considers itself operationally well placed to ensure that
the company remains the outright leader in providing transport
fuels to Australia.
Business risks and management
The key business risks that could have an impact on Caltex
achieving its financial goals and business strategy are discussed
below. In addition to the risk management procedures
discussed below, Caltex has adopted a risk management
framework to proactively and systematically identify, assess
and address events that could potentially impact its business
objectives. This framework integrates the consideration of risk
into the company’s activities so that:
• risks in relation to the effective delivery of the company’s
business strategy are identified
• control measures are evaluated, and
• where potential improvements in controls are identified,
improvement plans are scheduled and implemented.
These risks are assessed on a regular basis by management,
and material risks are regularly reported to the Board and its
committees. These reports include the status and effectiveness
of control measures relating to each material risk. The
Board, the Audit Committee, the OHS & Environmental Risk
Committee and the Human Resources Committee each receive
reports on material risks relevant to their responsibilities.
The Board and the OHS & Environmental Risk Committee also
receive quarterly risk updates throughout the year.
Caltex Refiner Margin
The Caltex Refiner Margin (CRM) is a key metric which drives
the profitability of Caltex’s refinery. The CRM represents
the difference between the cost of importing a standard
Caltex basket of products to eastern Australia and the cost of
importing the crude oil required to make that product basket.
A low CRM will adversely impact Caltex’s refining earnings and
cash flows.
The CRM can be negatively impacted by a range of factors:
• a decline in global and regional economic activity, leading
to a surplus in refining capacity
• increased regional refinery capacity ahead of
demand growth
• a decrease in product freight rates relative to crude
freight rates
• an increase in the premium paid for light/sweet (e.g. Brent)
crudes used by Caltex compared with the heavy/sour crudes
used by major refineries in the region (the light/heavy
spread), and
• the A$ strengthening versus the US$ (as the CRM
components are US$ based, strengthening of the A$ relative
to the US$ reduces the A$ revenue earned by Caltex).
Commodity price risk
Caltex is exposed to the risk of both crude and finished product
price movements, as these impact Caltex’s earnings and cash
flows. Caltex seeks, through policy, to neutralise adverse
basis and timing risk brought about by purchase and sales
transactions that are materially outside the normal operating
conditions of Caltex. Caltex’s policy has been not to hedge
refiner margins. However, given the unusual strength in
regional refiner margins during 2015, Caltex hedged a portion
of its third quarter 2015 refiner margins in order to support
near term earnings. Caltex utilises both crude and finished
product swap contracts from time to time, on specific cargoes,
to manage the risk of price movements (basis and timing).
Foreign exchange
Caltex is exposed to the effect of changes in exchange rates
on crude and product payables, refiner margin and capital
expenditure. As Caltex purchases crude and products in US
dollars, a decrease in the A$:US$ exchange rate between the
time Caltex assumes liability for the crude and the time it
subsequently pays for that crude will negatively impact Caltex’s
payables, earnings and cash flows.
Additionally, the CRM is determined principally with reference
to the US dollar Singapore spot product price relative to the US
dollar Brent crude price. An increase in the A$:US$ exchange
rate will adversely impact Caltex’s Australian dollar refiner
margin, and therefore refining earnings and cash flows.
Caltex has implemented a foreign exchange hedging policy
of 80% of Caltex’s US dollar denominated crude and product
payables exposure (after applying natural hedges). The
instruments used to manage foreign exchange risk expose
Caltex to fair value foreign exchange rate risk and counterparty
risks. Exposure limits are set on each counterparty to ensure
that Caltex is not exposed to excess risks.
18
DIRECTORS’ REPORT CONTINUED Liquidity risk
Due to the nature of the underlying business, Caltex must
maintain sufficient cash and adequate committed credit facilities
to meet the forecast requirements of the business. From time
to time, Caltex will be required to refinance its debt facilities.
There is no certainty as to the availability of debt facilities or
the terms on which such facilities may be provided to Caltex in
the future. Caltex seeks to prudently manage liquidity risk by
maintaining adequate banking facilities and reserve borrowing
facilities, with an extended facility maturity profile.
Operational risk
The nature of many of Caltex’s operations is inherently risky.
Major hazards may cause injury or damage to people and/or
property. Major incidents may cause a suspension of certain
operations and/or financial loss.
Caltex’s operations are heavily reliant on information
technology. While these systems are subject to regular review
and maintenance, and business continuity plans are in place,
if these systems are disrupted due to external threat or system
error, this may have an adverse effect on Caltex’s operations
and profitability.
Competitive risk
Caltex operates in a highly competitive market space, and
could be adversely impacted by new entrants to the market or
increased competition from existing competitors, changes in
contractual terms and conditions with existing customers, and/
or the loss of a major customer.
Environmental risks
Caltex imports, refines, stores, transports and sells petroleum
products. Therefore, it is exposed to the risk of environmental
spills and incidents. It is also responsible for contaminated sites
which it operates or has previously operated.
Demand for Caltex’s products
Caltex’s operating and financial performance is influenced by a
variety of general economic and business conditions, including
economic growth and development, the level of inflation and
government fiscal, monetary and regulatory policies. In a global
or a local economic downturn, demand for Caltex’s products
and services may be reduced, which may negatively impact
Caltex’s financial performance.
Labour shortages and industrial disputes
There is a risk that Caltex may not be able to acquire or retain
the necessary labour for operations and development projects.
This may disrupt operations or lead to financial loss.
Credit risk
Credit risk represents the loss that would be recognised if
counterparties failed to perform as contracted. Primary credit
exposure relates to trade receivables.
Regulatory risk
Caltex operates in an extensively regulated industry and
operates its facilities under various permits, licences, approvals
and authorities from regulatory bodies. If those permits,
licences, approvals and authorities are revoked or if Caltex
breaches its permitted operating conditions, it may lose
its right to operate those facilities, whether temporarily or
permanently. This would adversely impact Caltex’s operations
and profitability.
Changes in laws and government policy in Australia or
elsewhere, including regulations, licence conditions and fuel
quality standards, could materially impact Caltex’s operations,
assets, contracts, profitability and prospects.
Events subsequent to the end of the year
Joanne Taylor was appointed Executive General Manager,
Human Resources effective 5 February 2016. Mr Willshire will
retire from the company effective 30 April 2016.
On 23 February 2016, the Group announced its intention to
conduct a $270 million off-market share buy-back, which is
expected to be completed during the second quarter of 2016.
There were no other items, transactions or events of a material
or unusual nature, that, in the opinion of the Board, are likely to
significantly affect the operations of Caltex, the results of those
operations or the state of affairs of the Group subsequent to
31 December 2015.
Environmental regulations
Caltex is committed to compliance with Australian laws,
regulations and standards, as well as to minimising the impact
of our operations on the environment. The Board’s OHS &
Environmental Risk Committee addresses the appropriateness of
Caltex’s OHS and environmental practices to manage material
health, safety and environmental risks, so that these risks are
managed in the best interests of Caltex and its stakeholders.
Caltex sets key performance indicators to measure
environmental, health and safety performance and drive
improvements against targets. In addition to review by
the Board, progress against these performance measures is
monitored regularly by the Managing Director & CEO and the
General Managers.
Risks are examined and communicated through the Caltex Risk
Management Framework, an enterprise-wide risk management
system which provides a consistent approach to identifying
and assessing all risks, including environmental risks. Under
the framework, risks and controls are assessed, improvements
identified, and regular reports are made to management and
the Board.
The Caltex Operational Excellence Management System
is designed to ensure that operations are carried out in an
environmentally sound, safe, secure, reliable and efficient manner.
Its operating standards and procedures support the Caltex
Environment Policy, and the Caltex Health and Safety Policy.
In 2015, Caltex made its seventh submission under the National
Greenhouse and Energy Reporting Scheme, reporting energy
consumption and production as well as greenhouse gas
emissions from Group operations. Caltex also continued to
disclose information on emissions under the National Pollutant
Inventory. Caltex is a signatory to the Australian Packaging
Covenant, with 100% compliance among Caltex product
suppliers and 40% of current packing reviewed using the
Sustainable Packaging Guidelines.
Compliance with environmental regulations
A total of 19 environmental protection licences were held
by companies in the Caltex Group in 2015 in respect of one
refinery site, 12 terminals, three marketing facilities and three
aviation refuelling facilities.
19
CALTEX 2015 ANNUAL REPORT Environmental regulations continued
Compliance with environmental regulations continued
Any instances of non-compliance against these licences were
reported to the environmental regulator. All significant spills
and environmental incidents were recorded and reported as
required to government authorities.
Regular internal audits are carried out to assess the efficacy
of management systems to prevent environmental incidents,
as well as to control other operational risks. Improvement
actions determined through the audit process are reviewed
by the Board’s OHS & Environmental Risk Committee and
senior management.
Caltex is committed to achieving 100% compliance with
environmental regulations and to ensuring that all breaches
have been investigated thoroughly, and corrective actions are
taken to prevent recurrence.
In terms of environmental infringements in 2015, Caltex’s
Kurnell terminal:
• received one penalty infringement notice of $1,000 from the
NSW Environment Protection Authority (NSW EPA) relating
to the delay in publishing monitoring data, and
• entered into an Enforceable Undertaking with the NSW EPA
to provide $120,000 to a number of local environmental
programs as a result of a water pollution incident which
occurred when the Kurnell refinery was still operational.
During heavy rain on 24 March 2014, oily water was
discharged from the refinery into Botany Bay.
Caltex has pleaded guilty to a Tier 1 offence under the Protection
of the Environment Operations Act 1997 in respect of a loss of
containment into a tank bund at Caltex’s Banksmeadow Terminal
in July 2013. Those proceedings were commenced by the NSW
EPA in 2014 and the matter is currently before the Court for a
determination on penalty. Caltex has entered into an Enforceable
Undertaking (EU) with SafeWork NSW in relation to the same
incident, and the details of the EU are published below.
Additionally, the Queensland Department of Environment and
Heritage Protection commenced proceedings against Caltex for
two separate incidents described below:
• The first involved breaches of Caltex’s licence conditions
and failing to carry out certain activities with respect to a
trackable waste, being residual ethyl mercaptan contained in
some redundant vessels which were being disposed of. Ethyl
mercaptan is an odourant used to give LPG its characteristic
smell. Caltex had engaged a specialist independent
contractor to handle this task. Caltex pleaded guilty and was
fined $40,000. In separate proceedings, Caltex’s specialist
waste contractor was also fined.
• The second related to the release of catalyst dust (fine,
inert sand-like material) from the Lytton refinery’s Fluidised
Catalytic Cracker Unit (FCCU) during a unit restart in May
2014. During this restart, sudden changes in the system
pressure resulted in 80-90 tonnes of regenerated catalyst
dust loss to the atmosphere through the unit stack. Caltex
pleaded guilty and was fined $20,000.
Caltex regrets that the above incidents occurred and, in each
case, undertook a detailed investigation into the causes and has
taken positive steps to minimise the risk of re-occurrence.
Notice of Acceptance of an Enforceable Undertaking under
Part 11 of the Work Health and Safety Act 2011
On 12 July 2013, 157,205 litres of unleaded petrol was released
from a storage tank into a purpose built bund at Caltex Australia
Petroleum Pty Ltd’s (ABN 17 000 032 128) (Caltex) premises
at the Banksmeadow Terminal (BMT) during a planned transfer
from the water draw valve of the storage tank. Two workers
involved in the transfer were taken to hospital and discharged
shortly afterwards.
SafeWork NSW investigated the incident and subsequently
alleged that Caltex contravened section 19 of the Work Health
and Safety Act 2011 (WHS Act).
This notice has been placed under the terms of an Enforceable
Undertaking and acknowledges acceptance of an undertaking
that is enforceable under the WHS Act, from Caltex, as
settlement of the above mentioned alleged contravention.
The undertaking requires the following actions:
• Continue to progress various internal work health and
safety initiatives relating to Caltex’s “Permit to Work
System”, emergency management training and hazard
identification training.
• Fund the training of five fire fighters at Fire and Rescue NSW
(FRNSW) in relation to advanced petroleum fire-fighting in
Texas, Houston, USA.
• Fund the provision of an online training program for FRNSW
in relation to responding to fires and other emergency
events at petrochemical facilities.
• Continue discussions in good faith with FRNSW with a view
to agreeing to a principles of agreement in relation to the
operation of a live fire training facility at the Caltex Kurnell
Terminal by FRNSW.
• Invest in the development of a mobile application in relation
to contractor management that will be available free of
charge to all businesses across Australia in any industry.
• Provide webinar training to small to medium enterprises
that manage the use of petrochemicals in relation
to management of organisational change, drug and
alcohol programs, process safety key performance
indicators (KPIs) and implementing Global Harmonisation
System requirements.
Any incident of this nature occurring on one of the company’s
sites is a matter of regret, especially given Caltex’s longstanding
commitment to work health and safety. As a responsible local
employer and business, we apologise for the disturbance caused
to the Botany community immediately following the incident.
We focus every day on continuously improving every aspect of
our operations to ensure that we meet our own expectations
and those of the community.
The full undertaking and general information about Enforceable
Undertakings is available at www.safework.nsw.gov.au.
Lead auditor’s independence declaration
The lead auditor’s independence declaration is set out on
page 49 and forms part of the Directors’ Report for the financial
year ended 31 December 2015.
20
DIRECTORS’ REPORT CONTINUED Remuneration Report
The directors of Caltex Australia Limited present the Remuneration Report prepared in accordance with section 300A of the
Corporations Act 2001 (Cth) (Corporations Act) for the Caltex Group for the year ended 31 December 2015.
The information provided in this Remuneration Report has been audited as required by section 308(3C) of the Corporations Act,
apart from where it is indicated that the information is unaudited.
1. Remuneration snapshot
1a. Key Management Personnel (KMP)
This Remuneration Report is focused on the KMP of Caltex, being those persons with authority and responsibility for planning,
directing and controlling the activities of Caltex. KMP includes the Non-executive Directors and Senior Executives (including the
Managing Director (MD) & CEO). Senior Executives are also referred to as the Caltex Leadership Team (CLT) in this report.
Unless otherwise indicated, the KMP were classified as KMP for the entire financial year.
Current Non-executive Directors
Greig Gailey
Trevor Bourne
Steven Gregg
Bruce Morgan
Barbara Ward
Penny Winn
Chairman and Independent, Non-executive Director (i)
Independent, Non-executive Director
Independent, Non-executive Director (appointed 9 October 2015)
Independent, Non-executive Director
Independent, Non-executive Director (appointed 1 April 2015)
Independent, Non-executive Director (appointed 1 November 2015)
Former Non-executive Directors
Elizabeth Bryan
Richard Brown
Barbara Burger
Ryan Krogmeier
Current Senior Executives
Julian Segal
Andrew Brewer
Simon Hepworth
Peter Lim
Adam Ritchie
Chairman (to 9 December 2015) (ii)
Non-executive Director (to 2 April 2015) (iii)
Non-executive Director (to 2 April 2015) (iii)
Non-executive Director (to 2 April 2015) (iii)
MD & CEO
Executive General Manager, Supply Chain Operations
Chief Financial Officer
Executive General Manager, Legal & Corporate Affairs
Executive General Manager, Supply (appointed 1 April 2015)
Bruce Rosengarten
Executive General Manager, Commercial
Simon Willshire
Executive General Manager, Human Resources
Notes:
(i) Mr Gailey was appointed Chairman effective from 10 December 2015.
(ii) Ms Bryan retired from the Board on 9 December 2015.
(iii) Mr Brown, Ms Burger and Mr Krogmeier were Chevron employees appointed to the Caltex Board. They resigned from the Caltex Board following Chevron’s
sale of its shareholding in Caltex.
Changes to KMP since the end of the financial year
Joanne Taylor was appointed Executive General Manager, Human Resources effective 5 February 2016.
Mr Willshire will retire from the company effective 30 April 2016.
21
CALTEX 2015 ANNUAL REPORT Remuneration Report continued
1. Remuneration snapshot continued
1b. Summary of 2015 remuneration arrangements for Senior Executives
VISION
To remain the outright leader in transport fuels across Australia
KEY MEASURE OF SUCCESS
To safely and reliably deliver top quartile shareholder returns
Alignment with
shareholders’ interests
Performance focused
and differentiated
Market
competitive
REMUNERATION PRINCIPLES
Fixed remuneration
• Consists of base salary, non-
monetary benefits and
superannuation.
• Desired positioning is market
median against a peer group of
companies that are comparable in
terms of both size and complexity.
See section 3a for further detail.
REMUNERATION COMPONENTS
Short term incentive (STI)
• Based on 12 month company,
department and individual
performance objectives which are
linked to the achievement of the
annual business plan.
• Only payable if 80% of RCOP
NPAT is achieved.
See section 3c for further detail.
Long term incentive (LTI)
• Performance rights are granted
which vest subject to the
achievement of service conditions
and performance conditions over a
three year period.
• Performance measures are relative
total shareholder return (TSR)
against S&P ASX 100 companies
(75%) and a strategic growth
measure (25%).
• All participants are required to
hold 25% of vested shares for an
additional four years if their Caltex
shareholding is below 100% of
their base salary.
• Clawback applies to unvested
LTI awards.
See sections 3d and 3e for
further detail.
22
DIRECTORS’ REPORT CONTINUED 1c. Senior Executive remuneration outcomes in 2015
REMUNERATION
COMPONENT
Fixed remuneration
STI
LTI
OUTCOME
As foreshadowed in the 2014 Remuneration Report, base salaries for Senior Executives increased by an
average of 10%. These increases were determined by the Board, based on recommendations to the Human
Resources Committee by an independent remuneration consultant. These increases shifted Senior Executive
fixed remuneration levels closer to our desired market positioning of the median of our chosen peer group
and compensated Senior Executives for prior years’ pay restraint.
RCOP NPAT performance in 2015 was 134% of target and the average 2015 STI award for Senior Executives
was 146% of target. This outcome demonstrates the strong alignment between STI payments and
profit outcomes.
2012: The 2012 LTI grant was subject to the achievement of two relative TSR measures. 75% of the grant
was assessed against S&P/ASX 100 companies and 25% of the grant was assessed against a group of six
international refining and marketing companies. This grant had a performance period from 1 January 2012
to 31 December 2014.
Over the 2012-2014 performance period, Caltex’s share price increased from $11.09 to $34.21 and its
TSR was 256%. This placed Caltex at the 95.8th percentile against S&P/ASX 100 companies and at the
66.7th percentile against the selected group of international refining and marketing companies. As a result,
88.9% of the 2012 grant vested in April 2015, with the remaining 11.1% lapsing. Actual LTI earned by
Senior Executives in 2015 reflects this strong performance and is aligned with the shareholder experience.
2013: The 2013 LTI grant was subject to the achievement of relative TSR against S&P/ASX 100 companies
(60%), free cash flow (20%) and a mix of strategic measures (20%). This grant had a performance period
from 1 January 2013 to 31 December 2015.
Over the 2013-2015 performance period, Caltex’s share price increased from $19.21 to $37.70 and its TSR
was 200%. This placed Caltex at the 82nd percentile against S&P/ASX 100 companies. We also achieved
97.9% of our free cash flow target and the Board determined that performance against the strategic
measures was almost at stretch performance (allowing 95.75% of this tranche to vest). As a result, 80.49%
of the 2013 grant will vest on 1 April 2016 and the remaining 19.51% will lapse.
No clawback occurred in respect of the LTI in 2015.
1d. Summary of 2015 Non-executive Director fees
Non-executive Director fees are fixed and do not have any variable components. The Chairman receives a fee for chairing
the Caltex Board and is not paid any other fees. Other Non-executive Directors receive a base fee and additional fees for each
additional Committee chairmanship and membership, other than the Nomination Committee where no additional fee is paid.
In FY15, the Chairman’s fee and Non-executive Director base fees increased by 3%.
For FY15, superannuation contributions were made at a rate of 9.5%. Superannuation was not paid for overseas directors and no
additional retirement benefits are paid.
Fees paid to Non-executive Directors are subject to a maximum annual Non-executive Director fee pool of $2,250,000 (including
superannuation). This fee pool was approved by shareholders at the 2015 AGM.
See sections 4a and 4b for further detail.
23
CALTEX 2015 ANNUAL REPORT Remuneration Report continued
1. Remuneration snapshot continued
1e. Outlook for FY16 (unaudited)
In 2015, the Board commissioned a review of the executive variable pay arrangements which was undertaken by
PricewaterhouseCoopers. The review found that our remuneration arrangements were fit for purpose. Accordingly, the FY16
remuneration arrangements for Senior Executives will remain largely consistent with FY15.
Key changes to remuneration arrangements in FY16 are outlined below:
CHANGE
COMMENTARY
Share retention
arrangements
The share retention arrangements (that were introduced in 2013) will first apply to LTI awards that vest in
April 2016.
The share retention arrangements for the 2013, 2014 and 2015 awards require 25% of vested shares
to be held for an additional four years (following the end of the three year performance period). These
arrangements were implemented to require executives to build up and maintain more sizeable shareholdings
in Caltex over a longer period of time and corresponded with the removal of our short term incentive
deferral arrangements.
As the purpose of the share retention arrangements is to create alignment between executives and
shareholders, the Board determined that for the 2016 awards (which potentially vest in April 2019) and
future awards, the share retention arrangements would no longer apply if the executive holds 100% of their
base salary in Caltex shares in the month prior to the vesting date.
MD & CEO
remuneration
The Board determined to freeze the fixed remuneration of the MD & CEO in 2016 and instead to direct
his pay increase into the STI, which is subject to the achievement of rigorous performance conditions.
The MD & CEO’s target STI opportunity will increase from 50% to 60% of base salary and his stretch
STI opportunity will increase from 100% to 120% of base salary. The Board determined that this was
appropriate given:
• advice from Aon Hewitt, the Human Resources Committee’s independent remuneration adviser, indicated
that target STI opportunities for MD & CEOs in our peer group were typically around 90-100% of fixed
remuneration and were typically higher (in percentage terms) than other members of the leadership
team, and
• the increase in the STI opportunity brings the MD & CEO’s target STI and total target remuneration closer
to the median of the customised peer group that is used for benchmarking purposes. See section 3a for
further information on the peer groups used.
Senior Executive
remuneration
Excluding the MD & CEO and the EGM Supply Chain Operations, Senior Executive remuneration will
increase on average by 2.26% in April 2016. As noted above, the MD & CEO’s fixed remuneration was
frozen for 2016. The EGM Supply Chain Operations will receive a fixed remuneration increase of 13.6%.
This restrained level of average base salary increase is below forecast market movement and is below the
budgeted salary increase which will apply to the majority of Caltex employees.
These increases were determined by the Board, upon the recommendation of the Human Resources
Committee, taking into account the market data, forecast market movements, and the remuneration
recommendations made by Aon Hewitt, and the Senior Executive’s performance over the year.
The larger remuneration increase awarded to the EGM Supply Chain Operations was determined to be
appropriate by the Board taking into account the market data, his strong performance and strategic
contribution, and internal relativities to his peers.
Non-executive Director base fees will increase by 2.8% in January 2016. The Board determined that this
pay increase was appropriate taking into account the market data, forecast market movements, and the
remuneration recommendations made by Aon Hewitt. Committee fees will remain unchanged.
Shareholder approval will be sought at the 2016 Annual General Meeting to increase the Non-executive
Director fee pool by $250,000 or 11.11% to $2.5 million. This will enable Caltex to maintain an appropriate
reserve to effect Board and Committee succession in an orderly manner.
Non-executive
Director fees
Non-executive
Director fee pool
24
DIRECTORS’ REPORT CONTINUED 2. Oversight and external advice
2a. Board and Human Resources Committee
The Board takes an active role in the governance and oversight of Caltex’s remuneration policies and practices. Approval of certain
key human resources and remuneration matters is reserved to the Board, including setting remuneration for directors and Senior
Executives and any discretion applied in relation to the targets or funding pool for Caltex’s incentive plans.
The Human Resources Committee assists the Board by providing advice and recommendations in relation to Caltex’s remuneration
framework and seeks to put in place appropriate remuneration arrangements and practices that are clear and understandable,
in the best interests of Caltex and support superior performance and long term growth in shareholder value.
The Human Resources Committee has also been delegated specific functions by the Board, including approving Caltex’s annual
remuneration program and aspects of its incentive plans.
Further information about the role of the Board and the Human Resources Committee is set out in their charters, which are
available on the company’s website (www.caltex.com.au).
2b. External advice
The Human Resources Committee is independent of management and is authorised by the Board to obtain external professional
advice as necessary. The use of external specialists to provide advice and recommendations specifically in relation to the
remuneration of Non-executive Directors, the MD & CEO and Senior Executives is either initiated directly, or approved by,
the Human Resources Committee, and these specialists are directly engaged by the Human Resources Committee Chairman.
During 2015, Caltex received “remuneration recommendations” (as defined in the Corporations Act) from Aon Hewitt in relation
to Non-executive Director fees and the remuneration for the MD & CEO and other Senior Executives.
Aon Hewitt has provided a formal declaration confirming that the recommendations provided were free from “undue influence”
by the members of the KMP to whom the recommendations were related, and the Board is satisfied that the recommendations
were made free from any undue influence. None of the KMP were involved in the selection and appointment of Aon Hewitt
or in the development of any advice or recommendations in relation to their own roles.
The fee paid to Aon Hewitt for the above remuneration advice and recommendations was $31,800 excluding GST. Aon Hewitt
also provided additional services (Finance and HR related) to Caltex over 2015. The fee for these additional services was $110,981
excluding GST.
3. Senior Executive remuneration
3a. Remuneration philosophy and structure
The overarching goal of the Caltex remuneration philosophy and structure is to support the delivery of top quartile shareholder
returns. The guiding philosophy for how Caltex rewards Senior Executives and all other employees is outlined below:
GUIDING
PHILOSOPHY
Alignment with
shareholders’
interests
COMMENTARY
The payment of variable incentives is dependent upon achieving financial and non-financial performance
measures that are aligned with shareholders’ interests. Share retention arrangements require all executives
to build up and maintain shareholdings to encourage further alignment with Caltex shareholders.
