Annual Report 2009
Contents
About this report
About Woodside
This 2009 Annual Report is a summary
of Woodside’s operations, activities and
financial position as at 31 December 2009.
Woodside is an independent Australian
oil and gas company playing a key role in
supplying energy to our region.
Woodside Petroleum Ltd (ABN 55 004
898 962) is the parent company of
the Woodside group of companies. In
this report, unless otherwise stated,
references to ‘Woodside’ and ‘the Group’,
‘we’, ‘us’ and ‘our’ refer to Woodside
Petroleum Ltd and its controlled entities,
as a whole. References to ‘the company’
refer to Woodside Petroleum Ltd unless
otherwise stated. The text does not
distinguish between the activities of
the parent company and those of its
controlled entities.
References in this report to a ‘year’ is to
the calendar year ended 31 December
2009 unless otherwise stated. All dollar
figures are expressed in Australian
currency unless otherwise stated.
We are one of the world’s leading
producers of liquefied natural gas, helping
meet the demands for cleaner energy from
Japan, China, Korea and other countries in
the Asia Pacific region.
Woodside was formed in 1954, focused
initially on oil exploration off Australia’s
south coast.
Major natural gas discoveries off the
Western Australian coast in the 1970s
changed the company’s direction, and
today Woodside is one of the world’s pre-
eminent producers of LNG.
We operate the $27 billion North West
Shelf project, which in 2009 celebrated
25 years of natural gas production and
20 years of LNG production.
Woodside is continuing efforts to reduce
its environmental footprint associated with
production of the Annual Report.
We pride ourselves as a stable and reliable
supplier with a focus on delivering on our
commitments.
Printed copies of the Annual Report will
only be posted to shareholders who have
elected to receive a printed copy of the
report.
The Annual Report is also printed
on an environmentally responsible
paper manufactured under ISO 14001
environmental management standards,
using Elemental Chlorine Free pulps from
sustainable, well managed forests.
2009 Woodside Sustainable
Development Report
Woodside also publishes a Sustainable
Development Report that combines
our Health, Safety, Environment and
Community performance.
Available on request or from the
company’s website
(www.woodside.com.au).
Woodside’s production of LNG continues
to grow, with the Pluto foundation project
on track for first gas by end 2010, with
first LNG in early 2011 contingent on a
productive industrial relations environment.
We are already planning for an expansion
of our Pluto project, and are seeking to
develop a further two LNG projects –
Browse in Australia’s Kimberley region and
Sunrise off the northern coast.
Woodside also maintains a portfolio of
non-LNG projects. We produce natural
gas, liquefied petroleum gas, condensate
and oil for customers in Australia and
elsewhere.
With our large natural gas resource base,
Woodside is a sought-after provider of
cleaner energy. We seek excellence in
environmental performance, and aim to
ensure that wherever we operate, the local
community benefits from our presence.
Overview
Performance at a glance
Mission statement and strategy
Chairman’s overview
CEO report
CFO report
LNG markets
Reserves statement
North West Shelf 25 Years
Business reviews
North West Shelf
Australia Business Unit
Pluto LNG
Sunrise LNG
Browse LNG
United States
Other international
Production
Sustainability
Health and safety
Our people
Sustainable business Principles
Governance
Board of Directors
Corporate governance statement
Directors’ report:
Remuneration report
2009 Financial Report
Shareholder information
Shareholder registry: enquiries
Investor Relations: enquiries
Business directory
Key announcements 2009
Events Calendar 2010
Conversion factors
Glossary
Quick reference guide
2009 product and revenue summary
10 Year comparative data summary
1
1
2
3
4
6
8
10
14
16
16
18
20
22
23
24
25
26
27
27
28
29
31
31
33
44
45
61
131
132
132
132
133
133
134
134
135
136
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Visit Woodside website
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Annual Report 2009
About the cover
Pluto LNG Project loading jetty construction nearing completion. In the
background a fully laden North West Shelf LNG tanker sails to Asia.
