Annual
Report
2014
Santos Limited ABN 80 007 550 923
Contents
1 Message from the Chairman
3
Q&A with David Knox, Santos Managing Director
and Chief Executive Officer
6 Board of Directors
8 Santos Leadership Team
10 Production and sales
11 Reserves Statement
16 Corporate Governance Statement
36
10-year summary
38 Directors’ Report
52 Remuneration Report
75 Financial Report
155
Independent Auditor’s Report
156 Auditor’s Independence Declaration
157
Information for shareholders
158 Securities Exchange and Shareholder Information
160
161 Glossary
Index
organisation chart
This 2014 Annual Report is a summary of Santos’ operations,
activities and financial position as at 31 December 2014.
All references to dollars, cents or $ in this document are to
Australian currency, unless otherwise stated.
An electronic version of this report is available on Santos’
website, www.santos.com
BoARD CoMMIttees
BoARD oF DIReCtoRs
Audit & Risk
MAnAgIng DIReCtoR AnD ChIeF exeCutIve oFFICeR
Environment, Health,
Safety and Sustainability
Finance
Nomination
People and Remuneration
sAntos leADeRshIp teAM
Comprises the Managing Director and his reports
Drive business strategy and operations
CoRpoRAte CentRe
BusIness unIts
teChnICAl DIsCIplInes
Business execution and delivery
Provide excellence,
service and assurance
Asia Pacific
Exploration and Subsurface
Eastern Australia
Drilling & Completions and Engineering
GLNG
Safety and Environment
Western Australia and
Northern Territory
Allocate capital and provide
governance and policy
Human Resources, Health,
Aboriginal Affairs
Finance, Strategy, Legal,
Investor Relations, Treasury,
Risk and Audit, Information
Technology and Procurement
Government and Public Affairs
Corporate Secretariat
B | Santos Annual Report 2014
Message from
the Chairman
Santos’ vision is to be a leading energy company in
Australia and Asia. We will continue to drive value and
performance in our Australian base business, leverage
our existing LNG infrastructure and capabilities, and
build a focused, high-value position in South-East Asia.
Dear Shareholder,
Five years ago Santos approved the first of
two transformational liquefied natural
gas (LNG) projects to open more of our
resources to the large and growing markets
of Asia. In May 2014 PNG LNG exported its
first cargo ahead of schedule and shipped
55 cargoes during the course of the year.
Our GLNG project also made substantial
progress and ended the year more than
90% complete, on track for first LNG in
the second half of 2015. Once GLNG is
fully ramped up, Santos will be exporting
over 3 million tonnes of LNG per annum
to customers throughout Asia, realising
our vision to be a leading oil and gas
producer in the region. These projects are
underpinned by 20 year offtake agreements
which will see shareholders benefit from
strong cash flows for decades to come.
In 2014, the Board announced a progressive
dividend policy that would strike a balance
between higher dividends, debt repayment
and ongoing investment for growth. With
the start-up of PNG LNG in the first-half
of 2014 and receipt of first cash from the
project, we were pleased to announce a
33% increase in the interim dividend from
15 cents per share to 20 cents per share,
fully franked.
In light of the current oil price environment,
the Board elected to maintain a cautious
approach and set the final dividend at
15 cents per share, fully franked. This
brings the full-year 2014 dividend to
35 cents per share, up 17% on the prior
year. We will again review the level of the
dividend around the start-up of GLNG in
the second half of 2015.
is a non-cash accounting adjustment
that relates only to the book value of the
company’s assets. Taking into account the
after tax impairments of $1.6 billion, the
financial result for the year was a net loss
after tax of $935 million.
The Brent crude oil price fell by almost 50%
in the fourth quarter of 2014, closing the
year at US$56 per barrel, its lowest level
in more than five years. The speed and
degree of this decline was unexpected,
impacting oil and gas stocks around the
world, including Santos. We acknowledge
the effect this has had on shareholder value
and have moved to implement a range of
initiatives to manage the company through
this lower oil price environment.
In 2014, despite the volatile oil price
environment, Santos recorded its highest
production in five years of 54.1 million
barrels of oil equivalent (mmboe), record
sales revenue of $4 billion and a strong
operating cash flow of $1.8 billion, up
13% on the prior year. The business also
recorded an underlying net profit after tax
of $533 million, an increase of 6% year
on year, reflecting the strong operating
performance of the business.
The sharp fall in oil prices in the second half
of the year led us to recognise significant
asset impairments in our 2014 results of
$1.6 billion after tax. The impairment charge
The long term characteristics of the world’s
energy markets should continue to support
the growth in global LNG demand. The
world’s population is expected to grow by
1.1 billion people over the next 15 years, and
the secure and reliable supply of energy
remains fundamental to a strong, cohesive
and prosperous society1. As a result, the
demand for food is projected to increase by
35%, water by 40% and energy by 50%2.
Australia, with over 920 trillion cubic feet
(Tcf) of natural gas resources and local
demand of only 1 Tcf per annum, is well
placed to meet the energy demands of the
domestic Australian market and contribute
supply to our Asian neighbours3. And Santos’
vision to be a leading energy company in
Australia and Asia remains unchanged.
We are committed to providing the energy
needs of schools, hospitals, homes,
transport networks as well as business and
industry. We will continue to drive value
and performance in our base business,
leverage our existing LNG infrastructure and
capabilities, and build a focused, high-value
position in South-East Asia.
1. United Nations, July 2014
2. US National Intelligence Council, Global Trends 2030, December 2012
3. BREE, Gas Market Report, November 2014
| 1
Chairman’s Review
continued
For societies to continue to prosper, we must create a diverse, reliable and
affordable energy mix that will underpin our standard of living as well as
our children’s future. The natural gas industry will have an important role
in achieving this, and Santos is already playing its part.
on driving operational efficiency, reducing
costs, prudently managing capital and
ensuring our balance sheet remains strong.
Our strategy is clear; we will continue
to focus on the long-term drivers of
shareholder value that reinforce Santos’
position as a leading energy company in
Australia and Asia.
Finally, in March 2015 it was announced
that I will retire as Chairman and member
of the Board at the Annual General Meeting
on 30 April. Mr Peter Coates, AO, currently
a non-executive director, will resume
the role of Chairman. It has been a great
privilege to serve on the Board of Santos
and I would like to thank all of the Santos
team for their dedication and hard work.
I leave in the knowledge that the company
has an experienced Chairman, a strong
Board and an executive team well led by
Managing Director and Chief Executive
Officer David Knox.
Ken Borda
Chairman
Santos’ technical and highly credentialed
work-force is committed not only to
safe and sustainable operations but
also recognising that we operate in
communities, and as such, must work
hard to gain their trust and support.
Santos prides itself on the reputation it has
earned through transparent and proactive
engagement in the communities in which
we operate. Our project life cycles are often
over many decades and as such, we are
in a position to benefit local communities
and landholders over the long-term. Santos
has helped fund road improvements
and communications infrastructure, and
contributes millions of dollars each year
in rates to shire councils. Our policy to
support local service providers and product
suppliers also boosts local businesses and
our in-kind support also helps community
groups to organise and run events and
provide emergency services support.
For societies to continue to prosper,
we must create a diverse, reliable and
affordable energy mix that will underpin
our standard of living as well as our
children’s future. The natural gas industry
will have an important role in achieving
this, and Santos is already playing its part.
For further information regarding our
commitment to environmental and social
reporting, I would encourage you to read
our 2014 Sustainability Report, available
on our website at www.santos.com/
sustainability
In 2014 we took the opportunity to
strengthen the Board, appointing two new
independent non-executive directors.
Scott Sheffield was appointed in February
and brings strong leadership, technical and
operational skills to the Board and a deep
understanding of the US energy industry
and markets. The company he leads in
the US, Pioneer Natural Resources, is at
the forefront of the US shale oil and gas
industry.
Yasmin Allen was appointed in October
and has more than 20 years’ experience in
finance and investment banking and brings
extensive governance, leadership and risk
management skills to the table. Yasmin is
also a Director of Insurance Australia Group
Limited, Cochlear Limited and ASX Limited.
On behalf of the Board, I would like to
thank all our employees and contractors. The
professionalism and hard work exhibited
is evident in the delivery of production
growth, new projects and exploration
success. During this period of intense
construction, we maintained a strong
safety track record. Our lost time injury
frequency rate (LTIFR) of 0.67 reflects our
commitment that no business objective will
take priority over health and safety, and
that no task is so important or urgent that
it cannot be done safely.
The Board and management would also
like to thank you, our shareholders, for your
ongoing support. We remain focused
2 | Santos Annual Report 2014
Q&A
With David Knox, Managing Director
and Chief Executive Officer
In 2014, Santos achieved record sales revenue,
strong operating cash flow, the highest production
level in five years and added to future production
potential through successful exploration and appraisal
activities. In December we responded to the fall in
oil price by cutting capital spend in 2015 by 44%
compared with 2014.
how did santos deliver against its
vision to be a leading energy company
in Australia and Asia in 2014?
As I reflect on 2014, I am proud to say the
underlying business performed well.
PNG LNG commenced production ahead
of schedule in April and was producing at
full capacity by late July. Construction on
this project commenced in 2010, and with
over 55,000 workers involved and 200
million work hours expended on the project’s
construction, it was indeed a remarkable feat
of logistics, engineering and design.
We also made considerable headway during
the year on our Gladstone LNG project. The
US$18.5 billion project is now more than
90% complete and we remain on track for
first LNG in the second half of 2015, on
time and on budget.
Importantly, despite the volatile external
environment, the long-term fundamentals
that underpin our vision to be a leading
energy company in Australia and Asia have
not changed.
The world’s population is forecast to grow
by 1.1 billion over the next 15 years1. The
majority of this growth will be in Asia where
the local population is expected to increase
at double the rate of the rest of the world
combined. This, coinciding with the rapid
migration of people from rural areas to
cities, will see Asia’s energy demand
increase by nearly 50%2.
1. United Nations, July 2014
2. IEA, World Energy Outlook 2014
Natural gas, with its lower carbon footprint,
will be a key beneficiary of this growth.
Exposing Santos’ gas reserves to these
large and growing export markets has
created the scale and pricing necessary to
justify the continued development of our
resources to meet demand growth, both
here in Australia and in Asia, and ultimately,
deliver greater returns to shareholders.
In Australia, where we seek to drive value
and performance in our base business and
unlock resources to meet demand, we
delivered strongly in 2014.
The Eastern Australia Business Unit
recorded a 7% rise in sales revenue to
more than $2 billion primarily on the back
of increased drilling activity, infrastructure
upgrades and higher third-party processing
in the Cooper Basin. This increase in
production and upgrades to infrastructure
have set the company up to meet its
commitments to supply Santos gas to the
GLNG project, and also to take advantage
of new opportunities as existing east coast
contracts roll off in the coming years.
An impairment to the value of our NSW
gas assets was recorded on the back of
a 30% reduction in reserves combined with
a later start-up date for the Narrabri Gas
Project. This action does not change our
view about the project and the importance
for NSW to develop its own natural gas
supplies. This is a strategic asset and we
remain focused on supplying natural gas
to the 1 million families in NSW that use
our product and the thousands of people
who rely on the energy provided by gas
for their employment.
The Western Australia and Northern
Territory Business Unit recorded a
significant gas-condensate discovery with
the Lasseter-1 well in the Browse Basin,
offshore Western Australia, reinforcing our
material resource position following our
Crown discovery in 2012.
The Barossa-3 appraisal well in the
Bonaparte Basin, offshore Northern
Territory, also recorded a strong result,
thereby strengthening the position of the
field to potentially supply gas for either
back-fill or expansion at Darwin LNG.
The Asia Pacific Business Unit underwent
a significant transformation with the early
start-up of PNG LNG in April of 2014. By
year-end over 55 cargoes of LNG had been
shipped to customers throughout Asia. The
early start-up of PNG LNG resulted in a
134% lift in EBITDAX3 to $743 million.
The Business Unit also recorded new project
delivery in Indonesia and Vietnam, and made
a new country entry, farming in to high
impact exploration acreage in the Sabah
Basin, offshore Malaysia.
Santos has been providing natural gas
safely and securely in Australia for more
than 50 years and because of the global
need for energy – especially in the Asia-
Pacific – Santos has now grown into a
regional energy company. At 2014 year-end
we were delivering 160,000 barrels of oil
equivalent a day, which is an outstanding
3. EBITDAX (Earnings before interest, tax, depreciation, depletion, exploration and evaluation and impairment)
| 3
Q&A
continued
result and certainly the highest daily
production since I joined the company.
Through diversification we have built
a more robust and sustainable business,
enabling us to be resilient throughout
the energy price cycle.
What initiatives have you taken to
address the fall in oil price?
We are meeting the challenge of a volatile
oil price head on. In December 2014 we
announced a reduction in forecast 2015
capital expenditure to $2 billion, 44% lower
than 2014. In doing so, we led the industry
by responding in a clear and significant way.
We also announced at that time that asset
divestments were under consideration as
part of the company’s ongoing portfolio
management, provided fair long-term value
is realised.
Cost pressures will continue to abate as we
review contracts and optimise procurement,
logistics and construction strategies across
the business. In fact, production costs
per barrel are expected to reduce by 10%
in 2015. We are implementing innovative
technologies to drive down costs and
increase efficiencies in line with the current
operating environment.
We also sought to maintain a robust
liquidity profile, and to that end we
announced a $1 billion bi-lateral debt facility
in the second half of December. This is
effectively a buffer should it ever be needed.
The money is not drawn down, but is kept
for unexpected events and supports our
4 | Santos Annual Report 2014
liquidity profile. At the end of 2014, Santos
had approximately $2.9 billion in cash and
undrawn debt facilities available.
In a lower oil price environment we will
continue to drive efficiencies and cost
out measures. Across the business we
are eliminating all distractions, simplifying
and challenging ourselves. We strive to be
as efficient as we can while ensuring we
maintain the integrity of our operations
and keep everyone safe.
Nobody can predict the future direction of
the oil price, but what we can do is ensure
that, as a firm, we remain robust through
the lower oil price environment.
how do you think about santos as an
environmentally and socially responsible
energy company?
There was much debate during the year
about what defines a company’s credibility
with respect to operating in an environmental,
sustainable and socially responsible manner.
The debate around the environment and
climate change is an important one and, as
such, it needs to be based on science and
facts rather than fiction.
As a region blessed with a large
endowment of natural resources, we have
a responsibility to help our neighbouring
countries and economies grow to improve
their standard of living. I am glad to say that
Santos is a company that has the capacity
and responsibility to promote progress
to a more sustainable future.
Santos is committed to taking a seat at the
table to better understand the challenges,
concerns and genuine needs of our local
communities and key stakeholders. Working
with local landholders and communities is
central to what we do and we simply could
not operate without building these strong
and enduring relationships.
Ultimately, it is true engagement on
both sides that will bring communities,
employees, and the wider public onboard.
And it is the Santos way of genuinely
committing to engagement, and taking
the time to do it properly, that has ensured
we have a positive reputation in the
communities in which we operate.
Energy after all can be the source of
progress and prosperity – not only does
it power our homes and underpin our
manufacturing industry, but access to
energy lifts living standards for families and
provides opportunities for businesses in
Australia, Asia and around the globe.
During the year we were recognised by
the National Trust as a corporate icon in
recognition of our outstanding contribution
to South Australia. The National Trust
recognised the high degree of integrity,
social responsibility and leadership shown
by Santos since 1954, and this would not
be possible without our people - from
the tenacity of our early pioneers to the
committed staff of today.
Our consistent and enduring approach to
lightening our footprint and working closely
Exposing Santos’ gas reserves to global markets has created the scale
and pricing necessary to justify the continued development of our
resources and ultimately, deliver greater returns to shareholders.
with our communities has paved the way
for our success. We have received awards
both internationally and in Australia for our
track record, and have been recognised by
the Dow Jones Sustainability Indices World
Leaders Index, and as a sustainability leader
in Australia and in the Asia-Pacific region.
The safety of our employees, contractors
and the communities in which we work,
will underpin our operations each and
every day. Our objective, is to ensure that
everyone goes home from work without
injury. We remain focused on this objective,
and in 2014 we recorded another good year
in terms of lost time injury performance.
This was particularly pleasing during a
period in which two major contractors
completed work and demobilised from the
GLNG project.
Santos is passionate about paving the way
for brighter futures. We are built on strong
foundations of environmental, sustainable
and social responsibilities, and have the right
mechanisms in place to prepare for the next
phase of gas supply to Australia and our
Asian neighbours.
For me, it remains a privilege to be your
CEO. I am proud of the hard work and
commitment that Santos employees and
contractors demonstrated during 2014. We
remain focused on maximising returns for
shareholders.
| 5
Board of Directors
Kenneth BoRDA*
DAvID Knox
YAsMIn Allen
peteR CoAtes Ao*
Kenneth DeAn
Chairman
LLB, BA
Appointed Santos Chairman
on 9 May 2013. Previously
independent non-executive
Director since 14 February
2007. Chairman of Santos
Finance Limited. Chairman of
the Nomination Committee
and member of the Finance
and People & Remuneration
Committees of the Board.
Board member of Fullerton
Funds Management Company
Limited, owned by Temasek,
Singapore, since February
2007. Chairman of Aviva Ltd
(Singapore) and Navigator
Investment Service Ltd
(Singapore) since January
2011. Director since 2009.
Seventeen year career
with Deutsche Bank based
in Sydney, Hong Kong,
Singapore and Dubai.
Formerly Regional CEO Asia
Pacific, Regional CEO Middle
East and North Africa and
CEO Australia and New
Zealand, Deutsche Bank until
retirement in May 2007 after
17 years of service.
Managing Director and
Chief executive officer
BSc (Hons) Mech Eng, MBA,
FIE Aust, FTSE
Appointed Managing Director
and Chief Executive Officer
of Santos in July 2008, having
been appointed Acting Chief
Executive Officer in March
2008. Joined Santos in
September 2007 as Executive
Vice President Growth
Businesses. Member of the
Environment, Health, Safety
and Sustainability Committee
of the Board. Director of
Santos Finance Ltd.
Over 30 years of experience in
the global oil and gas industry,
including as Managing Director
for BP Developments in
Australasia from 2003 to
2007. Previously held senior
positions with BP in Australia,
the United Kingdom and
Pakistan, and management
and engineering roles at ARCO
and Shell in the United States,
Netherlands, the United
Kingdom and Norway.
Director of the Migration
Council Australia. Chairman
of the Adelaide Botanic
Gardens Foundation and
Director of the Board of
the Botanic Gardens and
State Herbarium in South
Australia. Council Member of
the Commonwealth Science
Council, Business Council
of Australia, University
Queensland Industry
Engagement Committee,
Great Barrier Reef Foundation
and the Royal Institute of
Australia. Chair of the CSIRO
Energy Strategic Advisory
Committee. Member of
Trade and Investment Policy
Advisory Council and the UK
University College London
Advisory Committee. Fellow
of the Australian Institute of
Mechanical Engineering and
elected in November 2012
as a Fellow of the Australian
Academy of Technological
Sciences and Engineering
BCom FAICD
Independent non-executive
Director since 22 October
2014. A member of the
Environment, Health, Safety
and Sustainability Committee
of the Board.
Ms Allen has more than
20 years experience in
finance and investment
banking, including senior roles
at Deutsche Bank AG, ANZ
and HSBC Group Plc.
Ms Allen is a director of
Insurance Australia Group
Limited, where she chairs
the Nomination and
Remuneration Committee
and is a member of the
Audit and Risk Committee.
She is a director of Cochlear
Limited, chairs its Audit
Committee and is a member
of the Nomination and
Remuneration Committee.
She is also a director of
ASX Limited.
Ms Allen was formerly chair
of Macquarie Specialised
Asset Management Limited.
She is a national director
of the Australian Institute
of Company Directors, a
member of the George
Institute for Global Health
Board and a director of the
National Portrait Gallery.
BCom (Hons), FCPA, FAICD
Independent non-executive
Director since 23 February
2005. Member of the Audit
and Risk, Finance and
Nomination Committees of
the Board. Director of Santos
Finance Limited since 30
September 2005.
Non-executive director of
Bluescope Steel Limited since
April 2009 and Chairman of
Bluescope’s Audit and Risk
Committee. Independent
non-executive director of
EnergyAustralia Holdings
Limited since June 2012.
Previously Chief Financial
Officer of Alumina Limited,
alternate director of Alumina
Limited, and non-executive
director of Alcoa of Australia
Ltd, Alcoa World Alumina
LLC and related companies,
October 2005 to February
2009. Director of Shell
Australia Ltd from 1997
to 2001 and Woodside
Petroleum Ltd from 1998 to
2004.
40 years’ experience in the
oil and gas industry. Fellow
of the Australian Society
of Certified Practising
Accountants and Fellow of
the Australian Institute of
Company Directors. Former
Chief Executive Officer of
Shell Financial Services and
member of the La Trobe
University Council.
BSc (Mining Engineering),
FAICD, FAusIMM
Independent non-executive
Director. Previously Santos
Chairman from 9 December
2009 to 9 May 2013, and
prior to that an independent
non-executive Director since
18 March 2008. Member of
the Nomination Committee
of the Board and Member
of the Environment, Health,
Safety and Sustainability
Committee of the Board.
Non-executive director of
Glencore plc since its float
in April 2011 until its merger
with Xstrata plc in May
2013. Joined the Board of
the merged company in
June 2013 and worked as an
executive director assisting
with the integration of
Glencore and Xstrata before
resuming the position as
a non-executive director
from 1st January 2014.
Non-executive Chairman
of Glencore majority owned
Sphere Minerals Ltd since
May 2013.
Non-executive director
of Amalgamated Holdings
Limited since July 2009 and
Chair of the Sydney North
West Rail Link Advisory
Board since December 2012 .
Former non-executive
Chairman of Xstrata Australia
Pty Limited from January
2008 to August 2009 and
former Chairman and non-
executive director of Minara
Resources Limited from April
2008 to April 2011. Previously
Chief Executive of Xstrata
Coal, Xstrata plc’s global coal
business. Past Chairman
of the Minerals Council of
Australia, the NSW Minerals
Council and the Australian
Coal Association.
Made an Officer of the Order
of Australia in June 2009
and was awarded the 2010
Australasian Institute of
Mining and Metallurgy Medal.
6 | Santos Annual Report 2014
* Ken Borda will be stepping down as Chairman and resigning as a Santos Board member following our
Annual General Meeting on the 30 April 2015. Peter Coates has been elected by the Board to replace Ken Borda.
RoY FRAnKlIn oBe
hoCK goh
JAne heMstRItCh
gRegoRY MARtIn
sCott sheFFIelD
BSc (Hons)
B Eng (Hons) Mech Eng
BSc (Hons), FCA, FAICD
B.Ec, LLB, FAIM, MAICD
BS Petroleum Engineering
Independent non-executive
Director since 28 September
2006. Chairman of the
Environment, Health, Safety
and Sustainability Committee
and member of the
People and Remuneration
Committee of the Board.
Non-executive director of
Keller Group plc since July
2007 and Chairman since
August 2009. Non-executive
director of Cuadrilla
Resources Holdings Limited
since January 2012 and a
member of the Supervisory
Board of OMV AG since May
2014.
Chief Executive Officer of
Paladin Resources plc from
1997 to 2005 and former
Group Managing Director
of Clyde Petroleum plc.
Chairman of BRINDEX, the
trade association for UK
independent oil and gas
companies from 2002 to
2005 and a former member
of PILOT, the joint industry/
UK Government task
force set up to maximise
hydrocarbon recovery from
the UK North Sea 2002-05.
Former non-executive
director of Statoil ASA from
October 2007 to June 2013.
In 2004, awarded the OBE
for services to the UK oil and
gas industry.
Independent non-executive
Director since 22 October
2012. Member of the
Environment, Health, Safety
and Sustainability Committee
and the Audit and Risk
Committee of the Board.
More than 30 years’
experience in the global oil
and gas industry, having
spent 25 years with
Schlumberger Limited,
including as President of
Network and Infrastructure
Solutions division in London,
President of Asia, and Vice
President and General
Manager of China. Previously
held managerial and staff
positions in Asia, the Middle
East and Europe.
Chairman of MEC Resources
Ltd since October 2006.
Appointed as non-executive
director of Stora Enso Oyj
(Finland) in April 2012 and
AB SKF (Sweden) in March
2014.
Previously an Operating
Partner of Baird Capital
Partners Asia, based in
China, from 2007 to June
2012, and non-executive
director of Xaloy Holding Inc
in the US from 2006 to 2008
and BPH Energy from 2007
to 2015.
Mr Sheffield is an
independent non-executive
Director, effective 24
February 2014. Member of
the Finance Committee
of the Board.
He is Chairman and Chief
Executive Officer of Pioneer
Natural Resources Company,
which is listed on the New
York Stock Exchange and
included in the S&P 500
Index. He has been Chief
Executive Officer since 1997
and Chairman since 1999.
Serves on various industry
and education-related
boards, including the National
Petroleum Council and the
Maguire Energy Institute
of the SMU Cox School of
Business.
Recipient of the Permian
Basin Association’s Top Hand
award, which recognises
individuals who have
demonstrated exceptional
leadership within the oil and
gas industry and the Permian
Basin community. He is also
a 2013 inductee into the
Permian Basin Petroleum
Museum Hall of Fame.
Independent non-executive
Director since 16 February
2010. Member of the People
& Remuneration committee
and Chairman of the Audit
and Risk Committee.
Broad experience in the oil
and gas, telecommunications,
government, financial
services and manufacturing
sectors. Spent 25 years of
her career with Accenture
and Andersen Consulting.
Formerly Accenture’s
Managing Director
Resources Operating Group
Asia Pacific, and before that,
Country Managing Director
Australia.
Non-executive director of
the Commonwealth Bank
of Australia since October
2006, Lend Lease Group
since September 2011 and
Tabcorp Holdings Ltd since
November 2008. Chairman
of Victorian Opera since
February 2013 having
formerly been non-executive
director since 2010. Director
of the Walter and Eliza Hall
Institute of Medical Research
since November 2013.
A member of the Council
of the National Library of
Australia. A Fellow of the
Institutes of Chartered
Accountants in Australia
and in England and Wales,
a Fellow of the Australian
Institute of Company
Directors and a member of
Chief Executive Women Inc.
Independent non-executive
Director since 29 October
2009. Chairman of the
People & Remuneration and
Finance Committees of the
Board and Member of the
Audit and Risk Committee
of the Board.
Non-executive Director of a
number of listed and unlisted
companies including Energy
Developments Limited since
May 2006. Chairman of Iluka
Resources Limited from18
December 2013. Chairman
and Joint Managing Partner
of Prostar Capital since
July 2012 and independent
non-executive Chairman of
Sydney Desalination Plant
Pty Ltd from December
2012. Appointed Australian
Senior Adviser to the Royal
Bank of Canada (RBC) in
May 2014.
Previous Deputy Chairman
of the Australian Gas
Association, inaugural
Chairman of the Energy
Supply Association of
Australia between 2004 and
2006 and Non Executive
Director of Australian
Energy Market Operator
Limited. Past member of the
Business Council of Australia,
Committee for the Economic
Development of Australia,
and the Council on Australia
Latin America Relations.
Formerly Managing Director
and Chief Executive Officer
of AGL, Chief Executive
Infrastructure at Challenger
Financial Services Group
and Managing Director of
Murchison Metals Limited.
| 7
santos leadership team
01
02
03
04
05
06
07
08
09
10
11
13
12
14
01 DAvID Knox
Managing Director
and Chief executive officer
04 JAMes BAulDeRstone
eastern Australia
LLB (Hons), BSc (Hons)
For bio see page 6.
02 AnDReW seAton
Chief Financial officer
BEng Hons (Chem), GradDip
BusAdmin
Andrew Seaton was appointed
Chief Financial Officer in
2010, and is responsible for
Santos’ corporate finance,
accounting, taxation, treasury,
risk, audit, insurance, corporate
development, strategy &
planning, information systems
and procurement functions.
Andrew has over 25 years of
oil and gas industry experience,
encompassing finance, banking,
commercial and engineering
roles. Prior to joining Santos
in 2005, Andrew held senior
positions in investment
banking with Merrill Lynch and
corporate banking with NAB
where he worked on a broad
range of M&A, equity and debt
transactions. His early career
included 10 years of operations,
engineering design and project
management experience.
03 John AnDeRson
Asia, Western Australia
and northern territory
LLB, BEc, GDCL
John Anderson is responsible
for Santos’ activities in the
Asia Pacific, Western Australia
and the Northern Territory,
including commercial and
finance, business development,
exploration, development and
operated assets.
John joined Santos in 1996
as Corporate Counsel for the
former Queensland Northern
Territory Business Unit. John
has over more than 20 years’
experience in the upstream oil
and gas industry.
James Baulderstone
is responsible for Santos’
activities in Eastern Australia
and unconventional business
across Australia. This includes
the exploration, production,
development and commercial-
isation of the company’s oil
and gas resources in central
Australia, the Gunnedah Basin
and offshore Victoria.
James also oversees Santos’
Public Affairs team, leading the
company’s engagement with
communities and governments.
James joined Santos in 2007
as General Counsel and
Company Secretary after
previously holding similar roles
at Mayne Group and BlueScope
Steel. James has 23 years of
extensive legal, commercial
and business development
experience.
05 tRevoR BRoWn
Queensland
BSc (Hons) (Geology)
Trevor Brown has end-to-end
responsibility for the delivery of
optimal gas supply, execution
of the upstream facilities
construction project and
ongoing upstream development
and operations for the GLNG
Project.
Trevor is a petroleum geologist
with more than 29 years’
experience in the oil and gas
industry working onshore
and offshore exploration
and development projects in
Australia, South East Asia, the
US and South America including
11 years in Indonesia. Trevor
joined Santos in 2001 from
Unocal.
06 peteR CleARY
lng Markets
and Commercial
B. Com, LLB
Peter Cleary leads LNG
commercial for Santos, and
commercial for the Eastern
Australia Business Unit.
Peter joined Santos in
September 2010 from BP,
where he was the President
of North West Shelf Australia
LNG, the LNG marketing
company for the North West
Shelf Venture. During his 24-
year career with BP, Peter held
senior management positions
in Australia, Indonesia, Korea,
Hong Kong, Abu Dhabi and the
United Kingdom.
Peter is currently a member of
the Executive Committee of
the Australia Japan Business
Co-operation Committee,
the Australia Korea Business
Council, and is a Board member
of the Australian Petroleum
Production & Exploration
Association.
07 petRInA CoventRY
human Resources
and Communities
B.Ed. M.Phil. (Ethics) MBA.
EMBA. FAICD. FAHRI
Petrina joined Santos in 2009
and is responsible for the
company’s organisational and
community strategies.
Prior to Santos, she worked for
leading companies such as GE
and The Coca Cola Company
out of the United States,
Europe and Asia. She has over
25 years of experience in global
executive and non-executive
director roles across the
energy, financial services, and
manufacturing and fast-moving
consumer goods sectors.
8 | Santos Annual Report 2014
14 BRett WooDs
Western Australia
and northern territory
BSc (Hons) Geology &
Geophysics
Brett Woods is responsible for
Santos’ activities in Western
Australia and its offshore
interests in Northern Territory
and South Australia, including
commercial and finance,
business development,
exploration, development and
operated assets.
Brett joined Santos in
February 2013 as the Manager
Exploration for the company’s
Perth-based WA & NT business
unit. Brett is a geologist and
geophysicist, and has over 20
years of oil and gas industry
experience including senior
management, technical and
business development roles
with Woodside, Japan Australia
LNG (MIMI) and UK-listed
Sterling Resources.
He was also managing director
of dual-listed E&P company,
Rialto Energy, which had
interests throughout Africa and
Australia.
Brett has worked around the
world in many challenging
environments and led multi-
disciplinary teams.
More recently Diana has
been at the forefront of
innovation within Santos,
including sourcing technologies
to deal with the complex
engineering and technical
challenges of conventional
and unconventional drilling.
10 DAvID lIM
Company secretary
BEc, LLB, Ch.Sec
David Lim is accountable to
the Board for the effectiveness
of corporate governance
processes, ensuring adherence
to the Board’s principles and
procedures and coordinating all
Board business, and provides
the Santos Board with
independent advice and support
in relation to these matters.
Prior to joining Santos in 2007,
David had over 15 years of
experience in commercial legal
practice. He is an accredited
Chartered Secretary.
11 AnDReW nAIRn
group executive
Investor Relations
B.Comm
Andrew is responsible for
Santos’ investor and media
relations.
He has over 20 years resources
industry experience, encompassing
finance, commercial and investor
relations roles. Andrew joined
Santos in 2008 from BHP Billiton.
Andrew is a member of the
Board of the Australasian
Investor Relations Association.
12 BIll ovenDen
exploration and subsurface
BSc (Hons) (Geology and
Geophysics)
Bill Ovenden is responsible for
exploration budget and strategy,
and ensuring excellence in
subsurface activities across
Santos’ upstream programs.
He is a geologist with 30 years
of experience in the oil and gas
industry. He has worked on
exploration projects in Australia,
Central and South-East Asia,
North Africa and the Middle
East, with companies including
Sun Oil, Kufpec, ExxonMobil
and Ampolex. He joined Santos
in 2002 after working for
ExxonMobil in Indonesia.
Bill is a member of the AAPG,
SEAPEX and serves on the
Advisory Board of the Adelaide
School of Petroleum.
13 ChRIstIAn pAeCh
general Counsel
LLB (Hons) BCom
Christian Paech advises the
Santos Board and management
on legal matters affecting the
company and its operations.
He is responsible for Santos’
legal function, which supports
the corporate team and
the business units in joint
venture agreements, project
development, dispute resolution,
statutory compliance, mergers
and acquisitions, gas sales and
production sharing contracts.
Christian has 20 years of legal
experience and joined Santos in
2004 after working in national
and international firms in
Australia and overseas where
he focused on large-scale
corporate transactions and
corporate governance.
08 RoD DuKe
Downstream gladstone lng
BEng (Hons) Chemical, GradDip
Management
Rod is responsible for leading
the downstream activities of the
Santos GLNG project, including
the delivery of the GLNG gas
transmission pipeline and LNG
plant & port projects, as well
as ongoing plant operations,
commercial, LNG marketing and
production planning for GLNG.
Rod has extensive global
experience in the LNG industry
and joined Santos in February
2013 from Singapore LNG
Corporation, where he held
the position of Senior Vice
President. He has over 29
years’ international experience
in project management,
engineering, construction,
commissioning, operations,
commercial, marketing and
business development areas of
the upstream natural gas and
LNG industry.
09 DIAnA hoFF
technical, engineering
and Innovation
(Magna cum Laude)
Diana Hoff is responsible for
drilling and completions, major
projects, surface engineering,
safety and environment. She has
more than 25 years of experience
with major and independent
operators in the upstream oil and
gas industry, including Chevron,
Amoco and Questar.
Diana joined Santos in 2010 as
General Manager Drilling and
Completions. Her career has
included drilling and completions
operations, engineering and
management, and production
management with significant
focus on regulatory processes,
including environmental
approvals, stakeholder
engagement and mitigations
to lessen impacts to air quality,
water quality and surface
disturbance.
| 9
production
and sales
total 2014
Total 2013
Field
units mmboe
Field
units mmboe
total 2014
Total 2013
Field
units mmboe
Field
units mmboe
sales gas and ethane (pJ)
lpg (‘000 t)
2.0
total sales revenue ($million)
155
63.3
10.9
61.0
10.5
Cooper
Cooper
Carnarvon
Indonesia
Otway
Denison/Scotia/Spring Gully
GLNG
Vietnam
Other
54.2
25.1
16.0
12.4
7.9
3.2
0.4
9.3
4.3
2.8
2.1
1.4
0.5
0.1
64.9
26.9
18.4
12.0
9.6
1.5
1.9
total production
182.5
31.4
196.2
33.7
total sales volume
207.0
35.6
210.7
36.2
total sales revenue ($million)
1,028
11.1
Bayu-Undan
4.6
total production
3.2
total sales volume
1.7
0.3
0.3
Crude oil (‘000 bbls)
Cooper
Vietnam
Fletcher Finucane/
Mutineer-Exeter
1,025
Stag
Barrow/Thevenard
34.0
16.5
50.5
5.9
2.8
8.7
0.1
16.7
16.8
-
2.9
2.9
Amadeus
Indonesia
PNG
Queensland
128.4
1.1
125.7
39.0
0.3
55.9
167.4
172.6
1.4
181.6
1.5
186.8
3,230.6
3.2 3,104.4
2,822.0
2.8 2,658.5
1,443.6
1.5
2,167.9
1,085.5
1.1
1,124.3
526.7
0.5
740.7
225.6
0.2
173.1
168.2
0.2
203.1
46.5
46.0
0.1
-
49.8
49.9
total sales revenue ($million)
659
257
total sales volume
16,446.1
16.4 15,163.4
766.5
7.3
300.5
2.9
total production
9,594.7
9.6 10,271.7
total sales revenue ($million)
1,878
1,036.9
1.0 1,043.0
1.0
totAl
915.6
0.9
-
-
production (mmboe)
695.4
0.6
967.5
0.9
sales volume (mmboe)
533.4
0.5
627.5
0.6
sales revenue ($million)
54.1
63.7
4,037
1.0
0.6
1.6
1.6
176
3.1
2.7
2.2
1.1
0.7
0.2
0.2
0.1
-
10.3
15.2
1,834
51.0
58.5
3,602
sales gas to lng (pJ)
PNG LNG
Darwin LNG
total production
total sales volume
(‘000 t)
Condensate (‘000 bbls)
Cooper
PNG LNG
Bayu-Undan
Carnarvon
Amadeus
Other
-
-
2.5
2.6
310
41.0
19.7
-
-
28.4
25.4
total production
3,242.0
3.0 2,691.8
total sales volume
3,127.4
2.9 2,820.2
total sales revenue ($million)
317
10 | Santos Annual Report 2014
Reserves
statement
ReseRves hIghlIghts
• Year-end 2014 proved (1P) reserves were 622 million barrels of
oil equivalent, slightly higher than 2013
• Proved plus probable (2P) reserves were 1,245 mmboe,
9% lower than 2013
• 2P Reserves life of 23 years, based on 2014 production of
54 mmboe
• GLNG proved reserves up 22% and proved plus probable
reserves up 4%
• Gunnedah Basin proved plus probable reserves down 32%
proved reserves
(mmboe)
646
649
663
620
622
• 116% organic five-year 1P reserves replacement
2010
2011
2012
2013
2014
• 97% organic five-year 2P reserves replacement
Reserves and 2C contingent resources
proved plus probable reserves
(mmboe)
Proved
Proved plus
probable
Contingent
resources
mmboe
2014
622
2013
620
%
change
0.3
mmboe
1,245
1,368
(9.0)
mmboe
1,721
1,869
(7.9)
Proved plus probable reserves declined by 123 mmboe in 2014
(inclusive of 54 mmboe production). This was primarily due to a 62
mmboe reduction in Gunnedah Basin 2P reserves following a re-
assessment during the year, as advised at the company’s investor
seminar in November 2014.
Excluding the Gunnedah Basin re-assessment, 2P reserves were 6
mmboe or 0.5% lower before 2014 production.
The key movements in proved plus probable reserves before
production were:
• 18 mmboe addition from growth in GLNG reserves;
• 18 mmboe net reduction in the Cooper Basin, mainly due
to a review of production performance and reservoir studies;
and
• 10 mmboe reduction in John Brookes due to a re-assessment
of fuel usage and heating value.
After deducting 2014 production of 54 mmboe, year-end proved
and probable reserves were 1,245 mmboe, 9% lower than 2013.
1,445
1,364
1,406
1,368
1,245
2010
2011
2012
2013
2014
Proved plus probable reserves by product
Sales gas
Crude oil
Condensate
LPG
Total
PJ
mmbbl
mmbbl
000t
mmboe
2014
6,450
61
53
3,002
1,245
Proved plus probable reserves by area
Eastern Australia
mmboe
WA&NT
Asia Pacific
Total
mmboe
mmboe
mmboe
2014
795
195
255
1,245
1,368
2013
7,035
70
63
3,510
1,368
2013
877
221
270
%
change
(8.3)
(12.3)
(15.6)
(14.5)
(9.0)
%
change
(9.3)
(11.7)
(5.5)
(9.0)
| 11
Reserves statement
continued
Cooper Basin
gunnedah Basin
Proved plus probable reserves by product
santos share
Sales gas
Crude oil
Condensate
LPG
Total
2014
972
26
15
1,791
222
2013
1,108
29
18
2,246
256
%
change
(12.3)
(12.5)
(18.3)
(20.2)
(13.3)
PJ
mmbbl
mmbbl
000t
mmboe
Sales gas proved plus probable reserves decreased by 7% before
production, primarily due to a review of production performance
and reservoir studies and a re-assessment of PEL 106A, partially
offset by higher gas uplift associated with additional wellhead
compression.
glng
Santos conducted an exploration and appraisal program within the
Narrabri Gas Project in the Gunnedah Basin during 2013 and 2014.
The program provided additional geological and reservoir data.
The incorporation of this new data led to a detailed geological
and engineering re-evaluation over 2014, including the remapping
of methane and CO2 content, net gas pay and the revision of
expected recoverable volumes and ultimately led to a 62 mmboe
reduction in 2P reserves.
Further, the contingent resource estimates have also been
adjusted to incorporate the above re-evaluation and the guidance
in the 2011 ‘Guidelines for the Application of the Petroleum
Resource Management System’ relating to the discovery test
criteria and the extent of any such discovery.
2C Contingent resources
Contingent resources decreased by 8% to approximately 1.7 billion
barrels oil equivalent.
Reserves and 2C contingent resources
Key movements in contingent resources included:
glng share
Proved
Proved plus
probable
Contingent
resources
PJ
PJ
PJ
2014
2,245
2013
1,844
5,603
5,406
%
change
21.7
3.6
• 161 mmboe addition from exploration discoveries, including
Lasseter in the Browse Basin and Cooper Basin
unconventional;
• 266 mmboe reduction in the Gunnedah Basin from
re-assessments and application of SPE-PRMS guidelines;
• 60 mmboe net reduction due to revisions in Cooper Basin
1,202
1,374
(12.5)
unconventional and conventional gas; and
• 25 mmboe addition from a re-assessment of the Browse and
Bonaparte Basin fields.
GLNG share proved and proved plus probable reserves increased
by 427 PJ and 223 PJ respectively before production, primarily due
to positive re-assessments in the Fairview, Roma and Scotia fields.
In addition to the reserves in the table above, Santos’ share of
2P reserves in the APLNG-operated Combabula, Ramyard and
Spring Gully fields was 389 PJ at the end of 2014.
GLNG has also executed the following third party gas supply
agreements:
• 750 PJ from Santos over 15 years commencing in 2015;
• 365 PJ from Origin Energy over 10 years commencing in 2015;
• Up to 194 PJ from Origin Energy over five years commencing
in 2016;
• A combined 85 PJ from two suppliers: one tranche for 10–15
TJ/day over seven years commencing in 2015 and a second
tranche for 60–100 TJ/day for 21 months commencing in
2016; and
• Up to 445 PJ from the Meridian joint venture over 20 years
commencing in 2015.
Gas swap arrangements have also been executed with APLNG
covering a number of fields in Queensland, enabling the more
efficient development and transport of gas resources.
12 | Santos Annual Report 2014
proved reserves
Year-end 2014 (Santos share)
Basin/Area
eastern Australia
Surat/Bowen
Cooper/Eromanga
Gunnedah
Gippsland/Otway
total eA
Western Australia &
northern territory
Carnarvon
Bonaparte
Amadeus
total WA&nt
Asia pacific
Papua New Guinea
Vietnam
Indonesia
total Asia pacific
total 1p
sales gas
pJ
Crude oil
mmbbl
Condensate
mmbbl
lpg
000 tonnes
Developed undeveloped
total
All products
mmboe
792
458
186
240
1,676
521
92
35
648
810
17
53
880
3,204
0
9
-
-
9
6
-
4
10
0
9
0
9
28
0
6
-
4
10
6
2
1
9
14
-
0
14
32
-
778
-
310
1,088
-
134
298
432
-
-
-
-
1,520
41
51
8
25
125
67
18
7
93
100
12
9
122
340
95
49
24
23
191
33
1
6
40
52
-
-
52
282
136
100
32
47
316
101
19
13
133
152
12
9
173
622
27%
Proportion of total proved reserves that are unconventional
Proved reserves reconciliation
product
Sales gas (PJ)
Crude oil (mmbbl)
Condensate (mmbbl)
LPG (000 tonnes)
total 1p (mmboe)
Reserves
Year-end
2013
3,140
33
36
1,580
620
Revisions and
production
extensions Discoveries
Commercial-
isation
(233)
(10)
(3)
(167)
(54)
294
4
(1)
108
55
-
-
-
-
-
2
(0)
(0)
0
0
net
acquisitions
and
divestments
1
-
-
-
0
Reserves
Year-end
2014
3,204
28
32
1,520
622
| 13
Reserves statement
continued
proved plus probable reserves
Year-end 2014 (Santos share)
Basin/Area
sales gas pJ
Crude oil
mmbbl
Condensate
mmbbl
lpg 000
tonnes
Developed undeveloped
total
All products
mmboe
eastern Australia
Surat/Bowen
Cooper/Eromanga
Gunnedah
Gippsland/Otway
total eA
Western Australia &
northern territory
Carnarvon
Bonaparte
Amadeus
total WA&nt
Asia pacific
Papua New Guinea
Vietnam
Indonesia
total Asia pacific
total 2p
2,187
972
777
324
4,260
654
112
123
889
1,212
12
76
1,301
6,450
0
26
-
-
26
15
-
8
23
0
12
0
12
61
0
15
-
5
19
7
3
2
13
20
-
0
21
53
-
1,791
-
398
2,189
-
216
597
813
-
-
-
-
3,002
43
120
8
34
205
94
21
24
139
159
14
13
186
530
Proportion of total proved plus probable reserves that are unconventional
Proved plus probable reserves reconciliation
334
101
126
30
591
41
3
12
56
69
-
-
69
716
376
222
134
64
795
135
24
36
195
228
14
13
255
1,245
41%
product
Sales gas (PJ)
Crude oil (mmbbl)
Condensate (mmbbl)
LPG (000 tonnes)
total 2p (mmboe)
Reserves
Year-end
2013
7,035
70
63
3,510
1,368
Revisions and
production
extensions Discoveries
Commercial-
isation
(233)
(10)
(3)
(167)
(54)
(396)
1
(6)
(341)
(76)
26
0
-
-
5
5
(0)
0
0
1
net
acquisitions
and
divestments
13
-
-
-
2
Reserves
Year-end
2014
6,450
61
53
3,002
1,245
14 | Santos Annual Report 2014
2C Contingent resources
Year-end 2014 (Santos share)
Basin/Area
Eastern Australia
Western Australia & Northern Territory
Asia Pacific
total 2C
2C Contingent resources reconciliation
product
Contingent
resources
Year-end
2013
sales gas
pJ
Crude oil
mmbbl
Condensate
mmbbl
lpg 000
tonnes
All products
mmboe
5,202
3,298
297
8,797
35
35
45
115
26
39
2
67
3,446
56
-
3,502
984
639
98
1,721
Revisions and
production
extensions Discoveries
Commercial-
isation
net
acquisitions
and
divestments
Contingent
resources
Year-end
2014
total 2C (mmboe)
1,869
-
(308)
161
(1)
0
1,721
notes
1. This reserves statement:
a. is based on, and fairly represents, information and
supporting documentation prepared by, or under the
supervision of the qualified petroleum reserves and
resources evaluators listed in note 14 of this reserves
statement. Details of each qualified petroleum reserves
and resources evaluator’s employment and professional
organisation membership are set out in note 14 of this
reserves statement; and
b. as a whole has been approved by Barbara Pribyl, who is
a qualified petroleum reserves and resources evaluator,
and whose employment and professional organisation
membership details are set out in note 14 of this
reserves statement; and
c. is issued with the prior written consent of Barbara
Pribyl as to the form and context in which the
estimated petroleum reserves and contingent resources
and the supporting information are presented.
2. The estimates of petroleum reserves and contingent
resources contained in this reserves statement are as at 31
December 2014.
3. Santos prepares its petroleum reserves and contingent
resources estimates in accordance with the Petroleum
Resources Management System (PRMS) sponsored by
the Society of Petroleum Engineers (SPE).
4. All estimates of petroleum reserves and contingent
resources reported by Santos are prepared by, or under the
supervision of, a qualified petroleum reserves and resources
evaluator or evaluators. Processes are documented in the
Santos Reserves Guidelines, which are overseen by a
Reserves Committee. The frequency of reviews is
dependent on the magnitude of the petroleum reserves
and contingent resources and changes indicated by new
data. If the changes are material, they are reviewed by the
Santos internal technical leaders, prior to overall approval
by management and the Reserves Committee.
5. Santos engages independent experts Gaffney, Cline &
Associates, Netherland, Sewell & Associates, Inc. and
DeGolyer and MacNaughton to audit and/or evaluate
reserves and contingent resources. Each auditor found,
based on the outcomes of their respective audit and
evaluation, and their understanding of the estimation
processes employed by Santos, that Santos’ 31 December
2014 petroleum reserves and contingent resources
quantities in aggregate compare reasonably to those
estimates prepared by each auditor. Thus, in the aggregate,
the total volumes summarised in the tables included in this
reserves statement represent a reasonable estimate of
Santos’ petroleum reserves and contingent resources
position as at 31 December 2014.
6. Unless otherwise stated, all references to petroleum
reserves and contingent resources quantities in this
reserves statement are Santos’ net share.
7.
Reference points for Santos’ petroleum reserves and
contingent resources and production are defined points
within Santos’ operations where normal exploration and
production business ceases, and quantities of produced
product are measured under defined conditions prior to
custody transfer. Fuel, flare and vent consumed to the
reference points are excluded.
8. Petroleum reserves and contingent resources are
aggregated by arithmetic summation by category and
as a result, proved reserves may be a very conservative
estimate due to the portfolio effects of arithmetic
summation.
9. Petroleum reserves and contingent resources are typically
prepared by deterministic methods with support from
probabilistic methods.
10. Any material concentrations of undeveloped petroleum
reserves that have remained undeveloped for more than
five years: (a) are intended to be developed when required
to meet contractual obligations; and (b) have not been
developed to date because they have not yet been
required to meet contractual obligations.
11. Petroleum reserves replacement ratio is the ratio of the
change in petroleum reserves (excluding production)
divided by production.
12. Information on petroleum reserves and contingent
resources quoted in this reserves statement is rounded to
the nearest whole number. Some totals in the tables may
not add due to rounding. Items that round to zero are
represented by the number 0, while items that are actually
zero are represented with a dash “-“.
13. Conversion factors
Sales gas and ethane, 1PJ
LPG, 1 tonne
Condensate, 1 barrel
Crude oil, 1 barrel
171,937 boe
8.458 boe
0.935 boe
1 boe
14. Qualified Petroleum Reserves and Resources Evaluators
name
employer
professional organisation
B Pribyl
Santos Ltd
SPE
P Lyford
Santos Ltd
SPE
B Camac
Santos Ltd
SPE, PESA
A Western
Santos Ltd
SPE
W Bard
Santos Ltd
SPE
E Klettke
Santos Ltd
SPE, APEGA
J Ariyaratnam Santos Ltd
SPE
A Wisnugroho Santos Ltd
SPE
J Telford
Santos Ltd
SPE
M Lees
Santos Ltd
SPE
D Smith
NSAI
SPE
SPE: Society of Petroleum Engineers
APEGA: The Association of Professional Engineers and
Geoscientists of Alberta
PESA: Petroleum Exploration Society of Australia
| 15
Corporate Governance Statement
2014 GOVERNANCE HIGHLIGHTS
• The Directors participated in various site visits and a strategy session
• Yasmin Allen and Scott Sheffield were appointed as independent non-executive Directors
• Santos ranked at the 95th percentile in Corporate Governance in Dow Jones Sustainability Index, Oil and Gas industry sector
• The Board Charter was amended to include a Minimum Shareholding Requirement for non-executive Directors in order to
more closely align their interests with the interests of shareholders
• The role of the Audit Committee was expanded to include additional responsibilities in relation to risk. The Committee has
been renamed the Audit & Risk Committee and its Charter has been updated
INTROduCTION
The Board and Management of Santos believe that for the Company to achieve its vision as a leading energy company for Australia and
Asia, it must meet the highest standards of personnel safety and environmental performance, governance and business conduct across
its operations in Australia and internationally.
The Board has established policies and charters (“Policies”) designed to achieve the highest standards of corporate governance
within Santos. The Policies, or a summary of the Policies, are publicly available in the Corporate Governance section of the Company’s
website, https://www.santos.com/sustainability-at-santos/corporate-governance.aspx, unless otherwise stated below. The Company’s
Constitution is also available in the Corporate Governance section of the website, along with additional information regarding the
Company’s corporate governance practices.
The Company’s Policies and corporate governance practices meet the requirements of both the Corporations Act 2001 (Cth)
(“Corporations Act”) and the Listing Rules of the Australian Securities Exchange (“ASX”). The Policies and corporate governance
practices comply with best practice, including the 2nd edition of the ASX Corporate Governance Council’s Principles and
Recommendations (“ASX Principles”), except where explained below.
While Santos is not yet required to report against the 3rd edition of the ASX Principles, the Company has commenced the transition
towards their adoption and will report against the 3rd edition for the 2015 financial year.
16 | Santos Annual Report 2014
The table below indicates the sections of this Corporate Governance Statement that address each of the recommendations under the
3rd edition of the ASX Principles.
ASX RECOMMENdATIONS
1.1
A listed entity should disclose:
(a) the respective roles and responsibilities of its board and management; and
(b) those matters expressly reserved to the board and those delegated to management.
1.2
A listed entity should:
(a)
undertake appropriate checks before appointing a person, or putting forward to
security holders a candidate for election, as a director; and
(b) provide security holders with all material information in its possession relevant to a
decision on whether or not to elect or re-elect a director.
A listed entity should have a written agreement with each director and senior executive
setting out the terms of their appointment.
The company secretary of a listed entity should be accountable directly to the board,
through the chair, on all matters to do with the proper functioning of the board.
A listed entity should:
1.3
1.4
1.5
REFERENCE
Section 2.1
Section 1.3
Section 1.4
Section 2.1
Section 5.1
(a)
have a diversity policy which includes requirements for the board or a relevant
committee of the board to set measurable objectives for achieving gender diversity
and to assess annually both the objectives and the entity’s progress in achieving them;
(b) disclose that policy or a summary of it; and
(c)
disclose as at the end of each reporting period the measurable objectives for
achieving gender diversity set by the board or a relevant committee of the board in
accordance with the entity’s diversity policy and its progress towards achieving them,
and either:
1.
2.
the respective proportions of men and women on the board, in senior executive
positions and across the whole organisation (including how the entity has defined
“senior executive” for these purposes); or
if the entity is a “relevant employer” under the Workplace Gender Equality Act,
the entity’s most recent “Gender Equality Indicators”, as defined in and published
under that Act.
n/a
1.6
A listed entity should:
Sections 1.5 and 3.1
(a) have and disclose a process for periodically evaluating the performance of the board,
its committees and individual directors; and
(b) disclose, in relation to each reporting period, whether a performance evaluation was
undertaken in the reporting period in accordance with that process.
1.7
A listed entity should:
Section 2.1
(a) have and disclose a process for periodically evaluating the performance of its senior
executives; and
(b) disclose, in relation to each reporting period, whether a performance evaluation was
undertaken in the reporting period in accordance with that process.
| 17
Corporate Governance Statement
continued
2.1
The board of a listed entity should:
Sections 1.3 and 3.1 - 3.3
(a) have a nomination committee which:
1. has at least three members, a majority of whom are independent directors; and
2.
is chaired by an independent director, and disclose:
3.
the charter of the committee;
4.
the members of the committee; and
5.
as at the end of each reporting period, the number of times the committee met
throughout the period and the individual attendances of the members at those
meetings; or
(b) if it does not have a nomination committee, disclose that fact and the processes it
employs to address board succession issues and to ensure that the board has the
appropriate balance of skills, knowledge, experience, independence and diversity to
enable it to discharge its duties and responsibilities effectively.
n/a.
A listed entity should have and disclose a board skills matrix setting out the mix of skills and
diversity that the board currently has or is looking to achieve in its membership.
Section 1.2
A listed entity should disclose:
(a) the names of the directors considered by the board to be independent directors;
(b) if a director has an interest, position, association or relationship of the type described
in Box 2.3 of the ASX Principles (“Factors relevant to assessing the independence
of a director”), but the board is of the opinion that it does not compromise the
independence of the director, the nature of the interest, position, association or
relationship in question and an explanation of why the board is of that opinion; and
(c) the length of service of each director.