Performance focused
and differentiated
The company’s reward and performance planning and review systems are closely integrated to maintain
a strong emphasis and accountability for performance at the company, department and individual levels.
Rewards are differentiated to incentivise and reward superior performance.
Market competitive
All elements of remuneration are set at competitive levels for comparable roles in Australia and allow Caltex
to attract and retain quality candidates in the talent market.
Alignment with strategy
Both the short term and long term incentive plan are directly aligned to the company’s strategy.
Short term incentives reward the delivery of stretching but potentially attainable financial and non-financial performance measures
aligned to the annual business plan.
Long term incentives are directly aligned to the company’s key measure of success, being to safely and reliably deliver top quartile
shareholder returns. The company’s secondary strategic growth measures focus the Senior Executives on the most important
initiatives that need to be executed to support top quartile shareholder returns. Further detail on these measures is outlined in
section 3d.
25
CALTEX 2015 ANNUAL REPORT Remuneration Report continued
3. Senior Executive remuneration continued
3a. Remuneration philosophy and structure continued
Market positioning and peer groups
In order to be able to attract and retain key talent, and drive strong performance, the company’s remuneration philosophy is to
position fixed remuneration at the median of a customised peer group of companies, with total remuneration able to reach the
upper quartile for outstanding performance. For 2016, the customised peer group consisted of 19 companies that are broadly of
comparable size and complexity and who the Board considers to be leading competitors for capital and people.
The Board recognises that external stakeholders often assess pay reasonableness against a pure market capitalisation peer group.
Due to this, in making pay decisions, the Board also considers pay positioning against a secondary peer group. This secondary peer
group consists of 20 companies (10 with a market capitalisation directly above, and 10 with a market capitalisation directly below,
that of Caltex). Externally managed trusts and overseas domiciled companies are excluded.
Remuneration structure
Our Senior Executive remuneration structure consists of:
1. Fixed remuneration – this comprises base salary, non-monetary benefits and superannuation. Superannuation is generally
payable at a rate of 9.5% of base salary plus any cash incentive payments. Where an employee’s superannuation contributions
are above the superannuation contributions limit, the employee may elect to receive the excess amount as cash in lieu
of superannuation.
2. Variable remuneration – this comprises a mix of cash and equity based incentives awarded upon the achievement of financial
and non-financial performance measures.
The remuneration structure (including the remuneration mix) is reviewed annually by the Board.
3b. Remuneration mix
The “at target” remuneration mix for Senior Executives is outlined below.
The remuneration mix is skewed towards variable pay to better align executive pay and performance, and within the variable
pay components, the mix is skewed towards the long term incentive. Research undertaken by Caltex, and confirmed by external
advisers, shows that Caltex has a more stretching relative TSR vesting schedule than most ASX 100 companies. See section 3d for
further information on the relative TSR vesting schedule.
2015 Remuneration mix “at target”
MD & CEO
Other Senior
Executives(i)
40%
20%
48%
24%
40%
28%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
■ Base Salary ■ At Risk – STI Cash ■ At Risk – LTI Equity(ii)
Notes:
(i) “At target” performance in the remuneration mix for “Other Senior Executives” reflects a STI target of 50% of base salary for Mr Brewer, Mr Hepworth, Mr
Ritchie and Mr Rosengarten. Mr Lim and Mr Willshire have a STI target of 46% of base salary.
(ii) LTI Equity comprises performance rights granted under the Caltex Equity Incentive Plan (CEIP). It assumes that the relative TSR measure is achieved at the
75th percentile and the strategic growth measure is achieved at target. Grants of performance rights under the CEIP are made at the maximum stretch level
of 150% of base salary for the MD & CEO and 90% of base salary for other Senior Executives. The proportion of the grant that vests is based on meeting
service and performance conditions.
26
DIRECTORS’ REPORT CONTINUED The below diagram shows the payout profile of the various remuneration elements:
Fixed
remuneration
STI
(cash)
LTI
(equity)(i)
4 year share
retention period
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Note:
(i) For LTI awards made in 2013, 2014 and 2015, 25% of vested equity needs to be held by the Senior Executive up until Year 7. For awards made in 2016
onwards, this requirement only applies if the Senior Executive does not hold at least 100% of their base salary in Caltex shares.
3c. Performance based “at risk” remuneration – 2015 STI Plan
Plan
STI awards are made under the Rewarding Results Plan.
Plan rationale
The Plan rewards a combination of financial and non-financial performance measures that are aligned
to the creation of shareholder value. Primary emphasis is placed on RCOP NPAT, and the non-financial
measures focus our executives and employees on executing the most critical objectives aligned to the
annual business plan.
Performance period The performance period is for 12 months ending 31 December 2015.
2015 target and
maximum stretch
opportunity levels
MD & CEO – the target STI opportunity is 50% of base salary and the maximum stretch STI opportunity
is 100% of base salary.
Other Senior Executives – the target STI opportunity is between 46% and 50% of base salary and the
maximum stretch STI opportunity is between 92% and 100% of base salary depending upon role.
Financial gateway
RCOP NPAT performance, including the cost of incentives, needs to be at least at 80% of target before any
short term incentives are payable.
Use of discretion
The Human Resources Committee, in its advisory role, reviews proposed adjustments to Rewarding Results
outcomes where there are exceptional unforeseen and uncontrollable impacts on the agreed performance
measures and makes recommendations for any changes to performance measures, which may only be
approved by the Board.
During 2015, discretion was exercised by the Board to exclude the impact of the profit on the sale of the
Fremantle terminal as a significant item from the RCOP NPAT result. This was determined by the Board to be
outside of the control of employees and not considered part of normal trading operations.
Payment vehicle
STI awards are delivered in cash. STI deferral was removed for STI awards made to Senior Executives from
payments made in 2016 onwards because the long term incentive share retention arrangements came into
place at this time. See section 3d for further detail.
Payment frequency
STI awards are paid annually. Payments are made in April following the end of the performance period.
Setting and evaluating the performance of executives in 2015
Performance measures for 2015 were derived from the business plan in line with the company direction set by the Board. The Board
approved the 2015 business plan and has regularly monitored and reviewed progress against plan milestones and targets.
The approved Caltex business plan was then translated into department objectives. The company objectives were approved
by the Human Resources Committee at the start of the performance year.
Within each business unit, specific performance agreements were then developed for individual employees, thus completing the
link between employees and the delivery of the business plan. Performance agreements must be agreed between the employee
and his or her manager. Senior Executives set their performance agreements jointly with the MD & CEO, and the MD & CEO’s
performance objectives are approved by the Board.
27
CALTEX 2015 ANNUAL REPORT Remuneration Report continued
3. Senior Executive remuneration continued
3c. Performance based “at risk” remuneration – 2015 STI Plan continued
Senior Executive performance objectives and outcomes
The table below outlines the common performance objectives that applied to the Senior Executives over 2015. These measures
accounted for between 80% and 85% of the Senior Executive’s scorecard depending upon their role. The remaining 15-20% of
performance objectives were customised to the executive’s remit. Actual performance against the objectives has also been provided.
MEASURE
DESCRIPTOR
OF MEASURE
WEIGHTING
ACTUAL PERFORMANCE
RANGE
COMMENTARY
ON PERFORMANCE
l
B
e
o
w
T
h
r
e
s
h
o
d
l
T
a
r
g
e
t
S
t
r
e
t
c
h
T
a
r
g
e
t
t
o
S
t
r
e
t
c
h
l
T
h
r
e
s
h
o
d
t
o
T
a
r
g
e
t
Personal safety results were
disappointing with 19 employees
suffering injuries requiring medical
treatment during FY15.
Process safety results were strong with
no Tier 1 or 2 process safety incidents
and nine spills (> 1 bbl and marine)
across the company. This significant
performance improvement (from 22 in
2014) follows targeted improvement
programs across the business.
A record level of RCOP NPAT
($628.4 million) was achieved in 2015.
This highly successful program
exceeded expectations which achieved
more than double the budgeted
targets of revenue generation and
costs saved.
Demonstrable improvement since last
survey participation in 2014, indicating
Caltex has some clear strengths and
also some particular areas of focus.
Personal safety
(assessed at company
or business unit level)
5-7.5%
Performance is
measured based on
the total treatable
injury frequency rate
(TTIFR)
Process safety
(assessed at company
or business unit level)
Performance is
measured based on
the number of spills
5-7.5%
RCOP NPAT
Tabula Rasa
Organisational
Health Index (OHI)
See explanation of
RCOP NPAT below
40%
15-25%
5-10%
Key business
improvement program
focusing on revenue
generation and cost
efficiency
Performance is
measured through a
global survey based
on key areas including
Leadership, Culture
and Innovation
If business objectives are achieved at threshold level, 60% of the target STI opportunity would be payable. If 100% of the target is
achieved, 100% of the STI target opportunity would be payable. If business objectives are achieved at the maximum level, 200%
of the STI target opportunity would be payable. Payments are pro-rated between threshold and target, and between target and
maximum. This payout schedule deliberately incentivises over-plan performance.
At Caltex, incentives are not designed as “profit sharing arrangements” and as such performance measures may factor in externalities
which management cannot control (such as global refining margins). There will be occasions when incentives are paid when
externalities such as the refiner margins and exchange rate fluctuations may have reduced overall shareholder returns. Equally,
incentives may not be paid when externalities are favourable to shareholders but the company’s relative performance is poor.
28
DIRECTORS’ REPORT CONTINUED
RCOP NPAT (explanation of the relevance of this measure to the Caltex business and treatment of significant items)
The Board has selected replacement cost of sales operating profit (RCOP) NPAT as the primary STI measure because RCOP NPAT
removes the impact of inventory gains and losses, giving a truer reflection of underlying financial performance.
Gains and losses in cost of goods sold due to fluctuations in the AUD price of crude and product prices (which are impacted by
both the USD price and the foreign exchange rate) constitute a major external influence on Caltex’s profits. RCOP NPAT restates
profit to remove these impacts. The Caltex RCOP methodology is consistent with the methods used by other refining and
marketing companies for restatement of their financial results.
As a general rule, an increase in crude prices on an AUD basis will create an earnings gain for Caltex (but working capital requirements
will also increase). Conversely, a fall in crude prices on an AUD basis will create an earnings loss. This is a direct consequence of the first
in first out (FIFO) costing process used by Caltex in adherence with accounting standards to produce the financial result on a historical
cost basis.
With Caltex holding approximately 30 to 45 days of inventory, revenues reflect current prices in Singapore whereas FIFO costing
reflects costs some 30 to 45 days earlier. The timing difference creates these inventory gains and losses.
To remove the impact of this factor on earnings and to better reflect the underlying performance of the business, the RCOP NPAT
methodology calculates the cost of goods sold on the basis of theoretical new purchases instead of actual costs from inventory.
The cost of these theoretical new purchases is calculated as the average monthly cost of cargoes received during the month
of those sales.
Each year the Board reviews any significant items, positive and negative, and considers their relevance to the RCOP NPAT result.
Generally, the Board will exclude any exceptional events from RCOP NPAT that management and the Board consider to be outside
the scope of usual business. These are excluded to give a clearer reflection of underlying financial performance from one period to
the next.
3d. Performance based “at risk” remuneration – 2015 LTI plan
Plan
Plan rationale
LTI instrument
Allocation
methodology
LTI awards are granted under the CEIP.
The Plan aligns executive rewards with the shareholder experience. This is done through the use of
relative TSR as the primary performance measure, and through the use of strategic growth measures
which contribute towards the delivery of top quartile shareholder returns as the secondary measure.
The Plan has also been designed to act as a retention mechanism and to encourage Senior Executives
to build and retain Caltex shares over the long term.
Performance rights are granted by the company for nil consideration. Each performance right is a
right to receive a fully-paid ordinary share at no cost if service based and performance based vesting
conditions are achieved. Performance rights do not carry voting or dividend rights.
For all awards from 2013, the Board may determine to pay executives the cash value of a share in
satisfaction of a vested performance right, instead of providing a share or restricted share. It is expected
such discretion will only be exercised in limited cases, typically where the executive is a ”good leaver”
from Caltex, i.e. where the employee ceases employment due to redundancy or retirement.
The number of performance rights granted is determined by dividing the maximum opportunity level
by the five day volume weighted average share price up to the first day of the performance period,
discounted by the value of the annual dividend to which the performance rights are not entitled.
No discount is applied for the probability of achieving the performance measures.
Performance period
The performance period is three years commencing on 1 January in the year the awards are made.
For the 2015 awards, this is the three year period from 1 January 2015 – 31 December 2017.
2015 target and
maximum stretch
opportunity levels
The MD & CEO received a grant of performance rights based on a maximum stretch LTI value of 150%
of base salary. The target LTI value is 100% of base salary.
Other Senior Executive grants were based on a maximum stretch LTI value of 90% of base salary.
The target LTI value is 60% of base salary.
29
CALTEX 2015 ANNUAL REPORT Remuneration Report continued
3. Senior Executive remuneration continued
3d. Performance based “at risk” remuneration – 2015 LTI plan continued
Performance
measures
For 2015, the LTI performance measures were relative TSR (weighted at 75%) and a strategic growth
measure (weighted at 25%).
Relative TSR
Relative TSR is assessed against a comparator group of S&P/ASX 100 companies. The vesting schedule is:
Performance scale
Below Threshold
Vesting %
Zero
Threshold: 50th percentile
33.3% of the rights will vest
Between Threshold and Target
Pro-rata vesting occurs between these relative performance levels
Target: 75th percentile
66.6% of the rights will vest
Between Target and Stretch
Pro-rata vesting occurs between these relative performance levels
Stretch: 90th percentile
100% of the rights will vest
Strategic growth measure
In 2015, the strategic growth measure is a three year earnings growth measure from mergers and
acquisitions (core and non-core) and step-out ventures (new products/services/geographies). This measure
was chosen as it reflects the importance of growth in achieving our key success measure of top quartile
shareholder returns.
Disclosure of performance outcomes
In the 2017 Remuneration Report, the Board will set out how Caltex performed against these measures.
See section 3h for the Board’s rationale for the performance outcomes of the LTI awards that were granted
in 2013 and that vest in April 2016.
Shares to satisfy vested performance rights are purchased on market at the time of vesting if the vesting
conditions are met and the performance rights vest.
Shares allocated upon vesting of performance rights will carry the same rights as other ordinary shares
(including dividends and voting rights).
Shares acquired
upon vesting of the
performance rights
Share retention
arrangements
The share retention arrangements are designed to encourage all executives to build up and maintain
more sizeable shareholdings in Caltex for a longer period of time and further align the interests of Caltex
executives and shareholders.
Under the share retention arrangements, 25% of the vested portion of performance rights will be converted
into restricted shares. These shares are unable to be sold for a further period of four years (until 1 April 2022
for the 2015 LTI awards). This effectively extends the life of the LTI plan from three years to seven years.
Based on this policy, if it is assumed that the LTI awards vest at target levels over a period of four years, the
MD & CEO and Senior Executives would have theoretical shareholdings of 100% and 60% of their base
salary respectively.
On ceasing employment, all dealing restrictions on the restricted shares cease to apply, subject to the
application of the Clawback Policy.
Clawback Policy
See section 3e for information on the Caltex Clawback Policy.
Termination
provisions
If a participant ceases to be an employee due to resignation, all unvested equity awards held by the
participant will lapse, except in exceptional circumstances as approved by the Board.
The Board has the discretion to determine the extent to which equity awards granted to a participant under
the LTI plan vest on a pro-rated basis where the participant ceases to be an employee of a Group company
for reasons including retirement, death, total and permanent disablement, and bona fide redundancy. In
these cases, the Board’s usual practice is to pro-rate the award to reflect the portion of the period from the
date of grant to the date the participant ceased to be employed. In addition, the portion of the award that
ultimately vests is determined by testing against the relevant performance measures at the usual time.
Change of
control provisions
Any unvested performance rights may vest at the Board’s discretion, having regard to pro-rated
performance.
30
DIRECTORS’ REPORT CONTINUED Legacy LTI awards
The 2013 and 2014 LTI awards will vest in April 2016 and April 2017 respectively. The operation of these awards is consistent with
the 2015 awards, except for the weighting and nature of the performance measures. The performance measures for the 2013 and
2014 awards were relative TSR (weighted at 60%), free cash flow (weighted at 20%) and strategic measures (weighted at 20%).
Performance measure
Commentary
Relative TSR
The operation of the relative TSR measure is the same as that outlined above under the 2015 awards.
Free cash flow (FCF)
FCF measures performance against the cumulative FCF threshold, target and stretch levels set by the Board
for the three year periods ending 31 December 2015 (2013 award) and 31 December 2016 (2014 award),
based on the respective three year business plan. The targets are achievable only if growth expectations in
Marketing are achieved, a competitive supply chain is maintained, and key strategic projects are delivered.
FCF performance is measured before dividends and growth investment capital to ensure management is not
discouraged from considering growth opportunities. The Board may modify the performance outcome to
take into account material changes to the external environment and potentially those controllable items that
may change to reflect appropriate Board decisions over the three year period.
See section 3h for Caltex’s performance against the cumulative FCF target applicable for the 2013 awards.
The Board will set out Caltex’s performance against the cumulative FCF target applicable for the 2014
awards in the 2016 Remuneration Report, including how, if at all, the Board has modified the performance
outcome noted above.
Strategic measures –
2013 award
The 2013 strategic measure is based on performance against the Board approved project cost and schedule
milestones for the Kurnell conversion project. The cost schedules and milestones are those that were to be
delivered before 31 December 2015 and which were approved by the Board during 2013.
Half of the Board’s assessment (10% weighting) was based on the delivery of the Kurnell conversion
project to budget. The remaining half (10% weighting) was based on the Board’s qualitative assessment
of performance during the three year period against a range of parameters including delivery of project
milestones to time, safety and environment performance, and continuity of supply to customers.
See section 3h for the Board’s rationale on the vesting percentage that applied for the 2013 LTI awards.
Strategic measures –
2014 award
The 2014 strategic measure is based on the Board’s qualitative assessment of the outcomes achieved
through key strategic projects, each designed to support top quartile shareholder returns, through
the transformation of the company into a competitively efficient organisation with innovation and
growth capabilities.
The expected outcomes of the projects will be:
• a competitively efficient organisation
• the development and demonstration of end to end value chain optimisation capability
• the development and demonstration of competitive supply capability
• the development and demonstration of innovation and growth capabilities.
In the 2016 Remuneration Report, the Board will set out how Caltex performed against these measures,
including the Board’s rationale for the relevant vesting percentage.
3e. Clawback Policy
Caltex has a Clawback Policy which allows the company to recoup incentives which may have been awarded and/or vested
to Senior Executives in certain circumstances. The specific triggers which allow Caltex to recoup the incentives include Senior
Executives acting fraudulently or dishonestly, acting in a manner which has brought a Group company into disrepute; where there
has been a material misstatement or omission in the financial statements in relation to a Group company in any of the previous
three financial years; or any other circumstances occur which the Board determines in good faith to have resulted in an “unfair
benefit” to the Senior Executive.
Upon the occurrence of any of the triggers, the Board may then take such actions it deems necessary or appropriate to address the
events that gave rise to an “unfair benefit”. Such actions may include:
1. requiring the Senior Executive to repay some or all of any cash or equity incentive remuneration paid in any of the previous three
financial years
2. requiring the Senior Executive to repay any gains realised in any of the previous three financial years through the CEIP or on the
open-market sale of vested shares
3. cancelling or requiring the forfeiture of some or all of the Senior Executive’s unvested performance rights, restricted shares or shares
4. reissuing any number of performance rights or restricted shares to the participant subject to new vesting conditions in place of
the forfeited performance rights, restricted shares or shares
5. adjusting the Senior Executive’s future incentive remuneration, and/or
6. initiating legal action against the Senior Executive.
31
CALTEX 2015 ANNUAL REPORT Remuneration Report continued
3. Senior Executive remuneration continued
3f. Hedging and margin lending policies
The Caltex Securities Trading Policy prohibits Senior Executives from hedging an exposure to unvested or vested Caltex
securities held through any of our incentive plans. The policy also requires directors and Senior Executives to give prior notice
to the Company Secretary of any proposed margin loan arrangements. If a demand for payment is made under a margin loan
arrangement, the director or Senior Executive must immediately advise the Company Secretary.
The Securities Trading Policy is a core corporate governance policy and Caltex has implemented appropriate measures to ensure
compliance. Each year, directors, Senior Executives and certain other personnel are required to provide a certificate to the Company
Secretary confirming their compliance with the Securities Trading Policy. Any breach of the Securities Trading Policy must be
immediately advised to the Company Secretary, who will report the breach to the Board. A breach of the Securities Trading Policy
may lead to disciplinary action, which may include termination of employment in serious cases.
3g. Senior Executive remuneration and service agreements
MD & CEO
The MD & CEO’s remuneration is determined by the Board, upon the recommendation of the Human Resources Committee. In
making its 2015 remuneration recommendation, the Human Resources Committee considered the performance of the MD & CEO
and advice provided by Godfrey Remuneration Group (GRG), which took into account remuneration levels provided by companies
of a similar size and complexity.
The split between the MD & CEO’s 2015 total target and maximum stretch remuneration is outlined below.
TOTAL TARGET AND MAXIMUM STRETCH REMUNERATION
Fixed remuneration
including
superannuation
STI
“At target”
“At risk” – performance based remuneration
LTI (ii)
“At target”– when TSR is at the 75th percentile of peer companies,
and the strategic growth measure has been met at target.
$2,248,500 (i)
$1,074,250 (50% of base salary)
$2,148,500 (100% of base salary)
“Stretch”
“Stretch” – when TSR is at the 90th percentile of peer companies
and the strategic growth measure has been met at stretch.
$2,148,500 (100% of base salary)
$3,222,750 (150% of base salary)
Notes:
(i) The MD & CEO’s remuneration increased by 8% during the 2015 remuneration review.
(ii) Share retention arrangements have been implemented to encourage share retention and promote alignment with shareholders over the longer term.
For the 2013, 2014 and 2015 LTI awards, all Senior Executives are required to hold 25% of the shares awarded when the performance rights vest for
an additional four years. For 2016 LTI awards, this requirement will only apply if the Senior Executive does not hold at least 100% of their base salary
in Caltex shares in the month prior to the vesting date.
Table 1. Summary of MD & CEO’s Service Agreement
Term
Duration
Termination by MD & CEO
Conditions
Ongoing until notice is given by either party
Six months’ notice
Company may elect to make payment in lieu of notice
Termination by company for cause No notice requirement or termination benefits (other than accrued entitlements)
Termination by company (other)
12 months’ notice
Termination payment of 12 months’ base salary (reduced by any payment in lieu of notice)
Treatment of unvested STI and LTI in accordance with plan terms
Post-employment restraints
Restraint applies for 12 months if employed in the same industry within Australia
32
DIRECTORS’ REPORT CONTINUED Other Senior Executives
The remuneration and other terms of employment for the other Senior Executives are formalised in Service Agreements (contracts
of employment). The material terms of the Service Agreements are set out below.
The other Senior Executives of Caltex are appointed as permanent Caltex employees. Their employment contracts require both
Caltex and the executive to give a notice period within a range between three and six months as stipulated by their individual
contracts should they resign or have their service terminated by Caltex. The terms and conditions of the executive contracts reflect
market conditions at the time of the contract negotiation and appointment.
The details of the contracts of the current Senior Executives of Caltex are set out below. The durations of the contracts are open
ended (i.e. ongoing until notice is given by either party).
Table 2. Summary of Service Agreements for other Senior Executives
Andrew Brewer
Simon Hepworth
Peter Lim
Adam Ritchie
Bruce Rosengarten
Simon Willshire
Termination on notice
(by the company)
Resignation
(by the Senior Executive)
6 months
3 months
6 months
6 months
6 months
6 months
6 months
3 months
6 months
6 months
6 months
6 months
If a Senior Executive was to resign, their entitlement to unvested shares payable through the LTI would generally be forfeited and,
if resignation was on or before 31 December of the year, generally their payment from the Rewarding Results Plan would also be
forfeited, subject to the discretion of the Board. If a Senior Executive is made redundant, their redundancy payment is determined
by the Caltex Redundancy Policy, with the payment calculated based on years of service and the applicable notice period.
Other than prescribed notice periods, there is no special termination benefit payable under the contracts of employment. Statutory
benefits (such as long service leave) are paid in accordance with the legislative requirements at the time the Senior Executive
ceases employment.
Executive General Manager, Commercial
Mr Bruce Rosengarten was appointed on 1 November 2013. Mr Rosengarten’s contract included relocation support to assist him to
relocate from Melbourne, where he was previously employed. If Mr Rosengarten’s employment ceases due to resignation, serious
and wilful misconduct or negligent behaviour within 36 months of commencement, a pro-rated portion of relocation assistance
must be repaid.
Mr Rosengarten also received a payment to compensate him for forgone STI and an award of restricted shares to compensate him
for forgone unvested LTI at his prior employer. 50% of the restricted share grant vested on Mr Rosengarten’s second anniversary
of commencement in November 2015, and the remaining 50% will vest on his third anniversary. The second tranche will lapse
if Mr Rosengarten’s employment ceases due to resignation, serious and wilful misconduct, negligent behaviour or unsatisfactory
performance prior to his third anniversary. The award of restricted shares is outlined in table 6.
Executive General Manager, Supply
Mr Adam Ritchie was appointed on 1 April 2015. Mr Ritchie’s contract included relocation and accommodation support to assist
him to relocate from the United States, where he was previously employed. If Mr Ritchie’s employment ceases due to resignation,
serious and wilful misconduct or negligent behaviour within 12 months of commencement, the entire cost of relocation assistance
must be repaid, with a pro-rated portion repayable if employment ceases for these reasons between 12 and 24 months.
Mr Ritchie also received an award of restricted shares to compensate him for forgone unvested LTI at his prior employer.