Performance at a glance
Production
Reported net profit after tax
(post significant items)
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Environmental incidents
(Category C and above)
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Results at a glance
Net profit after tax
Sales revenue
Cashflow from operating activities
Earnings per share
Total recordable case frequency
Total shareholder return
Production
Proved reserves
Proved plus Probable reserves
Contingent resources
*
Source: Bloomberg, 5 year average, annualised, USD
($ million)
($ million)
($ million)
(cents)
(TRCF)
(TSR, %)
(MMboe)
(MMboe)
(MMboe)
(MMboe)
2009
2008 % Change
1,824
1,786
2.1%
4,352
5,990
-27.3%
1,859
3,784
-50.9%
259
3.3
260
4.3
-0.3%
23.3%
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23*
82.6%
80.9
81.3
1,296
1,328
1,651
1,703
1,867
1,940
-0.5%
-2.4%
-3.1%
-3.8%
Results highlights
• Record reported net profit after tax, up 2% to $1,824 million
• Record underlying profit, up 4% to $1,906 million
• Production volumes, down 0.5% to 80.9 million boe
• Record sales volumes, up 0.6% to 80.7 million boe
• Final dividend of 55 cents per share lifted full year dividend to 110 cents per share
• Record investment spend of $5.7 billion
• $2.9 billion of undrawn debt and cash on hand - gearing at 29.8%
•
•
Improved safety performance, TRCF reduced 23% to 3.3
Improved environmental performance, Category C and above incidents down 62% to 8
• Proved plus Probable reserves over 1.6 billion boe
1
Title
Mission statement
and strategy
Mission, Vision and Values
Mission
Values
To create and deliver outstanding,
sustained growth in shareholder wealth by
providing energy for the future.
Vision
To be a world-class LNG leader.
To accomplish this, we need to be the
company of choice through speed,
execution skills, commercial acumen, cost
focus and technical capability. Through our
people and our values we will satisfy our
shareholders and deliver a sustainable
future.
•
•
•
•
•
•
Strong and sustainable performance
Care and respect
Integrity and trust
Initiative and accountability
Creativity and enterprise
Working together
We recognise that our business must be
profitable and sustainable. We believe
that living these values makes Woodside
distinctive and is essential to our success.
Successful Pluto Jacket launch about 190 km north-west of Karratha in October 2009
Woodside’s strategy
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Foundation business
Time
In June 2009 the Board of Directors
reviewed Woodside’s long-term strategy
and confirmed the importance of
maintaining the existing strategic direction
and delivering against the LNG growth
plan.
Woodside continues to focus on improving
its foundation business and delivering long-
term growth in shareholder value through
development of the Australian liquefied
natural gas (LNG) portfolio.
Woodside’s foundation Australian business
includes the producing assets in the North
West Shelf Venture (NWSV) and Greater
Exmouth area. These are complemented
by producing assets elsewhere in Australia
and the Gulf of Mexico. By maximising
the returns from these assets Woodside
will meet its financial obligations and
contribute funds to support the company’s
growth ambitions.
To further maximise the value of the
investment in these existing assets
Woodside will also pursue selective
exploration and development opportunities.
Continued operation of these facilities
to appropriate safety, environmental
and stakeholder standards will maintain
Woodside’s licence to operate.
Longer term growth in Woodside’s value
and its overall future will be shaped by
LNG. The company’s significant natural
gas assets and infrastructure in Australia
provide unparalleled opportunities within
an industry struggling to access an ever
depleting resource base. With increasing
global demand for energy, driven by the
continued growth of the Asian economies,
we believe Woodside is well positioned
to capitalise on new opportunities in
emerging LNG markets. Delivery of the
Pluto foundation project will support
future LNG growth opportunities through
expansion of Pluto and the development
of Sunrise and Browse. Maintaining
momentum on these projects will
continue to build Woodside’s internal LNG
capabilities and ensure access to the
necessary external resources.
A complementary business theme will
be retained to provide options for future
business through selective exposure to
exploration outside of Australia.
2
Woodside Petroleum Ltd | Annual Report 2009
Chairman’s overview
The quality of our people at all levels allows us to look to the future with confidence
Secondly, we remained concerned about
the prospect of increased industrial
disruption in our industry following the
enactment of new Commonwealth
workplace legislation. The Australian LNG
sector has enjoyed relative workplace
harmony for several years and this has
been a central factor in developing and
maintaining our reputation internationally
as a reliable supplier. Any change to this
risks damaging the sector’s standing with
customers.
As we celebrated 20 years of North West
Shelf LNG production, we were pleased
during the year to take the opportunity to
name our first Woodside-branded LNG
ship the 'Woodside Donaldson', in honour
of Geoff Donaldson, whom many would
regard as the father of the company.