A majority of the board of a listed entity should be independent directors.
The chair of the board of a listed entity should be an independent director and, in particular,
should not be the same person as the chief executive officer of the entity.
A listed entity should have a program for inducting new directors and provide appropriate
professional development opportunities for directors to develop and maintain the skills and
knowledge needed to perform their role as directors effectively.
2.2
2.3
2.4
2.5
2.6
3.1
A listed entity should:
(a) have a code of conduct for its directors, senior executives and employees; and
(b) disclose that code or a summary of it.
4.1
The board of a listed entity should:
(a) have an audit committee which:
1.
has at least three members, all of whom are non-executive Directors and a
majority of whom are independent directors; and
2.
is chaired by an independent director, who is not the chair of the board,
Sections 1.1-1.2 and pages 6
and 7 of the Annual Report
Section 1.1
Section 1.1
Section 1.4
Section 5.2
Sections 3.1-3.3
and disclose:
3.
the charter of the committee;
See http://www.santos.com/
library/Audit-Risk-Committee-
Charter-22-October-2014.pdf
4.
the relevant qualifications and experience of the members of the committee; and
5.
in relation to each reporting period, the number of times the committee met
throughout the period and the individual attendances of the members at those
meetings; or
(b) if it does not have an audit committee, disclose that fact and the processes it employs
n/a
that independently verify and safeguard the integrity of its corporate reporting,
including the processes for the appointment and removal of the external auditor and
the rotation of the audit engagement partner.
18 | Santos Annual Report 2014
4.2
4.3
The board of a listed entity should, before it approves the entity’s financial statements
for a financial period, receive from its chief executive officer and chief financial officer a
declaration that, in their opinion, the financial records of the entity have been properly
maintained and that the financial statements comply with the appropriate accounting
standards and give a true and fair view of the financial position and performance of
the entity and that the opinion has been formed on the basis of a sound system of risk
management and internal control which is operating effectively.
A listed entity that has an annual general meeting should ensure that its external auditor
attends its annual general meeting and is available to answer questions from security
holders relevant to the audit.
5.1
A listed entity should:
Section 4.2
Section 5.4
Section 5.4
(a) have a written policy for complying with its continuous disclosure obligations under
6.1
6.2
6.3
6.4
7.1
the Listing Rules; and
(b) disclose that code or a summary of it.
A listed entity should provide information about itself and its governance to investors via its
website.
See http://www.santos.com/
sustainability-at-santos/
corporate-governance.aspx
See http://www.santos.com/
sustainability-at-santos/
corporate-governance.aspx
A listed entity should design and implement an investor relations program to facilitate
effective two-way communication with investors.
A listed entity should disclose the policies and processes it has in place to facilitate and
encourage participation at meetings of security holders.
Section 5.4
Section 5.4
A listed entity should give security holders the option to receive communications from, and
send communications to, the entity and its security registry electronically.
Section 5.4
The board of a listed entity should:
Sections 3.1-3.3
(a) have a committee or committees to oversee risk, each of which:
1. has at least three members, a majority of whom are independent directors; and
2.
is chaired by an independent director,
and disclose:
3.
the charter of the committee;
4.
the members of the committee; and
See http://www.santos.com/
library/Audit-Risk-Committee-
Charter-22-October-2014.pdf
5.
as at the end of each reporting period, the number of times the committee met
throughout the period and the individual attendances of the members at those
meetings; or
(b) if it does not have a risk committee or committees that satisfy a) above, disclose
n/a
that fact and the processes it employs for overseeing the entity’s risk management
framework.
7.2
The board or a committee of the board should:
Sections 4.1- 4.3
(a) review the entity’s risk management framework at least annually to satisfy itself that it
continues to be sound; and
(b) disclose, in relation to each reporting period, whether such a review has taken place.
7.3
A listed entity should disclose:
Section 4.1
(a) if it has an internal audit function, how the function is structured and what role it
performs; or
(b) if it does not have an internal audit function, that fact and the processes it employs
n/a
for evaluating and continually improving the effectiveness of its risk management and
internal control processes.
| 19
Corporate Governance Statement
continued
7.4
A listed entity should disclose whether it has any material exposure to economic,
environmental and social sustainability risks and, if it does, how it manages or intends to
manage those risks.
Section 4.3 and pages 41–48
of the Annual Report
8.1
The board of a listed entity should:
Sections 3.1- 3.3
(a) have a remuneration committee which:
1. has at least three members, a majority of whom are independent directors; and
2.
is chaired by an independent director, and disclose:
3.
the charter of the committee;
4.
the members of the committee; and
5.
as at the end of each reporting period, the number of times the committee met
throughout the period and the individual attendances of the members at those
meetings; or
See http://www.santos.com/
sustainability-at-santos/
corporate-governance/
committees-of-the-board.aspx
(b) if it does not have a remuneration committee, disclose that fact and the processes it
n/a
employs for setting the level and composition of remuneration for directors and senior
executives and ensuring that such remuneration is appropriate and not excessive.
8.2
A listed entity should separately disclose its policies and practices regarding the
remuneration of non-executive Directors and the remuneration of executive directors and
other senior executives.
8.3
A listed entity should disclose:
Section 2.1
Section 5.3
(a) have a policy on whether participants are permitted to enter into transactions
(whether through the use of derivatives or otherwise) which limit the economic risk of
participating in the scheme; and
(b) disclose that policy or a summary of it.
See: http://www.santos.com/
library/Securities_trading_
policy_Dec_2010.pdf
20 | Santos Annual Report 2014
PART 1: COMPOSITION OF THE
BOARd
Relevant policies and charters
See www.santos.com
• Board Charter
• Company Constitution
1.1 director independence
The Board assesses the independence
of each Director, having regard to the
definition of independence set out in the
ASX Principles.
Consistent with this definition, the Board
generally considers a Director to be
independent if he or she is not a member
of Management and is free of any interest
and any business or other relationship
which could, or could reasonably be
perceived to, materially interfere with the
Director’s ability to act in the best interests
of the Company. The Board will assess the
materiality of any given relationship that
may affect independence on a case-by-
case basis and has adopted materiality
guidelines to assist in that assessment.
Under these guidelines, the following
interests are regarded as material in the
absence of any mitigating factors:
• a holding of 5% or more of the
Company’s voting shares or a direct
association with an entity that holds
more than 5% of the Company’s
voting shares; or
• an affiliation with an entity that
accounts for 5% or more of the
revenue or expense of the Company.
Each Director’s independence is assessed
by the Board on an individual basis,
with reference to the above materiality
guidelines and focusing on an assessment
of each Director’s capacity to bring
independence of judgement to Board
decisions. In this context, Directors are
required to make prompt disclosure to
the Board of any changes in interests
in contracts, family ties and cross-
directorships that may be relevant in
considering their independence.
Directors must declare any conflict of
interest that they may have at the start
of all Board meetings. Where a material
personal interest arises with respect to
a matter that is to be considered by the
Board, the Director is required to declare
that interest and must not take part in any
Board discussion or vote in relation to that
matter, unless permitted in accordance with
the Corporations Act.
In 2013, the Board reviewed the tenure
provisions in the Board Charter and
inserted a guideline that the expected
tenure of a non-executive Director would
be between six and nine years. This
guideline applies flexibly and it is expected
that some non-executive Directors may
remain in office for longer periods where
appropriate, for instance to maintain the
desired mix of skills and experience on the
Board. While Ken Dean and Roy Franklin
have been in office since 2005 and 2006,
respectively, the Board believes that
their skills and experience enable them to
continue to provide valuable contributions
to the Board. The Board is satisfied that
both Directors exercise rigorous and
objective judgement and that they remain
independent.
Total Directors: 10
• Nine independent
Non-executive Directors
• One Executive Director
(Managing Director)
Currently, the Board comprises nine
non-executive Directors (including the
Chairman), all of who are considered
independent under the principles set out
above, and one executive Director (the
Managing Director). With the exception
of the Managing Director, no Director may
hold office without re-election beyond the
third Annual General Meeting following the
meeting at which the Director was
last elected or re-elected.
| 21
Corporate Governance Statement
continued
1.2 Board capabilities
In determining the composition of the Board, consideration is given to the optimal mix of background, skills and experience that will
position the Board to guide the Company. As the needs of the Board are dynamic, these skills and experiences may change over time.
The following diagram shows how the Company’s programs and systems (described in further detail in Sections 1.3–1.5) support Santos
in building an effective Board, with the breadth and depth of background, skills and experience necessary to guide the Company’s
strategic growth plans.
dEFINING REQuIREd SKILLS
ANd EXPERIENCE
IdENTIFYING AREAS FOR
FuRTHER dEVELOPMENT
IMPROVING BOARd
EFFECTIVENESS
In order to ensure that the skills and
experience available on the Board
align with Santos’ goals and strategy
the Board considers:
• Current business plan and
operations; and
Areas for further development,
and skills & experience that would
complement existing skills &
experience, are identified by:
• Board performance review to
assess current capabilities; and
• Future growth plans.
• Nomination Committee
consideration of succession
planning.
Steps taken to improve Board
effectiveness include:
• Development and site visits to
enhance board effectiveness;
and
• Recruitment of new Directors
to complement existing Board
capabilities.
KEY ACTIONS IN 2014
• Ongoing review; and
• Strategic planning meeting.
• Internal review commenced
in late 2013, completed in
February 2014; and
• Internal review identified
a need for Board succession
as a number of directors had
held office for an extended
period of time.
• Site visits to Roma, Fairview,
Gladstone and Port Bonython;
• Board meetings in various
locations including Perth,
Sydney and Gladstone;
• Appointment of Mr Scott
Douglas Sheffield on
14 May 2014; and
• Appointment of Ms Yasmin
Anita Allen on 22 October 2014.
The framework for the Nomination Committee’s ongoing consideration of Board composition, as specified in the Board Charter, is that
Directors should be appointed primarily based on their capacity to contribute to the Company’s development, and the Board should
include at least some members with experience in the upstream oil and gas and/or resources industries.
In 2014, the Board comprised Directors from diverse backgrounds with a range of business experience, skills and attributes.
The tables and charts on the following pages demonstrate the skills, experience and diversity of the Directors in office at the end of
2014 across several dimensions that are relevant to Santos as a leading energy Company.
22 | Santos Annual Report 2014
SKILLS ANd EXPERIENCE OF dIRECTORS
Composition of skills and experience of the Board (out of 10)
Management and leadership
Financial/business qualifications
Senior management positions held outside Santos
(past and present)
Directorships held outside Santos (past and present)
International experience
Global
ASIA Pacific
Governance and regulatory
Membership of governance or regulatory bodies (past or
present)
10
10
10
9
4
Tertiary business qualification including post-graduate
business studies and CA or CPA
Position held on financial bodies and councils (past or
present)
Health, safety and environment
Experience managing health, safety and environment issues
in a large organisation
Resources experience and education
Mining or minerals experience
Oil and gas experience
Experience in governance of a complex organisation
10
Infrastructure experience
Strategy
Mergers and acquisitions experience
Experience in growing a business
Experience in implementing capital projects
8
9
8
Tertiary engineering or science background
Positions held on industry-related bodies (past or present)
or membership of professional industry-related bodies
Risk management
Background in risk-focused positions e.g. CFO or auditor
(past or present)
4
2
7
6
8
5
7
8
3
The names and details of the experience, qualifications, special responsibilities (including Committee memberships), and term of office of
each Director of the Company and the Company Secretary can be found on pages 6–9 of the Annual Report.
TERTIARY
QuALIFICATIONS
INduSTRY
EXPERIENCE
RESIdENCY
GENdER
Engineering
Mergers and acquisitions
Experience in growing a business
Experience in implementing
capital projects
Australia
China
North America
Men
Women
Finance
Law
Science
Mining or minerals experience
United Kingdom
Oil and gas experience
Infrastructure experience
Tertiary engineering
or science background
Positions held on industry-related
bodies (past or present) or
membership of professional
industry-related projects
| 23
Corporate Governance Statement
continued
1.3 director selection and
succession planning
The Board renewal process is overseen by
the Nomination Committee and involves
regularly reviewing the composition of the
Board to ensure that the Directors bring to
the table an appropriate mix of experience,
skills and backgrounds relevant to the
management of a leading energy company.
In making recommendations relating
to Board composition, the Nomination
Committee takes into account both the
current and future needs of the Company.
The Nomination Committee specifically
considers each of the Directors coming up
for re-election and makes an assessment
as to whether to recommend their
re-appointment to shareholders. This
assessment considers matters including
their contribution to the Board, the results
of Board and Committee reviews, and
the ongoing needs of the Company. The
Committee also takes into account the
succession plans of the Directors more
broadly.
Where a potential ‘gap’ is identified in the
backgrounds, experiences or skill sets that
are considered desirable, or necessary,
for the Board’s continued effectiveness,
this information is used as the basis for
selection of new Director candidates.
The Nomination Committee is responsible
for defining the desired attributes and
skill-sets for a new Director. The services
of an independent consultant are then
used where appropriate to assist in the
identification and assessment of a range
of potential candidates based on a brief
from the Nomination Committee. The
Nomination Committee reviews prospective
candidates and arranges for appropriate
background checks to be undertaken,
then makes recommendations to the
Board regarding possible appointments
of Directors, including recommendations
for appointments to Committees.
When candidates are submitted to
shareholders for election or re-election,
the Company includes in the Notice of
Meeting all information in its possession
that is material to the decision whether
to elect or re-elect the candidate.
1.4 director induction and
continuing education
Prior to appointment, each non-executive
Director is provided with a letter of
appointment that sets out the terms of
their appointment and includes copies of
the Company’s Constitution, Board Charter,
Committee Charters, relevant policies and
functional overviews of the Company’s
strategic objectives and operations. The
expectations of the Board in respect of a
proposed appointee to the Board and the
workings of the Board and its Committees
are also conveyed in interviews with the
Chairman. Induction procedures include site
visits and access to appropriate executives
in relation to details of the business of the
Company.
The existing practices of providing new
non-executive Directors with a formal letter
of appointment setting out their rights,
duties and responsibilities and ensuring that
they receive a comprehensive induction
program, including business briefings by
Management and site visits, is explicitly
recognised in the Board Charter.
The Managing Director and other Senior
Executives are employed under separate
employment agreements, which set out
their rights, duties and responsibilities.
Directors are encouraged by the Board to
continue their education by attending both
internal and external training and education
relevant to their role.
director site visits in 2014 to
Roma, Fairview, Gladstone and
Port Bonython.
During 2014, Directors attended site
visits to Roma, Fairview, Gladstone
and Port Bonython. In addition, Board
meetings were held at various Santos
offices and sites including in Adelaide,
Sydney, Perth and Gladstone, providing
further opportunity for familiarisation
with each location’s operations and
personnel, and presentations from the
local management team.
1.5 Review of Board, Board
Committees and director
performance
As specified in the Board Charter, reviews
of Board, Committee and individual Director
performance are conducted annually. At
least once every three years, the annual
review of the Board, Committees and
individual Directors is carried out by an
independent consultant. The scope of the
external review is agreed in advance with
the Board. Internal reviews are facilitated
by the Chairman, in consultation with
the Nomination Committee, and involve
questionnaires and formal interviews with
each Director culminating in a written
report prepared by the Chairman. Where
the review relates to the performance of
the Chairman, the two senior independent
non-executive Directors conduct the
review.
24 | Santos Annual Report 2014
Internal Board review process
Implement initiatives to
improve Board effectiveness
Feedback from Directors
and review of individual
Director performance
INTERNAL BOARD
REVIEW
Review performance, structure,
objectives and the purpose
of Board Committees
Feedback from
Senior Executives
An internal Board review was conducted in late 2013/early 2014 in accordance with the process outlined in this Section. The review
included an assessment of the performance of individual Directors including the Chairman and examined the workings, performance and
effectiveness of the Board and the Board’s Committees. In undertaking the review, one-on-one interviews were conducted with each
member of the Board and members of the Company’s Senior Leadership Team who interact regularly with the Board.
A key aspect of this review was to focus on Board succession, as a number of Board members have held office for some time.
The review:
• assessed the mix of skills, experience and personalities currently represented on the Board;
• considered the optimal mix of skills, experience and personalities that the Board may desire over the medium-term given the
Company’s current plans; and
• made recommendations for Board succession planning over the medium term.
As a result of the Board’s review two independent non-executive Director appointments were made in 2014, Mr Scott Douglas Sheffield
and Ms Yasmin Anita Allen.
| 25
Corporate Governance Statement
continued
PART 2: BOARd RESPONSIBILITIES
Management implements sound strategies
and develops an integrated framework of
risk management and control.
their duties and to prepare for Board
and Committee meetings and associated
activities.
Relevant policies and charters
2.1 Responsibilities
See www.santos.com
• Board Charter
The Board Charter was last updated
in August 2014. The Board’s overriding
objective is defined in the Board Charter
as “to safely and sustainably increase
shareholder value within a business
framework, which protects shareholders’
interests”. The Board seeks to ensure that
The Board is responsible for the overall
corporate governance of the Company,
including approving the strategic direction
and financial objectives, oversight
of the performance and operations
of the Company, establishing goals
for Management and monitoring the
attainment of these goals.
Each Director is required to ensure they are
able to devote sufficient time to discharge
The Board Charter confirms that
the Company Secretary, through the
Chairman, is accountable to the Board
for the effectiveness of corporate
governance processes, ensuring adherence
to the Board’s principles and procedures
and coordinating all Board business.
All Directors have direct access to the
Company Secretary and the Company
Secretary has a direct reporting line to
the Chairman.
The Board is responsible for:
• overseeing the Company’s strategic direction and
• approving ethical standards and Codes of Conduct;
management of the Company;
• approving the annual capital and operating budget;
• approving delegations of authority to Management;
• approving significant acquisitions and disposals of
assets;
• approving significant expenditure decisions outside of
the Board-approved corporate budget;
• selection, evaluating and succession planning for
Directors, the CEO and Company Secretary and
generally endorsing the same for the CEO’s direct
reports;
• setting the remuneration of Directors and the CEO and
generally endorsing of the same for the CEO’s direct
reports; and
• overseeing the integrity of risk management processes
• approving and monitoring financial performance against
and systems.
strategic plans and corporate budgets;
delegation of Authority
The Board delegates management of the Company’s resources to the Company’s executive management team under the
leadership of the CEO to deliver the strategic direction and goals approved by the Board. This is formally documented in the
Company’s Delegation of Authority.
Responsibilities delegated by the Board to Management:
• the conduct and operation of the Company’s business in the ordinary course;
• implementing corporate strategies; and
• operating under approved budgets and written Delegations of Authority.
26 | Santos Annual Report 2014
The Company’s Delegation of Authority has
previously been the subject of an extensive
review and a substantially restructured,
simplified and updated version was adopted
in June 2012. The Delegation of Authority
incorporates increased accountability for
personnel exercising delegated authority
and continued to be applied rigorously by
the Company in 2014.
Performance evaluation of Senior
Executives is regularly undertaken (usually
twice a year) by the Managing Director.
The Chairman undertakes the Managing
Director’s annual review.
The results of these reviews are used in
determining succession plans, performance
and development plans and future
remuneration in consultation with the
People and Remuneration Committee, and
generally for review by the Board in relation
to Management succession planning.
Performance reviews were conducted
during the year in accordance with this
process for each of the Senior Executives,
including the Managing Director. These
reviews impacted on the short-term
incentives for the Senior Executives and
included the following criteria:
2.2 Access to information
and independent
professional advice
• analysing performance against agreed
measures;
• examining the effectiveness and quality
of the individual in their given role;
• assessing key contributions;
• identifying areas of potential
improvement; and
• assessing whether expectations of
shareholders and other stakeholders
have been met.
Details of the remuneration received by the
Managing Director and Senior Executives,
including short-and long-term incentives,
relating to Company and individual
performance targets, are set out in the
Remuneration Report commencing on page
52 of the Annual Report. Details of non-
executive Director remuneration are also
set out in the Remuneration Report.
The Board Charter sets out the
circumstances and procedures pursuant
to which a Director may seek independent
professional advice at the Company’s
expense. Those procedures require prior
consultation with, and approval by, the
Chairman and assurances as to the
qualifications and reasonableness of the
fees of the relevant adviser. A copy of the
advice and letter of instruction is usually
required to be provided to the Board.
Pursuant to a deed executed by the
Company and each Director, a Director
also has the right to access all documents
that have been presented to meetings
of the Board or to any Committee of the
Board or otherwise made available to the
Director while in office. This right continues
for a term of seven years after ceasing to
be a Director, or such longer period as is
necessary to determine any relevant legal
proceedings that commenced during that
term. Information in respect of indemnity
and insurance arrangements for Directors
and certain Senior Executives appears in
the Directors’ Report on page 74 of the
Annual Report.
| 27
Corporate Governance Statement
continued
PART 3: BOARd COMMITTEES
Relevant policies and charters
See www.santos.com
• Audit & Risk Committee
Charter
• Environment, Health, Safety
and Sustainability Committee
Charter
• Finance Committee Charter
• Nomination Committee Charter
• People and Remuneration
Committee Charter
3.1 Role and membership
The Board has established a number of
Committees to assist with the effective
discharge of its duties. The role of each
Committee is set out in Section 3.3.
All Committees are chaired by and comprise
only independent non-executive Directors,
except the Environment, Health, Safety
and Sustainability Committee, which
includes the Managing Director as a
member in accordance with the Charter
of that Committee. Other composition
requirements specific to each Committee
are set out in Section 3.1. Non-Committee
members may attend Committee meetings
by invitation.
Each Committee operates under a specific
charter approved by the Board.
Board Committees conduct their own
internal review of their performance,
structure, objectives and purpose from time
to time. In 2014, the Audit Committee’s
responsibilities were expanded to include
additional responsibilities in relation to
risk and a revised Charter was adopted in
October 2014, following a review by that
Committee. The Committee was renamed
the ‘Audit & Risk Committee’ in light of its
expanded role.
Prior to the change to the Audit &
Risk Committee’s Charter each of the
Board’s other Committees exercised
oversight of risk in their respective
areas including environmental, health,
safety and sustainability risk (EHSS
Committee), financial, funding and capital
management risk (Finance Committee)
and organisational, human resource and
related risks (People and Remuneration
Committee). While those Committees
continue to exercise oversight in their
respective areas, the Audit & Risk
Committee has overarching oversight
in relation to risk as a whole.
Board Committees have access to internal
and external resources, including access
to advice from independent external
consultants or specialists.
The Chairman of each Committee provides
an oral, and, where appropriate and
practicable, a written report together with
the minutes and recommendations of the
Committee at the next Board meeting.
Following is a summary of the membership of the Board Committees.
Board Committee membership
Environment,
Health,
Safety and
Sustainability
Committee1
Audit & Risk
Committee
Finance
Committee
Nomination
Committee1
People and
Remuneration
Committee
Member
Chairman
Member
KC Borda
Non-executive Director
(Chairman)
PR Coates2
Non-executive Director
Member
KA Dean
Non-executive Director Member
Member
Member
Member
RA Franklin
Non-executive Director
DJW Knox
Executive Director
(Managing Director)
Chairman
Member
GJW Martin
Non-executive Director Member
Chairman
JS Hemstrich Non-executive Director Chairperson
H Goh3
Non-executive Director Member
Member
SD Sheffield4 Non-executive Director
Member
YA Allen5
Non-executive Director
Member
Member
Chairman
Member
Notes:
1.
Mr RM Harding ceased to be a member of the Environment, Health, Safety and Sustainability Committee and the Nomination Committee upon his retirement at the 2014 Annual General
Meeting held on 16 May 2014.
2. Mr PR Coates was appointed as a member of the Environment, Health, Safety and Sustainability Committee on 14 May 2014.
3. Mr H Goh was appointed as a member of the Audit & Risk Committee on 22 October 2014.
4. Mr SD Sheffield was appointed as a member of the Finance Committee on 14 May 2014.
5. Ms YA Allen was appointed as a member of the Environment, Health, Safety and Sustainability Committee on 22 October 2014.
28 | Santos Annual Report 2014
Following are details of the membership requirements of each Committee, as outlined in each Committee’s Charter. The Board reviews
Committee membership on at least an annual basis and believes that each Committee’s membership currently satisfies the membership
requirements. Details of the qualifications and experience of each Director can be found on pages 6–7 of the Annual Report.
Board Committee
Audit & Risk Committee
Membership Requirements
• At least three independent non-executive Directors
Environment, Health, Safety
and Sustainability Committee
Finance Committee
• Collectively the members, will have sufficient accounting and financial
expertise and understanding of the oil & gas industry, to be able to
discharge the Audit & Risk Committee’s responsibilities
• At least one member who is also a member of the EHSS Committee
• To be chaired by an independent non-executive Director who is not the
Chairman of the Board.
• At least three independent non-executive Directors and the Managing
Director.
• At least three independent non-executive Directors who are financially
literate and at least one will have past employment experience in finance,
requisite professional certification or other comparable experience or
background which results in the individual’s financial sophistication.
Nomination Committee
• At least three independent non-executive Directors, chaired by the
Chairman of the Board.
People and Remuneration Committee
• At least three independent non-executive Directors, including the Chairman
of the Board.
3.2 Board and Committee meetings
In 2014, a total of 10 Board meetings were
held, including a strategy meeting. This
exceeded the minimum requirements set
out in the Board Charter. In addition to
formal meetings, the Directors participated
in a site visit to Roma, Fairview and
Gladstone in June 2014 and the EHSS
Committee participated in a site visit to
Port Bonython in May 2014.
Members of Management attend relevant
parts of Board and Committee meetings,
at which they report to Directors within
their respective areas of responsibility.
Where appropriate, advisers to the
Company attend meetings of the Board
and of its Committees. Board meetings
regularly include a session at which the
non-executive Directors meet without the
Managing Director or other members of
Management present.
Details of the Board and Committee
meetings held and Directors’ attendances
at those meetings appear in the Directors’
Report on page 38 of the Annual Report.
3.3 Role and activities of committees
Audit & Risk Committee
In 2014, the Audit Committee’s role was
expanded to include oversight of the
Company’s risk management and internal
control framework and as a result it was
renamed the ‘Audit & Risk Committee’.
The Audit & Risk Committee assists the
Board to meet its oversight responsibilities
by reviewing, reporting and making
recommendations in relation to financial
reporting, enterprise risk management,
internal control systems, the internal and
external audit functions and reserves and
resources reporting.
During 2014, the Audit & Risk Committee
met with the external auditor, Ernst &
Young, without Management present, after
each Audit & Risk Committee meeting.
The qualifications and experience of the
members of the Audit & Risk Committee
are set out on pages 6–7 of the Annual
Report.
Finance Committee
The role of the Finance Committee
includes:
• responsibility for considering and
Environment, Health, Safety and
Sustainability Committee
The role of the Environment, Health, Safety
and Sustainability (EHSS) Committee
includes:
• monitoring and review of the
Environment, Health and Safety and
Sustainability policies and related
systems and their compliance with all
applicable environment, health and
safety legislation;
• monitoring and review of all aspects
of environment, and health and safety
risks, which are relevant to the
Company’s operations;
• receipt and consideration of reports on
all major changes to the Company’s
environment and health and safety
responsibilities;
• receipt and consideration of reports on
any significant system failure, accident
or other incident;
making recommendations to the Board
on the Company’s capital management
strategy and the Company’s funding
requirements and specific funding
proposals;
• review of the regular internal and
external environmental, health and
safety audits; and
• monitoring and reviewing the
• formulating and monitoring compliance
with treasury policies and practices; and
• the management of credit, liquidity and
commodity market risks.
appropriateness and implementation
of the Company’s environment, health,
safety and sustainability governance
arrangements.
| 29
Corporate Governance Statement
continued
During 2014 the Committee reviewed the
EHS performance of each of the Business
Units and the Drilling and Completions
department.
In May 2014, the committee held the
Directors’ EHS Awards for recognising
outstanding EHS performance and
innovation, from a total pool of 59
submissions received. The Committee
also conducted a field trip to Santos’ Port
Bonython facility near Whyalla, South
Australia where it was able to discuss and
observe some of the key EHS and Process
Safety programs in place while also being
able to observe a strong EHS culture and
commitment from local management.
Areas of focus for the Nomination
Committee in 2014 included Board renewal,
as a number of Directors were in their third
term, and enhancing gender diversity on
the Board.
As a result, during 2014, the Nomination
Committee oversaw the search for two
new independent non-executive Directors
and recommended the final candidates
to the Board for approval, resulting in
the appointments of Mr Scott Douglas
Sheffield on 24 February 2014 and Ms
Yasmin Anita Allen on 22 October 2014.
These appointments enhance the skills,
experience and diversity represented on
the Board.
Nomination Committee
People and Remuneration Committee
It is the responsibility of the Nomination
Committee to devise the criteria for, and
review membership of the Board–including
the re-election of incumbent Directors
and nominations for new appointments, to
maintain an appropriate balance of skills,
experience, diversity and expertise on the
Board.
When a Board vacancy exists or where
it is considered that the Board would
benefit from the services of a new
Director with particular skills, experience
or background, the Nomination Committee
has responsibility for proposing candidates
for consideration by the Board.
The People and Remuneration
Committee is responsible for reviewing
the remuneration policies and practices
of the Company including:
• the compensation arrangements for
the Non-executive and Executive
Directors (including the Managing
Director), and Senior Leadership Team;
• development and succession plans
for the Managing Director and Senior
Leadership Team;
• the Company’s superannuation
arrangements;
• employee share and option plans;
• reviewing and reporting to the Board
on measurable objectives for achieving
gender diversity;
• an annual assessment of the gender
diversity objectives and progress in
achieving them; and
• reviewing and reporting on
remuneration analysed by gender.
In 2014, the Committee oversaw the
implementation of various changes to the
Short-Term Incentive (STI) and Long-Term
Incentive (LTI) programs including the
deferral of a 30% portion of STI awards to
senior executives and the extension of the
LTI performance period from three years to
four years.
The Committee has access to, and
regularly uses, independent advice and
comparative studies on the appropriateness
of remuneration arrangements. Further
details of 2014 activities are set out in the
Remuneration report commencing on page
52 of the Annual Report.
The structure and details of, and policies and
strategy in relation to, the remuneration paid
to non-executive Directors, the Managing
Director and other Senior Executives during
the period are set out in the Remuneration
Report commencing on page 52 of the
Annual Report and notes 29 and 30 to the
financial statements commencing on page
128 of the Annual Report.
30 | Santos Annual Report 2014
PART 4: RISK MANAGEMENT
Relevant policies and charters
See www.santos.com
• Board Charter
• Audit & Risk Committee
Charter
• Risk Management Policy
4.1 Risk management systems
The Board is responsible, with the
assistance of the Audit & Risk Committee,
for overseeing the implementation
of, and ensuring there are adequate
policies in relation to, the Company’s risk
management and internal compliance
and control systems. These systems
require Management to be responsible for
identifying and managing the risks that may
have a material impact on the Company’s
objectives, and to review the systems if
any irregularity or inadequacy becomes
apparent. These risks include financial, non-
financial and operational risks impacting
areas such as project delivery, production,
reputation, environment and safety,
exploration and investment.
The Board Charter specifies that risk
management arrangements will include:
Board Committees; financial reporting;
Management reporting; organisational
structures, procedures, manuals and
policies; audits; environment, health and
safety standards; comprehensive insurance
programs and appointment of specialist
staff and external advisors.
The Audit & Risk Committee assists the
Board in performing its role in relation to
risk management by periodically reviewing
the effectiveness of Santos’ enterprise risk
management framework and reporting, and
making recommendations, to the Board. A
review of the Company’s risk management
framework was undertaken by the
Committee in 2014 with the assistance of
an independent risk management expert
consultant. The review concluded that the
company’s risk management framework
was sound and effective in identifying
and managing risk. The review also made
a number of process improvements and
recommendations which were adopted and
are currently being implemented.
An Enterprise-Wide Risk Management
approach, based on the relevant
International Standard (ISO31000:2009)
forms the basis of the Company’s Risk
Management activities. This approach
is incorporated in the Company’s Risk
Management Policy and aims to ensure
that business risks facing the Company
are consistently identified, analysed and
evaluated, and that active management
plans and controls are in place for the
ongoing management of these risks.
Independent validation of controls is
undertaken by internal audit as part of the
Company’s risk-based approach. The risk &
internal audit function is independent of the
external auditor and reports to the Audit &
Risk Committee, which reviews the findings
and recommendations made by the risk &
internal audit function. The head of risk &
internal audit is appointed by the Audit &
Risk Committee.
4.2 Management reporting on risk
As risk management is embedded
throughout the Company, reporting of
these risks occurs at a number of levels.
All regular reports to the Board on strategic,
project and operational issues incorporate
an assessment by Management of the
associated risks, which ensures that the
Board is in a position to make fully-informed
business judgements on these issues.
and that the financial statements comply
with the appropriate accounting standards
and give a true and fair view of the financial
position and performance of the Company,
and that this opinion has been formed
on the basis of a sound system of risk
management and internal control which is
operating effectively.
4.3 Business and sustainability risks
The Operating and Financial Review on
pages 41 to 48 of the 2014 Annual Report
contains detailed information about the
Company’s material business risks and the
mitigation measures in place.
The Operating and Financial Review,
together with the Company’s 2014
Sustainability Report explains the
Company’s exposure to economic,
environmental and social sustainability
risks and how that exposure is managed.
4.4 Independence of auditors
and non-audit services
The Audit & Risk Committee makes
recommendations to the Board about the
selection, appointment and independence
of the Company’s external auditor.
The Board has adopted a policy in relation
to the provision of non-audit services by
the Company’s external auditor. The policy
can be found in Attachment A to the Audit
& Risk Committee Charter.
In addition to the formal reporting
arrangements, the Board and Management
give ongoing consideration to the
effectiveness of the Company’s risk
management and internal compliance and
control systems, and whether there is scope
for further improvement of these systems.
The policy requires that services which are
considered to be in conflict with the role of
statutory auditor are not performed by the
Company’s external auditor and prescribes
the approval process for non-audit services
where the Company’s external auditor is
used.
Non-assurance service work in 2014
represented 13% of the fees paid to the
Company’s external auditor or associates.
A copy of the auditor’s independence
declaration as required under Section 307C
of the Corporations Act is set out on page
156 of the Annual Report.
The Board confirms that it has received
a report from Management as to
the effectiveness of the Company’s
management of its material business risks
for the 2014 financial year.
The Board also receives written
certifications from the Managing Director
and the CFO in relation to the Company’s
financial reporting processes for the full
and half year reporting periods. Before the
Board approved the financial statements
for the half year ending on 30 June 2014
and full year ended 31 December 2014, the
Managing Director and CFO declared that,
in their opinion, the financial records of the
Company have been properly maintained
| 31
Corporate Governance Statement
continued
PART 5: dIVERSITY, ETHICS
ANd CONduCT
Relevant policies and charters
See www.santos.com
• Diversity Policy
• Code of Conduct
• Reporting Misconduct Policy
• Securities Trading Policy
• Shareholder Communications
and Market Disclosure Policy
2014 diversity Achievements
• Ms Yasmin Allen was appointed
to the Santos Board in October
2014.
• Approval was gained to
implement a superannuation
‘top up’, which enables the
superannuation guarantee to
continue to be paid during
periods of unpaid parental leave.
This compliments the already
successful parental leave
program of 16 weeks paid leave
or 32 weeks at half pay.
• Nine ‘Making Better Decisions’
bias awareness sessions were
conducted with leaders.
• Launch of a ‘Flexible Work
Guide’ to highlight and promote
key policies enabling flexible
working arrangements.
• In 2014, Santos continued to
increase Aboriginal and Torres
Strait Islander participation by
directly contributing to 155
employment, education and
training opportunities for
Aboriginal and Torres Strait
Islander peoples, which included
the employment of 72 people.
5.1 diversity
The Board and Senior Leadership Team of
Santos is committed to workforce diversity
believing that it leads to stronger Company
performance and a positive organisational
culture.
The Company aims to continuously:
• increase the representation and
development of its diverse population;
• improve leadership, career and personal
development opportunities;
• ensure robust auditing, analysing and
reporting on diversity-related issues
including a focus on gender pay equity;
and
• participate in, and contribute to,
industry and public debate in relation
to diversity.
The Diversity Policy has been approved,
and is overseen, by the Board’s People and
Remuneration Committee and can be found
on the Company’s website. As part of the
Company’s transition to the 3rd edition
of the ASX Principles, the Diversity Policy
has been updated to explicitly require the
Board or the People and Remuneration
Committee to set measurable objectives
for gender diversity and for the People
and Remuneration Committee to annually
assess the objectives and Santos’ progress
towards delivering them. Prior to this,
the practice that had been in place for a
number of years was consistent with the
requirements of the current version of the
ASX Principles.
This policy is summarised and referenced
in the Company’s Code of Conduct, which
sets out the overall framework, guidance
and expectations regarding the behaviour
of all Santos employees. These policies
are reviewed to ensure ongoing relevance
and employees are required to update
their knowledge of the Code of Conduct
regularly.
In addition to concentrating on
development of the current workforce,
Santos recognises recruitment is a key
opportunity for encouraging diversity.
Santos’ Recruitment and Selection Policy
requires that only relevant factors, such as
experience and qualifications, can be taken
into consideration when making selection
decisions. Gender balanced candidate pools
are included as a performance measure
in contracts with recruitment firms and
service suppliers.
The Company’s focus on improving gender
balance and pay equity has a high level
of corporate accountability with Senior
Executives reporting to the CEO on
initiatives and progress towards achieving
objectives. An annual review is also
conducted with the Board.
During 2014 the Company continued
to focus on additional commitments
and opportunities needed to increase
the number of females in leadership
roles. This has led to a 4% increase
in the number of females in senior
leadership roles.
Greater awareness was built around the
role of bias and decision making, with new
programs introduced to ensure leaders
were aware and could take action around
any conscious or unconscious bias that
might impede diversity.
Recruitment systems were updated
to ensure biased practices did not exist
with talent reviews or hiring decisions.
In addition, flexible work practice policies
were updated and relaunched with all
employees. Of the people who establish
formal flexible work arrangements, 85%
are female.
The table opposite sets out the
measureable objectives adopted by the
Board and a summary of the progress
towards achieving them, as reported to
and assessed by the Board during 2014 in
accordance with the Company’s Diversity
Policy. Specific achievements are outlined
in the table opposite.
32 | Santos Annual Report 2014
Objective
Initiatives and progress
1. Representation
• Over the last five years Santos’ female workforce has increased from 22% to 26%.
Increase representation
of females and Aboriginal
employees at Santos.
In particular increase
representation in the non-
traditional areas such as
apprentices, trainees and
graduates.
• An additional female non-executive Director was appointed in 2014 increasing female
representation at a board level.
• There has been a 4% increase in the number of senior leadership roles held by women since 2013.
• The Company continues to make progress on increasing female representation through quarterly
business reviews and annual talent reviews.
• The Santos Graduate Program continues to drive gender balance in engineering and geoscience
with 40% of graduates employed being female.
• Santos has increased Aboriginal workforce participation through the creation of 653 employment
and training opportunities across the energy and resource sector. These opportunities include
cadetships, traineeships and apprenticeships.
• Santos collaborated with its contractors and suppliers to gain additional employment opportunities
for the Aboriginal workforce during 2014.
2. Leadership and culture
• Bias awareness tools are embedded into leadership development programs.
development
Deliver development
solutions to remove gender
bias and create an inclusive
culture.
• New programs introduced during the year to help drive inclusiveness and awareness were
Coaching for performance, Removing Bias and Making Better Decisions and Building Confidence
and Resilience.
• Workforce flexibility policies and practices continue to be reinforced with females making up 85%
of all formal flexible work arrangements.
• Santos had a return rate of 95% of employees from parental leave during 2014.
3. Personal and career
• Female representation in the Company’s leadership development programs increased by 6%
development
during 2014.
Equal representation of
women and men to receive
opportunities for in-house
development programs.
• Females in the company sponsored MBA program continued to be strong at 27% driving the
formal development of women in leadership positions and strengthening their networks.
• Sponsorship of ‘Women on Boards’ and the Australian Institute of Company Directors programs
reinforced the development of women to be board ready.
4. Systems and processes
• Flexible work policies have been reviewed and a ‘Flexible Work Guide’ launched to all employees
Review practices to identify
inequities, specifically review
gender pay equity and take
necessary actions.
aimed at ensuring people are clear about the policies that are on offer.
• Service providers continue to be contracted on the basis of their ability to provide diverse and
gender-balanced candidate pools.
• The annual pay equity review continued and is used to address inequities between male and female
employees. Santos achieved the highest result of ‘taking action’ in pay equity as part of the
Workplace Gender Equality Agency’s review.
• Superannuation sessions tailored to the needs of women were provided to allow for improved
financial planning.
5. Government and industry
• Santos continued its involvement with the Gender Equity Project (GEP), an initiative driven by
participation.
Involvement with initiatives
designed to improve gender
equity.
Melbourne Business School and industry partners to produce research and interventions that will
drive awareness and improvement in gender balance across the country.
• Santos continues to support industry and community initiatives designed to improve gender equity
including Australian Women in Resources alliances, Women on Boards and the Australian Institute
of Company Directors programs. Santos supported a number of women joining boards in 2014
through these programs. Through its association with universities, Santos also supports various
STEM* initiatives assisting to increase females seeking STEM subjects.
* Science, Technology, Engineering and Mathematics
| 33
Corporate Governance Statement
continued
The Company remains committed to
attracting, retaining and engaging people
with diversity of experience, skills, qualities
and backgrounds, and to providing an
inclusive culture. The five objectives listed
above will continue to ensure Santos
maintains focus in these key areas.
Progress against these objectives will be
reported in the Company’s 2015 Annual
Report.
The following graphs shows the
proportional representation of men and
women at various levels within the Santos
workforce.
WORKFORCE GENdER PROFILE 2014
Non-executive Director
78
22
Senior Executive
83
17
Other
Total
74
26
74
26
Male
Female
WORKFORCE GENdER PROFILE 2013
Non-executive Director
87
13
Senior Executive
83
17
Other
Total
73
27
73
27
Male
Female
The Senior Executives for 2014 are
the Senior Leadership Team as at
31 December 2014 which consisted of
12 of the individuals (ten males and two
females) depicted in pages 8 and 9 of
the Annual Report.
5.2 Ethical standards and code
of conduct
Santos is committed to practising high
standards of business conduct and
corporate governance and complying with
legal requirements wherever the Company
operates. To promote high standards
of corporate governance and business
conduct, the Company has provided its
Directors, employees and contractors with
a clear set of rules, values and guidelines
34 | Santos Annual Report 2014
to follow when carrying out their roles.
These rules, values and guidelines set out
what is expected of Directors, employees,
contractors and agents of Santos.
In particular, the Company has an
integrated Code of Conduct in place that:
• sets out the Company’s key rules,
values and guidelines with respect to
workplace and environment, business
conduct and sustainability; and
• outlines the processes for reporting
and investigating suspected breaches,
and the penalties that may be imposed
where a breach is found to have
occurred.
The Code of Conduct and its associated
training was last reviewed and updated
in 2012. All employees are required
to undertake a periodic refresher of
compulsory online training and this training
module is also a compulsory component
of new personnel inductions. This roll-out
of training was undertaken in parallel with
other compulsory training modules in
relation to an associated policy which had
also been reviewed and updated, the Equal
Opportunity/Bullying Policy.
In addition, the Company has a separate
Anti-Corruption Policy. To assist the
Company achieve the highest ethical
standards, all Santos staff and contractors
are required to be familiar with and to abide
by the Policy and related Guidelines. During
2014, the Company continued a roll-out of
anti-corruption workshops and web-based
training for employees in roles or locations
where there is a higher risk of exposure to
corrupt practices by third parties.
The standards of conduct expected of
Santos staff, including when dealing with
the broader stakeholder constituency
of shareholders, customers and the
community, are also recorded in separate
guidelines and policies relating to dealing
in securities (discussed below), the
environment, occupational health and
safety, and human resources.
Further, a Finance Code of Conduct,
based on that developed by the Group
of 100 (an association of senior finance
executives from Australia’s business
enterprises) applies to the CFO and all
other officers and employees within the
finance function of the Company who
have the opportunity to influence the
integrity, direction and operation of the
Company and its financial performance.
Santos treats actual or suspected
breaches of its guidelines and policies
seriously, and has adopted Reporting
Misconduct and Issue Resolution policies
as additional mechanisms to ensure
that suspected breaches are reported
and acted upon fairly and effectively.
A Reporting Misconduct Program is
in place at Santos, to enable employees
to report misconduct confidentially via an
independent Reporting Misconduct hotline,
without fear of reprisal or discrimination.
Matters are investigated without bias
and anyone using the hotline in good
faith will be protected from reprisals and
discrimination and their identity will be
protected (if desired by them or otherwise
required by law).
5.3 Securities trading policy
Santos has in place a Securities Trading
Policy that prohibits Directors, executives
and employees (as well as connected
persons over whom they may be expected
to have control or influence) from
acquiring, selling or otherwise trading in
the Company’s securities where they are
in possession of material price-sensitive
information that is not in the public domain.
Directors, executives and employees (and
their connected persons) are also generally
prohibited from dealing in the Company’s
securities during defined ‘blackout periods’.
In addition, they must not trade the
Company’s securities on a short-term
basis, and are not permitted to hedge their
securities (including options and share
acquisition rights) unless those securities
have fully vested and are no longer subject
to restrictions.
Breaches of the Securities Trading Policy
will be subject to appropriate sanctions,
which could include disciplinary action or
termination of employment.
5.4 Continuous disclosure and
shareholder communication
The Company is committed to giving all
shareholders timely and equal access to
information concerning the Company.
The Company has developed policies
and procedures to ensure that Directors
and Management are aware of and fulfil
their obligations in relation to the timely
disclosure of material price-sensitive
information. A copy of the Shareholder
Communications and Market Disclosure
Policy is published on the Santos website
at http://www.santos.com/share-price-
performance/continuous-disclosure.aspx.
In accordance with the Policy, information
must not be selectively disclosed prior to
being announced to the ASX. Employees
must notify their departmental manager
or a designated Disclosure Officer as soon
as they become aware of information that
should be considered for release to the
market.
When the Company makes an
announcement to the market, that
announcement is released to the ASX. The
Company Secretary and Group Executive
Investor Relations are responsible for
communications with the exchanges.
All material information disclosed to the
ASX is posted on the Company’s website
at www.santos.com. This includes ASX
announcements, annual reports, notices
of meetings, media releases, and materials
presented at investor, media and analyst
briefings. An email alert facility is also
offered to shareholders. Webcasting of
material presentations, including annual
and half-yearly results presentations, is
provided for the benefit of shareholders,
regardless of their location. The Annual
General Meeting is also webcast live and
made available for later viewing.
The Board is conscious of its obligations to
shareholders and will seek their approval
as required by the Company’s Constitution,
the Corporations Act and the ASX Listing
Rules, or where otherwise considered
appropriate by the Directors.
Additionally, the Company’s external
auditor attends Annual General Meetings
to be available to answer shareholder
questions relevant to the conduct of
the audit. The Annual General Meeting
also provides an opportunity for any
shareholder or their proxy to attend and
ask questions of the Board, and exercise
their vote.
The Company also has in place a detailed
investor relations program of scheduled
and ad hoc briefings with shareholders,
analysts and financial media. The program
is aimed at facilitating effective two-
way communications with investors,
and provides an opportunity for the
Company’s investors to interact with
senior Management and to gain a greater
understanding of the Company’s business,
financial performance, prospects and
corporate governance. The Company’s
dedicated investor relations team and
share registry receives and sends
electronic communications directly to
shareholders, and can be contacted via
links on the Santos website.
| 35
10-year summary
As at 31 december
2005
Santos average realised oil price (A$/bbl)3 73.83
2006
89.35
2007
92.00
2008
117.45
2009
78.83
2010
2011
2012
2013
2014
87.35
115.29
113.78
120.96
114.21
Financial performance ($million)4,5
Product sales revenue3
2,463
2,750
2,489
2,762
2,181
2,228
2,721
3,223
3,602
4,037
Total revenue3
2,492
2,779
2,518
2,805
2,251
2,306
2,803
3,289
3,651
4,099
Foreign currency gains/(losses)
Profit from ordinary activities before tax
Income tax relating to ordinary activities
(4)
1,133
371
1
964
321
-
719
196
164
24
2,533
768
115
(28)
717
205
78
434
(10)
793
244
51
500
18
1,282
440
91
753
(2)
24
(5)
911
318
75
519
869 (1,544)
296
(482)
57
516
(127)
(935)
762
643
359
1,650
Royalty-related taxes1
Net profit after tax attributable to the
shareholders of Santos Ltd
Financial position ($million)4,5
Total assets
Net debt/(cash)
Total equity
Reserves and production (mmboe)
Proven plus probable reserves (2P)
Production
Exploration2
Wells drilled (number)
Expenditure ($million)4
Other capital expenditure ($million)4,5
Delineation and development2
Buildings, plant and equipment
General
Number of employees
(excluding contractors)
Number of shareholders
6,191
6,903
7,320
9,802
11,361
13,769
15,814
16,988 20,609 22,345
1,599
1,450
1,839
506
(605)
(1,201)
(205)
1,334
4,918
7,490
2,964
3,356
3,093
4,478
6,967
7,603
8,963
9,354
10,212
9,413
774
56.0
22
187
666
106
819
61.0
25
259
866
182
879
59.1
1,013
54.4
1,440
1,445
1,364
1,406
1,368
1,245
54.4
49.9
47.2
52.1
51.0
54.1
10
150
955
202
13
233
6
181
3
90
4
151
4
162
12
391
9
323
1,290
1,204
1,684
2,769
2,960
3,704
3,247
105
172
107
149
231
274
261
1,521
1,679
1,786
1,940
2,096
2,367
2,847
3,289
3,502
3,636
78,157
83,566
77,498
78,933
107,138
112,145
113,173
111,135 112,397 140,509
Market capitalisation ($million)
7,280
5,907
8,274
8,696
11,721
11,506
11,560
10,669
14,222
8,116
Netback ($/boe)3
29.5
32.9
32.9
35.9
22.9
23.0
27.6
31.1
33.9
33.4
36 | Santos Annual Report 2014
As at 31 december
Share Information
Share issues
Number of issued ordinary shares
at year-end (million)
Weighted average number of
issued ordinary shares (million)
Dividends – ordinary shares
Paid during the period
(cents per share)
Declared in respect of the period
(cents per share)
Paid during the period ($million)4
Number of issued preference shares
at year-end (million)
Dividends – preference shares
Paid during the period ($ per share)
– ordinary
– special
Declared in respect of the period
($ per share)
– ordinary
– special
Paid during the period ($million)5
– ordinary
– special
Earnings per share (cents)
Return on total revenue (%)3
Return on average ordinary equity (%)
Return on average capital employed (%)
Net debt/(net debt + equity) (%)
Net interest cover (times)
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Employee
Share Plan/
Executive
Share Plan/
Exercise of
Options/
Dividend
Reinvestment
Plan
Employee
Share plan/
Executive
Share Plan/
Exercise of
Options/
Dividend
Reinvestment
Plan
Employee
Share Plan/
Executive
Share Plan/
Non-
executive
Director
Share Plan/
Exercise of
Options/
Dividend
Reinvestment
Plan/
Buy Back
Employee
Share Plan/
Executive
Share Plan/
Non-
executive
Director
Share Plan/
Exercise of
Options/
Dividend
Reinvestment
Plan/
Buy Back
Employee
Share Plan/
Executive
Share Plan/
Exercise of
Options/
Dividend
Reinvestment
Plan/2 for 5
Rights Issue/
Redemption
of FUELS/
Convertible
Preference
Shares
Employee
Share Plan/
Executive
Share Plan/
Non-
executive
Director
Share Plan/
Exercise of
Options/
Dividend
Reinvestment
Plan/
Placement
(institutional)
Employee
Share Plan/
Executive
Share Plan/
Exercise of
Options/
Dividend
Reinvestment
Plan/
ESG Plan/
ESG
Scheme of
Arrangement
Employee
Share Plan/
Executive
Share Plan/
Dividend
Reinvestment
Plan
Employee
Share Plan/
Executive
Share Plan/
Dividend
Reinvestment
Plan /
Exercise of
Options
Employee
Share Plan/
Executive
Share Plan/
Dividend
Reinvestment
Plan /
Exercise of
Options
594.4
598.5
586.1
584.9
831.9
875.1
944.6
961.2
972.1
983.8
638.4
647.3
641.2
641.4
781.1
836.3
888.7
954.9
967.5
978.2
36
38
212
6.0
40
40
238
6.0
40
40
235
6.0
42
42
248
6.0
42
42
42
37
299
350
-
-
30
30
263
-
30
30
285
-
30
30
35
35
289
341
-
-
5.1
-
5.1
-
5.6
-
6.3
-
4.6
-
5.2
-
5.3
-
31
-
114.6
30.6
35.5
19.8
35.0
14.9
30
-
94.7
23.1
23.9
15.1
30.2
10.1
5.9
-
34
-
6.3
-
38
-
50.8
251.4
14.3
12.4
9.0
37.3
58.8
50.6
34.1
10.2
-
-
28
-
52.0
19.3
7.5
7.3
-
-
-
-
-
-
-
-
-
-
-
-
59.8
21.7
6.9
7.3
84.8
26.9
9.1
8.7
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
54.4
15.7
5.7
4.4
12.4
14.6
53.3
(95.6)
14.1
(22.8)
5.3
3.8
(9.5)
(5.7)
32.5
44.3
4.8
(5.3)
(9.5)
(18.7)
(2.3)
7.4
38.5
(45.3)
(19.1)
700.9
1. From 2007, ‘Royalty-related taxes’ have been accounted for as a tax.
2. Exploration expenditure includes wildcat wells. Delineation and development expenditure includes appraisal, near field exploration wells and CSG expenditure.
3. From 2012, Cooper Basin oil purchases have been recorded as product sales/third-party purchases on a gross basis. Previously they had been recorded as trading income on a net basis. Only
2011 amounts have been restated.
4. Prior year figures have been restated as whole numbers in order to achieve consistency with current year disclosures.
5. The 2012 figures have been restated to reflect adjustments required from the adoption of AASB 11 Joint Arrangements. Prior year amounts have not been restated.
| 37
Directors’ Report
Directors, Directors’ shareholdings and Directors’ meetings
Operating and financial review
Significant changes in the state of affairs
Dividends
Environmental Regulation
Post balance date events
Shares under option and unvested share acquisition rights
Shares issued on the exercise of Options and on the vesting of SARs
Directors’ and senior executives’ remuneration
Global oil price environment
Remuneration at a glance
Actually realised remuneration
Remuneration policy and framework
Remuneration governance
Link between performance and remuneration
CEO remuneration
Senior executive remuneration
At-risk remuneration summary
Non-executive Director remuneration
Detailed remuneration information
Detailed information about linking Company performance to incentives
Contents
38 Directors’ Report
39
41
49
49
49
50
50
51
51
52 Remuneration Report
52
53
54
55
57
58
61
62
64
64
66
70
74 Directors’ Report (continued)
74
74
74
Indemnification
Non-audit services
Rounding
38 | Santos Annual Report 2014
Directors’ Report
The Directors present their report together with the consolidated financial report of the consolidated entity, being Santos Limited
(“Santos” or “the Company”) and its controlled entities, for the financial year ended 31 December 2014, and the Auditor’s Report
thereon. Information in the Annual Report referred to in this report, including the Remuneration Report, or contained in a note to the
financial statements referred to in this report forms part of, and is to be read as part of, this report.
DIReCtoRs, DIReCtoRs’ sHAReHoLDInGs AnD DIReCtoRs’ MeetInGs
Directors and Directors’ shareholdings
The names of Directors of the Company in office at the date of this report and details of the relevant interest of each of those Directors
in shares in the Company at that date are set out below.
surname
Allen
Borda
Coates
Dean
Franklin
Goh
other names
Yasmin Anita
Kenneth Charles (Chairman)
Peter Roland
Kenneth Alfred
Roy Alexander
Hock
Hemstritch
Jane Sharman
Knox
Martin
Sheffield
David John Wissler (Managing Director)
Gregory John Walton
Scott Douglas
shareholdings in santos Limited
10,000
87,874
48,879
32,130
15,215
15,000
39,192
99,325
24,500
40,000
The above named Directors held office during and since the end of the financial year with the exception of Mr Scott Sheffield, who
was appointed on 24 February 2014 and Ms Yasmin Allen, who was appointed on 22 October 2014. Mr Richard Michael Harding was a
Director until his retirement at the Annual General Meeting on 16 May 2014. There were no other persons who acted as Directors at any
time during the financial year and up to the date of this report. All shareholdings are of fully paid ordinary shares. No Director holds a
relevant interest in a related body corporate of Santos Limited.