33.33% of the restricted share grant will vest on each of Mr Ritchie’s first, second and third anniversary of his commencement
date. Each unvested tranche will lapse if Mr Ritchie’s employment ceases due to resignation, serious and wilful misconduct or
negligent behaviour prior to each respective vesting date.
The award of restricted shares is outlined in table 6.
33
CALTEX 2015 ANNUAL REPORT Remuneration Report continued
3. Senior Executive remuneration continued
3h. Link between company performance and executive remuneration
The link between executive remuneration and company performance is outlined in various parts of this report. This includes
section 1 where the 2015 remuneration outcomes are provided, and section 3 where the STI and LTI performance measures are
explained, including why the measures have been chosen and how they relate to the performance of the company.
Table 3 below outlines Caltex’s TSR, dividend, share price, earnings per share, RCOP NPAT results and safety performance each year
from 2011 to 2015 together with the linkage to actual STI and LTI outcomes.
Table 3. Link between company performance and executive remuneration (unaudited)
Summary of performance over 2011-2015
2015
2014
2013
2012
2011
12 month TSR % (i)
Dividends (cents per share)
Share price (ii)
RCOP excluding significant items earnings per share
RCOP NPAT excluding significant items (million) (iii)
Caltex Safety – TTIFR (iv)
Caltex Safety – LTIFR (v)
Link to remuneration
STI – percentage of business plan RCOP NPAT target achieved
STI – funding of STI pool (relative to target)
LTI – percentage vesting three years after grant date
Year of grant
Percentage of grant vesting
13.6
117c
$37.70
$2.33
$628
2.35
0.62
134%
141%
2013
80.49%
74.1
70c
$34.21
$1.83
$493
1.76
0.77
125%
127%
2012
88.9%
6.1
34c
$20.05
$1.23
$332
1.36
0.63
76%
0%
2011
42.3%
66.6
40c
$19.21
$1.70
$458
2.86
0.59
137%
144%
2010
77.8%
(15.0)
45c
$11.77
$0.98
$264
2.53
0.99
83%
94%
2009
82.2%
Notes:
(i) TSR is calculated as the change in share price for the year, plus dividends announced for the year, divided by the opening share price. TSR is a measure of
the return to shareholders in respect of each financial year.
(ii) The price quoted is the trading price for the last day of trading (31 December) in each calendar year.
(iii) Measured using the RCOP method which excludes the impact of the rise or fall in oil and product prices (a key external factor) and excludes significant
items as determined by the Board.
(iv) TTIFR – Total Treatable Injury Frequency Rate.
(v) LTIFR – Lost Time Injury Frequency Rate.
Alignment between STI outcomes and RCOP NPAT
The strong alignment between STI outcomes and company profitability as measured by RCOP NPAT is shown below.
160%
140%
120%
100%
80%
60%
40%
20%
0%
34
2015
2014
2013
2012
2011
■ % of business plan
RCOP NPAT achieved
■ Size of STI pool
(relative to target)
DIRECTORS’ REPORT CONTINUED 2013 LTI vesting outcomes and the link to company performance
Relative TSR (60%)
The chart below provides a comparison of Caltex’s three year TSR performance compared to S&P/ASX 100 companies over the
period from 1 January 2013 to 31 December 2015. This reflects the final status of the 2013 LTI grant that is subject to the relative
TSR performance measure. Caltex’s TSR over this period was 200%, placing it at the 82nd percentile. This will lead to 81.17% of
the performance rights subject to the relative TSR performance measure vesting on 1 April 2016.
Caltex Australia Limited and the Constituents of the S&P/ASX 100 Index
Total Shareholders Return Performance
1 January 2013 – 31 December 2015
Caltex
90th Percentile
75th Percentile
50th Percentile
ASX 100
e
c
n
a
m
r
o
f
r
e
P
x
e
d
n
I
l
n
o
i
t
a
u
m
u
c
c
A
240
230
220
210
200
190
180
170
160
150
140
130
120
110
100
90
80
3
1
N
A
J
1
0
3
1
B
E
F
1
0
3
1
R
A
M
1
0
3
1
R
P
A
1
0
3
1
Y
A
M
1
0
3
1
N
U
J
1
0
3
1
L
U
J
1
0
3
1
G
U
A
1
0
3
1
P
E
S
1
0
3
1
T
C
O
1
0
3
1
V
O
N
1
0
3
1
C
E
D
1
0
4
1
N
A
J
1
0
4
1
B
E
F
1
0
4
1
R
A
M
1
0
4
1
R
P
A
1
0
4
1
Y
A
M
1
0
4
1
N
U
J
1
0
4
1
L
U
J
1
0
4
1
G
U
A
1
0
4
1
P
E
S
1
0
4
1
T
C
O
1
0
4
1
V
O
N
1
0
4
1
C
E
D
1
0
5
1
N
A
J
1
0
5
1
B
E
F
1
0
5
1
R
A
M
1
0
5
1
R
P
A
1
0
5
1
Y
A
M
1
0
5
1
N
U
J
1
0
5
1
L
U
J
1
0
5
1
G
U
A
1
0
5
1
P
E
S
1
0
5
1
T
C
O
1
0
5
1
V
O
N
1
0
5
1
C
E
D
1
0
Date
2015 Copyright. All Rights Reserved. Egan Associates. Indices based on a value of 100 at 1 January 2013. Three month smoothing applied.
1. Constituents based on the S&P/ASX 100 Index as at grant date (i.e. 1 January 2013). Caltex is included in the S&P/ASX 100 Index.
Source: S&P Capital IQ
Free cash flow (20%)
The level of vesting against the FCF measure was determined by aggregating Caltex’s actual FCF performance over the three year
performance period and comparing this to the aggregate of the three year stretch targets determined in early 2013 prior to the
grant of this award.
While actual FCF performance over the 2013-15 period was strong, the vesting level was between threshold and target with 63.2%
of the performance rights vesting on 1 April 2016. No adjustments were made by the Board to the FCF figures when determining
the level of vesting against the FCF performance measure.
35
CALTEX 2015 ANNUAL REPORT
Remuneration Report continued
3. Senior Executive remuneration continued
3h. Link between company performance and executive remuneration continued
2013 LTI vesting outcomes and the link to company performance continued
Strategic measures (20%)
The table below provides an overview of performance against the applicable 2013 strategic measures.
Strategic measure
and weighting (%)
Actual
vesting (%)
Performance
commentary
Kurnell conversion project (20%)
Managing the project cost to
budget (10%)
91.5%
• Project costs were managed well and came in $41 million under target.
The Board’s qualitative
assessment of performance
against a range of parameters
including delivery of project
milestones to time, safety and
environmental performance,
and continuity of supply to
customers (10%)
100%
• The conversion of the Kurnell site from a refinery to Caltex’s largest import
terminal has been an outstanding success.
• All of the major components of the project – reliable refinery operation
to closure; conversion capital works; establishment of Ampol Singapore;
developing the Kurnell terminal team; refinery decommissioning and
demolition – have all been completed on or under budget and on or ahead
of an aggressive schedule or plan.
• Kurnell site safety and environmental performance was excellent, with
personal safety performance at this challenging time being amongst the best
in the site’s history.
• Critically, reliable supply to our customers was maintained, underpinned by
the seamless transition of the site to import operation in October 2014.
• Feedback from investors indicates that the strong Caltex share price growth
over the last three years has been partially driven by the scale and impact of
the transition from refinery to terminal.
• The successful delivery of this project is a clear example of the successful
strategic realignment that Caltex has executed over the last several years.
36
DIRECTORS’ REPORT CONTINUED 3i. Remuneration tables
Table 4a. Total remuneration earned by Senior Executives in 2015 (unaudited, non-statutory disclosures)
The following table sets out the actual remuneration earned by Senior Executives in 2015. The value of remuneration includes the
equity grants where the Senior Executive received control of the shares in 2015.
The purpose of this table is to provide a summary of the “past” and “present” remuneration outcomes received in either
cash or equity. Due to this, the values in this table will not reconcile with those provided in the statutory disclosures in
table 4b. For example, table 4b discloses the value of LTI grants which may or may not vest in future years, whereas this table
discloses the value of LTI grants from previous years which vested in 2015.
Dollars
Julian Segal (Managing Director & CEO) (ii)
2015
Salary
and fees (i)
Other
remuneration (iii)
Bonus
(STI)
Deferred
STI vested
in the
year (iv)
LTI vested
during the
Remuneration
“earned”
year (v)
for 2015 (vi)
2,183,693
68,247
1,568,405
442,017 9,595,750
13,858,112
Andrew Brewer (Executive General Manager, Supply Chain Operations) (ii)
408,041
2015
688,546
491,330
120,783
890,681
2,599,381
Simon Hepworth (Chief Financial Officer)
2015
788,647
236,627
673,560
164,198 2,087,206
3,950,238
Peter Lim (Executive General Manager, Legal & Corporate Affairs) (ii)
2015
546,657
72,461
380,400
95,143 1,222,928
2,317,589
Adam Ritchie (Executive General Manager, Supply) (ii)
2015
613,823
185,972
667,890
–
–
1,467,685
Bruce Rosengarten (Executive General Manager, Commercial) (ii)
2015
834,443
Simon Willshire (Executive General Manager, Human Resources) (ii)
2015
537,658
74,294
574,241
140,316
535,051
2,158,345
78,452
383,945
101,633
1,375,032
2,476,720
Total remuneration: Senior Executives
2015
6,193,467
1,124,094
4,739,771 1,064,090 15,706,648
28,828,070
Notes:
(i) Salary and fees comprises base salary and cash payments in lieu of employer superannuation (on 2015 base salary and/or on STI payments made in respect
of the 2014 performance year paid in 2015).
(ii) These Senior Executives elect to receive an equivalent cash payment in lieu of employer superannuation that is in excess of the quarterly Superannuation
Guarantee Maximum.
(iii) Other remuneration includes the cash value of non-monetary benefits, superannuation, annual leave and long service leave entitlements, and any fringe
benefits tax payable on non-monetary benefits. For Mr Ritchie, it also includes the value of relocation (including rental and tax) assistance associated with
his relocation from the United States. For Mr Brewer, it also includes a $294,680 cash based retention payment linked to the Kurnell closure and conversion
project. This retention plan was introduced in 2011 prior to the time when Mr Brewer was a KMP.
(iv) This refers to the deferred unrestricted component of the 2014 STI that vested in October 2015, but is still subject to clawback and a mandatory two year
dealing restriction from grant date.
(v) This refers to equity based plans from prior years that vested in the current year. The value is calculated using the closing share price of company shares on
the vesting date. The 2015 figures reflect the strong performance in respect of the LTI that was granted in 2012 and that operated over the performance
period from 1 January 2012 to 31 December 2014. Over this period, Caltex’s TSR was 256% and the Caltex share price increased from $11.20 to $34.21.
At the time of vesting, the Caltex share price had further increased to $34.95. For Mr Rosengarten this refers to the value of the first tranche of restricted
shares that were granted to him in 2013 and vested in November 2015.
(vi) This refers to the total value of remuneration earned during 2015, being the sum of the prior columns.
37
CALTEX 2015 ANNUAL REPORT Remuneration Report continued
3. Senior Executive remuneration continued
3i. Remuneration tables continued
Table 4b. Total remuneration for Senior Executives in 2015 (statutory disclosures)
The following table sets out the audited total remuneration for Senior Executives in 2014 and 2015, calculated in accordance
with statutory accounting requirements:
PRIMARY
POST
EMPLOYMENT
OTHER
LONG TERM
EQUITY
TOTAL
Dollars
and fees (i) Bonus (STI)
benefits (iii)
Salary
Non-
monetary
Super-
annuation
Other (iv)
Share
benefits (v)
Rights
benefits (vi)
13,331
12,756
23,308
8,345
715,473
468,463
491,330
258,587
673,560
351,563
834,865
740,351
2,137,659
2,188,995
1,568,405
949,862
Julian Segal (Managing Director & CEO) (ii)
25,000
2015
2014
25,000
Andrew Brewer (Executive General Manager, Supply Chain Operations) (ii)
24,354
2015
20,700
2014
Simon Hepworth (Chief Financial Officer)
2015
2014
Peter Lim (Executive General Manager, Legal & Corporate Affairs) (ii)
2015
2014
Adam Ritchie (Executive General Manager, Supply) (ii)
2015
2014
Bruce Rosengarten (Executive General Manager, Commercial) (ii)
2015
2014
Simon Willshire (Executive General Manager, Human Resources) (ii)
2015
2014
380,400
203,698
625,900
–
574,241
300,384
383,945
217,636
838,952
799,361
667,890
–
559,943
520,698
551,113
485,218
143,037
–
13,899
13,252
16,892
17,213
17,021
15,570
14,195
13,173
110,459
68,851
26,446
18,279
30,000
27,000
30,400
25,400
30,858
–
75,950
57,445
215,878
259,053
2,345,131
2,198,465
6,381,354
5,691,576
38,771
59,546
58,770
70,524
325,401
216,732
1,677,407
1,102,897
62,929
36,257
79,901
95,881
526,003
485,512
2,304,738
1,793,985
21,113
28,609
46,295
55,554
331,591
293,916
1,377,404
1,111,208
–
–
74,998
–
107,306
–
1,649,989
–
25,486
–
309,814
349,496
290,461
131,094
2,083,253
1,618,987
15,526
15,862
49,463
59,355
338,474
319,382
1,387,992
1,164,385
Total remuneration: Senior Executives
2015
6,263,905 4,739,771
241,683
277,517
239,775
835,119 4,264,367 16,862,137
2014
5,203,086
2,281,730
80,309
185,230
197,719
889,863
3,645,101 12,483,038
Notes:
(i) Salary and fees include base salary and cash payments in lieu of employer superannuation. For 2015, the cash payments in lieu of employer superannuation
are on 2015 base salary and/or on STI payments made in respect of the 2014 performance year paid in 2015.
(ii) These Senior Executives elect to receive an equivalent cash payment in lieu of employer superannuation that is in excess of the quarterly Superannuation
Guarantee Maximum.
(iii) The non-monetary benefits received by Senior Executives include car parking benefits, employee StarCard benefits, the payment of the default premiums for
death and total and permanent disability insurance cover and related fringe benefits tax payments made by Caltex. For Mr Ritchie it also includes the value
of relocation (including rental and tax) assistance associated with his relocation from the United States.
(iv) Other long term remuneration represents the long service leave for all Senior Executives.
(v) Share benefits includes both the deferred unrestricted component of the 2014 STI that vested in October 2015, but where the shares are still subject
to clawback and a mandatory two year dealing restriction from grant date. It also includes the 2015 portion of the amortised value calculated under
Accounting Standards of the restricted shares granted to Mr Rosengarten in 2013, and the restricted shares granted to Mr Ritchie in 2015.
(vi) These values have been calculated under accounting standards. The values may not represent the future value that the Senior Executive will receive, as the
vesting of the performance rights is subject to Caltex achieving pre-defined performance measures.
38
DIRECTORS’ REPORT CONTINUED Table 5. Unvested shareholdings of Senior Executives during 2015
Julian Segal
Andrew Brewer
Simon Hepworth
Peter Lim
Adam Ritchie (i)
Bruce Rosengarten (ii)
Simon Willshire
Unvested
shares at
31 Dec 2014
Restricted
shares
granted
Shares vested
from prior
performance
years (iii)
Forfeited
Unvested
shares at
31 Dec 2015
13,826
3,778
5,136
2,976
–
38,253
3,179
–
–
–
–
8,741
–
–
(13,826)
(3,778)
(5,136)
(2,976)
–
(21,321)
(3,179)
–
–
–
–
–
–
–
–
–
–
–
8,741
16,932
–
Notes:
(i) The restricted shares awarded to Mr Ritchie represent the grant received on commencement with Caltex in lieu of the LTI forgone with his previous
employer (refer to section 3g for further detail). One third of this award will vest in April 2016, one third in April 2017 and the final third in April 2018
provided Mr Ritchie meets the service conditions.
(ii) For Mr Rosengarten the unvested shares as at 31 December 2015 represent the unvested portion of the restricted shares awarded to Mr Rosengarten
on commencement with Caltex in lieu of the LTI forgone with his previous employer (refer to section 3g for further detail). 50% of this award vested in
November 2015, and the remaining 50% of the award will vest in November 2016 provided Mr Rosengarten meets the service conditions.
(iii) Restricted shares vested represents the 2014 STI deferred into equity, in the form of restricted shares (33.3%). The shares were purchased in 2015 and
vested in October 2015 on meeting the six month service related forfeiture condition. The shares are subject to a further two year dealing restriction from
the date of grant.
Table 6. Restricted share grants to Senior Executives – other awards
The following table provides an estimate of the future cost to Caltex of unvested restricted shares based on the progressive vesting
of the restricted shares, where the shares were not awarded under the STI Deferral plan. One new award of restricted shares was
made during 2015 to the Executive General Manager, Supply on commencement of employment in lieu of the unvested LTI
which lapsed upon his resignation with his prior employer. One award was made previously to the Executive General Manager,
Commercial in 2013 for the same reason. The estimated future cost of the unvested shares has been supplied below.
Adam Ritchie
Type of
award
Sign on
Year of
award
2015
Vested
(% of shares
vested)
Future years
when shares
will vest
0%
2016 (33%)
2017 (33%)
2018 (34%)
Future cost
to Caltex of
unvested
shares ($)
224,993
Bruce Rosengarten
Sign on
2013
50%
2016
89,328
39
CALTEX 2015 ANNUAL REPORT Remuneration Report continued
3. Senior Executive remuneration continued
3i. Remuneration tables continued
Table 7. 2015 Senior Executive performance rights
Long term incentives for Senior Executives are awarded as performance rights under the CEIP as explained in section 3d. The
following table sets out details of movements in performance rights held by Senior Executives during the year, including details of
the performance rights that vested.
Julian Segal
Andrew Brewer
Simon Hepworth
Peter Lim
Adam Ritchie
Bruce Rosengarten
Simon Willshire
Performance
rights at
1 Jan 2015 (i)
610,311
69,715
134,969
82,704
–
34,165
88,667
Granted
in 2015 (ii)
Vested
in 2015 (iii)
Lapsed in
2015 (iv)
Balance at
31 Dec 2015
101,312
(255,530)
(31,906)
424,187
17,568
23,584
14,796
22,208
22,208
14,148
(23,985)
(56,206)
(32,932)
–
–
(2,995)
(7,018)
(4,112)
–
–
(37,028)
(4,624)
60,303
95,329
60,456
22,208
56,373
61,163
Notes:
(i) This relates to the 2012, 2013 and 2014 performance rights. If the service based and performance based vesting conditions are achieved, the 2013 and
2014 performance rights will vest in 2016 and 2017 respectively.
(ii) This relates to the 2015 performance rights. If the service based and performance based vesting conditions are achieved, these performance rights
will vest in 2018.
(iii) This relates to the 2012 performance rights of which 88.9% vested.
(iv) This relates to the 2012 performance rights of which 11.1% lapsed.
Table 8. Valuation assumptions of performance rights granted
The fair value of performance rights granted under the CEIP is determined independently by Ernst & Young using an appropriate
numerical pricing model. The model takes into account a range of assumptions and the fair values for each year of grant have been
calculated incorporating the assumptions below.
2015 GRANT
2014 GRANT
2013 GRANT
Relative TSR
against
S&P/ ASX 100
FCF and
strategic
measure
Relative TSR
against
S&P/ ASX 100
FCF and
strategic
measure
Relative TSR
against
S&P/ ASX 100
FCF and
strategic
measure
7 April 2015
7 April 2015
7 April 2014
7 April 2014 22 April 2013 22 April 2013
1 April 2018
1 April 2018
1 April 2017
1 April 2017
1 April 2016
1 April 2016
Nil
30%
1.75%
3.2%
3.0
$34.94
$15.69
Nil
30%
1.75%
3.2%
3.0
$34.94
$31.76
Nil
35%
3.02%
2.7%
3.0
$21.85
$12.57
Nil
35%
3.02%
2.7%
3.0
$21.85
$20.16
Nil
40%
2.7%
2.0%
2.9
$20.60
$10.98
Nil
40%
2.7%
2.0%
2.9
$20.60
$19.42
Grant date
Vesting date
Exercise price
Volatility
Risk free interest rate
Dividend yield
Expected life (years)
Share price at grant date
Valuation per right
Note:
Market performance measures, such as relative TSR, must be incorporated into the option-pricing model valuation used for the CEIP performance rights, which
is reflected in the valuation per performance right. Non-market vesting conditions such as free cash flow and strategic measures are not taken into account
when determining the value of the performance right. This explains the higher valuation for these performance rights. However, the value of the free cash
flow and strategic measures may be discounted during the performance period to reflect the Board’s assessment of the probability of the number of equity
instruments that will vest based on progress against the performance measures. These values will be reflected in table 4b.
40
DIRECTORS’ REPORT CONTINUED Table 9. Mix of fixed and variable remuneration based on 2015 statutory remuneration table
The proportion of each Senior Executive’s remuneration for 2015 that was fixed, and the proportion that was subject to a
performance measure, is outlined below. The percentages are based on the 2015 statutory remuneration disclosures and do not
correspond to the target remuneration percentages outlined earlier in this report in section 3b.
Julian Segal
Andrew Brewer
Simon Hepworth
Peter Lim
Adam Ritchie
Bruce Rosengarten
Simon Willshire
Fixed
35%
48%
44%
45%
48%
44%
44%
Table 10. FY15 STI outcomes
The table below sets out the actual STI outcome for each Senior Executive as a percentage of their maximum STI opportunity.
Current Senior Executives
Julian Segal
Andrew Brewer
Simon Hepworth
Peter Lim
Adam Ritchie
Bruce Rosengarten
Simon Willshire
Average
2015
73%
72%
74%
72%
78%
67%
76%
73%
Variable
(including
short and
long term
incentive
payments)
65%
52%
56%
55%
52%
56%
56%
2014
72%
71%
71%
71%
n/a
64%
73%
71%
4. Non-executive Director fees
4a. Our approach to Non-executive Director fees
Caltex’s business and corporate operations are managed under the direction of the Board on behalf of shareholders. The Board
oversees the performance of Caltex management in seeking to deliver superior business and operational performance and long
term growth in shareholder value. The Board recognises that providing strong leadership and strategic guidance to management
is important to achieve our goals and objectives.
Under the Caltex Constitution and the ASX Listing Rules, the total annual fee pool for Non-executive Directors is determined by
shareholders. Within this aggregate amount, Non-executive Director fees are reviewed by the Human Resources Committee, taking
into account recommendations from an independent remuneration consultant, and set by the Board.
Fees for Non-executive Directors are set at a level to attract and retain directors with the necessary skills and experience to allow
the Board to have a proper understanding of, and competence to deal with, current and emerging issues for Caltex’s business.
The Board seeks to attract directors with different skills, experience and abilities to enable it to effectively oversee and challenge the
performance of management. Additionally, when setting Non-executive Director fees, the Board takes into account factors such
as external market data on fees and the size and complexity of Caltex’s operations.
The Non-executive Directors’ fees are fixed and the Non-executive Directors do not participate in any Caltex incentive plan.
Caltex does not have a retirement plan for Non-executive Directors.
41
CALTEX 2015 ANNUAL REPORT Remuneration Report continued
4. Non-executive Director fees continued
4b. Board and Committee fees for 2015
The current maximum annual fee pool for Non-executive Directors is $2.25 million, including statutory entitlements. This amount
was approved by shareholders at the 2015 Annual General Meeting.
Table 11. 2015 Non-executive Director fees
The table below outlines the 2015 Non-executive Director fees. As outlined in the 2014 Remuneration Report, the base fees
for the Chairman and Non-executive Directors increased from 1 January 2015 by 3%. All other Committee fees remained
unchanged from 2014.
2015 fee (ii)
BOARD
COMMITTEES(i)
Chairman
Member
Chairman
$478,950
$159,650
$36,000
Member
$18,000
Notes:
(i) Comprising the Audit Committee, Human Resources Committee, and OHS & Environmental Risk Committee. No fees are paid to the Chairman or Members
of the Nomination Committee.
(ii) Caltex pays superannuation of 9.5% for Australian based Non-executive Directors in addition to the above fees.
4c. Remuneration table
Table 12. Non-executive Director fees in 2015 (statutory disclosures)
The following table sets out the audited Non-executive Director fees in 2014 and 2015 calculated in accordance with statutory
accounting requirements. Non-executive Directors are not eligible to receive any cash based or equity based incentives.
Dollars
Current Non-executive Directors
Greig Gailey (Chairman)
2015
2014
Trevor Bourne
2015
2014
Steven Gregg
2015
2014
Bruce Morgan
2015
2014
Barbara Ward
2015
2014
Penny Winn
2015
2014
PRIMARY
POST
EMPLOYMENT
OTHER
LONG TERM
TOTAL
Salary
and fees
Non-monetary
benefits
Super-
annuation (i)
Other
249,160
227,000
231,650
227,000
36,284
–
231,650
227,000
155,738
–
26,608
–
558
615
914
962
–
–
1,082
781
79
–
–
–
23,415
21,281
22,007
21,281
3,447
–
22,007
21,281
14,368
–
2,528
–
–
–
–
–
–
–
–
–
–
–
–
–
273,133
248,896
254,571
249,243
39,731
–
254,739
249,062
170,185
–
29,136
–
Note:
(i) Superannuation contributions are made on behalf of Australian based Non-executive Directors to satisfy Caltex’s obligations under the Superannuation
Guarantee legislation. Fees paid to Australian based Non-executive Directors may be subject to fee sacrifice arrangements for superannuation. Non-
executive Directors may direct Caltex to pay superannuation contributions referable to fees in excess of the maximum earnings base as cash.