Geoff chaired Woodside from soon after
its creation in 1954 until he retired 28
years later. At 96 years old he has reason
to be proud of the company’s status as a
successful, independent Australian oil and
gas company.
I take this opportunity to thank all our
employees, led by Chief Executive Officer
Don Voelte, for their efforts on behalf of the
company; and I thank my fellow directors
for their ongoing dedication and support.
The quality of our people at all levels allows
us to look to the future with confidence.
The year 2009 may well be remembered,
at least in Australia, as one in which the
liquefied natural gas industry captured the
public’s imagination.
With large numbers of conventional and
non-conventional LNG projects around
Australia at various stages of development,
the industry stood out as a hive of activity
at a time many other sectors of the
economy were in recession as a result of
the global financial crisis.
Members of the public could easily be
excused for thinking the LNG industry is
new to Australia.
On the contrary, in 2009 Woodside
celebrated 20 years of production of LNG
from the North West Shelf Project, during
which time we have loaded more than
2800 cargoes. This anniversary served as
a pertinent reminder of our company’s
pioneering role in the industry.
The release during the year of a report on
the economic impact of the North West
Shelf, timed to coincide with 25 years of
pipeline gas production and 20 years of
LNG production, illustrated the enormous
contribution this project has made to
Australia.
According to the report, the North West
Shelf has contributed $70 billion to the
nation’s gross domestic product. Annual
federal, state and local government
revenues are in the order of $5 billion a
year.
Today, Woodside has a presence across
the development timescale of LNG
projects.
At the North West Shelf, we have an
extensive track record as a proven, reliable
and safe operator with an international
reputation to match.
At Pluto, we are close to completing the
construction of our first LNG train and
have entered the front-end engineering
and design phase for an expansion of the
project.
At Browse and Sunrise, we have the
opportunity to further significantly
enhance our LNG portfolio. Both of these
developments made strong progress in
2009.
This time last year I commented that, even
during periods of economic downturn,
good businesses should remain profitable.
The past year demonstrated Woodside’s
robustness in this regard.
In spite of the economic difficulties, the
company recorded a profit of $1.82 billion,
2% higher than that earned in 2008 during
a period of record oil prices.
The Board of Directors declared a fully
franked final dividend of 55 cents per
share, resulting in a full-year dividend of
110 cents per share.
We go into 2010 with a healthy balance
sheet, having received strong support from
banks, the bond market and, in our recent
rights issue, equity investors. Woodside is
in a sound financial position.
On the political front two issues continue
to be of particular concern to the board.
At the time this report was published, the
fate of the Commonwealth Government’s
proposed Carbon Pollution Reduction
Scheme remained unknown. While we
recognise the significant improvements
made to the scheme since the Green
Paper was released in July 2008,
Woodside has been vocal in pointing out
that placing a carbon price on Australian
LNG will put our industry at a disadvantage
relative to any international competitors
who are not similarly burdened. To the
extent that this results in our potential
customers continuing to use carbon-
intensive fuels rather than cleaner LNG, it
will result in a net increase in greenhouse
emissions.
Michael has been on Woodside’s Board since 2005 and Chairman since 31 July 2007.
Michael Chaney, AO
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3
Title
CEO report
We started 2009 in the shadow of the global financial crisis, yet Woodside
continued to build on its reputation as a world-class LNG leader
In the same way well built ships come
into their own in rough weather, well built
companies prove themselves in rough
economic conditions.
The global financial crisis that gripped
the world in 2009 reaffirmed Woodside’s
position as a quality company with
outstanding people, a robust long-term
business strategy and excellent assets.
Throughout this economic downturn we
have kept our people, stood firmly by our
strategy and continued to aggressively
develop our assets. It is pleasing for me
to report to shareholders our success on
these three fronts.
It also pleases me that, at the same time
we made great gains in our LNG growth
strategy, we produced a very solid profit
for our shareholders.
Our employees did a great job of
converting revenue to the bottom line in
this weaker commodity price environment.
Our profit in 2009 of $1.82 billion was a
new record.
Our growth ambitions would amount
to nothing unless we had the financial
capacity to make them happen, so our
ability to readily access global capital
markets to fund our LNG growth portfolio
has been a highlight of 2009.
Support from the capital markets
recognised the extensive appetite of
lenders to provide funding to bring on
Woodside’s growth portfolio.
The past year saw us raise approximately
$5.8 billion in additional debt and equity.