At the date of this report, Mr DJW Knox holds 257,512 options and 1,009,920 share acquisition rights (“SARs”). Details of the options
and SARs granted to Mr Knox during the year are set out in the Remuneration Report commencing on page 52.
Details of the qualifications, experience and special responsibilities of each Director and the Company Secretary are set out on the
Directors’ and Executives’ biography pages of the Annual Report. This information includes details of other listed company directorships
held during the last three years.
| 39
Directors’ Report
Directors’ Report
continued
Directors’ meetings
The number of Directors’ meetings and meetings of committees of Directors held during the financial year and the number of meetings
attended by each Director are set out below:
Table of Directors’ Meetings
Director
Allen3
Borda
Coates4
Dean
Franklin
Goh5
Yasmin A
Kenneth C
Peter R
Kenneth A
Roy A
Hock
Harding6
Richard M
Hemstritch
Jane S
Knox
Martin
David JW
Gregory JW
Sheffield7
Scott D
Directors’
meeting2
Audit & Risk
Committee
environment
Health,
safety &
sustainability
Committee
People &
Remuneration
Committee
Finance
Committee
nomination
Committee
Attended/Held1
Attended/Held1
Attended/Held1
Attended/Held1
Attended/Held1
Attended/Held1
2 of 2
10 of 10
9 of 10
10 of 10
10 of 10
10 of 10
2 of 3
10 of 10
10 of 10
10 of 10
9 of 10
n/a
n/a
n/a
5 of 5
n/a
1 of 1
n/a
5 of 5
n/a
5 of 5
n/a
1 of 1
n/a
2 of 2
n/a
4 of 4
4 of 4
1 of 2
n/a
4 of 4
n/a
n/a
n/a
5 of 5
n/a
n/a
5 of 5
n/a
n/a
4 of 5
n/a
5 of 5
n/a
n/a
6 of 6
n/a
6 of 6
n/a
n/a
n/a
n/a
n/a
6 of 6
4 of 5
n/a
6 of 6
6 of 6
6 of 6
n/a
n/a
2 of 2
n/a
n/a
n/a
n/a
1. Reflects the number of meetings held during the time the Director held office, or was a member of the Committee, during the year.
2. In addition to formal meetings, the Directors participated in site visits to Fairview, Gladstone and Roma in June 2014.
3. YA Allen appointed as a Non-Executive Director and member of the EHSS Committee on 22 October 2014.
4. PR Coates appointed as a member of the EHSS Committee on 14 May 2014.
5. H Goh appointed as a member of the Audit & Risk Committee on 22 October 2014.
6. RM Harding retired as a Non-Executive Director on 16 May 2014.
7. SD Sheffield appointed as a Non-Executive Director on 24 February 2014 and a member of the Finance Committee on 14 May 2014.
40 | Santos Annual Report 2014
oPeRAtInG AnD FInAnCIAL ReVIeW
Santos’ principal activities during 2014 were the exploration for, and development, production, transportation and marketing of,
hydrocarbons. There were no significant changes in the nature of these activities during the year. Revenue is derived primarily from the
sale of gas and liquid hydrocarbons.
A review of the operations and of the results of those operations of the consolidated entity during the year is as follows:
summary of results table
Production volume
Sales volume
Product sales
EBITDAX1
Exploration and evaluation expensed
Depreciation and depletion
Net impairment loss
EBIT1
Net finance costs
Taxation benefit/(expense)
Net (loss)/profit for the period
Net (loss)/profit attributable to non-controlling interest
Net (loss)/profit attributable to equity holders of Santos
Underlying profit for the period1
2014
mmboe
54.1
63.7
2013
mmboe
51.0
58.5
$million
$million
4,037
2,153
(256)
(988)
(2,356)
(1,447)
(97)
609
(935)
–
(935)
533
3,602
1,992
(192)
(888)
(26)
886
(17)
(353)
516
–
516
504
Variance
%
6
9
12
8
33
11
(263)
273
(281)
(281)
6
1
EBITDAX (earnings before interest, tax, depreciation, depletion, exploration and evaluation and impairment), EBIT (earnings before interest and tax) and underlying profit are non-IFRS measures
that are presented to provide an understanding of the underlying performance of Santos’ operations. Underlying profit excludes the impacts of asset acquisitions, disposals and impairments, as
well as items that are subject to significant variability from one period to the next, including the effects of fair-value adjustments and fluctuations in exchange rates. Please refer to page 7 for
the reconciliation from net profit to underlying profit for the period. The non-IFRS financial information is unaudited, however the numbers have been extracted from the audited financial
statements.
Production and sales
Santos’ 2014 full-year production of 54.1 million barrels of oil equivalent (mmboe) was 6% higher than the prior year, primarily due to
the successful start-up of the PNG LNG project ahead of schedule in April 2014, as well as higher Cooper Basin gas and oil production.
This was partially offset by lower production from the Carnarvon Basin due to lower gas customer nominations.
Sales volumes rose 9% to 63.7 mmboe, reflecting the higher production outcome combined with growth in third party product sales
primarily due to higher third party Cooper Basin oil volumes.
Sales revenue grew by 12% to a record $4 billion, due to the start-up of PNG LNG and higher sales volumes, partially offset by lower
crude oil prices. The average realised crude oil price for the year was A$114 per barrel, 6% lower than 2013.
The Brent crude oil price fell by almost 50% in the second half of 2014 and closed the year at approximately US$58 per barrel, its lowest
level in more than five years. In December 2014, Santos reduced its projected 2015 capital expenditure by 25% to $2 billion in response
to the lower oil price and the company continues to focus on reducing operating costs where possible. Santos is also considering asset
divestments as part of its ongoing portfolio management, provided fair long-term value can be realised.
| 41
Directors’ Report
Directors’ Report
continued
Review of operations
Santos’ operations are reported in four business units based on the different geographic regions of the Company’s operations: Eastern
Australia; Western Australia and Northern Territory; Asia Pacific; and GLNG.
Eastern Australia
Santos is a leading producer of natural gas, gas liquids and crude oil in eastern Australia. Gas is sold primarily to domestic retailers and
industry while gas liquids and crude oil are sold in the domestic and export markets.
The demand for natural gas from eastern Australia is expected to increase significantly over the next few years as LNG exports ramp-up
from Queensland. Santos is responding to the higher demand by lifting gas capacity in the Cooper Basin and progressing the proposed
Narrabri gas project in New South Wales.
Eastern Australia Business Unit EBITDAX in 2014 was $693 million, 7% higher than 2013 primarily due to higher production volumes and
higher third party crude oil sales volumes, partially offset by lower crude oil prices.
Santos’ share of Cooper Basin gas production of 63.3 petajoules (PJ) during 2014 was 4% higher than 2013, reflecting the higher level
of drilling activity undertaken in 2014, and the resultant increase in well capacity. Santos’ share of Cooper Basin condensate production
was 1.0 million barrels (mmbbl), in line with 2013. Santos’ share of gas production from the Surat/Bowen/Denison areas in Queensland
and the Otway Basin offshore Victoria was 28.4 PJ, 7% lower than 2013 primarily due to natural field decline.
Santos’ share of Cooper Basin oil production of 3.2 mmbbl was 4% higher than 2013 due to the contribution of new wells and lower
downtime more than offsetting natural field decline. Volumes of third party crude oil processed at Moomba increased as production
from other operators in the Cooper Basin came on line.
Santos continued to progress appraisal of the unconventional gas potential in the Cooper Basin during 2014. The Moomba-193H
and Moomba-194 wells were successfully connected to Santos’ existing production infrastructure, becoming the second and third
unconventional wells after Moomba-191 to be brought on-line.
Western Australia and Northern Territory
Santos is one of the largest producers of domestic natural gas in Western Australia and is also a significant producer of gas liquids and
crude oil. Santos also has an interest in the Bayu-Undan/Darwin LNG project.
Western Australia and Northern Territory Business Unit EBITDAX was $635 million, 35% lower than 2013 mainly due to lower gas
customer nominations and higher production costs for Bayu-Undan and Fletcher Finucane/Mutineer-Exeter and lower liquids sales and
prices.
Santos’ Western Australia gas and condensate production of 54.2 PJ and 533,400 barrels respectively, were both lower than 2013
primarily due to lower gas customer nominations.
Santos’ share of Western Australia oil production of 3.1 mmbbl was 24% lower than 2013, primarily due to natural field decline and higher
downtime at Fletcher Finucane.
Notwithstanding a planned one-month shutdown during 2014, strong operating performance at Darwin LNG resulted in Santos’ net
entitlement to gas production of 16.5 PJ being in-line with the prior year.
Following on from the success of the Crown exploration well drilled in the Browse Basin offshore Western Australia in late-2012, Santos
and its partners made a significant gas-condensate discovery with the Lasseter well in mid-2014. Lasseter is located 35 kilometres
east-southeast of Crown and intersected a gross gas-condensate column of 405 metres, with wireline logging confirming 78 metres
of net gas pay. The Lasseter and Crown discoveries are well positioned in close proximity to existing and proposed LNG projects in the
Browse Basin.
42 | Santos Annual Report 2014
Asia Pacific
Santos is building a material business in Asia with producing assets presently in three countries, Papua New Guinea, Indonesia and
Vietnam, and exploration assets in Malaysia and Bangladesh.
Asia Pacific Business Unit EBITDAX was $743 million, 134% higher than 2013, mainly due to the start-up of the PNG LNG project in April
2014 and Dua in July 2014, partially offset by lower average realised crude prices from Chim Sào and lower sales volumes from Oyong.
In Papua New Guinea, the PNG LNG project (Santos 13.5% interest), achieved first LNG ahead of schedule in April 2014 and shipped its
first LNG cargo in May. Production ramped-up strongly with the project producing at full capacity by late July. Santos’ share of gas and
condensate production was 34 PJ and 915,600 barrels respectively in 2014.
Santos is well positioned in discovered resources and prospective exploration acreage in Papua New Guinea and could play an important
role in any expansion of the PNG LNG project. Santos participated in two exploration gas discoveries in 2014 at Manta and NW Koko,
and the Hides Deep exploration well was drilling ahead at the end of the year with results expected in the first half of 2015.
Santos’ net entitlement to oil production in Vietnam of 2.8 mmbbl was 6% higher than 2013, due to first oil from the Dua project and
improvements in operating efficiency on the production vessel.
Santos’ net entitlement to gas production in Indonesia of 25.1 PJ was 7% lower than 2013, primarily due to lower production from Oyong,
Wortel and Maleo due to lower customer nominations and lower net entitlements. First gas from the Peluang project was achieved in
March 2014.
GLNG
Sanctioned in January 2011, the GLNG project (Santos 30% interest) is over 90% complete and on track for first LNG in the second
half of 2015. The project involves developing coal seam natural gas fields in the Bowen and Surat basins in south-east Queensland,
a 420-kilometre underground gas transmission pipeline and a two-train LNG plant on Curtis Island at Gladstone. The project has an
estimated gross capital cost of US$18.5 billion for the period from final investment decision until the end of 2015. This is based on
foreign exchange rates, which are consistent with the assumptions used at FID (A$/US$0.87 average over 2011–15).
Strong construction progress continued in 2014 as the project achieved significant milestones, including the completion of all major gas
field processing facilities, completion of the 420-kilometre gas transmission pipeline, placement of the last of the 111 LNG train modules,
completion of the LNG loading jetty and hydrotesting of both LNG storage tanks.
GLNG Business Unit results include domestic gas production and sales from the GLNG coal seam natural gas fields in south-western
Queensland. GLNG Business Unit EBITDAX was -$10 million, 183% lower than 2013, mainly due to higher pipeline tolls and lower
domestic customer nominations.
Santos’ share of GLNG gas production was 7.9 PJ, 18% lower than 2013 due to lower gas customer nominations.
| 43
Directors’ Report
Directors’ Report
continued
net profit
The 2014 net loss attributable to equity holders of Santos Limited of $935 million is $1,451 million lower than the net profit of $516 million
in 2013. This decrease is primarily due to higher impairment losses of $1,563 million after tax as a result of the decline in global oil prices.
Net profit includes items before tax of $2,292 million ($1,468 million after tax), as referred to in the reconciliation of net profit to
underlying profit below.
Reconciliation of net (loss)/profit to underlying profit1
2014
$million
2013
$million
Gross
tax
net
Gross
tax
net
net (loss)/profit after tax attributable to equity holders
of santos Limited
(935)
Add/(deduct) the following:
Net gains on sales of non-current assets
Impairment losses
Foreign exchange (gains)/ losses
Fair-value adjustments on embedded derivatives and hedges
Remediation (income)/costs for incidents net of related
insurance recoveries
Other (income)/expense items
Other one-off tax adjustments
Underlying profit1
(4)
1
(3)
2,356
(793)
1,563
5
(59)
(6)
–
–
2,292
(2)
17
2
–
(49)
(824)
3
(42)
(4)
–
(49)
1,468
533
(14)
26
(24)
(7)
(9)
(3)
–
(31)
516
(10)
28
(17)
(5)
(7)
(1)
–
(12)
504
4
2
7
2
2
2
–
19
1.
Underlying profit is a non-IFRS measure that is presented to provide an understanding of the underlying performance of Santos’ operations. The measure excludes the impacts of asset
acquisitions, disposals and impairments, as well as items that are subject to significant variability from one period to the next, including the effects of fair-value adjustments and fluctuations in
exchange rates. The non-IFRS financial information is unaudited, however the numbers have been extracted from the financial statements which have been subject to audit by the Company’s
auditor. ‘Other (income)/expense items’ in 2014 relates to a prior year re-determination adjustment.
Financial position
Summary of financial position
Exploration and evaluation assets
Oil and gas assets and other land, buildings, plant and equipment
Restoration provision
Other net assets/(liabilities)1
Total funds employed
Net debt2
Net tax liabilities3
Net assets/equity
2014
$million
2013
$million
Variance
$million
1,106
18,689
(2,157)
(207)
17,431
(7,490)
(528)
9,413
1,964
16,082
(1,768)
72
16,350
(4,918)
(1,220)
10,212
(858)
2,607
(389)
(279)
1,081
(2,572)
692
(799)
1.
Other net assets comprise trade and other receivables, prepayments, inventories, other financial assets, share of investments in joint ventures, offset by trade and other payables, deferred
income, provisions and other financial liabilities.
2. Net debt reflects the net borrowings position and includes interest-bearing loans, net of cash and interest rate and cross-currency swap contracts.
3. Net tax liabilities comprise deferred tax liabilities and current tax payable offset by tax receivable and deferred tax assets.
44 | Santos Annual Report 2014
Impairment of assets
During the Company’s regular review of asset carrying values, Santos undertook an impairment review against the lower oil price
environment as part of the preparation of its 2014 full-year accounts.
Some assets were assessed to be impaired and non-cash after tax impairment losses of $1.6 billion have been recognised in the
2014 accounts.
The impairment losses primarily relate to certain oil producing assets including in the Cooper Basin, and certain exploration and
evaluation assets including the Gunnedah Basin.
Exploration and evaluation assets
Exploration and evaluation assets were $1,106 million compared to $1,964 million at the end of 2013, a decrease of $858 million. This was
mainly due to impairment losses before tax of $1,170 million and exploration and evaluation expensed, offset by 2014 capital expenditure
including WA offshore assets and the Gunnedah Basin, and acquisition costs comprising interests in Block S and Block R in Malaysia.
Oil and gas assets and other land, buildings, plant and equipment
Oil and gas assets of $18,689 million were $2,607 million higher than in 2013, mainly due to 2014 capital expenditure on major
development projects including PNG LNG and GLNG, and the Cooper Basin, offset by depreciation and depletion charges and
impairment losses.
Restoration provision
Restoration provision balances have increased by $389 million to $2,157 million, mainly due to a change in the discount rate, unwinding
the effect of discounting the provision and revised restoration cost estimates.
Net debt
Net debt of $7,490 million was $2,572 million higher than at the end of 2013, primarily as a result of drawdowns on debt to fund the
capital expenditure program and the impact of the A$ exchange rate on US$ denominated debt, partially offset by net operating cash
inflows.
Net assets/equity
Total equity decreased by $799 million to $9,413 million at year end. The decrease primarily reflects the 2014 net loss after tax
attributable to owners of Santos of $935 million and dividends paid during the year ($341 million), offset by the impact of the
A$ exchange rate on foreign operations ($308 million) and additional shares issued in relation to the dividend reinvestment plan
($145 million).
Future commitments
Due to the nature of Santos’ operations, the Company has future obligations for capital expenditure, for which no amounts have been
provided in the financial statements. Santos also has certain requirements to perform minimum exploration work and spend minimum
amounts of money pursuant to the terms of the granting of petroleum exploration permits, in order to maintain rights of tenure. The
minimum exploration commitments are less than the normal level of exploration expenditures expected to be undertaken by the
Company.
Santos leases LNG carriers and tug facilities under finance leases. The leases have terms of between 10 and 20 years with varying
renewal options. At reporting date, no liability for the LNG carrier leases was recorded as the assets were not yet available for use.
Santos also leases floating production, storage and offtake facilities, floating storage offloading facilities, LNG carriers and mobile
offshore production units under operating leases. These leases typically run for a period of four to six years and may have an option to
renew after that time. The group also leases building office space and a warehouse under operating leases. These leases are generally
for a period of 10 years, with an option to renew the lease after that date.
| 45
Directors’ Report
Directors’ Report
continued
Business strategy and prospects for future financial years
Business strategy
Santos’ vision is to be a leading oil and gas exploration and production company in Australia and Asia. The Company has a three-pronged
strategy to achieve this:
Australia: Santos is one of Australia’s largest producers of natural gas to the domestic market and has the largest exploration and
production acreage position in Australia of any company. Santos has also developed major oil and gas liquids businesses in Australia and
operates in all mainland Australian states and the Northern Territory. Santos’ focus in Australia is to drive value and performance from its
businesses and unlock resources to meet gas demand.
LnG: Santos has interests in three liquefied natural gas (LNG) projects. These include the PNG LNG project in Papua New Guinea,
which commenced production in 2014, and Darwin LNG, which began production in 2006. Santos’ GLNG project in Queensland is due to
commence production in the second half of 2015. Santos aims to leverage its existing LNG infrastructure and capabilities, and in doing
so, become a major LNG supplier to Asia.
Asia: Santos has oil and gas production in Indonesia and Vietnam and aims to build a material position in South-East Asia through
development projects and exploration investment.
Strong progress was made in 2014 in the delivery of all elements of the strategy including:
Australia
• Cooper Basin gas and oil production increased
Driving value and performance from
the base business and unlocking
resources to meet gas demand.
• Exploration success offshore Western Australia with the Lasseter well
• Further shale gas success in the Cooper Basin with three unconventional wells
connected and on-line
• Santos uniquely positioned to meet higher domestic and export natural gas demand
LnG
• PNG LNG first LNG ahead of schedule in April, with the project producing at full
Leveraging existing LNG
infrastructure and capabilities.
capacity by late-July
• GLNG over 90% complete and on track for first LNG in the second half of 2015,
within budget
• Strong production from Darwin LNG
Asia
• Dua (Vietnam) and Peluang (Indonesia) projects delivered
Building a material position in South-
East Asia.
• Farm-in to exploration licences in Malaysia and drilling underway
• Multiple options for PNG LNG expansion
Prospects for future financial years
Santos expects to grow production in 2015 to between 57 and 64 mmboe. The key driver of increased production will be a full-year of
production from the PNG LNG project and the start-up of GLNG in the second half of the year.
As Santos’ LNG production grows over the next few years, with the ramp-up of GLNG and PNG LNG at plateau, an increasing
proportion of the Company’s revenues will be linked to the global oil price.
Following a period of relative stability, oil prices declined significantly in the second half of 2014 with the Brent crude oil benchmark price
falling by approximately 50%.
46 | Santos Annual Report 2014
BRent CRUDe oIL PRICe
US$/barrel
120
90
60
30
0
Jan
2010
Jan
2011
Jan
2012
Jan
2013
Jan
2014
Jan
2015
The current lower oil price environment means that Santos is focused on driving operational efficiency, reducing costs, prudently
managing capital and ensuring that its balance sheet remains strong.
Capital expenditure has been reduced by 25% in 2015 while asset divestments are under consideration as part of the Company’s
ongoing portfolio management, provided fair long-term value can be realised.
The underlying performance of Santos’ business remains strong and the Company remains well placed to benefit when oil prices recover.
Material business risks
The achievement of the business strategy, production growth outlook and future financial performance is subject to various risks,
including the material business risks summarised below. Santos undertakes steps to identify, assess and manage these risks and
operates under a Board-approved Enterprise-wide Risk Management Policy. This summary refers to significant risks identified at
a whole of entity level relevant to Santos in 2014. It is not an exhaustive list of all risks that may affect the Company and they have
not been listed in any particular order of importance.
Volatility in oil and gas prices
• Santos’ business relies primarily on the production and sale of oil and gas products (including LNG) to a variety of buyers under a
range of short- and long-term contracts. While the existence of oil-linked pricing means that downward movements in oil price have
an effect on Santos’ revenue, the Company also receives revenue of material value from non-oil-linked contracts. Crude oil prices are
affected by numerous factors beyond the Company’s control and have fluctuated widely historically.
• A drop in oil prices in Q4 2014 saw Santos take steps to adjust to the risks associated with a lower oil price operating environment.
These included a focus on reduction of 2015 capital expenditure, driving operational efficiencies, reducing operating and production
costs and continuing to prudently manage capital, thereby ensuring a strong balance sheet.
Project development risk
• Santos is investing a significant amount of capital in the GLNG Project. The GLNG Project and other projects may be delayed or be
unsuccessful for many reasons including unanticipated economic, financial, operational, engineering, technical, environmental,
contractual or political events. Delays, changes in scope, cost increases or poor performance outcomes pose risks that may impact
the Company’s financial performance.
• Santos has comprehensive project and risk management and reporting systems in place and the progress and performance of
material projects is regularly reviewed by senior management and the Board.
Oil and gas reserves
• Estimations of recoverable oil and gas reserves and resources contain significant uncertainties, which are inherent in the reservoir
geology, seismic and well data available, and other factors such as project development and operating costs, together with
commodity prices.
• Santos has adopted a reserves management system that is consistent with the Society of Petroleum Engineers’ Petroleum Resource
Management System. The Company’s reserves and resources estimations are subject to annual independent audits and evaluations.
Exploration risk
• Santos’ future long-term prospects are also directly related to the success of efforts to replace existing oil and gas reserves as they
are depleted through production. Exploration is a high risk endeavour subject to geological and technological uncertainties, and the
failure to replace utilised reserves with additional proved reserves is a risk inherent in the oil and gas exploration and production
industry.
| 47
Directors’ Report
Directors’ Report
continued
• Santos employs a well-established exploration prospect evaluation methodology and risking process to manage the risks associated
with exploration.
Regulatory risks
• Santos’ business is subject to various laws and regulations in each of the countries in which it operates. These relate to the
development, production, marketing, pricing, transportation and storage of its products. A change in the laws, which apply to the
Company’s business or the way in which it is regulated, could have a material adverse effect on its business, results of operations and
financial condition. For example, a change in taxation laws, environmental laws or the application of existing laws could also have a
material effect on Santos.
• A number of Santos’ interests are located within areas that are the subject of one or more claims or applications for native title
determination. In Australia, compliance with the requirements of the Native Title Act 1993 (Cth) can delay the grant of mineral and
petroleum tenements and consequently impact generally the timing of exploration, development and production operations.
• Santos continually monitors legislative and regulatory developments and engages appropriately with legislative and regulatory bodies
to manage this risk.
Litigation risks
• The nature of Santos’ business means that it is likely to be involved in litigation or regulatory actions arising from a wide range of
matters. Santos may also be involved in investigations, inquiries or disputes, debt recoveries, native title claims, land tenure and
access disputes, environmental claims or occupational health and safety claims. Any of these claims or actions could result in delays,
increase costs or otherwise adversely impact Santos’ assets and operations, financial performance and future financial prospects.
• Santos’ legal team actively monitors and manages potential and actual claims, actions and disputes.
Environmental and safety risks and social licence to operate
• A range of health, safety and environmental risks exist within oil and gas exploration and production activities. Accidents,
environmental incidents and real or perceived threats to the environment or the amenity of local communities could result in a loss
of the Company’s social licence to operate leading to delays, disruption or the shut-down of exploration and production activities.
• Santos has a comprehensive environmental, health and safety management system to mitigate the risk of incidents. The Company
also has highly informed and dedicated community affairs teams that engage with local communities to ensure the communities
issues are understood and addressed appropriately.
Joint-venture arrangements
• Santos’ business is carried out through joint ventures. The use of joint ventures is common in the exploration and production industry
and serves to mitigate the risk and associated cost of exploration, production and operational failure. However, failure of agreement
or alignment with joint venture partners, or the failure of third party joint venture operators, could have a material effect on Santos’
business. The failure of joint venture partners to meet their commitments and share costs and liabilities can result in increased costs
to Santos.
• Santos works closely with its joint venture partners in order to reduce the risk of misalignment in joint-venture activities.
Financial risks
• Foreign currency risk
Santos is exposed to foreign currency risk principally through the sale of products denominated in US dollars, borrowings
denominated in US dollars and euros, and foreign currency capital and operating expenditure.
• Credit risk
Credit risk for Santos represents a potential financial loss if counterparties fail to perform as contracted, and arises from
investments in cash and cash equivalents, derivative financial instruments and deposits with banks and financial institutions, as well
as credit exposures to customers including outstanding receivables and committed transactions.
• Access to Capital and Liquidity
Santos’ business and, in particular, the development of large-scale projects, relies on access to debt and equity financing. The ability
to secure financing, or financing on acceptable terms may be adversely affected by volatility in the financial markets, globally or
affecting a particular geographic region, industry or economic sector, or by a downgrade in its credit rating.
Santos’ overall financial risk management strategy is to seek to ensure that Santos is able to fund its corporate objectives and meet its
obligations to stakeholders. Financial risk management is carried out by a central treasury department which operates under Board-
approved policies. The policies govern the framework and principles for overall financial risk management and cover specific financial
risks such as foreign exchange risk, interest rate risk and credit risk, approved derivative and non-derivative financial instruments and
liquidity management.
48 | Santos Annual Report 2014
Material prejudice
As permitted by Sections 299(3) and 299A(3) of the Corporations Act 2001, Santos has omitted some information from the above
Operating and Financial Review in relation to the Company’s business strategy, future prospects and likely developments in operations
and the expected results of those operations in future financial years. This is on the basis that such information, if disclosed, would be
likely to result in unreasonable prejudice (for example, because the information is premature, commercially sensitive, confidential or could
give a third party a commercial advantage). The omitted information typically relates to internal budgets, forecasts and estimates, details
of the business strategy, and contractual pricing.
Forward looking statements
This report contains forward-looking statements including statements of current intention, opinion and predictions regarding the
Company’s present and future operations, possible future events and future financial prospects. While these statements reflect
expectations at the date of this report, they are, by their nature, not certain and are susceptible to change. Santos makes no
representation, assurance or guarantee as to the accuracy or likelihood of fulfilling of any such forward-looking statements (whether
express or implied), and except as required by applicable law or the ASX Listing Rules, disclaims any obligation or undertaking to publicly
update such forward-looking statements.
sIGnIFICAnt CHAnGes In tHe stAte oF AFFAIRs
The Directors consider that matters or circumstances that have significantly affected, or may significantly affect, the operations, results
of operations or the state of affairs of the Company in subsequent financial years are as follows:
oil prices
The Brent crude oil price fell by almost 50% in the second half of 2014 and closed the year at approximately US$56 per barrel, its lowest
level in more than five years. In December 2014, Santos reduced its projected 2015 capital expenditure by 25% to $2 billion in response
to the lower oil price and the company continues to focus on reducing operating costs where possible. Santos is also considering asset
divestments as part of its ongoing portfolio management, provided fair long-term value can be realised.
The underlying performance of Santos’ business remains strong and the company remains well placed to benefit when oil prices recover.
DIVIDenDs
On 20 February 2015, the Directors resolved to pay a fully franked final dividend of 15 cents per fully paid ordinary share on 25 March
2015 to shareholders registered in the books of the Company at the close of business on 27 February 2015 (“Record Date”). This final
dividend amounts to approximately $148 million. The Board also resolved that the Dividend Reinvestment Plan (“DRP”) will continue to
be in operation for this dividend. Shares issued under the DRP will be allocated at the arithmetic average of the daily volume weighted-
average market price over a period of 10 business days commencing on the second business day after the Record Date less a 1.5%
discount (“DRP Price”). The last date to elect to participate in the DRP is 2 March 2015. The DRP will be fully underwritten.
A fully franked final dividend of $146 million (15 cents per fully paid ordinary share) was paid on 26 March 2014 in respect of the year
ended 31 December 2013, as disclosed in the Annual Report 2013. In addition, a fully franked interim dividend of $195 million (20 cents
per fully paid ordinary share) was paid to members on 30 September 2014. The DRP was in operation for both of these dividends and
shares were allocated based on the DRP issue price that was advised to the market for each dividend.
enVIRonMentAL ReGULAtIon
The consolidated entity’s Australian operations are subject to various environmental regulations under Commonwealth, State and
Territory legislation. Applicable legislation and requisite environmental licences are specified in the consolidated entity’s EHS Compliance
Database, which forms part of the consolidated entity’s overall Environmental Management System. Compliance performance is
monitored on a regular basis and in various forms, including environmental audits conducted by regulatory authorities and by the
Company, either through internal or external resources.
In January 2014, Santos NSW Pty Ltd was fined $52,500 in the NSW Land and Environment Court regarding reporting failures in relation
to coal seam gas operations in the Pilliga Forest, NSW, previously owned and operated by Eastern Star Gas (ESG). Santos acquired ESG
in November 2011. The incidents that were the subject of the fines occurred before Santos took over ESG’s operations and related to
the Bibblewindi water treatment plant, which Santos has since decommissioned and removed.
In addition, the consolidated entity received $19,500 in fines relating to five infringement notices issued pursuant to the Environmental
Protection Act 1994 (Qld), 1 infringement notice issued pursuant to the Protection of the Environment Operations Act 1997 (NSW), one
Infringement Notice issued pursuant to the Water Management Act 2000 (NSW) and 1 demand payment issued pursuant to the Forestry
Act 1959 (QLD). The consolidated entity undertook corrective measures in respect of the infringements to prevent re-occurrences.
The consolidated entity received one other environmental non-compliance instrument pursuant to the Petroleum and Geothermal
Energy Act 2000 (SA) for which it was not fined and no penalties were issued.
| 49
Directors’ Report
Directors’ Report
continued
Post BALAnCe DAte eVents
Except as mentioned below or elsewhere in this report, in the opinion of the Directors there has not arisen, in the interval between
the end of the financial year and the date of this report, any matter or circumstance that has significantly affected or may significantly
affect the operations of the consolidated entity, the results of those operations, or the state of affairs of the consolidated entity in future
financial years.
On 20 February 2015, the Directors of Santos Limited declared a final dividend on ordinary shares in respect of the 2014 financial year.
The dividend has not been provided for in the 31 December 2014 financial statements. Refer to note 22 of the financial statements for
dividends declared after 31 December 2014.
sHARes UnDeR oPtIon AnD UnVesteD sHARe ACQUIsItIon RIGHts
options
Unissued ordinary shares of Santos Limited under option at the date of this report are as follows:
Date options granted
23 May 2005
23 May 2005
expiry date
22 May 2015
22 May 2015
24 October 2006
24 October 2016
4 May 2006
1 July 2007
1 July 2007
3 May 2016
30 June 2017
30 June 2017
3 September 2007
2 September 2017
3 May 2008
3 May 2008
28 July 2008
2 March 2009
2 May 2018
2 May 2018
27 July 2018
2 March 2019
Issue price of shares1
number of options
$8.46
$8.46
$10.48
$11.36
$14.14
$14.14
$12.81
$15.39
$15.39
$17.36
$14.81
8,350
61,100
263,300
2,500,000
203,900
47,400
100,000
447,540
227,951
81,948
50,549
3,992,038
1. This is the exercise price payable by the option holder.
Options do not confer an entitlement to participate in a bonus or rights issue, prior to the exercise of the option.
Unvested sARs
Unissued ordinary shares of Santos Limited under unvested SARs at the date of this report are as follows:
Date sARs granted
number of shares under unvested sARs
3 May 2012
2 July 2012
3 January 2013
6 March 2013
1 July 2013
21 January 2014
7 March 2014
1 July 2014
205,339
379,359
46,272
1,612,285
404,762
32,041
3,736,134
474,674
6,890,866
No amount is payable on the vesting of SARs. SARs do not confer an entitlement to participate in a bonus or rights issue, prior to the
vesting of the SAR. Further details regarding the SARs (including when they will lapse) are contained in the Remuneration Report
commencing on page 52 of this report and in note 29 to the financial statements.
50 | Santos Annual Report 2014
sHARes IssUeD on tHe eXeRCIse oF oPtIons AnD on tHe VestInG oF sARs
options
The following ordinary shares of Santos Limited were issued during the year ended 31 December 2014 on the exercise of options granted
under the Santos Executive Share Option Plan. No further shares have been issued since then on the exercise of options granted under
the Santos Executive Share Option Plan. No amounts are unpaid on any of the shares.
Date options granted
24 October 2006
Issue price of shares
$10.48
number of shares issued
99,400
99,400
Vested sARs
The following ordinary shares of Santos Limited were issued during the year ended 31 December 2014 on the vesting of SARs granted
under the Santos Employee Equity Incentive Plan (“SEEIP”), (formerly known as the Santos Employee Share Purchase Plan (“SESAP”))
and ShareMatch Plan (“ShareMatch”). No amount is payable on the vesting of SARs and accordingly no amounts are unpaid on any of
the shares.
Date sARs granted
1 March 2011
4 July 2011
4 Jan 2012
2 July 2012
3 Jan 2013
6 March 2013
1 July 2013
21 January 2014
1 July 2014
number of shares issued
202,532
281,455
34,570
11,136
4,917
5,573
12,590
626
7,343
560,742
Since 31 December 2014, the following ordinary shares of Santos Limited have been issued on the vesting of SARs granted under the
SEEIP and ShareMatch.
Date sARs granted
2 July 2012
3 January 2013
1 July 2013
21 January 2014
1 July 2014
number of shares issued
4,622
715
4,638
661
6,376
17,012
DIReCtoRs’ AnD senIoR eXeCUtIVes’ ReMUneRAtIon
Details of the Company’s remuneration policies and the nature and amount of the remuneration of the Directors and senior management
(including shares, options and SARs granted during the financial year) are set out in the Remuneration Report commencing on page 52
of this report and in notes 29–30 to the financial statements.
| 51
Directors’ Report
Remuneration Report
The Directors of Santos Limited (referred to as “the Company” or “Santos”) present this Remuneration Report for the consolidated
entity for the year ended 31 December 2014. The information provided in this report has been audited as required by Section 308(3C)
of the Corporations Act 2001 (Cth) (“Corporations Act”) and forms part of the Directors’ Report.
The Remuneration Report outlines the Company’s key remuneration activities in 2014 and remuneration information pertaining to the
Company’s Directors, Managing Director and Chief Executive Officer (“CEO”) and Senior Executives’ who are the key management
personnel (“KMP”) of the consolidated entity for the purposes of the Corporations Act and the Accounting Standards.
GLOBAL OIL PRICE ENVIRONMENT
The year 2014 was one of significant achievement for the Company including:
• meeting its production target of 54 mmboe, the highest production since 2010;
• meeting all its environmental performance, personnel safety and process safety targets;
• PNG LNG commencing production in April 2014 and shipping its first LNG cargo in May 2014, ahead of schedule;
• GLNG reaching 90% completion, and on track for first LNG in the 2nd half of 2015;
• production commencing from the Peluang gas project, Indonesia, ahead of schedule and on budget; and
• a significant gas-condensate discovery at the Lasseter-1 exploration well in WA-274-P, Browse Basin.
However, despite these significant achievements, the Company’s share price declined significantly from a high of $15.19 to $8.25 as at
31 December 2014 (closing price of $8.24 on 19 February 2015). This was due principally to the Brent crude oil price falling by almost
50% in the second half of 2014, closing the year at approximately US$56 per barrel, its lowest level in more than five years. In response
to the challenging economic environment, the Company announced on 11 December 2014 a reduction in its capital expenditure budget
by 25%. In doing so, the CEO affirmed the Company’s focus on restoring value for shareholders by driving operational efficiency,
reducing costs, prudently managing capital and making sure our balance sheet remains strong.
In line with the severe downturn in the global oil price and corresponding loss of value for shareholders:
fROzEN PAy
Fixed pay in 2015 has been frozen at 2014 levels. No pay rises will be awarded except where appropriate on
account of a change in role or responsibilities, or other exceptional circumstances.
REduCEd
STI AwARd
The Company scored 78% against the Short-term incentive (STI) scorecard measures, however the Board,
with the full support of the CEO, exercised its discretion and reduced the Company STI score to 58%. This
has resulted in a lower STI payout to the CEO and Senior Executives.
NIL LTI
VESTING
None of the performance tested Long-term incentives (LTI) awards granted to the CEO and Senior
Executives vested.
NIL dIRECTOR
fEE INCREASE
The Directors resolved to defer indefinitely a 4% average fee increase that would otherwise have taken effect
from 1 October 2014.
The Board believes the 2014 pay outcomes were fair and appropriate, and reflect the alignment between shareholders’ interests
and the Company’s remuneration policies and practices. It was a critical year in the transition from a high capital expenditure and
transformational growth phase to operational delivery and realisation of value in 2014. It was appropriate to reward executives and
employees with the reduced STI award for achievement of the operational and strategic targets set by the Board at the start of the
year to ensure that they remain focused and motivated to achieve the strategic and operational targets for 2015. The Company’s
policy of rewarding performance fairly and reasonably was balanced by the reduction in the STI award, and the zero vesting from the
performance-based LTI awards.
52 | Santos Annual Report 2014
2014 REMuNERATION AT A GLANCE
Total fixed
remuneration
(“TfR”)
Short-term
incentive
The CEO and Senior Executives’ TFR increased by an average of 3.2% in the April 2014 annual salary review, in
line with CPI.
Although the actual score as assessed against the scorecard was 78%, the Board, with the full support of the
CEO, exercised its discretion and reduced it to 58%. This has resulted in a reduced STI payout for the CEO and
Senior Executives. The average STI award for 2014 was 58% of maximum, compared to 60% in 2013. The 78%
actual score reflected the improved performance against operational targets with the key differences between
the 2014 and 2013 performance summarised below.
Personnel safety
Production
Project Delivery (in particular PNG
LNG and GLNG)
2013
Not achieved
Not achieved
Partially achieved
2014
Fully achieved
Fully achieved
Fully achieved – PNG LNG
commenced production ahead of
schedule and GLNG is on track for
first gas in the 2nd half of 2015
Full details of the operational and strategic STI targets and the Company’s performance against them is outlined
in Table 3 on page 58.
Performance-
based Long-term
incentive
The Company’s total shareholder return (“TSR”) for the period 1 January 2012 to 31 December 2014 of -30.9%
ranked at the 20th percentile against the ASX 100. This failure to achieve superior shareholder returns resulted
in none of the 2014 performance LTI grant vesting, and is the 4th year in a row that the performance-based LTIs
have not vested. As a result the CEO and Senior Executives received no value from their performance-based LTI
grants.
Changes to STI
and LTI programs
in 2014
As outlined in last year’s report, changes to the STI and LTI program in 2014 included:
• increasing the maximum STI opportunity of Senior Executives in response to independent external
benchmarking, which showed that the STI opportunity for the Company’s executives lagged that of their
peers;
• deferring 30% of any STI award to the CEO and to Senior Executives for two years;
• extending the performance period applicable to LTI grants from three to four years;
• introducing the S&P Global 1200 Energy Index (“S&P GEI”) as a second relative TSR comparator group for
25% of the LTI grant in addition to the ASX 100 for the remaining 75%; and
• amending the LTI vesting scale so that vesting commences at the 51st percentile of relative TSR
performance, instead of the 50th percentile.
Senior Executives
In 2014, as a result of changes implemented in late 2013 to drive operational efficiencies and excellence, the
Senior Executives took on the following increased responsibilities:
• AJ Seaton, Chief Financial Officer (“CFO”), took responsibility for Strategy & Corporate Planning and Legal;
• JH Anderson, Vice President (“VP”) Western Australia & Northern Territory (“WA & NT”), took responsibility
for the Asia business (including the PNG LNG project);
• JL Baulderstone, VP Eastern Australia, took responsibility for LNG Marketing, Government & Public Affairs
and the development of the Unconventional Gas business; and
• TJ Brown, VP Queensland, took responsibility for developing the operational capability of GLNG, phasing out
the large Engineering, Procurement and Construction contractors, and transforming the Upstream unit into
a highly efficient and capable gas infrastructure and supply delivery organisation.
In line with these increased responsibilities and in response to the independent external benchmarking, which
showed that the STI opportunity for the Company’s executives lagged that of their peers, the maximum
STI opportunity of the Senior Executives increased from 50% of TFR, to 85% of TFR. The Company chose
to increase the “at risk” component of their remuneration, instead of the fixed component, to continue to
incentivise high performance and strengthen the alignment between the executives’ interests and those of
shareholders.
Non-executive
directors
The Directors resolved to defer indefinitely a 4% average fee increase, which would otherwise have taken effect
from 1 October 2014.
| 53
Directors’ Report
Remuneration Report
continued
ACTuALLy REALISEd REMuNERATION
The following table shows remuneration “actually realised” by the CEO and Senior Executives in relation to 2014:
• cash payments on account of salary and superannuation;
• cash STI awards earned in respect of 2014 performance; and
• Share Acquisition Rights (“SARs”) granted as part of the LTI program, only if they vest, valued on the basis of their closing price on
the date of vesting.
These amounts differ from the amounts reported in the remainder of this report, which are prepared in accordance with the
Corporations Act and Accounting Standards. This is because the Accounting Standards require a value to be placed on “share-based
payments” at the time of grant, and for that “accounting value” to be reported as remuneration, even though the CEO and Senior
Executives may ultimately NOT realise any actual value from the “share-based payments” (e.g. because the performance conditions are
not satisfied, as was the case for the 2012–2014 TSR LTI award tested at the end of 2014).
The Company believes that the additional information provided in Table 1 is useful to investors. The Productivity Commission, in its
Report on Executive Remuneration in Australia, noted that the usefulness of remuneration reports to investors was diminished by
complexity and omissions, and, in particular, recommended that the report should include reporting of pay “actually realised” by the
executives named in the report.
Table 1: Actually Realised Remuneration (non-IfRS)
DJW Knox MD & CEO
JH Anderson VP Asia and WA&NT
year
2014
2013
2014
2013
JL Baulderstone VP Eastern Australia
2014
TJ Brown VP Queensland
AJ Seaton CFO
2013
2014
2013
2014
2013
fixed Pay1
Cash STI2
LTI3
Other4
$
2,421,787
2,351,250
706,830
680,730
768,947
744,968
718,786
695,301
764,596
738,098
$
983,200
1,410,750
241,5005
200,500
253,7005
225,100
280,4005
262,700
256,8005
231,300
$
–
–
86,226
78,685
92,694
334,183
84,350
66,812
72,338
69,734
$
–
–
45,000
–
26,131
–
17,720
136,441
–
–
Total
$
3,404,987
3,762,000
1,079,556
959,915
1,141,472
1,304,251
1,101,256
1,161,254
1,093,734
1,039,132
1.
“Fixed Pay” comprises base salary and superannuation.
2. 70% of the STI award for 2014 performance will be paid in cash and this is the amount reported in the “Cash STI” column above. The 30% balance will be awarded as Deferred STI shares
subject to a two-year service-based period, placing a greater focus on “at risk” deferred remuneration. All STI for 2013 performance was paid in cash.
3. For the value of share-based payments calculated in accordance with the Accounting Standards, see Table 7 “2013 and 2014 Senior Executive remuneration details” on page 66.
In 2014 the only SARs that vested related to the final grant of service based SARs. For the 4th year running none of the performance-based SARs vested. The figures in this “LTI” column
show:
-
-
for 2014, the pre-tax vested value of service-based SARs that vested on 11 March 2014 at a share price of $14.00. No 2012–2014 performance-based SARs vested and no Options were
exercised in 2014.
for 2013, the pre-tax vested value of service-based SARs that vested on 4 March 2013 at a share price of $13.40. No 2011–2013 performance-based SARs vested and no Options were
exercised in 2013.
4. “Other” comprises ad hoc payments treated as remuneration, such as assignment and mobilisation allowances.
5. JH Anderson, JL Baulderstone, TJ Brown and AJ Seaton received higher STI awards than 2013 due to the increase in their roles and responsibilities (see page 53) and the increased maximum
STI opportunity as a result of independent external benchmarking, which showed that the STI opportunity for the Company’s executives lagged that of their peers.
The total remuneration amounts determined in accordance with the requirements of the Corporations Act and Accounting Standards
are set out in Table 7 “2013 and 2014 Senior Executive remuneration details” (see page 66).
54 | Santos Annual Report 2014
REMuNERATION POLICy ANd fRAMEwORK
The Company’s remuneration practices have been designed to promote long-term growth in shareholder returns by striking a balance
between short-term and long-term growth-related objectives, and providing an incentive for superior performance without encouraging
irresponsible risk taking. The diagram below shows the key objectives of Santos’ remuneration policy and how these are implemented
through the Company’s remuneration framework.
ATTRACTING ANd RETAINING
TALENTEd ANd QuALIfIEd
EXECuTIVES
ENCOuRAGING EXECuTIVES TO
STRIVE fOR SuPERIOR
PERfORMANCE
ALIGNING EXECuTIVE ANd
SHAREHOLdER INTERESTS
• Remuneration levels are
• A significant component of
• Long-term incentives and
market-aligned against similar
roles in comparable companies.
remuneration is “at risk” under
short-term and long-term
incentive plans. Value to the
executive is dependent on
meeting challenging targets.
• Consistently high-performing
executives are also rewarded
through higher base
remuneration.
• Short-term incentives are
aligned to key performance
milestones including safety,
environment, production,
profitability, project delivery and
reserves development.
deferred short-term incentives
are delivered through equity
instruments linked to Santos
ordinary shares.
• Vesting of performance-based
long-term incentives are
contingent on Santos’
performance relative to the
ASX100 and the S&P Global
1200 Energy Index as measured
by the relative total shareholder
return at the end of the
four-year performance period.
• Long-term incentives and
deferred short-term incentives
are “at risk” and executives
cannot hedge equity instruments
that are unvested or subject to
restrictions. These incentives are
also subject to “clawback”.
Benchmarking
Fixed pay, STI and LTI are set by reference to market comparable data in order to ensure that the Company is competitive and able
to attract and retain the skills it needs for business operations and project delivery. In relation to Senior Executives, the Company has
reference to remuneration levels for similar roles in a benchmarking group comprised of peer companies in the oil and gas sector, and
closely related mining and engineering sectors.
At Risk Remuneration
STI (“at risk” because the amount earned (if any) depends on the extent to which targets are met)
The Company sets a range of short-term operational and financial targets to be achieved annually. These are chosen to encourage
outcomes and behaviours that support the safe operation and delivery of the base business while pursuing long-term growth in
shareholder value, and are reviewed annually by the Board to ensure that they align with business strategy for the year. Table 3
on page 58 outlines the short-term objectives used in 2014 to measure performance for STI purposes and the reasons why these
objectives were chosen.
The Company’s policy is that 70% of any STI award for the CEO and Senior Executives is paid in cash and the remaining 30% is paid in
“Deferred STI shares”. These are ordinary shares that will only vest at the end of a two-year deferral period. If a Senior Executive resigns
during this period, they will ordinarily forfeit their Deferred STI shares. This promotes a focus on long-term performance as the value of
the shares is linked to the ongoing performance of the Company.
Further details are provided in relation to the STI program on page 70.
| 55
Directors’ Report
Remuneration Report
continued
LTI (“at risk” because the amount earned (if any) depends on the extent to which vesting conditions are met)
In order to align the interests of executives with the creation of long-term shareholder value, the Company awards SARs that only vest
if the performance conditions are met at the end of the performance period.
In 2014, the performance period was extended from three to four years to further align executives’ interests with the creation of long-
term shareholder value. This extension would have resulted in a ‘gap year’ as no LTI awards would have become due for performance
testing and potential vesting at the end of 2016. In order to address the ‘gap year’, a transitionary LTI grant with a three-year
performance period was made during 2014 at the same time as the four-year grant. This is illustrated in the diagram below.
Grant year
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
Vesting year
x
x
x
x
2009
2010
2011
2012
2013
2014 (3-year grant)
2014 (4-year grant)
2015
2016
x
x
x
x
x
Performance period
x
Vesting (subject to performance testing)
No LTI vesting opportunity at the end of 2016
without this three-year transitionary grant.
Although the three-year transitionary grant will not result in the executives having more than one opportunity for LTI to vest in each
year, the Accounting Standards require a value to be placed on the SARs awarded as part of the transitionary grant and reported as
remuneration. As a result, the value of the SARs and “share-based payments” in Table 7 on page 66 is higher than the previous year due
to the valuation of the transitionary grant.
The higher amount of “share based payments” in Table 7 on page 66 accounts for much of the apparent increase in the CEO’s and
Senior Executives’ remuneration against 2013 levels, even though the transitionary grant will not necessarily translate into actual
value for the Executives as explained in Table 1 on page 54 the “Actually Realised Remuneration (non-IFRS)” table, and the annual LTI
opportunity for the CEO and Senior Executives has not changed.
Other changes to the LTI program in 2014 included:
• introducing the S&P GEI as a second relative TSR comparator group for 25% of the grant in addition to the ASX 100 for the
remaining 75%; and
• amending the LTI vesting scale so that vesting commences at the 51st percentile of relative TSR performance, instead of at the
50th percentile.
Further details are provided in relation to the LTI program on page 71.
Clawback
The share plan rules give the Company the discretion to lapse or forfeit unvested LTI and deferred STI awards, as well as claw back
any vested shares or cash paid to an executive if the executive has acted dishonestly, fraudulently or in breach of material obligations.
In 2014 the plan rules were broadened so that this discretion is also triggered if there is a material misstatement or omission in the
accounts of a group company or there are events that require re-statement of the group’s financial accounts in circumstances where an
LTI or deferred STI award would otherwise have been granted or would have vested.
This is in addition to any rights the Company has under the plan rules and general legal principles to seek to recover payments made in
error.
56 | Santos Annual Report 2014
REMuNERATION GOVERNANCE
People and Remuneration Committee
The People and Remuneration Committee (“Committee”) oversees and formulates recommendations to the Board on the remuneration
policies and practices of the Company generally, including the remuneration of Non-executive Directors, the CEO and Senior Executives.
The Committee’s Charter can be viewed or downloaded from www.santos.com. In 2014, the Committee comprised the following
independent Non-executive Directors:
• GJW Martin (Committee Chair)
• RA Franklin
• KC Borda (Board Chairman)
• JS Hemstritch
The CEO attends the parts of Committee meetings that do not involve discussion of his own arrangements. Other executives may also
attend Committee meetings to provide management support.
External advisors and remuneration advice
In performing their roles, the Board and the Committee directly commission and receive information, advice and recommendations from
independent external advisors. This assists the Directors to make informed decisions when considering the Company’s remuneration
policies and practices.
The Board has adopted a protocol to formally record the process for engaging and seeking advice from remuneration consultants, which
ensures remuneration recommendations in relation to KMPs are free from undue influence by management.
In 2013, Aon Hewitt (“Aon”) was approved by the Committee as a remuneration consultant and was engaged in accordance with the
Board-approved protocol to provide remuneration recommendations. The terms of Aon’s engagement were finalised by the Chairman of
the Committee and all remuneration recommendations were provided directly to the Committee Chair.
The Board is satisfied that the remuneration recommendations received from Aon during the year were free from undue influence.
All communications between the Company and Aon in relation to the remuneration recommendations are subject to strict guidelines,
including that information provided to Aon must not be selective or unbalanced, or imply that future work is contingent on Aon giving
particular recommendations. In addition, Aon provided a declaration to the Committee that the remuneration recommendations it made
were free from any undue influence from the Company’s KMPs.
The following table shows the fees payable to Aon in respect of 2014.
Table 2: Remuneration consultants
Remuneration consultant
Advice and/or services provided
Aon Hewitt
Remuneration recommendations (CEO and Senior Executive Remuneration)
Other remuneration-related work (benchmarking and market practice data)
fees
$48,972
$29,736
| 57
Directors’ Report
Remuneration Report
continued
Link between performance and remuneration
STI
The Company’s performance against the 2014 STI scorecard as assessed by the Board resulted in a score of 78% however the Board,
with the full support of the CEO, exercised its discretion and reduced the Company STI score to 58%. Table 3 below summarises the
short-term objectives in the scorecard, their rationale and the Company’s performance against them.
Table 3: STI scorecard
Rationale
Performance
Score
19%
Santos’ safety record in 2014
exceeded all targets with a Lost
Time Injury Frequency Rate of 0.67,
Safety Critical Maintenance of 99%
and no environmental incidents of
moderate or greater consequence.
The Company takes safety and
the environment very seriously.
The integrated targets represent
the Company’s holistic approach
aimed at reducing the number
of injuries to employees and
contractors, the likelihood of
low frequency but high impact
incidents, such as fires and
explosions, and the incidence
of significant environmental
incidents. In addition, ongoing
maintenance to facilities, plant
and equipment is aimed at
providing a safe work environment.
Production is critical to the
Company’s profitability, which is
a key measure of the Company’s
overall performance and underpins
annual earnings and cash flow for
distribution to shareholders and for
re-investment for future growth.
For 2014, there was an increased
weighting applied to profitability to
recognise that prior year’s growth
projects were now coming on-line
and would be captured in the
production and NPAT metrics.
STI measure
Personnel safety
Measured by the number of
lost-time injuries per million hours
worked.
Process safety
Measured by the number of
Tier 1 incidents of loss of
containment of hydrocarbons
and the level of Safety Critical
Maintenance performed on plant
and equipment in enclosed and
open areas.
Environmental incidents
Measured by the number
of environmental incidents
of moderate or greater
consequence.
Production
Underlying net profit after tax
(“NPAT”)
)
%
0
2
(
S
H
E
)
%
0
4
(
y
t
i
l
i
b
a
t
fi
o
r
P
58 | Santos Annual Report 2014
Production of 54.1 mmboe was in
line with the 2014 target and was
6% above 2013.
2014 Underlying NPAT exceeded
target.
35%
STI measure
Project delivery
Progress against milestones in
key projects (including GLNG,
PNG LNG, Bonaparte LNG,
Cooper Infrastructure Expansion
program, Peluang and Dua) are
identified and measured.
Reserves replacement
& resource add
The volume of proven and
probable (2P) reserves and
contingent resources (2C)
added by the Company
organically (through exploration
and exploitation efforts as
opposed to acquisitions)
compared to the volume of
reserves used in the current
year’s production.
)
%
5
3
(
h
t
w
o
r
G
Rationale
Performance
Project delivery underpins the
future production, growth and
profitability of the Company.
In the current climate of rising
costs and large capital expenditure
commitments, it is essential that
the Company delivers its long-term
projects on time and within budget
to achieve future production.
The Company’s ability to replace the
reserves it uses in production and
to convert contingent resources
into proven and probable reserves
is critical to the long-term future of
the Company.
l
e
u
a
v
r
e
h
t
O
)
%
5
(
d
d
a
Other value add
To capture any other
achievements that were
not covered by the rest
of the specific objectives.
*reduced to 58% by Board discretion
The Company wishes to incentivise
and reward high performance even
though some achievements may
not be captured in the scorecard.
Score
24%
0%
GLNG is >90% complete and on
track for 1st LNG in the 2nd half
of 2015. Key 2014 achievements
included completion of all major gas
field process facilities, completion of
the 420-kilometre gas transmission
pipeline, last placement of the
111 LNG train modules, completion
of the LNG loading jetty and
hydrotesting of both LNG storage
tanks.
Other development project targets
were also achieved with PNG
LNG online three months ahead
of schedule, and Peluang and
Dua online as planned. Bonaparte
LNG did not proceed to Front End
Engineering Design due to a review
of alternative development options.
While the reserve replacement
and resource add targets were
not achieved in 2014, Santos still
maintains a high level of 2P reserve
to production ratio equivalent to
23 years at the 2014 production rate
of 54 mmboe.