42
DIRECTORS’ REPORT CONTINUED Dollars
Former Non-executive Directors
Elizabeth Bryan (Chairman)
2015
2014
Richard Brown
2015
2014
Barbara Burger
2015
2014
Ryan Krogmeier
2015
2014
PRIMARY
POST
EMPLOYMENT
OTHER
LONG TERM
TOTAL
Salary
and fees
Non-monetary
benefits
Super-
annuation (i)
Other
501,057
490,315
40,241
155,000
44,778
173,000
44,778
173,000
278
389
17,926
18,279
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
519,261
508,983
40,241
155,000
44,778
173,000
44,778
173,000
1,670,553
1,757,184
Total: Non-executive Directors
2015
2014
1,561,944
1,672,315
2,911
2,747
105,698
82,122
Note:
(i) Superannuation contributions are made on behalf of Australian based Non-executive Directors to satisfy Caltex’s obligations under the Superannuation
Guarantee legislation. Fees paid to Australian based Non-executive Directors may be subject to fee sacrifice arrangements for superannuation. Non-executive
Directors may direct Caltex to pay superannuation contributions referable to fees in excess of the maximum earnings base as cash.
43
CALTEX 2015 ANNUAL REPORT Remuneration Report continued
5. Shareholdings of Key Management Personnel
The movement during the reporting period in the number of shares of Caltex Australia Limited held directly or indirectly by each
KMP, including their personally related entities, is below:
Held at
31 Dec 2014
Purchased
Vested
Sold
Held at
31 Dec 2015
5,000
5,395
–
10,500
–
–
14,946
–
–
–
148,550
25,012
11,839
15,424
–
–
5,157
–
–
–
–
–
1,261
–
–
–
–
–
–
–
–
70
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
269,356
27,763
61,342
35,908
–
21,321
40,207
(276,000)
(27,702)
(49,500)
(43,000)
–
(16,932)
(42,185)
5,000
5,395
–
10,500
–
1,261
14,946
–
–
–
141,906
25,073
23,681
8,332
70
4,389
3,179
Held at
31 Dec 2013
Purchased
Vested
Sold
Held at
31 Dec 2014
5,000
5,395
10,500
14,946
–
–
–
120,583
27,825
21,352
10,669
–
10,143
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
81,900
7,656
17,287
4,755
–
11,808
–
–
–
–
–
–
–
(53,933)
(10,469)
(26,800)
–
–
(16,794)
5,000
5,395
10,500
14,946
–
–
–
148,550
25,012
11,839
15,424
–
5,157
Directors
Greig Gailey
Trevor Bourne
Steven Gregg
Bruce Morgan
Barbara Ward
Penny Winn
Elizabeth Bryan
Ryan Krogmeier
Richard Brown
Barbara Burger
Senior Executives
Julian Segal
Andrew Brewer
Simon Hepworth
Peter Lim
Adam Ritchie
Bruce Rosengarten
Simon Willshire
Directors
Greig Gailey
Trevor Bourne
Bruce Morgan
Elizabeth Bryan
Ryan Krogmeier
Richard Brown
Barbara Burger
Senior Executives
Julian Segal
Andrew Brewer
Simon Hepworth
Peter Lim
Bruce Rosengarten
Simon Willshire
44
DIRECTORS’ REPORT CONTINUED 6. Other Key Management Personnel transactions
Apart from as disclosed in the indemnity section of the Directors’ Report, no KMP have entered into a material contract, loan or
other transaction with any entity in the Caltex Group during the year ended 31 December 2015 (2014: nil).
During 2015:
• Ms Bryan was a director of Westpac Banking Corporation; Insurance Australia Group Limited and Virgin Australia; transactions
with these companies and (where relevant) their subsidiaries during 2015 were on normal commercial terms;
• Mr Bourne was a director of Senex Energy Limited and Sydney Water Corporation; transactions with these companies and
(where relevant) their subsidiaries during 2015 were on normal commercial terms;
• Mr Morgan was a director of Origin Energy Limited and Sydney Water Corporation; transactions with these companies and
(where relevant) their subsidiaries during 2015 were on normal commercial terms;
• Ms Ward was a director of Qantas Airways Limited; transactions with this company and (where relevant) its subsidiaries during
2015 were on normal commercial terms;
• Mr Gregg was a director of William Inglis & Son Limited; transactions with this company and (where relevant) its subsidiaries
during 2015 were on normal commercial terms; and
• Ms Winn was a director of Port Waratah Coal Services Limited; transactions with this company and (where relevant) its
subsidiaries during 2015 were on normal commercial terms.
Directors’ interests
The directors’ relevant interests in the shares of Caltex Australia Limited at 31 December 2015 are set out in the following table.
Director
Greig Gailey
Julian Segal
Trevor Bourne
Steven Gregg
Bruce Morgan
Barbara Ward
Penny Winn
Shareholding
Nature of interest
5,000
141,906
5,395
Nil
10,500
Nil
1,261
Indirect interest
Direct interest (128,080 shares)
Indirect interest (13,826 shares)
Mr Segal also has a direct interest in 424,187 performance rights
Direct interest (2,395 shares)
Indirect interest (3,000 shares)
N/A
Indirect interest
N/A
Indirect interest
Note:
No director has acquired or disposed of any relevant interests in the Company’s shares in the period from 1 January 2016 to the date of this Annual Report.
Board and Committee meetings
The Caltex Board met 10 times during the year ended 31 December 2015. In addition, directors attended Board strategy sessions
and workshops, site visits and special purpose committee meetings during the year.
In 2015, the Board convened the following standing committees:
• Audit Committee
• Human Resources Committee
• Nomination Committee
• OHS & Environmental Risk Committee.
Special purpose committees were convened on three occasions in 2015.
45
CALTEX 2015 ANNUAL REPORT Board and Committee meetings continued
The number of Board and Committee meetings attended by each director during 2015 is set out in the following table.
DIRECTOR
BOARD (i)
AUDIT
COMMITTEE
HUMAN
RESOURCES
COMMITTEE
NOMINATION
COMMITTEE
OHS &
ENVIRONMENTAL
RISK
COMMITTEE
OTHER (iii)
Current directors
A (ii)
Greig Gailey
Julian Segal
Trevor Bourne
Steven Gregg
Bruce Morgan
Barbara Ward
Penny Winn
Former directors
Elizabeth Bryan
Richard Brown
Barbara Burger
Ryan Krogmeier
10
10
10
2
10
7
1
10
2
2
2
B
10
10
10
2
10
7
1
10
2
2
2
A
4
–
4
–
4
3
–
–
–
–
–
B
4
–
4
–
4
3
–
–
–
–
–
A
4
–
4
–
4
3
–
–
–
–
1
B
4
–
4
–
4
3
–
–
–
–
1
A
4
–
4
1
4
3
1
4
1
1
1
B
4
–
4
1
4
3
1
4
1
1
1
A
4
–
4
–
4
2
–
–
–
1
–
B
4
–
4
–
4
1
–
–
–
1
–
A
9
6
6
3
8
4
–
6
–
–
–
B
9
6
6
3
8
2
–
6
–
–
–
Notes:
A: Number of meetings required to attend.
B: Number of meetings attended.
(i)
(ii) All directors are invited to and regularly attend Committee meetings; this table lists attendance only where a director is a member of the relevant Committee.
(iii) Includes Board and Committee strategy sessions, workshops, site visits and special purpose committee meetings.
Includes two unscheduled Board meetings.
Shares and interests
The total number of ordinary shares on issue at the date of this
report and during 2015 is 270 million shares (2014: 270 million
shares). The total number of performance rights on issue at the
date of this report is 1,482,001 (2014: 2,018,111). 434,972
performance rights were issued during 2015 (2014: 676,620).
971,082 performance rights were distributed or lapsed during
the year (2014: 1,096,156). On vesting, Caltex is required to
allocate one ordinary share for each performance right. For
each right that vests, Caltex will purchase a share on market
following vesting.
Non-audit services
KPMG is the external auditor of Caltex Australia Limited and
the Caltex Australia Group.
In 2015, KPMG performed non-audit services for the Caltex
Australia Group in addition to its statutory audit and review
engagements for the full year and half year.
KPMG received or was due to receive the following amounts
for services performed for the Caltex Australia Group during the
year ended 31 December 2015:
• for non-audit services – total fees of $299,000
(2014: $78,500); these services included taxation services
($103,400) and other assurance services ($195,600), and
• for audit services – total fees of $1,000,500 (2014:
$995,900).
The Board has received a written advice from the Audit
Committee in relation to the independence of KPMG, as
external auditor, for 2015. The advice was made in accordance
with a resolution of the Audit Committee.
The directors are satisfied that:
• the provision of non-audit services to the Caltex Australia
Group during the year ended 31 December 2015 by KPMG
is compatible with the general standard of independence for
auditors imposed by the Corporations Act, and
• the provision of non-audit services during the year ended
31 December 2015 by KPMG did not compromise the
auditor independence requirements of the Corporations Act
for the following reasons:
– the provision of non-audit services in 2015 was consistent
with the Board’s policy on the provision of services by the
external auditor
– the non-audit services provided in 2015 are not
considered to be in conflict with the role of external
auditor, and
– the directors are not aware of any matter relating to the
provision of the non-audit services in 2015 that would
impair the impartial and objective judgement of KPMG
as external auditor.
46
DIRECTORS’ REPORT CONTINUED Company secretaries
The following persons served as company secretaries of Caltex
and the Caltex Group during 2015.
Peter Lim
Mr Lim is Caltex’s Executive General Manager, Legal &
Corporate Affairs. In this role, he serves as Secretary to the
Board and Nomination Committee and as a company secretary
for various companies in the Caltex Group.
Mr Lim was appointed to the Caltex Board as Company
Secretary in April 2011. He joined Caltex in 2006 after spending
a number of years as a lawyer in private practice. Mr Lim was
appointed to the role of Assistant General Counsel in 2009 and
was later appointed Company Secretary and General Counsel
(January 2012).
Mr Lim holds a Bachelor of Commerce and a Bachelor of Laws
from the University of New South Wales.
Nawal Silfani
Ms Silfani joined Caltex in 2014 and was appointed to the
Caltex Board as Company Secretary in December 2014. She
served as Secretary for the Audit Committee, the Human
Resources Committee and the OHS & Environmental Risk
Committee, and was the company secretary for various Caltex
Group companies.
Ms Silfani previously held similar roles in high profile ASX 100
companies and has extensive experience at a top tier Australian
law firm, where she focused on corporate law and governance.
Ms Silfani holds various undergraduate and postgraduate
qualifications in law, corporate governance and risk, including
a Master of Laws from the University of Sydney. She is a
member of the Australian Institute of Company Directors, the
Law Society of New South Wales, the Association of Corporate
Counsel and the Governance Institute of Australia.
Ms Silfani resigned as Company Secretary in February 2016.
Indemnity and insurance
Constitution
The Constitution of Caltex Australia Limited provides that, to
the extent permitted by law and subject to the restrictions
in sections 199A and 199B of the Corporations Act, Caltex
indemnifies every person who:
• is or has been a director or secretary of Caltex
• is or has been appointed a director or secretary of a Caltex
subsidiary at the request of the Caltex Board, against:
– any liability (other than a liability for legal costs) incurred
by that person as a director or secretary of Caltex or a
Caltex subsidiary, and
– reasonable legal costs incurred in defending an action for
a liability or alleged liability incurred by that person as a
director or secretary of Caltex or a Caltex subsidiary.
Deeds of indemnity and insurance
During the year ended 31 December 2015, Caltex entered into
deeds of access, insurance and indemnity with each of:
• Nawal Silfani on her appointment as a company secretary
• Barbara Ward on her appointment as an independent,
non-executive director
• Steven Gregg on his appointment as an independent,
non-executive director, and
• Penny Winn on her appointment as an independent,
non-executive director.
Deeds of access, insurance and indemnity have previously
been entered into by Caltex with current and former directors
and secretaries.
Under the deeds, Caltex has agreed, in broad terms, to
indemnify its directors and company secretaries (to the extent
permitted by law and subject to the prohibitions in section
199A of the Corporations Act and the terms of the deed) against
any and all:
• liabilities incurred as an officer of Caltex or a Caltex Group
company (but not including liabilities for legal costs covered
by the legal costs indemnity), and
• legal costs reasonably incurred in defending an action for a
liability incurred or allegedly incurred as an officer of Caltex
or a Caltex Group company and preparing for, attending or
appearing in administrative proceedings or an investigation
or inquiry by any regulatory authority or external
administrator in respect of or arising out of or connected
with any act.
Under the deeds entered into with directors and company
secretaries, Caltex (either itself or through a Caltex Group
company) is required to maintain and pay the premium on an
insurance policy covering each director and company secretary
(to the extent permitted by law and subject to the prohibitions
in sections 199B and 199C of the Corporations Act). In each
case, the obligation continues for a period of seven years after
the director or secretary (as the case may be) ceases to be an
officer or, if a proceeding or an inquiry has commenced or
arises within this seven year period and this has been notified
to the company, a further period up to the outcome of the
proceedings or inquiry or when the company is satisfied that
the proceedings or inquiry will not proceed.
Contract of insurance
Caltex has paid a premium in respect of a contract insuring the
directors and officers of Caltex against liabilities.
Details of the nature of the liabilities covered or the amount
of the premium paid in respect of the directors’ and officers’
liability insurance has not been disclosed as such disclosure is
prohibited under the terms of the contract.
47
CALTEX 2015 ANNUAL REPORT Rounding of amounts
Caltex is an entity to which Australian Securities and Investments Commission (ASIC) Class Order 98/100 (CO98/100) applies.
Amounts in the 2015 Directors’ Report and the 2015 Financial Report have been rounded off to the nearest thousand dollars
(unless otherwise stated) in accordance with CO98/100.
The Directors’ Report is made in accordance with a resolution of the Caltex Board.
G Gailey
Chairman
J Segal
Managing Director & CEO
Sydney, 23 February 2016
48
DIRECTORS’ REPORT CONTINUED
LEAD AUDITOR’S INDEPENDENCE DECLARATION
UNDER SECTION 307C OF THE CORPORATIONS ACT 2001
To: The directors of Caltex Australia Limited
I declare that, to the best of my knowledge and belief, in relation to the audit for the financial year ended 31 December 2015 there
have been:
(i) no contraventions of the auditor independence requirements as set out in the Corporations Act 2001 in relation to the audit; and
(ii) no contraventions of any applicable code of professional conduct in relation to the audit.
KPMG
Sydney, 23 February 2016
Greg Boydell
Partner
KPMG, an Australian partnership and a member firm of the KPMG
network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity.
Liability limited by a scheme approved under Professional Standards
Legislation.
49
CALTEX 2015 ANNUAL REPORT
DIRECTORS’ DECLARATION
The Caltex Board has declared that:
(a) the directors have received the declarations required by section 295A of the Corporations Act from the Managing Director &
CEO and the Chief Financial Officer for the year ended 31 December 2015
(b) in the directors’ opinion, the financial statements and notes for the year ended 31 December 2015, and the Remuneration
Report, are in accordance with the Corporations Act, including:
(i) section 296 (compliance with accounting standards), and
(ii) section 297 (true and fair view)
(c) in the directors’ opinion, there are reasonable grounds to believe that Caltex will be able to pay its debts as and when they
become due and payable
(d) a statement of compliance with International Financial Reporting Standards has been included in note A to the financial
statements for the year ended 31 December 2015, and
(e) at the date of this declaration, there are reasonable grounds to believe that the companies in the Caltex Australia Group that
are parties to the Deed of Cross Guarantee dated 22 December 1992 with Caltex Australia Limited (including companies added
by Assumption Deed), as identified in note F1 to the financial statements for the year ended 31 December 2015, will be able to
meet any obligations or liabilities to which they are, or may become, subject by virtue of the Deed of Cross Guarantee.
The Directors’ Declaration is made in accordance with a resolution of the Board of Caltex Australia Limited.
G Gailey
Chairman
J Segal
Managing Director & CEO
Sydney, 23 February 2016
50
INDEPENDENT AUDITOR’S REPORT
TO THE MEMBERS OF CALTEX AUSTRALIA LIMITED
Report on the financial report
We have audited the accompanying financial report of Caltex Australia Limited (the Company), which comprises the consolidated
balance sheet as at 31 December 2015, and consolidated income statement, consolidated statements of comprehensive income,
consolidated statements of changes in equity and consolidated cash flows statement for the year ended on that date, notes A to
G comprising a summary of significant accounting policies and other explanatory information and the directors’ declaration of the
Group comprising the Company and the entities it controlled at the year’s end or from time to time during the financial year.
Directors’ responsibility for the financial report
The directors of the Company are responsible for the preparation of the financial report that gives a true and fair view in
accordance with Australian Accounting Standards and the Corporations Act 2001 and for such internal control as the directors
determine is necessary to enable the preparation of the financial report that is free from material misstatement whether due to
fraud or error. In note A, the directors also state, in accordance with Australian Accounting Standard AASB 101 Presentation of
Financial Statements, that the financial statements of the Group comply with International Financial Reporting Standards.
Auditor’s responsibility
Our responsibility is to express an opinion on the financial report based on our audit. We conducted our audit in accordance with Australian
Auditing Standards. These Auditing Standards require that we comply with relevant ethical requirements relating to audit engagements
and plan and perform the audit to obtain reasonable assurance whether the financial report is free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial report.
The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement
of the financial report, whether due to fraud or error. In making those risk assessments, the auditor considers internal control
relevant to the entity’s preparation of the financial report that gives a true and fair view 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 entity’s internal
control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting
estimates made by the directors, as well as evaluating the overall presentation of the financial report.
We performed the procedures to assess whether in all material respects the financial report presents fairly, in accordance with the
Corporations Act 2001 and Australian Accounting Standards, a true and fair view which is consistent with our understanding of the
Company’s and the Group’s financial position and of their performance.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.
Independence
In conducting our audit, we have complied with the independence requirements of the Corporations Act 2001.
Auditor’s opinion
In our opinion:
(a) the financial report of the Group is in accordance with the Corporations Act 2001, including:
(i)
giving a true and fair view of the Company’s and the Group’s financial position as at 31 December 2015 and of their
performance for the year ended on that date; and
(ii) complying with Australian Accounting Standards and the Corporations Regulations 2001.
(b) the financial report also complies with International Financial Reporting Standards as disclosed in note A.
Report on the remuneration report
We have audited the Remuneration Report included in pages 21 to 45 of the directors’ report for the year ended 31 December
2015. The directors of the company are responsible for the preparation and presentation of the remuneration report in accordance
with Section 300A of the Corporations Act 2001. Our responsibility is to express an opinion on the remuneration report, based on
our audit conducted in accordance with auditing standards.
Auditor’s opinion
In our opinion, the remuneration report of Caltex Australia Limited for the year ended 31 December 2015, complies with
Section 300A of the Corporations Act 2001.
KPMG
Sydney, 23 February 2016
Greg Boydell
Partner
KPMG, an Australian partnership and a member firm of the KPMG
network of independent member firms affiliated with KPMG
International Cooperative (“KPMG International”), a Swiss entity.
Liability limited by a scheme approved under Professional
Standards Legislation.
51
CALTEX 2015 ANNUAL REPORT
FINANCIAL
STATEMENTS
Contents
Primary statements
Consolidated income statement
Consolidated statement of comprehensive income
Consolidated balance sheet
Consolidated statement of changes in equity
Consolidated cash flow statement
Notes to the financial statements
A Basis of preparation
B Results for the year
B1 Revenue and other income
B2 Costs and expenses
B3 Segment reporting
B4 Earnings per share
B5 Dividends
C Operating assets and liabilities
C1 Receivables
C2 Inventories
C3 Intangibles
C4 Property, plant and equipment
C5 Payables
C6 Provisions
C7 Employee benefits
D Capital, funding and risk management
D1 Interest bearing liabilities
D2 Risk management
D3 Capital management
D4 Fair value of financial assets and liabilities
D5 Issued capital
E Taxation
E1 Income tax expense
E2 Deferred tax
F Group structure
F1 Controlled entities
F2 Business combinations
F3 Equity accounted investees
F4 Joint venture operations
F5 Parent entity disclosures
G Other information
G1 Commitments
G2 Contingent liabilities
G3 Related party disclosures
G4 Key management personnel
G5 Notes to the cash flow statement
G6 Auditor remuneration
G7 Net tangible assets per share
G8 New standards and interpretations not yet adopted
G9 Events subsequent to the end of the year
52
CONSOLIDATED INCOME STATEMENT
FOR THE YEAR ENDED 31 DECEMBER 2015
Thousands of dollars
Revenue
Replacement cost of goods sold (excluding product duties and taxes and
inventory (losses)/gains)
Product duties and taxes
Inventory (losses)/gains
Cost of goods sold – historical cost
Gross profit
Other income
Net foreign exchange losses
Selling and distribution expenses
General and administration expenses
Results from operating activities
Finance costs
Finance income
Net finance costs
Share of net profit of entities accounted for using the equity method
Profit before income tax expense
Income tax expense
Net profit
Profit attributable to:
Equity holders of the parent entity
Non-controlling interest
Net profit
Basic and diluted earnings per share:
Historical cost – cents per share
Note
2015
2014
B1
20,027,284
24,231,200
B1
B2
F3.4
E1
(12,903,682)
(4,941,311)
(193,418)
(16,951,754)
(5,262,166)
(515,694)
(18,038,411)
(22,729,614)
1,988,873
1,501,586
23,641
(26,616)
(1,039,239)
(135,309)
726
(21,730)
(1,097,882)
(241,913)
811,350
140,787
(82,202)
5,490
(76,712)
5,008
739,646
(217,025)
522,621
521,507
1,114
522,621
(119,604)
8,234
(111,370)
917
30,334
(7,664)
22,670
19,931
2,739
22,670
B4
193.2
7.4
The consolidated income statement for the year ended 31 December 2015 includes a significant gain of $31,924,000 before tax
(2014: $160,163,000 loss before tax). Details of these items are disclosed in notes B1 and B2.
The consolidated income statement is to be read in conjunction with the notes to the financial statements.
53
CALTEX 2015 ANNUAL REPORT CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
FOR THE YEAR ENDED 31 DECEMBER 2015
Thousands of dollars
Profit for the period
Other comprehensive income
Items that will not be reclassified to profit or loss:
Actuarial gain on defined benefit plans
Tax on items that will not be reclassified to profit or loss
Total items that will not be reclassified to profit or loss
Items that may be reclassified subsequently to profit or loss:
Foreign operations – foreign currency translation differences
Effective portion of changes in fair value of cash flow hedges
Net change in fair value of cash flow hedges reclassified to profit or loss
Tax on items that may be reclassified subsequently to profit or loss
Total items that may be reclassified subsequently to profit or loss
Other comprehensive income for the period, net of income tax
Total comprehensive income for the period
Attributable to:
Equity holders of the parent entity
Non-controlling interest
Total comprehensive income for the period
2015
2014
522,621
22,670
1,507
(452)
1,055
7,716
23,690
(22,905)
(234)
8,267
9,322
531,943
530,829
1,114
531,943
8,608
(2,582)
6,026
1,446
18,640
(8,299)
(3,103)
8,684
14,710
37,380
34,641
2,739
37,380
The consolidated statement of comprehensive income is to be read in conjunction with the notes to the financial statements.
54
CONSOLIDATED BALANCE SHEET
AS AT 31 DECEMBER 2015
Thousands of dollars
Current assets
Cash and cash equivalents
Receivables
Inventories
Current tax assets
Other
Total current assets
Non-current assets
Receivables
Investments accounted for using the equity method
Intangibles
Property, plant and equipment
Deferred tax assets
Employee benefits
Other
Total non-current assets
Total assets
Current liabilities
Payables
Interest bearing liabilities
Current tax liabilities
Employee benefits
Provisions
Total current liabilities
Non-current liabilities
Payables
Interest bearing liabilities
Employee benefits
Provisions
Total non-current liabilities
Total liabilities
Net assets
Equity
Issued capital
Treasury stock
Reserves
Retained earnings
Total parent entity interest
Non-controlling interest
Total equity
Note
2015
2014
C1
C2
C1
F3
C3
C4
E2
C7
C5
D1
C7
C6
C5
D1
C7
C6
D5
263,764
681,542
969,885
51,167
38,881
53,122
837,672
1,118,084
56,704
33,754
2,005,239
2,099,336
2,824
9,412
182,626
2,602,865
298,158
1,411
2,206
3,099,502
5,104,741
966,806
122
30,478
109,993
110,350
3,246
24,181
188,188
2,363,672
442,183
6,719
1,009
3,029,198
5,128,534
1,175,515
110
–
163,200
165,075
1,217,749
1,503,900
9,743
695,238
50,669
343,537
1,099,187
2,316,936
2,787,805
543,415
(644)
(9,223)
2,241,981
2,775,529
12,276
2,787,805
7,642
692,169
59,253
332,979
1,092,043
2,595,943
2,532,591
543,415
(607)
(3,498)
1,981,319
2,520,629
11,962
2,532,591
The consolidated balance sheet is to be read in conjunction with the notes to the financial statements.