This figure excludes the proceeds from
the sale of our interest in the Otway gas
project (expected to be completed in
Q1 2010) and approximately $1.2 billion
received in early February 2010 from
the closure of the retail portion of our
accelerated equity rights issue.
In many ways, this has been the most
satisfying year since my appointment as
CEO in 2004. In difficult conditions, our
people demonstrated why Woodside
continues to be regarded as one of the
world’s premier independent oil and gas
companies.
Health and safety improves
Nothing is more important at Woodside
than keeping our people safe, and I’m
pleased that our focus on health and safety
in 2009 produced outstanding results.
We were successful in embedding the
Woodside safety culture throughout all our
activities.
To emphasise the company’s determination
to make every day a perfect safety day,
in 2009 I elevated the health and safety
function to report directly to the CEO.
I am pleased to report that our leading
indicator of safety performance, total
recordable case frequency, or TRCF,
has improved to 3.3 per million hours
worked against a target of 3.8, and a 2008
performance of 4.3.
We have had outstanding safety results in
our overseas construction sites and must
continue to transfer the learnings to our
Australian operations. We will continue
to work towards our goal of ‘no-one gets
hurt, no incidents’.
Operational overview
Our foundation business continues to
underpin our LNG growth ambitions.
Despite all of our oil assets being in natural
field decline, and no new project start-ups
in 2009, our full year production was a
solid 80.9 million barrels of oil equivalent
(MMboe). This was only marginally lower
than our 2008 record of 81.3 MMboe.
The North West Shelf Venture (NWSV)
with five trains operating at full capacity,
delivered record production in 2009.
The redevelopment of the North Rankin
platform remains on schedule and on
cost for first production in 2013, and a
front-end engineering and design (FEED)
decision on the Greater Western Flank gas
development is expected in 2010.
Both of these projects will ensure that
peak production is maintained at the NWS
facilities well into the next decade. Our
goal for the NWS facilities is to continue to
improve on the new performance baseline
set in 2009.
While our focus going forward is on
LNG, we remain a substantial producer
of oil, and oil remains an important part
of Woodside. Almost all our oil assets
have delivered new production wells this
year and currently offer further similar
opportunities in the next few years.
LNG growth continues
Woodside's growth will come from the
company’s exposure to significant natural
Tower under construction at Pluto LNG Park
Don Voelte
MANAGING DIRECTOR AND CHIEF ExECUTIVE OFFICER
Don has been with Woodside since April 2004 and has more than 35 years of global experience in the oil and
gas industry.
4
Woodside Petroleum Ltd | Annual Report 2009
gas assets and infrastructure in Australia.
At Pluto, our phase one project went from
42% complete at the beginning of the
year to 83% complete by year end. The
performance on this project makes me
very proud.
In an industry where long delays and
massive cost overruns are commonplace,
I’m pleased to report the Pluto foundation
project in progressing quickly and is
expected to have a final cost of 6% to 10%
over the initial $11.2 billion budget.
We continue to work extremely hard to
contain costs at Pluto.
Of course, we have no intention of resting
on our laurels at Pluto after we complete
work on the foundation project, and in
November we initiated FEED for Pluto
Trains 2 and 3.
In October 2009 we commenced our
20-plus exploration well campaign in the
Carnarvon basin for the gas to feed Pluto
Trains 2 and 3. With the Martell discovery
earlier in the year, the Eris discovery in
November, and the arrival of the new
drilling rig, the Maersk Discoverer in
December 2009, we aim to be in a position
to make a final investment decision (FID)
on Train 2 by the end of 2010 and Train 3 by
the end of 2011.
Our Browse development continued
to make huge strides in 2009 and we
welcomed the recent announcement
by the Joint Authority and the Minister
for Mines and Petroleum regarding the
renewal terms for the Browse retention
leases.
The renewal terms require the joint
venture to undertake a $1.25 billion work
program to place it in a position to make
a FID by mid 2012. On 9 February 2010
the joint venture participants selected the
Western Australian Government's Browse
LNG precinct near James Price Point in the
Kimberley region as the location for the
project's onshore plant.
Our Sunrise development is also making
excellent progress. After exploring and
assessing five development concepts
for the Greater Sunrise fields, including
Darwin LNG, Floating LNG and an
onshore LNG facility in Timor–Leste, the
joint venture has narrowed the selection
to Floating LNG or Darwin LNG as the
preferred development options.