Having regard to the loss in
shareholder value due to the global
oil price decline, the Board decided
on balance not to allocate any score
for this item.
Total
78%*
| 59
Directors’ Report
Remuneration Report
continued
LTI
The following figure outlines Santos’ TSR performance for the last 10 years.
figure 1: 10-year company performance history
TSR Of SANTOS ANd S&P/ASX 100 2005–2014
Index Level
300
250
200
150
100
50
2005
2006
2007
2008
2009
Santos Total Shareholder Return
2010
S&P/ASX 100 Index Total Return
2011
2012
2013
2014
Since 2008 and up to late-2014, Santos’ share price performed well in comparison to the ASX 100 Index. However, in line with the global
oil price decline of more than 50% in 2014, the Company’s share price declined from a high of $15.19 to $8.25 as at 31 December 2014.
This is reflected in the Company’s TSR for the period 1 January 2012 to 31 December 2014 of -30.9% ranked at the 20th percentile
against the ASX 100.
As a result, none of the performance-based SARs granted to the CEO and Senior Executives as part of the 2012–2014 LTI grant vested.
This reflects the alignment of the LTI program with the interests and long-term returns of shareholders.
More details about how performance targets are set and tested for the purposes of STI and LTI awards are set out in the section
“Detailed information about linking Company performance to incentives” on pages 70 and 71.
Table 4 sets out the Company’s performance over the past five years in respect of several key financial and non-financial indicators and
the STI and LTI awards during this period.
Table 4: Key metrics of company performance 2010–2014
2010
2011
2012
2013
2014
Injury frequency
total recordable case frequency rate
lost time injury frequency rate
Production (mmboe)
Reserve replacement rate – 2P organic (%)
Net profit/(loss) after tax $m
Dividends per ordinary share (cents)
3.3
0.9
49.9
330
498
42
3.3
1.2
47.2
173
751
30
5.0
0.7
52.1
136
518
30
3.8
0.6
51.0
3
516
30
Share price – closing price on first trading day of year
$14.29
$13.19
$12.34
$11.11
TSR percentile ranking relative to ASX100 –
3-year performance to 31 December
LTI performance (% vesting) –
shown against final year of performance period
Average STI paid (% of maximum)
87th
83%
78%
39th
0%
69%
33rd
0%
68%
46th
0%
60%
1. Closing share price at 31 December 2014 was $8.25.
2. Whilst the 2014 company performance result was 78%, the actual STI payout was reduced by the Board to 58%.
3.5
0.67
54.1
0
(935)
35
$14.631
20th
0%
58%2
60 | Santos Annual Report 2014
CEO REMuNERATION
The People & Remuneration Committee directly engaged and received independent external advice on Mr Knox’s remuneration
package, which was benchmarked against the remuneration paid to CEOs of peer companies in the oil and gas sector and closely
related mining and engineering sectors. This advice was received and considered by the Committee and the Board without the CEO
or management being present.
Details of the CEO’s 2014 remuneration arrangements are provided below in this overview of earnings:
fixed remuneration
What was the increase
in the CEO’s fixed
remuneration?
Short-term incentives
What was the
maximum STI the
CEO could receive?
How is performance
assessed for STI
purposes?
In 2014 Mr Knox’s TFR, including base salary and superannuation, increased by 3.0% from $2,351,250 to
$2,421,787. In 2013 the CEO received no TFR increase.
Mr Knox has a maximum potential STI opportunity of 100% of his TFR, $2,421,787.
Mr Knox’s performance is assessed by the Board against:
• the Company scorecard (see Table 3 “STI scorecard” on page 58) for 75% of his award; and
• for the remaining 25%, a set of additional goals set by the Board at the beginning of the year, which may
include the long-term vision of the Company, specific strategic objectives and organisational development.
Mr Knox’s interests are therefore aligned with the Company’s and shareholders’ interests.
How much STI will the
CEO receive in respect
of 2014 performance?
Following assessment of Mr Knox’s performance, and recommendation from the Committee, which took
into account the reduced Company STI score of 58%, the Board determined that Mr Knox’s STI for 2014
performance would also be reduced to 58% of maximum. This has a total value equivalent to $1,404,600,
70% ($983,200) will be paid in cash and the balance as Deferred STI shares.
The difference between the actual STI determined by the Board and the CEO’s maximum STI potential will
not be carried forward.
Long-term incentives
How much LTI was
granted to the CEO in
2014?
What proportion of
prior year LTI grants
vested in 2014?
In accordance with the approval of shareholders at the May 2014 Annual General Meeting (“AGM”), Mr Knox
was granted:
• 277,665 SARs with a three-year performance period from 1 January 2014 to 31 December 2016; and
• 283,264 SARs with a four-year performance period from 1 January 2014 to 31 December 2017.
The grants were issued on the terms of the annual LTI program outlined on page 71, with the same
performance conditions.
Performance Award
Nil. For the 4th consecutive year, the performance-based LTI award did not vest.
The CEO’s annual LTI grant for 2011, with a performance period 1 January 2011 to 31 December 2013, was
tested in early 2014. As the performance hurdle was not achieved, there was no vesting and the entire grant
was forfeited.
The testing of the 2012 LTI grant with a performance period 1 January 2012 to 31 December 2014 occurred in
early 2015. As the performance hurdle was not achieved, again there was no vesting and the entire grant was
forfeited.
| 61
Directors’ Report
Remuneration Report
continued
Service agreement and termination entitlements
The Company entered into a service agreement with the CEO on 28 July 2008, which is ongoing until termination by the CEO or the
Company.
The service agreement provides that the Company may terminate the CEO’s employment on giving 12 months’ notice. Where the
Company exercises this general right to terminate, it must make a payment to the CEO equivalent to his TFR for the full notice period.
Pro-rata STI entitlements, subject to performance, will apply to the date of termination and the Board retains discretion to vest any
outstanding LTI, having regard to performance and reasons for termination.
The Company may terminate the CEO’s employment without notice at any time for cause. No payment in lieu of notice, or any payment
in respect of STI or LTI is payable under the agreement in this circumstance.
Mr Knox may initiate termination of his service agreement by giving the Company six months’ notice, in which case he will be entitled
to payment of TFR in respect of the notice period, and pro-rata STI to the date of termination subject to performance. The Board
retains discretion to vest any outstanding LTI, having regard to performance and reasons for termination. Mr Knox may also initiate
termination of his service agreement immediately if there is a fundamental change in his role or responsibilities without his consent.
In this circumstance the service agreement provides for payment of 12 months’ TFR, full STI for the year in which employment is
terminated, and a pro-rata portion of the following year’s STI, subject to current year performance. Pro-rata vesting of outstanding
LTI will apply, based on the expired portion of the performance period and performance achieved to the termination date.
Mr Knox’s termination arrangements were approved at the Company’s AGM in May 2012. Under that approval on cessation of
Mr Knox‘s employment, the Board has discretion to vest or leave on foot any unvested deferred STI.
SENIOR EXECuTIVE REMuNERATION
Overview of 2014 earnings
fixed remuneration
What was the increase
in Senior Executives’
fixed remuneration?
Senior Executives’ TFR increases as part of the annual 2014 salary review were between 3.0%–3.5%.
Remuneration details for each individual are provided in Table 7: “2013 and 2014 Senior Executive remuneration
details” on page 66.
How were
remuneration increases
determined?
Senior Executives’ TFR increases were determined with reference to the market for similar roles, taking into
account individuals’ skills, experience and performance, in peer companies in the oil and gas sector and closely
related mining and engineering sectors.
Short-term incentives
What was the
maximum STI Senior
Executives could
receive?
How were STI
payments calculated?
As outlined in last year’s report, the maximum STI opportunity of Senior Executives was increased, in response
to independent external benchmarking that showed that the STI opportunity for the Company’s executives
lagged that of their peers. All Senior Executives had a maximum STI opportunity of 85% of their TFR in 2014.
To promote collaboration among Senior Executives and to focus their efforts towards the overall benefit of
the Company, 60% of their STI was based on Company performance. The remaining 40% was based on each
executive’s individual performance against business; operational; financial and qualitative objectives such as
specific business units Environment, Health and Safety, and production and profitability targets as well as
leadership and staff development measures.
How was performance
assessed for STI
purposes?
Company performance is assessed by the Committee against the overall Company annual scorecard
(see Table 3: “STI scorecard” on page 58 and the section “Detailed Information about Linking Company
Performance to Incentives” on pages 70 and 71).
How much STI will
Senior Executives
receive in respect of
2014 performance?
The individual performance of Senior Executives is assessed by the CEO against targets set within their own
area of responsibility. The targets may consist of delivery of key project milestones and production and cost
targets. The CEO’s assessment is reviewed and endorsed by the Committee.
The Company’s performance against the 2014 STI scorecard as assessed by the Board resulted in a score of
78%. However the Board, with the full support of the CEO, exercised its discretion and reduced the Company
STI score to 58%.
STI awards made to individual Senior Executives range from 55% to 65% of maximum, depending on each
executive’s individual performance assessment (see Table 7: “2013 and 2014 Senior Executive remuneration
details” on page 66).
The difference between the actual STI endorsed by the Committee and maximum STI potential will not be
carried forward.
62 | Santos Annual Report 2014
Long-term incentives
How much LTI was
granted to Senior
Executives in 2014?
What are the
performance
conditions?
What proportion of
prior year LTI grants
vested in 2014?
In 2014, all Senior Executives received an LTI award equivalent to 60% of TFR for the three- and four-year
performance periods ending on 31 December 2016 and 31 December 2017, respectively. As explained in the
‘Remuneration Policy and Framework’ section on page 56, the transitional three-year grant was made to avoid
a ‘gap’ in annual vesting opportunity caused by the shift to four-year performance periods.
Vesting is based on the Company’s relative TSR performance over the relevant performance period. The
comparator group for 75% of each grant is the ASX 100 and the comparator group for the remaining 25% is
the S&P GEI. See the vesting schedule provided in the section “Detailed Information about Linking Company
Performance to Incentives” on pages 70 and 71.
Performance Award
Nil. For the 4th consecutive year, the performance based LTI award did not vest.
The 2011 LTI grant, with a performance period 1 January 2011 to 31 December 2013, was tested in early 2014.
As the performance hurdle was not achieved, there was no vesting of the grant and this was forfeited.
The testing of the 2012 LTI grant, with a performance period 1 January 2012 to 31 December 2014, occurred in
early 2015. As the performance hurdle was not achieved, again there was no vesting of the grant and this was
forfeited.
Deferred Award
Grants of deferred rights awarded in 2011 vested on 11 March 2014 and are shown in Table 1: “Actually Realised
remuneration (non-IFRS)” on page 54, Table 7: “2013 and 2014 Senior Executive remuneration details” on
page 66 and Table 9: “2014 SARs outcomes for Senior Executives” on page 67. Since 2012, the Company has
only awarded performance-based SARs as LTI. Accordingly, there are no further deferred rights on foot.
Service agreements and termination entitlements
The Company has entered into service agreements with the Senior Executives. For all existing Senior Executives, the service
agreements are ongoing until termination by the Company upon giving 12 months’ notice, or by the Senior Executive giving six months’
notice. For new Senior Executives, the periods have been reduced so that employment may be terminated by both the Company and
Senior Executive upon giving six months’ notice. In a Company-initiated termination, the Company may make a payment in lieu of notice
equivalent to the TFR the Senior Executive would have received over the notice period. All Senior Executives’ service agreements may
be terminated immediately for cause, whereupon no payments in lieu of notice or other termination payments are payable under the
agreement.
| 63
Directors’ Report
Remuneration Report
continued
AT-RISK REMuNERATION SuMMARy
At-risk remuneration
A higher proportion of the CEO’s total remuneration package is “at risk” relative to that of the Senior Executives because the CEO has
the greatest scope to personally influence the Company’s performance.
Table 5: Relative weightings of remuneration components for CEO and Senior Executives1
CEO
Senior Executives
2014
2013
2014
2013
At-risk Remuneration
fixed remuneration
STI2
33.33%
33.33%
40.80%
47.60%
33.33%
33.33%
34.70%
23.80%
LTI
33.33%
33.33%
24.50%
28.60%
Total
100%
100%
100%
100%
1
These figures do not reflect the actual relative value derived by the Executive from each of the components, which is dependent on actual performance against targets for the “at risk”
components. The figures represent the maximum potential of each component.
2 Also includes deferred STI component.
NON-EXECuTIVE dIRECTOR REMuNERATION
Remuneration policy
The diagram below shows the key objectives of Santos’ Non-executive Director remuneration policy and how these are implemented
through the Company’s remuneration framework.
SECuRING ANd RETAINING
TALENTEd, QuALIfIEd dIRECTORS
PROMOTING INdEPENdENCE
ANd IMPARTIALITy
ALIGNING dIRECTOR ANd
SHAREHOLdER INTERESTS
Fee levels are set with regard to:
• time commitment and workload;
• the risk and responsibility
attached to the role;
• experience and expertise; and
• market benchmarking.
• Fee levels do not vary according
to the performance of the
Company or individual Director
performance from year to year.
• Santos’ market capitalisation
is considered in setting the
aggregate fee pool and in
benchmarking of Board and
Committee fees.
• Santos encourages its
Non-Executive directors
to build a long-term stake
in the Company and established
a Minimum Shareholding
Requirement of 15,000 shares
for all Non-executive Directors
within three-years.
• Non-executive Directors
can acquire shares through
acquisition on market during
trading windows.
Maximum aggregate amount
Total fees paid to all Non-executive Directors in a year, including Board Committee fees, must not exceed $2,600,000, being the amount
approved by shareholders at the 2013 AGM.
Directors may also be paid additional fees for special duties or exertions, and are entitled to be reimbursed for all business-related
expenses. No additional fees were paid during the year.
Remuneration
The Directors resolved to defer indefinitely a 4% average fee increase, which would otherwise have taken effect from 1 October 2014.
Remuneration details for the Non-executive Directors are provided in Table 11: “2013 and 2014 Non-executive Director remuneration
details” on page 69.
64 | Santos Annual Report 2014
fee structure
Table 6: Non-executive directors’ fees per annum1
Board
Audit & Risk Committee
Environment, Health, Safety and Sustainability Committee
Finance Committee
Nomination Committee2
People and Remuneration Committee
1 Fees are shown exclusive of superannuation.
Chair2
$503,550
$42,000
$22,000
$22,000
N/A
$30,000
Member
$167,550
$21,000
$15,000
$15,000
$10,000
$16,000
2
The Chair of the Board does not receive any additional fees for serving on or chairing any Board committee. The Chair of the Board is the Chair of the Nomination Committee, in accordance
with its Charter.
Superannuation and retirement benefits
Superannuation contributions are made on behalf of Non-executive Directors in accordance with the requirements of the Company’s
statutory superannuation obligations. Non-executive Directors are not entitled to retirement benefits (other than mandatory statutory
entitlements).
| 65
Directors’ Report
Remuneration Report
continued
l
a
t
o
T
s
R
A
S
n
i
l
a
t
o
T
g
n
o
l
(
r
e
h
t
O
s
t
fi
e
n
e
b
m
r
e
t
-
g
n
o
l
l
a
t
o
T
d
e
s
a
b
-
e
r
a
h
s
s
n
o
i
t
p
o
d
n
a
”
k
s
i
r
t
a
“
l
a
t
o
T
i
6
)
e
c
v
r
e
s
n
o
i
t
a
n
m
r
e
T
i
5
s
t
n
e
m
y
a
p
d
e
s
a
b
h
s
a
C
s
n
o
i
t
p
O
s
e
r
a
h
s
4
d
e
r
r
e
f
e
d
s
R
A
S
s
n
o
i
t
u
b
i
r
t
n
o
c
3
r
e
h
t
O
n
o
i
t
a
u
n
n
a
r
e
p
u
S
%
%
6
4
%
9
3
%
0
3
%
7
2
%
1
3
%
8
2
%
0
3
%
3
2
A
/
N
%
1
3
A
/
N
%
5
2
%
1
3
%
7
2
%
%
3
6
%
1
6
%
9
4
%
3
4
%
9
4
%
4
4
%
1
5
%
1
4
A
/
N
%
5
4
A
/
N
%
8
3
%
0
5
%
4
4
$
$
,
2
0
7
2
8
7
6
,
,
8
6
6
3
6
2
6
,
6
6
4
2
0
1
,
6
6
2
9
7
,
,
0
0
2
3
0
5
,
1
3
8
4
9
1
,
,
4
2
5
9
5
2
,
1
0
2
2
2
3
,
,
5
9
9
9
0
6
,
1
0
9
7
2
3
,
9
0
7
,
1
8
3
,
1
9
1
9
8
2
,
,
0
2
7
2
3
5
,
1
3
0
6
0
2
,
,
6
3
0
8
7
4
,
1
0
9
3
5
4
,
A
/
N
A
/
N
,
0
4
2
0
7
1
,
1
4
2
9
8
,
A
/
N
A
/
N
,
0
2
2
3
4
3
,
1
3
6
0
8
1
,
,
7
3
7
2
7
5
,
1
4
1
4
0
2
,
,
2
9
8
5
5
3
,
1
4
8
3
3
2
,
$
_
_
_
_
_
_
_
_
A
/
N
_
A
/
N
_
_
_
$
,
9
4
2
5
7
2
3
,
,
2
0
4
2
2
4
2
,
,
7
8
3
0
9
4
,
4
7
0
6
4
3
,
7
2
4
8
2
5
,
2
2
7
2
8
3
,
1
1
2
5
9
4
4
3
2
8
3
3
,
$
_
_
_
_
_
_
_
_
A
/
N
A
/
N
,
8
1
6
8
5
3
_
A
/
N
A
/
N
5
9
4
7
3
3
,
,
7
2
9
0
3
5
0
1
1
,
3
6
3
_
_
_
$
_
_
_
_
_
_
_
_
A
/
N
_
A
/
N
_
_
_
$
$
$
5
0
7
3
4
1
,
4
4
5
,
1
3
1
,
3
9
7
2
8
1
,
_
,
2
0
4
2
2
4
2
,
3
2
1
,
7
1
$
_
_
,
0
5
7
0
1
4
,
1
7
2
1
,
4
3
3
2
,
3
1
0
2
$
2
I
T
S
0
0
2
3
8
9
,
$
y
r
a
l
a
s
e
s
a
B
,
8
0
5
3
0
4
2
,
4
1
0
2
x
o
n
K
W
J
D
6
0
4
4
3
,
,
1
8
9
5
5
4
9
7
2
8
1
,
0
0
0
5
4
,
0
0
5
,
1
4
2
,
1
5
5
8
8
6
_
,
4
7
0
6
4
3
3
2
1
,
7
1
_
0
0
5
0
0
2
,
,
7
0
6
3
6
6
4
1
0
2
3
1
0
2
n
o
s
r
e
d
n
A
H
J
3
4
1
,
6
3
,
4
8
2
2
9
4
9
7
2
8
1
,
1
3
1
,
6
2
,
0
0
7
3
5
2
8
6
6
0
5
7
,
4
1
0
2
e
n
o
t
s
r
e
d
u
a
B
L
J
l
_
,
2
2
7
2
8
3
3
2
1
,
7
1
_
0
0
1
,
5
2
2
5
4
8
7
2
7
,
8
4
9
9
3
,
,
3
6
2
5
5
4
9
7
2
8
1
,
0
2
7
7
1
,
0
0
4
0
8
2
,
7
0
5
0
0
7
,
_
A
/
N
_
A
/
N
_
4
3
2
8
3
3
,
3
2
1
,
7
1
,
1
1
4
6
3
1
,
0
0
7
2
6
2
8
7
1
,
8
7
6
A
/
N
A
/
N
A
/
N
A
/
N
,
8
1
6
8
5
3
4
2
0
6
1
,
A
/
N
_
A
/
N
A
/
N
A
/
N
A
/
N
A
/
N
,
1
1
8
3
7
1
3
6
8
2
1
6
,
5
9
4
7
3
3
,
4
2
0
6
1
,
4
9
0
0
6
1
,
1
8
2
,
1
7
1
3
6
2
0
4
6
,
5
8
5
6
3
,
,
2
4
3
4
9
4
9
7
2
8
1
,
_
0
1
1
,
3
6
3
3
2
1
,
7
1
_
_
0
0
8
6
5
2
,
,
7
1
3
6
4
7
0
0
3
,
1
3
2
5
7
9
0
2
7
,
3
1
0
2
4
1
0
2
3
1
0
2
4
1
0
2
3
1
0
2
4
1
0
2
3
1
0
2
4
1
0
2
3
1
0
2
n
w
o
r
B
J
T
7
y
r
a
e
C
J
P
l
8
s
e
m
a
E
J
E
M
n
o
t
a
e
S
J
A
h
t
i
w
e
c
n
a
d
r
o
c
c
a
n
i
i
d
e
n
m
r
e
t
e
d
s
a
w
n
o
i
t
a
s
n
e
p
m
o
c
d
e
k
n
i
l
-
y
t
i
u
q
e
l
f
o
e
u
a
v
e
h
T
.
t
s
e
v
s
t
n
e
m
u
r
t
s
n
i
i
y
t
u
q
e
e
h
t
d
u
o
h
s
e
s
l
i
l
a
e
r
l
y
e
t
a
m
i
l
i
t
u
y
a
m
s
e
v
t
u
c
e
x
E
r
o
n
e
S
e
h
t
i
t
a
h
t
)
y
n
a
f
i
(
t
fi
e
n
e
b
l
a
u
t
c
a
e
h
t
f
o
e
v
i
t
a
c
d
n
i
i
r
o
o
t
e
v
i
t
a
e
r
l
t
o
n
s
i
n
o
i
t
a
r
e
n
u
m
e
r
s
a
d
e
t
a
c
o
l
l
a
.
s
t
n
e
m
e
t
a
t
s
l
i
a
c
n
a
n
fi
e
h
t
o
t
9
2
e
t
o
n
n
i
l
i
t
u
o
t
e
s
e
r
a
n
o
t
a
u
a
v
e
h
t
g
n
y
l
r
e
d
n
u
s
n
o
t
p
m
u
s
s
a
e
h
t
i
i
f
o
s
l
i
a
t
e
D
.
i
l
d
o
h
t
e
m
n
o
i
t
a
u
m
s
o
l
r
a
C
e
t
n
o
M
e
h
t
g
n
y
p
p
a
l
i
s
t
n
e
m
y
a
p
d
e
s
a
b
-
e
r
a
h
S
2
B
S
A
A
.
5
1
0
2
l
i
r
p
A
n
i
i
d
a
p
e
b
l
l
i
w
h
c
h
w
i
,
4
1
0
2
r
o
f
d
r
a
w
a
e
c
n
a
m
r
o
f
r
e
p
I
T
S
e
h
t
f
o
n
o
i
t
r
o
p
h
s
a
c
e
h
t
s
t
n
e
s
e
r
p
e
r
t
n
u
o
m
a
i
s
h
T
.
s
e
c
n
a
w
o
l
l
a
n
o
t
a
s
i
i
l
i
b
o
m
d
n
a
t
n
e
m
n
g
s
s
a
i
s
a
h
c
u
s
,
n
o
i
t
a
r
e
n
u
m
e
r
s
a
d
e
t
a
e
r
t
s
t
n
e
m
y
a
p
c
o
h
d
a
s
e
s
i
r
p
m
o
c
”
r
e
h
t
O
“
e
h
t
n
e
e
w
t
e
b
e
c
v
r
e
s
i
s
’
e
v
i
t
u
c
e
x
E
r
o
n
e
S
e
h
t
i
f
o
t
c
e
p
s
e
r
n
i
e
d
a
m
e
b
o
t
s
w
o
fl
t
u
o
h
s
a
c
e
r
u
t
u
f
d
e
t
a
m
i
t
s
e
e
h
t
l
f
o
e
u
a
v
t
n
e
s
e
r
p
e
h
t
s
a
d
e
r
u
s
a
e
m
s
t
n
e
m
e
t
t
n
e
i
l
e
v
a
e
l
i
e
c
v
r
e
s
g
n
o
l
s
’
e
v
i
t
u
c
e
x
E
r
o
n
e
S
e
h
t
n
i
i
t
n
e
m
e
v
o
m
e
h
t
s
t
n
e
s
e
r
p
e
r
”
s
t
fi
e
n
e
b
m
r
e
t
-
g
n
o
l
r
e
h
t
O
“
.
s
e
t
a
d
g
n
i
t
r
o
p
e
r
e
v
i
t
c
e
p
s
e
r
.
3
1
0
2
r
e
b
m
e
c
e
D
8
n
o
P
M
K
a
e
b
o
t
d
e
s
a
e
c
y
r
a
e
C
r
l
M
.
3
1
0
2
r
e
b
m
e
c
e
D
8
n
o
P
M
K
a
e
b
o
t
d
e
s
a
e
c
s
e
m
a
E
r
M
.
6
5
d
n
a
5
5
s
e
g
a
p
n
o
n
o
i
t
a
n
a
p
x
e
l
e
e
s
,
s
e
r
a
h
s
o
t
n
i
I
T
S
d
e
r
r
e
f
e
d
f
o
n
o
t
c
u
d
o
r
t
n
i
i
e
h
t
d
n
a
t
n
a
r
g
I
T
L
y
r
a
n
o
t
s
n
a
r
t
i
i
r
a
e
y
-
e
e
r
h
t
e
h
t
o
t
e
u
d
3
1
0
2
o
t
d
e
r
a
p
m
o
c
d
e
s
a
e
r
c
n
i
s
a
h
”
s
t
n
e
m
y
a
p
d
e
s
a
b
-
e
r
a
h
S
“
l
f
o
e
u
a
v
d
n
a
s
R
A
S
f
o
r
e
b
m
u
n
e
h
T
y
t
i
u
q
e
e
h
t
d
u
o
h
s
l
e
s
i
l
a
e
r
l
y
e
t
a
m
i
t
l
u
y
a
m
s
e
v
i
t
u
c
e
x
E
r
o
n
e
S
e
h
t
i
t
a
h
t
)
y
n
a
f
i
(
t
fi
e
n
e
b
l
a
u
t
c
a
e
h
t
i
,
f
o
e
v
t
a
c
d
n
i
i
r
o
,
o
t
e
v
t
a
e
r
i
l
t
o
n
s
i
i
n
o
t
a
r
e
n
u
m
e
r
s
a
d
e
t
a
c
o
l
l
a
t
n
u
o
m
a
e
h
T
.
s
e
t
a
e
r
l
t
n
a
r
g
e
h
t
h
c
h
w
o
t
i
i
e
c
v
r
e
s
f
o
d
o
i
r
e
p
r
a
e
y
-
o
w
t
a
d
n
a
e
c
n
a
m
r
o
f
r
e
p
.
s
t
n
e
m
u
r
t
s
n
i
i
y
t
u
q
e
e
h
t
l
f
o
e
u
a
v
-
r
i
a
f
e
h
t
f
o
e
t
a
m
i
t
s
e
n
a
n
o
d
e
s
a
b
s
t
n
e
m
y
a
P
d
e
s
a
b
-
e
r
a
h
S
2
B
S
A
A
h
t
i
w
e
c
n
a
d
r
o
c
c
a
n
i
l
l
d
e
t
a
u
c
a
c
n
e
e
b
s
a
h
e
u
a
v
e
h
T
l
.
t
s
e
v
s
t
n
e
m
u
r
t
s
n
i
f
o
r
a
e
y
i
e
h
t
g
n
e
b
d
o
i
r
e
p
g
n
i
t
s
e
v
r
a
e
y
-
e
e
r
h
t
a
r
e
v
o
d
e
s
n
e
p
x
e
l
i
y
e
v
s
s
e
r
g
o
r
p
d
n
a
s
t
n
e
m
y
a
P
d
e
s
a
b
-
e
r
a
h
S
2
B
S
A
A
f
o
s
t
n
e
m
e
r
i
u
q
e
r
e
h
t
h
t
i
w
e
c
n
a
d
r
o
c
c
a
n
i
i
d
e
n
m
r
e
t
e
d
,
I
T
S
d
e
r
r
e
f
e
d
e
h
t
l
f
o
e
u
a
v
d
e
t
a
m
i
t
s
e
e
h
t
f
o
n
o
i
t
r
o
p
o
r
p
a
s
t
n
e
s
e
r
p
e
r
t
n
u
o
m
a
i
s
h
T
.
2
.
3
.
4
.
5
.
6
.
7
.
8
t
n
u
o
m
a
e
h
T
.
d
o
i
r
e
p
g
n
i
t
s
e
v
e
h
t
r
e
v
o
d
e
s
n
e
p
x
e
i
l
y
e
v
s
s
e
r
g
o
r
p
d
n
a
e
t
a
d
t
n
a
r
g
e
h
t
t
a
i
s
a
d
e
n
m
r
e
t
e
d
n
o
t
a
s
n
e
p
m
o
c
d
e
k
n
i
i
l
i
-
y
t
u
q
e
e
h
t
l
f
o
e
u
a
v
e
h
t
i
f
o
n
o
t
r
o
p
o
r
p
a
s
e
d
u
c
n
l
i
n
o
i
t
a
r
e
n
u
m
e
r
,
s
d
r
a
d
n
a
t
S
g
n
i
t
n
u
o
c
c
A
e
h
t
f
o
s
t
n
e
m
e
r
i
u
q
e
r
e
h
t
h
t
i
w
e
c
n
a
d
r
o
c
c
a
n
I
.
1
.
t
c
A
s
n
o
i
t
a
r
o
p
r
o
C
e
h
t
r
e
d
n
u
d
e
r
i
u
q
e
r
s
a
4
1
0
2
d
n
a
3
1
0
2
n
i
i
i
s
e
v
t
u
c
e
x
E
r
o
n
e
S
d
n
a
O
E
C
e
h
t
r
o
f
n
o
i
t
a
r
e
n
u
m
e
r
e
h
t
f
o
s
l
i
a
t
e
d
d
e
s
i
r
a
m
m
u
s
s
t
n
e
s
e
r
p
7
l
e
b
a
T
I
N
O
T
A
M
R
O
f
N
I
I
N
O
T
A
R
E
N
u
M
E
R
d
E
L
I
A
T
E
d
-
t
s
o
P
1
s
t
n
e
m
y
a
p
d
e
s
a
b
-
e
r
a
h
S
t
n
e
m
y
o
p
m
e
l
l
s
t
fi
e
n
e
b
e
e
y
o
p
m
e
m
r
e
t
-
t
r
o
h
S
s
l
i
a
t
e
d
n
o
i
t
a
r
e
n
u
m
e
r
e
v
i
t
u
c
e
x
E
r
o
n
e
S
4
1
0
2
d
n
a
3
1
0
2
:
7
e
b
a
T
i
l
66 | Santos Annual Report 2014
Table 8 contains details of the number and value of SARs granted, vested and lapsed for Mr Knox in 2014. Mr Knox did not have any
options granted, vesting or lapsing in 2014. Mr Knox did not exercise any options in 2014.
Table 8: 2014 SARs outcomes for CEO
SARs
Granted
Vested
Lapsed
Number
Maximum
value1
560,9293
4,648,5843
Number
–
Value
–
Number
(193,935)
Value2
(1,599,964)
1.
Maximum value represents the fair-value of LTI grants received in 2014 determined in accordance with AASB 2 Share-based payments. The fair-values of the grants as at the grant date
of 29 May 2014 were $8.03 and $8.28 (weighted $8.09) for the transitional three-year grants, and $8.41 and $8.70 (weighted $8.48) for the four-year grants. Details of the assumptions
underlying the valuations are set out in note 29 to the financial statements. The minimum total value of the grant, if the applicable vesting conditions are not met, is nil in all cases.
2. The value of performance based SARs in respect of the performance period ended 31 December 2014 at the closing share price on that date of $8.25, for which nil vesting was effected by the
Board on 17 February 2015.
3. The number and fair-value of the SARs granted in 2014 is higher than previous years due to the transitionary three-year grant, see explanation at page 56.
Table 9 contains details of the number and value of SARs granted, vested and lapsed for Senior Executives in 2014. No Senior Executive
had any options granted, vesting or lapsing in 2014. No options were exercised in 2014.
Table 9: 2014 SARs outcomes for Senior Executives
JH Anderson
JL Baulderstone
TJ Brown
AJ Seaton
Total
Granted
Vested
Lapsed
Number1
98,9485
107,7195
100,7405
107,1105
414,517
Maximum
value2
695,0465
756,6565
707,6345
752,3795
2,911,715
Number
6,159
6,621
6,025
5,167
Value3
86,226
92,694
84,350
72,338
Number
(40,274)
(42,737)
(38,536)
(44,302)
Value4
(332,261)
(352,580)
(317,922)
(365,492)
23,972
335,608
(165,849)
(1,368,255)
1.
The grants made to the Senior Executives during the year constitute their full LTI awards for the three- and four-year performance periods ending on 31 December 2016 and 31 December 2017,
respectively.
2. Maximum value represents the fair-value of the SARs as at the grant date of 9 April 2014, determined in accordance with AASB 2 Share-based payments. The fair values of the grants as at the
grant date of 9 April 2014 were $6.55 and $6.68 (weighted $6.65) for the transitional three-year grants and $7.37 and $7.40 (weighted $7.39) for the four-year grants. Monte Carlo simulation
was used to determine the value of the SARs granted. Details of the assumptions underlying the valuation are set out in note 29 to the financial statements. The minimum total value of the
grant, if the applicable vesting conditions are not met, is nil in all cases.
3. These figures show the value of service-based SARs, which vested on 11 March 2014 at a closing share price of $14.00.
4. These figures show the value of performance-based SARs in respect of the performance period ended 31 December 2014 at the closing share price on that date of $8.25, for which nil vesting
was effected by the Board on 17 February 2014.
5. The number and fair-value of the SARs granted in 2014 is higher than previous years due to the transitionary three-year grant, see explanation at page 56.
| 67
Directors’ Report
Remuneration Report
continued
Table 10 outlines the LTI grants that were tested or still in progress in 2014.
Table 10: LTI grants
Grant year Grant type
Vesting condition(s)
Performance/
vesting period
Status
2011
Performance award
Relative TSR performance
against ASX 100 companies
1 January 2011
to 31 December 2013
Testing completed. Resulted
in 0% of the grant vesting.
Deferred award
Continuous service
2 March 2011
to 1 March 2014
2012
CEO Strategy grant
See note 29(d) to the
financial statements
See note 29(d) to the
financial statements
Vested in full to Senior
Executives who met the
service condition
In progress
2013
2014
Performance award
Performance award
Three-year transitionary
Performance award
Four-year Performance
award
Relative TSR performance
against ASX 100 companies
1 January 2012
to 31 December 2014
Testing completed. Resulted
in 0% of the grant vesting.
Relative TSR performance
against ASX 100 companies
1 January 2013
to 31 December 2015
Relative TSR performance
against ASX 100 companies
(75%) and S&P GEI (25%)
Relative TSR performance
against ASX 100 companies
(75%) and S&P GEI (25%)
1 January 2014
to 31 December 2016
1 January 2014
to 31 December 2017
In progress
In progress
In progress
Full details of all grants made prior to 2014 can be found in note 29 to the financial statements and in prior remuneration reports.
68 | Santos Annual Report 2014
Details of the fees and other benefits paid to Non-executive Directors in 2014 are set out in Table 11. No share-based payments were
made to any Non-executive Directors.
Table 11: 2013 and 2014 Non-executive director remuneration details
Short-term benefits
directors’
fees (incl.
Committee
fees)
fees for
special duties
or exertions
Retirement
benefits
Other Superannuation10
Share-based
payments
$
35,314
–
503,046
382,727
186,517
286,249
213,046
223,584
222,066
211,102
203,623
183,790
72,387
203,568
225,046
198,584
240,046
217,658
166,537
–
$
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
$
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
$
3,355
–
18,279
17,122
17,492
16,410
18,279
17,122
1,259
1,325
786
680
6,715
17,122
18,279
17,122
18,279
17,122
600
–
$
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Total
$
38,669
–
521,325
399,849
204,009
302,659
231,325
240,706
223,325
212,427
204,409
184,470
79,102
220,690
243,325
215,706
258,325
234,780
167,137
–
director
YA Allen1
KC Borda2
PR Coates3
KA Dean4
RA Franklin
H Goh5
RM Harding6
JS Hemstritch7
GJW Martin8
SD Sheffield9
year
2014
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
2013
1 Ms Allen was appointed a Director and became a member of the Environment, Health, Safety and Sustainability Committee (“EHSS”) Committee on 22 October 2014.
2 Mr Borda became Chair of the Board on 10 May 2013.
3 Mr Coates retired from the position of Chair of the Board on 10 May 2013. However, he remained a Director of the Board. He became a member of the EHSS Committee on 14 May 2014.
4 Mr Dean ceased to be Chair of the Audit & Risk Committee as at 1 January 2014.
5 Mr Goh became a member of the Audit & Risk Committee on 22 October 2014.
6 Mr Harding retired from the Board on 16 May 2014.
7 Ms Hemstritch became Chair of the Audit & Risk Committee on 1 January 2014.
8 Mr Martin became a member of the Audit & Risk Committee and Chair of the Finance Committee in August 2013.
9 Mr Sheffield was appointed as a Director on 24 February 2014 and became a member of the Finance Committee on 14 May 2014.
10 Includes superannuation guarantee payments. Superannuation guarantee payments are made to Mr Franklin, Mr Goh and Mr Sheffield only in relation to days worked in Australia.
| 69
Directors’ Report
Remuneration Report
continued
dETAILEd INfORMATION ABOuT LINKING COMPANy PERfORMANCE TO INCENTIVES
Short-term incentives
How are the
Company’s short-term
performance targets
determined?
What is measured
in the Company’s
annual performance
scorecard?
The Company’s short-term performance targets comprise a combination of strategic, financial and operational
targets, all of which are agreed with the Board and directly related to Santos’ strategic plan. These are
captured in the Company’s annual performance scorecard.
The Company scorecard includes a range of Company performance measures used to drive balanced business
performance. These measures include lagging indicators to assess the Company’s past performance, as well
as forward-looking indicators to ensure the Company is positioning itself effectively for future growth.
As described in Table 3: “STI scorecard” on page 58, the areas covered by the scorecard include:
How is Company
performance
assessed?
• environment, health, safety and sustainability (20% weighting);
• profitability, namely production and NPAT (40% weighting);
• growth, namely project delivery, reserves replacement and resources add (35% weighting); and
• other value add, namely other achievements not specifically captured in the scorecard (5% weighting).
The Board believes that this scorecard is balanced and focuses CEO and Senior Executive attention on
achieving the key conditions and milestones necessary to deliver Santos’ strategic plan.
Company performance is formally assessed by the Committee against the overall Company scorecard at the
end of each financial year, and this forms the basis of a recommendation to the Board.
Each metric is assessed against an agreed target and assigned a percentage weighting of the total scorecard.
The actual versus target performance of each metric is assigned a score between 0% and 100%. The
weightings are then applied to these scores to derive a rating for that metric. The sum of each metric’s rating
is used to determine the Company’s overall performance score.
The Board believes the above method of assessment is rigorous and provides a balanced assessment of the
Company’s performance.
How does Company
performance impact
the STI program?
Firstly, the Company’s overall performance score sets the budget available for STI allocations across the
organisation in respect of that performance year. This is calculated by applying the percentage performance
score to the maximum potential STIs of all eligible employees.
Secondly, the Company’s overall performance score contributes to the actual STI payment made to individuals
in a given year. For the CEO, the Company performance outcome determines 75% of his STI payment.
The other 25% is based on performance against additional goals. For Senior Executives, the Company
performance outcome determines 60% of their STI payments. The other 40% is based on their individual
performance assessments.
Finally, from 2014, 30% of the STI award for the CEO and Senior Executives will be delivered in the form of
Deferred STI shares subject to a two-year deferral period. This ensures that the CEO and Senior Executives
remain exposed to changes in the share price between the date of grant and the date of vesting, and
promotes long-term performance in alignment with long-term shareholder returns.
70 | Santos Annual Report 2014
Long-term incentives
How are
long-term incentives
linked to Company
performance?
LTI aligns the rewards received by the CEO and Senior Executives with the longer-term performance of
Santos relative to other ASX 100 companies and international energy sector peers. Recipients also have the
opportunity to grow the long-term value of their LTI by delivering results for the Company that increase the
share price.
All 2014 LTI grants were solely performance based, ensuring further alignment with shareholder interests.
How is LTI awarded?
All LTI grants are delivered in the form of SARs, i.e. a conditional entitlement to a fully paid ordinary share at
zero price subject to satisfaction of the performance condition. Nothing is payable by Executives if and when
SARs vest. For SARs granted since 2012, the Board has discretion to settle them in cash if they vest.
What is the
performance period?
SARs issued under the annual LTI program after 2014 will have a four-year performance period. This
period represents an appropriate balance between providing a genuine and foreseeable incentive to Senior
Executives and fostering a long-term view of shareholder interests.
What performance
hurdles are applied to
the LTI?
Why has relative
TSR been chosen as
the company’s LTI
performance hurdle?
Vesting of the 2014 LTI grants is based on the Company’s relative TSR against the companies comprising the
ASX 100 (75%) and S&P GEI (25%) on 1 January 2014. The Board has discretion to adjust the comparator
group; for example, to take account of takeovers, mergers and demergers that occur during the performance
period. Relative TSR performance is tested by an independent third party and reviewed by the Board prior to
vesting.
The Board believes that relative TSR effectively aligns the interests of individual Executives with that of
the Company’s shareholders by motivating Executives to achieve superior shareholder outcomes relative to
Santos’ competitors for investor capital and its energy sector peers. TSR takes into account share price and
dividend yield and is, therefore, a robust and objective measure of shareholder returns. Individual LTI awards
in 2014 were divided so that the TSR hurdle for 75% of the award is measured relative to companies in the
ASX 100 and 25% is measured against companies in the S&P GEI.
Why have the ASX 100
and S&P Global Energy
Index been chosen?
The ASX 100 represents the companies in which most of the Company’s shareholders would invest as an
alternative to Santos. If Santos performs well relative to these companies, it means that Santos shareholders’
investments have performed well relative to alternative investments.
The S&P GEI was chosen as a second comparator group because the global energy market is of increasing
relevance to Santos. Many of the companies that comprise the S&P GEI have oil and gas operations and are
likely to be affected by similar global cyclical issues as Santos. Santos’ major competitors are included in the
index, along with other leading industry players based in various countries.
How is vesting
determined?
Vesting of the 2014 LTI grants will be in accordance with the following schedule:
TSR percentile ranking
% of grant vesting
<51st percentile
=51st percentile
52nd to 75th percentile
0%
50%
Further 2% for each percentile improvement above
the 50th percentile
76th to 100th percentile
100%
This vesting scale applies to both the CEO and Senior Executives’ annual LTI grants. There is no re-testing
of the performance condition. SARs that do not vest upon testing of the performance condition will lapse.
When can vested
SARs be traded?
Upon vesting of SARs, shares will automatically be allocated to the Executive. Trading in these shares is
subject to compliance with the Company’s Securities Trading Policy.
As a result of changes to the Accounting Standards and the Corporations Regulations the information that follows in the tables overleaf
was in prior years included as notes in the financial statements.
| 71
Directors’ Report
Remuneration Report
continued
t
n
e
m
e
g
a
n
a
m
y
e
k
y
n
a
o
t
r
a
e
y
e
h
t
t
u
o
h
g
u
o
r
h
t
e
m
i
t
y
n
a
t
a
i
s
e
i
r
a
d
s
b
u
s
i
s
t
i
f
o
y
n
a
r
o
y
n
a
p
m
o
C
e
h
t
y
b
l
,
y
t
c
e
r
i
d
n
i
r
o
l
y
t
c
e
r
i
d
,
d
e
r
u
c
e
s
r
o
d
e
e
t
n
a
r
a
u
g
,
e
d
a
m
s
n
a
o
l
o
n
n
e
e
b
e
v
a
h
e
r
e
h
T
I
S
E
R
u
S
O
L
C
S
d
L
E
N
N
O
S
R
E
P
T
N
E
M
E
G
A
N
A
M
y
E
K
l
e
n
n
o
s
r
e
p
t
n
e
m
e
g
a
n
a
m
y
e
k
o
t
s
n
a
o
L
)
a
(
.
y
t
r
a
p
d
e
t
a
e
r
l
r
i
e
h
t
g
n
d
u
c
n
i
l
i
,
n
o
s
r
e
p
d
e
t
s
e
V
t
o
n
t
u
b
f
o
d
n
e
t
a
r
a
e
y
e
h
t
l
e
b
a
s
i
c
r
e
x
e
f
o
d
n
e
t
a
r
a
e
y
e
h
t
d
n
a
d
e
t
s
e
V
l
e
b
a
s
i
c
r
e
x
e
r
a
e
y
e
h
t
f
o
d
n
e
t
a
d
e
t
s
e
V
g
n
i
s
o
C
l
e
c
n
a
a
b
l
l
/
d
o
S
r
e
h
t
O
d
e
r
r
e
f
s
n
a
r
t
4
s
e
g
n
a
h
c
s
t
h
g
i
r
3
d
e
t
s
e
v
s
n
o
i
t
p
O
/
d
e
s
i
c
r
e
x
e
2
d
e
t
n
a
r
G
i
g
n
n
e
p
O
1
e
c
n
a
l
a
b
:
s
w
o
l
l
o
f
s
a
s
i
,
s
e
i
t
r
a
p
d
e
t
a
e
r
l
r
i
e
h
t
g
n
d
u
c
n
l
i
i
,
n
o
s
r
e
p
t
n
e
m
e
g
a
n
a
m
y
e
k
h
c
a
e
y
b
,
y
l
l
i
a
c
fi
e
n
e
b
r
o
y
l
t
c
e
r
i
d
n
i
l
l
,
y
t
c
e
r
i
d
d
e
h
y
n
a
p
m
o
C
e
h
t
f
o
s
e
r
a
h
s
y
r
a
n
d
r
o
i
r
e
v
o
s
R
A
S
d
n
a
s
n
o
t
p
o
i
f
o
r
e
b
m
u
n
e
h
t
n
i
d
o
i
r
e
p
g
n
i
t
r
o
p
e
r
e
h
t
g
n
i
r
u
d
t
n
e
m
e
v
o
m
e
h
T
i
l
s
g
n
d
o
h
s
R
A
S
d
n
a
s
n
o
i
t
p
o
l
e
n
n
o
s
r
e
p
t
n
e
m
e
g
a
n
a
m
y
e
k
f
o
s
g
n
d
o
h
y
t
i
u
q
E
l
i
)
b
(
72 | Santos Annual Report 2014
–
–
–
–
–
–
–
–
–
–
–
,
2
1
5
7
5
2
,
2
1
5
7
5
2
,
2
1
5
7
5
2
3
9
6
7
1
1
,
8
3
2
6
8
,
7
3
1
,
7
3
3
1
2
2
2
,
3
9
6
7
1
1
,
8
3
2
6
8
,
7
3
1
,
7
3
3
1
2
2
2
,
3
9
6
7
1
1
,
8
3
2
6
8
,
7
3
1
,
7
3
3
1
2
2
2
,
3
9
7
,
0
2
5
3
9
7
,
0
2
5
3
9
7
,
0
2
5
–
–
–
–
–
–
–
–
–
–
,
0
2
9
9
0
0
,
1
9
2
9
,
1
4
1
4
7
3
4
5
1
,
8
8
2
4
4
1
,
2
0
5
3
5
1
,
3
1
0
,
4
0
6
,
1
–
–
–
–
–
–
–
–
–
–
–
–
.
t
r
o
p
e
r
–
–
–
–
–
–
)
5
3
9
3
9
1
(
,
)
4
7
2
0
4
(
,
)
7
3
7
2
4
(
,
)
6
3
5
8
3
(
,
)
2
0
3
4
4
(
,
–
–
–
–
–
–
–
–
–
–
–
–
–
,
2
1
5
7
5
2
l
r
e
s
s
i
W
n
h
o
J
d
v
a
D
i
,
x
o
n
K
s
r
o
t
c
e
r
i
d
s
n
o
i
t
p
O
4
1
0
2
3
9
6
7
1
1
,
8
3
2
6
8
,
7
3
1
,
7
3
3
1
2
2
2
,
3
9
7
,
0
2
5
e
i
l
s
e
L
s
e
m
a
J
,
e
n
o
t
s
r
e
d
u
a
B
l
h
g
u
H
n
h
o
J
,
n
o
s
r
e
d
n
A
s
e
v
i
t
u
c
e
x
E
r
o
n
e
S
i
n
h
o
J
w
e
r
d
n
A
,
n
o
t
a
e
S
n
h
o
J
r
o
v
e
r
T
,
n
w
o
r
B
s
r
o
t
c
e
r
i
d
l
a
t
o
T
s
R
A
S
,
9
2
9
0
6
5
,
6
2
9
2
4
6
l
r
e
s
s
i
W
n
h
o
J
d
v
a
D
i
,
x
o
n
K
)
4
8
7
,
9
5
3
(
)
2
7
9
,
3
2
(
6
4
4
,
5
7
9
3
2
3
,
2
1
0
,
1
)
9
5
1
,
6
(
)
1
2
6
6
(
,
)
5
2
0
6
(
,
)
7
6
1
,
5
(
8
4
9
8
9
,
9
1
7
7
0
1
,
0
4
7
0
0
1
,
0
1
1
,
7
0
1
4
1
4
9
8
,
3
1
0
6
9
,
9
0
1
,
8
8
1
6
8
5
9
,
e
i
l
s
e
L
s
e
m
a
J
,
e
n
o
t
s
r
e
d
u
a
B
l
h
g
u
H
n
h
o
J
,
n
o
s
r
e
d
n
A
s
e
v
i
t
u
c
e
x
E
r
o
n
e
S
i
n
h
o
J
w
e
r
d
n
A
,
n
o
t
a
e
S
n
h
o
J
r
o
v
e
r
T
,
n
w
o
r
B
l
a
t
o
T
.
s
R
A
S
e
h
t
i
f
o
g
n
t
s
e
v
e
h
t
l
f
o
t
u
s
e
r
a
s
a
d
e
u
s
s
i
i
s
e
r
a
h
s
e
h
t
n
o
d
a
p
n
u
s
t
n
u
o
m
a
o
n
e
r
a
e
r
e
h
T
i
i
.
t
n
e
p
c
e
r
e
h
t
o
t
y
n
a
p
m
o
C
e
h
t
f
o
e
r
a
h
s
i
y
r
a
n
d
r
o
e
n
o
f
o
e
u
s
s
i
e
h
t
n
i
s
t
l
u
s
e
r
d
e
t
s
e
v
R
A
S
h
c
a
E
.
r
a
e
y
e
h
t
g
n
i
r
u
d
d
e
t
e
f
r
o
f
e
r
e
w
d
n
a
i
l
l
s
n
o
i
t
i
d
n
o
c
g
n
i
t
s
e
v
f
o
t
n
e
m
fi
u
f
-
n
o
n
e
h
t
o
t
e
u
d
t
s
e
v
t
o
n
d
d
t
a
h
t
i
s
R
A
S
.
9
d
n
a
8
s
e
b
a
t
n
l
i
l
d
e
s
o
c
s
d
s
a
i
s
t
n
a
r
g
y
r
a
n
o
t
s
n
a
r
t
i
i
r
a
e
y
-
r
u
o
f
d
n
a
r
a
e
y
-
e
e
r
h
t
e
h
t
o
t
e
t
a
e
r
l
,
O
E
C
e
h
t
g
n
d
u
c
n
l
i
i
i
,
s
e
v
i
t
u
c
e
x
E
r
o
n
e
S
o
t
d
e
t
n
a
r
g
s
R
A
S
i
s
h
t
n
h
t
i
i
i
w
d
e
n
a
t
n
o
c
w
o
n
s
e
r
u
s
o
c
s
d
h
t
l
i
i
w
s
d
r
a
d
n
a
t
S
g
n
t
n
u
o
c
c
A
n
i
i
s
e
g
n
a
h
c
j
t
c
e
fl
e
r
o
t
d
e
t
s
u
d
a
n
e
e
b
s
a
h
s
n
o
i
t
p
o
d
n
a
s
R
A
S
f
o
e
c
n
a
a
b
g
n
n
e
p
O
l
i
1
2
3
4
t
n
e
m
e
g
a
n
a
m
y
e
k
y
n
a
o
t
r
a
e
y
e
h
t
t
u
o
h
g
u
o
r
h
t
e
m
i
t
y
n
a
t
a
s
e
i
r
a
i
d
i
s
b
u
s
s
t
i
f
o
y
n
a
r
o
y
n
a
p
m
o
C
e
h
t
y
b
,
y
l
t
c
e
r
i
d
n
i
r
o
y
l
t
c
e
r
i
d
,
d
e
r
u
c
e
s
r
o
d
e
e
t
n
a
r
a
u
g
,
e
d
a
m
s
n
a
o
l
o
n
n
e
e
b
e
v
a
h
e
r
e
h
T
s
g
n
i
d
l
o
h
s
R
A
S
d
n
a
s
n
o
i
t
p
o
l
e
n
n
o
s
r
e
p
t
n
e
m
e
g
a
n
a
m
y
e
k
f
o
s
g
n
i
d
l
o
h
y
t
i
u
q
E
)
b
(
.
y
t
r
a
p
d
e
t
a
l
e
r
r
i
e
h
t
g
n
i
d
u
l
c
n
i
,
n
o
s
r
e
p
S
E
R
u
S
O
L
C
S
I
d
L
E
N
N
O
S
R
E
P
T
N
E
M
E
G
A
N
A
M
y
E
K
l
e
n
n
o
s
r
e
p
t
n
e
m
e
g
a
n
a
m
y
e
k
o
t
s
n
a
o
L
)
a
(
d
e
t
s
e
V
t
o
n
t
u
b
f
o
d
n
e
t
a
r
a
e
y
e
h
t
e
l
b
a
s
i
c
r
e
x
e
f
o
d
n
e
t
a
r
a
e
y
e
h
t
d
n
a
d
e
t
s
e
V
e
l
b
a
s
i
c
r
e
x
e
r
a
e
y
e
h
t
f
o
d
n
e
t
a
d
e
t
s
e
V
g
n
i
s
o
l
C
e
c
n
a
l
a
b
/
d
l
o
S
r
e
h
t
O
d
e
r
r
e
f
s
n
a
r
t
4
s
e
g
n
a
h
c
2
d
e
t
n
a
r
G
g
n
i
n
e
p
O
1
e
c
n
a
l
a
b
s
t
h
g
i
r
3
d
e
t
s
e
v
s
n
o
i
t
p
O
/
d
e
s
i
c
r
e
x
e
y
e
k
h
c
a
e
y
b
,
y
l
l
a
i
c
fi
e
n
e
b
r
o
y
l
t
c
e
r
i
d
n
i
,
y
l
t
c
e
r
i
d
d
l
e
h
y
n
a
p
m
o
C
e
h
t
f
o
s
e
r
a
h
s
y
r
a
n
i
d
r
o
r
e
v
o
s
R
A
S
d
n
a
s
n
o
i
t
p
o
f
o
r
e
b
m
u
n
e
h
t
n
i
d
o
i
r
e
p
g
n
i
t
r
o
p
e
r
e
h
t
g
n
i
r
u
d
t
n
e
m
e
v
o
m
e
h
T
:
s
w
o
l
l
o
f
s
a
s
i
,
s
e
i
t
r
a
p
d
e
t
a
l
e
r
r
i
e
h
t
g
n
i
d
u
l
c
n
i
,
n
o
s
r
e
p
t
n
e
m
e
g
a
n
a
m
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
3
9
6
,
7
1
1
8
3
2
,
6
8
7
3
1
,
7
3
3
1
2
,
2
2
3
9
6
,
7
1
1
8
3
2
,
6
8
7
3
1
,
7
3
3
1
2
,
2
2
3
9
6
,
7
1
1
8
3
2
,
6
8
7
3
1
,
7
3
3
1
2
,
2
2
3
9
7
,
0
2
5
3
9
7
,
0
2
5
3
9
7
,
0
2
5
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
3
9
6
,
7
1
1
8
3
2
,
6
8
7
3
1
,
7
3
3
1
2
,
2
2
3
9
7
,
0
2
5
–
–
–
–
–
–
–
–
–
–
9
2
9
,
1
4
1
4
7
3
,
4
5
1
8
8
2
,
4
4
1
2
0
5
,
3
5
1
3
1
0
,
4
0
6
,
1
)
4
7
2
,
0
4
(
)
7
3
7
,
2
4
(
)
6
3
5
,
8
3
(
)
2
0
3
,
4
4
(
)
9
5
1
,
6
(
)
1
2
6
,
6
(
)
5
2
0
,
6
(
)
7
6
1
,
5
(
8
4
9
,
8
9
9
1
7
,
7
0
1
0
4
7
,
0
0
1
0
1
1
,
7
0
1
4
1
4
,
9
8
3
1
0
,
6
9
9
0
1
,
8
8
1
6
8
,
5
9
)
4
8
7
,
9
5
3
(
)
2
7
9
,
3
2
(
6
4
4
,
5
7
9
3
2
3
,
2
1
0
,
1
.
s
R
A
S
e
h
t
f
o
g
n
i
t
s
e
v
e
h
t
f
o
t
l
u
s
e
r
a
s
a
d
e
u
s
s
i
s
e
r
a
h
s
e
h
t
n
o
d
i
a
p
n
u
s
t
n
u
o
m
a
o
n
e
r
a
e
r
e
h
T
.
t
n
e
i
p
i
c
e
r
e
h
t
o
t
y
n
a
p
m
o
C
e
h
t
f
o
e
r
a
h
s
y
r
a
n
i
d
r
o
e
n
o
f
o
e
u
s
s
i
e
h
t
n
i
s
t
l
u
s
e
r
d
e
t
s
e
v
R
A
S
h
c
a
E
.
r
a
e
y
e
h
t
g
n
i
r
u
d
d
e
t
i
e
f
r
o
f
e
r
e
w
d
n
a
s
n
o
i
t
i
d
n
o
c
g
n
i
t
s
e
v
f
o
t
n
e
m
l
fi
l
u
f
-
n
o
n
e
h
t
o
t
e
u
d
t
s
e
v
t
o
n
d
i
d
t
a
h
t
s
R
A
S
.
t
r
o
p
e
r
s
i
h
t
n
i
h
t
i
w
d
e
n
i
a
t
n
o
c
w
o
n
s
e
r
u
s
o
l
c
s
i
d
h
t
i
w
s
d
r
a
d
n
a
t
S
g
n
i
t
n
u
o
c
c
A
n
i
s
e
g
n
a
h
c
t
c
e
fl
e
r
o
t
d
e
t
s
u
j
d
a
n
e
e
b
s
a
h
s
n
o
i
t
p
o
d
n
a
s
R
A
S
f
o
e
c
n
a
l
a
b
g
n
i
n
e
p
O
.