55
CALTEX 2015 ANNUAL REPORT CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
FOR THE YEAR ENDED 31 DECEMBER 2015
Thousands of dollars
Issued
capital
Treasury
stock
Foreign
currency
translation
reserve
Equity
compen-
sation
reserve
Hedging
reserve
Retained
earnings
Non-
controlling
interest
Total
Total
equity
Balance at 1 January 2014
543,415
(610)
(240)
(9,265)
(753) 2,055,262 2,587,809
9,223 2,597,032
Total comprehensive
income for the year
Profit for the year
Total other comprehensive
income
Total comprehensive
income for the year
Own shares acquired
Shares vested to employees
Expense on equity
settled transactions
Dividends to shareholders
Balance at
31 December 2014
–
–
–
–
–
–
–
–
–
–
–
1,446
7,238
–
–
19,931
19,931
2,739
22,670
6,026
14,710
–
14,710
–
(8,971)
8,974
1,446
–
–
7,238
–
–
–
–
(8,974)
25,957
–
–
34,641
(8,971)
–
2,739
–
–
37,380
(8,971)
–
–
–
–
–
–
–
7,050
–
–
(99,900)
7,050
(99,900)
–
–
7,050
(99,900)
543,415
(607)
1,206
(2,027)
(2,677) 1,981,319 2,520,629
11,962 2,532,591
Balance at 1 January 2015
543,415
(607)
1,206
(2,027)
(2,677) 1,981,319 2,520,629
11,962 2,532,591
Total comprehensive
income for the year
Profit for the year
Total other comprehensive
income
Total comprehensive
income for the year
Own shares acquired,
net of tax
Shares vested to employees
Expense on equity
settled transactions
Dividends to shareholders
Balance at
31 December 2015
–
–
–
–
–
–
–
–
–
–
(29,304)
29,267
–
–
–
7,716
7,716
–
–
–
–
–
551
551
–
–
–
–
–
–
–
521,507
521,507
1,114
522,621
1,055
9,322
–
9,322
522,562
530,829
1,114
531,943
5,999
(29,267)
–
–
(23,305)
–
–
–
(23,305)
–
9,276
–
–
9,276
(261,900) (261,900)
–
9,276
(800) (262,700)
543,415
(644)
8,922
(1,476)
(16,669) 2,241,981 2,775,529
12,276 2,787,805
The consolidated statement of changes in equity is to be read in conjunction with the notes to the financial statements.
56
CONSOLIDATED CASH FLOW STATEMENT
FOR THE YEAR ENDED 31 DECEMBER 2015
Thousands of dollars
Note
2015
2014
Cash flows from operating activities
Receipts from customers
Payments to suppliers, employees and governments
Shares acquired for vesting employee benefits
Dividends and disbursements received
Interest received
Interest and other finance costs paid
Income taxes paid
Net operating cash inflows
Cash flows from investing activities
Purchase of assets and liabilities through business combination
Purchases of property, plant and equipment
Major cyclical maintenance
Purchases of intangibles
Net proceeds from sale of property, plant and equipment
Net investing cash outflows
Cash flows from financing activities
Proceeds from borrowings
Repayments of borrowings
Repayment of finance lease principal
Dividends paid to non-controlling interest
Dividends paid
Net financing cash outflows
Net increase/(decrease) in cash and cash equivalents
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
22,895,469
(21,896,673)
(29,304)
3,014
5,561
(61,729)
(31,672)
27,789,449
(26,896,686)
(8,971)
600
9,470
(118,338)
(93,955)
G5.2
884,666
661,569
F2
(7,268)
(340,096)
(91,422)
(15,414)
43,095
(411,105)
(86,466)
(372,116)
(19,120)
(23,337)
25,290
(475,749)
7,676,000
(7,676,000)
(219)
(800)
(261,900)
6,811,500
(7,044,020)
(200)
–
(99,900)
(262,919)
(332,620)
210,642
53,122
263,764
(146,800)
199,922
53,122
G5.1
The consolidated cash flow statement is to be read in conjunction with the notes to the financial statements.
57
CALTEX 2015 ANNUAL REPORT NOTES TO THE FINANCIAL STATEMENTS
A BASIS OF PREPARATION
FOR THE YEAR ENDED 31 DECEMBER 2015
Caltex Australia Limited (the company) is a company limited by
shares, incorporated and domiciled in Australia. The shares of
Caltex are publicly traded on the Australian Securities Exchange.
The consolidated financial statements for the year ended
31 December 2015 comprise the company and its controlled
entities (together referred to as the Caltex Group) and the
Caltex Group’s interest in associates and jointly controlled
entities. The Caltex Group is a for-profit entity and is primarily
involved in the purchase, refining, distribution and marketing of
petroleum products and the operation of convenience stores.
The consolidated financial statements were approved by the
Caltex Board and authorised for issue on 23 February 2016.
The financial report has been prepared as a general purpose
financial report and complies with the requirements of
the Corporations Act and Australian Accounting Standards
(AASBs). The consolidated financial report also complies with
International Financial Reporting Standards (IFRSs) adopted by
the International Accounting Standards Board (IASB).
The consolidated financial report is prepared on the historical
cost basis, except for derivative financial instruments which
are measured at fair value, and the defined benefit liability
which is recognised as the net total of the plan assets, plus
unrecognised past service cost less the present value of the
defined benefit obligation.
The consolidated financial report is presented in Australian
dollars, which is the Caltex Group’s functional currency.
The company is of a kind referred to in ASIC Class Order 98/100
dated 10 July 1998 and in accordance with that Class Order,
amounts in the consolidated financial report and Directors’
Report have been rounded to the nearest thousand dollars,
unless otherwise stated.
The Caltex Group has adopted all the mandatory amended
Accounting Standards issued that are relevant to its operations
and effective for the current reporting period.
A number of new standards, amendments to standards and
interpretations are effective for annual periods beginning after
1 January 2016, and have not been applied in preparing these
consolidated financial statements. Refer to note G8.
The preparation of a consolidated financial report in conformity
with AASBs requires management to make judgements,
estimates and assumptions that affect the application of
policies and reported amounts of assets and liabilities, income
and expenses. The estimates and associated assumptions are
based on historical experience and various other factors that
are believed to be reasonable under the circumstances, the
results of which form the basis of making the judgements
about carrying values of assets and liabilities that are not
readily apparent from other sources. Actual results may differ
from these estimates. These accounting policies have been
consistently applied by each entity in the Caltex Group.
The estimates and underlying assumptions are reviewed on an
ongoing basis. Revisions to accounting estimates are recognised
in the period in which the estimate is revised and future periods
if the revision affects both current and future periods.
Judgements made by management in the application of AASBs
that have a significant effect on the consolidated financial report
and estimates with a significant risk of material adjustment in
the future financial years are found in the following notes:
• information about the assumptions and the risk factors
relating to impairment is described in notes C1 (receivables),
C3 (intangibles) and C4 (property, plant and equipment)
• note D2 provides an explanation of the foreign exchange,
interest rate and commodity price exposures of the Group
and the risk in relation to foreign exchange, interest rate and
commodity price movements, and
• note C6 provides key sources of estimation, uncertainty and
assumptions used in regard to estimation of provisions.
58
NOTES TO THE FINANCIAL STATEMENTS
B RESULTS FOR THE YEAR
FOR THE YEAR ENDED 31 DECEMBER 2015
This section highlights the performance of the Group for the year, including revenue and other income, costs and expenses, results
by operating segment, earnings per share and dividends.
B1 Revenue and other income
Revenue
Sale of goods
Revenue from the sale of goods in the ordinary course of activities is measured at the fair value of consideration received or
receivable, net of rebates, discounts and allowances.
Gross sales revenue excludes amounts collected on behalf of third parties such as goods and services tax (GST). Sales revenue is
recognised when the significant risks and rewards of ownership have been transferred to the customer, which is the date products
are delivered to the customer.
Other revenue
Rental income from leased sites is recognised in the consolidated income statement on a straight-line basis over the term of the
lease. Franchise fee income is recognised in accordance with the substance of the agreement. Royalties are recognised as they
accrue in accordance with the substance of the agreement.
Dividend income is recognised at the date the right to receive payment is established.
Other income
Net profit on disposal of property, plant and equipment
The profit on disposal of property, plant and equipment is brought to account at the date a contract of sale is settled, because it
is at this time that:
• the costs incurred or to be incurred in respect of the sale can be measured reliably, and
• the significant risks and rewards of ownership of the property, plant and equipment have been transferred to the buyer.
Assets that are held for sale are carried at the lower of the net book value and fair value less cost to sell.
Thousands of dollars
Revenue
Sale of goods
Other revenue
Rental income
Royalties and franchise income
Transaction and merchant fees
Other
Total other revenue
Total revenue
Other income
2015
2014
19,692,110
23,878,180
70,777
113,841
100,886
49,670
335,174
71,671
106,617
99,403
75,329
353,020
20,027,284
24,231,200
Net gain on sale of property, plant and equipment
23,641
726
Significant items
During 2015, the Group recognised a significant gain before tax totalling $31,924,000 in the income statement. This related to the
sale of surplus property in Western Australia and is included in net gain on sale of property, plant and equipment.
During 2014, the Group did not incur any significant item gains.
59
CALTEX 2015 ANNUAL REPORT B2 Costs and expenses
Finance costs are recognised as incurred unless they relate to qualifying assets. Qualifying assets are assets which take more than
12 months to get ready for their intended use or sale. In these circumstances, finance costs are capitalised to the cost of the assets.
Where borrowings are not specific to an asset, finance costs are capitalised using an average rate based on the general borrowings
of the Group.
Thousands of dollars
Finance costs
Interest expense
Finance charges on capitalised leases
Unwinding of discount on provisions
Less: capitalised finance costs
Finance costs
Finance income
Net finance costs
Depreciation and amortisation
Depreciation of:
Buildings
Plant and equipment
Amortisation of:
Leasehold property
Leased plant and equipment
Intangibles
Total depreciation and amortisation
Selected expenses
Total personnel expenses
2015
2014
64,367
109
21,428
(3,702)
82,202
(5,490)
76,712
13,113
155,016
168,129
10,237
–
14,183
24,420
108,793
29
25,475
(14,693)
119,604
(8,234)
111,370
12,993
162,179
175,172
9,704
243
17,866
27,813
192,549
202,985
366,071
396,745
Significant items
During 2015, the Group did not incur any significant item losses.
During 2014, the Group incurred significant items before tax totalling a loss of $160,163,000 that have been recognised in the
income statement. These items relate to the Group cost and efficiency review project and include consulting fees ($25,065,000),
redundancy costs ($53,814,000), contract cancellation costs ($12,000,000), interest expense ($20,311,000), foreign exchange
gains ($4,755,000), accelerated depreciation ($22,773,000) and environmental liabilities ($30,955,000).
Of this total $160,163,000 significant items, $144,607,000 is included in general and administration expenses, $20,311,000 is
included in finance costs and $4,755,000 is included in foreign exchange gains.
60
NOTES TO THE FINANCIAL STATEMENTSB RESULTS FOR THE YEARFOR THE YEAR ENDED 31 DECEMBER 2015
B3 Segment reporting
B3.1 Segment disclosures
An operating segment is a component of the Group that engages in business activities from which it may earn revenues and incur
expenses, including revenues and expenses that relate to transactions with any of the Group’s other components. All operating
segments’ operating results are regularly reviewed by the Group’s chief operating decision maker to make decisions about resources
to be allocated to the segment and assess its performance and for which discrete financial information is available.
Segment results that are reported to the chief operating decision maker include items directly attributable to a segment as well
as those that can be allocated on a reasonable basis.
The Group’s business model has changed following the closure of the Kurnell refinery in October 2014 and the establishment of
Ampol Singapore to source crude and refined products. The information provided to the Group’s chief operating decision maker
has been adjusted to align with the new business model. The Group determines and presents operating segments based on the
information provided to the Group’s chief operating decision maker and these are summarised below. Comparative information
has been restated.
Inter-entity sales are recognised based on an internally set transfer price. Sales between segments are based on arm’s length
principles appropriate to reflect prevailing market pricing structures at that time. Where possible, relevant import parity pricing is
used to determine arm’s length pricing between the two segments. Revenue from external parties reported to the chief operating
decision maker is measured in a manner consistent with that in the consolidated income statement. For the purposes of reporting
to the chief operating decision maker, non-fuel income is included on a net basis and is not presented in gross revenue.
Income taxes and net financial costs are dealt with at a Group level and not within the reportable segments.
The performance of each reportable segment is measured based on segment replacement cost of sales operating profit before
interest and income tax excluding significant items. This measurement base excludes the impact of the rise or fall in oil or product
prices (key external factors) and presents a clearer picture of the reportable segments’ underlying business performance. Segment
replacement cost of sales operating profit before interest and income tax excluding significant items is measured as management
believes that such information is most useful in evaluating the performance of the differing internal business units relative to each
other, and other like business units in the industry. Segment replacement cost operating profit excluding significant items, interest
and income tax is also used to assess the performance of each business unit against internal performance measures.
Cost of goods sold measured on a replacement cost basis
Cost of goods sold measured on a replacement cost basis excludes the effect of inventory gains and losses, including the impact
of exchange rate movements. Inventory gains or losses arise due to movements in the landed price of crude oil and product prices,
and represent the difference between the actual historic cost of sales and the current replacement value of that inventory.
The net inventory gain or loss is adjusted to reflect the impact of contractual revenue lags.
Types of products and services
The following summary describes the operations in each of the Group’s reportable segments:
Supply and Marketing
The Supply and Marketing function is an integrated transport fuel supply chain which sources refined products on the international
market and sells Caltex fuels, lubricants, specialty products and convenience store goods through a national network of Caltex,
Caltex Woolworths and Ampol branded service stations, as well as through company owned and non-equity resellers and direct
sales to corporate customers. The Group’s broad distribution capabilities encompass pipelines, terminals, depots and both an
owned and contracted transportation fleet.
Lytton
Lytton refinery in Brisbane refines crude oil into petrol, diesel, jet fuel and many specialty products such as liquid petroleum gas.
61
CALTEX 2015 ANNUAL REPORT B3 Segment reporting continued
B3.2 Information about reportable segments
Thousands of dollars
2015
2014
2015
2014
2015
2014
SUPPLY AND MARKETING
LYTTON
TOTAL OPERATING SEGMENTS
Gross segment revenue
Product duties and taxes
19,029,324
(4,941,309)
23,038,133
(5,269,246)
External segment revenue
14,088,015
17,768,887
88,870
–
88,870
183,889
–
183,889
19,118,194
(4,941,309)
23,222,023
(5,269,247)
14,176,885
17,952,776
Inter-segment revenue
–
–
3,723,888
4,798,110
3,723,888
4,798,110
Total segment revenue
14,088,015
17,768,887
3,812,758
4,981,999
17,900,773
22,750,886
Share of profit of associates
and joint ventures
Depreciation and amortisation
Replacement Cost of Sales
Operating Profit (RCOP) before
interest and income tax
Other material items:
Inventory losses
Capital expenditure
(including acquisitions)
5,008
(138,893)
917
(135,517)
–
(47,743)
–
(34,354)
5,008
(186,636)
917
(169,871)
666,310
658,086
406,000
217,868
1,072,310
875,954
(193,418)
(515,694)
–
–
(193,418)
(515,694)
(353,879)
(274,193)
(99,722)
(230,940)
(453,601)
(505,133)
B3.3 Reconciliation of reportable segment revenues, profit or loss and other material items
Thousands of dollars
Revenues
Total revenue for reportable segments
Product duties and taxes
Elimination of inter-segment revenue
Total reportable segments gross revenue
Non-fuel income and rebates
Other revenue
Consolidated revenue
Profit or loss
Segment RCOP before interest and income tax, excluding significant items
Other expenses
RCOP before interest and income tax, excluding significant items
Significant items excluded from profit or loss reported to the chief operating decision maker:
Net gain on sale of property in WA
Consulting fees
Foreign exchange gains on repayment of finance facilities
Redundancy expenses
Contract cancellation costs
Provisions relating to asset rationalisation projects
RCOP before interest and income tax
Inventory (losses)/gains
Consolidated historical cost profit before interest and income tax
Net financing costs
Net profit/(loss) attributable to non-controlling interest
Consolidated profit before income tax
2015
2014
17,900,773
4,941,309
(3,723,888)
19,118,194
573,916
335,174
22,750,886
5,269,247
(4,798,110)
23,222,023
656,157
353,020
20,027,284
24,231,200
1,072,310
(95,572)
976,738
31,924
–
–
–
–
–
1,008,662
(193,418)
815,244
(76,712)
1,114
739,646
875,954
(81,443)
794,511
–
(25,065)
4,755
(53,814)
(12,000)
(53,728)
654,659
(515,694)
138,965
(111,370)
2,739
30,334
62
NOTES TO THE FINANCIAL STATEMENTSB RESULTS FOR THE YEARFOR THE YEAR ENDED 31 DECEMBER 2015
Thousands of dollars
Other material items 2015
Depreciation and amortisation
Inventory losses
Capital expenditure
Other material items 2014
Depreciation and amortisation
Inventory losses
Capital expenditure
Reportable
segment totals
Other
Consolidated
totals
(186,636)
(193,418)
(453,601)
(169,871)
(515,694)
(505,133)
(5,913)
–
(4,033)
(192,549)
(193,418)
(457,634)
(33,114)
–
(4,412)
(202,985)
(515,694)
(509,545)
B3.4 Geographical segments
The Group operates in Australia and Singapore. Revenue is predominantly generated in Australia. All of the Group’s non-financial
non-current assets are located in the Group’s country of domicile, Australia.
B3.5 Major customer
Revenues from one customer of the Group’s Supply and Marketing segment represent approximately $3,600,000,000
(2014: $4,700,000,000) of the Group’s total gross sales revenue (excluding product duties and taxes).
B3.6 Revenue from products and services
Thousands of dollars
Petrol
Diesel
Jet
Lubricants
Specialty and other products
Crude
Non-fuel income and rebates
Product duties and taxes
Other revenue
B4 Earnings per share
Cents per share
Historical cost
RCOP excluding significant items
2015
2014
5,827,805
6,187,424
1,622,921
225,019
246,209
67,507
573,916
4,941,309
335,174
7,101,556
7,599,818
2,307,913
273,552
669,938
–
656,157
5,269,246
353,020
20,027,284
24,231,200
2015
193.2
232.7
2014
7.4
182.6
The calculation of historical cost basic earnings per share for the year ended 31 December 2015 was based on the net profit
attributable to ordinary shareholders of the parent entity of $521,507,000 (2014: $19,931,000) and a weighted average number
of ordinary shares outstanding during the year ended 31 December 2015 of 270 million shares (2014: 270 million shares).
The calculation of RCOP excluding significant items basic earnings per share for the year ended 31 December 2015 was based
on the net RCOP profit attributable to ordinary shareholders of the parent entity of $628,400,000 (2014: $493,031,000) and a
weighted average number of ordinary shares outstanding as disclosed during the year ended 31 December 2015 of 270 million
shares (2014: 270 million shares). RCOP is calculated by adjusting the statutory profit for significant items and inventory gains and
losses as follows:
Thousands of dollars
Net profit after tax attributable to equity holders of the parent entity
Adjust: Significant items (gains)/losses after tax
Adjust: Inventory losses after tax
RCOP excluding significant items after tax
2015
2014
521,507
(28,500)
135,393
628,400
19,931
112,114
360,986
493,031
There are no dilutive potential ordinary shares, and therefore diluted earnings per share equals basic earnings per share.
63
CALTEX 2015 ANNUAL REPORT B5 Dividends
B5.1 Dividends declared or paid
Dividends recognised in the current year by the company are:
2015
Interim 2015
Final 2014
Total amount
2014
Interim 2014
Final 2013
Total amount
Date of payment
Franked/
unfranked
Cents
per share
Total amount
$’000
30 September 2015
2 April 2015
Franked
Franked
1 October 2014
3 April 2014
Franked
Franked
47
50
97
20
17
37
126,900
135,000
261,900
54,000
45,900
99,900
Subsequent events
Since 31 December 2015, the directors declared the following dividend. The dividend has not been provided for and there are no
income tax consequences for the Group in relation to 2015.
Final 2015
4 April 2016
Franked
70
189,000
B5.2 Dividend franking account
Thousands of dollars
30% franking credits available to shareholders of Caltex Australia Limited
for subsequent financial years
2015
2014
1,102,168
1,125,403
The ability to utilise the franking credits is dependent upon there being sufficient available profits to declare dividends.
The impact on the dividend franking account of dividends proposed after the balance sheet date but not recognised as a liability,
is to reduce the balance by $81,000,000 (2014: $57,857,143).
64
NOTES TO THE FINANCIAL STATEMENTSB RESULTS FOR THE YEARFOR THE YEAR ENDED 31 DECEMBER 2015 NOTES TO THE FINANCIAL STATEMENTS
C OPERATING ASSETS AND LIABILITIES
FOR THE YEAR ENDED 31 DECEMBER 2015
This section provides information on the assets used to generate the Group’s trading performance and the liabilities incurred
as a result.
C1 Receivables
The following balances are amounts due from the Group’s customers and others.
Thousands of dollars
Current
Trade debtors
Allowance for impairment
Associated entities
Other related entities
Other debtors
Non-current
Other loans
2015
2014
639,943
(8,235)
631,708
11,418
1,061
37,355
681,542
758,165
(5,951)
752,214
29,903
1,415
54,140
837,672
2,824
3,246
Receivables are initially recognised at fair value plus any directly attributable transaction costs and subsequently measured at
amortised cost less impairment losses.
Impairment testing is performed at reporting date. A provision for impairment losses is raised if there is a specific indicator that
an impairment loss on receivables has been incurred.
An impairment loss is reversed when an event, occurring after the impairment loss was recognised, objectively indicates an increase
in the recoverable amount.
Impaired receivables
As at 31 December 2015, current trade receivables of the Group with a nominal value of $8,235,000 (2014: $5,951,000) were
impaired. The individually impaired receivables relate to a variety of customers who are in financial difficulties. No collateral is held
over these impaired receivables.
As at 31 December 2015, trade receivables of $27,997,000 (2014: $68,795,000) were past due but not impaired. These relate to a
number of customers for whom there is no recent history of default. The ageing analysis of receivables past due but not impaired is
as follows:
Thousands of dollars
Past due 0 – 30 days
Past due 31 – 60 days
Past due greater than 60 days
Movements in the allowance for impairment of receivables are as follows:
Thousands of dollars
At 1 January
Provision for impairment recognised during the year
Receivables written off during the year as uncollectible
At 31 December
2015
2014
25,430
2,514
53
27,997
62,276
3,404
3,115
68,795
2015
2014
5,951
7,984
(5,700)
8,235
4,809
3,323
(2,181)
5,951
The creation and release of the provision for impaired receivables has been included in general and administration expenses in
the income statement. Amounts charged to the allowance account are written off when there is no expectation of recovering
additional cash.
The other classes within trade and other receivables do not contain impaired assets and are not past due. Based on the credit
history of these other classes, it is expected that these amounts will be received when due.
65
CALTEX 2015 ANNUAL REPORT C1 Receivables continued
Fair value and credit risk
Due to the short term nature of these receivables, their carrying value is assumed to approximate their fair value. Maximum
exposure to credit risk at the reporting date is the fair value of each class of receivables mentioned above. Refer to note D2.4
for further details.
C2 Inventories
Thousands of dollars
Crude oil and raw materials
Inventory in process
Finished goods
Materials and supplies
At 31 December
2015
2014
177,954
65,137
709,426
17,368
969,885
170,715
114,959
816,374
16,036
1,118,084
Inventories are measured at the lower of cost and net realisable value. Cost is based on the first in first out (FIFO) principle and
includes direct materials, direct labour and an appropriate proportion of variable and fixed overhead expenditure incurred in
acquiring the inventories and bringing them into the existing location and condition.
The amount of any write-down or loss of inventory is recognised as an expense in the period it is incurred. Inventory write-downs
may be reversed when net realisable value increases subsequent to initial write-down. The reversal is limited to the original write-
down amount.
Inventories held at 31 December 2015 were written down to their net realisable value. The amount of the write-down was
$48,100,000 (2014: $117,000,000) and is included in inventory losses in the income statement.
C3 Intangibles
Thousands of dollars
Cost
At 1 January 2015
Acquisitions through business combinations
Additions
Impairment
Disposals
Balance at 31 December 2015
Cost
At 1 January 2014
Acquisitions through business combinations
Additions
Disposals
Balance at 31 December 2014
Amortisation
At 1 January 2015
Amortisation for the year
Disposals
Balance at 31 December 2015
Amortisation
At 1 January 2014
Amortisation for the year
Disposals
Balance at 31 December 2014
66
Note
Goodwill
Rights and
licences
Software
Total
F2
F2
143,126
4,512
–
–
–
147,638
113,553
29,573
–
–
143,126
(16,391)
–
–
(16,391)
(16,391)
–
–
(16,391)
31,321
779
–
–
–
32,100
25,844
8,101
–
(2,624)
31,321
(10,186)
(4,709)
–
(14,895)
(8,327)
(3,859)
2,000
(10,186)
99,925
–
15,414
(12,000)
(332)
103,007
87,471
–
23,337
(10,883)
99,925
(59,607)
(9,474)
248
(68,833)
(57,903)
(14,007)
12,303
(59,607)
274,372
5,291
15,414
(12,000)
(332)
282,745
226,868
37,674
23,337
(13,507)
274,372
(86,184)
(14,183)
248
(100,119)
(82,621)
(17,866)
14,303
(86,184)
NOTES TO THE FINANCIAL STATEMENTSC OPERATING ASSETS AND LIABILITIESFOR THE YEAR ENDED 31 DECEMBER 2015 Thousands of dollars
Carrying amount
At 1 January 2015
Balance at 31 December 2015
Carrying amount
At 1 January 2014
Balance at 31 December 2014
Goodwill
Rights and
licences
Software
Total
126,735
131,247
21,135
17,205
40,318
34,174
188,188
182,626
97,162
126,735
17,517
21,135
29,568
40,318
144,247
188,188
The amortisation charge of $14,183,000 (2014: $17,866,000) is recognised in selling and distribution expenses and general and
administration expenses in the income statement.
Goodwill
Goodwill arising on the acquisition of subsidiaries is stated at cost less any accumulated impairment losses. Goodwill is allocated
to cash-generating units and is tested annually for impairment. In respect of equity accounted investees, the carrying amount of
goodwill is included in the carrying amount of the investment in the associate.
Negative goodwill arising on an acquisition is recognised directly in the consolidated income statement.
Other intangible assets
Other intangible assets that are acquired by the Group are stated at cost less accumulated amortisation and impairment losses.
Amortisation
Amortisation is charged to the consolidated income statement on a straight-line basis over the estimated useful lives of intangible
assets. Other intangible assets are amortised from the date they are available for use. The estimated useful lives in the current and
comparative periods are reflected by the following amortisation percentages:
Software development
Software not integrated with hardware
Rights and licences
7 – 17%
17%
6 – 33%
Impairment
The carrying amounts of intangible assets are reviewed to determine if there is any indication of impairment. If any such indication
exists, the assets’ recoverable amounts are estimated and, if required, an impairment is recognised in the income statement.