The joint venture is now preparing a field
development plan for submission to both
the Australian and Timor–Leste regulators.
The approval of this plan is an important
precursor to an FID on the Greater Sunrise
fields.
Looking forward
North West Shelf Karratha Gas Plant LNG loading jetty
Total shareholder return (TSR)
performance against peers
50
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Woodside’s peer group comprises the following companies: Anadarko, Apache,
BG, CNOOC, Marathon, Murphy, Pioneer, Repsol, Santos and Talisman.
Source: Bloomberg, 5 year average, annualised, USD.
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There are signs that economies around
the world are starting to expand again,
led by resurgence in Asia. Oil prices have
recovered from their lows in early 2009
and, despite current global economic
conditions, the fundamental drivers for
medium and long term LNG demand
remain strong for both the Asia-Pacific and
Atlantic basins.
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Share price performance
Woodside
Oil (WTI)
All Ords
Recession-moderated forecasts still
indicate that LNG demand will double
through 2009 to 2020. Woodside’s LNG
portfolio provides a unique opportunity
to deliver outstanding and sustained
shareholder wealth.
Execution capabilities have now become
paramount in delivering our LNG growth
ambitions. The ability to deploy the
appropriate skills and experience, as well
as the technology and innovation required
for developing remote deepwater fields,
will remain keys to Woodside’s future
success.
While mindful of the challenges that lie
ahead, we have a demonstrated track
record on delivering and we relish the
opportunity to repeat it again and again.
We will continue to drive forward the
development of our world class resources
at Browse and Sunrise. We look forward
to first gas at the Pluto LNG Project and
exploration success which will help us
create further value from the expansion
opportunities we have at Pluto.
To all our employees and contractors
at Woodside I would like to take this
opportunity to thank you for the special
year you helped deliver in 2009.
0
03/01/2005
31/12/2009
Potential operated LNG capacity to 2019
(excludes national oil companies)
45
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2009
2014
2019
2009
2014
2019
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Equity Source: Poten & Partners (September 2009)
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Ratio of tonnes of LNG equity
to market capitalisation
(excludes National Oil Companies)
2009
2014
2019
2009
2014
2019
700
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Equity Source: Poten & Partners (September 2009)
Market Capitalisation Source: Bloomberg (30 September 2009)
l
i
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M
n
o
x
x
E
5
CFO report
LNG growth continued in 2009 with record levels of investment and profit
Investment in growth
6,000
opposing but material outcomes on our
2009 financial results.
Drivers of Woodside’s 2009 profit
versus 2008 profit
)
n
o
i
l
l
i
m
$
(
e
r
u
t
i
d
n
e
p
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E
)
n
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i
l
l
i
m
$
(
t
b
e
d
t
e
N
LNG growth
Exploration
Foundation business
0
2005
2006
2007
2008
2009
Net debt
29.6
29.8
26.4
)
%
(
g
n
i
r
a
e
G
20.4
14.9
4
9
8
5
9
8
7
0
5
,
1
6
1
8
,
2
8
7
1
,
4
2005
2006
2007
2008
2009
In 2009 Woodside achieved reported net
profit of $1.824 billion and underlying profit
of $1.906 billion. In addition we invested a
record $5.7 billion in our business, while
raising approximately US$3.3 billion in
debt, approximately $770 million through
the dividend reinvestment plan (DRP) and
launching a $2.5 billion equity raising.
The impact of lower commodity prices and
the revaluation of our US dollar debt had
With the average WTI in 2009 being
approximately US$38 per barrel less than
in 2008, revenue was negatively impacted
by $1.9 billion while the revaluation of our
US denominated debt resulted in a gain of
$886 million.
Revenue from sale of goods –
decreased by $1638 million
Lower gas and liquids prices in 2009
reduced revenue by $1909 million. This
was partially offset by a weaker average
AUD against the USD, $270 million.
Robust balance sheet
Woodside enters 2010 with $2.9 billion
of cash and undrawn debt and a further
$1.2 billion received in early 2010 from
the conclusion of the retail portion of the
equity raising. Sales proceeds are also
expected in Q1 2010 from the divestment
of the Otway Gas Project. We are
therefore well positioned to fund our LNG
growth plans.
While sales volumes were 0.5 MMboe
higher in 2009, the product mix reflected
lower liquid and higher gas sales. The
change in product mix reduced revenue by
$250 million.