9
d
n
a
8
s
e
l
b
a
t
n
i
d
e
s
o
l
c
s
i
d
s
a
s
t
n
a
r
g
y
r
a
n
o
i
t
i
s
n
a
r
t
r
a
e
y
-
r
u
o
f
d
n
a
r
a
e
y
-
e
e
r
h
t
e
h
t
o
t
e
t
a
l
e
r
,
O
E
C
e
h
t
g
n
i
d
u
l
c
n
i
,
s
e
v
i
t
u
c
e
x
E
r
o
i
n
e
S
o
t
d
e
t
n
a
r
g
s
R
A
S
0
2
9
,
9
0
0
,
1
)
5
3
9
,
3
9
1
(
9
2
9
,
0
6
5
6
2
9
,
2
4
6
r
e
l
s
s
i
W
n
h
o
J
d
i
v
a
D
,
x
o
n
K
2
1
5
,
7
5
2
2
1
5
,
7
5
2
2
1
5
,
7
5
2
2
1
5
,
7
5
2
r
e
l
s
s
i
W
n
h
o
J
d
i
v
a
D
,
x
o
n
K
f
o
d
n
e
r
a
e
y
e
h
t
l
d
e
h
e
c
n
a
l
a
B
t
a
y
i
l
l
a
n
m
o
n
g
n
i
s
o
C
l
e
c
n
a
l
a
b
r
e
h
t
O
1
s
e
g
n
a
h
C
l
d
o
S
d
e
s
a
h
c
r
u
P
t
e
k
r
a
m
-
n
o
g
n
i
t
s
e
v
s
R
A
S
f
o
i
d
e
v
e
c
e
R
i
g
n
n
e
p
O
e
c
n
a
a
b
l
–
–
–
–
–
–
–
–
–
–
–
–
–
0
0
0
0
1
,
4
7
8
7
8
,
9
7
8
8
4
,
0
3
1
,
2
3
5
1
2
5
1
,
0
0
0
5
1
,
–
2
9
1
,
9
3
5
6
6
8
0
1
,
0
0
5
4
2
,
0
0
0
0
4
,
5
2
8
9
6
,
7
1
2
,
1
6
5
2
3
,
1
3
0
8
6
7
9
3
,
–
3
0
9
,
1
1
5
9
8
1
4
0
9
–
2
9
1
6
2
3
)
1
0
7
2
(
,
–
–
–
–
–
–
2
0
5
,
1
8
9
7
3
2
,
1
–
–
–
–
–
–
–
–
–
–
–
–
–
–
8
5
–
0
0
0
0
1
,
0
0
0
0
1
,
0
0
0
0
1
,
0
0
0
5
1
,
0
0
5
,
1
1
0
0
0
2
1
,
–
0
0
0
5
2
,
0
0
0
4
1
,
0
5
7
3
1
,
0
0
0
0
4
,
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
9
5
1
,
6
1
2
6
6
,
5
2
0
6
,
7
6
1
,
5
–
1
7
9
5
7
,
8
2
9
7
3
,
2
1
7
6
1
,
5
2
6
3
,
0
0
0
3
,
1
0
7
2
,
0
0
0
4
1
,
9
3
3
4
9
,
0
5
7
0
1
,
–
6
6
6
3
6
,
6
9
5
4
5
,
0
0
1
,
6
2
5
5
6
,
1
9
3
0
5
2
,
1
6
1
2
7
9
,
3
2
3
4
0
,
5
9
7
d
n
a
e
i
l
s
e
L
s
e
m
a
J
,
e
n
o
t
s
r
e
d
l
u
a
B
h
g
u
H
n
h
o
J
,
n
o
s
r
e
d
n
A
s
e
v
i
t
u
c
e
x
E
r
o
i
n
e
S
n
h
o
J
w
e
r
d
n
A
,
n
o
t
a
e
S
n
h
o
J
r
o
v
e
r
T
,
n
w
o
r
B
s
r
o
t
c
e
r
i
d
l
a
t
o
T
s
R
A
S
e
i
l
s
e
L
s
e
m
a
J
,
e
n
o
t
s
r
e
d
l
u
a
B
h
g
u
H
n
h
o
J
,
n
o
s
r
e
d
n
A
s
e
v
i
t
u
c
e
x
E
r
o
i
n
e
S
n
h
o
J
w
e
r
d
n
A
,
n
o
t
a
e
S
n
h
o
J
r
o
v
e
r
T
,
n
w
o
r
B
s
r
o
t
c
e
r
i
d
s
n
o
i
t
p
O
4
1
0
2
l
a
t
o
T
1
2
3
4
d
i
a
p
y
l
l
u
f
–
s
e
r
a
h
s
y
r
a
n
d
r
O
i
4
1
0
2
s
e
l
r
a
h
C
h
t
e
n
n
e
K
,
a
d
r
o
B
l
d
n
a
o
R
r
e
t
e
P
,
s
e
t
a
o
C
d
e
r
f
l
A
h
t
e
n
n
e
K
,
n
a
e
D
r
e
d
n
a
x
e
A
y
o
R
l
,
n
i
l
k
n
a
r
F
a
t
i
n
A
n
m
s
a
Y
i
,
n
e
l
l
A
k
c
o
H
,
h
o
G
s
r
o
t
c
e
r
i
d
I
S
G
N
d
L
O
H
E
R
A
H
S
n
a
m
r
a
h
S
e
n
a
J
,
h
c
t
i
r
t
s
m
e
H
l
r
e
s
s
i
W
n
h
o
J
d
v
a
D
i
,
x
o
n
K
n
o
t
l
a
W
n
h
o
J
y
r
o
g
e
r
G
,
n
i
t
r
a
M
l
s
a
g
u
o
D
t
t
o
c
S
,
l
d
e
ffi
e
h
S
h
g
u
H
n
h
o
J
,
n
o
s
r
e
d
n
A
s
e
v
i
t
u
c
e
x
E
r
o
n
e
S
i
e
i
l
s
e
L
s
e
m
a
J
,
e
n
o
t
s
r
e
d
u
a
B
l
n
h
o
J
w
e
r
d
n
A
,
n
o
t
a
e
S
n
h
o
J
r
o
v
e
r
T
,
n
w
o
r
B
l
i
e
a
h
c
M
d
r
a
h
c
R
i
,
i
g
n
d
r
a
H
:
e
d
u
c
n
l
i
s
e
g
n
a
h
c
r
e
h
t
O
1
l
a
t
o
T
;
s
n
o
i
t
a
c
o
l
l
l
a
n
a
P
t
n
e
m
t
s
e
v
n
e
R
d
n
e
d
v
D
i
i
i
)
(
i
.
4
1
0
2
y
a
M
6
1
n
o
d
r
a
o
B
e
h
t
m
o
r
f
d
e
r
i
t
e
r
g
n
d
r
a
H
M
R
r
i
M
)
i
i
(
| 73
Directors’ Report
directors’ Report
continued
INdEMNIfICATION
Rule 61 of the Company’s Constitution provides that the Company indemnifies, on a full indemnity basis and to the full extent permitted
by law, officers of the Company for all losses or liabilities incurred by the person as an officer of the Company, a related body corporate
or trustee of a company-sponsored superannuation fund. Rule 61 does not indemnify an officer for any liability involving a lack of good
faith.
Rule 61 also permits the Company to purchase and maintain a Directors’ and Officers’ insurance policy.
In conformity with Rule 61, the Company is party to Deeds of Indemnity in favour of each of the Directors referred to in this report who
held office during the year and certain Senior Executives of the consolidated entity. The indemnities operate to the full extent permitted
by law and are not subject to a monetary limit. Santos is not aware of any liability having arisen, and no claims have been made, during or
since the financial year ending 31 December 2014 under the Deeds of Indemnity.
During the year, the Company paid premiums in respect of Directors’ and Officers’ Liability and Legal Expenses insurance contracts for
the year ended 31 December 2014 and since the end of the year the Company has paid, or agreed to pay, premiums in respect of such
contracts for the year ending 31 December 2015. The insurance contracts insure against certain liability (subject to exclusions), persons
who are or have been directors or officers of the Company and its controlled entities. A condition of the contracts is that the nature of
the liability indemnified and the premium payable not be disclosed.
NON-AudIT SERVICES
During the year the Company’s auditor, Ernst & Young, was paid the following amounts in relation to non-audit services it provided:
Taxation and other services
Assurance services
$116,000
$798,000
The Directors are satisfied, based on the advice of the Audit & Risk Committee, that the provision of the non-audit services detailed
above by Ernst & Young is compatible with the general standard of independence for auditors imposed by the Corporations Act.
The reason for forming this opinion is that all non-audit services have been reviewed by the Audit & Risk Committee to ensure they do
not impact the impartiality and objectivity of the auditor.
A copy of the auditor’s independence declaration as required under Section 307C of the Corporations Act is set out on page 156.
ROuNdING
Australian Securities and Investments Commission Class Order 98/100, dated 10 July 1998, applies to the Company. Accordingly,
amounts have been rounded off in accordance with that Class Order, unless otherwise indicated.
This report is made out on 20 February 2015 in accordance with a resolution of the Directors.
director
director
74 | Santos Annual Report 2014
Financial Report
Inventories
Significant Accounting Policies
Consolidated Income Statement
Consolidated Statement of Comprehensive Income
Consolidated Statement of Financial Position
Consolidated Statement of Cash Flows
Consolidated Statement of Changes in Equity
Notes to the Consolidated Financial Statements
Contents
75 Financial Report
76
77
78
79
80
81
81
95
98
100
101
102
103
103
104
104
105
106
107
107
109
109
110
113
113
114
115
116
117
118
119
120
124
125
128
141
141
141
142
143
144
145
148
153
154
155
Independent Auditor’s Report
156 Auditor’s Independence Declaration
1
2 Segment information
3 Revenue and Other Income
4 Expenses
5 Net Finance Costs
6 Taxation Expense
7 Cash and Cash Equivalents
8 Trade and Other Receivables
9
10 Other Financial Assets
11 Exploration and Evaluation Assets
12 Oil and Gas Assets
13 Other Land, Buildings, Plant and Equipment
14
Impairment of Non-current Assets
15 Deferred Tax Assets and Liabilities
16 Trade and Other Payables
17
18 Provisions
19 Other Financial Liabilities
20
21 Reserves and Retained Earnings
22 Dividends
23 Earnings per Share
24 Consolidated Entities
25 Acquisitions and Disposals of Subsidiaries
26
27 Notes to the Statement of Cash Flows
28 Employee Benefits
29 Share-based Payment Plans
30 Key Management Personnel Disclosures
31 Related Parties
32 Remuneration of Auditors
33 Commitments for Expenditure
34 Contingent Liabilities
35 Parent Entity Disclosures
36 Deed of Cross Guarantee
37 Financial Risk Management
38 Events After the End of the Reporting Period
Directors’ Declaration
Interest-bearing Loans and Borrowings
Joint Arrangements
Issued Capital
| 75
Financial Report
Consolidated Income statement
for the year ended 31 December 2014
Product sales
Cost of sales
Gross profit
Other revenue
Other income
Impairment of non-current assets
Other expenses
Finance income
Finance costs
Share of net profit of joint ventures
(Loss)/profit before tax
Income tax benefit/(expense)
Royalty-related taxation benefit/(expense)
Total taxation benefit/(expense)
net (loss)/profit for the period
net (loss)/profit attributable to:
owners of santos Limited
non-controlling interests
earnings per share attributable to the
equity holders of santos Limited (¢)
Basic (loss)/earnings per share
Diluted (loss)/earnings per share
Dividends per share (¢)
Paid during the period
Declared in respect of the period
Note
3
4
3
3
4
4
5
5
26(b)
6
6
23
23
22
22
2014
$million
4,037
(2,899)
1,138
62
12
(2,356)
(320)
19
(116)
17
(1,544)
482
127
609
(935)
(935)
–
(935)
(95.6)
(95.6)
35
35
2013
$million
3,602
(2,505)
1,097
49
24
(26)
(272)
45
(62)
14
869
(296)
(57)
(353)
516
516
–
516
53.3
53.0
30
30
The consolidated income statement is to be read in conjunction with the notes to the consolidated financial statements.
76 | Santos Annual Report 2014
Consolidated statement of Comprehensive Income
for the year ended 31 December 2014
net (loss)/profit for the period
other comprehensive income, net of tax:
Other comprehensive income to be reclassified
to profit or loss in subsequent periods:
Exchange gain on translation of foreign operations
Tax effect
Loss on foreign currency loans designated as hedges of
net investments in foreign operations
Tax effect
Loss on derivatives designated as cash flow hedges
Tax effect
net other comprehensive income to be reclassified
to profit or loss in subsequent periods
Items not to be reclassified to profit or loss in subsequent periods:
Remeasurement of defined benefit obligation
Tax effect
net other comprehensive income not being reclassified
to profit or loss in subsequent periods
other comprehensive income, net of tax
total comprehensive (loss)/income
total comprehensive (loss)/income attributable to:
owners of santos Limited
non-controlling interests
Note
2014
$million
(935)
2013
$million
516
6
21
6
21
6
21
28
6
21
623
–
623
(450)
135
(315)
(13)
4
(9)
299
–
–
–
–
299
(636)
(636)
–
(636)
768
(1)
767
(433)
130
(303)
(5)
1
(4)
460
20
(6)
14
14
474
990
990
–
990
The consolidated statement of comprehensive income is to be read in conjunction with the notes to the consolidated financial statements.
| 77
Financial Report
Consolidated statement of Financial Position
as at 31 December 2014
Current assets
Cash and cash equivalents
Trade and other receivables
Prepayments
Inventories
Other financial assets
Tax receivable
total current assets
non-current assets
Receivables
Prepayments
Investments in joint ventures
Other financial assets
Exploration and evaluation assets
Oil and gas assets
Other land, buildings, plant and equipment
Deferred tax assets
total non-current assets
total assets
Current liabilities
Trade and other payables
Deferred income
Interest-bearing loans and borrowings
Current tax liabilities
Provisions
Other financial liabilities
total current liabilities
non-current liabilities
Deferred income
Interest-bearing loans and borrowings
Deferred tax liabilities
Provisions
Other financial liabilities
total non-current liabilities
total liabilities
net assets
equity
Issued capital
Reserves
Retained earnings
Equity attributable to owners of Santos Limited
Non-controlling interests
total equity
Note
2014
$million
2013
$million
7
8
9
10
8
26
10
11
12
13
15
16
17
18
19
17
15
18
19
20
21
21
775
633
91
443
66
57
644
793
202
419
3
17
2,065
2,078
10
189
97
166
1,106
18,422
267
23
20,280
22,345
1,382
51
327
14
169
3
1,946
150
7,925
594
2,136
181
10,986
12,932
9,413
6,905
346
2,166
9,417
(4)
9,413
31
96
110
236
1,964
15,823
259
12
18,531
20,609
1,235
91
189
22
185
4
1,726
82
5,582
1,227
1,748
32
8,671
10,397
10,212
6,749
47
3,420
10,216
(4)
10,212
The consolidated statement of financial position is to be read in conjunction with the notes to the consolidated financial statements.
78 | Santos Annual Report 2014
Consolidated statement of Cash Flows
for the year ended 31 December 2014
Note
2014
$million
2013
$million
Cash flows from operating activities
Receipts from customers
Interest received
Overriding royalties received
Insurance proceeds received
Dividends received
Pipeline tariffs and other receipts
Income taxes refunded
Royalty-related taxation refunded
Payments to suppliers and employees
Exploration and evaluation – seismic and studies
Royalty and excise paid
Borrowing costs paid
Carbon costs paid
Income taxes paid
Overriding royalty costs
Royalty-related taxation paid
net cash provided by operating activities
Cash flows from investing activities
Payments for:
Exploration and evaluation assets
Oil and gas assets
Other land, buildings, plant and equipment
Acquisitions of exploration and evaluation assets
Acquisitions of oil and gas assets
Acquisitions of controlled entities
Proceeds from disposal of oil and gas assets
Income taxes paid on disposal of non-current assets
Borrowing costs paid
Other investing activities
net cash used in investing activities
Cash flows from financing activities
Dividends paid
Drawdown of borrowings
Repayment of borrowings
Proceeds from issues of ordinary shares
net cash provided by financing activities
27
25
3
net increase/(decrease) in cash and cash equivalents
Cash and cash equivalents at the beginning of the period
Effects of exchange rate changes on the balances of cash held in foreign currencies
Cash and cash equivalents at the end of the period
7
4,399
18
11
5
18
130
30
–
(2,222)
(150)
(97)
(49)
(52)
(145)
(4)
(49)
1,843
(455)
(2,834)
(52)
–
(33)
(8)
1
–
(223)
(7)
(3,611)
(196)
2,167
(86)
10
1,895
127
644
4
775
The consolidated statement of cash flows is to be read in conjunction with the notes to the consolidated financial statements.
3,726
54
12
1
14
67
26
22
(1,785)
(109)
(83)
–
(41)
(214)
(4)
(58)
1,628
(472)
(3,514)
(51)
(143)
(62)
–
46
(8)
(218)
3
(4,419)
(157)
1,432
(22)
9
1,262
(1,529)
2,147
26
644
| 79
Financial Report
Consolidated statement of Changes in equity
for the year ended 31 December 2014
equity attributable to owners of santos Limited
Issued translation
reserve
capital
$million
$million
Hedging Retained
earnings
reserve
$million
$million
note
non-
total controlling
interests
$million
equity
$million
total
equity
$million
Balance at 1 January 2013
Profit for the period
Other comprehensive income/(loss)
for the period
Total comprehensive income/(loss)
for the period
Transactions with owners in their
capacity as owners:
Shares issued
Dividends to shareholders
Share-based payment transactions
20
22
29
Balance at 31 December 2013
Balance at 1 January 2014
Loss for the period
Other comprehensive income/(loss)
for the period
Total comprehensive income/(loss)
for the period
Transactions with owners in their
capacity as owners:
Shares issued
Dividends to shareholders
Share-based payment transactions
20
22
29
6,608
–
–
–
141
–
–
6,749
6,749
–
–
–
156
–
–
(407)
–
464
(6)
–
(4)
3,163
516
9,358
516
(4)
–
9,354
516
14
474
464
(4)
530
990
–
–
–
57
57
–
308
–
–
–
–
(289)
16
141
(289)
16
(10)
3,420
10,216
(4)
10,212
3,420
(935)
10,216
(935)
(4)
–
10,212
(935)
(10)
–
(9)
–
299
–
–
–
–
–
474
990
141
(289)
16
–
–
–
–
–
299
(636)
156
(341)
22
308
(9)
(935)
(636)
–
–
–
–
–
–
–
(341)
22
156
(341)
22
Balance at 31 December 2014
6,905
365
(19)
2,166
9,417
(4)
9,413
The consolidated statement of changes in equity is to be read in conjunction with the notes to the consolidated financial statements.
80 | Santos Annual Report 2014
notes to the Consolidated Financial statements
for the year ended 31 December 2014
1. sIGnIFICAnt ACCountInG PoLICIes
The consolidated financial report of Santos
Limited (“the Company”) for the year
ended 31 December 2014 was authorised
for issue in accordance with a resolution of
the Directors on 20 February 2015.
The consolidated financial report of the
Company for the year ended 31 December
2014 comprises the Company and its
controlled entities (“the Group”). Santos
Limited (the parent) is a company limited
by shares incorporated in Australia, whose
shares are publicly traded on the Australian
Securities Exchange (“ASX”) and is the
ultimate parent entity in the Group. The
Group is a for-profit entity for the purpose
of preparing the financial report. The nature
of the operations and principal activities of
the Group are described in the Directors’
Report.
(a) statement of compliance
The consolidated financial report is a
general purpose financial report which
has been prepared in accordance with
the requirements of the Corporations
Act 2001, Australian Accounting
Standards and other authoritative
pronouncements of the Australian
Accounting Standards Board
(“AASB”). The consolidated financial
report complies with Australian
Accounting Standards as issued by
the AASB and International Financial
Reporting Standards (“IFRS”) as
issued by the International Accounting
Standards Board.
(b) Basis of preparation
The consolidated financial report is
presented in Australian dollars.
The consolidated financial report
is prepared on the historical cost
basis, except for derivative financial
instruments, fixed rate notes that are
hedged by an interest rate swap or a
cross-currency swap, and available-
for-sale financial assets, which are
measured at fair value.
The Company is of a kind referred
to in ASIC Class Order 98/100 dated
10 July 1998 (updated by Class Order
05/641 effective 28 July 2005), and
in accordance with that Class Order
amounts in the consolidated financial
report and Directors’ Report have
been rounded to the nearest million
dollars, unless otherwise stated.
Changes in accounting policies and
disclosures
The Group applied the following
mandatory amendments to accounting
standards applicable for the first time
for the financial year beginning
1 January 2014:
• AASB 2011-4 Amendments to
Australian Accounting Standards
to Remove Individual Key
Management Personnel
Disclosure Requirements;
• AASB 1053 Application of Tiers of
Australian Accounting Standards;
• AASB 2012-3 Amendments to
Australian Accounting Standards
– Offsetting Financial Assets and
Financial Liabilities;
• AASB 2013-3 Amendments to
AASB 136 – Recoverable Amount
Disclosures for Non-Financial
Assets;
• AASB 2013-4 Amendments to
Australian Accounting Standards
– Novation of Derivatives and
Continuation of Hedge Accounting;
• AASB 2013-5 Amendments to
Australian Accounting Standards
– Investment Entities;
• AASB 2013-7 Amendments to
AASB 1038 arising from AASB 10
in relation to Consolidation and
Interests of Policyholders;
• AASB 2013-9 Amendments to
Australian Accounting Standards
– Conceptual Framework,
Materiality and Financial
Instruments;
• Interpretation 21 Levies; and
• AASB 1031 Materiality.
With the exception of the standards
below, these standards did not impact
the consolidated financial statements
and disclosures of the Group.
AASB 2011-4 Amendments to
Australian Accounting Standards to
Remove Individual Key Management
Personnel Disclosure Requirements
This amendment removes the
individual KMP disclosure requirements
for all disclosing entities in relation to
equity holdings, loans and other related
party transactions. This information is
disclosed in the Remuneration Report.
AASB 2013-3 Amendments to AASB
136 – Recoverable Amount Disclosures
for Non-Financial Assets
This amendment increases the
disclosure requirements in AASB
136 Impairment of Assets. The
amendments include the requirement
to disclose additional information about
recoverable amounts and the fair value
measurement when the recoverable
amount of impaired assets is based on
fair value less costs of disposal.
New standards and interpretations
not yet adopted
The Group has not elected to apply
any pronouncements before their
effective date for the annual reporting
period ended 31 December 2014.
A number of new standards,
amendments to standards and
interpretations are effective for
annual periods beginning on or after
1 January 2015, and have not been
applied in preparing these consolidated
financial statements. The Group’s
assessment of the impact of these
new standards, amendments to
standards and interpretations is set
out below:
• AASB 9 Financial Instruments
AASB 9 as issued replaces AASB
139 and includes a logical model
for classification, measurement
and derecognition of financial
assets, a single, forward-looking
‘expected loss’ impairment model
and a substantially reformed
approach to hedge accounting.
The standard is not applicable
until 1 January 2018, but is
available for early adoption. The
main changes to the classification
and measurement of financial
assets and liabilities are:
| 81
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
1. sIGnIFICAnt ACCountInG PoLICIes (ContInueD)
• Financial assets that are debt
instruments will be classified
based on: (1) the objective of
the entity’s business model
for managing the financial
assets; and (2) the
characteristics of the
contractual cash flows;
• Allows an irrevocable election
on initial recognition to
present gains and losses on
investments in equity
instruments that are not held
for trading in other
comprehensive income.
Dividends in respect of these
investments that are a return
on investment can be
recognised in profit or loss
and there is no impairment or
recycling on disposal of the
instrument;
• Financial assets can be
designated and measured at
fair value through profit or
loss at initial recognition if
doing so eliminates or
significantly reduces a
measurement or recognition
inconsistency that would
arise from measuring assets
or liabilities, or recognising
the gains and losses on them,
on different bases; and
• Where the fair value option
is used for financial liabilities,
the change attributable to
changes in credit risk are
presented in other
comprehensive income, and
the remaining change is
presented in profit or loss.
• AASB 15 Revenue from Contracts
with Customers
AASB 15 as issued replaces AASB
111, AASB 118 and related IFRIC
Interpretations. The core principle
of AASB 15 is that an entity
recognises revenue in accordance
with the transfer of promised
goods or services to customers
in an amount that reflects the
consideration to which the
82 | Santos Annual Report 2014
entity expects to be entitled in
exchange for those goods or
services. An entity recognises
revenue in accordance with that
core principle by applying the
following steps:
Step 1: Identify the contract(s)
with a customer
Step 2: Identify the performance
obligations in the contract
Step 3: Determine the transaction
price
Step 4: Allocate the transaction
price to the performance
obligations in the contract
Step 5: Recognise revenue when
(or as) the entity satisfies a
performance obligation.
• AASB 2014-3 Amendments to
Australian Accounting Standards
– Accounting for Acquisitions of
Interests in Joint Operations
This standard sets out the
guidance on the accounting for
acquisitions of interests in joint
operations in which the activity
constitutes a business.
• AASB 2015-2 Amendments to
Australian Accounting Standards
– Disclosure Initiative:
Amendments to AASB 101
AASB 2015-2 provides
clarification regarding the
disclosure requirements in
AASB 101. Specifically, the
Standard proposes narrow-
focus amendments to address
some of the concerns expressed
about existing presentation and
disclosure requirements and to
ensure entities are able to use
judgement when applying a
Standard in determining what
information to disclose in their
financial statements.
• AASB 2015-3 Amendments to
Australian Accounting Standards
arising from the withdrawal of
AASB 1031 - Materiality
AASB 2015-3 effects the
withdrawal of AASB 1031 by
amending AASB 108 Accounting
Policies, Changes in Accounting
Estimates and Errors to
supersede AASB 1031 and deletes
references to AASB 1031 in
certain Australian Accounting
Standards.
These amendments have not yet been
adopted by the Group and the Group
is currently assessing the impact of
these standards.
Several other amendments to
standards and interpretations will
apply on or after 1 January 2015, and
have not yet been applied, however
they are not expected to impact the
Group’s annual consolidated financial
statements or half-year condensed
consolidated financial statements.
The accounting policies set out below
have been applied consistently to all
periods presented in the consolidated
financial statements. The accounting
policies have been consistently applied
by the Group.
(c) Basis of consolidation
Subsidiaries are entities controlled by
the Company. Control exists when
the Company is exposed to, or has
the rights to, variable returns from its
involvement with an entity and has the
ability to affect those returns through
its power over the entity. There is a
general presumption that a majority of
voting rights results in control. Where
the Group has less than a majority
of voting rights, all other relevant
facts and circumstances, including
other contractual arrangements and
potential voting rights, are considered
in assessing whether the Group
has power over an investee. The
financial statements of subsidiaries are
included in the consolidated financial
statements from the date that control
commences until the date that control
ceases.
The acquisition of subsidiaries is
accounted for using the acquisition
method of accounting. The
acquisition method of accounting
1. sIGnIFICAnt ACCountInG PoLICIes (ContInueD)
involves recognising at acquisition
date, separately from goodwill, the
identifiable assets acquired, the
liabilities assumed and any non-
controlling interest in the acquiree. The
assets acquired and liabilities assumed
are measured at their acquisition date
fair values (refer note 1(g)).
The difference between the above
items and the fair value of the
consideration, including the fair value
of the pre-existing investment in the
acquiree, is goodwill or a discount on
acquisition.
If the Group loses control over a
subsidiary it will:
• derecognise the assets and
liabilities of the subsidiary;
• derecognise the carrying value
of any non-controlling interest;
• derecognise the cumulative
translation differences, recorded
in equity;
• recognise the fair value of the
consideration received;
• recognise the fair value of any
investment retained; and
• recognise any surplus or deficit
in the income statement.
A change in ownership interest of a
subsidiary that does not result in the
loss of control is accounted for as an
equity transaction.
Investments in subsidiaries are carried
at their cost of acquisition, less any
impairment charges, in the parent
entity’s financial statements.
Intra-group balances and any
unrealised gains and losses or income
and expenses arising from intra-group
transactions are eliminated in preparing
the consolidated financial statements.
Non-controlling interests
Non-controlling interests in the net
assets of consolidated entities are
allocated their share of net profit
after tax in the income statement,
and are identified separately from the
Group’s equity in those entities. Losses
are attributed to the non-controlling
interests even if that results in a deficit
balance.
Joint arrangements
The Group’s investments in joint
arrangements are classified as either
joint operations or joint ventures;
depending on the contractual rights
and obligations each investor has,
rather than the legal structure of
the joint arrangement.
Joint operations
Santos’ exploration and production
activities are often conducted through
joint arrangements governed by joint
operating agreements, production
sharing contracts or similar contractual
relationships. A summary of the
Group’s interests in its material joint
operations is included in note 26.
A joint operation involves the joint
control, and often the joint ownership,
of one or more assets contributed to,
or acquired for the purpose of, the
joint operation and dedicated to the
purposes of the joint operation.
The assets are used to obtain benefits
for the parties to the joint operation.
Each party may take a share of the
output from the assets and each
bears an agreed share of expenses
incurred. Each party has control over
its share of future economic benefits
through its share of the joint operation.
The interests of the Group in joint
operations are brought to account by
recognising in the financial statements
the Group’s share of jointly controlled
assets, share of expenses and liabilities
incurred, and the income from the sale
or use of its share of the production of
the joint operation in accordance with
the revenue policy in note 1(x).
Joint ventures
The Group has interests in joint
ventures, whereby the venturers
have contractual arrangements
that establish joint control over the
economic activities of the entities.
The Group recognises its interest in
joint ventures using the equity method
of accounting.
Under the equity method, the
investment in a joint venture is
initially recognised in the consolidated
statement of financial position at cost
and adjusted thereafter to recognise
the Group’s share of post-acquisition
changes to the Group’s share of
net assets of the joint venture.
Goodwill relating to the joint venture
is included in the carrying amount of
the investment and is not amortised.
After application of the equity method,
the Group determines whether it is
necessary to recognise any impairment
loss with respect to the Group’s net
investment in the joint venture.
The Group’s share of the joint
venture’s post-acquisition profits
or losses is recognised in the
income statement, and its share
of post-acquisition movements
in reserves is recognised in the
statement of changes in equity and,
when applicable, in the statement
of comprehensive income. The
cumulative post-acquisition
movements are recorded against the
carrying amount of the investment.
Dividends receivable from the joint
venture reduce the carrying amount
of the investment in the consolidated
financial statements of the Group.
The Group’s share in the joint venture’s
profits and losses resulting from
transactions between the Group and
the joint venture is eliminated.
When the Group’s share of losses in
a joint venture equals or exceeds its
interest in the joint venture, including
any unsecured long-term receivables
and loans, the Group does not
recognise further losses, unless it has
incurred obligations or made payments
on behalf of the joint venture. The
reporting dates of the joint venture
and the Group are identical and the
joint venture’s accounting policies are
consistent with those used by the
Group for like transactions and events
in similar circumstances.
| 83
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
1. sIGnIFICAnt ACCountInG PoLICIes (ContInueD)
(d) Foreign currency
Functional and presentation
currency
Both the functional and presentation
currency of Santos Limited is
Australian dollars. Some subsidiaries
have a functional currency other than
Australian dollars which is translated to
the presentation currency (see below).
Transactions and balances
Transactions in foreign currencies
are initially recorded in the functional
currency by applying the exchange
rate ruling at the date of the
transaction. Monetary assets and
liabilities denominated in foreign
currencies are retranslated at the
foreign exchange rate ruling at the
reporting date. Foreign exchange
differences arising on translation are
recognised in the income statement.
Foreign exchange differences that
arise on the translation of monetary
items that form part of the net
investment in a foreign operation are
recognised in the translation reserve in
the consolidated financial statements.
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 initial transaction.
Non-monetary assets and liabilities
denominated in foreign currencies that
are stated at fair value are translated
to the functional currency at foreign
exchange rates ruling at the dates the
fair value was determined.
Group companies
The results of subsidiaries with
a functional currency other than
Australian dollars are translated to
Australian dollars as at the date of
each transaction. The assets and
liabilities are translated to Australian
dollars at foreign exchange rates
ruling at the reporting date. Foreign
exchange differences arising on
retranslation are recognised directly in
the translation reserve.
84 | Santos Annual Report 2014
Exchange differences arising from
the translation of the net investment
in foreign operations and of related
hedges are recognised in the
translation reserve. They are released
into the income statement upon
disposal of the foreign operation.
(e) Derivative financial instruments
The Group regularly uses derivative
financial instruments to hedge its
exposures to changes in foreign
exchange rates, commodity prices
and interest rates arising in the normal
course of business. The principal
derivatives that may be used are
forward foreign exchange contracts,
cross-currency interest rate swaps,
interest rate swaps, commodity
crude oil price swaps and option
contracts. Their use is subject to
a comprehensive set of policies,
procedures and limits approved by
the Board of Directors. The Group
does not trade in derivative financial
instruments for speculative purposes.
Derivative financial instruments
are recognised initially at fair value.
Subsequent to initial recognition,
derivative financial instruments are
stated at fair value. Where derivatives
qualify for hedge accounting (refer
note 1(f)), recognition of any resultant
gain or loss depends on the nature of
the item being hedged, otherwise the
gain or loss on remeasurement to fair
value is recognised immediately in the
income statement.
The fair value of these derivative
financial instruments is the estimated
amount that the Group would receive
or pay to terminate the contracts at
the reporting date, taking into account
current market prices and the current
creditworthiness of the contract
counterparties.
Embedded derivatives
Derivatives embedded in other
financial instruments or other host
contracts are treated as separate
derivatives when their risks and
characteristics are not closely related
to those of the host contract and the
host contracts are not measured at
fair value with changes in fair value
recognised in the income statement.
(f) Hedging
Hedge effectiveness
Hedge accounting (see below) is only
applied where the derivative financial
instrument provides an effective
hedge of the hedged item. Where a
derivative financial instrument provides
a partially effective hedge, any gain
or loss on the ineffective part is
recognised immediately in the income
statement.
Fair value hedge
Where a derivative financial instrument
hedges the changes in fair value of
a recognised asset or liability or an
unrecognised firm commitment (or
an identified portion of such asset,
liability or firm commitment), any gain
or loss on the hedging instrument is
recognised in the income statement.
The hedged item is stated at fair value
in respect of the risk being hedged,
with any gain or loss being recognised
in the income statement.
Cash flow hedge
Where a derivative financial instrument
is designated as a hedge of the
variability in cash flows of a recognised
asset or liability, or a highly probable
forecast transaction, any gain or loss
on the derivative financial instrument
is recognised directly in equity. When
the forecast transaction subsequently
results in the recognition of a non-
financial asset or non-financial liability,
or the forecast transaction for a
non-financial asset or non-financial
liability becomes a firm commitment
for which fair value hedging is applied,
the associated cumulative gain or loss
is removed from equity and included in
the initial cost or other carrying amount
of the non-financial asset or non-
financial liability. If a hedge of a forecast
transaction subsequently results in
the recognition of a financial asset
or a financial liability, the associated
gains and losses that were recognised
directly in equity are reclassified into the
income statement in the same period or
1. sIGnIFICAnt ACCountInG PoLICIes (ContInueD)
periods during which the asset acquired
or liability assumed affects the income
statement.
For cash flow hedges, other than
those covered by the preceding
paragraph, the associated cumulative
gain or loss is removed from equity and
recognised in the income statement
in the same period or periods during
which the hedged forecast transaction
affects the income statement.
When a hedging instrument expires
or is sold, terminated or exercised, or
the entity revokes designation of the
hedge relationship, but the hedged
forecast transaction is still expected
to occur, the cumulative gain or loss
at that point remains in equity and is
recognised in accordance with the
above policy when the transaction
occurs. If the hedged transaction is
no longer expected to take place, the
cumulative unrealised gain or loss
recognised in equity is recognised
immediately in the income statement.
Hedge of monetary assets and
liabilities
When a derivative financial instrument
is used to hedge economically the
foreign exchange exposure of a
recognised monetary asset or liability,
hedge accounting is not applied
and any gain or loss on the hedging
instrument is recognised in the income
statement.
Hedge of net investment in a
foreign operation
The gain or loss on an instrument
used to hedge a net investment in a
foreign operation is recognised directly
in equity. On disposal of the foreign
operation, the cumulative value of
any such gains or losses recognised
directly in equity is transferred to the
income statement.
(g) Acquisition of assets
All assets acquired are recorded at
their cost of acquisition, being the
amount of cash or cash equivalents
paid, and the fair value of assets given,
shares issued or liabilities incurred.
The cost of an asset comprises
the purchase price including any
incidental costs directly attributable
to the acquisition; any costs directly
attributable to bringing the asset to
the location and condition necessary
for it to be capable of operating;
and the estimate of the costs of
dismantling and removing the asset
and restoring the site on which it is
located determined in accordance with
note 1(q).
Business combinations
A business combination is a
transaction in which an acquirer
obtains control of one or more
businesses. The acquisition method of
accounting is used to account for all
business combinations regardless of
whether equity instruments or other
assets are acquired.
The acquisition method is only applied
to a business combination when
control over the business is obtained.
Subsequent changes in interests in a
business where control already exists
are accounted for as transactions
between owners.
The cost of the business combination
is measured as the fair value of the
assets given, shares issued and
liabilities incurred or assumed at the
date of acquisition. The cost includes
the fair value of any contingent
consideration. Subsequent changes
to the fair value of the contingent
consideration which is deemed to be
an asset or liability will be recognised
in either the income statement or
in other comprehensive income.
Where the contingent consideration
is classified as equity, it shall not be
remeasured.
Costs directly attributable to the
business combination are expensed
as incurred.
Where settlement of any part of
cash consideration is deferred, the
amounts payable in the future are
discounted to their present value as
at the acquisition date. The discount
rate used is the entity’s incremental
borrowing rate, being the rate at which
a similar borrowing could be obtained
from an independent financier under
comparable terms and conditions.
The excess of the consideration
transferred, the amount of any non-
controlling interest in the acquiree and
the acquisition date fair value of any
previous equity interest in the acquiree
over the fair value of the Group’s
share of the net identifiable assets
acquired is recorded as goodwill. If
those amounts are less than the fair
value of the net identifiable assets
of the subsidiary acquired and the
measurement of all amounts has been
reviewed, the difference is recognised
directly in the income statement as a
bargain purchase.
(h) exploration and evaluation
expenditure
Exploration and evaluation expenditure
in respect of each area of interest is
accounted for using the successful
efforts method of accounting. The
successful efforts method requires all
exploration and evaluation expenditure
to be expensed in the period it
is incurred, except the costs of
acquiring interests in new exploration
and evaluation assets, the costs of
successful wells and appraisal costs
relating to determining development
feasibility, which are capitalised as
intangible exploration and evaluation
assets.
An area of interest refers to an
individual geological area where the
presence of oil or a natural gas field
is considered favourable or has been
proved to exist, and in most cases will
comprise an individual prospective oil
or gas field.
Exploration and evaluation expenditure
is recognised in relation to an area of
interest when the rights to tenure of
the area of interest are current and
either:
(i)
such expenditure is expected to
be recovered through successful
development and commercial
exploitation of the area of interest
or, alternatively, by its sale; or
| 85
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
1. sIGnIFICAnt ACCountInG PoLICIes (ContInueD)
(ii)
the exploration activities in the
area of interest have not yet
reached a stage that permits
reasonable assessment of
the existence of economically
recoverable reserves and active
and significant operations in, or in
relation to, the area of interest are
continuing.
Where an ownership interest in an
exploration and evaluation asset
is exchanged for another, the
transaction is recognised by reference
to the carrying value of the original
interest. Any cash consideration
paid, including transaction costs, is
accounted for as an acquisition of
exploration and evaluation assets.
Any cash consideration received,
net of transaction costs, is treated
as a recoupment of costs previously
capitalised with any excess accounted
for as a gain on disposal of non-
current assets.
The carrying amounts of the Group’s
exploration and evaluation assets
are reviewed at each reporting date,
in conjunction with the impairment
review process referred to in note
1(p), to determine whether any of the
following indicators of impairment
exists:
(i)
(ii)
tenure over the licence area has
expired during the period or will
expire in the near future, and is
not expected to be renewed; or
substantive expenditure on
further exploration for and
evaluation of mineral resources in
the specific area is not budgeted
or planned; or
(iii) exploration for and evaluation
of resources in the specific area
have not led to the discovery of
commercially viable quantities
of resources, and the Group has
decided to discontinue activities
in the specific area; or
(iv) sufficient data exist to indicate
that although a development is
likely to proceed, the carrying
amount of the exploration and
evaluation asset is unlikely to be
recovered in full from successful
development or from sale.
Where an indicator of impairment
exists, a formal estimate of the
recoverable amount is made and any
resultant impairment loss is recognised
in the income statement.
When approval of commercial
development of a discovered oil or
gas field occurs, the accumulated
exploration and evaluation expenditure
is transferred to oil and gas assets –
assets in development.
(i) oil and gas assets
Oil and gas assets are usually single
oil or gas fields being developed for
future production or which are in
the production phase. Where several
individual oil or gas fields are to be
produced through common facilities,
the individual oil or gas field and the
associated production facilities are
managed and reported as a single oil
and gas asset.
Assets in development
When the technical and commercial
feasibility of an undeveloped oil or
gas field has been demonstrated
and approval of commercial
development occurs, the field enters
its development phase. The costs of
oil and gas assets in the development
phase are separately accounted for
as tangible assets and include past
exploration and evaluation costs,
development drilling and other
subsurface expenditure, surface plant
and equipment and any associated
land and buildings. Other subsurface
expenditures include the costs of
de-watering coal seam gas fields to
provide access to the coal seams to
enable production from coal seam
gas reserves. De-watering costs are
the costs of extracting, transporting,
treating and disposing of water during
the development phases of the coal
seam gas fields.
When commercial operation
commences the accumulated costs
are transferred to oil and gas assets –
producing assets.
Producing assets
The costs of oil and gas assets in
production are separately accounted
for as tangible assets and include past
exploration and evaluation costs, pre-
production development costs and the
ongoing costs of continuing to develop
reserves for production and to expand
or replace plant and equipment and
any associated land and buildings.
These costs are subject to
depreciation and depletion in
accordance with note 1(k).
Ongoing exploration and evaluation
activities
Often the initial discovery and
development of an oil or gas asset will
lead to ongoing exploration for, and
evaluation of, potential new oil or gas
fields in the vicinity with the intention
of producing any near field discoveries
using the infrastructure in place.
Exploration and evaluation expenditure
associated with oil and gas assets
is accounted for in accordance with
the policy in note 1(h). Exploration
and evaluation expenditure amounts
capitalised in respect of oil and gas
assets are separately disclosed in
note 12.
(j)
Land, buildings, plant and
equipment
Land and buildings are measured at
cost less accumulated depreciation
on buildings, less any impairment
losses recognised.
Plant and equipment is stated at
cost less accumulated depreciation
and any accumulated impairment
losses. Such cost includes the cost of
rotable spares and insurance spares
that are purchased for specific plant
and equipment items. Similarly, the
cost of major cyclical maintenance is
recognised in the carrying amount of
the related plant and equipment as
a replacement only if it is eligible for
capitalisation. Any remaining carrying
amount from the cost of
86 | Santos Annual Report 2014
1. sIGnIFICAnt ACCountInG PoLICIes (ContInueD)
the previous major cyclical
maintenance is derecognised. All
other repairs and maintenance are
recognised in the income statement as
incurred.
Depreciation on buildings, plant and
equipment is calculated in accordance
with note 1(k).
(k) Depreciation and depletion
Depreciation charges are calculated
to write off the depreciable value of
buildings, plant and equipment over
their estimated economic useful lives
to the Group. Each component of an
item of buildings, plant and equipment
with a cost that is significant in
relation to the total cost of the asset
is depreciated separately. The residual
value, useful life and depreciation
method applied to an asset are
reviewed at the end of each annual
reporting period.
Depreciation of onshore buildings,
plant and equipment and corporate
assets is calculated using the straight-
line method of depreciation on an
individual asset basis from the date
the asset is available for use, unless a
units of production method represents
a more systematic allocation of the
asset’s depreciable amount over its
economic useful life.
The estimated useful lives for each
class of onshore assets for the current
and comparative periods are generally
as follows:
• Buildings
20 – 50 years
• Plant and equipment:
- Computer equipment 3 – 5 years
- Motor vehicles
4 – 7 years
- Furniture and fittings 10 – 20 years
10 – 30 years
- Pipelines
10 – 50 years
- Plant and facilities
Depreciation of offshore plant and
equipment is calculated using the units
of production method for an asset
or group of assets from the date of
commencement of production.
Depletion charges are calculated
using the units of production method
based on heating value which will
amortise the cost of carried forward
exploration, evaluation and subsurface
development expenditure (“subsurface
assets”) over the life of the estimated
Proven plus Probable (“2P”)
hydrocarbon reserves for an asset or
group of assets, together with future
subsurface costs necessary to develop
the hydrocarbon reserves in the
respective asset or group of assets.
The heating value measurement
used for the conversion of volumes
of different hydrocarbon products is
barrels of oil equivalent.
Depletion is not charged on costs
carried forward in respect of assets
in the development stage until
production commences.
(i)
(ii)
drilling and maintenance stocks,
which include plant spares,
consumables and maintenance
and drilling tools used for
ongoing operations, are valued at
weighted average cost; and
petroleum products, which
comprise extracted crude
oil, liquefied petroleum gas,
condensate and naphtha stored
in tanks and pipeline systems and
processed sales gas and ethane
stored in subsurface reservoirs,
are valued using the absorption
cost method in a manner
which approximates specific
identification.
(n) trade and other receivables
(l) Available-for-sale financial assets
Financial instruments classified as
being available for sale are stated
at fair value, where that fair value
can be reliably measured, with any
resultant gain or loss being recognised
directly in equity. In the instance that
an instruments fair value cannot be
reliably measured, the instrument
is carried at cost and tested for
impairment, with any impairment
charge being recorded within profit or
loss.
The fair value of financial instruments
classified as available for sale is their
quoted bid price at the close of
business on the reporting date.
Financial instruments classified as
available for sale are recognised
or derecognised on the date of
commitment to purchase or sell the
investments. When these investments
are derecognised, the cumulative gain
or loss previously recognised directly
in equity is recognised in the income
statement.
(m) Inventories
Inventories are stated at the lower
of cost and net realisable value. Net
realisable value is the estimated
selling price in the ordinary course of
business, less the estimated costs of
completion and selling expenses. Cost
is determined as follows:
Trade and other receivables are initially
recognised at fair value, which in
practice is the equivalent of cost, less
any impairment losses.
Long-term receivables are discounted
and are stated at amortised cost, less
any impairment losses.
Trade and other receivables are
assessed for indicators of impairment
at each reporting date. Where a
receivable is impaired the amount
of the impairment is the difference
between the asset’s carrying value and
the present value of estimated future
cash flows, discounted at the original
effective interest rate. The carrying
amount of the receivable is reduced
through the use of an allowance
account. Changes in the allowance
account are recognised in the income
statement.
(o) Cash and cash equivalents
Cash and cash equivalents comprise
cash balances and short-term deposits
that are readily convertible to known
amounts of cash, are subject to an
insignificant risk of changes in value,
and generally have an original maturity
of three months or less.
| 87
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
1. sIGnIFICAnt ACCountInG PoLICIes (ContInueD)
(p) Impairment
The carrying amounts of the Group’s
assets, other than inventories and
deferred tax assets, are reviewed
at each reporting date to determine
whether there is any indication of
impairment. Where an indicator of
impairment exists, a formal estimate of
the recoverable amount is made.
Oil and gas assets, land, buildings,
plant and equipment are assessed
for impairment on a cash-generating
unit basis. A cash-generating unit
is the smallest grouping of assets
that generates independent cash
inflows, and generally represents an
individual oil or gas field. Impairment
losses recognised in respect of
cash-generating units are allocated
to reduce the carrying amount of the
assets in the unit on a pro-rata basis.
Individual assets or sub-component
groups of assets within a cash-
generating unit may become impaired
if circumstances related to their
ongoing use change or there is an
indication that the benefits to be
obtained from ongoing use are likely
to be less than the carrying value of
the individual asset or sub-component
group of assets.
Exploration and evaluation assets are
assessed for impairment in accordance
with note 1(h).
An impairment loss is recognised in
the income statement whenever
the carrying amount of an asset or
its cash-generating unit exceeds its
recoverable amount.
Where a decline in the fair value of
an available-for-sale financial asset
has been recognised directly in equity
and there is objective evidence that
the asset is impaired, the cumulative
loss that had been recognised directly
in equity is recognised in the income
statement even though the financial
asset has not been derecognised. The
amount of the cumulative loss that is
recognised in the income statement is
the difference between the acquisition
cost and current fair value, less any
88 | Santos Annual Report 2014
impairment loss on that financial asset
previously recognised in the income
statement.
Calculation of recoverable amount
The recoverable amount of an asset is
the greater of its fair value less costs
to sell and its value in use. In assessing
value in use, an asset’s estimated
future cash flows are discounted to
their present value using a pre-tax
discount rate that reflects current
market assessments of the time value
of money and the risks specific to
the asset. Where an asset does not
generate cash flows that are largely
independent from other assets or
groups of assets, the recoverable
amount is determined for the cash-
generating unit to which the asset
belongs.
For oil and gas assets, the estimated
future cash flows for the value-in-use
calculation are based on estimates,
the most significant of which are
2P hydrocarbon reserves, future
production profiles, commodity
prices, operating costs and any future
development costs necessary to
produce the reserves. Under a fair
value less costs to sell calculation,
future cash flows are based on
estimates of 2P hydrocarbon reserves
in addition to other relevant factors,
such as value attributable to additional
resource and exploration opportunities
beyond 2P reserves based on
production plans.
Estimates of future commodity
prices are based on the Group’s best
estimate of future market prices with
reference to external market analysts’
forecasts, current spot prices and
forward curves. Future commodity
prices are reviewed at least annually.
Where volumes are contracted, future
prices are based on the contracted
price. Future Brent price estimates
assume US$55/bbl in 2015, US$70/
bbl in 2016, US$80/bbl in 2017,
US$90/bbl in 2018 and US$90/bbl
(2014 real) from 2019.
Forecasts of the foreign exchange rate
for foreign currencies, where relevant,
are estimated with reference to
observable external market data and
forward values, including analysis of
broker and consensus estimates.
The future estimated rate applied is
A$/US$ of 0.80 in all years.
The discount rates applied to the
future forecast cash flows are based
on the Group’s post-tax weighted
average cost of capital, adjusted for
risks where appropriate, including
functional currency of the asset, and
risk profile of the countries in which
the asset operates.
Reversals of impairment
An impairment loss is reversed if there
has been an increase in the estimated
recoverable amount of a previously
impaired asset. An impairment loss
is reversed only to the extent that
the asset’s carrying amount does
not exceed the carrying amount that
would have been determined, net
of depreciation or depletion, if no
impairment loss had been recognised.
Impairment losses recognised in
the income statement on equity
instruments classified as available-for-
sale financial assets are not reversed.
(q) Provisions
A provision is recognised in the
statement of financial position when
the Group has a present legal or
constructive obligation as a result of
a past event and it is probable that
an outflow of resources embodying
economic benefits will be required
to settle the obligation and a reliable
estimate can be made of the amount
of the obligation.
Provisions are measured at the
present value of management’s best
estimate of the expenditure required
to settle the present obligation using a
discounted cash flow methodology. If
the effect of the time value of money
is material, the provision is discounted
using a current pre-tax rate that
reflects current market assessments
of the time value of money and, where
appropriate, the risks specific to the
liability. The increase in the provision
1. sIGnIFICAnt ACCountInG PoLICIes (ContInueD)
resulting from the passage of time is
recognised in finance costs.
Restoration
Provisions for future environmental
restoration are recognised where
there is a present obligation as a
result of exploration, development,
production, transportation or storage
activities having been undertaken,
and it is probable that an outflow of
economic benefits will be required to
settle the obligation. The estimated
future obligations include the costs of
removing facilities, abandoning wells
and restoring the affected areas.
The provision for future restoration
costs is the best estimate of
the present value of the future
expenditure required to settle
the restoration obligation at the
reporting date, based on current
legal requirements. Future restoration
costs are reviewed annually and any
changes in the estimate are reflected
in the present value of the restoration
provision at the reporting date, with a
corresponding change in the cost of
the associated asset.
The amount of the provision for
future restoration costs relating
to exploration, development and
production facilities is capitalised and
depleted as a component of the cost
of those activities.
Remediation
Provisions for remediation costs are
recognised where there is a present
obligation as a result of an unexpected
event that occurs outside of the
planned operations of an asset.
The provision for future remediation
costs is the best estimate of the
present value of the future expenditure
required to settle the remediation
obligation at the reporting date, based
on current legal requirements. Future
remediation costs are reviewed annually
and any changes in the estimate are
reflected in the present value of the
remediation provision at the reporting
date, with a corresponding charge to
the income statement.
Carbon tax
The Group estimates its emissions
liability in accordance with the Clean
Energy Act 2011 (Cth) and associated
pronouncements, based on covered
emissions arising from facilities for
which the Group has operational
control.
The determination of covered
emissions includes both measured and
estimated data based on operational
activities and judgement in regard to
the expected liable facilities for the
relevant compliance period under the
legislation.
Carbon permits are purchased when
the provision for carbon is required
to be settled. The carbon provision
is derecognised from the statement
of financial position when purchased
permits are delivered to the Australian
Government in settlement of the
liability.
On 17 July 2014, the Clean Energy
Legislation (Carbon Tax Repeal) Act
2014 (Cth) received Royal Assent,
abolishing carbon tax with effect from
1 July 2014. The carrying amount of
the provision for carbon, relating to
the liability incurred up to the date of
repeal, is disclosed in note 18.
(r) employee benefits
Wages, salaries and sick leave
Liabilities for wages and salaries,
including non-monetary benefits that
are expected to be settled within
12 months of the reporting date are
recognised in respect of employees’
services up to the reporting date.
They are measured at the amounts
expected to be paid when the liabilities
are settled. Expenses for non-vesting
sick leave are recognised when the
leave is taken and are measured at the
rates paid or payable.