Impairment tests for cash-generating units containing goodwill
Goodwill has historically been attached to distributor businesses. Following the reorganisation of Caltex’s business model, the
distributor businesses have been integrated within Caltex’s Supply and Marketing business. Goodwill has been reallocated to a
cash-generating unit containing all the assets in the integrated value chain (inclusive of retail sites, depots, pipeline and terminals)
on a state by state basis.
The recoverable amount of goodwill has been determined based on a value in use calculation. This calculation uses pre-tax cash
flow projections based on an extrapolation of the year end cash flows and available budget information. The cash flows have been
discounted using a pre-tax discount rate of 14.6% p.a. The cash flows have been extrapolated using a constant growth rate of
2.5%. The growth rates used do not exceed the long term growth rate for the industry.
There were no goodwill impairment losses recognised during the year ended 31 December 2015 (2014: nil).
67
CALTEX 2015 ANNUAL REPORT C3 Intangibles continued
Key assumptions used in value in use calculations
Key assumption
Cash flow
Estimated long term average growth rate
Discount period
Discount rate
Basis for determining value in use assigned to key assumption
Earnings before interest, tax, depreciation and amortisation
2.5%
Represents the longest remaining life of assets acquired
The risk specific to the asset
The values assigned to the key assumptions represent management’s assessment of future trends in the petroleum industry and are
based on both external sources and internal sources (historic data).
Management believes that any reasonably possible change in the key assumptions on which the recoverable amount is based
would not cause the carrying amount of goodwill recorded to exceed its recoverable amount.
2015
2014
405,908
(37,284)
368,624
384,276
(37,284)
346,992
596,410
(242,650)
353,760
558,200
(231,720)
326,480
169,347
(92,924)
76,423
158,895
(84,133)
74,762
5,227,943
(3,785,157)
4,724,400
(3,663,930)
1,442,786
1,060,470
377,392
(16,120)
361,272
571,088
(16,120)
554,968
2,602,865
2,363,672
C4 Property, plant and equipment
Thousands of dollars
Freehold land
At cost
Accumulated impairment losses
Net carrying amount
Buildings
At cost
Accumulated depreciation and impairment losses
Net carrying amount
Leasehold property
At cost
Accumulated amortisation
Net carrying amount
Plant and equipment
At cost
Accumulated depreciation and impairment losses
Net carrying amount
Capital projects in progress
At cost
Accumulated impairment losses
Net carrying amount
Total net carrying amount
68
NOTES TO THE FINANCIAL STATEMENTSC OPERATING ASSETS AND LIABILITIESFOR THE YEAR ENDED 31 DECEMBER 2015 Owned assets
Items of property, plant and equipment are measured at cost less accumulated depreciation and impairment losses. Cost includes
expenditure that is directly attributable to the acquisition of the asset. The cost of self-constructed assets includes the cost of
materials, direct labour and an appropriate proportion of production overheads.
The cost of property, plant and equipment includes the cost of decommissioning and restoration costs at the end of their economic
lives if a present legal or constructive obligation exists. More details of how this cost is estimated and recognised is contained in
note C6.
Assessment of impairment is made in accordance with the impairment policy noted below.
Leased assets
Leases of property, plant and equipment under which the Group assumes substantially all the risks and rewards of ownership are
classified as finance leases. Other leases are classified as operating leases.
Subsequent expenditure
Expenditure incurred to replace a component of an item of property, plant and equipment that is accounted for separately,
including cyclical maintenance, is capitalised. Other subsequent expenditure is capitalised only when it is probable that the future
economic benefits embodied within the item will flow to the Group and the cost of the item can be reliably measured. All other
expenditure is recognised in the consolidated income statement as an expense as incurred.
Major cyclical maintenance
Major cyclical maintenance expenditure is separately capitalised as an asset component to the extent that it is probable that future
economic benefits, in excess of the originally assessed standard of performance, will eventuate. All other such costs are expensed as
incurred. Capitalised cyclical maintenance expenditure is depreciated over the lesser of the additional useful life of the asset or the
period until the next major cyclical maintenance is scheduled to occur.
Depreciation
Items of property, plant and equipment, including buildings and leasehold property but excluding freehold land, are depreciated
using the straight-line method over their expected useful lives. Leasehold improvements are amortised over the shorter of the lease
term or useful life.
The depreciation rates used, in the current and prior year, for each class of asset are as follows:
Freehold buildings
Leasehold property
Plant and equipment
Leased plant and equipment
2%
2 – 10%
3 – 25%
3 – 25%
Assets are depreciated from the date of acquisition or, in respect of internally constructed assets, from the time an asset is
completed and held ready for use.
69
CALTEX 2015 ANNUAL REPORT C4 Property, plant and equipment continued
Impairment
The carrying amounts of assets are reviewed to determine if there is any indication of impairment. If any such indication
exists, these assets’ recoverable amounts are estimated and, if required, an impairment is recognised in the income statement.
An impairment loss is reversed if there has been a change in the estimates used to determine the recoverable amount.
In assessing the carrying value of property, plant and equipment, management considers long term assumptions relating to key
external factors including Singapore refiner margins, foreign exchange rates and crude oil prices; any changes in these assumptions
can have a material impact on the carrying value.
Reconciliations
Reconciliations of the carrying amounts for each class of property, plant and equipment are set out below:
Thousands of dollars
2015
2014
Freehold land
Carrying amount at the beginning of the year
Additions
Acquisition through business combination
Disposals
Carrying amount at the end of the year
Buildings
Carrying amount at the beginning of the year
Additions
Acquisition through business combination
Disposals
Transfers from capital projects in progress
Depreciation
Carrying amount at the end of the year
Leasehold property
Carrying amount at the beginning of the year
Additions
Disposals
Transfers from capital projects in progress
Amortisation
Carrying amount at the end of the year
Plant and equipment
Carrying amount at the beginning of the year
Additions
Acquisition through business combination
Disposals
Transfers from capital projects in progress
Depreciation
Carrying amount at the end of the year
Capital projects in progress
Carrying amount at the beginning of the year
Additions
Borrowing costs capitalised
Transfers to buildings, leased property, plant and equipment
Carrying amount at the end of the year
70
346,992
22,537
380
(1,285)
368,624
326,480
2,654
–
(2,340)
40,079
(13,113)
353,760
74,762
2,604
(605)
9,899
(10,237)
76,423
1,060,470
349,971
1,329
(15,140)
201,172
(155,016)
328,380
12,187
11,830
(5,405)
346,992
251,682
1,529
13,824
(1,664)
74,102
(12,993)
326,480
62,455
304
(38)
21,745
(9,704)
74,762
982,112
17,965
16,548
(18,253)
224,277
(162,179)
1,442,786
1,060,470
554,968
53,752
3,702
(251,150)
361,272
500,745
359,654
14,693
(320,124)
554,968
NOTES TO THE FINANCIAL STATEMENTSC OPERATING ASSETS AND LIABILITIESFOR THE YEAR ENDED 31 DECEMBER 2015 C5 Payables
Thousands of dollars
Current
Trade creditors – unsecured
– Related entities
– Other corporations and persons
Other creditors and accrued expenses
Non-current
Other creditors and accrued expenses
2015
2014
–
673,072
293,734
966,806
126,271
484,128
565,116
1,175,515
9,743
7,642
Payables are recognised for amounts to be paid in the future for goods and services received, whether or not billed to the Group.
Trade accounts payable are normally settled on between 30 and 60 day terms.
Payables are initially recognised at fair value plus any directly attributable transaction costs and subsequently measured at
amortised cost.
C6 Provisions
Thousands of dollars
Balance at 1 January 2015
Provisions made during the year
Provisions used during the year
Discounting movement
Balance at 31 December 2015
Current
Non-current
Site remediation
and dismantling
Other
Total
481,581
9,929
(83,834)
21,096
428,772
88,556
340,216
428,772
16,473
14,714
(6,072)
–
25,115
21,794
3,321
25,115
498,054
24,643
(89,906)
21,906
453,887
110,350
343,537
453,887
A provision is recognised when there is a present legal or constructive obligation as a result of a past event that can be measured
reliably and it is probable that a future sacrifice of economic benefits will be required to settle the obligation, the timing or amount
of which is uncertain.
A provision is determined by discounting the expected future cash flows (adjusted for expected future risks) required to settle the
obligation at a pre-tax rate that reflects current market assessments of the time value of money and the risks specific to the liability.
Subsequent accretion to the amount of a provision due to unwinding of the discount is recognised as a financing cost.
Estimates of the amount of an obligation are based on current legal and constructive obligations, technology and price levels.
Actual outflows can differ from estimates due to changes in laws, regulations, public expectations, technology, prices and
conditions and can take place many years in the future. The carrying amounts of provisions and liabilities are regularly reviewed and
adjusted to take account of such change.
In general, the further in the future that a cash outflow for a liability is expected to occur, the greater the degree of uncertainty
around the amount and timing of that cash outflow. Examples of cash outflows that are expected to occur a number of years in the
future and, as a result, about which there is uncertainty of the amounts involved, include asset decommissioning and restoration
obligations and employee pension obligations.
A change in the estimate of a recognised provision or liability would impact the consolidated income statement, with the exception
of decommissioning and certain restoration costs that relate to the initial construction of an asset, which would be accounted for
on a prospective basis.
71
CALTEX 2015 ANNUAL REPORT C6 Provisions continued
Site remediation and dismantling
Provisions relating to current and future remediation activities are recognised as liabilities when a legal or constructive
obligation arises.
The provision is the best estimate of the present value of the expenditure to settle the obligation at the reporting date. These costs
are reviewed annually and any changes are reflected in the provision at the end of the reporting period through the consolidated
income statement.
The ultimate cost of remediation is uncertain and cost estimates can vary in response to many factors including changes to the
relevant legal and environmental requirements, the emergence of new techniques or experience at other sites and uncertainty as to
the remaining life of existing sites.
Costs for the future dismantling and removal of assets, and restoration of the site on which the assets are located, are provided
for and capitalised upon initial construction of the asset, where an obligation to incur such costs arises. The present value of the
expected future cash flows required to settle these obligations is capitalised and depreciated over the useful life of the asset.
Subsequent accretion to the amount of a provision due to unwinding of the discount is recognised as a finance cost. A change
in estimate of the provision is added to or deducted from the cost of the related asset in the period of the change, to the extent
that any amount of deduction does not exceed the carrying amount of the asset. Any deduction in excess of the carrying amount
is recognised in the consolidated income statement immediately. If an adjustment results in an addition to the cost of the related
asset, consideration will be given to whether an indication of impairment exists and the impairment policy will be applied.
Dividends
A provision for dividends payable is recognised in the reporting period in which the dividends are declared, for the entire
undistributed amount.
Other
Other includes legal, insurance and other provisions.
C7 Employee benefits
Thousands of dollars
Non-current assets
Defined benefit superannuation asset
Total asset for employee benefits
Current liabilities
Liability for annual leave
Liability for long service leave
Liability for termination benefits
Bonus accrued
Total current liability for employee benefits
Non-current liabilities
Liability for long service leave
Liability for termination benefits
Defined benefit superannuation obligation
Total non-current liability for employee benefits
Total liability for employee benefits
72
2015
2014
1,411
1,411
32,743
8,028
16,503
52,719
6,719
6,719
34,885
9,265
58,898
60,152
109,993
163,200
37,781
9,898
2,990
50,669
159,251
43,600
9,791
5,862
59,253
215,734
NOTES TO THE FINANCIAL STATEMENTSC OPERATING ASSETS AND LIABILITIESFOR THE YEAR ENDED 31 DECEMBER 2015 NOTES TO THE FINANCIAL STATEMENTS
D CAPITAL, FUNDING AND RISK MANAGEMENT
FOR THE YEAR ENDED 31 DECEMBER 2015
This section focuses on the Group’s capital structure and related financing costs. This section also describes how the Group
manages the capital and the financial risks it is exposed to as a result of its operating and financing activities.
D1 Interest bearing liabilities
Thousands of dollars
Current
Lease liabilities
Non-current
Domestic medium term notes
Subordinated note
Lease liabilities
Note
2015
2014
G1
G1
122
122
149,750
544,578
910
695,238
110
110
149,667
541,470
1,032
692,169
Domestic medium term and subordinated notes
These notes are initially recognised when issued at fair value, less transaction costs. These costs are subsequently accounted for
using the amortised cost method. Any difference between the fair value and the principal value is recognised in the consolidated
income statement over the period of the interest bearing liability on an effective interest basis.
D2 Risk management
The Group’s activities expose it to a variety of financial risks: market risk (including foreign exchange, interest rate and commodity
price), as well as credit and liquidity risk. The Group’s overall risk management program focuses on the unpredictability of financial
markets and seeks to minimise potential adverse effects on the Group’s financial performance. The Group uses a range of derivative
financial instruments to hedge market exposures.
The Group enters into derivative transactions, principally interest rate swaps, foreign currency exchange contracts (forwards, swaps
or options), and commodity price swaps. The purpose is to manage the market risks arising from the Group’s operations and its
sources of finance.
Derivative financial instruments are recognised at fair value. The gain or loss on subsequent remeasurement is recognised
immediately in the consolidated income statement. However, where derivatives qualify for hedge accounting, recognition of any
resultant gain or loss depends on the nature of the item being hedged.
It is the Group’s policy that no discretionary trading in financial instruments shall be undertaken.
Group Treasury manages market risk, liquidity risk, financial institutional credit risk and capital management. Risk management
activities in respect to customer credit risk are carried out by the Group’s Credit Risk department. Both Group Treasury and Credit
Risk operate under policies approved by the Board of Directors. Group Treasury and Credit Risk identify, evaluate and monitor the
financial risks in close co-operation with the Group’s operating units.
The Group finances its operations through a variety of financial instruments including bank loans, domestic medium term notes,
subordinated notes and finance leases. Surplus funds are invested in cash and short term deposits.
The Group has various other financial instruments such as trade debtors and trade creditors, which arise directly from its operations.
The magnitude of each type of financial risk that has arisen over the year is discussed in notes D2.1 to D2.5 below.
Cash flow hedges
Interest rate instruments, forward exchange contracts, foreign currency options, cross currency swaps and crude and finished
products swap contracts are classified as cash flow hedges. The effective portion of changes in fair value of these derivative financial
instruments is recognised directly in equity. The gain or loss relating to the ineffective portion is recognised immediately in the
income statement.
Amounts accumulated in equity are transferred to the income statement in the period when the hedged item affects profit or loss.
When a hedging instrument expires or is sold, or when a hedge no longer meets the criteria for hedge accounting, any cumulative
gain or loss existing in equity at the time remains in equity and is recognised when the forecast transaction is ultimately recognised
in the income statement. When a forecast transaction is no longer expected to occur, the cumulative gain or loss that was reported
in equity is immediately transferred to the income statement.
73
CALTEX 2015 ANNUAL REPORT D2 Risk management continued
D2.1 Interest rate risk
Interest rate instruments
The Group enters into fixed interest rate instruments to manage cash flow risks associated with the interest rate volatility on
borrowings that are floating. Interest rate instruments allow the Group to swap floating rate borrowings into fixed rates. Maturities
of swap contracts are principally between one and three years.
At 31 December 2015, the fixed rates under these swap contracts varied from 3.4% p.a. to 5.3% p.a. (2014: 3.4% p.a. to 5.3% p.a.),
a weighted average rate of 4.6% p.a. (2014: 4.3% p.a.).
The net fair value of interest rate swap contracts at 31 December 2015 was a $1,640,000 loss (2014: $5,124,000 loss).
Interest rate sensitivity analysis
At 31 December 2015, if interest rates had changed by -/+1% from the year end rates, with all other variables held constant, the
impact on post-tax profit for the year for the Group and equity would have been:
Dollars
Post-tax profit
Hedge reserve
Post-tax profit Hedge reserve
Interest rates decrease by 1%
Interest rates increase by 1%
2,000,000
(2,000,000)
(700,000)
600,000
3,500,000
(3,500,000)
(1,900,000)
1,800,000
2015
2014
Interest rate risk exposure
The Group’s exposure to interest rate risk (after hedging) for classes of financial assets and liabilities are set out as follows:
Thousands of dollars
Financial assets
Cash at bank and on hand
Financial liabilities
Variable rate borrowings
Subordinated note
Fixed interest rate – repricing dates:
Twelve months or less
One to five years
2015
2014
263,764
263,764
53,122
53,122
D1
D1
D1
394,578
391,470
100,122
200,660
695,360
110
300,699
692,279
D2.2 Foreign exchange risk
Foreign currency transactions are recorded, on initial recognition, in Australian dollars by applying the exchange rate at the date
of the transaction.
Monetary assets and liabilities denominated in foreign currencies at the balance sheet date are translated to Australian dollars
at the foreign exchange rate applicable for that date. Foreign exchange differences arising on translation are recognised in the
consolidated income statement. Non-monetary assets and liabilities that are measured in terms of historical cost in a foreign
currency are translated using the exchange rate at the date of the transaction. Non-monetary assets and liabilities denominated
in foreign currencies that are stated at fair value are translated to Australian dollars at foreign exchange rates at the dates the fair
value was determined.
The Group is exposed to the effect of changes in exchange rates on its operations.
Forward foreign exchange contracts and currency options are used to hedge foreign currency payables in accordance with Group
Policy. The Group implemented a foreign exchange policy in June 2010 of hedging 50% of the Group’s US dollar denominated
crude and products payable. From 1 August 2014, the amended foreign exchange policy increased to 80% of the Group’s US dollar
denominated crude and products payable. The Group also enters into forward foreign exchange contracts to cover major capital
expenditure items. As at 31 December 2015, the total fair value of all outstanding forward contracts amounted to a $476,000 gain
(2014: $2,851,000 gain).
74
NOTES TO THE FINANCIAL STATEMENTS D CAPITAL, FUNDING AND RISK MANAGEMENTFOR THE YEAR ENDED 31 DECEMBER 2015 Foreign exchange rate sensitivity analysis
At 31 December 2015, had the Australian dollar strengthened/weakened by 10% against the US dollar with all other variables held
constant, the impact on post-tax profit for the year for the Group and equity would have been:
Dollars
Post-tax profit
Hedge reserve
Post-tax profit Hedge reserve
2015
2014
AUD strengthens against USD 10%
AUD weakens against USD 10%
Exposure to foreign exchange risk
8,000,000
5,700,000
(20,000)
12,300,000
30,000
3,000,000
(50,000)
60,000
Thousands of dollars
(Australian dollar equivalent
amounts)
Cash and cash equivalents
Trade receivables
Trade payables
Forward exchange contracts
US dollar
43,266
92,398
(556,484)
(475)
Foreign currency option contracts
951
2015
Australian
dollar
220,498
591,968
(420,541)
–
–
Total
US dollar
263,764
684,366
(977,025)
(475)
951
6,115
106,980
(598,722)
448
2,403
2014
Australian
dollar
47,007
733,938
(587,286)
–
Total
53,122
840,918
(1,186,008)
448
–
2,403
D2.3 Commodity price risk
The Group is exposed to the effect of changes in commodity price on its operations.
The Group utilises both crude and finished product swap contracts to manage the risk of price movements. The commodity
hedging policy seeks to minimise adverse price timing risks and basis exposures brought about by purchase and sales transactions.
Caltex’s policy has been not to hedge refiner margins. However, given the unusual strength in regional refiner margins currently,
Caltex hedged a portion of its third quarter 2015 refiner margins in order to support near term earnings.
At 31 December 2015, if commodity prices had changed by -/+10% from the year end prices, with all other variables held
constant, the impact on post-tax profit for the year for the Group and equity would have been:
Dollars
Post-tax profit
Hedge reserve
Post-tax profit Hedge reserve
Commodity prices increase 10%
Commodity prices decrease 10%
(930,000)
930,000
–
–
–
–
–
–
2015
2014
D2.4 Credit risk
Customer credit risk
Credit risk represents the loss that would be recognised if counterparties failed to perform as contracted.
The credit risk on financial assets of the Group which have been recognised on the consolidated balance sheet is the carrying
amount of trade debtors, net of allowances for impairment (see note C1).
Caltex has a Board approved Credit Policy and manual which provide the guidelines for the management and diversification of
the credit risk to Caltex. The guidelines provide for the manner in which the credit risk of customers is assessed and the use of
credit rating and other information in order to set appropriate limits of trade with customers. The credit quality of customers
is consistently monitored in order to identify any potential adverse changes in the credit risk of the customers. Where sales to
customers are settled in cash or using major credit cards, the credit risk is mitigated.
Caltex also minimises concentrations of credit risk by undertaking transactions with a large number of customers across a variety of
industries and networks.
Security is required to be supplied by certain groups of Caltex customers to minimise risk. The security is predominantly in the form
of a registered personal property security interest over the customer’s business and mortgages over the business property. However,
mortgages are also held over directors’ property such as residential houses or rural properties. Bank guarantees or insurance bonds
are also provided in some cases.
75
CALTEX 2015 ANNUAL REPORT D2 Risk management continued
D2.4 Credit risk continued
Financial institution credit risk
Credit risk on cash, short term deposits and derivative contracts is minimised by transacting with relationship banks which have
acceptable credit ratings determined by a recognised ratings agency.
Swap contracts, foreign exchange contracts and crude and finished product swap contracts are subject to credit risk in relation to
the relevant counterparties, which are principally large relationship banks.
The maximum credit risk exposure on foreign currency contracts is the fair value amount of the foreign currency that Caltex
receives when settlement occurs, should the counterparty fail to pay the amount which it is committed to pay the Group. The full
amount of the exposure is disclosed at note D2.2.
The credit risk on interest rate swaps is limited to the positive mark to market amount to be received from counterparties over
the life of contracts that are favourable to the Group. As at 31 December 2015, there is no expected credit risk on any financial
instruments (2014: nil).
D2.5 Liquidity risk management
Liquidity risk is the risk that the Group will not be able to meet its financial obligations as they fall due.
Due to the dynamic nature of the underlying business, the liquidity risk policy requires maintaining sufficient cash and an adequate
amount of committed credit facilities to be held above the forecast requirements of the business.
The Group manages liquidity risk centrally by monitoring cash flow forecasts, maintaining adequate cash reserves and debt
facilities. The debt portfolio is periodically reviewed to ensure there is funding flexibility across an appropriate maturity profile.
The tables below set out the contractual timing of cash flows on derivative and non-derivative financial assets and liabilities at the
reporting date, including drawn borrowings and interest.
Thousands of dollars
Derivative financial
instruments
Less than one year
One to five years
2015
2014
Derivative
financial
liabilities
Derivative
financial
assets
Net derivative
financial
(liabilities)/
assets
Derivative
financial
liabilities
Derivative
financial
assets
Net derivative
financial
(liabilities)/
assets
(515,388)
(1,287)
512,064
797
(3,324)
(490)
(3,814)
(300,993)
(4,315)
298,482
2,575
(2,511)
(1,740)
(4,251)
Thousands of dollars
Non-derivative financial instruments
Less than one year
One to five years
Over five years
2015
2014
Other
financial
liabilities
Net other
financial
(liabilities)/
assets
Other
financial
liabilities
Net other
financial
(liabilities)/
assets
(1,022,385)
(342,439)
(1,348,210)
(1,022,385)
(342,439)
(1,348,210)
(2,713,034)
(1,225,186)
(796,267)
–
(1,225,186)
(796,267)
–
(2,021,453)
The Group has the following committed undrawn floating rate borrowing facilities:
Thousands of dollars
Financing arrangements
Expiring beyond one year
76
2015
2014
850,000
850,000
850,000
850,000
NOTES TO THE FINANCIAL STATEMENTS D CAPITAL, FUNDING AND RISK MANAGEMENTFOR THE YEAR ENDED 31 DECEMBER 2015 D3 Capital management
The Group’s objectives when managing capital are to safeguard its ability to continue as a going concern, so that it can continue
to provide returns for shareholders and benefits for other stakeholders and to maintain an optimal capital structure to reduce the
cost of capital.
In order to maintain or adjust the capital structure, the Group may adjust the amount of dividends paid to shareholders, return
capital to shareholders, issue new shares or sell assets to reduce debt.
During 2015, the Group’s strategy was to maintain a minimum long term credit rating of BBB+, in order to secure access to finance
at a reasonable cost. The credit rating is impacted by two key ratios: Funds from Operations/Debt and Debt/Earnings Before
Interest, Tax, Depreciation and Amortisation.
The Group’s gearing ratio is calculated as net debt/total capital. Net debt is calculated as total interest bearing liabilities less cash
and cash equivalents. Total capital is calculated as equity as shown in the balance sheet plus net debt.
The gearing ratios at 31 December 2015 and 31 December 2014 were as follows:
Thousands of dollars
Total interest bearing liabilities
Less: cash and cash equivalents
Net debt
Total equity
Total capital
Gearing ratio
2015
2014
695,360
(263,764)
431,596
2,787,805
3,219,401
692,279
(53,122)
639,157
2,532,591
3,171,748
13.4%
20.2%
D4 Fair value of financial assets and liabilities
The Group’s accounting policies and disclosures may require the measurement of fair values for both financial and non-financial
assets and liabilities. The Group has an established framework for fair value measurement. When measuring the fair value of an asset
or a liability, the Group uses market observable data where available.
Fair values are categorised into different levels in a fair value hierarchy based on the following valuation techniques:
• Level 1: quoted prices (unadjusted) in active markets for identical assets or liabilities.
• Level 2: inputs other than quoted prices included in Level 1 that are observable for the asset or liability, either directly
(i.e. as prices) or indirectly (i.e. derived from prices).
• Level 3: inputs for the asset or liability that are not based on observable market data (unobservable inputs).