During 2009, approximately 4.4 million
barrels of Greater Exmouth Area crude
oil zero cost collars settled, resulting in a
hedging gain of $28 million compared to a
loss of $220 million in 2008.
Funding
At the time we took FID on Pluto we made
the decision to fund the project through a
combination of operating cashflow, debt,
and the use of the fully underwritten DRP.
We subsequently complemented that with
the divestment of the Otway Gas Project.
We also stated that we would need a
compelling reason before we would
approach our shareholders for equity.
That compelling reason occurred on
2 December 2009 with the announcement
by the Federal and Western Australian
Governments that the renewal of the
Browse retention leases was conditional
on the joint venture undertaking a
$1.25 billion work program to enable
an FID by mid-2012. Given this
development, the company took the
decision to de-leverage the balance
sheet in preparation for undertaking the
large capital expenditure program which
would be required by a Browse FID. On
14 December 2009 we announced a
$2.5 billion fully underwritten 1 for 12
accelerated renounceable entitlement
offer, which closed successfully in early
February 2010.
External factors
2009
2008 Change
Avg WTI oil price
US$/bbl
Avg AUD:USD
Closing AUD:USD
Avg one month
LIBOR* %
Avg derived oil
price A$/bbl
*London Inter-Bank Offer Rate
62.0
99.9
0.78
0.89
0.84
0.69
0.3
2.7
79.5
118.9
Realised price per boe
2009
2008 Change
US$/boe US$/boe
Pipeline gas
LNG
Condensate
LPG
Oil
Average realised
price (US$/boe)
Average realised
price (A$/boe)
16.7
36.1
57.6
64.7
61.0
20.6
61.8
73.1
65.1
91.6
43.0
64.0
55.1
76.3
Mark Chatterji
ExECUTIVE VICE PRESIDENT AND CHIEF FINANCIAL OFFICER
Mark has held senior finance and commercial roles over the past 12 years. He has been with Woodside since
2004 and became CFO in 2007.
6
Woodside Petroleum Ltd | Annual Report 2009
n
o
i
l
l
i
m
$
2,250
2,000
1,750
1,500
1,250
1,000
750
500
250
0
(250)
(500)
Drivers of Woodside's 2009 reported
net profit after tax (NPAT)
Revenue
)
1
6
(
)
0
7
(
9
2
5
6
8
7
,
1
)
8
0
0
2
(
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9
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9
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1
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)
2
(
T
R
R
P
6
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s
e
r
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t
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i
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t
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n
M
i
4
2
8
,
1
)
9
0
0
2
(
T
A
P
N
Underlying NPAT versus reported NPAT
Net profit after tax (NPAT)
2009
$m
2008
$m
Underlying net profit
after tax (NPAT)
Significant items after tax
Libya writeoff
Sale of exploration permit
equity
Oceanway writeoff
Pluto Equity sell down
Sale of Vermillion and
High Island
Sale of Geodynamics
Success fee on Kitan
(Jahal kuda tasi)
1,906
1,832
(91)
15
(6)
(78)
19
(12)
13
12
w
w
e
e
i
i
v
v
r
r
e
e
v
v
O
O
(1) Cost of Sales includes production costs, royalties and excise, insurance, inventory movement, shipping, depreciation and
amortisation.
(2) Petroleum and Resources Rent Tax.
NPAT as reported
1,824
1,786
Costs of sales – decreased by
$92 million
Other expenses — net decrease of
$61 million
Minority interest decreased by
$6 million
Lower production costs at Laminaria–
Corallina, Mutineer–Exeter, Stybarrow,
Goodwyn A platform and North Rankin A
platform offset the increase in production
costs at Vincent as a result of the fire in
a gas compression unit, and additional
costs associated with the first full year of
production from NWSV Train 5 and Angel,
$2 million.
Royalties and excise costs decreased in
line with lower sales revenue, $160 million.
The timing of cargo liftings resulted in an
unfavourable stock movement, $13 million.
Shipping costs decreased in 2009 in line
with a lower number of diverted cargoes,
$21 million.
Depreciation and amortisation expense
increased by $88 million in 2009. While
depreciation varies across facilities from
year to year in line with production, the
main change to depreciation in 2009 was
at Laminaria–Corallina following successful
start-up of the Corallina-2 development well.