Long-term service benefits
Liabilities for long service leave and
annual leave that is not expected
to be taken within 12 months of the
respective service being provided,
are recognised and measured as
the present value of the estimated
future cash outflows to be made in
respect of employees’ services up
to the reporting date. The obligation
is calculated using expected future
increases in wage and salary rates,
experience of employee departures
and periods of service. Expected
future payments are discounted
using the rates attached to the
Commonwealth Government bonds
at the reporting date which have
maturity dates approximating the
terms of the Group’s obligations.
The obligations are presented as
current liabilities in the statement
of financial position if the Group does
not have the unconditional right to
defer settlement for at least 12 months
after the reporting date, regardless
of when the actual settlement is
expected to occur.
Defined contribution plans
The Group contributes to several
defined contribution superannuation
plans. Obligations for contributions
are recognised as an expense in the
income statement as incurred.
Defined benefit plan
The Group’s net obligation in respect
of the defined benefit superannuation
plan is calculated by estimating
the amount of future benefit that
employees have earned in return for
their service in the current and prior
periods; that benefit is discounted
to determine its present value, and
the fair value of any plan assets is
deducted.
The discount rate is the yield at the
reporting date on Commonwealth
Government bonds that have maturity
dates approximating the terms of the
Group’s obligations. The calculation is
performed by a qualified actuary using
the projected unit credit method.
| 89
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
1. sIGnIFICAnt ACCountInG PoLICIes (ContInueD)
When the benefits of the plan are
improved, the portion of the increased
benefit relating to past service by
employees is recognised as an expense
in the income statement on a straight
line basis over the average period
until the benefits become vested.
To the extent that the benefits vest
immediately, the expense is recognised
immediately in the income statement.
Actuarial gains or losses that arise in
calculating the Group’s obligation in
respect of the plan are recognised
directly in retained earnings.
When the calculation results in plan
assets exceeding liabilities to the
Group, the recognised asset is limited
to the net total of any unrecognised
actuarial losses and past service costs
and the present value of any future
refunds from the plan or reductions in
future contributions to the plan.
Past service cost is the increase in the
present value of the defined benefit
obligation for employee services in
prior periods, resulting in the current
period from the introduction of,
or changes to, post-employment
benefits or other long-term employee
benefits. Past service cost may be
either positive (where benefits are
introduced or improved) or negative
(where existing benefits are reduced).
Share-based payment transactions
Santos executive share-based
payment plans
The Santos Executive Share Option
Plan allows eligible executives to
acquire shares in the capital of the
Company.
The fair value of options granted is
recognised as an employee expense
with a corresponding increase in
equity. The fair value is measured at
grant date and recognised over the
period during which the executive
becomes unconditionally entitled
to the options. The fair value of the
options granted is measured using a
Monte Carlo simulation method, taking
into account the terms and market
conditions upon which the options
90 | Santos Annual Report 2014
were granted. The amount recognised
as an expense is only adjusted
when the options do not vest due
to non-market-related conditions.
Share Acquisition Rights (“SARs”)
issued under the Santos Employee
Equity Incentive Plan (“SEEIP”)
allow eligible executives to receive
SARs upon the satisfaction of set
market and non-market performance
conditions. The fair value of the SARs
granted under this plan is measured
by discounting the share price on the
grant date using the assumed dividend
yield for the term of the SAR. The
amount recognised as an expense is
adjusted each reporting period based
on an estimate of the likelihood of
achieving the performance conditions.
The fair value of SARs issued to
eligible executives under the Executive
Long-term Incentive Program is
recognised as an employee expense
with a corresponding increase in
equity. The fair value is measured at
grant date and recognised over the
period during which the executive
becomes unconditionally entitled
to the SARs. The fair value of the
performance-based SARs granted
is measured using a Monte Carlo
simulation method, taking into account
the terms and market conditions upon
which the SARs were granted. The
fair value of the deferred-based SARs
granted is measured by discounting
the share price on the grant date
using the assumed dividend yield for
the term of the SAR. The amount
recognised as an expense is only
adjusted when the SARs do not vest
due to non-market-related conditions.
Cash-settled share-based payment
plans
The Group recognises the fair value
of cash-settled share-based payment
transactions as an employee expense
with a corresponding increase in the
liability for employee benefits. The fair
value of the liability is measured initially,
and at the end of each reporting
period until settled, at the fair value of
the cash-settled share-based payment
transaction, by using a Monte Carlo
simulation method, taking into account
the terms and conditions on which
the cash-settled share-based payment
transactions were granted, and the
extent to which the employees have
rendered service to date.
General employee share plans
Santos operates two general employee
share plans, Share1000 Plan and
ShareMatch Plan, under the Santos
Employee Share Purchase Plan,
which are open to eligible executives
and employees. The Share1000
Plan provides for grants of fully paid
ordinary shares in the capital of the
Company up to a value determined by
the Board.
The fair value per share is determined
by the Volume Weighted Average
Price (“VWAP”) of ordinary Santos
shares on the ASX during the week
up to and including the date of issue
of the shares. The fair value of shares
granted is recognised as an employee
expense with a corresponding increase
in issued capital.
The ShareMatch Plan allows eligible
executives and employees to purchase
shares through salary sacrifice over
a maximum 12-month period, and to
receive matched SARs at a ratio set
by the Board.
The fair value per share is determined
by the VWAP of ordinary Santos
shares on the ASX during the week
up to and including the date of issue
of the shares. The fair value of shares
is recognised as an increase in issued
capital with a corresponding increase
in loans receivable.
The fair value of matched SARs is
measured by discounting the share
price on the grant date using the
assumed dividend yield for the
term of the matched SAR. The fair
value is measured at grant date and
recognised as an employee expense
with a corresponding increase in
equity over the period during which
the eligible executive or employee
becomes unconditionally entitled to
the SARs.
1. sIGnIFICAnt ACCountInG PoLICIes (ContInueD)
Santos Eastern Star Gas Limited
Employee Incentive Plan
Under the Santos Eastern Star Gas
Limited Employee Incentive Plan,
eligible employees were granted
ordinary shares in Santos, in exchange
for Eastern Star Gas Limited (“ESG”),
(now Santos NSW Pty Ltd), shares
issued under the Eastern Star Gas
Limited Employee Incentive Plan
pursuant to the acquisition of ESG.
The cost of the ESG shares acquired
is determined by reference to the fair
value of the equity and associated
interest-free employee loans, which
is measured using a Monte Carlo
simulation method, taking into account
the contractual life of the loans and
the expectation of early repayment,
with a corresponding increase in
equity.
These fully paid ordinary shares are
not quoted on the ASX as they are
subject to trading restrictions while
the loans are outstanding. Under
the terms of the plan, Santos holds
a lien over the issued shares and
the employees have no obligation
to repay the outstanding loans. The
loans are granted with terms of up to
five years, and if the loans were not
repaid before expiration of the term,
the entitlement to the shares would be
forfeited and the shares would be sold
on-market by Santos. The loans are
not recognised as receivables and an
increase in issued capital is recognised
upon receipt of payment of the loans
or proceeds of sales.
(s) Interest-bearing borrowings
Interest-bearing borrowings are
recognised initially at fair value, net of
transaction costs incurred. Subsequent
to initial recognition, interest-bearing
borrowings are stated at amortised
cost with any difference between
cost and redemption value being
recognised in the income statement
over the period of the borrowings on
an effective interest basis.
Fixed rate notes that are hedged by an
interest rate swap are recognised at
fair value (refer note 1(f)).
(t) Borrowing costs
Transaction costs
Borrowing costs, including interest
and finance charges relating to major
oil and gas assets under development
up to the date of commencement
of commercial operations, are
capitalised as a component of the
cost of development. Where funds
are borrowed specifically for qualifying
projects the actual borrowing costs
incurred are capitalised. Where the
projects are funded through general
borrowings the borrowing costs are
capitalised based on the weighted
average borrowing rate (refer note
17). Borrowing costs incurred after
commencement of commercial
operations are expensed.
All other borrowing costs are
recognised in the income statement in
the period in which they are incurred.
(u) Deferred income
A liability is recorded for obligations
under sales contracts to deliver
natural gas in future periods for which
payment has already been received.
Deferred income is also recognised
on asset-sale agreements where
consideration is received prior to all
conditions precedent being fulfilled.
(v) trade and other payables
Trade and other payables are
recognised when the related
goods or services are received, at
the amount of cash or cash equivalent
that will be required to discharge the
obligation, gross of any settlement
discount offered. Trade payables are
non-interest bearing and are settled
on normal terms and conditions.
(w) share capital
Ordinary share capital
Ordinary share capital is classified as
equity.
Dividends
Dividends are recognised as a liability
at the time the Directors resolve to
pay or declare the dividend.
Transaction costs of an equity
transaction are accounted for as a
deduction from equity, net of any
related income tax benefit.
(x) Revenue
Revenue is recognised in the income
statement when the significant risks
and rewards of ownership have been
transferred to the buyer. Revenue
is recognised and measured at the
fair value of the consideration or
contributions received, net of goods
and services tax or similar taxes, to the
extent it is probable that the economic
benefits will flow to the Group and the
revenue can be reliably measured.
Sales revenue
Sales revenue is recognised on
the basis of the Group’s interest in
a producing field (“entitlements”
method), when the physical product
and associated risks and rewards of
ownership pass to the purchaser,
which is generally at the time of ship
or truck loading, or on the product
entering the pipeline.
Revenue earned under a production
sharing contract (“PSC”) is recognised
on a net entitlements basis according
to the terms of the PSC.
Dividends
Dividend revenue from controlled
entities is recognised as the dividends
are declared, and from other parties as
the dividends are received.
Overriding royalties
Royalties recognised on farmed-out
operating lease rights are recognised
as revenue as they accrue in
accordance with the terms of the
overriding-royalty agreements.
Pipeline tariffs and processing tolls
Tariffs and tolls charged to other
entities for use of pipelines and
facilities owned by the Group are
recognised as revenue as they accrue
in accordance with the terms of the
tariff and tolling agreements.
| 91
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
1. sIGnIFICAnt ACCountInG PoLICIes (ContInueD)
Trading revenue
Trading revenue represents the net
revenue derived from the purchase
and subsequent sale of hydrocarbon
products from third parties where the
risks and benefits of ownership of the
product do not pass to the Group, or
where the Group acts as an agent
or broker with compensation on a
commission or fee basis.
(y) Interest income
Interest income is recognised in the
income statement as it accrues, using
the effective interest method. This is
a method of calculating the amortised
cost of a financial asset and allocating
the interest income over the relevant
period using the effective interest
rate, which is the rate that exactly
discounts estimated future cash
receipts through the expected life of
the financial asset to the net carrying
amount of the financial asset.
(z) other income
Other income is recognised in the
income statement at the fair value
of the consideration received or
receivable, net of goods and services
tax, when the significant risks and
rewards of ownership have been
transferred to the buyer or when the
service has been performed.
The gain or loss arising on disposal
of a non-current asset is included as
other income at the date control of
the asset passes to the buyer. The
gain or loss on disposal is calculated as
the difference between the carrying
amount of the asset at the time of
disposal and the net proceeds on
disposal.
(aa) Leases
The determination of whether
an arrangement is or contains a
lease is based on the substance of
the arrangement and requires an
assessment of whether the fulfilment
of the arrangement is dependent on
the use of a specific asset or assets
and whether the arrangement conveys
a right to use the asset.
92 | Santos Annual Report 2014
Leases are classified as finance leases
when the terms of the lease transfer
substantially all the risks and rewards
incidental to ownership of the leased
asset to the lessee. All other leases are
classified as operating leases.
Finance leases are capitalised at the
lease’s inception at the fair value
of the leased property or, if lower,
the present value of the minimum
lease payments. The corresponding
liability to the lessor is included in
the statement of financial position
as a finance lease obligation. Lease
payments are apportioned between
finance charges and reduction of the
lease obligations so as to achieve
a constant rate of interest on the
remaining balance of the liability.
Assets under finance lease are
depreciated over the shorter of the
estimated useful life of the asset and
the lease term if there is no reasonable
expectation that the Group will obtain
ownership by the end of the lease
term.
Operating lease payments are
recognised as an expense on a
straight-line basis over the lease term,
except where another systematic
basis is more representative of the
time pattern in which economic
benefits from the leased asset are
consumed. Contingent rentals arising
under operating leases are recognised
as an expense in the period in which
they are incurred.
(ab) Carbon tax
On 17 July 2014, the Clean Energy
Legislation (Carbon Tax Repeal) Act
2014 (Cth) received Royal Assent,
abolishing carbon tax with effect from
1 July 2014.
Carbon costs incurred to the date of
repeal are recognised as an operating
expense in the income statement as
emissions are produced.
Carbon costs that are recovered from
customers are recognised as sales
revenue in the income statement in
accordance with note 1(x).
(ac) Goods and services tax
Revenues, expenses and assets
are recognised net of the amount
of goods and services tax (“GST”),
except where the amount of GST
incurred is not recoverable from the
Australian Taxation Office (“ATO”).
In these circumstances the GST is
recognised as part of the cost of
acquisition of the asset or as part of
the expense.
Receivables and payables are stated
with the amount of GST included. The
net amount of GST recoverable from,
or payable to, the ATO is included
as a current asset or liability in the
statement of financial position.
Cash flows are included in the statement
of cash flows on a gross basis. The GST
components of cash flows arising
from investing and financing activities
which are recoverable from, or payable
to, the ATO are classified as operating
cash flows.
Similar taxes in other tax jurisdictions
are accounted for in a like manner.
(ad) taxation
Income tax
Income tax on the profit or loss for
the year comprises current and
deferred tax. Income tax is recognised
in the income statement except to
the extent that it relates to items
recognised directly in equity, in which
case it is recognised in equity.
Current tax is the amount of income
tax payable on the taxable profit
or loss for the year, using tax rates
enacted or substantively enacted at
the reporting date, and any adjustment
to tax payable in respect of previous
years.
Deferred tax is determined using
the statement of financial position
approach, providing for temporary
differences between the carrying
amounts of assets and liabilities for
financial reporting purposes and the
appropriate tax bases. The following
temporary differences are not provided
1. sIGnIFICAnt ACCountInG PoLICIes (ContInueD)
for: the initial recognition of assets or
liabilities that affect neither accounting
nor taxable profit; and differences
relating to investments in subsidiaries
to the extent 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 reporting
date.
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. For Petroleum Resource Rent
Tax (“PRRT”) purposes, the impact of
future augmentation on expenditure is
included in the determination of future
taxable profits when assessing the
extent to which a deferred tax asset
can be recognised in the statement of
financial position. Deferred tax assets
are reduced to the extent that it is no
longer probable that the related tax
benefit will be realised.
The Company and all of its wholly
owned Australian resident entities
are part of a tax-consolidated group
under Australian taxation law. Santos
Limited is the head entity in the
tax-consolidated group. Current tax
expense or benefit-deferred tax
liabilities and deferred tax assets
arising from temporary differences of
the members of the tax-consolidated
group are allocated amongst the
members of the tax-consolidated
group using a “stand-alone taxpayer”
approach in accordance with
Interpretation 1052 Tax Consolidation
Accounting and are recognised in the
separate financial statements of each
entity. Current tax liabilities and assets
and deferred tax assets arising from
unused tax losses and tax credits of
the members of the tax-consolidated
group are recognised by the Company
(as head entity in the tax-consolidated
group).
The Company and the other entities
in the tax-consolidated group have
entered into a tax funding agreement.
Tax contribution amounts payable
under the tax funding agreement are
recognised as payable to or receivable
by the Company and each other
member of the tax-consolidated
group. Where the tax contribution
amount recognised by each member
of the tax-consolidated group for
a particular period under the tax
funding agreement is different from
the aggregate of the current tax
liability or asset and any deferred tax
asset arising from unused tax losses
and tax credits in respect of that
period assumed by the Company,
the difference is recognised as a
contribution from (or distribution to)
equity participants.
The Company and the other entities in
the tax-consolidated group have also
entered into a tax sharing agreement
pursuant to which the other entities
may be required to contribute to the
tax liabilities of the Company in the
event of default by the Company or
upon leaving the tax-consolidated
group.
Royalty-related taxation
PRRT, Resource Rent Royalty and
Timor-Leste’s Additional Profits Tax
are accounted for as income tax as
described above.
From 1 July 2012, the existing PRRT
regime was extended to apply to
all Australian petroleum production
sourced from projects located onshore,
in territorial waters and the North
West Shelf project area. On transition
to the extended PRRT regime, a
starting tax base is immediately
available to be deducted against the
relevant project profits, giving rise to
a potential deferred tax asset. The
recoverability of a deferred tax asset
arising from transition to the extended
PRRT regime has been assessed as
described above.
(ae) Discontinued operations and
non-current assets held for sale
A discontinued operation is a
significant component of the Group
that has been disposed of, or is
classified as held for sale, and that
represents a separate major line of
business or geographical area of
operations, and is part of a single
coordinated plan to dispose of such a
line of business or area of operations.
The results of discontinued operations
are presented separately on the face
of the income statement and the
assets and liabilities are presented
separately on the statement of
financial position.
Non-current assets and disposal
groups are classified as held for sale
and measured at the lower of their
carrying amount and fair value less
costs to sell if their carrying amount
will be recovered principally through
a sale transaction. They are not
depreciated or amortised. For an asset
or disposal group to be classified as
held for sale, it must be available for
immediate sale in its present condition
and its sale must be highly probable.
An impairment loss is recognised for
any initial or subsequent write-down
of the asset (or disposal group) to
fair value less costs to sell. A gain
is recognised for any subsequent
increases in fair value less costs to
sell of an asset (or disposal group)
but not in excess of any cumulative
impairment loss previously recognised.
A gain or loss not previously
recognised by the date of the sale
of the non-current asset (or disposal
group) is recognised at the date of
derecognition.
| 93
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
1. sIGnIFICAnt ACCountInG PoLICIes (ContInueD)
(af) significant accounting
judgements, estimates and
assumptions
The carrying amounts of certain
assets and liabilities are often
determined based on management’s
judgement regarding estimates and
assumptions of future events. The
reasonableness of estimates and
underlying assumptions is reviewed
on an ongoing basis. Revisions to
accounting estimates are recognised
in the period in which the estimate
is revised if the revision affects only
that period or in the period of the
revision and future periods if the
revision affects both current and
future periods. The key judgements,
estimates and assumptions that have
a significant risk of causing a material
adjustment to the carrying amount of
certain assets and liabilities within the
next annual reporting period are:
Estimates of reserve
quantities
The estimated quantities of
Proven plus Probable hydrocarbon
reserves reported by the Group
are integral to the calculation
of depletion and depreciation
expense and to assessments of
possible impairment of assets.
Estimated reserve quantities are
based upon interpretations of
geological and geophysical models
and assessments of the technical
feasibility and commercial viability
of producing the reserves. These
assessments require assumptions
to be made regarding future
development and production
costs, commodity prices,
exchange rates and fiscal regimes.
The estimates of reserves may
change from period to period as
the economic assumptions used
to estimate the reserves can
change from period to period,
and as additional geological data
is generated during the course of
operations. Reserves estimates
are prepared in accordance
with the Group’s policies
94 | Santos Annual Report 2014
and procedures for reserves
estimation which conform to
guidelines prepared by the
Society of Petroleum Engineers.
Exploration and evaluation
The Group’s policy for exploration
and evaluation expenditure
is discussed in note 1(h). The
application of this policy requires
management to make certain
estimates and assumptions as to
future events and circumstances,
particularly in relation to the
assessment of whether economic
quantities of reserves have been
found. Any such estimates and
assumptions may change as new
information becomes available. If,
after having capitalised exploration
and evaluation expenditure,
management concludes that
the capitalised expenditure
is unlikely to be recovered by
future exploitation or sale, then
the relevant capitalised amount
will be written off in the income
statement. The carrying amount
of exploration and evaluation
assets and are disclosed in notes
11 and 14 respectively.
Provision for restoration
The Group estimates the future
removal and restoration costs of
oil and gas production facilities,
wells, pipelines and related assets
at the time of installation of
the assets and reviews these
assessments periodically. In most
instances the removal of these
assets will occur many years in
the future. The estimate of future
removal costs therefore requires
management to make judgements
regarding the removal date, future
environmental legislation, the
extent of restoration activities
required and future removal
technologies.
The carrying amount of the
provision for restoration is
disclosed in note 18.
Impairment of oil and gas
assets
The Group reviews the carrying
values of its oil and gas assets on
a semi-annual basis. This requires
an assessment to determine
if there are any indicators of
impairment or reversals of
impairment. Where such an
indication exists, the recoverable
amount of the cash-generating
unit to which the assets belong
is then estimated based on the
present value of future cash
flows. For oil and gas assets,
the expected future cash flow
estimation is always based on
a number of factors, variables
and assumptions, the most
important of which are estimates
of reserves, future production
profiles, commodity prices,
costs and foreign exchange
rates. In most cases, the present
value of future cash flows is
most sensitive to estimates of
future oil price and discount
rates. A change in the modelled
assumptions in isolation could
materially change the recoverable
amount. However, due to
the interrelated nature of the
assumptions, movements in any
one variable can have an indirect
impact on others and individual
variables rarely change in isolation.
Additionally, management can
be expected to respond to
some movements, to mitigate
downsides and take advantage of
upsides, as circumstances allow.
Consequently, it is impracticable
to estimate the indirect impact
that a change in one assumption
has on other variables and hence,
on the likelihood, or extent, of
impairments or reversals of
impairments under different sets
of assumptions in subsequent
reporting periods. In the event
that future circumstances vary
from these assumptions, the
recoverable amount of the
Group’s oil and gas assets could
1. sIGnIFICAnt ACCountInG PoLICIes (ContInueD)
change materially and result in
impairment losses or the reversal
of previous impairment losses.
The carrying amount of oil and
gas assets are discussed further
in notes 12 and 14 respectively.
Impairment of other land,
buildings, plant and equipment
The Group assesses whether
other land, buildings, plant and
equipment is impaired on a
semi-annual basis. This requires
an estimation of the recoverable
amount of the cash-generating
unit to which the assets belong.
The carrying amount of other
land, buildings, plant and
equipment are discussed in notes
13 and 14 respectively.
2. seGment InFoRmAtIon
The Group has identified its operating segments to be the four business units of Eastern Australia; Western Australia and Northern
Territory (“WA & NT”); Asia Pacific; and Gladstone LNG (“GLNG”), based on the different geographical regions and the similarity
of assets within those regions. This is the basis on which internal reports are provided to the Chief Executive Officer for assessing
performance and determining the allocation of resources within the Group.
The Asia Pacific operating segment includes operations in Indonesia, Papua New Guinea, Vietnam, India, Malaysia and Bangladesh.
The Chief Executive Officer monitors the operating results of its business units separately for the purposes of making decisions about
allocating resources and assessing performance. Segment performance is measured based on earnings before interest, tax, impairment,
exploration and evaluation, and gains or losses on sale of non-current assets and controlled entities (“EBITX”). Corporate and exploration
expenditure and inter-segment eliminations are included in the segment disclosure for reconciliation purposes.
The Group operates primarily in one business: the exploration for, and development, production, transportation and marketing of,
hydrocarbons. Revenue is derived primarily from the sale of gas and liquid hydrocarbons and the transportation of crude oil.
| 95
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
l
a
t
o
t
,
e
t
a
r
o
p
r
o
C
d
n
a
n
o
i
t
a
r
o
p
x
e
l
s
n
o
i
t
a
n
m
i
i
l
e
G
n
L
G
i
c
fi
c
a
P
a
i
s
A
t
n
&
A
W
n
r
e
t
s
a
e
a
i
l
a
r
t
s
u
A
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
e
t
o
N
I
)
D
e
u
n
t
n
o
C
(
3
1
0
2
4
1
0
2
3
1
0
2
4
1
0
2
3
1
0
2
4
1
0
2
3
1
0
2
4
1
0
2
3
1
0
2
4
1
0
2
3
1
0
2
4
1
0
2
I
n
o
t
A
m
R
o
F
n
I
t
n
e
m
G
e
s
.
2
–
1
1
7
6
4
–
2
7
9
3
1
–
2
–
–
8
7
2
,
1
7
5
0
,
1
–
7
1
8
,
1
8
2
–
7
3
4
6
9
,
1
s
r
e
m
o
t
s
u
c
l
a
n
r
e
t
x
e
o
t
l
s
e
a
S
s
r
e
m
o
t
s
u
c
l
a
n
r
e
t
x
e
*
s
e
a
s
l
t
n
e
m
g
e
s
-
r
e
t
n
I
m
o
r
f
e
u
n
e
v
e
r
r
e
h
t
O
e
u
n
e
v
e
R
8
7
4
5
8
9
0
8
2
,
1
7
5
0
,
1
5
4
8
,
1
1
0
0
,
2
3
e
u
n
e
v
e
r
t
n
e
m
g
e
s
l
a
t
o
T
,
l
n
o
i
t
a
u
a
v
e
d
n
a
n
o
i
t
a
r
o
p
x
e
l
,
x
a
t
,
t
s
e
r
e
t
n
i
e
r
o
f
e
b
s
g
n
n
r
a
E
i
s
t
l
u
s
e
R
96 | Santos Annual Report 2014
)
8
8
8
(
)
2
9
1
(
)
6
2
(
2
9
9
,
1
)
7
1
(
6
8
8
9
6
8
)
6
9
2
(
)
7
5
(
6
1
5
–
9
4
–
2
6
2
0
6
3
,
7
3
0
,
4
–
)
5
1
(
5
1
5
6
3
,
9
9
0
,
4
)
0
1
(
–
)
3
1
(
0
1
)
3
(
0
4
5
1
3
8
5
4
1
4
8
8
8
0
9
0
,
1
1
6
1
,
1
8
8
9
)
7
(
4
4
–
2
5
1
4
)
1
(
)
2
1
(
4
2
–
)
8
8
9
(
)
6
5
2
(
3
5
1
,
2
7
3
)
4
4
(
)
2
9
1
(
)
6
5
3
,
2
(
–
2
9
)
1
4
(
)
4
1
(
)
6
5
2
(
2
1
)
4
2
(
–
–
4
4
3
1
2
9
5
)
4
4
(
4
3
–
)
0
1
(
)
4
3
(
–
–
)
7
9
(
)
7
4
4
,
1
(
)
7
1
(
)
9
9
1
(
)
7
9
(
)
9
1
2
(
)
4
4
5
,
1
(
2
8
4
)
6
9
2
(
2
8
4
)
2
1
(
)
4
4
(
8
1
2
5
0
3
2
2
6
)
8
7
(
7
5
2
)
1
1
4
,
1
(
)
5
3
9
(
7
2
1
–
–
1
1
–
–
)
1
1
1
(
0
0
1
3
5
6
2
.
i
n
o
t
a
d
i
l
o
s
n
o
c
n
o
d
e
t
a
n
m
e
e
r
a
s
e
a
s
i
l
l
i
t
n
e
m
g
e
s
r
e
t
n
I
i
.
s
s
a
b
h
t
g
n
e
l
s
’
m
r
a
n
a
n
o
d
e
n
m
r
e
t
e
d
s
i
i
i
g
n
c
i
r
p
t
n
e
m
g
e
s
r
e
t
n
I
*
8
0
2
0
1
1
–
5
2
5
8
1
2
–
4
3
6
1
3
3
4
1
8
7
3
7
5
2
–
7
6
2
9
7
3
–
0
5
2
8
3
4
5
8
1
3
)
0
1
1
(
–
0
1
–
3
4
7
)
8
1
2
(
)
0
2
2
(
9
7
9
)
1
3
3
(
–
)
6
2
(
–
5
3
6
)
7
5
2
(
)
6
5
4
(
6
4
6
)
9
7
3
(
–
)
0
1
(
–
3
9
6
)
8
3
4
(
)
6
6
6
,
1
(
4
3
4
4
5
6
6
l
)
s
e
s
s
o
(
/
s
n
a
g
d
n
a
i
t
n
e
m
r
i
a
p
m
i
)
”
X
T
B
E
“
(
I
s
e
i
t
i
t
n
e
d
e
l
l
o
r
t
n
o
c
d
n
a
s
t
e
s
s
a
t
n
e
r
r
u
c
-
n
o
n
f
o
l
e
a
s
n
o
l
n
o
i
t
e
p
e
d
d
n
a
i
n
o
i
t
a
c
e
r
p
e
D
t
n
e
r
r
u
c
-
n
o
n
l
f
o
e
a
s
n
o
)
s
e
s
s
o
(
/
s
n
a
G
i
l
s
e
i
t
i
t
n
e
d
e
l
l
o
r
t
n
o
c
d
n
a
s
t
e
s
s
a
,
x
a
t
,
t
s
e
r
e
t
n
i
e
r
o
f
e
b
s
g
n
n
r
a
E
i
,
n
o
i
t
e
p
e
d
l
,
i
n
o
i
t
a
c
e
r
p
e
d
)
”
X
A
D
T
B
E
“
(
I
t
n
e
m
r
i
a
p
m
i
d
n
a
l
n
o
i
t
a
u
a
v
e
d
n
a
n
o
i
t
a
r
o
p
x
e
l
l
n
o
i
t
e
p
e
d
d
n
a
i
n
o
i
t
a
c
e
r
p
e
D
d
e
s
n
e
p
x
e
l
n
o
i
t
a
u
a
v
e
d
n
a
n
o
i
t
a
r
o
p
x
E
l
l
a
s
r
e
v
e
r
/
)
s
s
o
(
l
t
n
e
m
r
i
a
p
m
i
t
e
N
)
e
s
n
e
p
x
e
(
/
t
fi
e
n
e
b
x
a
t
e
m
o
c
n
I
x
a
t
e
r
o
f
e
b
t
fi
o
r
p
/
)
s
s
o
L
(
)
e
s
n
e
p
x
e
(
/
t
fi
e
n
e
b
n
o
i
t
a
x
a
t
d
e
t
a
e
r
-
y
t
l
a
y
o
R
l
I
)
”
T
B
E
“
(
x
a
t
d
n
a
t
s
e
r
e
t
n
i
e
r
o
f
e
b
s
g
n
n
r
a
E
i
s
t
s
o
c
e
c
n
a
n
fi
t
e
N
d
o
i
r
e
p
e
h
t
r
o
f
t
fi
o
r
p
/
)
s
s
o
l
(
t
e
n
l
a
t
o
t
,
e
t
a
r
o
p
r
o
C
d
n
a
n
o
i
t
a
r
o
p
x
e
l
s
n
o
i
t
a
n
m
i
i
l
e
G
n
L
G
i
c
fi
c
a
P
a
i
s
A
t
n
&
A
W
n
r
e
t
s
a
e
a
i
l
a
r
t
s
u
A
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
n
o
i
l
l
i
m
$
e
t
o
N
I
)
D
e
u
n
t
n
o
C
(
3
1
0
2
4
1
0
2
3
1
0
2
4
1
0
2
3
1
0
2
4
1
0
2
3
1
0
2
4
1
0
2
3
1
0
2
4
1
0
2
3
1
0
2
4
1
0
2
I
n
o
t
A
m
R
o
F
n
I
t
n
e
m
G
e
s
.
2
e
s
u
a
c
e
b
l
a
u
s
u
n
u
e
r
a
t
a
h
t
x
a
t
e
r
o
f
e
b
t
fi
o
r
p
/
)
s
s
o
l
(
n
i
d
e
d
u
c
n
l
i
s
t
n
u
o
m
A
:
e
c
n
e
d
c
n
i
i
r
o
e
z
i
s
,
e
r
u
t
a
n
r
i
e
h
t
f
o
9
7
)
2
(
)
3
(
9
–
5
)
1
(
–
6
–
–
–
–
–
2
8
6
5
0
8
3
,
5
1
5
7
3
5
,
3
8
5
3
5
5
4
5
4
,
5
0
1
,
4
–
–
3
4
3
4
–
–
)
1
(
–
–
–
–
6
4
6
4
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
3
9
7
)
2
(
)
3
(
–
–
–
–
–
–
–
–
–
–
9
–
5
–
–
3
3
3
3
s
t
e
s
s
a
l
n
o
i
t
a
u
a
v
e
d
n
a
n
o
i
t
a
r
o
p
x
e
l
f
o
l
e
a
s
n
o
n
a
G
i
d
n
a
l
i
o
f
o
l
e
a
s
n
o
n
a
G
i
,
d
n
a
l
r
e
h
t
o
f
o
e
a
s
l
n
o
s
s
o
L
s
t
e
s
s
a
s
a
g
t
n
a
p
l
,
s
g
n
d
i
l
i
u
b
i
t
n
e
m
p
u
q
e
d
n
a
d
e
t
a
e
r
l
f
o
t
e
n
,
s
t
n
e
d
c
n
i
i
s
e
i
r
e
v
o
c
e
r
e
c
n
a
r
u
s
n
i
i
n
o
i
t
a
n
m
r
e
t
e
d
e
r
r
a
e
y
r
o
i
r
P
r
o
f
e
m
o
c
n
i
i
n
o
i
t
a
d
e
m
e
R
t
n
e
m
t
s
u
d
a
j
r
e
h
t
o
(
s
t
e
s
s
a
t
n
e
r
r
u
c
-
n
o
n
f
o
s
n
o
i
t
i
s
i
u
q
c
a
d
n
a
s
n
o
i
t
i
d
d
A
d
n
a
s
t
e
s
s
a
l
i
a
c
n
a
n
fi
n
a
h
t
:
)
s
t
e
s
s
a
x
a
t
d
e
r
r
e
f
e
d
9
–
4
6
0
0
2
,
0
1
4
7
5
,
1
1
9
1
7
9
6
–
6
6
1
8
2
4
–
3
5
2
5
1
1
2
9
1
0
2
,
4
8
5
,
1
8
8
8
4
9
5
0
7
3
1
6
0
8
2
–
1
4
3
5
2
2
,
1
0
4
5
,
1
4
3
2
7
8
9
4
7
8
7
2
5
5
2
,
1
1
1
2
1
3
1
s
t
e
s
s
a
l
n
o
i
t
a
u
a
v
e
d
n
a
n
o
i
t
a
r
o
p
x
E
l
s
t
e
s
s
a
s
a
g
d
n
a
l
i
O
t
n
a
p
l
,
s
g
n
d
i
l
i
u
b
,
d
n
a
l
r
e
h
t
O
i
t
n
e
m
p
u
q
e
d
n
a
| 97
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
2. seGment InFoRmAtIon (ContInueD)
Note
2014
$million
2013
$million
3,115
337
492
155
4,099
15,410
3,561
921
19,892
1,687
1,878
317
155
4,037
12
25
25
62
3,173
307
17
154
3,651
14,117
3,051
988
18,156
1,282
1,834
310
176
3,602
10
20
19
49
4,099
3,651
5
–
5
(1)
3
12
1
9
7
(2)
9
24
Revenue from external customers by geographical location of production
Australia
Vietnam
Papua New Guinea
Other countries
Total revenue
3
During the year, revenue from one customer amounted to $1,153 million
(2013: $1,405 million from two customers), arising from sales
from all segments of the Group.
non-current assets (other than financial assets and deferred tax assets)
by geographical location
Australia
Papua New Guinea
Other countries
3. Revenue AnD otHeR InCome
Product sales:
Gas, ethane and liquefied gas
Crude oil
Condensate and naphtha
Liquefied petroleum gas
Total product sales*
Other revenue:
Overriding royalties
Pipeline tariffs and processing tolls
Other
Total other revenue
Total revenue
Other income:
Insurance recoveries
Net gain on sale of exploration and evaluation assets
Net gain on sale of oil and gas assets
Net loss on sale of other land, buildings, plant and equipment
Other
Total other income
* Total product sales include third-party product sales of $932 million (2013: $830 million).
98 | Santos Annual Report 2014
3. Revenue AnD otHeR InCome (ContInueD)
net gain on sale of non-current assets
Proceeds on disposals
Book value of oil and gas assets disposed
Book value of other land, buildings, plant and equipment disposed
Recoupment of prior year exploration and evaluation expenditure
Book value of working capital disposed
Total net gain on sale of non-current assets
Comprising:
Net gain on sale of exploration and evaluation assets
Net gain on sale of oil and gas assets
Net loss on sale of other land, buildings, plant and equipment
Reconciliation to cash inflows from proceeds on disposal of non-current assets
Proceeds after recoupment of current year exploration and evaluation expenditure
Amounts received in prior periods
Amounts receivable
Amounts received from current year disposals
Total proceeds on disposal of non-current assets
Comprising:
Proceeds from disposal of oil and gas assets
2014
$million
2013
$million
7
(2)
(1)
–
–
4
–
5
(1)
4
7
–
(6)
1
1
1
1
55
(38)
(2)
(1)
–
14
9
7
(2)
14
55
(9)
–
46
46
46
46
| 99
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
Note
2014
$million
2013
$million
4. exPenses
Cost of sales:
Cash cost of production:
Production costs:
Production expenses
Production facilities operating leases
Total production costs
Other operating costs:
Pipeline tariffs, processing tolls and other
Royalty and excise
Carbon costs
Shipping costs
Total other operating costs
Total cash cost of production
Depreciation and depletion
Third-party product purchases
Increase in product stock
Total cost of sales
Impairment of non-current assets:
Net impairment loss on exploration and evaluation assets
Net impairment loss on oil and gas assets
Net impairment loss on other land, buildings, plant and equipment
Net impairment loss on investments in joint ventures
Net impairment loss on other assets
14
14
14
26(b)
Total impairment of non-current assets
Other expenses:
Selling
Corporate
Depreciation
Foreign exchange losses/(gains)*
Losses from change in fair value of derivative financial assets
designated as fair value through profit or loss
Fair value hedges, (gains)/losses:
On the hedging instrument
On the hedged item attributable to the hedged risk
Exploration and evaluation expensed
Total other expenses
*
The foreign exchange losses for the year ended 31 December 2014 include the following significant
amounts in relation to foreign functional currency subsidiaries: $166 million loss (2013: $171 million loss)
relating to the effects of foreign exchange on Australian dollar denominated tax bases and $166 million
gain (2013: $171 million gain) on foreign functional currency intercompany loans.
(Loss)/profit before tax includes the following:
Depreciation and depletion:
Depletion of subsurface assets
Depreciation of plant and equipment
Depreciation of buildings
Total depreciation and depletion
Minimum lease payments
100 | Santos Annual Report 2014
762
101
863
136
99
30
18
283
1,146
988
786
(21)
2,899
1,170
1,163
–
14
9
2,356
25
93
–
5
4
(83)
20
256
320
459
527
2
988
101
617
73
690
122
85
57
–
264
954
885
745
(79)
2,505
6
9
11
–
–
26
30
78
3
(24)
2
(91)
82
192
272
441
444
3
888
73
5. net FInAnCe Costs
Finance income:
Interest income
Total finance income
Finance costs:
Interest expense:
Interest paid to third parties
Deduct borrowing costs capitalised
Unwind of the effect of discounting on provisions
Total finance costs
Net finance costs
2014
$million
2013
$million
19
19
290
(236)
54
62
116
97
45
45
228
(228)
–
62
62
17
| 101
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
6. tAxAtIon exPense
Recognised in the income statement:
Income tax expense
Current tax (benefit)/expense
Current year
Adjustments for prior years
Deferred tax (benefit)/expense
Origination and reversal of temporary differences
Adjustments for prior years
Total income tax (benefit)/expense
Royalty-related taxation expense
Current tax expense
Current year
Adjustments for prior years
Deferred tax benefit
Origination and reversal of temporary differences
Adjustments for prior years
Total royalty-related taxation (benefit)/expense
numerical reconciliation between tax expense and pre-tax net (loss)/profit:
(Loss)/profit before tax
Prima facie income tax (benefit)/expense at 30% (2013: 30%)
Increase/(decrease) in income tax (benefit)/expense due to:
Foreign losses not recognised
Non-deductible expenses
Exchange and other translation variations
Tax adjustments relating to prior years
Other
Income tax (benefit)/expense
Royalty-related taxation (benefit)/expense
Total taxation (benefit)/expense
Deferred tax charged/(credited) directly to equity:
Net exchange loss on translation of foreign operations
Net gain on foreign currency loans designated as hedges
of net investments in foreign operations
Net gain on derivatives designated as cash flow hedges
Remeasurement of defined benefit obligation
102 | Santos Annual Report 2014
2014
$million
2013
$million
(156)
(4)
(160)
(310)
(12)
(322)
(482)
47
–
47
(174)
–
(174)
(127)
(1,544)
(463)
17
12
(16)
(6)
(26)
(482)
(127)
(609)
–
(135)
(4)
–
(139)
52
2
54
245
(3)
242
296
49
8
57
–
–
–
57
869
261
14
5
13
(2)
5
296
57
353
1
(130)
(1)
6
(124)
7. CAsH AnD CAsH equIvALents
Cash at bank and in hand
Short-term deposits
2014
$million
775
–
775
2013
$million
563
81
644
The carrying amounts of cash and cash equivalents represent fair value. Bank balances and short-term deposits earn interest at floating
rates based upon market rates.
The Group’s usual cash management process includes investing cash in short-term deposits. As at 31 December 2014, no cash was
placed in term deposits with original maturities greater than three months (2013: nil). Deposits held with financial institutions approved
by the Board are readily convertible to cash with commensurate interest adjustments if required.
Restricted cash balances
Barracuda Ltd, a wholly-owned subsidiary incorporated in Papua New Guinea, held cash and cash equivalents at 31 December 2014 of
US$4 million (2013: US$3 million) which can only be repatriated to Australia with the permission of the Internal Revenue Commission of
Papua New Guinea in accordance with the financing plan submitted in respect of PDL 3.
In accordance with the terms of the PNG LNG project financing, cash relating to the Group’s interest in undistributed cash flows of the
PNG LNG project is required to be held in secured bank accounts. As at 31 December 2014, US$35 million (2013: nil) was held in these
accounts.
8. tRADe AnD otHeR ReCeIvABLes
2014
$million
2013
$million
Current
Trade receivables
Other receivables
non-current
Other receivables
Ageing of trade and other receivables at the reporting date:
Trade and other receivables not yet due
Past due not impaired:
Less than one month
One to three months
Three to six months
Six to twelve months
Greater than twelve months
Considered impaired:
Greater than twelve months
424
209
633
10
630
7
1
–
–
5
–
643
523
270
793
31
757
33
6
9
15
4
–
824
Trade receivables are non interest-bearing and settlement terms are generally within 30 days. Trade receivables that are neither past due
nor impaired relate to a number of independent customers for whom there is no recent history of default.
Impaired receivables
An allowance for impairment loss is recognised when there is objective evidence that an individual trade or other receivable is impaired.
No impairment loss (2013: nil) was recognised by the Group during the year.
| 103
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
9.
InventoRIes
Petroleum products
Drilling and maintenance stocks
Total inventories at lower of cost and net realisable value
Inventories included above that are stated at net realisable value
10. otHeR FInAnCIAL Assets
Current
Amounts held in escrow
Receivables due from other related entities
Interest rate swap contracts
non-current
Interest rate swap contracts
Cross-currency swap contracts
Embedded derivatives
Available-for-sale financial assets
Other
2014
$million
2013
$million
293
150
443
53
61
–
5
66
136
–
1
10
19
166
260
159
419
59
–
1
2
3
142
65
5
10
14
236
Included within other non-current financial assets of $19 million at 31 December 2014 is an allowance for impairment loss of $9 million
(2013: nil) in relation to the Group’s decision to withdraw from the Indonesian coal bed methane production sharing contract.
104 | Santos Annual Report 2014
11. exPLoRAtIon AnD
evALuAtIon Assets
subsurface
assets
$million
Plant and
equipment
$million
total
$million
Subsurface
assets
$million
2014
2013
Plant and
equipment
$million
Total
$million
Cost
Less impairment
Balance at 31 December
Reconciliation of movements
Balance at 1 January
Acquisitions of exploration and
evaluation assets
Additions
Disposals and recoupment
Exploration and evaluation expensed
Impairment losses
Transfer to oil and gas assets
in development
Transfer to oil and gas assets
in production
Exchange differences
Balance at 31 December
Comprising:
Acquisition costs
Successful exploration wells
Exploration and evaluation assets
pending determination of success
2,310
(1,230)
1,080
1,936
64
450
–
(92)
(1,170)
(10)
(123)
25
1,080
391
573
116
1,080
26
–
26
28
–
1
–
(3)
–
–
–
–
26
18
8
–
26
2,336
(1,230)
1,106
1,984
(48)
1,936
1,964
1,482
64
451
–
(95)
(1,170)
(10)
(123)
25
1,106
409
581
116
1,106
149
533
(1)
(90)
(6)
(9)
(131)
9
1,936
1,205
669
62
1,936
28
–
28
28
–
–
–
–
–
–
–
–
28
17
11
–
28
2,012
(48)
1,964
1,510
149
533
(1)
(90)
(6)
(9)
(131)
9
1,964
1,222
680
62
1,964
| 105
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
12. oIL AnD GAs Assets
Cost
Less accumulated depreciation,
depletion and impairment
2014
subsurface
assets
$million
Plant and
equipment
$million
total
$million
Subsurface
assets
$million
2013
Plant and
equipment
$million
Total
$million
12,494
19,259
31,753
11,120
15,843
26,963
(7,864)
(5,467)
(13,331)
(6,478)
(4,662)
(11,140)
Balance at 31 December
4,630
13,792
18,422
4,642
11,181
15,823
Reconciliation of movements
Assets in development
Balance at 1 January
Acquisition of oil and gas assets
Additions
Capitalised depreciation
Transfer from exploration and
evaluation assets
Transfer to oil and gas assets
in production
Net impairment reversals
Exchange differences
1,225
–
248
–
10
7,832
–
1,637
15
9,057
–
1,885
15
–
10
(1,094)
–
35
(4,386)
–
469
(5,480)
–
504
899
30
304
–
9
(162)
9
136
4,499
–
2,485
11
–
(96)
20
913
Balance at 31 December
424
5,567
5,991
1,225
7,832
Producing assets
Balance at 1 January
Acquisitions of oil and gas assets
Additions
Transfer from exploration and
evaluation assets
Transfer from oil and gas assets
in development
Disposals
Depreciation and depletion
Net impairment losses
Impairment of exploration and evaluation
expenditure pending commercialisation
Exchange differences
Balance at 31 December
total oil and gas assets
Comprising:
Exploration and evaluation expenditure
pending commercialisation
Other capitalised expenditure
3,417
6
757
123
1,094
(7)
(459)
(820)
(70)
165
4,206
4,630
184
4,446
4,630
3,349
10
879
6,766
16
1,636
–
123
4,386
(3)
(499)
(273)
–
376
5,480
(10)
(958)
(1,093)
(70)
541
8,225
12,431
13,792
18,422
–
13,792
13,792
184
18,238
18,422
3,071
13
403
131
162
(34)
(441)
(28)
–
140
3,417
4,642
190
4,452
4,642
3,088
–
570
–
96
(21)
(410)
(10)
–
36
3,349
11,181
–
11,181
11,181
5,398
30
2,789
11
9
(258)
29
1,049
9,057
6,159
13
973
131
258
(55)
(851)
(38)
–
176
6,766
15,823
190
15,633
15,823
106 | Santos Annual Report 2014
13. otHeR LAnD, BuILDInGs,
PLAnt AnD equIPment
Land and
buildings
$million
Plant and
equipment
$million
total
$million
Land and
buildings
$million
2014
Cost
Less accumulated depreciation
and impairment
Balance at 31 December
Reconciliation of movements
Balance at 1 January
Additions
Disposals
Impairment losses
Depreciation
Exchange differences
Balance at 31 December
92
(10)
82
80
4
–
–
(2)
–
82
483
575
(298)
(308)
185
267
179
49
(1)
–
(43)
1
185
259
53
(1)
–
(45)
1
267
91
(11)
80
76
8
–
(2)
(3)
1
80
2013
Plant and
equipment
$million
501
(322)
179
183
50
–
(9)
(45)
–
179
Total
$million
592
(333)
259
259
58
–
(11)
(48)
1
259
14. ImPAIRment oF non-CuRRent Assets
At 31 December 2014, the Group reassessed the carrying amounts of its non-current assets for indicators of impairment in accordance
with the Group’s accounting policy (refer notes 1(h) and 1(p)).
Estimates of recoverable amount are based on an asset’s value in use or fair value less costs to sell (level 3 fair value hierarchy), using
a discounted cash flow method, and are most sensitive to the key assumptions described in note 1(p).
Recoverable amounts and resulting impairment write-downs recognised in the year ended 31 December 2014 are:
2014
Area of interest/CGu
segment
exploration and evaluation assets
Gunnedah Basin
Carnarvon Basin
(Winchester, Zola/Bianchi)
Browse Basin (Bassett-West)
Bangladesh (Magnama)
Indonesia (CBM interests)
Eastern Australia
WA & NT
WA & NT
Asia Pacific
Asia Pacific
Total impairment of exploration and evaluation assets
oil and gas assets
Cooper Basin (specific oil assets)
Cooper Basin
(unconventional resources)
Mereenie
Carnarvon Basin (Stag, Barrow,
Thevenard, Mutineer-Exeter/
Fletcher Finucane)
Vietnam (Chim Sáo/Dua)
SE Gobe
Eastern Australia
Eastern Australia
Eastern Australia
WA & NT
Asia Pacific
Asia Pacific
Total impairment of oil and gas assets
Total impairment of non-current assets
subsurface
assets
$million
Plant and
equipment
$million
Recoverable
total
$million
amount*
$million
808
198
57
49
58
1,170
574
70
68
113
60
5
890
2,060
–
–
–
–
–
–
114
–
32
88
37
2
273
273
808
198
57
49
58
1,170
688
70
100
201
97
7
1,163
2,333
543
nil
nil
nil
nil
883
70
145
456
336
nil
*Recoverable amounts represent the carrying values of assets before deducting the carrying value of restoration liabilities.
The post-tax discount rates that have been applied to the above non-current assets range between 8.6% and 14.4%. The impairment
charges noted above primarily result from the lower oil price environment and, in some cases, a consequential reduction in future capital
expenditure that diminishes or removes the path to commercialisation. With regards to Gunnedah Basin, lower reserves and a delayed
start-up were also significant contributors to a lower recoverable amount.
| 107
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
14. ImPAIRment oF non-CuRRent Assets (ContInueD)
2013
Area of interest/CGu
segment
exploration and evaluation assets
Indonesia
Amadeus
Asia Pacific
Eastern Australia
Total impairment of exploration and evaluation assets
oil and gas assets
Thevenard, Jabiru Challis
Kipper
Cooper Basin (SE Queensland,
conventional and near
field exploration)
Other
WA & NT
Eastern Australia
Eastern Australia
Asia Pacific
Total impairment/(reversal) of oil and gas assets
Total impairment/(reversal) of non-current assets
subsurface
assets
$million
Plant and
equipment
$million
total
$million
5
1
6
14
(9)
25
(11)
19
25
–
–
–
12
(20)
2
(4)
(10)
(10)
5
1
6
26
(29)
27
(15)
9
15
In 2013 the Group recorded a number of minor impairment/(reversal) charges, the most significant of which was a $29 million reversal
to the Kipper CGU as a result of improved projected cash flows as the commercialisation strategy of the asset matures, and $25 million
impairment to Thevenard as a result of changes in abandonment and restoration estimates. The post-tax discount rates that have been
applied to the above non-current assets range between 8.8% and 17.0%.
other land, buildings, plant and equipment
At 31 December 2014, the Group reassessed the carrying amount of its other land, buildings, plant and equipment assets for indicators of
impairment. As a result, no impairment charges were identified (2013: $11 million).
108 | Santos Annual Report 2014
15. DeFeRReD tAx Assets
AnD LIABILItIes
2014
$million
2013
$million
2014
$million
2013
$million
2014
$million
2013
$million
Assets
Liabilities
net
Recognised deferred tax assets
and liabilities
Deferred tax assets and liabilities are
attributable to the following:
Exploration and evaluation assets
Oil and gas assets
Other land, buildings, plant
and equipment
Available-for-sale financial assets
Trade receivables
Other receivables
Inventories
Derivative financial instruments
Other assets
Interest-bearing loans
and borrowings
Other liabilities
Provisions
Royalty-related taxation
Other items
Tax value of carry-forward losses
recognised
Tax assets/(liabilities)
Set-off of tax
Net tax assets/(liabilities)
19
–
–
–
3
–
–
4
–
151
3
130
–
–
303
613
(590)
23
16
–
6
–
–
–
–
–
7
100
33
271
–
–
54
(274)
(721)
(3)
(24)
–
(7)
(5)
–
(16)
(7)
–
–
(120)
(7)
–
–
(24)
(3)
(6)
(2)
(64)
(10)
–
(2)
–
(411)
(11)
–
487
(475)
12
(1,184)
590
(1,702)
475
(594)
(1,227)
unrecognised deferred tax assets
Deferred tax assets have not been recognised in respect of the following items:
Temporary differences in relation to investments in subsidiaries
Deductible temporary differences relating to royalty-related taxation (net of income tax)
Other deductible temporary differences
Tax losses
(556)
(613)
(255)
(721)
(540)
(613)
(3)
(24)
3
(7)
(5)
4
(16)
144
3
130
(120)
(7)
303
(571)
–
(571)
6
(24)
(3)
(6)
(2)
(64)
(3)
100
31
271
(411)
(11)
54
(1,215)
–
(1,215)
2014
$million
2013
$million
5,536
5,567
172
443
11,718
3,396
4,286
250
390
8,322
Deferred tax assets have not been recognised in respect of these items because it is not probable that the temporary differences
will reverse in the future and that there will be sufficient future taxable profits against which the benefits can be utilised. Tax losses of
$79 million (2013: $58 million) will expire between 2021 and 2028. The remaining deductible temporary differences and tax losses do not
expire under current tax legislation.
16. tRADe AnD otHeR PAyABLes
Trade payables
Non-trade payables
2014
$million
1,235
147
1,382
2013
$million
1,127
108
1,235
| 109
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
17. InteRest-BeARInG LoAns AnD BoRRoWInGs
2014
$million
2013
$million
This note provides information about the contractual terms of the Group’s interest-bearing loans and borrowings. For more information
about the Group’s exposure to interest rate and foreign currency risk, see note 37.
Current
Finance leases
Commercial paper
Bank loans – unsecured
Medium-term notes
Long-term notes
non-current
Finance leases
Bank loans – secured
Bank loans – unsecured
Medium-term notes
Long-term notes
Subordinated notes
2
140
19
102
64
327
7
2,282
3,269
–
777
1,590
7,925
1
100
17
–
71
189
5
1,860
1,119
105
838
1,655
5,582
The Group has entered into interest rate swap contracts to manage the exposure to interest rates. This has resulted in a weighted
average interest rate on interest-bearing liabilities of 4.32% as at 31 December 2014 (2013: 5.21%).
All borrowings are unsecured, with the exception of the secured bank loans and finance leases.
All interest-bearing loans and borrowings, with the exception of secured bank loans and finance leases, are borrowed through Santos
Finance Ltd, which is a wholly-owned subsidiary of Santos Limited.
All interest-bearing loans and borrowings by Santos Finance Ltd are guaranteed by Santos Limited.
Details of major credit facilities
(a) Bank loans – secured
secured assets
year of maturity
Currency
PNG LNG
PNG LNG
2024/2026
USD
effective interest rate
2014
%
4.26
2013
%
4.73
2014
$million
2013
$million
2,282
1,860
Loan facilities for the PNG LNG project, in which Santos entities hold an equity interest of 13.5%, were entered into by the joint
venture participants on 15 December 2009 and are provided by 17 commercial banks and six export credit agencies, bear fixed
and floating rates of interest and have estimated final maturity dates (subject to the date of financial completion of the PNG LNG
project) of December 2024 and December 2026 respectively.
During 2013 supplemental loan financing was raised by the joint venture participants. The funds were sourced from co-venturer and
commercial bank lenders.
As at 31 December 2014, US$109 million (A$133 million) (2013: US$313 million (A$351 million)) of the facility limit remains undrawn.
110 | Santos Annual Report 2014
17. InteRest-BeARInG LoAns AnD BoRRoWInGs (ContInueD)
Details of major credit facilities (continued)
(a) Bank loans – secured (continued)
PNG LNG (continued)
The facilities include security over assets and entitlements of the participants in respect of the project. The carrying values of the
Group’s assets pledged as security are:
Trade and other receivables
Oil and gas assets – Producing assets
2014
$million
2013
$million
176
3,498
3,674
96
2,994
3,090
As referred to in note 7, under the terms of the project financing, cash relating to the Group’s interest in undistributed project cash
flows is required to be held in secured bank accounts. Funds held in these accounts attributable to the Group may be withdrawn
on the provision of acceptable credit support to the lenders. As at 31 December 2014, letters of credit totalling US$290 million
(A$354 million) (2013: nil) had been issued.