If the inputs used to measure the fair value of an asset or a liability are categorised in different levels of the fair value hierarchy, then
the fair value measurement is categorised in its entirety in the same level of the fair value hierarchy as the lowest level input that is
significant to the entire measurement.
Fair values of recognised financial assets and liabilities with their carrying amounts shown in the balance sheet are as follows:
THOUSANDS OF DOLLARS
ASSET/(LIABILITY)
31 December 2015
Interest bearing liabilities
Domestic medium term notes (i)
Subordinated note
Lease liabilities (ii)
Payables
Carrying
amount
Fair value
total
Quoted
market price
(Level 1)
Observable
inputs
(Level 2)
Non-market
observable
inputs
(Level 3)
(149,750)
(544,578)
(1,032)
(200,400)
(564,438)
(1,242)
–
(564,438)
–
(200,400)
–
(1,242)
Interest rate swaps (iii)
Forward foreign exchange contracts (iii)
Foreign currency options (iii)
Commodity hedges (iii)
Total
(1,640)
(460)
952
6,422
(1,640)
(460)
952
6,422
–
–
–
–
(1,640)
(460)
952
6,422
(690,086)
(760,806)
(564,438)
(196,368)
–
–
–
–
–
–
–
–
77
CALTEX 2015 ANNUAL REPORT
D4 Fair value of financial assets and liabilities continued
THOUSANDS OF DOLLARS
ASSET/(LIABILITY)
–
–
–
–
–
–
–
31 December 2014
Interest bearing liabilities
Domestic medium term notes (i)
Subordinated note
Lease liabilities (ii)
Payables
Carrying
amount
Fair value
total
Quoted
market price
(Level 1)
Observable
inputs
(Level 2)
Non-market
observable
inputs
(Level 3)
(149,667)
(541,470)
(1,142)
(188,850)
(579,634)
(1,425)
–
(579,634)
–
(188,850)
–
(1,425)
Interest rate swaps (iii)
Forward foreign exchange contracts (iii)
Foreign currency options (iii)
(5,124)
448
2,403
(5,124)
448
2,403
–
–
–
(5,124)
448
2,403
Total
(694,552)
(772,182)
(579,634)
(192,548)
Estimation of fair values
(i) Domestic medium term notes
The fair value of domestic medium term notes is determined by using an independent broker quotation.
(ii) Lease liabilities
The fair value is estimated as the present value of future cash flows using the Group’s risk free rate.
(iii) Derivatives
Interest rate instruments
The fair value of interest rate swap contracts is the estimated amount that the Group would receive or pay to terminate the swap at balance date taking
into account current interest rates and credit adjustments.
Foreign exchange contracts
The fair value of forward exchange contracts is calculated by reference to current forward exchange rates for contracts with similar maturity profiles as at
reporting date. The fair value of foreign currency option contracts is determined using standard valuation techniques. Spot foreign exchange contracts are
recorded at fair value, being the quoted market price at balance date.
Crude and finished product swap contracts
The fair value of crude and product swap contracts is calculated by reference to market prices for contracts with similar maturity profiles at reporting date.
D5 Issued capital
Thousands of dollars
Ordinary shares
2015
2014
Issued capital 270 million fully paid ordinary shares
543,415
543,415
Holders of ordinary shares are entitled to receive dividends as declared from time to time and are entitled to one vote per share
at shareholders’ meetings.
In the event of the winding up of Caltex, ordinary shareholders rank after all creditors and are fully entitled to any proceeds
of liquidation.
Caltex grants performance rights to senior executives (refer to the Remuneration Report on pages 21 to 45 for further detail).
For each right that vests, Caltex purchases a share on-market following vesting.
78
NOTES TO THE FINANCIAL STATEMENTS D CAPITAL, FUNDING AND RISK MANAGEMENTFOR THE YEAR ENDED 31 DECEMBER 2015
NOTES TO THE FINANCIAL STATEMENTS
E TAXATION
FOR THE YEAR ENDED 31 DECEMBER 2015
This section provides details of the Group’s income tax expense, current tax provision and deferred tax balances and the Group’s
tax accounting policies.
E1 Income tax expense
E1.1 Recognised in the income statement
Thousands of dollars
Current tax expense:
Current year
Adjustments for prior years
Deferred tax benefit:
Origination and reversal of temporary differences
Benefit of tax losses recognised
Total income tax expense in the income statement
2015
2014
74,938
(1,252)
73,686
143,339
–
143,339
217,025
(17,492)
(618)
(18,110)
102,212
(76,438)
25,774
7,644
E1.2 Reconciliation between income tax expense and profit before income tax expense
Thousands of dollars
Profit before income tax expense
Income tax using the domestic corporate tax rate of 30% (2014: 30%)
Effect of tax rates in foreign jurisdictions
Increase/(decrease) in income tax expense due to:
Imputation gross-up on dividends received
Share of net profit of associated entities
Capital tax losses utilised for which no deferred tax asset was recognised
Research and development allowances
Franking credits on dividends received
Share based payments
Other
Income tax over provided in prior years
Total income tax expense in the income statement
2015
2014
739,646
221,894
30,334
9,100
–
(885)
600
(838)
(546)
(1,000)
(600)
–
(1,233)
(1,252)
217,025
–
(275)
(2,305)
(333)
–
(39)
3,019
(618)
7,664
Income tax expense comprises current tax expense and deferred tax expense. Current tax is the expected tax payable on the
taxable income for the year, using tax rates enacted at the balance sheet date, and any adjustments to tax payable in respect of
previous years. Deferred tax expense represents the changes in temporary differences between the carrying amount of an asset or
liability in the statement of financial position and its tax base.
At the date of this report, the Australian Taxation Office (ATO) had not determined the extent to which earnings from the Group’s
Singaporean entities would be subject to income tax in Australia under the regime for the taxation of controlled foreign company
income. Due to the uncertainty of the ATO’s determination, the Group has estimated the income tax rate of 30% for 2015, being
the Australian corporate income tax rate.
E2 Deferred tax
Deferred tax is recognised using the balance sheet liability method, providing for temporary differences between the carrying
amounts of assets and liabilities for financial reporting purposes and the amounts used for taxation purposes. The following
temporary differences are not provided for: goodwill, the initial recognition of assets or liabilities in a transaction that is not a
business combination and that affects neither accounting nor taxable profit, and differences relating to investments in subsidiaries,
associates and jointly controlled entities to the extent that the Group is able to control the timing of the reversal of the temporary
differences and it is probable that they will not reverse in the foreseeable future.
The amount of deferred tax provided is based on the expected manner of realisation or settlement of the carrying amount of assets
and liabilities, using tax rates enacted or substantively enacted at the balance sheet date.
79
CALTEX 2015 ANNUAL REPORT
E2 Deferred tax continued
A deferred tax asset is recognised only to the extent that it is probable that future taxable profits will be available against which the asset
can be utilised. Deferred tax assets are reduced to the extent that it is no longer probable that the related tax benefit will be realised.
E2.1 Movement in deferred tax
Thousands of dollars
Asset/(Liability)
Balance at
1 Jan 15
Recognised
in income
Recognised
in equity
Acquired
in business
combination
Receivables
Inventories
Property, plant and equipment and intangibles
Payables
Interest bearing liabilities
Provisions
Tax value of recognised tax losses
Other
Net deferred tax asset
1,853
(1,507)
124,882
13,539
8,257
221,032
76,438
(2,311)
442,183
69
16,081
(37,824)
(1,532)
(5,455)
(38,238)
(76,438)
(2)
(143,339)
–
–
–
–
(234)
(452)
–
–
(686)
–
–
–
–
–
–
–
–
–
Thousands of dollars
Asset/(Liability)
Balance at
1 Jan 14
Recognised
in income
Recognised
in equity
Acquired
in business
combination
Receivables
Inventories
Property, plant and equipment and intangibles
Payables
Interest bearing liabilities
Provisions
Tax value of recognised tax losses
Other
Net deferred tax asset
1,558
(4,818)
252,025
9,660
3,973
211,229
–
(3,737)
469,890
295
3,311
(128,371)
3,879
7,387
9,861
76,438
1,426
(25,774)
–
–
–
–
(3,103)
(2,582)
–
–
(5,685)
E2.2 Deferred tax recognised directly in equity
Thousands of dollars
Related to actuarial gains
Related to derivatives
E2.3 Unrecognised deferred tax assets
Thousands of dollars
Capital tax losses
–
–
1,228
–
–
2,524
–
–
3,752
2015
(452)
(234)
(686)
Balance at
31 Dec 15
1,922
14,574
87,058
12,007
2,568
182,342
–
(2,313)
298,158
Balance at
31 Dec 14
1,853
(1,507)
124,882
13,539
8,257
221,032
76,438
(2,311)
442,183
2014
(2,582)
(3,103)
(5,685)
2015
2014
129,411
148,958
Deferred tax assets have not been recognised in respect of these items because it is not probable that future taxable profit will be
available against which these benefits can be utilised by the Group. These have not been tax effected.
E2.4 Tax consolidation
Caltex Australia Limited, as the head company, recognises all current tax balances relating to its wholly owned Australian resident
entities included in the tax-consolidated group (TCG). The head entity, in conjunction with the other members of the TCG, has
entered into a tax funding arrangement which sets out the funding obligations of members of the TCG in respect of tax amounts.
80
NOTES TO THE FINANCIAL STATEMENTSE TAXATIONFOR THE YEAR ENDED 31 DECEMBER 2015 NOTES TO THE FINANCIAL STATEMENTS
F GROUP STRUCTURE
FOR THE YEAR ENDED 31 DECEMBER 2015
This section provides information on the Group’s structure and how this impacts the results of the Group as a whole, including
details of joint arrangements, controlled entities, transactions with non-controlling interests and changes made to the Group
structure during the year.
F1 Controlled entities
Controlled entities are those entities controlled by the Caltex Group. Control exists when the Caltex Group is exposed to, or has
rights to, variable returns from its involvement with the entity and has the ability to affect those returns from its involvement with
the entity and through its power over the entity.
The following entities were controlled during 2015 and 2014:
Name
Companies
Ampol Bendigo Pty Ltd
Ampol International Holdings Pte Ltd.
Ampol Management Services Pte Ltd.
Ampol Procurement Services Pte. Ltd.
Ampol Property (Holdings) Pty Ltd
Ampol Refineries (Matraville) Pty Ltd
Ampol Road Pantry Pty Ltd.
Ampol Singapore Trading Pte Ltd
Australian Petroleum Marine Pty Ltd
B & S Distributors Pty Ltd
Bowen Petroleum Services Pty Ltd
Brisbane Airport Fuel Services Pty Ltd
Calgas Pty Ltd
Calstores Pty Ltd
Caltex Australia Custodians Pty Ltd
Caltex Australia Management Pty Ltd
Caltex Australia Nominees Pty Ltd
Caltex Australia Petroleum Pty Ltd
Caltex Fuel Services Pty Ltd
Caltex Lubricating Oil Refinery Pty Ltd
Caltex Petroleum (Qld) Pty Ltd
Caltex Petroleum (Victoria) Pty Ltd
Caltex Petroleum Pty Ltd
Caltex Petroleum Services Pty Ltd
Caltex Refineries (NSW) Pty Ltd
Caltex Refineries (Qld) Pty Ltd
Circle Petroleum (Q’land) Pty Ltd
Cocks Petroleum Pty Ltd
Cooper & Dysart Pty Ltd
Graham Bailey Pty Ltd
Hanietee Pty Ltd
Hunter Pipe Line Company Pty Ltd
Jayvee Petroleum Pty Ltd
Jet Fuels Petroleum Distributors Pty Ltd
Link Energy Pty Ltd
Manworth Pty Ltd
Newcastle Pipe Line Company Pty Ltd
Northern Marketing Management Pty Ltd
Northern Marketing Pty Ltd
Octane Insurance Pte Ltd
Pilbara Fuels Pty Ltd
R & T Lubricants Pty Ltd
% INTEREST
Note
2015
2014
(iii)
(ii)
(ii)
(ii), (viii)
(iii)
(ii)
(iii)
(iv)
(iii)
(iii)
(iii)
(iii)
(iii)
(iii)
(iii)
(iii)
(iii)
(iii)
(iii)
(iii)
(iii)
(iii)
(iii)
(iii)
(ii)
(iii)
100
100
100
100
100
100
100
100
100
50
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
–
100
100
100
100
100
50
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
81
CALTEX 2015 ANNUAL REPORT F1 Controlled entities continued
Name
Companies continued
Ruzack Nominees Pty Ltd
Solo Oil Australia Pty Ltd
Solo Oil Corporation Pty Ltd
Solo Oil Investments Pty Ltd
Solo Oil Pty Ltd
South Coast Oils Pty Ltd
South East Queensland Fuels Pty Ltd
Sydney Metropolitan Pipeline Pty Ltd
Teraco Pty Ltd
Tulloch Petroleum Services Pty Ltd
Western Fuel Distributors Pty Ltd
Unit trusts
Eden Equity Unit Trust
Petroleum Leasing Unit Trust
Petroleum Properties Unit Trust
South East Queensland Fuels Unit Trust
% INTEREST
Note
2015
2014
100
100
100
100
100
100
100
60
50
100
50
100
100
100
100
100
100
100
100
100
100
100
60
50
100
50
100
100
100
100
(iii)
(iii)
(iv)
(iv)
(iii)
(iv)
(v)
(vi)
(vi)
(vii)
(i) All companies are incorporated in Australia except those noted in (ii) and all unit trusts were formed in Australia.
(ii) These companies are incorporated in Singapore.
(iii) These companies are parties to a Deed of Cross Guarantee dated 22 December 1992 with Caltex and each other. No companies have been added to or
removed from the Deed of Cross Guarantee during the year ended 31 December 2015 or from 1 January 2016 to the date of signing of this financial report.
(iv) These entities have been included as controlled entities in accordance with AASB 10 Consolidated Financial Statements. In each case, control exists because a
company within the Caltex Group has the ability to dominate the composition of the entity’s board of directors, or enjoys the majority of the benefits and is
exposed to the majority of the risks of the entity.
(v) Caltex Petroleum Services Pty Ltd is the sole unit holder of this trust.
(vi) Solo Oil Pty Ltd is the sole unit holder of these trusts.
(vii) Caltex Australia Petroleum Pty Ltd and Caltex Petroleum Services Pty Ltd each own half of the units in this trust.
(viii) This company became part of the Caltex Group on 20 March 2015.
F1.1 Deed of cross guarantee
Income statement for entities covered by the Deed of Cross Guarantee
Thousands of dollars
Revenue
Cost of goods sold – historical cost
Gross profit
Other income
Operating expenses
Finance costs
Share of profit of equity-accounted investees
Profit before income tax expense
Income tax expense
Net profit
Other comprehensive income for the period, net of income tax
Total comprehensive income for the period
Retained earnings at the beginning of the year
Movement in reserves
Dividends provided for or paid
Retained earnings at the end of the year
82
2015
2014
19,814,461
(18,022,628)
24,181,616
(22,710,323)
1,791,833
1,471,293
(26,616)
(1,120,756)
(76,712)
5,008
572,757
(166,802)
405,955
1,606
407,561
1,957,733
1,055
(261,900)
(21,730)
(1,319,134)
(111,370)
917
19,976
(5,367)
14,609
13,264
27,873
2,036,998
6,026
(99,900)
2,102,843
1,957,733
NOTES TO THE FINANCIAL STATEMENTSF GROUP STRUCTUREFOR THE YEAR ENDED 31 DECEMBER 2015 Balance sheet for entities covered by the Deed of Cross Guarantee
Thousands of dollars
Current assets
Cash and cash equivalents
Receivables
Inventories
Current tax asset
Other
Total current assets
Non-current assets
Receivables
Investments accounted for using the equity method
Property, plant and equipment
Intangibles
Deferred tax assets
Employee benefits
Other
Total non-current assets
Total assets
Current liabilities
Payables
Interest bearing liabilities
Current tax liabilities
Employee benefits
Provisions
Total current liabilities
Non-current liabilities
Payables
Interest bearing liabilities
Employee benefits
Provisions
Total non-current liabilities
Total liabilities
Net assets
Equity
Issued capital
Treasury stock
Reserves
Retained earnings
Total equity
2015
2014
232,784
532,124
680,410
81,645
38,032
38,707
869,988
936,689
56,957
31,963
1,564,995
1,934,304
2,824
9,412
2,549,831
157,473
298,426
1,411
1,760
3,021,137
4,586,132
632,539
19
9,383
109,993
107,911
859,845
9,743
695,238
50,669
343,168
1,098,818
1,958,663
2,627,469
3,246
24,181
2,321,944
163,035
444,558
6,719
910
2,964,593
4,898,897
983,423
115
–
163,200
164,583
1,311,321
7,641
692,169
59,253
332,678
1,091,741
2,403,062
2,495,835
543,415
(644)
(18,145)
2,102,843
543,415
(607)
(4,706)
1,957,733
2,627,469
2,495,835
83
CALTEX 2015 ANNUAL REPORT F2 Business combinations
2015
Hawkins Fuels
On 23 July 2015, Caltex acquired two Caltex branded truck stops from Hawkins Fuels (Hawkins) for a consideration of $7,268,000
plus incidental acquisition costs.
Hawkins is an independent fuel reseller business that operates in Queensland. The acquisition complements Caltex’s existing
national network and is consistent with Caltex’s strategy of being Australia’s leading transport fuels provider.
In the five months up to 31 December 2015, Hawkins contributed a gross sales revenue of $1,178,000 and a net profit of $160,000
(including acquisition costs) to the consolidated gross sales revenue and net profit for the year. If the acquisition had occurred on 1
January 2015, the Group estimates that gross sales revenue would have been $1,476,000 greater and net profit would have been
$804,000 greater.
The acquisition had the following effect on the Group’s assets and liabilities:
Thousands of dollars
Intangibles
Property, plant and equipment
Inventories
Net identifiable assets and liabilities
Goodwill on acquisition
Consideration paid, satisfied in cash
Net cash outflow
Recognised
values
779
1,709
268
2,756
4,512
7,268
(7,268)
The recognised values represent the fair value of assets recorded on acquisition.
Intangible assets acquired of $779,000 represents the amount paid to Hawkins for customer relationships and trade restraint, which
meets the criteria for recognition as a separately identifiable intangible asset at the date of acquisition. These intangible assets are to
be amortised over the remainder of the agreement term.
Goodwill acquired of $4,512,000 represents other intangible assets that did not meet the criteria for recognition as separately
identifiable assets at the date of acquisition. None of the goodwill recognised is expected to be deductible for tax purposes.
There were no other material business combinations during the year ended 31 December 2015.
2014
Scott’s Fuel Divisions
On 4 June 2014, Caltex acquired the assets and liabilities of Scott’s Fuel Divisions (Scott’s) for a consideration of $86,466,000 plus
incidental acquisition costs. This acquisition included the businesses known as Scott’s Agencies and Sabadin Petroleum.
The Scott’s Fuel Divisions operate throughout the regional areas of South Australia, Victoria, southern New South Wales and
southern/central Northern Territory. This extensive network consists of 28 retail service stations and 18 depots.
The acquisition complements Caltex’s existing national network and is consistent with Caltex’s strategy of being Australia’s leading
transport fuels provider.
In the seven months up to 31 December 2014, Scott’s contributed a gross sales revenue of $180,395,000 and a net profit
of $10,094,000 to the consolidated gross sales revenue and net profit for the year. If the acquisition had occurred on
1 January 2014, the Group estimates that gross sales revenue would have been $286,000,000 greater and net profit would have
been $9,500,000 greater.
84
NOTES TO THE FINANCIAL STATEMENTSF GROUP STRUCTUREFOR THE YEAR ENDED 31 DECEMBER 2015 The acquisition had the following effect on the Group’s assets and liabilities:
Thousands of dollars
Intangibles
Property, plant and equipment
Inventories
Deferred tax assets
Provisions
Net identifiable assets and liabilities
Goodwill on acquisition
Consideration paid, satisfied in cash
Net cash outflow
Recognised
values
8,101
42,202
11,252
3,752
(8,414)
56,893
29,573
86,466
(86,466)
The recognised values represent the fair value of assets recorded on acquisition.
Intangible assets acquired of $8,101,000 represents the amount paid to Scott’s for customer relationships and trade restraint, which
meets the criteria for recognition as a separately identifiable intangible asset at the date of acquisition. These intangible assets are to
be amortised over the remainder of the agreement term.
Goodwill acquired of $29,573,000 represents other intangible assets that did not meet the criteria for recognition as separately
identifiable assets at the date of acquisition. None of the goodwill recognised is expected to be deductible for tax purposes.
There were no other material business combinations during the year ended 31 December 2014.
F3 Equity accounted investees
Associates are those entities over whose financial and operating policies the Group has significant influence, but not control. Joint
ventures are those entities whose financial and operating policies the Group has joint control over, and where the Group has rights
to the net assets of the entity.
The consolidated financial statements include the Group’s share of the total recognised gains and losses of associates and joint
ventures on an equity accounted basis, from the date that significant influence or joint control commences until the date that it
ceases. When the Group’s share of losses exceeds the carrying amount of the associate or joint venture, the carrying amount is
reduced to nil and recognition of future losses is discontinued except to the extent that the Group has incurred legal or constructive
obligations or made payments on behalf of the associate or joint venture.
Other movements in reserves are recognised directly in the consolidated reserves.
Unrealised gains arising from transactions with associates and joint ventures are eliminated to the extent of the Group’s interest in
the entity. Unrealised losses arising from transactions with associates and joint ventures are eliminated in the same way as unrealised
gains, but only to the extent that there is no evidence of impairment.
F3.1 Investments accounted for using the equity method
Name
Investments in associates and joint ventures
Airport Fuel Services Pty Ltd
Australasian Lubricants Manufacturing Company Pty Ltd (i)
Cairns Airport Refuelling Service Pty Ltd
Geraldton Fuel Company Pty Ltd
South Coast Fuels Pty Ltd (ii)
% INTEREST
2015
2014
40
50
25
50
50
40
50
25
50
50
(i) Australasian Lubricants Manufacturing Company Pty Ltd ceased joint venture operations on 17 April 2015.
(ii) South Coast Fuels Pty Ltd was voluntarily deregistered on 14 January 2015.
The companies listed in the above table were all incorporated in Australia, have a 31 December balance date and are principally
concerned with the sale, marketing and/or distribution of fuel products.
85
CALTEX 2015 ANNUAL REPORT F3 Equity accounted investees continued
F3.2 Investments in associates
Revenue
(100%)
134,716
140,765
Profit
(100%)
5,104
3,762
Share of
associates’
net profit
recognised
Total assets
(100%)
Total
liabilities
(100%)
Net assets
as reported
by associates
(100%)
Share of
associates’
net assets
equity
accounted
1,781
1,372
26,296
25,443
8,340
9,797
17,956
15,646
8,642
7,696
Thousands of dollars
2015
2014
Thousands of dollars
2015
2014
2,552
(766)
1,786
(5)
1,781
188
939
1,127
955
1,037
1,992
(106)
1,886
1,966
(590)
1,376
(4)
1,372
173
340
513
788
1,397
2,185
(165)
2,020
Results of associates
Share of associates’ profit before income tax expense
Share of associates’ income tax expense
Share of associates’ net profit
Unrealised profit in inventories
Share of associates’ net profit – equity accounted
Commitments
Share of associates’ operating lease commitments not provided for in the financial report
and payable:
Within one year
Between one and five years
Share of associates’ finance lease commitments not provided for in the financial report
and payable:
Within one year
Between one and five years
Future finance charges
86
NOTES TO THE FINANCIAL STATEMENTSF GROUP STRUCTUREFOR THE YEAR ENDED 31 DECEMBER 2015
F3.3 Investments in joint ventures
Thousands of dollars
2015
2014
Thousands of dollars
Revenue
(100%)
325,477
495,495
Profit
(100%)
6,863
(458)
Share of
joint ventures’
net profit
recognised
Total
assets
(100%)
Total
liabilities
(100%)
Net assets as
reported by
joint venture
(100%)
Share of
joint ventures’
net assets
equity
accounted
3,227
(455)
3,501
382,444
1,578
383,251
1,923
(807)
770
16,485
Results of joint ventures
Share of joint ventures’ profit/(loss) before income tax expense
Share of joint ventures’ income tax (expense)/benefit
Share of joint ventures’ net loss
Unrealised profit/(loss) in inventories
Share of joint ventures’ net profit/(loss) – equity accounted
Joint ventures’ assets and liabilities
Current assets
Non-current assets
Total assets
Current liabilities
Non-current liabilities
Total liabilities
Commitments
Share of joint ventures’ operating lease commitments not provided for in the financial report
and payable:
Within one year
Between one and five years
F3.4 Reconciliation to income statement
Thousands of dollars
Share of net profit of associates accounted for using the equity method
Share of net loss of joint ventures accounted for using the equity method
F3.5 Reconciliation to balance sheet
Thousands of dollars
Investment in associates accounted for using the equity method
Investment in joint ventures accounted for using the equity method
2015
2014
3,162
(948)
2,214
1,013
3,227
2,725
776
3,501
1,578
–
1,578
(413)
124
(289)
(166)
(455)
377,601
4,843
382,444
369,623
13,628
383,251
1,100
1,559
2,659
1,111
2,659
3,770
2015
2014
1,781
3,227
5,008
1,372
(455)
917
2015
2014
8,642
770
9,412
7,696
16,485
24,181
87
CALTEX 2015 ANNUAL REPORT F4 Joint venture operations
Joint venture operations are those entities whose financial and operating policies the Group has joint control over, and where the
Group has rights to the assets and obligations for the liabilities of the entity.
The interests of the Group in unincorporated joint operations are brought to account by recognising in its financial statements the
assets it controls and the liabilities that it incurs, and the expenses it incurs and its share of income that it earns from the sale of
goods or services by the joint operation.