Other income — increased by
$1180 million
This result was primarily influenced by a
foreign exchange gain of $886 million as at
31 December 2009 on US denominated
debt partially offset by hedge of net
investment adjustments, compared to a
loss in 2008 of $282 million.
This result was primarily influenced by:
reduction in general and administrative
costs, $56 million (as part of a broader
cost reduction program in 2009)
This was due to foreign currency
revaluation losses attributable to Kansai
Electric and Tokyo Gas' minority interest in
various Pluto LNG companies.
lower exploration and evaluation
expense, $28 million
reduction in impairment of other oil
and gas properties from 2008,
$104 million
impairment of exploration, evaluation
and other assets in Libya, $91 million
loss on derivative financial instruments,
$65 million, due to an unfavourable fair
value revaluation of interest rate swaps
and Greater Exmouth Area hedges,
compared to a gain in 2008 of
$99 million.
Income tax costs – increased by
$70 million
This was predominantly due to write down
of deferred tax assets ($40 million) coupled
with higher foreign tax losses.
Petroleum resource rent tax (PRRT) –
decreased by $529 million
PRRT expense decreased primarily due to
lower revenues and higher augmentation
on Pluto spend.
Lifting costs
Total gas lifting costs decreased to
$177 million from $186 million in 2008.
On a unit basis gas lifting costs decreased
15% to $3.35/boe (excluding Ohanet)
largely as a result of reduced costs at
the Karratha Gas Plant and increased
production at Otway and NWS.
Total oil lifting costs decreased to
$221 million from $245 million in 2008.
On a unit basis, oil lifting costs increased
to $8.53/bbl as a result of repair works
following the fire in the gas compression
unit at Vincent and maintenance on the gas
lift riser shutdown at Enfield, coupled with
reduced production from our oil fields due
to natural field decline.
Lifting Costs
8.53
7.77
)
e
o
b
/
$
A
(
s
t
s
o
C
g
n
i
t
f
i
L
6.13
5.87
5.66
2.93
2.43
1.91
3.93
3.35
Gas Oil*
2005
2006
2007
2008
2009
*Excluding FPSO service contract costs
7
LNG markets
Contract extensions with all our original NWS customers are a testament to the strong
relationships we share
Global LNG demand and supply forecast
Supply:
Proposed - rest of world
Proposed - Australia
Operational and under construction
Range of third party demand forecasts
0
1
0
2
1
1
0
2
2
1
0
2
3
1
0
2
4
1
0
2
5
1
0
2
6
1
0
2
7
1
0
2
8
1
0
2
9
1
0
2
0
2
0
2
450
a
p
t
m
0
9
0
0
2
Source: Supply data is a Woodside view. Demand forecast from various
sources including WoodMacKenzie, Cambridge Energy Research Associates
and FACTS Global Energy
Indicative industry pricing into Asia-Pacific
High 2007
Oil Parity
Transitional 2008
2009
2005
Japan Custom Cleared oil price
Long-term demand growth
Recent impacts of the global financial
crisis on the LNG market and increases
in US domestic gas supplies have not
significantly altered our expectation of
robust long-term LNG demand growth.
At an average growth rate of 7% per
annum, demand will approximately double
between 2009 and 2020 from about
190 mtpa to about 380 mtpa.
This view reflects many independent
forecasts of global LNG demand. It is
underpinned by population growth, rising
standards of living and importantly the
increasing emphasis world-wide on the
use of cleaner energy sources. LNG is
competitively positioned relative to other
hydrocarbon fuels.
Long-term growth in LNG demand is
uneven across and within the two major
regional markets of the Asia-Pacific and
Atlantic basin. A closer look at our core
target market of the Asia-Pacific shows
that the traditional markets of Japan,
Korea and Taiwan continue to be dominant
in terms of market share. However, the
emerging markets of India and China
combined with new markets, including
Singapore, Thailand and Pakistan, are
expected to have a considerably higher
rate of demand growth. Our view is that
the demand in this region from both
traditional and non-traditional markets is
sufficient to support all of our projects.
Market to tighten in next few years
In the short term, the market is arguably
well-supplied. This is due to the slowing
of demand growth in the wake of the
global financial crisis, the increase in gas
supply from the start up of a number of
new supply projects over a relatively short
period of time and increased production of
unconventional gas in the US.