(b) Bank loans – unsecured
Term bank loans
year of maturity
2015 – 2017
effective interest rate
Currency
USD
2014
%
0.40
2013
%
0.60
2014
$million
2013
$million
59
71
Term bank loans bear interest at the relevant interbank reference rate. The amount outstanding at 31 December 2014 is
US$48 million (A$59 million) (2013: US$63 million (A$71 million)).
Export credit agency supported loan facilities
At 31 December 2014, the Group had loan facilities of US$1,730 million (A$2,115 million) (2013: US$1,200 million (A$1,347 million))
supported by various export credit agencies, which have estimated maturity dates (subject to the date of practical completion of the
GLNG project) between 2016 and 2024.
year of maturity
2016 – 2024
effective interest rate
Currency
USD
2014
%
2.79
2013
%
3.39
2014
$million
2013
$million
2,083
966
Export credit agency loans bear interest at the relevant interbank reference rate plus a margin. The principal outstanding at
31 December 2014 is US$1,730 million (A$2,115 million) (2013: US$888 million (A$997 million)).
Bilateral bank loan facility
During the year the Group entered into an additional loan facility of A$1,000 million which matures in 2018.
As at 31 December 2014, the Group had bilateral bank loan facilities of A$2,050 million (2013: A$1,050 million) and US$1,100 million
(A$1,345 million) (2013: US$1,100 million (A$1,235 million)) which mature between 2016 and 2018.
As at 31 December 2014, the Group had drawn A$1,150 million (2013: $100 million) of these bank loan facilities.
| 111
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
17. InteRest-BeARInG LoAns AnD BoRRoWInGs (ContInueD)
Details of major credit facilities (continued)
(c) medium-term notes
The Group has a $1,000 million (2013: $1,000 million) Australian medium-term note program under which the following were issued in
2005:
year of issue
year of maturity
2005
2015
effective interest rate
2014
%
3.23
2013
%
3.58
2014
$million
2013
$million
102
105
The principal outstanding at 31 December 2014 is A$100 million (2013: A$100 million).
(d) Long-term notes
The Group has issued long-term notes in the US Private Placement market with varying maturities. The Group has the following notes on
issue:
year of issue
year of maturity
2000
2002
2007
2015
2017 – 2022
2017 – 2027
effective interest rate
2014
%
2.00
1.87
1.28
2013
%
1.98
1.80
1.24
2014
$million
2013
$million
64
105
672
841
62
174
673
909
Long-term notes bear interest at 6.05% to 8.44% (2013: 5.95% to 8.44%) fixed rate interest, which has been swapped to floating
rate commitments. In January 2013, the Group entered into interest rate swap contracts, under which it has a right to receive interest
at floating US dollar rates and pay interest at fixed US dollar interest rates. These contracts are in place to cover coupon payments
through to the end of 2016.
The principal outstanding at 31 December 2014 is US$627 million (A$766 million) (2013: US$688 million (A$772 million)).
(e) subordinated notes
The Group has issued €1,000 million in subordinated notes, which mature after 60 years but which can be redeemed at the Group’s
option on or after 22 September 2017.
year of issue
year of maturity
2010
2070
effective interest rate
2014
%
6.11
2013
%
6.25
2014
$million
2013
$million
1,590
1,655
The subordinated notes accrue fixed coupons at a rate of 8.25% (2013: 8.25%) per annum for the first seven years, and thereafter
on a floating rate basis plus a 6.85% margin. The subordinated notes are not convertible into Santos Limited ordinary shares.
(f) Commercial paper
The Group has an A$800 million (2013: A$800 million) uncommitted, revolving Australian dollar commercial paper program. As at
31 December 2014, the Group had drawn A$140 million (2013: A$100 million) of commercial paper.
112 | Santos Annual Report 2014
18. PRovIsIons
Current
Employee benefits
Restoration
Remediation
Carbon
Other
non-current
Employee benefits
Defined benefit obligations (refer note 28)
Restoration
Carbon
movement in provisions
2014
$million
2013
$million
104
36
–
20
9
169
13
2
2,121
–
2,136
96
42
2
34
11
185
12
3
1,726
7
1,748
Movements in each class of provision during the financial year, other than provisions relating to employee benefits, are set out below:
total restoration total remediation
$million
$million
total carbon
$million
total
$million
Balance at 1 January 2014
Provisions made during the year
Provisions used during the year
Unwind of discount
Disposal of provision
Change in discount rate
Exchange differences
Balance at 31 December 2014
Restoration
1,768
74
(53)
62
(8)
278
36
2,157
2
–
(2)
–
–
–
–
–
41
29
(50)
–
–
–
–
20
1,811
103
(105)
62
(8)
278
36
2,177
Provisions for future removal and restoration costs are recognised when there is a present obligation as a result of exploration,
development, production, transportation or storage activities having been undertaken, and it is probable that an outflow of economic
benefits will be required to settle the obligation. The estimated future obligations include the costs of removing facilities, abandoning
wells and restoring the affected areas.
Remediation
Provisions for remediation costs are recognised when there is a present obligation as a result of an unexpected event that occurs
outside of the planned operations of an asset.
Carbon
Provisions for carbon costs are recognised when there is a present obligation to settle the Group’s emissions of carbon dioxide equivalent.
19. otHeR FInAnCIAL LIABILItIes
Current
Other
non-current
Cross-currency swap contracts
Other
2014
$million
2013
$million
3
3
154
27
181
4
4
–
32
32
| 113
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
20. IssueD CAPItAL
983,750,151 (2013: 972,088,279) listed ordinary shares, fully paid
43,000 (2013: 54,500) ordinary shares, paid to one cent
2014
$million
2013
$million
6,905
–
6,905
6,749
–
6,749
In accordance with changes to applicable corporations legislation effective from 1 July 1998, the shares issued do not have a par value
and there is no limit on the authorised share capital of the Company.
Note
2014
2013
number of shares
2014
$million
2013
$million
movement in fully paid ordinary shares
Balance at 1 January
Santos Dividend Reinvestment Plan (“DRP”)
Santos Employee Share1000 Plan
Santos Employee ShareMatch Plan
Shares issued on exercise of options
Shares issued on vesting of Share Acquisition Rights
Santos ESG Employee Incentive Plan
Santos Executive Share Plan
972,088,279
10,342,340
111,507
536,383
99,400
560,742
–
11,500
29(a)
29(a)
29(b)
29(a,b)
29(c)
29(f)
961,184,172
9,744,359
138,408
501,039
10,000
510,301
–
–
6,749
145
2
8
1
–
–
–
Balance at 31 December
983,750,151
972,088,279
6,905
6,608
132
2
6
–
–
1
–
6,749
Fully paid ordinary shares carry one vote per share, which entitles the holder to participate in dividends and the proceeds on winding up of
the Company in proportion to the number of and amounts paid on the shares held. The market price of the Company’s ordinary shares on
31 December 2014 was $8.25 (2013: $14.63).
santos Dividend Reinvestment Plan
The Santos Dividend Reinvestment Plan is in operation. Shares are allocated at the arithmetic average of the daily weighted average
market price of the Company’s shares on the ASX over a period of 10 business days commencing on the second business day after the
Dividend Record Date. At this time, the Board has determined that a 1.5% discount will apply to the Santos Dividend Reinvestment Plan
on the final dividend for the year ended 31 December 2014. The last date for the receipt of an election notice to participate in the Santos
Dividend Reinvestment Plan is the record date, 27 February 2015.
Capital risk management
The Group’s objectives when managing capital are to safeguard its ability to continue as a going concern, allowing returns to shareholders
and benefits for other stakeholders to be maintained, and to retain an efficient capital structure. In order to optimise the capital structure,
the Group may adjust its dividend distribution policy, return capital to shareholders, issue new shares, draw or repay debt or undertake
other corporate initiatives consistent with its strategic objectives.
In applying these objectives, the Group aims to:
• minimise the weighted average cost of capital whilst retaining appropriate financial flexibility;
• ensure ongoing access to a range of debt and equity markets; and
• maintain an investment grade credit rating.
A range of financial metrics are used to monitor the capital structure including ratios measuring Gearing, Funds from Operations to Debt
(“FFO-to-Debt”) and Debt over Earnings before Interest, Tax, Depreciation and Amortisation (“Debt-to-EBITDA”). The Group monitors
these capital structure metrics on both an actual and forecast basis.
During December 2014, Santos Limited’s corporate credit rating was lowered to BBB with negative outlook by Standard & Poor’s.
114 | Santos Annual Report 2014
21. ReseRves AnD RetAIneD eARnInGs
Reserves
Balance at 1 January 2013
Net exchange gain on translation of foreign operations
Net loss on foreign currency loans designated as hedges
of net investments in foreign operations
Net loss on derivatives designated as cash flow hedges
Balance at 31 December 2013
Balance at 1 January 2014
Net exchange gain on translation of foreign operations
Net loss on foreign currency loans designated as hedges
of net investments in foreign operations
Net loss on derivatives designated as cash flow hedges
Balance at 31 December 2014
nature and purpose of reserves
Translation reserve
translation
reserve
$million
Hedging
reserve
$million
total
$million
(407)
767
(303)
–
57
57
623
(315)
–
365
(6)
–
–
(4)
(10)
(10)
–
–
(9)
(19)
(413)
767
(303)
(4)
47
47
623
(315)
(9)
346
The translation reserve comprises all foreign exchange differences arising from the translation of the financial statements of foreign
operations where their functional currency is different from the presentation currency of the reporting entity, as well as from the
translation of liabilities that hedge the Company’s net investment in a foreign subsidiary and exchange differences that arise on the
translation of monetary items that form part of the net investment in a foreign operation.
Hedging reserve
The hedging reserve comprises the effective portion of the cumulative net change in the fair value of cash flow hedging instruments
related to hedged transactions that have not yet occurred.
Retained earnings
Balance at 1 January
Net (loss)/profit after tax
Remeasurement of defined benefit obligation
Share-based payments
Dividends paid
Balance at 31 December
2014
$million
3,420
(935)
–
22
(341)
2,166
2013
$million
3,163
516
14
16
(289)
3,420
| 115
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
22. DIvIDenDs
Dividends recognised during the year
Dividends recognised during the year by the Company are:
2014
Interim 2014 ordinary
Final 2013 ordinary
2013
Interim 2013 ordinary
Final 2012 ordinary
Dividend
per share
¢
total
$million
Franked/
unfranked
Payment
date
20
15
35
15
15
30
195
146
341
145
144
289
Franked
Franked
30 sep 2014
26 mar 2014
Franked
Franked
30 Sep 2013
28 Mar 2013
Franked dividends paid during the year were franked at the tax rate of 30%.
Dividends declared in respect of the year
Dividends declared in respect of the year by the Company are:
2014
Final 2014 ordinary*
Interim 2014 ordinary
2013
Final 2013 ordinary
Interim 2013 ordinary
Dividend
per share
¢
total
$million
Franked/
unfranked
Payment
Date
15
20
35
15
15
30
148
195
343
146
145
291
Franked
Franked
25 mar 2015
30 sep 2014
Franked
Franked
26 Mar 2014
30 Sep 2013
* After the reporting date, the final 2014 ordinary dividend of 15 cents per share was proposed by the Directors. The financial effect of these dividends has not been brought to account in the
financial statements for the year ended 31 December 2014 and will be recognised in subsequent financial reports.
2014
$million
2013
$million
Dividend franking account
30% franking credits available to the shareholders of Santos Limited for future distribution,
after adjusting for franking credits which will arise from the payment of the current tax
liability at 31 December
737
845
The impact on the dividend franking account of dividends proposed after the reporting date but not recognised as a liability is to reduce
it by $63 million (2013: $63 million).
116 | Santos Annual Report 2014
23. eARnInGs PeR sHARe
Basic earnings per share amounts are calculated by dividing net profit or loss for the year attributable to ordinary equity holders of
Santos Limited by the weighted average number of ordinary shares outstanding during the year.
Diluted earnings per share amounts are calculated by dividing the net profit or loss attributable to ordinary equity holders of Santos
Limited by the weighted average number of ordinary shares outstanding during the year plus the weighted average number of ordinary
shares that would be issued on the conversion of all the dilutive potential ordinary shares into ordinary shares.
Earnings used in the calculation of basic and diluted earnings per share reconciles to the net profit or loss after tax in the income
statement as follows:
Earnings used in the calculation of basic and diluted earnings per share
2014
$million
(935)
2013
$million
516
The weighted average number of shares used for the purposes of calculating diluted earnings per share reconciles to the number used
to calculate basic earnings per share as follows:
Basic earnings per share
Partly paid shares
Executive share options
Share acquisition rights
Diluted earnings per share
earnings per share attributable to the equity holders of santos Limited
Basic earnings per share
Diluted earnings per share
2014
number of shares
2013
978,166,528
967,518,485
–
–
–
41,933
493,628
4,690,743
978,166,528
972,744,789
2014
¢
(95.6)
(95.6)
2013
¢
53.3
53.0
Partly paid shares issued under the Santos Executive Share Plan, options issued under the Santos Executive Share Option Plan and
Share Acquisition Rights (“SARs”) issued to eligible executives and employees have been classified as potential ordinary shares and
included in the calculation of diluted earnings per share in 2013, but excluded in 2014 as the impact is anti-dilutive due to the net
loss after tax. The number of shares included in the calculation in 2013 is that assumed to be issued for no consideration, being the
difference between the number that would have been issued at the exercise price and the number that would have been issued at the
average market price. The weighted average number of shares used for the purposes of calculating diluted earnings per share in 2013
was retrospectively adjusted for the effect of a 2.5% discount applicable to the Dividend Reinvestment Plan in respect of the 2013 final
dividend and 2014 interim dividend.
During the year 99,400 (2013: 10,000) options, 560,742 (2013: 482,799) SARs and 11,500 (2013: nil) partly paid shares were converted to
ordinary shares. The diluted earnings per share calculation includes that portion of these options, SARs and partly paid shares assumed
to be issued for nil consideration, weighted with reference to the date of conversion. The weighted average number included in 2014 is nil
(2013: 134,381) as the resulting impact is anti-dilutive owing to the net loss after tax.
During the year 51,300 (2013: 142,235) options and 803,868 (2013: 737,503) SARs lapsed. The diluted earnings per share calculation
includes that portion of these options and SARs assumed to be issued for nil consideration, weighted with reference to the date the
options and SARs lapsed. The weighted average number included in 2014 is nil (2013: 25,097) as the resulting impact is anti-dilutive,
owing to the net loss after tax.
| 117
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
24. ConsoLIDAteD entItIes
name
Country of incorporation name
Country of incorporation
santos Limited (Parent Company)
Controlled entities1:
Alliance Petroleum Australia Pty Ltd2
Basin Oil Pty Ltd2
Bridgefield Pty Ltd
Bridge Oil Developments Pty Ltd2
Bronco Energy Pty Ltd
Canso Resources Pty Ltd
Doce Pty Ltd
Fairview Pipeline Pty Ltd
Farmout Drillers Pty Ltd
Gidgealpa Oil Pty Ltd
Kipper GS Pty Ltd
Controlled entities of Kipper GS Pty Ltd
Santos Carbon Pty Ltd
Controlled entity of Santos Carbon Pty Ltd
SB Jethro Pty Ltd
Moonie Pipeline Company Pty Ltd
Reef Oil Pty Ltd2
Santos Asia Pacific Pty Ltd
Controlled entities of Santos Asia Pacific Pty Ltd
Santos (Sampang) Pty Ltd
Santos (Warim) Pty Ltd
Santos Australian Hydrocarbons Pty Ltd
Santos (BOL) Pty Ltd2
Controlled entity of Santos (BOL) Pty Ltd
Bridge Oil Exploration Pty Ltd
Santos Browse Pty Ltd
Santos CSG Pty Ltd
Santos Darwin LNG Pty Ltd2
Santos Direct Pty Ltd
Santos Facilities Pty Ltd
Santos Finance Ltd
Santos GLNG Pty Ltd
Controlled entity of Santos GLNG Pty Ltd
Santos GLNG Corp
Santos (Globe) Pty Ltd
Santos International Holdings Pty Ltd
Controlled entities of Santos International Holdings
Pty Ltd
Barracuda Ltd
CJSC South Petroleum Company1
Lavana Ltd
Sanro Insurance Pte Ltd
Santos Americas and Europe Corporation
Controlled entities of Santos Americas and
Europe Corp
Santos TPY Corp
Controlled entities of Santos TPY Corp
Santos Queensland Corp
Santos TOG Corp
Controlled entities of Santos TOG Corp
Santos TOGA Pty Ltd
Santos TPY CSG Corp
Santos Bangladesh Ltd
Santos Baturaja Pty Ltd
118 | Santos Annual Report 2014
AUS
Controlled entities of Santos International Holdings
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
Pty Ltd (cont)
Santos (BBF) Pty Ltd
Controlled entities of Santos (BBF) Pty Ltd
Santos (SPV) Pty Ltd
Controlled entity of Santos (SPV) Pty Ltd
Santos (Madura Offshore) Pty Ltd
Santos Belida Pty Ltd
Santos (Donggala) Pty Ltd
Santos Egypt Pty Ltd
Santos EOM Pty Ltd
Santos Hides Ltd
Santos International Pte Ltd
Santos International Operations Pty Ltd
Santos Niugini Exploration Ltd
Santos OIG Pty Ltd
Santos (Papalang) Pty Ltd
Santos (Popodi) Pty Ltd
Santos Sabah Block R Limited3
Santos Sangu Field Ltd
Santos (UK) Limited
Controlled entities of Santos (UK) Limited
Santos Northwest Natuna B.V.
Santos Sabah Block S Limited3
Santos Petroleum Ventures B.V.
Santos Vietnam Pty Ltd
Zhibek Resources Ltd1
AUS
AUS Santos (JBJ1) Pty Ltd
AUS
AUS
AUS
AUS
AUS Santos (JPDA 06–104) Pty Ltd
AUS Santos (JPDA 91–12) Pty Ltd
Controlled entities of Santos (JBJ1) Pty Ltd
Santos (JBJ2) Pty Ltd
Controlled entity of Santos (JBJ2) Pty Ltd
Shaw River Power Station Pty Ltd
Santos (NARNL Cooper) Pty Ltd2
USA Santos NSW Pty Ltd
AUS
AUS
Controlled entities of Santos NSW Pty Ltd
Santos NSW (Betel) Pty Ltd
Santos NSW (Hillgrove) Pty Ltd
Santos NSW (Holdings) Pty Ltd
PNG
KGZ
PNG
SGP
USA
USA
USA
USA
Controlled entities of Santos NSW (Holdings)
Pty Ltd
Santos NSW (LNGN) Pty Ltd
Santos NSW (Pipeline) Pty Ltd
Santos NSW (Sales) Pty Ltd
Santos NSW (Narrabri Energy) Pty Ltd
Controlled entities of Santos NSW (Narrabri
Energy) Pty Ltd
Santos NSW (Eastern) Pty Ltd
Santos NSW (Sulu) Pty Ltd
Santos NSW (Tooncomet) Pty Ltd
Santos NSW (Narrabri Power) Pty Ltd
Santos NSW (Operations) Pty Ltd
AUS
USA Santos (N.T.) Pty Ltd
GBR
AUS
Controlled entity of Santos (N.T.) Pty Ltd
Bonaparte Gas & Oil Pty Ltd
AUS
AUS
AUS
AUS
AUS
AUS
AUS
PNG
SGP
AUS
PNG
AUS
AUS
AUS
GBR
GBR
GBR
NLD
GBR
NLD
AUS
GBR
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
24. ConsoLIDAteD entItIes (continued)
name
Country of incorporation name
Country of incorporation
Santos Offshore Pty Ltd2
Santos Petroleum Pty Ltd2
Santos QLD Upstream Developments Pty Ltd
Santos QNT Pty Ltd2
Controlled entities of Santos QNT Pty Ltd
Outback Energy Hunter Pty Ltd
Santos QNT (No. 1) Pty Ltd2
Controlled entities of Santos QNT (No. 1) Pty Ltd
Santos Petroleum Management Pty Ltd
Santos Petroleum Operations Pty Ltd
TMOC Exploration Pty Ltd
Santos QNT (No. 2) Pty Ltd2
AUS
AUS
AUS
AUS
Controlled entities of Santos QNT (No. 2) Pty Ltd
(cont)
Santos Upstream Pty Ltd
Santos TPC Pty Ltd
Santos Wilga Park Pty Ltd
AUS Santos Resources Pty Ltd
AUS Santos (TGR) Pty Ltd
Santos Timor Sea Pipeline Pty Ltd
AUS Santos Ventures Pty Ltd
AUS
AUS SESAP Pty Ltd
AUS Vamgas Pty Ltd2
(formerly Santos International Ventures Pty Ltd)
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
AUS
Controlled entities of Santos QNT (No. 2) Pty Ltd
Moonie Oil Pty Ltd
Petromin Pty Ltd
Santos (299) Pty Ltd (in liquidation)
Santos Exploration Pty Ltd
Santos Gnuco Pty Ltd
AUS
AUS
AUS
AUS
AUS
notes
1. Beneficial interests in all controlled entities are 100%, except:
• CJSC South Petroleum Company (70%); and
• Zhibek Resources Ltd (75%).
2. Company is party to a Deed of Cross Guarantee. Refer note 36.
3. Company incorporated during the year.
Country of incorporation
AUS – Australia
GBR – United Kingdom
KGZ – Kyrgyz Republic
NLD – Netherlands
PNG – Papua New Guinea
SGP – Singapore
USA – United States of America
25. ACquIsItIons AnD DIsPosALs oF suBsIDIARIes
(a) Acquisitions
During the financial year the following controlled entities were acquired and their operating results have been included in the income
statement from the date of acquisition:
name of entity
Date of
acquisition
Contribution
to
consolidated
Purchase profit since
acquisition
$million
Beneficial
interest
acquired consideration
$million
%
Outback Energy Hunter Pty Ltd
29 October 2014
100%
8
Outback Energy Hunter Pty Ltd owns a 35% entitlement
of the PEL570 licence.
Reconciliation to cash (inflow)/outflow from payments
for acquisition of controlled entities:
Cash paid
Net cash acquired with subsidiaries
Total cash paid for current year acquisition
Deferred consideration paid
Net consolidated cash outflow
There were no acquisitions of controlled entities during 2013.
(b) Disposal of controlled entity
There were no disposals of controlled entities during 2014.
–
8
–
8
–
8
| 119
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
26. JoInt ARRAnGements
(a) Joint operations
The following are the material joint operations in which the Group has an interest:
Joint operation
Cash-generating unit Principal activities
Interest
2014
%
Interest
2013
%
oil and gas assets – Producing assets
Bayu-Undan
Casino
Chim Sáo
Fairview
Halyard/Spar
John Brookes
Madura Offshore PSC (Maleo)
Mutineer-Exeter
Reindeer
Roma
SA Fixed Factor Area
Sampang PSC (Oyong, Wortel)
Stag
SWQ Unit
Fletcher
Finucane
PNG LNG
Spar WA-45-L
Bayu-Undan
Casino
Vietnam (Block 12W)
GLNG
Varanus Island
Varanus Island
Madura PSC
Mutineer-Exeter
Reindeer
GLNG
Cooper Basin
Sampang PSC
Stag
Cooper Basin
Mutineer-Exeter
Mutineer-Exeter
PNG LNG
Varanus Island
Gas and liquids production
Gas production
Oil and gas production
Gas production
Gas production
Gas production
Gas production
Oil production
Gas production
Gas production
Oil and gas production
Oil and gas production
Oil and gas production
Gas production
Oil production
Oil production
Gas and liquids production
Gas production
11.5
50.0
31.9
22.8
45.0
45.0
67.5
37.5
45.0
30.0
66.6
45.0
66.7
60.1
50.0
37.5
13.5
45.0
oil and gas assets – Assets in development
GLNG Downstream
Kipper
GLNG
Kipper
LNG facilities in development
Gas development
30.0
35.0
exploration and evaluation assets
EPP43
EP161, 162 and 189
Caldita/Barossa
Tern & Frigate
Petrel
PEL1 and 12
PEL238 and PAL2
PEL238 and PAL2 (Conventional)
Northwest Natuna
Ceduna Basin
McArthur Basin
–
–
–
–
–
–
–
–
–
–
Contingent oil or gas resource 50.0
50.0
Contingent gas resource
25.0
Contingent gas resource
40.0
Gas development
35.0
Gas development
65.0
Contingent gas resource
80.0
Contingent gas resource
69.2
Contingent gas resource
50.0
Oil resource
30.0
Gas development
75.0
Contingent gas resource
24.8
Contingent gas resource
WA-274-P
WA-323-P
WA-49-R
120 | Santos Annual Report 2014
11.5
50.0
31.9
22.8
45.0
45.0
67.5
37.5
45.0
30.0
66.6
45.0
66.7
60.1
50.0
37.5
13.5
45.0
30.0
35.0
–
–
25.0
40.0
35.0
65.0
80.0
69.2
50.0
30.0
75.0
24.8
26. JoInt ARRAnGements (ContInueD)
(b) share of investments in joint ventures
The Group recognises its interests in the following joint ventures using the equity method of accounting:
Joint venture
CJSC KNG Hydrocarbons
Darwin LNG Pty Ltd
Easternwell Drilling Services Holdings Pty Ltd
GLNG Operations Pty Ltd
GLNG Property Pty Ltd
Lohengrin Pty Ltd
Interest
2014
%
–
11.5
50.0
30.0
30.0
50.0
Interest
2013
%
54.0
11.5
50.0
30.0
30.0
50.0
The Group’s only material joint venture is Darwin LNG Pty Ltd, which is accounted for using the equity method in the consolidated
financial report. Darwin LNG Pty Ltd operates the Darwin LNG liquefaction facility which currently processes gas from the Bayu
Undan gas fields.
Summarised financial information of the joint venture, based on the amounts presented in its financial statements, and a
reconciliation to the carrying amount of the investment in the consolidated financial statements, are set out below:
% of
ownership
interest
quoted*
fair value
name of
entity
Place of
business or
incorporation
2014
%
2013
%
nature of measurement
method
relationship
2014
2013
Darwin LNG Pty Ltd Australia
11.5
11.5
Joint venture Equity method
–
–
* Private entity – no quoted price is available.
| 121
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
26. JoInt ARRAnGements (ContInueD)
(b) share of investments in joint ventures (continued)
summarised balance sheet
Current assets
Cash and cash equivalents
Other current assets
total current assets
non-current assets
Current liabilities
Financial liabilities (excluding trade payables)
Other current liabilities
total current liabilities
non-current liabilities
Other non-current liabilities
total non-current liabilities
net assets
Reconciliation to carrying amount
opening net assets 1 January
Profit for the period
Exchange gain on translation of foreign operations
Reduction in capital
Dividends paid
Closing net assets
Group’s share (%)
Group’s share of closing net assets ($million)
Carrying amount of investments in joint ventures ($million)
summarised statement of comprehensive income
Revenue
Depreciation and amortisation
Income tax expense
Profit for the period
Other comprehensive income
total comprehensive income
Dividends received from joint venture
122 | Santos Annual Report 2014
Darwin LnG Pty Ltd
2014
$million
2013
$million
65
286
351
880
150
182
332
52
52
847
844
141
67
(65)
(140)
847
11.5
97
97
3,317
(133)
(67)
141
67
208
16
128
216
344
883
147
182
329
54
54
844
769
115
124
(63)
(101)
844
11.5
97
97
3,029
(101)
(44)
115
124
239
12
26. JoInt ARRAnGements (ContInueD)
(b) share of investments in joint ventures (continued)
Individually immaterial joint ventures
In addition to its interest in the joint venture disclosed above,
the Group also has interests in a number of individually immaterial
joint ventures that are accounted for using the equity method.
Aggregate carrying amount of individually immaterial joint ventures*
Aggregate amounts of the Group’s share of:
Profit for the period
Other comprehensive income
total comprehensive income
The Group’s share of capital expenditure commitments and minimum
exploration commitments in respect of all joint ventures is:
Capital expenditure commitments
Minimum exploration commitments
2014
$million
2013
$million
–
1
–
1
13
1
–
1
1,302
608
1,535
247
*
At 31 December 2014 the Group reassessed the carrying amount of its investments in joint ventures for indicators of impairment. As a result, the recoverable amount of the investment
in Easternwell Drilling was reassessed, resulting in an impairment loss of $14 million (2013: $nil).
| 123
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
27. notes to tHe stAtement oF CAsH FLoWs
(a) Reconciliation of cash flows from operating activities
(Loss)/profit after income tax
Add/(deduct) non-cash items:
Depreciation and depletion
Exploration and evaluation expensed
Net impairment loss on exploration and evaluation assets
Net impairment loss on oil and gas assets
Net impairment loss on receivables
Net impairment loss on investments in joint ventures
Net impairment loss on other land, buildings, plant and equipment
Net gains on fair value hedges
Share-based payment expense
Unwind of the effect of discounting on provisions
Change in fair value of financial assets designated as at fair value
through profit or loss
Defined benefit plan expense
Foreign exchange losses/(gains)
Net gain on sale of exploration and evaluation assets
Net (gain)/loss on sale of oil and gas assets
Net loss on sale of other land, buildings, plant and equipment
Share of net profit of joint ventures
Amortisation of prepaid loan transaction costs
2014
$million
2013
$million
(935)
988
95
1,170
1,163
9
14
–
(63)
24
62
4
2
5
–
(5)
1
(17)
11
516
888
90
6
9
–
–
11
(9)
18
62
2
1
(24)
(9)
(7)
2
(14)
7
Net cash provided by operating activities before changes in assets or liabilities
Add/(deduct) change in operating assets or liabilities, net of acquisitions or
disposals of businesses:
2,528
1,549
Decrease/(increase) in trade and other receivables
Increase in inventories
Increase in other assets
(Decrease)/increase in net deferred tax liabilities
Decrease in current tax liabilities
(Decrease)/increase in trade and other payables
(Decrease)/increase in provisions
net cash provided by operating activities
(b) non-cash financing and investing activities
Santos Dividend Reinvestment Plan
(c) total taxation paid
Income taxes paid
Cash outflow from operating activities
Cash outflow from investing activities
Royalty-related taxation paid
Cash outflow from operating activities
(d) total borrowing costs paid
Cash outflow from operating activities
Cash outflow from investing activities
124 | Santos Annual Report 2014
155
(12)
(42)
(669)
(52)
(50)
(15)
1,843
(94)
(100)
(80)
251
(75)
151
26
1,628
145
132
(115)
–
(49)
(164)
(49)
(223)
(272)
(188)
(8)
(36)
(232)
–
(218)
(218)
28. emPLoyee BeneFIts
(a) Defined benefit plan
Defined benefit members of the Santos Superannuation Plan receive a lump sum benefit on retirement, death, disablement and
withdrawal. The defined benefit section of the plan is closed to new members. All new members receive accumulation-only benefits.
The Superannuation Industry (Supervision) legislation governs the superannuation industry and provides the framework within which
superannuation plans operate. The Superannuation Industry (Supervision) Regulations require an actuarial valuation to be performed
for each defined benefit superannuation plan every three years, or every year if the plan pays defined benefit pensions.
The Santos Superannuation Plan’s Trustee is responsible for the governance of the Plan. The Trustee has a legal obligation to act
solely in the best interests of Plan beneficiaries. Funding levels are reviewed regularly. Where assets are less than vested benefits,
being those payable upon exit, a management plan must be formed to restore the coverage to at least 100%. Responsibility for
governance of the Santos Superannuation Plan, including investment decisions and plan rules, rests solely with the Trustee.
The defined contribution section receives fixed contributions from the Group.
The Santos Superannuation Plan is exposed to Australia’s inflation and interest rate risks and changes in the life expectancy of
members.
2014
$million
2013
$million
Amount recognised in the statement of financial position
Deficit in plan recognised in non-current provisions (refer note 18)
Non-current receivables
movements in the liability for net defined benefit obligations
recognised in the statement of financial position
Liability at 1 January
Expense recognised in income statement
Amount capitalised in oil and gas assets
Amount recognised in retained earnings
Employer contributions
Liability at 31 December
expense recognised in the income statement
Service cost
Net interest income
the expense is recognised in the following line item
in the income statement:
Cost of sales
Amounts recognised in other comprehensive income
Remeasurement of defined benefit obligation
Tax effect
Net remeasurement of defined benefit obligation in the year
Cumulative net remeasurement of defined benefit obligation
recognised in other comprehensive income, net of tax
2
–
2
2
2
2
–
(4)
2
2
–
2
2
–
–
–
(8)
3
(1)
2
24
1
2
(20)
(5)
2
2
(1)
1
1
20
(6)
14
(8)
| 125
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
28. emPLoyee BeneFIts (ContInueD)
(a) Defined benefit plan (continued)
Reconciliation of the fair value of plan assets
Opening fair value of plan assets
Expected return on plan assets, excluding interest income
Interest income
Employer contributions
Contributions by plan participants
Benefits paid
Taxes and premiums paid
Transfers in
Closing fair value of plan assets
Reconciliation of the present value of the defined benefit obligations
Opening defined benefit obligations
Service cost
Interest cost
Contribution by plan participants
Actuarial loss/(gain) arising from changes in financial assumptions
Benefits paid
Transfers in
Taxes and premiums paid
Closing defined benefit obligations
Fair value of plan assets
2014
$million
2013
$million
155
8
6
7
4
(15)
(2)
–
163
158
6
6
4
8
(15)
–
(2)
165
150
16
4
8
3
(25)
(2)
1
155
190
6
3
3
(18)
(25)
1
(2)
158
All plan assets are held within investment funds which do not have a quoted market price in an active market.
The fair value of plan assets includes no amounts relating to:
• any of the Group’s own financial instruments; or
• any property occupied by, or other assets used by, the Group.
Actuarial assumptions
The principal actuarial assumptions at reporting date (expressed as weighted averages) are as follows:
Defined benefit superannuation expense
Discount rate
Expected average salary increase rate over the life of the plan
Defined benefit obligation
Discount rate
Expected average salary increase rate over the life of the plan
2014
% p.a.
2013
% p.a.
4.2
4.0
2.9
4.0
2.9
5.0
4.2
4.0
126 | Santos Annual Report 2014
28. emPLoyee BeneFIts (ContInueD)
(a) Defined benefit plan (continued)
The sensitivity of the defined benefit obligation to changes in the assumptions set out above is:
Impact on defined benefit obligation
0.5% decrease
$million
0.5% increase
$million
Discount rate
Expected average salary increase rate over the life of the plan
(4)
3
4
(3)
The above sensitivities are based on the last full actuarial valuation at 31 December 2014 and are applied to adjust the defined
benefit obligation at the end of the reporting period for the assumptions concerned.
expected contributions
The Group expects to contribute $1 million to the defined benefit superannuation plan in 2015 (2014: $5 million).
Expected defined benefit payment for the year ending:
within one year
between two and five years
after five years
Total expected defined benefit payments
2015
$million
2014
$million
17
82
76
175
21
84
77
182
The weighted average duration of the defined benefit obligation is 6.3 years (2013: 5.8 years).
(b) Defined contribution plans
The Group makes contributions to several defined contribution plans. The amount recognised as an expense for the year was
$12 million (2013: $13 million).
| 127
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
29. sHARe-BAseD PAyment PLAns
(a) Current general employee share plans
The Company operated two general employee share plans in 2014:
• Share1000, governed by the Santos Employee Share Acquisition Plan rules (“Share1000 Plan”); and
• ShareMatch, governed by the ShareMatch Plan rules (“ShareMatch Plan”).
Broadly, the Share1000 Plan and the ShareMatch Plan provide for Australian-resident permanent eligible employees to be entitled
to acquire shares under the plans. Eligible employees have the option to participate in either the Share1000 Plan or the ShareMatch
Plan. Members of the Santos Leadership Team, Directors of the Company, casual employees, employees on fixed-term contracts
and employees on international assignment are excluded from participating in the Share1000 Plan and the ShareMatch Plan.
Share1000 Plan
The Share1000 Plan was introduced in 2010 with the first issue of shares pursuant to the plan being made in 2011. The Share1000
Plan provides for grants of fully paid ordinary shares up to a value determined by the Board, being $1,000 per annum per eligible
employee. A trustee funded by the Group acquires the shares directly from the Company. The trustee holds the shares on behalf of
the participants in the plan until the shares are no longer subject to restrictions.
The employee’s ownership of shares allocated under the Share1000 Plan, and his or her right to deal with them, are subject to
restrictions until the earlier of the expiration of the three-year restriction period and the time when he or she ceases to be an
employee. During the restriction period, participants are entitled to receive dividends, participate in bonus and rights issues and
instruct the trustee as to the exercise of voting rights.
The following shares were issued pursuant to the Share1000 Plan during the period:
Date
2014
21 Jan 2014
1 Jul 2014
2013
3 Jan 2013
1 Jul 2013
Issued
shares
Fair value
per share
number
5,037
106,470
111,507
13,528
124,880
138,408
$
14.3508
14.1598
11.1618
12.3542
The fair value per share is determined by the Volume Weighted Average Price (“VWAP”) of ordinary Santos shares on the Australian
Securities Exchange (“ASX”) during the week up to and including the date of issue of the shares.
The amounts recognised in the financial statements of the Group in relation to the Share1000 Plan during the year were:
Employee expenses
Issued ordinary share capital
2014
$000
1,580
1,580
2013
$000
1,694
1,694
128 | Santos Annual Report 2014
29. sHARe-BAseD PAyment PLAns (ContInueD)
(a) Current general employee share plans (continued)
ShareMatch Plan
The ShareMatch Plan was also introduced in 2010 as an alternative to the Share1000 Plan with the first issue of shares pursuant
to the plan being made in 2011. The ShareMatch Plan provides an opportunity for eligible employees to purchase shares through
salary sacrifice, up to a maximum value of $5,000, and to receive a matched Share Acquisition Right (“SAR”) at a ratio set by the
Board and with vesting subject to conditions of service. The salary sacrifice deductions are made over a maximum 12-month period.
The employee’s ownership of shares allocated under the ShareMatch Plan, and his or her right to deal with them, are subject to
restrictions until the earlier of the expiration of the restriction period (which will be approximately three, five or seven years from
the date of the offer, depending on any election made by the employee) and the time when he or she ceases to be an employee.
During the restriction period, participants are entitled to receive dividends, participate in bonus and rights issues and exercise voting
rights. In 2014, the restriction period of two-and-a-half and three years that applied to the SARs issued under the ShareMatch Plan
in 2011 and 2012 expired and the SARs were converted into issued shares.
The following shares were issued pursuant to the ShareMatch Plan during the period:
Date
2014
21 Jan 2014
1 Jul 2014
2013
3 Jan 2013
1 Jul 2013
Issued
shares
number
35,412
500,971
536,383
56,319
444,720
501,039
Fair value
per share
$
14.3508
14.1598
11.1618
12.3542
The following shares were issued in one tranche and subsequently forfeited and reallocated in a new tranche:
original tranche
2014
1 Jul 2013
1 Jul 2013
21 Jan 2014
2013
4 Jan 2012
2 Jul 2012
2 Jul 2012
2 Jul 2012
3 Jan 2013
Reallocated tranche
number
of shares
21 Jan 2014
1 Jul 2014
1 Jul 2014
1 Jul 2013
3 Jan 2013
3 Jan 2013
1 Jul 2013
1 Jul 2013
491
501
70
1,062
402
2,930
163
639
376
4,510
The fair value per share is determined by the VWAP of ordinary Santos shares on the ASX during the week up to and including the date
of issue of the shares.
| 129
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
29. sHARe-BAseD PAyment PLAns (ContInueD)
(a) Current general employee share plans (continued)
During the year the Company issued $8 million (2013: $6 million) of share capital under the ShareMatch Plan. Cash of $7 million
(2013: $6 million) was received from employees under loan arrangements. The movement in loans receivable from employees
during the year was:
Employee loans at 1 January
Ordinary share capital issued during the year
Cash received during the year
employee loans at 31 December
2014
$000
2,807
7,617
(6,813)
3,611
2013
$000
2,439
6,175
(5,807)
2,807
During the financial year, the Company granted 537,445 (2013: 505,549) matched SARs to eligible employees as set out below.
Shares allocated to an employee upon the vesting of matched SARs will be subject to restrictions on dealing until the same
restriction date as that which applies to the shares allocated under the ShareMatch Plan (effectively a maximum four-year
restriction period from the date the shares are allocated following vesting of the matched SARs). No amount is payable on grant
or vesting of the matched SARs.
Grant
2014
R18
R19
R04 – R06
R07 – R09
R10 – R12
R13 – R15
R16 – R17
total
2013
R13 – R15
R16 – R17
R01 – R03
R04 – R06
R07 – R09
R10 – R12
total
year
of
grant
2014
2014
2011
2012
2012
2013
2013
2013
2013
2011
2011
2012
2012
end of
vesting
period
Beginning
of the
year
number
21 Jul 2016
1 Jul 2016
4 Jul 2014
4 Jul 2014
2 Jul 2015
3 Jul 2015
1 Jul 2016
–
–
284,717
35,615
413,395
54,362
438,744
Granted
during
the year
number
35,903
501,542
–
–
–
–
–
Lapsed
number
vested
number
(2,227)
(10,165)
(3,262)
(1,045)
(16,424)
(2,458)
(14,330)
(626)
(7,343)
(281,455)
(34,570)
(11,136)
(4,917)
(12,590)
end of
the year
number
33,050
484,034
–
–
385,835
46,987
411,824
1,226,833
537,445
(49,911)
(352,637)
1,361,730
3 Jul 2015
1 Jul 2016
4 Jul 2013
4 Jul 2014
4 Jul 2014
2 Jul 2015
–
–
276,217
305,808
39,828
446,033
59,412
446,137
–
–
–
–
(3,128)
(5,373)
(4,517)
(13,141)
(3,007)
(20,696)
(1,922)
(2,020)
(271,700)
(7,950)
(1,206)
(11,942)
54,362
438,744
–
284,717
35,615
413,395
1,067,886
505,549
(49,862)
(296,740)
1,226,833
130 | Santos Annual Report 2014
29. sHARe-BAseD PAyment PLAns (ContInueD)
(a) Current general employee share plans (continued)
The fair value of services received in return for matched SARs granted is measured by reference to the fair value of matched SARs
granted. The estimate of the fair value of the services received is measured by discounting the share price on the grant date using
the assumed dividend yield for the term of the matched SAR.
matched sARs grant
Fair value at grant date ($)
Share price on grant date ($)
Exercise price ($)
Right life (weighted average, years)
Expected dividends (% p.a.)
Matched SARs grant
Fair value at grant date ($)
Share price on grant date ($)
Exercise price ($)
Right life (weighted average, years)
Expected dividends (% p.a.)
R18
13.69
14.41
nil
2.5
2.1
2014
R19
13.13
14.32
nil
3.0
2.9
2013
R13 – R15
R16 – R17
10.66
11.37
nil
2.5
2.6
11.44
12.30
nil
3.0
2.4
The amounts recognised in the financial statements of the Group during the financial year in relation to matched SARs issued under
the ShareMatch Plan were:
Employee expenses
Retained earnings
2014
$000
5,090
5,090
2013
$000
4,576
4,576
| 131
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
29. sHARe-BAseD PAyment PLAns (ContInueD)
(b) executive Long-term Incentive Program
The Company’s Executive Long-term Incentive (“LTI”) Program provides for invitations to be extended to eligible executives
selected by the Board. The Program is governed by the Santos Employee Equity Incentive Plan (formerly known as the Employee
Share Purchase Plan) rules in respect of offers of SARs and the Santos Executive Share Option Plan rules in respect of offers of
options.
The Santos Executive Share Option Plan rules have been in force since 1997, however no new issues of options have been made
under the plan since 2009. The Santos Employee Share Purchase Plan rules have been used as a basis of executive compensation
since 2003 and were amended and renamed the Santos Employee Equity Incentive Plan in 2012. Each SAR and option is a
conditional entitlement to a fully paid ordinary share, subject to the satisfaction of performance or service conditions, on terms
and conditions determined by the Board. The Board has the discretion to cash-settle SARs granted under the amended Santos
Employee Equity Incentive Plan.
SARs and options carry no voting or dividend rights until the performance or service conditions are satisfied and, in the case of
options, when the options are exercised or, in the case of SARs, when the SARs vest and are converted into shares.
If an employee resigns or ceases employment by summary dismissal, unvested SARs and options will in general lapse and be
forfeited. However, if cessation occurs in certain circumstances including death, disability or redundancy, a proportion of the
unvested SARs or options may remain on foot (i.e. remain in the plan and not lapse) or vest (and in the case of options become
exercisable). The Board has an overriding discretion in all these circumstances. Where there is a change in control, the Board may
determine whether, and the extent to which, SARs and options may vest.
The 2014 LTI Program offers consisted only of SARs. Eligible executives were granted both Performance Awards and Deferred
Awards in 2011 but Deferred Awards were then discontinued as part of the regular LTI Program. Performance Awards only were
granted to eligible executives in 2014 who were granted two grants of SARs, a three-year grant (1 January 2014 – 31 December
2016) and a four-year grant (1 January 2014 – 31 December 2017).
In each of the three-year and four-year grants, 75% of the SARs are subject to Santos’ Total Shareholder Return (“TSR”) relative
to the performance of the ASX 100 companies (“ASX 100 comparator group”) over the performance period.
In each of the three-year and four-year grants, 25% of the SARs are subject to Santos’ TSR relative to the performance
of the Standard & Poor’s Global 1200 Energy Index companies (“S&P GEI comparator group”) over the performance period.
Vesting of Performance Awards
All Performance Awards are subject to hurdles based on the Company’s TSR relative to the ASX 100 over a three-year performance
period to the end of the vesting period. There is no retesting of performance conditions. Each tranche of the Performance Awards
vests in accordance with the following vesting schedule, relative to the TSR condition:
Grants J1 – J6, K1, K2, K5
tsR percentile ranking % of grant vesting
tsR percentile ranking
% of grant vesting
Grants L1, L5
< 50th percentile
= 50th percentile
51st to 75th percentile
>= 75th percentile
–
50
Further 2.0%
for each percentile
100
< 51st percentile
= 51st percentile
52nd to 75th percentile
>= 75th percentile
–
51
Further 2.0% for each percentile
over 52nd
100 over 76th
132 | Santos Annual Report 2014
29. sHARe-BAseD PAyment PLAns (ContInueD)
(b) executive Long-term Incentive Program (continued)
Vesting of Performance Awards
Performance Awards are subject to hurdles based on the Company’s TSR relative to the ASX over a four-year performance period
to the end of the vesting period. There is no retesting of performance conditions. Each tranche of the Performance Awards vests in
accordance with the following vesting schedule, relative to the TSR condition:
tsR percentile ranking
< 51st percentile
= 51st percentile
52nd to 75th percentile
>= 75th percentile
Vesting of Performance Awards
Grants L3, L7
% of grant vesting
–
51
Further 2.0% for each percentile over 52nd
100 over 76th
Performance Awards are subject to hurdles based on the Company’s TSR relative to the S&P GEI Comparator Group over a three-
year performance period to the end of the vesting period. There is no retesting of performance conditions. Each tranche of the
Performance Awards vests in accordance with the following vesting schedule, relative to the TSR condition:
tsR percentile ranking
< 51st percentile
= 51st percentile
52nd to 75th percentile
>= 75th percentile
Vesting of Performance Awards
Grants L2, L6
% of grant vesting
–
51
Further 2.0% for each percentile over 52nd
100 over 76th
Performance Awards are subject to hurdles based on the Company’s TSR relative to the S&P GEI Comparator Group over
a four-year performance period to the end of the vesting period. There is no retesting of performance conditions. Each tranche of
the Performance Awards vests in accordance with the following vesting schedule, relative to the TSR condition:
tsR percentile ranking
< 51st percentile
= 51st percentile
52nd to 75th percentile
>= 75th percentile
Vesting of Deferred Awards
Grants L4, L8
% of grant vesting
–
51
Further 2.0% for each percentile over 52nd
100 over 76th
Each tranche of the Deferred Awards vests based on continuous service to the vesting date.
The last tranche of Deferred Awards under the regular Executive LTI Program was granted in March 2011. Since then no further
Deferred Awards have been granted as part of the regular Executive LTI Program. From time to time, an ad-hoc LTI grant may be
made to a specific executive, usually for retention purposes.
| 133
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
29. sHARe-BAseD PAyment PLAns (ContInueD)
(b) executive Long-term Incentive Program (continued)
Restriction period
Shares allocated on vesting of SARs granted in 2011 and 2012 may be subject to further restrictions on dealing for five or seven
years after the original grant date, depending on whether the executive elected to extend the trading restrictions period beyond
the vesting date. Shares allocated on the vesting of SARs that were granted prior to 2012 will be subject to further restrictions on
dealing for a maximum of 10 years after the original grant date. No amount is payable on grant or vesting of the SARs.
Grant
2014
Performance
L1 – L2
L3 – L4
L5 – L6
L7 – L8
K1 – K2
K5
J1 – J3
J4 – J6
I1 – I3
I4 – I6
Deferred
K3
K4
DI1 – DI3
total
2013
Performance
K1 – K2
K5
J1 – J3
J4 – J6
I1 – I3
I4 – I6
H4
H1
F5
Deferred
K3
K4
DI1 – DI3
H2
total
year
of
grant
end of
vesting
period
Beginning
of the
year
number
Granted
during
the year
number
Lapsed
number
vested
number
end of
the year
number
2014
2014
2014
2014
2013
2013
2012
2012
2011
2011
2013
2013
2011
2013
2013
2012
2012
2011
2011
2010
2010
2008
2013
2013
2011
2010
31 Dec 2016
31 Dec 2017
31 Dec 2016
31 Dec 2017
31 Dec 2015
31 Dec 2015
31 Dec 2014
31 Dec 2014
31 Dec 2013
31 Dec 2013
28 Feb 2014
31 Aug 2015
28 Feb 2014
31 Dec 2015
31 Dec 2015
31 Dec 2014
31 Dec 2014
31 Dec 2013
31 Dec 2013
31 Aug 2013
31 Dec 2012
31 Dec 2012
28 Feb 2014
31 Aug 2015
28 Feb 2014
1 Mar 2013
–
–
–
–
1,401,808
243,652
1,129,835
193,935
424,069
157,232
5,573
15,127
204,365
1,612,141
1,644,649
277,665
283,264
–
–
–
–
–
–
(28,120)
(53,465)
–
–
(69,131)
–
(20,107)
–
(424,069)
(157,232)
–
–
–
–
–
–
–
–
–
–
1,584,021
1,591,184
277,665
283,264
1,332,677
243,652
1,109,728
193,935
–
–
–
–
–
–
–
(1,833)
(5,573)
–
(202,532)
–
15,127
–
3,775,596
3,817,719
(753,957)
(208,105)
6,631,253
–
–
1,231,938
193,935
476,643
157,232
40,000
397,496
50,403
–
–
224,271
206,317
1,438,721
243,652
–
–
–
–
–
–
–
5,573
15,127
–
–
(36,913)
–
(102,103)
–
(52,574)
–
(40,000)
(397,496)
(50,403)
–
–
(10,720)
(1,942)
–
–
–
–
–
–
–
–
–
–
–
(9,186)
(204,375)
1,401,808
243,652
1,129,835
193,935
424,069
157,232
–
–
–
5,573
15,127
204,365
–
2,978,235
1,703,073
(692,151)
(213,561)
3,775,596
134 | Santos Annual Report 2014
29. sHARe-BAseD PAyment PLAns (ContInueD)
(b) executive Long-term Incentive Program (continued)
The Company has not granted options over unissued shares under the Executive Long-term Incentive Program since 2009. The
information as set out below relates to options issued under the Executive Long-term Incentive Program in 2009 and earlier:
Grant
year
of
grant
end of
vesting
period
Beginning
of the
year
number
Lapsed
number
excercised
number
excercisable
at the
end of
the year
number
end of
the year
number
2014
vested in prior years
Weighted average
exercise price ($)
2013
Performance
F5
vested in prior years
total
Weighted average
exercise price ($)
4,142,738
(51,300)
(99,400)
3,992,038
3,992,038
12.31
15.39
10.48
12.31
12.31
2008 31 Dec 2012
131,976
4,162,997
(131,976)
(10,259)
–
(10,000)
–
4,142,738
–
4,142,738
4,294,973
(142,235)
(10,000)
4,142,738
4,142,738
12.46
17.20
10.48
12.31
12.31
The options outstanding at 31 December 2014 have an exercise price in the range of $8.46 to $17.36 and a weighted average
remaining contractual life of 1.9 years (2013: 2.9 years).
During the year 99,400 (2013: 10,000) options were exercised with an exercise price of $10.48.
The fair value of shares issued as a result of exercising options is the market price of shares of the Company on the ASX as at close
of trading on their issue date.
The amounts recognised in the financial statements of the Group in relation to executive share options exercised during the financial
year were:
Issued ordinary share capital
2014
$000
1,042
2013
$000
105
| 135
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
29. sHARe-BAseD PAyment PLAns (ContInueD)
(b) executive Long-term Incentive Program (continued)
Valuation of SARs – Performance Awards
The fair value of services received in return for SARs granted is measured by reference to the fair value of SARs granted. The
estimate of the fair value of the services received for the Performance Awards are measured based on a Monte Carlo simulation
method. The contractual life of the SARs is used as an input into this model. Expectations of early exercise are incorporated into a
Monte Carlo simulation method. The expected volatility is based on the historic volatility (calculated based on the weighted average
remaining life of the share rights), adjusted for any expected changes to future volatility due to publicly available information.
The following table includes the valuation assumptions used for Performance Awards SARs granted during the current and
prior years:
2014
Performance Awards
L1
L2
L3
L4
L5
L6
L7
L8
Fair value at grant date ($)
Share price on grant date ($)
Exercise price ($)
Expected volatility
6.68
13.69
nil
6.55
13.69
nil
7.40
13.69
nil
7.37
13.69
nil
8.03
14.55
nil
8.28
14.55
nil
8.41
14.55
nil
8.70
14.55
nil
(weighted average, % p.a.)
26.5
26.5
31.0
31.0
25.9
25.9
30.2
30.2
3
2.2
3
2.2
4
2.2
4
2.2
3
2.1
3
2.1
4
2.1
4
2.1
2.9
2.9
3.2
3.2
2.7
2.7
2.9
2.9
Right life (weighted
average, years)
Expected dividends (% p.a.)
Risk-free interest rate
(based on Commonwealth
Government bond yields,
% p.a.)
Performance Awards
Fair value at grant date ($)
Share price on grant date ($)
Exercise price ($)
Expected volatility (weighted average, % p.a.)
Right life (weighted average, years)
Expected dividends (% p.a.)
Risk-free interest rate (based on Commonwealth Government bond yields, % p.a.)
Financial statement effect
The amounts recognised in the financial statements of the Group during the financial year in relation to equity-settled share-based
payment grants issued under the LTI Program were:
Employee expenses:
SARs
Options
Total employee expenses
Retained earnings
136 | Santos Annual Report 2014
2014
$000
2013
$000
16,557
–
16,557
16,557
11,575
(25)
11,550
11,550
2013
K1 – K2
K5
8.14
12.29
nil
28.4
3.0
2.4
2.8
9.14
12.93
nil
28.4
3.0
2.3
2.5
29. sHARe-BAseD PAyment PLAns (ContInueD)
(b) executive Long-term Incentive Program (continued)
Cash-settled share-based payments (continued)
As a result of the 2009 Entitlement Offer, issued at a 26.9% discount to the closing price of the shares before the announcement of
the Entitlement Offer, the Board determined that for every unvested SAR and option as at the time of the Entitlement Offer, eligible
senior executives would be entitled to a payment of $1.31 per SAR and option if and when those applicable SARs and options are
converted to shares.
The amounts recognised in the financial statements of the Group during the financial year in relation to cash-settled share-based
payment grants issued under the LTI Program were:
Balance of liability at 1 January
Employee expenses
Revaluation
Cash payments
Balance of liability at 31 December
Intrinsic value of vested liability
2014
$000
1,590
–
(68)
–
1,522
1,522
2013
$000
1,693
–
(92)
(11)
1,590
1,590
(c) santos eastern star Gas Limited employee Incentive Plan
Santos acquired Eastern Star Gas Limited (“ESG”), (now Santos NSW Pty Ltd), in 2011. Under the ESG employee incentive plan,
eligible ESG employees were granted shares in ESG with interest-free loans extended for terms of up to five years. The shares
issued ranked equally with other issued ordinary shares and were not quoted on the ASX as they were subject to trading restrictions
while there were loans outstanding (“ESG Plan Shares”).