The Group has joint interests in multiple Joint User Hydrant Installations (JUHIs), which are based at airports across Australia. The
Group’s interest in the JUHIs ranges from 20% – 50%. The principal activity of the JUHIs is refuelling aircraft at the airports. For the
year ended 31 December 2015, the contribution of the JUHIs to the operating profit of the Group was nil (2014: nil). Included in
the assets and liabilities of the Group are the Group’s interests in the assets and liabilities employed in the joint venture operation:
Thousands of dollars
Non-current assets
Plant and equipment expenditure
Less: accumulated amortisation
Total non-current assets
Total assets
2015
2014
59,318
(34,769)
24,549
24,549
56,852
(33,282)
23,570
23,570
F5 Parent entity disclosures
As at, and throughout, the financial year ended 31 December 2015, the parent entity of the Group was Caltex Australia Limited.
Thousands of dollars
Result of the parent entity
Profit for the period
Other comprehensive income
Total comprehensive income for the period
Financial position of parent entity at year end
Current assets
Total assets
Current liabilities
Total liabilities
Total equity of the parent entity comprising:
Issued capital
Treasury stock
Reserves
Retained earnings
Total equity
2015
2014
234,857
2,437
237,294
78,770
6,497
85,267
81,394
2,009,036
–
1,491,363
61,059
2,068,326
2,808
1,512,017
543,415
5,355
(23,822)
(7,275)
517,673
543,415
(607)
(6,267)
19,768
556,309
Parent entity guarantees in respect of the debts of its subsidiaries
The parent entity has entered into a Deed of Cross Guarantee with the effect that each company agrees to guarantee all of the
debts (in full) of all companies that are parties to the deed subject to, and in accordance with, the terms set out in the deed.
Further details of the Deed of Cross Guarantee and the subsidiaries subject to the deed are disclosed in note F1.
88
NOTES TO THE FINANCIAL STATEMENTSF GROUP STRUCTUREFOR THE YEAR ENDED 31 DECEMBER 2015 NOTES TO THE FINANCIAL STATEMENTS
G OTHER INFORMATION
FOR THE YEAR ENDED 31 DECEMBER 2015
This section includes other information to assist in understanding the financial performance and position of the Group, or items
to be disclosed to comply with accounting standards and other pronouncements.
G1 Commitments
G1.1 Capital expenditure
Thousands of dollars
2015
2014
Capital expenditure contracted but not provided for in the financial report and payable
25,564
63,162
G1.2 Leases
Finance leases
Assets of the Group acquired under finance leases are capitalised and included in property, plant and equipment at the lesser of fair
value or present value of the minimum lease payments with a corresponding finance lease liability. Contingent rentals are written
off as an expense of the period in which they are incurred. Capitalised lease assets are depreciated over the shorter of the lease term
and their useful life.
Minimum lease payments are apportioned between the finance charge and the reduction of the outstanding liability. The finance
charge components of lease payments are charged to the consolidated income statement to reflect a constant finance rate on the
remaining balance of the liability for each accounting period.
2015
2014
Thousands of dollars
Minimum lease
payments
Interest
Principal
Minimum lease
payments
Interest
Principal
Within one year
Between one and five years
219
1,109
1,328
97
199
296
122
910
1,032
219
1,328
1,547
109
296
405
110
1,032
1,142
The Group leases plant and equipment under finance leases expiring from one to four years. No contingent rentals were paid
during the year (2014: nil).
Operating leases
Payments made under operating leases are charged against net profit or loss in equal instalments over the accounting period covered
by the lease term, except where an alternative basis is more representative of the benefits to be derived from the leased property.
Contingent rentals are recognised as an expense in the period in which they are incurred. Lease incentives received are recognised in
the consolidated income statement as an integral part of the total lease expense on a straight-line basis over the lease term.
Thousands of dollars
2015
2014
Non-cancellable operating leases – Group as lessee
Future minimum rentals payable:
Within one year
Between one and five years
After five years
130,117
412,000
350,560
892,677
142,133
429,856
337,572
909,561
The Group holds operating leases expiring from one to 36 years. Leases generally provide the Group with a right of renewal at
which time all terms are renegotiated. Lease payments comprise mainly a base amount; however, in a few cases, they include
a base amount and incremental contingent rental. Contingent rentals are based on operating performance criteria. Contingent
rentals of $466,497 were paid during the year (2014: $383,476).
The expense recognised in the income statement during the year in respect of operating leases is $161,583,000 (2014: $160,549,000).
There are no restrictions placed upon the Group by entering into these leases. Renewals are at the option of the specific entity that
holds the lease.
89
CALTEX 2015 ANNUAL REPORT G1 Commitments continued
G1.2 Leases continued
Thousands of dollars
Non-cancellable operating leases – Group as lessor
Future minimum rentals receivable:
Within one year
Between one and five years
After five years
2015
2014
68,870
128,296
39,052
236,218
70,580
150,124
21,845
242,549
The Group has granted operating leases expiring from one to 17 years. Some of the leased properties have been sublet by the
Group. The leases and subleases expire between 2015 and 2032.
Note B1 shows the rental income recognised in the income statement in respect of operating leases.
G2 Contingent liabilities
Discussed below are items where either it is not probable that the Group will have to make future payments or the amounts of the
future payments are not able to be measured.
Legal and other claims
In the ordinary course of business, the Group is involved as a plaintiff or defendant in legal proceedings. Where appropriate, Caltex
takes legal advice. The Group does not consider that the outcome of any current proceedings is likely to have a material effect on
its operations or financial position.
A liability has been recognised for any known losses expected to be incurred where such losses are capable of reliable measurement.
Bank guarantees
The Group has granted indemnities to banks to cover bank guarantees given on behalf of controlled entities to a maximum
exposure of $4,671,000 (2014: $2,628,000).
Deed of Cross Guarantee and class order relief
Various companies in the Caltex Group are party to a Deed of Cross Guarantee dated 22 December 1992 with Caltex Australia
Limited and each other pursuant to ASIC Class Order CO 98/1418 (“Deed”) (see note F1).
Under the Deed, each participating company agrees to guarantee in full all of the debts of all of the companies that are party to the
Deed subject to, and in accordance with, the terms set out in the Deed.
G3 Related party disclosures
Until 30 March 2015, Chevron Global Energy Inc. held a 50% interest in Caltex. Transactions with the Chevron Group up until that
point are summarised below.
The Caltex Group paid $1,019,000 (2014: $7,070,000) to the Chevron Group for technical service fees. The Group received
$1,250,000 (2014: $5,244,000) for technical service fees from the Chevron Group. These fees are in the ordinary course of business
and on normal commercial terms and conditions.
The Caltex Group paid $282,000 (2014: $1,146,000) to the Chevron Group, including Iron Horse Insurance Company for
insurance coverage. Dealings with Iron Horse Insurance Company are in the ordinary course of business and on normal commercial
terms and conditions.
The Caltex Group purchased crude, other refinery feedstocks and petroleum products from the Chevron Group of $913,068,000
(2014: $4,355,821,000). The Caltex Group sold crude, other refinery feedstocks and petroleum products to the Chevron Group of
$73,791,000 (2014: $393,366,000). These purchases and sales are in the ordinary course of business and on normal commercial
terms and conditions.
The Chevron Group seconded one employee (2014: three employees) primarily to provide specialist expertise at Lytton refinery.
The total cost borne by Caltex in respect of this secondee was $90,000 (2014: $1,790,000 for three secondees). This cost includes
salary and bonuses, allowances including relocation, and indirect payroll related expenses.
Caltex seconded three employees to various roles within the Chevron Group during 2015 (2014: six employees). The Chevron Group
paid the salary and bonuses, allowances including relocation, and indirect payroll related expenses of these Caltex employees.
90
NOTES TO THE FINANCIAL STATEMENTSG OTHER INFORMATIONFOR THE YEAR ENDED 31 DECEMBER 2015 Associates
The Group sold petroleum products to associates totalling $106,498,000 (2014: $123,073,000). The Group received income from
associates for rental income of $155,000 (2014: $149,000).
Details of associates are set out in note F3. Amounts receivable from associates are set out in note C1. Dividend and disbursement
income from associates is $800,000 (2014: $600,000).
Caltex has interests in associates primarily for the marketing, sale and distribution of fuel products. Details of Caltex’s interests are
set out in note F3.
Joint ventures
Caltex has interests in joint ventures primarily for the marketing, sale and distribution of fuel products. There were no related party
transactions with Caltex’s joint venture entities during 2015 (2014: nil). Details of Caltex’s interests are set out in notes F3 and F4.
G4 Key management personnel
The key management personnel of the Caltex Group during 2015 and 2014 were:
Current directors
• Greig Gailey, Chairman and Independent, Non-executive Director
• Julian Segal, Managing Director & CEO
• Trevor Bourne, Independent, Non-executive Director
• Steven Gregg, Independent, Non-executive Director (from 9 October 2015)
• Bruce Morgan, Independent, Non-executive Director
• Barbara Ward, Independent, Non-executive Director (from 1 April 2015)
• Penny Winn, Independent, Non-executive Director (from 1 November 2015)
Former directors
• Elizabeth Bryan, Chairman and Independent, Non-executive Director (to 9 December 2015)
• Richard Brown, Non-executive Director (to 2 April 2015)
• Barbara Burger, Non-executive Director (to 2 April 2015)
• Ryan Krogmeier, Non-executive Director (to 2 April 2015)
Senior executives
• Julian Segal, Managing Director & CEO
• Andrew Brewer, Executive General Manager, Supply Chain Operations
• Simon Hepworth, Chief Financial Officer
• Peter Lim, Executive General Manager, Legal & Corporate Affairs
• Adam Ritchie, Executive General Manager, Supply (from 1 April 2015)
• Bruce Rosengarten, Executive General Manager, Commercial
• Simon Willshire, Executive General Manager, Human Resources
Key management personnel compensation
Dollars
Short term benefits
Other long term benefits
Post-employment benefits
Share based payments
2015
2014
12,807,344
239,775
383,215
5,099,486
10,511,019
218,675
294,518
4,900,945
18,529,820
15,925,157
Information regarding directors’ and executives’ compensation and some equity instruments disclosures is provided in the
Remuneration Report section of the Directors’ Report on pages 21 to 45.
91
CALTEX 2015 ANNUAL REPORT OPENING
BALANCE
Number of
performance
rights
2015
1,340,033
215,272
462,806
2,018,111
2014
1,561,834
611,151
264,662
G4 Key management personnel continued
Executive share plan
From 1 January 2010 to 31 December 2014, a mandatory deferral of short term incentives (STI) applied to Senior Executives. Under
the deferral policy, one third of their STI, as long as the incentive was greater than $105,000, was to be delivered in Caltex shares,
which have a six month service related forfeiture risk and are restricted from sale for two years.
The directors approved the 2014 STI in February 2015 which included a deferred value of $1,140,865. Shares to a value of
$1,140,776 were purchased on market during April 2015 (equating to 33,284 shares at a grant date fair value of $34.27 per share).
The service related forfeiture condition was met in October 2015 and the shares will be held under restriction until April 2017
(unless the Senior Executive ceases employment prior to this date).
No shares are to be purchased in April 2016 in respect of the 2015 STI, as this mandatory STI deferral no longer applies. However,
from April 2016 new share retention requirements apply to long term incentives (LTI), which involve a four year sales restriction on
25% of Senior Executives’ vested LTI shares.
Performance rights
Since 1 January 2007, Senior Executives may receive performance rights under Caltex’s Equity Incentive Plan, based on the
achievement of specific targets related to the performance of the Group. The measure of performance is Total Shareholder Returns
(TSR) over a three year period relative to two comparator groups.
GRANTED
VESTED DURING THE YEAR
LAPSED DURING THE YEAR
CLOSING BALANCE
Number of
performance
rights
Start
date
Fair value of
performance
rights
($)
Distribution
date
Number of
performance
rights
Weighted
average
fair value
per share
($)
Lapsed
date
Number of
performance
rights
Weighted
average
fair value
per share
($)
Number of
performance
rights
Fair value
aggregate
($)
8 Apr 15
8 Apr 15
326,229
108,743
15.69
31.76
9 Jan 15
1 Apr 15
(16,859)
(746,052)
35.35
35.13
Q1 2015
Q2 2015
Q3 2015
Q4 2015
434,972
7 Apr 14
7 Apr 14
7 Apr 14
405,972
135,324
135,324
12.57 28 Feb 14
1 Apr 14
22.18
9 May 14
20.16
4 July 14
30 Sep 14
31 Dec 14
(762,911)
(17,200)
(245,667)
(18,617)
(33,403)
(29,828)
(23,211)
(367,926)
Q1 2014
20.98
Q2 2014
21.59
22.47
Q3 2014
22.25 Q4 2014
27.99
34.21
(24,350)
(116,239)
(45,909)
(21,673)
(208,171)
(40,904)
(491,356)
(165,697)
(30,273)
951,454 12,420,390
426,798 8,660,332
103,749 3,295,068
–
–
–
–
1,482,001 24,375,790
– 1,340,033 13,155,109
1,618,845
–
9,402,724
–
215,272
462,806
–
–
(728,230)
2,018,111 24,176,678
2,437,647
676,620
For information regarding the inputs used in the measurement of the fair values at each grant date, please refer to table 8 of the
Remuneration Report on page 40 of the Directors’ Report.
92
NOTES TO THE FINANCIAL STATEMENTSG OTHER INFORMATIONFOR THE YEAR ENDED 31 DECEMBER 2015 G5 Notes to the cash flow statement
G5.1 Reconciliation of cash and cash equivalents
Cash and cash equivalents comprise cash balances and call deposits with an original maturity of three months or less. Bank
overdrafts that are repayable on demand and form an integral part of the Group’s cash management are included as a component
of cash and cash equivalents for the purpose of the consolidated cash flow statement.
For the purposes of the cash flow statement, cash and cash equivalents includes:
Thousands of dollars
Cash at bank
Total cash and cash equivalents
G5.2 Reconciliation of net profit to net operating cash flows
Thousands of dollars
Net profit
Adjustments for:
Net gain on sale of property, plant and equipment
Interest paid capitalised
Amortisation of finance costs
Depreciation/amortisation of property, plant and equipment
Amortisation and impairment of intangibles
Treasury stock movements net of expense
Share of associates’ and joint ventures’ net (loss)/profit
Movements in assets and liabilities:
Decrease in receivables
Decrease/(increase) in inventories
Decrease in other assets
(Decrease)/increase in payables
(Decrease)/increase in current tax balances
Increase in deferred tax assets
Increase/(decrease) in provisions
Net operating cash inflows
G6 Auditor remuneration
Dollars
Audit services – KPMG Australia
Non-audit services – KPMG Australia:
Other assurance services
Taxation services
2015
2014
263,764
263,764
53,122
53,122
2015
2014
522,621
22,670
(23,641)
(3,702)
3,191
178,366
26,183
(14,029)
(1,994)
117,281
151,053
(6,328)
(144,655)
36,015
143,339
(99,034)
884,666
(726)
(14,693)
(9,721)
185,119
17,866
(1,921)
(317)
150,663
921,025
3,130
(535,150)
(112,065)
25,774
9,915
661,569
2015
2014
1,000,500
995,900
103,400
195,600
299,000
34,800
43,700
78,500
93
CALTEX 2015 ANNUAL REPORT
G7 Net tangible assets per share
Dollars
Net tangible assets per share
2015
9.60
2014
8.64
Net tangible assets are net assets attributable to members of Caltex less intangible assets. The weighted average number of
ordinary shares used in the calculation of net tangible assets per share was 270 million (2014: 270 million).
G8 New standards and interpretations not yet adopted
A number of new standards, amendments to standards and interpretations are effective for annual periods beginning after
1 January 2016, and have not been applied in preparing these consolidated financial statements. None of these are expected to
have a significant effect on the consolidated financial statements of the Group, except for:
• AASB 9 Financial Instruments, which becomes mandatory for the Group’s 2018 consolidated financial statements and could
change the classification and measurement of financial assets and liabilities. The Group does not plan to adopt this standard
early and the extent of the impact has not been determined.
• AASB 15 Revenue from Contracts with Customers, which becomes mandatory for the Group’s 2018 consolidated financial
statements and could change the basis for the recognition of revenue. The Group does not plan to adopt this standard early and
the extent of the impact has not been determined.
• IFRS 16 Leases, which becomes mandatory for the Group’s 2019 consolidated financial statements and could require that
operating leases be recognised on the balance sheet. The Group does not plan to adopt this standard early and the extent of the
impact has not been determined.
G9 Events subsequent to the end of the year
Joanne Taylor was appointed Executive General Manager, Human Resources effective 5 February 2016.
Mr Willshire will retire from the company effective 30 April 2016.
On 23 February 2016, the Group announced its intention to conduct a $270 million off-market share buy-back, which is expected
to be completed during the second quarter of 2016.
There were no other items, transactions or events of a material or unusual nature, that, in the opinion of the Board, are likely
to significantly affect the operations of Caltex, the results of those operations or the state of affairs of the Group subsequent to
31 December 2015.
94
NOTES TO THE FINANCIAL STATEMENTSG OTHER INFORMATIONFOR THE YEAR ENDED 31 DECEMBER 2015 COMPARATIVE FINANCIAL
INFORMATION
The additional information on pages 95 to 96 is provided for the information of shareholders.
The information is based on, but does not form part of, the 2015 Financial Report.
Caltex Australia Limited Consolidated Results
2015
2014
2013
2012
2011
Profit and loss ($ million)
Historical cost operating profit before significant items,
interest and income tax expense
Interest income
Borrowing costs
Historical cost income tax expense before significant items
Historical cost operating profit after tax and
before significant items
Significant items (net of tax)
Historical cost operating profit/(loss) after income tax
Dividends
Amount paid and payable ($/share)
Times covered (excl. significant items)
Dividend payout ratio – replacement cost of sales
operating basis (iii) (excl. significant items)
783
5
(82)
(214)
493
29(i)
522
1.17
1.56
50%
279
8
(99)
(56)
132
(112)(ii)
20
0.70
0.70
38%
798
624
640
9
(98)
(205)
504
2
(99)
(161)
366
26 (iii)
(309)(iv)
530
0.34
5.49
28%
57
0.40
3.39
24%
1
(69)
(170)
402
(1,116)
(714)
0.45
3.31
46%
Dividend franking percentage
100%
100%
100%
100%
100%
Other data
Total revenue ($m)
Earnings per share – historical cost (cents per share)
Earnings per share – replacement cost of sales operating basis
(cents per share) (excl. significant items)
Earnings before interest and tax – historical cost basis ($m)
(excl. significant items)
Earnings before interest and tax – replacement cost of sales
operating basis ($m) (excl. significant items)
Operating cash flow per share ($/share)
Interest cover – historical cost basis
Interest cover – replacement cost basis
(excl. significant items)
Return on capital employed – historical cost basis (%) (vi)
Return on capital employed – replacement cost of sales
operating basis (excl. significant items) (%) (vi)
Equity attributable to members of the company ($m)
Total equity ($m)
Total assets ($m)
Net tangible asset backing ($/share)
Debt ($m)
Net debt ($m)
Net debt to net debt plus equity (%)
20,027
24,231
24,676
23,542
22,400
193
233
783
977
3.3
10.6
12.7
16.2
19.5
2,776
2,788
5,105
9.60
695
432
13
7
183
279
795
2.5
1.3
8.8
0.7
15.5
2,521
2,533
5,129
8.64
692
639
20
196
123
798
551
2.3
9.3
6.2
15.8
9.9
2,588
2,597
6,021
9.05
942
742
22
21
170
624
756
1.5
1.9
7.8
2.0
15.8
2,148
2,160
5,386
7.55
950
740
26
(264)
98
640
442
1.7
(14.0)
6.5
(25.2)
9.3
2,206
2,218
4,861
7.82
619
617
22
(i)
Includes significant items before tax totalling a gain of $31,924,000, that
have been recognised in the income statement. This gain relates to the sale of
surplus property in Western Australia.
(ii) Includes significant items before tax totalling a loss of $160,163,000, that have
been recognised in the income statement.
These items relate to the Group cost and efficiency review project and include
consulting fees ($25,065,000), redundancy costs ($53,814,000), contract
cancellation costs ($12,000,000), interest expense ($20,311,000), foreign
exchange gains ($4,755,000) and accelerated depreciation ($22,773,000) and
environmental liabilities ($30,955,000).
(iii) Includes significant items totalling a gain of $27,763,000 before tax, that have
been recognised in the income statement.
These items relate to a gain on the sale of the bitumen business, net of costs
relating to acquisitions and disposals ($38,766,000) and the net adjustment to
provisions ($11,003,000) relating to the closure of the Kurnell refinery.
(iv) Includes significant items relating to employment benefit and remediation
provisions ($430,000,000) arising from the announcement on 26 July 2012
of the planned 2014 closure of the Kurnell refinery in New South Wales,
Australia and its proposed conversion to an import terminal. The remaining
expenses of $11,355,000 relate to cancelled capital projects associated with the
Kurnell refinery.
(v) Dividend payout ratio – replacement cost of sales operating profit basis
calculated as follows:
Dividends paid and payable in respect of financial year
Replacement cost of sales operating profit after income tax (excl.
significant items)
(vi) Return on capital employed is calculated as follows:
Net Profit After Tax
Net Debt + Equity
95
CALTEX 2015 ANNUAL REPORT REPLACEMENT COST OF SALES
OPERATING PROFIT BASIS OF ACCOUNTING
• To assist in understanding the Group’s operating performance, the directors have provided additional disclosure of the Group’s
results for the year on a replacement cost of sales operating profit basis(i), which excludes net inventory gains and losses.
• On a replacement cost of sales operating profit basis excluding significant items, the Group’s net profit after income tax for the
year was $628 million, compared to a profit of $493 million in 2014.
• 2015 net profit before interest, income tax and significant items on a replacement cost of sales operating profit basis was
$977 million, an increase of $182 million over 2014.
$ Million
Historical cost net profit before interest, income tax
and significant items
Add/(deduct) inventory losses/(gains)(ii)
Replacement cost net profit before interest, income tax
and significant items
Net borrowing costs
Five
years*
3,124
399
3,521
2015
783
193
977
(422)
(77)
Historical cost income tax expense before significant items
(805)
(214)
2014
279
516
795
(91)
(56)
(Deduct)/add tax effect of inventory (losses)/gains
(120)
(58)
(155)
Replacement cost of sales operating profit after income tax(iii)
2,175
628
493
2013
798
(246)
551
2012
624
132
756
2011
640
(197)
442
(89)
(97)
(68)
(205)
(161)
(170)
74
332
(40)
458
59
264
* Note: Totals may not sum due to rounding.
i.
The replacement cost of sales operating profit basis (RCOP) removes the impact of inventory gains and losses, giving a truer reflection of underlying financial
performance. Gains and losses in the value of inventory due to fluctuations in the USD price of crude oil and foreign exchange impacts constitute a major
external influence on company profits. RCOP restates profit to remove these impacts. The Caltex RCOP methodology is consistent with the methods used by
other refining and marketing companies for restatement of their financials.
As a general rule, an increase in crude prices on an Australian dollar basis will create an earnings gain for Caltex (but working capital requirements will also
increase). Conversely, a drop in crude prices on an Australian dollar basis will create an earnings loss. This is a direct consequence of the first in first out
(FIFO) costing process used by Caltex in adherence with accounting standards to produce the financial result on a historical cost basis. With Caltex holding
approximately 45 to 60 days of inventory, revenues reflect current prices in Singapore whereas FIFO costings reflect costs some 45 to 60 days earlier. The
timing difference creates these inventory gains and losses.
To remove the impact of this factor on earnings and to better reflect the underlying performance of the business, the RCOP NPAT methodology calculates
the cost of goods sold on the basis of theoretical new purchases instead of actual costs from inventory. The cost of these theoretical new purchases is
calculated as the average monthly cost of cargoes received during the month of those sales.
ii. Historical cost results include gross inventory gains or losses from the movement in crude oil prices. In 2015, the historical cost result includes $193 million
inventory loss (2014: $516 million inventory loss). Net inventory loss is adjusted to reflect impact of revenue lags.
iii. Replacement cost profit after income tax is calculated before taking into account any significant items over the five years. The total effect of these significant
items in each year was: 2011: $1,594 million expenses before tax ($1,116 million after tax); 2012: $441 million expenses before tax ($309 million after tax);
2013: $28 million gain before tax ($26 million after tax); 2014: $160 million expenses before tax ($112 million after tax); and 2015: $32 million gain before
tax ($29 million after tax).
96
SHAREHOLDER INFORMATION
Share capital
The information contained on pages 97 to 98 of this Annual Report is current as at 23 February 2016.
Substantial shareholders
The following shareholders are substantial shareholders of Caltex Australia Limited on 23 February 2016.
Substantial shareholders
BlackRock Group
Lazard Asset Management Pacific Co
Perpetual Limited
Number of
shares held
% of Issued
shares
19,548,062
16,341,534
13,762,320
7.24
6.05
5.1
Distribution of shareholdings
Caltex Australia Limited has one class of equity securities (ordinary shares) and the number of holders of those securities
is 22,465.
The shareholdings in Caltex Australia Limited shares are distributed as set out in the table below.
Number of shares
1 – 1,000
1,001 – 5,000
5,001 – 10,000
10,001 – 100,000
100,001 and over
Total
Number of
shareholders
Number of
shares held
% of issued
shares
16,733
4,948
490
248
46
7,072,569
10,986,633
3,580,708
5,844,051
242,516,039
22,465
270,000,000
2.62
4.07
1.33
2.16
89.82
100
As at 23 February 2016, 293 shareholders hold less than a marketable parcel of Caltex Australia Limited shares.
Details of the 20 largest shareholders of Caltex Australia Limited shares are listed in the table below.
Shareholder
Number of
shares held
% of issued
shares
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
HSBC CUSTODY NOMINEES (AUSTRALIA) LIMITED
J P MORGAN NOMINEES AUSTRALIA LIMITED
NATIONAL NOMINEES LIMITED
CITICORP NOMINEES PTY LIMITED
BNP PARIBAS NOMS PTY LTD
Continue reading text version or see original annual report in PDF format above