As part of the acquisition of ESG, Santos issued Santos ESG Plan Shares in respect of the ESG Plan Shares for the same
consideration as ordinary ESG shares (i.e. 0.06881 Santos shares for each unquoted ESG Plan Share). These Santos ESG Plan
Shares are subject to the same terms and conditions as the ESG Plan Shares including trading restrictions until repayment of
the loan balance and are not quoted on the ASX while there are loans outstanding. Should the employees not repay the interest-
free loans during the term period, they forfeit the shares, which will then be sold on-market. The loans therefore have not been
recognised as receivables. Employees are entitled to dividends on these shares while the interest-free loans are outstanding.
Financial statement effect
On 17 November 2011, 2,002,362 shares were granted to eligible ESG employees at a weighted average exercise price of $7.82.
No further shares have been issued under this plan.
In the period from 17 November 2011 to 31 December 2011, employee loans in respect of 1,061,634 shares were repaid at a weighted
average exercise price of $7.40, resulting in trading restrictions being lifted on those shares and an increase in the Company’s share
capital. During 2014 no employee loans were repaid (2013: $1 million). At 31 December 2014, loans were still outstanding in respect
of 84,290 (2013: 84,290) shares at a weighted average exercise price of $13.57 (2013: $13.57). The weighted average remaining
contractual life for the outstanding employee loans in respect of these shares is 0.19 years (2013: 1.1 years). The range of exercise
prices for shares outstanding at the end of the year was $11.48 to $15.26 (2013: $11.48 to $15.26).
Valuation of Santos ESG Plan Shares
The fair value of services received in return for shares and interest-free loans granted is measured by reference to the fair value of
shares granted. The estimate of the fair value of the services received for these shares and interest-free loans are measured based
on a Monte Carlo simulation method. The contractual life of the interest-free loan is used as an input into this model. Expectations
of early exercise are incorporated into a Monte Carlo simulation method. The expected volatility is based on the historic volatility
(calculated based on the weighted average remaining life of the share rights), adjusted for any expected changes to future volatility
based on publicly available information.
| 137
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
29. sHARe-BAseD PAyment PLAns (ContInueD)
(c) santos eastern star Gas Limited employee Incentive Plan (continued)
Valuation of Santos ESG Plan Shares (continued)
The following table includes the valuation assumptions used for shares and interest-free loans granted as part of the
ESG acquisition:
santos esG Plan shares
Grant date
Share price on grant date ($)
Expected volatility (weighted average, % p.a.)
Expected dividends (% p.a.)
Risk-free interest rate (based on Commonwealth Government bond yields, % p.a.)
2011
28 Oct 2011
13.20
41.0
2.7
3.9 – 4.3
(d) 2012–2015 Four-year Ceo strategy Grant
In 2012 the Company granted 205,339 SARs to the CEO under the Santos Employee Equity Incentive Plan (“SEEIP”), referred to
as the 2012–2015 Four-year CEO Strategy Grant. The issue of SARs under this arrangement was approved by shareholders at the
2012 Annual General Meeting (“AGM”).
As described more fully in the Notice of Meeting to the 2012 AGM, the award is split into five equal tranches with separate
performance targets that relate to:
• GLNG Start up – loading of first LNG cargo on or before 30 June 2015;
• GLNG Cost – project cost within or under budget;
• Production Growth – targeting 77 mmboe or more by 31 December 2015;
• Reserves Growth – targeting 2P reserve/production cover of 18 years or more at 31 December 2015; and
• Operations Integrity – maintaining an annual score of 90% or more against various environmental health and safety metrics
while ensuring no High Impact or Critical Environment incidents occur over the 2012–2015 period.
The SARs have been granted at no cost, and no amount is payable on vesting of the SARs if the performance conditions are met.
Each SAR entitles the CEO to one fully paid ordinary share which will rank equally with shares in the same class or, at the discretion
of the Board, cash to the same value. Performance testing will occur in 2016.
The SARs carry no voting or dividend rights unless and until they vest and are converted into shares.
Valuation of SARs
The estimate of the fair value of the services received for the award is measured by discounting the share price on the grant date
using the assumed dividend yield for the term of the SARs.
The following table includes the valuation assumptions used for the 2012–2015 Four-year CEO Strategy Grant granted during 2012:
2012–2015 Four-year Ceo strategy Grant
Fair value at grant date ($)
Share price on grant date ($)
Exercise price ($)
Right life (weighted average, years)
Expected dividends (% p.a.)
The amounts recognised in the financial statements of the Group during the financial year in relation to the 2012–2015
Four-year CEO Strategy Grant were:
Employee expenses
Retained earnings
138 | Santos Annual Report 2014
2014
$000
370
370
2012
10.57
11.57
nil
3.5
2.59
2013
$000
364
364
29. sHARe-BAseD PAyment PLAns (ContInueD)
(e) 2013–2015 three-year executive strategy Grant
In 2013 the Company granted 20,829 SARs under the SEEIP, referred to as the 2013–2015 Three-year Executive Strategy Grant.
The award is split into three equal tranches with separate performance targets that relate to GLNG Start up, GLNG Cost and
Operations Integrity, similar to the corresponding targets in the 2012–2015 Four-year CEO Strategy Grant in note 29(d).
The SARs have been granted at no cost, and no amount is payable on vesting of the SARs if the performance conditions are met.
Each SAR entitles the recipient to one fully paid ordinary share which will rank equally with shares in the same class or, at the
discretion of the Board, cash to the same value. Performance testing will occur in 2015.
The SARs carry no voting or dividend rights unless and until they vest and are converted into shares.
Valuation of SARs
The following table includes the valuation assumptions used for the 2013–2015 Three-year Executive Strategy Grant granted during
the current year:
2013–2015 three-year executive strategy Grant
Fair value at grant date ($)
Share price on grant date ($)
Exercise price ($)
Right life (weighted average, years)
Expected dividends (% p.a.)
The amounts recognised in the financial statements of the Group during the financial year in relation to the 2013–2015
Three-year Executive Strategy Grant were:
Employee expenses
Retained earnings
(f) Legacy plan – executives
Santos Executive Share Plan
2014
$000
68
68
2013
11.81
12.59
nil
2.7
2.38
2013
$000
49
49
The Santos Executive Share Plan (“SESP”) operated between 1987 and 1997, when it was discontinued. Under the terms of the
SESP, shares were issued as partly paid to one cent. While partly paid, the plan shares are not transferable, carry no voting right
and no entitlement to dividend, but are entitled to participate in any bonus or rights issue. After a “vesting” period, calls could be
made for the balance of the issue price of the shares, which varied between $2.00 and the market price of the shares on the
date of the call being made. Shares were issued principally on: 22 December 1987; 7 February and 5 December 1989; and
24 December 1990.
At the beginning of the financial year there were 54,500 SESP shares on issue. During the financial year, 11,500 (2013: nil)
SESP shares were fully paid and $32,885 (2013: $nil) was received by the Company. As at 31 December 2014 there were
43,000 (2013: 54,500) plan shares outstanding.
Santos Executive Share Purchase Plan
The Santos Executive Share Purchase Plan (“SESEP”) operated in 2003 and 2004, governed by the executive long-term
component of the Santos Employee Share Purchase Plan rules. No shares have been issued under the SESEP since 2004.
At 31 December 2014, the total number of shares acquired under SESEP since its commencement was 220,912 (2013: 220,912).
The shares allocated pursuant to the SESEP were allotted to a trustee at no cost to participants, to be held on their behalf.
In general, the shares were restricted for a period of one year from the date of allotment. If a participating executive ceased
employment during this period, the Board, in its discretion, could determine that a lesser restriction on transfer and dealing applied,
having regard to the circumstances of the cessation. At the beginning of the financial year there were 3,890 SESEP shares on
issue. During the financial year, the restrictions were removed due to the maximum of 10 years after the original grant date, expired.
At 31 December 2014, nil shares (2013: 3,890) remain on trust applicable to the 2004 grant.
| 139
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
29. sHARe-BAseD PAyment PLAns (ContInueD)
(g) non-executive Director share Plan
In accordance with shareholder approval given at the 2007 Annual General Meeting, the Non-executive Director (“NED”) Share
Plan was introduced in July 2007. In 2010 and earlier years, Directors who participated in the NED Share Plan elected to sacrifice
all or part of their fees in return for an allocation of fully paid ordinary shares of equivalent value. The NED Share Plan therefore did
not involve any additional remuneration for participating Directors.
Shares were allocated quarterly and were either issued as new shares or purchased on the ASX at the prevailing market price.
The shares are registered in the name of the participating Director, but are subject to a restriction on dealing. In the absence of
exceptional circumstances, the restriction will apply until the Director ceases to hold office or until 10 years have elapsed since
the allocation of the shares, whichever is earlier.
The NED Share Plan was suspended in 2011 and closed in 2012. Accordingly, no non-executive Directors participated in the NED
Share Plan in 2014, 2013, 2012 or 2011 and no shares were allocated under the plan in those years. A total of 72,137 shares were
allocated to non-executive Directors during the life of the NED Share Plan, of which as at 31 December 2014, 43,919 (2013: 46,279)
are still subject to restrictions, for periods up to 2020.
(h) Amounts recognised in the financial statements
The amounts recognised in the financial statements of the Group during the financial year in relation to shares issued under
employee share plans are as follows:
Statement of financial position:
Current general employee share plans – ShareMatch Plan
Executive long-term incentive program:
Share options
Cash-settled
Issued capital:
Current general employee share plans:
Share1000 Plan
ShareMatch Plan
Executive long-term incentive program – share options
Retained earnings:
Current general employee share plans – matched SARs
Executive long-term incentive program – equity settled
2012–2015 Four-year CEO Strategy Grant
2013–2015 Three-year Executive Strategy Grant
Employee expenses:
Current general employee share plans:
Share1000 Plan
Matched SARs
Executive long-term incentive program:
Equity-settled
Cash-settled
2012–2015 Four-year CEO Strategy Grant
2013–2015 Three-year Executive Strategy Grant
140 | Santos Annual Report 2014
Note
29(a)
29(b)
29(b)
29(a)
29(a)
29(b)
29(a)
29(b)
29(d)
29(e)
29(a)
29(a)
29(b)
29(b)
29(d)
29(e)
2014
$000
7,617
1,042
68
8,727
1,580
7,617
1,042
10,239
5,090
16,557
370
68
22,085
(1,580)
(5,090)
(16,557)
68
(370)
(68)
(23,597)
8,727
2013
$000
6,175
105
92
6,372
1,694
6,175
105
7,974
4,576
11,550
364
49
16,539
(1,694)
(4,576)
(11,550)
92
(364)
(49)
(18,141)
6,372
30. Key mAnAGement PeRsonneL DIsCLosuRes
(a) Key management personnel compensation
Short-term employee benefits
Post-employment benefits
Other long-term benefits
Share-based payments
2014
$000
9,462
195
196
5,320
15,173
2013
$000
11,257
222
236
4,549
16,264
(b) Loans to key management personnel
There have been no loans made, guaranteed or secured, directly or indirectly, by the Group or any of its subsidiaries at any time
throughout the year to any key management person, including their related parties.
31. ReLAteD PARtIes
Identity of related parties
Santos Limited and its controlled entities engage in a variety of related party transactions in the ordinary course of business.
These transactions are conducted on normal terms and conditions.
Details of related party transactions and matters are set out in:
• note 10 as to amounts owing from other related entities;
• notes 17 and 35 as to Santos Limited’s parent company financial guarantees provided for its controlled entities;
• note 24 as to its controlled entities;
• note 26 as to interests in joint arrangements; and
• note 30 as to disclosures relating to key management personnel.
32. RemuneRAtIon oF AuDItoRs
The auditor of Santos Limited is Ernst & Young.
(a) Audit and review services
Amounts received or due and receivable for an audit or review of the
financial report of the entity and any other entity in the Group by:
Ernst & Young (Australia)
Overseas network firms of Ernst & Young (Australia)
(b) other services
Amounts received or due and receivable for other services in relation to
the entity and any other entity in the Group by:
Ernst & Young (Australia) for other assurance services
Ernst & Young (Australia) for taxation and other services
Overseas network firms of Ernst & Young (Australia) for taxation services
2014
$000
2013
$000
1,490
217
1,707
798
96
20
914
1,435
205
1,640
531
54
20
605
| 141
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
33. CommItments FoR exPenDItuRe
The Group has the following commitments for expenditure:
(a) Capital commitments
Capital expenditure contracted for at reporting date for which
no amounts have been provided in the financial statements, payable:
Not later than one year
Later than one year but not later than five years
Later than five years
(b) minimum exploration commitments
Minimum exploration commitments for which no amounts have been
provided in the financial statements or capital commitments, payable:
Not later than one year
Later than one year but not later than five years
Later than five years
The Group has certain obligations to perform minimum exploration work
and expend minimum amounts of money pursuant to the terms of the granting
of petroleum exploration permits in order to maintain rights of tenure.
These commitments may be varied as a result of renegotiations of the terms
of the exploration permits, licences or contracts or alternatively upon their
relinquishment. The minimum exploration commitments are less than the normal
level of exploration expenditures expected to be undertaken by the Group.
(c) operating lease commitments
Non-cancellable operating lease rentals are payable as follows:
Not later than one year
Later than one year but not later than five years
Later than five years
2014
$million
2013
$million
879
229
294
1,402
180
745
2
927
122
298
219
639
1,336
291
75
1,702
142
413
1
556
124
318
150
592
The Group leases floating production, storage and offtake facilities, floating storage offloading facilities, LNG carriers and mobile
offshore production units under operating leases. The leases typically run for a period of four to six years, and may have an option
to renew after that time.
The Group also leases building office space and a warehouse under operating leases. The leases are generally for a period of
10 years, with an option to renew the lease after that date. The lease payments typically increase annually by the Consumer
Price Index.
During the year ended 31 December 2014 the Group recognised $101 million (2013: $73 million) as an expense in the income
statement in respect of operating leases.
142 | Santos Annual Report 2014
33. CommItments FoR exPenDItuRe (ContInueD)
2014
$million
2013
$million
(d) Finance lease commitments
Finance lease commitments are payable as follows:
Not later than one year
Later than one year but not later than five years
Later than five years
Minimum lease payments
Future finance charges
Leases not commenced at reporting date
Total lease liabilities
The Group leases LNG carriers and tug facilities under finance leases. The leases
have terms of between 10 and 20 years with varying renewal options. The LNG
carrier finance leases had not commenced at reporting date. Title does not pass
to the Group on expiration of the relevant lease period.
(e) Remuneration commitments
Commitments for the payment of salaries and other remuneration under the
long-term employment contracts in existence at the reporting date but not
recognised in liabilities, payable:
8
42
173
223
(140)
(74)
9
2
32
198
232
(151)
(75)
6
Not later than one year
5
7
Amounts included as remuneration commitments include commitments arising from the service contracts of Directors and
executives referred to in the Remuneration Report of the Directors’ Report that are not recognised as liabilities and are not included
in the compensation of key management personnel.
(f) Commitment on removal of shareholder cap
Pursuant to a Deed of Undertaking to the Premier of South Australia dated 16 October 2007 and as a consequence of the
enactment of the Santos Limited (Deed of Undertaking) Act 2007 on 29 November 2007, Santos has agreed to:
• continue to make payments under its existing Social Responsibility and Community Benefits Program specified in the deed
totalling $60 million over a 10-year period from the date the legislation was enacted. As at 31 December 2014, approximately
$10 million (2013: $17 million) remains to be paid over the remainder of the 10-year period through to 29 November 2017; and
• continue to maintain the South Australian Cooper Basin asset’s Head Office and Operational Headquarters together with other
roles in South Australia for 10-years subsequent to the date the legislation was enacted. At 31 December 2014, if this condition
had not been met, the Company would have been liable to pay a maximum of $50 million (2013: $50 million) to the State
Government of South Australia.
Santos is required to make these payments only if the State Government of South Australia does not reintroduce a shareholder cap
on the Company’s shares or introduce any other restriction on or in respect of the Company’s Board or senior management which
has an adverse discriminatory effect in their application to the Company relative to other companies domiciled in South Australia.
34. ContInGent LIABILItIes
Contingent liabilities arise in the ordinary course of business through claims against the Group, including contractual, third-party
and contractor claims. In most instances it is not possible to reasonably predict the outcome of these claims, and as at reporting
date the Group believes that the aggregate of such claims will not materially impact the Group’s financial report.
| 143
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
35. PARent entIty DIsCLosuRes
Selected financial information of the ultimate parent entity in the Group, Santos Limited, is as follows:
Net profit for the period
Total comprehensive income
Current assets
Total assets
Current liabilities
Total liabilities
Issued capital
Retained earnings
Total equity
(a) Commitments of the parent entity
The parent entity’s capital expenditure commitments and
minimum exploration commitments are:
Capital expenditure commitments
Minimum exploration commitments
2014
$million
2013
$million
529
529
841
13,911
894
5,791
6,905
1,215
8,120
434
448
1,005
15,099
1,473
7,345
6,749
1,005
7,754
222
49
204
13
(b) Guarantees entered into by the parent entity in relation to the debts of its subsidiaries
Interest-bearing loans and borrowings, as disclosed in note 17, with the exception of the finance leases, are arranged mainly through
Santos Finance Ltd, which is a wholly-owned subsidiary of Santos Limited. All interest-bearing loans and borrowings are guaranteed
by Santos Limited.
(c) Contingent liabilities of the parent entity
Contingent liabilities arise in the ordinary course of business through claims against Santos Limited, including contractual,
third-party and contractor claims. In most instances it is not possible to reasonably predict the outcome of these claims, and as at
reporting date Santos Limited believes that the aggregate of such claims will not materially impact the Company’s financial report.
144 | Santos Annual Report 2014
36. DeeD oF CRoss GuARAntee
Pursuant to Class Order 98/1418, the wholly-owned subsidiaries listed below are relieved from the Corporations Act 2001 requirements
for preparation, audit and lodgement of their financial reports.
As a condition of the Class Order, the Company and each of the listed subsidiaries (“the Closed Group”) have entered into a Deed of
Cross Guarantee (“Deed”). The effect of the Deed is that the Company has guaranteed to pay any deficiency in the event of winding
up of any of the subsidiaries under certain provisions of the Corporations Act 2001. The subsidiaries have also given a similar guarantee
in the event that the Company is wound up.
The subsidiaries subject to the Deed are:
• Alliance Petroleum Australia Pty Ltd;
• Basin Oil Pty Ltd;
• Bridge Oil Developments Pty Ltd;
• Reef Oil Pty Ltd;
• Santos (BOL) Pty Ltd;
• Santos Darwin LNG Pty Ltd;
• Santos (NARNL Cooper) Pty Ltd;
• Santos Offshore Pty Ltd;
• Santos Petroleum Pty Ltd;
• Santos QNT Pty Ltd;
• Santos QNT (No. 1) Pty Ltd;
• Santos QNT (No. 2) Pty Ltd; and
• Vamgas Pty Ltd.
| 145
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
36. DeeD oF CRoss GuARAntee (ContInueD)
Set out below is a consolidated income statement, consolidated statement of comprehensive income and summary of movements in
consolidated retained earnings for the year ended 31 December 2014 of the Closed Group:
Consolidated income statement
Product sales
Cost of sales
Gross profit
Other revenue
Other income
Other expenses
Interest income
Finance costs
(Loss)/profit before tax
Income tax benefit/(expense)
Royalty-related taxation benefit/(expense)
Total taxation benefit/(expense)
net (loss)/profit for the period
Consolidated statement of comprehensive income
net (loss)/profit for the period
other comprehensive income, net of tax:
Net exchange gain on translation of foreign operations
Net actuarial gain on defined benefit plan
total comprehensive (loss)/income
summary of movements in the Closed Group’s retained earnings
Retained earnings at 1 January
Adjustment to retained earnings for companies removed/added
to Deed during the year
Net (loss)/profit for the period
Net actuarial gain on defined benefit plan
Dividends to shareholders
Share-based payment transactions
Retained earnings at 31 December
2014
$million
2,550
(2,186)
364
1,012
24
(2,167)
10
(56)
(813)
417
121
538
(275)
(275)
4
–
(271)
1,490
–
(275)
–
(341)
22
896
2013
$million
2,630
(2,044)
586
397
44
(244)
43
(86)
740
(233)
(39)
(272)
468
468
30
14
512
1,275
6
468
14
(289)
16
1,490
146 | Santos Annual Report 2014
36. DeeD oF CRoss GuARAntee (ContInueD)
Set out below is a consolidated statement of financial position as at 31 December 2014 of the Closed Group:
2014
$million
2013
$million
Current assets
Cash and cash equivalents
Trade and other receivables
Prepayments
Inventories
Other financial assets
Tax receivable
total current assets
non-current assets
Receivables
Prepayments
Other financial assets
Exploration and evaluation assets
Oil and gas assets
Other land, buildings, plant and equipment
Deferred tax assets
total non-current assets
total assets
Current liabilities
Trade and other payables
Deferred income
Interest-bearing loans and borrowings
Tax liabilities
Provisions
total current liabilities
non-current liabilities
Deferred income
Interest-bearing loans and borrowings
Deferred tax liabilities
Provisions
Other non-current liabilities
total non-current liabilities
total liabilities
net assets
equity
Issued capital
Reserves
Retained earnings
total equity
426
963
29
313
–
41
1,772
–
179
9,003
399
5,322
202
351
15,456
17,228
790
38
212
–
160
1,200
101
6,564
–
1,546
5
8,216
9,416
7,812
6,905
11
896
7,812
423
1,609
36
344
1
6
2,419
1
82
3,787
901
5,525
189
–
10,485
12,904
699
69
–
–
175
943
48
2,003
360
1,299
5
3,715
4,658
8,246
6,749
7
1,490
8,246
| 147
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
37. FInAnCIAL RIsK mAnAGement
Exposure to foreign currency risk, interest rate risk, commodity price risk, credit risk and liquidity risk arises in the normal course of the
Group’s business. The Group’s overall financial risk management strategy is to seek to ensure that the Group is able to fund its corporate
objectives and meet its obligations to stakeholders. Derivative financial instruments may be used to hedge exposure to fluctuations in
foreign exchange rates, interest rates and commodity prices.
The Group uses various methods to measure the types of financial risk to which it is exposed. These methods include Cash Flow at Risk
analysis in the case of interest rate, foreign exchange and commodity price risk, and ageing analysis for credit risk.
Financial risk management is carried out by a central treasury department (“Treasury”) which operates under Board-approved policies.
The policies govern the framework and principles for overall risk management and covers specific financial risks, such as foreign
exchange risk, interest rate risk and credit risk, approved derivative and non-derivative financial instruments, and liquidity management.
(a) Foreign currency risk
Foreign exchange risk arises from commercial transactions and valuations of assets and liabilities that are denominated in a currency
that is not the entity’s functional currency.
The Group is exposed to foreign currency risk principally through the sale of products denominated in US dollars, borrowings
denominated in US dollars and euros and foreign currency capital and operating expenditure. In order to economically hedge foreign
currency risk, the Group from time to time enters into forward foreign exchange, foreign currency swap and foreign currency option
contracts.
The Group has certain investments in domestic and foreign operations whose net assets are exposed to foreign currency
translation risk. Currency exposures arising from the net assets of these operations are managed primarily through borrowings
denominated in the relevant foreign currency.
All foreign currency denominated borrowings of Australian dollar (“AUD”) functional currency companies are either designated
as a hedge of US dollar denominated investments in foreign operations (2014: US$2,855 million; 2013: US$1,639 million), or
swapped using cross-currency swaps to US dollars and designated as a hedge of US dollar denominated investments in foreign
operations (2014: US$1,410 million; 2013: US$1,410 million). As a result, there were no net foreign currency gains or losses arising
from translation of US dollar denominated borrowings recognised in the income statement in 2014.
Monetary items, including financial assets and liabilities, denominated in currencies other than the functional currency of
an operation, are periodically restated to Australian dollar equivalents, and the associated gain or loss is taken to the income
statement. The exception is foreign exchange gains or losses on foreign currency provisions for restoration at operating sites
that are capitalised in oil and gas assets.
Based on the Group’s net financial assets and liabilities at 31 December 2014, the following table demonstrates the estimated
sensitivity to a ±15 cent movement in the US dollar exchange rate (2013: ±15 cent) and a ±10 cent movement in the euro exchange
rate (2013: ±10 cent) with all other variables held constant, on post-tax profit and equity:
Impact on post-tax profit:
AUD/USD +15 cents (2013: +15 cents)
AUD/USD –15 cents (2013: –15 cents)
AUD/EUR +10 cents (2013: +10 cents)
AUD/EUR –10 cents (2013: –10 cents)
Impact on equity:
AUD/USD +15 cents (2013: +15 cents)
AUD/USD –15 cents (2013: –15 cents)
AUD/EUR +10 cents (2013: +10 cents)
AUD/EUR –10 cents (2013: –10 cents)
2014
$million
2013
$million
20
(20)
–
–
20
(20)
–
–
23
(23)
–
–
23
(23)
–
–
The above sensitivity will vary depending on the Group’s financial asset and liability profile over time. The ±15 cent sensitivity in the
US dollar exchange rate and ±10 cent sensitivity in the euro exchange rate is the Group’s estimate of reasonably possible changes
over the following financial year, based on recent volatility experienced in the market.
148 | Santos Annual Report 2014
37. FInAnCIAL RIsK mAnAGement (ContInueD)
(b) market risk
Cash flow and fair value interest rate risk
The Group’s interest rate risk arises from its borrowings. Borrowings issued at variable rates expose the Group to cash flow interest
rate risk. Borrowings issued at fixed rates expose the Group to fair value interest rate risk.
The Group adopts a policy of ensuring that the majority of its exposure to changes in interest rates on borrowings is on a floating
rate basis. Interest rate swaps, denominated in Australian dollars and US dollars, have been entered into as fair value hedges of
medium-term notes, long-term notes and subordinated debt. When transacted, these swaps had maturities ranging from 1 to 20
years, aligned with the maturity of the related notes.
During 2013, the Group entered into US dollar denominated interest rate swaps, which fix the interest rate associated with the
coupon payments on US$670 million of uncovered export credit agency supported loan through to the end of 2016. These
instruments have been designated as cash flow hedges.
At 31 December 2014, the Group had interest rate swaps with a notional contract amount of $2,452 million (2013: $2,397 million).
The net fair value of swaps at 31 December 2014 was $141 million (2013: $144 million), comprising assets of $141 million and liabilities
of nil (2013: assets of $144 million and liabilities of nil). These amounts were recognised as fair value derivatives.
Based on the net debt position as at 31 December 2014, taking into account interest rate swaps, it is estimated that if US London
Interbank Offered Rate (“LIBOR”) interest rates changed by ±0.50% (2013: ±0.50%), Euro Interbank Offered Rate (“EURIBOR”) by
±0.50% (2013: ±0.50%) and Australian Bank Bill Swap reference rate (“BBSW”) by ±0.50% (2013: ±0.50%), with all other variables
held constant, the impact on post-tax profit and equity would be:
Impact on post-tax profit as a result of changing interest rates:
US +0.50%/EU +0.50%/AU +0.50%
(2013: US +0.50%/EU +0.50%/AU +0.50%)
US –0.50%/EU –0.50%/AU –0.50%
(2013: US –0.50%/EU –0.50%/AU –0.50%)
Impact on equity as a result of changing interest rates:
US +0.50%/EU +0.50%/AU +0.50%
(2013: US +0.50%/EU +0.50%/AU +0.50%)
US –0.50%/EU –0.50%/AU –0.50%
(2013: US –0.50%/EU –0.50%/AU –0.50%)
2014
$million
2013
$million
14
(14)
14
(14)
7
(7)
7
(7)
This assumes that the change in interest rates is effective from the beginning of the financial year and the net debt position
and fixed/floating mix is constant over the year. However, interest rates and the debt profile of the Group are unlikely to remain
constant and therefore the above sensitivity analysis will be subject to change.
The sensitivity analysis is based on the Group’s reasonable estimate of changes in interest rates over the following financial
year and reflects annual interest rate volatility. Changes in interest rates over the following year may be greater or less than the
US LIBOR ±0.50%, EURIBOR ±0.50% and the Australian BBSW ±0.50% sensitivity employed in the estimates above.
| 149
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
37. FInAnCIAL RIsK mAnAGement (ContInueD)
(b) market risk (continued)
Cash flow hedge accounting
The Group has issued €1,000 million subordinated notes with an average fixed interest rate of 8.25%.
In order to reduce the variability of the Australian dollar cash flows arising from the euro principal and interest payments to
September 2017, the Group entered into cross-currency interest rate swap contracts in March 2011, under which it has a right to
receive interest at fixed euro rates and pay interest at floating US dollar interest rates. These contracts are in place to cover all
remaining principal and interest payments on €950 million of the subordinated notes.
Subordinated notes totalling €50 million have been swapped to a fixed US dollar interest rate of 8.48% for seven years.
At December 2014, the Group has fully drawn the US$1,200 million Uncovered export credit agency supported loan facility, which
is repayable in 2019.
In May 2013 the Group entered into US dollar interest rate swap contracts, under which it has a right to receive interest at
floating US dollar rates and pay interest at fixed US dollar interest rates. These contracts are in place to cover coupon payments
on US$670 million Uncovered export credit agency supported loans through to the end of 2016.
The cross-currency and interest rate swap contracts are recognised at fair value and all gains and losses attributable to the hedged
risks are recognised in the hedge reserve and reclassified into the income statement when the interest expense is recognised.
The movement in hedge reserve is as follows:
Opening balance
Charged to comprehensive income
Closing balance
Commodity price risk exposure
2014
$million
2013
$million
(10)
(9)
(19)
(6)
(4)
(10)
The Group is exposed to commodity price fluctuations through the sale of petroleum products and other oil-price-linked
contracts. The Group may enter into commodity crude oil price swap and option contracts to manage its commodity price risk.
At 31 December 2014, the Group has no open oil price swap contracts (2013: nil), and therefore is not exposed to movements in
commodity prices on financial instruments. The Group continues to monitor oil price volatility and to assess the need for commodity
price hedging.
(c) Credit risk
Credit risk for the Group arises from investments in cash and cash equivalents, derivative financial instruments and deposits
with banks and financial institutions, as well as credit exposures to customers including outstanding receivables and committed
transactions, and represents the potential financial loss if counterparties fail to perform as contracted. Santos employs credit policies
which include monitoring exposure to credit risk on an ongoing basis. The majority of Santos’ gas contracts are spread across major
Australian energy retailers and industrial users. Contracts exist in every mainland state whilst the largest customer accounts for
approximately 30% of contracted gas.
The Group controls credit risk by setting minimum creditworthiness requirements for counterparties, which for banks and financial
institutions are based upon their long-term credit rating.
Rating
AAA, AA, AA–
A+, A, A–
Approved
counterparties
6
13
total
credit limit
$million
11,950
7,550
total
exposure
$million
2,024
1,051
exposure
range
$million
0 – 1,693
0 – 269
150 | Santos Annual Report 2014
37. FInAnCIAL RIsK mAnAGement (ContInueD)
(c) Credit risk (continued)
If customers are independently rated these ratings are used, otherwise the credit quality of the customer is assessed by taking into
account its financial position, past experience and other factors including credit support from a third party. Individual risk limits for
banks and financial institutions are set based on external ratings in accordance with limits set by the Board. Limits for customers
are determined within contract terms. The daily nomination of gas demand by customers and the utilisation of credit limits by
customers are monitored by line management.
In addition, receivable balances are monitored on an ongoing basis with the result that the Group’s exposure to bad debts is not
significant. The Group does not hold collateral, nor does it securitise its trade and other receivables.
At the reporting date there were no significant concentrations of credit risk within the Group and financial instruments are
spread amongst a number of financial institutions to minimise the risk of counterparty default. The maximum exposure to financial
institution credit risk is represented by the sum of all cash deposits plus accrued interest, bank account balances, undrawn credit
facility limits and derivative mark-to-market gains.
(d) Liquidity risk
The Group adopts a prudent liquidity risk management strategy and seeks to maintain sufficient liquid assets and available
committed credit facilities to meet short-term to medium-term liquidity requirements. The Group’s objective is to maintain flexibility
in funding to meet ongoing operational requirements, exploration and development expenditure, and other corporate initiatives.
The following table analyses the contractual maturities of the Group’s financial liabilities, and financial assets held to manage
liquidity risk. The relevant maturity groupings are based on the remaining period to the contractual maturity date, at the reporting
date. The amounts disclosed in the table are the contractual undiscounted cash flows comprising principal and interest repayments.
Estimated variable interest expense is based upon appropriate yield curves as at 31 December 2014.
Less than
1 year
$million
1 to 2
years
$million
2 to 5
years
$million
more than
5 years
$million
2014
Financial assets held to manage liquidity risk
Cash and cash equivalents
Derivative financial assets
Interest rate swap contracts
Derivative financial liabilities
Cross-currency swap contracts
non-derivative financial liabilities
Trade and other payables
Obligations under finance leases
Commercial paper
Bank loans
Medium-term notes
Long-term notes
Subordinated debt
775
41
22
(1,382)
(2)
(140)
(170)
(106)
(111)
(123)
(1,196)
–
40
10
–
–
–
(480)
–
(45)
(123)
(598)
–
60
(241)
–
(7)
–
(4,154)
–
(532)
(1,609)
(6,483)
–
29
–
–
(7)
–
(2,134)
–
(338)
–
(2,450)
| 151
Financial Report
notes to the Consolidated Financial statements
for the year ended 31 December 2014
37. FInAnCIAL RIsK mAnAGement (ContInueD)
(d) Liquidity risk (continued)
Less than
1 year
$million
1 to 2
years
$million
2 to 5
years
$million
more than
5 years
$million
2013
Financial assets held to manage liquidity risk
Cash and cash equivalents
Derivative financial assets
Interest rate swap contracts
Cross-currency swap contracts
non-derivative financial liabilities
Trade and other payables
Obligations under finance leases
Commercial paper
Bank loans
Medium-term notes
Long-term notes
Subordinated debt
645
40
35
(1,235)
(1)
(100)
(215)
(6)
(118)
(128)
(1,083)
(e) Fair values
–
38
33
–
–
–
(138)
(106)
(102)
(128)
(403)
–
70
(10)
–
(5)
–
(1,201)
–
(334)
(1,804)
(3,284)
–
21
–
–
–
–
(2,712)
–
(506)
–
(3,197)
The financial assets and liabilities of the Group are all initially recognised in the statement of financial position at their fair value in
accordance with the accounting policies in note 1. The initial fair values of receivables, payables, interest-bearing liabilities and other
financial assets and liabilities, which are not subsequently measured at fair value, approximate their carrying value.
The following summarises the significant methods and assumptions used in estimating the fair values of financial instruments:
Available-for-sale financial assets
The fair value of available-for-sale financial assets is determined by reference to their quoted bid price at the reporting date.
At 31 December 2014, the Group held available-for-sale financial assets of $10 million (2013: $10 million) at cost. The asset
relates to an equity instrument in an unlisted public company that carries out exploration activities. The Group expects to
continue to hold the investment for the foreseeable future.
Derivatives
The fair value of interest rate swaps is calculated by discounting estimated future cash flows based on the terms of maturity
of each contract and using market interest rates for a similar instrument at the reporting date. Where these cash flows are in
a foreign currency, the present value is converted to Australian dollars at the foreign exchange spot rate prevailing at reporting
date.
Financial liabilities
Fair value is calculated based on the present value of future principal and interest cash flows, discounted at the market rate
of interest at the reporting date. Where these cash flows are in a foreign currency, the present value is converted to Australian
dollars at the foreign exchange spot rate prevailing at reporting date.
152 | Santos Annual Report 2014
37. FInAnCIAL RIsK mAnAGement (ContInueD)
(e) Fair values (continued)
Interest rates used for determining fair value
The interest rates used to discount estimated future cash flows, where applicable, are based on the market yield curve and credit
spreads at the reporting date. The interest rates including credit spreads used to determine fair value were as follows:
Derivatives
Loans and borrowings
2014
%
0.1 – 5.1
0.1 – 5.1
2013
%
0.3 – 5.0
0.3 – 5.0
The Group uses the following hierarchy for determining and disclosing the fair value of financial instruments by valuation technique:
Level 1: quoted (unadjusted) prices in active markets for identical assets and liabilities;
Level 2:
other techniques for which all inputs which have significant effect on the recorded fair value are observable, either
directly or indirectly;
Level 3: techniques which use inputs which have a significant effect on the recorded fair value that are not based on
observable market data.
The Group held the following financial instruments measured at fair value:
total
$million
Level 1
$million
Level 2
$million
Level 3
$million
2014
Assets measured at fair value
Financial assets at fair value through profit and loss:
Interest rate swap contracts
Embedded derivatives
141
1
Liabilities measured at fair value
Financial liabilities at fair value through profit and loss:
Cross-currency swap contracts
Long-term notes
Medium-term notes
2013
Assets measured at fair value
Financial assets at fair value through profit and loss:
Interest rate swap contracts
Cross-currency swap contracts
Embedded derivatives
(154)
(841)
(102)
144
65
5
Liabilities measured at fair value
Financial liabilities at fair value through profit and loss:
Long-term notes
Medium-term notes
(909)
(105)
–
–
–
–
–
–
–
–
–
–
141
1
(154)
(841)
(102)
144
65
5
(909)
(105)
–
–
–
–
–
–
–
–
–
–
During the reporting periods ended 31 December 2014 and 31 December 2013, there were no transfers between level 1 and
level 2 fair value measurements, and no transfers into or out of level 3 fair value measurements.
38. events AFteR tHe enD oF tHe RePoRtInG PeRIoD
On 20 February 2014, the Directors of Santos Limited declared a final dividend on ordinary shares in respect of the 2014 financial year.
Consequently, the dividend has not been provided for in the 31 December 2014 financial statements. Refer to note 22 for dividends
declared after 31 December 2014.
| 153
Financial Report
Directors’ Declaration
for the year ended 31 December 2014
In accordance with a resolution of the Directors of Santos Limited (“the Company”), we state that:
1.
In the opinion of the Directors:
(a) the financial statements and notes of the consolidated entity are in accordance with the Corporations Act 2001 (Cth), including:
(i)
giving a true and fair view of the consolidated entity’s financial position as at 31 December 2014 and of its performance for
the year ended on that date; and
(ii) complying with Accounting Standards and the Corporations Regulations 2001 (Cth); and
(b) the financial statements and notes comply with International Financial Reporting Standards as disclosed in note 1(a); and
(c)
there are reasonable grounds to believe that the Company will be able to pay its debts as and when they become due and
payable.
This declaration has been made after receiving the declarations required to be made to the Directors in accordance with Section
295A of the Corporations Act 2001 (Cth) for the financial year ended 31 December 2014.
As at the date of this declaration, there are reasonable grounds to believe that the members of the Closed Group identified in note 36
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
between the Company and those members of the Closed Group pursuant to Class Order 98/1418.
2.
3.
Dated this 20th day of February 2015
On behalf of the Board:
Director
Adelaide
Director
154 | Santos Annual Report 2014
Independent Auditor’s Report
to the members of Santos Limited
Report on the financial report
Independence
In conducting our audit we have complied with the independence
requirements of the Corporations Act 2001. We have given to
the Directors of the Company a written Auditor’s Independence
Declaration, a copy of which is referred to in the Directors’ report.
Opinion
In our opinion:
a.
the financial report of Santos Limited is in accordance
with the Corporations Act 2001, including:
(i)
giving a true and fair view of the consolidated
entity’s financial position as at 31 December 2014
and of its performance for the year ended on that
date; and
(ii)
complying with Australian Accounting Standards
and the Corporations Regulations 2001; and
b.
the financial report also complies with International
Financial Reporting Standards as disclosed in note 1(a).
Report on the Remuneration Report
We have audited the Remuneration Report included in pages 52 to
73 of the Directors’ report for the year ended 31 December 2014.
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 Australian Auditing Standards.
Opinion
In our opinion, the Remuneration Report of Santos Limited for the
year ended 31 December 2014, complies with section 300A of the
Corporations Act 2001.
Ernst & Young
T S Hammond
Partner
Adelaide
20 February 2015
We have audited the accompanying financial report of Santos
Limited, which comprises the consolidated statement of financial
position as at 31 December 2014, the consolidated income
statement, the consolidated statement of comprehensive
income, the consolidated statement of changes in equity and the
consolidated statement of cash flows for the year then ended,
notes comprising a summary of significant accounting policies and
other explanatory information, and the Directors’ Declaration of
the consolidated entity 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 controls as the Directors determine are
necessary to enable the preparation of the financial report that is
free from material misstatement, whether due to fraud or error. In
note 1(a), the Directors also state, in accordance with Accounting
Standard AASB 101 Presentation of Financial Statements, that the
financial statements 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. Those standards require that
we comply with relevant ethical requirements relating to audit
engagements and plan and perform the audit to obtain reasonable
assurance about 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 judgment, 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 controls relevant to
the entity’s preparation and fair presentation of the financial report
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 controls. 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 believe that the audit evidence we have obtained is sufficient
and appropriate to provide a basis for our audit opinion.
A member firm of Ernst & Young Global Limited
Liability limited by a scheme approved under Professional Standards Legislation
| 155
Financial Report
Auditor’s Independence Declaration
to the Directors of Santos Limited
In relation to our audit of the financial report of Santos Limited for the financial year ended 31 December 2014, to the best of my
knowledge and belief, there have been no contraventions of the auditor independence requirements of the Corporations Act 2001 or any
applicable code of professional conduct.
Ernst & Young
T S Hammond
Partner
Adelaide
20 February 2015
A member firm of Ernst & Young Global Limited
Liability limited by a scheme approved under Professional Standards Legislation
156 | Santos Annual Report 2014
Information
for shareholders
notICe oF meetInG
The Annual General Meeting of Santos
Limited will be held in Hall L at Adelaide
Convention Centre, North Terrace,
Adelaide, South Australia, on Thursday
30 April 2015 at 10:00 am.
FInAL DIvIDenD
The 2014 final ordinary dividend will be
paid on 25 March 2015 to shareholders
registered in the books of the Company
at the close of business on 27 February
2015 in respect of fully paid shares held
at record date.
seCuRItIes exCHAnGe LIstInG
Santos Limited. Incorporated in Adelaide,
South Australia, on 18 March 1954.
Quoted on the official list of the Australian
Securities Exchange (ordinary shares code
STO).
DIReCtoRs
KC Borda (Chairman), DJW Knox,
(Managing Director), YA Allen,
PR Coates, KA Dean, RA Franklin,
H Goh, JS Hemstritch, GJW Martin,
SD Sheffield.
ComPAny seCRetARy
DTJ Lim
CHAnGe oF sHAReHoLDeR DetAILs
Shareholders can access their current
shareholding details and change many of
these details online via the website, www.
investorcentre.com/sto. The website
requires you to quote your Shareholder
Reference Number (“SRN”) or Holder
Identification Number (“HIN”) in order
to access this information. Forms are
also available to advise the Company
of changes relating to change of
address, direct crediting of dividends,
Tax File Number and Australian Business
Number, Annual Report and Sustainability
Report mailing preferences and Dividend
Reinvestment Plan participation.
InvestoR InFoRmAtIon
AnD seRvICes
santos website
A wide range of information for
investors is available from Santos’ website,
www.santos.com, including Annual
Reports, Sustainability Reports, Full-Year
and Interim Reports and presentations,
news announcements, Quarterly Activities
Reports and current well information.
Comprehensive archives of these materials
dating back to 1997 are available on the
Santos website.
Other investor information available on
the Santos website includes:
• webcasts of investor briefings;
• an email alert facility where people can
register to be notified, free of charge,
of Santos’ News Announcements via
email; and
• an RSS feed of Santos’ News
Announcements, which allows people
to view these announcements using
RSS reader software.
The Santos website provides a full history
of Santos’ dividend payments and equity
issues. Shareholders can also check their
holdings and payment history via the
secure View Shareholding section.
Santos’ website also provides an online
Conversion Calculator, which instantly
computes equivalent values of the most
common units of measurement in the
oil and gas industry.
Publications
The Annual Report, Interim Report,
Shareholder Review and the Sustainability
Report are the major sources of printed
information about Santos. Printed copies
of the reports are available from the Share
Registry or Investor Relations.
sHAReHoLDeR enquIRIes
Enquiries about shareholdings should be
directed to:
Computershare Investor Services Pty Limited
GPO Box 2975
Melbourne, Victoria 3001
Phone:
1300 017 716 (within Australia) or
+61 3 9938 4343 (outside Australia)
Investor enquiries online:
www.investorcentre.com/contact
Website: www.investorcentre.com/sto
Investor information, other than that
relating to a shareholding, can be
obtained from:
Investor Relations, Santos Limited
GPO Box 2455
Adelaide, South Australia 5001
Telephone: 08 8116 5000
Email: investor.relations@santos.com
Electronic enquiries can also be submitted
through the ‘Contact Us’ section of the
Santos website, www.santos.com
sHAReHoLDeRs’ CALenDAR
2014 full-year Results announcement
20 February 2015
Ex-dividend date for 2014 full-year dividend
25 February 2015
Record date for 2014 full-year dividend
27 February 2015
Payment date for 2014 full-year dividend
25 March 2015
Annual General Meeting
30 April 2015
2015 interim results announcement
21 August 2015
Ex-dividend date for 2015 interim dividend
26 August 2015
Record date for 2015 interim dividend
28 August 2015
Payment date for 2015 interim dividend
30 September 2015
Dates may be subject to change.
quARteRLy RePoRtInG CALenDAR
2015 First Quarter Activities Report
17 April 2015
2015 Second Quarter Activities Report
17 July 2015
2015 Third Quarter Activities Report
23 October 2015
2015 Fourth Quarter Activities Report
22 January 2016
Dates are subject to change and are
published on the Santos website,
www.santos.com
| 157
Financial Report
securities exchange
and shareholder Information
Listed on the Australian Securities Exchange at 27 February 2015 were 982,396,796 fully paid ordinary shares. Unlisted were 21,500
partly paid Plan 0 shares, 21,500 partly paid Plan 2 shares, 423,961 fully paid restricted ordinary shares issued pursuant to the
ShareMatch Plan, 745,958 restricted fully paid ordinary shares issued to eligible Senior Executives pursuant to the Santos Employee
Share Purchase Plan (“SESPP”), 43,919 fully paid ordinary shares issued pursuant to the Non-executive Director Share Plan (“NED
Share Plan”), 24,083 restricted fully paid ordinary shares pursuant to the Eastern Star Gas Limited Employee Incentive Plan (“ESG
Plan”), 105,052 fully paid ordinary shares issued with further restrictions pursuant to the ShareMatch Plan and 30,102 fully paid ordinary
shares issued with further restrictions pursuant to the Santos Employee Share Purchase Plan (“SESPP”).
There were 148,740 holders of all classes of issued ordinary shares, including: 3 holders of Plan 0 shares; 3 holders of Plan 2 shares;
985 holders of ShareMatch shares; 53 holders of restricted shares pursuant to the SESPP; 3 holders of NED Share Plan shares;
2 holders of ESG Plan shares; 114 holders of ShareMatch shares with further restrictions and 9 holders of SESPP shares with further
restrictions. This compared with 113,714 holders of all classes of issued ordinary shares a year earlier.
On 27 February 2015 there were also: 38 holders of 3,992,038 Options granted pursuant to the Santos Executive Share Option Plan;
103 holders of 5,553,758 Share Acquisition Rights pursuant to the SESPP and 1,695 holders of 1,333,218 Share Acquisition Rights
pursuant to the ShareMatch Plan.
The listed issued ordinary shares plus the ordinary shares issued pursuant to the SESPP, and the restricted shares issued pursuant to
the SESPP, ShareMatch Plan, NED Share Plan and ESG Plan, represent all of the voting power in Santos. The holdings of the 20 largest
holders of ordinary shares represent 51.39% of the total voting power in Santos (64.15% on 28 February 2014). The largest shareholders
of fully paid ordinary shares in Santos as shown in the Company’s Register of Members at 27 February 2015 were:
name
no. of shares
HSBC Custody Nominees (Australia) Limited
JP Morgan Nominees Australia Limited
National Nominees Limited
Citicorp Nominees Pty Limited
BNP Paribas Noms Pty Ltd
CS Fourth Nominees Pty Ltd
Ecapital Nominees Pty Limited
HSBC Custody Nominees (Australia) Limited-GSCO ECA
Citicorp Nominees Pty Limited
Australian Foundation Investment Company Limited
Argo Investments Limited
Warbont Nominees Pty Ltd
BNP Paribas Nominees Pty Ltd
HSBC Custody Nominees (Australia) Limited
QIC Limited
Bainpro Nominees Pty Limited
UBS Wealth Management Australia Nominees Pty Ltd
RBC Investor Services Australia Nominees Pty Limited
AMP Life Limited
Mr John Charles Ellice-Flint
total:
158 | Santos Annual Report 2014
150,525,351
110,377,415
77,923,963
56,693,350
17,644,288
14,950,172
13,514,181
10,766,894
8,784,497
7,989,581
6,164,473
4,825,772
4,184,000
3,346,873
3,335,243
2,999,701
2,988,024
2,780,294
2,556,549
2,483,873
%
15.32
11.24
7.93
5.77
1.80
1.52
1.38
1.10
0.89
0.81
0.63
0.49
0.43
0.34
0.34
0.31
0.30
0.28
0.26
0.25
504,834,494
51.39
AnALysIs oF sHARes – RAnGe oF sHARes HeLD
Fully paid ordinary shares (holders)
% of holders % of shares held
1–1,000
1,001–5,000
5,001–10,000
10,001–100,000
100,001 and over
total
Less than a marketable parcel of $500
63,320
66,890
12,000
6,352
178
148,740
4,321
42.57
44.97
8.07
4.27
0.12
100.00
3.23
16.35
8.76
13.36
58.30
100.00
Substantial Shareholders as disclosed by notices received by the Company as at 27 February 2015: Nil.
For Directors’ Shareholdings see the Directors’ Report as set out on page 38 of this Annual Report.
votInG RIGHts
Every member present in person or by an attorney, a proxy or a representative shall on a show of hands, have one vote and upon a poll,
one vote for every fully paid ordinary share held. Pursuant to the Rules of the Santos Executive Share Plan, Plan 2 and Plan 0 shares do
not carry any voting rights except on a proposal to vary the rights attached to Plan shares.
| 159
F
Finance Committee
Financial Report
Financial Risk Management
I
Information for shareholders
Independent Auditor’s report
m
Managing Director and
Chief Executive Officer’s Q&A
28-29
75-154
148-153
157
155
3
n
Nomination Committee
Notes to the Consolidated Financial
Statements
28-30
81-153
P
People and Remuneration Committee
Production and Sales
R
Remuneration Report
Reserves Statement
Risk management
s
Santos Leadership Team
Securities exchange
and shareholder information
Securities Trading Policy
28-30, 57
10, 41
52-73
11-15
31
8-9
158-159
34
t
10-year summary
36-37
Total shareholder return (TSR) 53, 60, 132
Financial Report
Index
A
Annual General Meeting
Audit & Risk Committee
157
16, 18, 28-29,
31, 40, 65
156
Auditor’s Independence Declaration
B
Board of Directors
Board Committees
C
Chairman’s Letter
Code of Conduct
Consolidated Income Statement
Consolidated Statement
of Cash Flows
Consolidated Statement
of Changes in Equity
Consolidated Statement
of Comprehensive Income
Consolidated Statement
of Financial Position
Continuous disclosure
and shareholder communication
Corporate governance
6-7
28-30
1-2
34
76, 146
79
80
77, 146
78, 147
34-35
16-35
D
Directors
Directors declaration
Directors’ remuneration
Directors’ report
Diversity, ethics and conduct
Dividend
Dividend Reinvestment Plan
e
Earnings per share
Environment, Health, Safety
and Sustainability committee
6-7
154
65, 69
38-74
32-35
37, 49, 60, 76,
79-80, 91, 116,
122, 153, 157
49, 114, 124
37, 76, 117
28-30
160 | Santos Annual Report 2014
Glossary
Aboriginal
Refers to both Aboriginal and Torres Strait
Islander people.
barrel/bbl
The standard unit of measurement for all
oil and condensate production. One barrel =
159 litres or 35 imperial gallons.
hydrocarbon
Compounds containing only the elements
hydrogen and carbon, which may exist as
solids, liquids or gases.
joules
Joules are the metric measurement unit for
energy.
boe
Barrels of oil equivalent.
carbon dioxide equivalent (Co2-e)
A measure of greenhouse gases (e.g.
carbon dioxide, methane, nitrous oxide)
with the equivalent global warming
potential as carbon dioxide when measured
over a specific time.
the company
Santos Ltd and its subsidiaries.
condensate
A natural gas liquid that occurs in
association with natural gas and is mainly
composed of pentane and heavier
hydrocarbon fractions.
proven, probable plus possible reserves
contingent resources (2C)
Those quantities of hydrocarbons which are
estimated, on a given date, to be potentially
recoverable from known accumulations,
but which are not currently considered to
be commercially recoverable. Contingent
resources may be of a significant size, but
still have constraints to development.
These constraints, preventing the booking
of reserves, may relate to lack of gas
marketing arrangements or to technical,
environmental or political barriers.
crude oil
A general term for unrefined liquid
petroleum or hydrocarbons.
CsG
Coal seam gas. Predominantly methane
gas stored within coal deposits or seams.
eBItDAx
Earnings before interest, tax, depreciation,
depletion, exploration and impairment.
exploration
Drilling, seismic or technical studies
undertaken to identify and evaluate regions
or prospects with the potential to contain
hydrocarbons.
A gigajoule (GJ) is equal to 1 joule × 109
A terajoule (TJ) is equal to 1 joule × 1012
A petajoule (PJ) is equal to 1 joule × 1015
liquid hydrocarbons (liquids)
A sales product in liquid form; for example,
condensate and LPG.
LnG
Liquefied natural gas. Natural gas that has
been liquefied by refrigeration to store
or transport it. Generally, LNG comprises
mainly methane.
lost-time injury frequency rate (LtIFR)
A statistical measure of health and safety
performance, calculated a the number
of hours worked. A lost-time injury is a
work-related injury or illness that results
in a persons disability, or time lost from
work of one day shift or more.
LPG
Liquefied petroleum gas. A mixture of
light hydrocarbons derived from oil-
bearing strata which is gaseous at normal
temperatures but which has been liquefied
by refrigeration or pressure to store or
transport it. Generally, LPG comprises
mainly propane and butane.
market capitalisation
A measurement of a company’s stock
market value at a given date. Market
capitalisation is calculated as the number
of shares on issue multiplied by the
closing share price on that given date.
medical treatment injury
A work-related injury or illness, other than
a lost-time injury, that is serious enough to
require more than minor first aid treatment.
Santos classifies injuries that result in
modified duties as medical treatment injuries.
mmboe
Million barrels of oil equivalent.
oil
A mixture of liquid hydrocarbons of
different molecular weights.
proven reserves (1P)
Reserves that, to a high degree of certainty
(90% confidence), are recoverable. There
is relatively little risk associated with these
reserves. Proven developed reserves
are reserves that can be recovered from
existing wells with existing infrastructure
and operating methods. Proven
undeveloped reserves require development.
proven plus probable reserves (2P)
Reserves that analysis of geological and
engineering data suggests are more likely
than not to be recoverable. There is at least
a 50% probability that reserves recovered
will exceed proven plus probable reserves.
sales gas
Natural gas that has been processed by
gas plant facilities and meets the required
specifications under gas sales agreements.
santos
Santos Limited and its subsidiaries.
seismic survey
Data used to gain an understanding
of rock formations beneath the earth’s
surface using reflected sound waves.
total recordable case frequency rate
(tRCFR)
A statistical measure of health and safety
performance. Total recordable case
frequency rate is calculated as the total
number of recordable cases (medical
treatment injuries and lost-time injuries)
per million hours worked.
Conversion
Crude oil
1 barrel = 1 boe
Sales gas
1 petajoule = 171,937 boe
Condensate/
naphtha
1 barrel = 0.935 boe
LPG
1 tonne = 8.458 boe
For a comprehensive online conversion
calculator tool, visit the Santos website
at www.santos.com
Designed and produced by www.twelvecreative.com.au
| 161
Santos Limited
ABN 80 007 550 923
ReGIsteReD AnD HeAD oFFICe
Ground Floor Santos Centre
60 Flinders Street
Adelaide SA 5000
GPO Box 2455
Adelaide SA 5001
Telephone: +61 8 8116 5000
Facsimile: +61 8 8116 5050
Website: www.santos.com
sHARe ReGIsteR
Computershare Investor Services Pty Ltd
Yarra Falls, 452 Johnson Street
Abbotsford VIC 3067
GPO Box 2975
Melbourne VIC 3001
Online enquiries: www.investorcentre.com/contact
Website: www.investorcentre.com/sto
Telephone: 1300 017 716 (within Australia)
+61 3 9938 4343 (international)