In the longer term, the world still needs a
new Browse or Gorgon-sized LNG project
every year in order to meet expected
growth in LNG demand, especially in light
of declining production from some legacy
projects.
During 2009 the Gorgon and PNG LNG
projects moved into construction phase.
These decisions followed a very lean
period for commitment to new greenfield
supply – only Pluto, Angola and Peru have
achieved FID during 2006 to 2008.
Globally, there are a large number of new
projects under discussion. Even a one year
delay of a small number of the proposed
projects or those under construction could
result in a supply-constrained market. We
expect that the global market will tighten
from about 2012. The strong interest
Woodside continues to receive in the
earliest start up of Pluto Trains 2 and 3 is
evidence that many customers share a
similar view.
Woodside is well positioned to be
a leading supplier
A significant proportion of proposed
new global LNG supply will come from
Australian projects. Indeed, with the Qatari
moratorium on new projects, Australia
is recognised as having the potential to
become the leading new LNG supply
country. The Australian Government's
clearly stated support for the industry and
the continuation of Australia's relatively
stable political and fiscal regimes will
provide the environment to achieve further
growth in Australian LNG supply.
Given our extensive experience in
developing, constructing and operating
LNG projects, together with our strong
relationships with government and
customers in the region, Woodside is
well-placed to proceed with its portfolio
of offshore projects, which will access
conventional gas. In doing so we continue
to play a leading role in the industry, both
in Australia and more widely.
Robust long-term Asia-Pacific LNG
pricing continues
Based on our long-term view of the global
LNG supply-demand balance, our outlook
for long-term Asia-Pacific pricing remains
strong (Asia-Pacific contracts represent
more than 85% of our LNG portfolio).
This view is supported by recent long-
term LNG deals in the region which are
continuing to achieve very high indexation
to movements in crude oil prices.
Reinhardt Matisons
PRESIDENT MARKETING
Reinhardt has 28 years industry experience and joined Woodside in 1996.
Woodside Petroleum Ltd | Annual Report 2009
a
p
t
m
8
'Woodside Donaldson' on its maiden cargo voyage
'Woodside Donaldson', Samsung Heavy Industry Goeje shipyard, South Korea, 28 September 2009
Spot sales balance market
Spot sales (short-term sales of a small
number of cargoes over a period of less
than a year) now account for approximately
20% of the global LNG market, or about
40 mtpa. The healthy growth of short-term
trade is a welcome development for us as
spot markets help both buyers and sellers
deal with uncertainties such as weather
and technical issues such as the ramp-up
profiles of new projects.
In terms of pricing, we have seen some
cycling of spot prices. In 2009 we have
been very pleased by the pricing levels we
have achieved for our NWS spot cargoes.
This gives us confidence for further
spot sales in 2010 from NWS and for
uncommitted Pluto volumes from 2011.
Value-adding shipping
During 2009 our first 100% equity LNG
vessel, the 'Woodside Donaldson' was
launched.
This vessel has been chartered for an initial
period of 15 years to deliver our Pluto
volumes. It is part of a fleet of three joint
venture controlled ships operating on an
integrated low cost basis. The 'Woodside
Donaldson' is instantly recognisable with
three Kangaroos painted on each side.
For our new projects we will develop
shipping strategies that reflect our long-
term view of the shipping market. As for
Pluto, this may involve construction of
new project ships, and there is currently
ample shipyard capacity available for
this. World shipping capacity currently
exceeds demand and as a consequence
very reasonably priced time-charters are
available in the mid-term.
The current shipping market therefore
provides us with options for our new
projects that will allow us to continue
to add value through our involvement in
shipping.
Investing in long-term relationships
In early December we celebrated 20 years
of continuous, safe and reliable supply with
our Japanese customers. This is a major
achievement by global LNG standards. It
is testimony to our good relationships with
these customers that all of our original
1985 NWS customers have extended their
contracts.
We continue to leverage our long-term
NWS relationships for our new projects.
Osaka Gas is an equity participant in
Sunrise and more recently Tokyo Gas
and Kansai Electric have joined us as
participants in Pluto. We value and
respect these companies as joint venture
participants and we look forward to
working with them to progress our
projects.
An example of the investment we continue
to make in these relationships are annual
staff exchanges with Japanese customers
dating back to the early 1990s. These have
created a network of personal connections
that has benefited both sides and will
continue to do so for years into the future.
We take our role in the region very
seriously and actively engage with all of
our existing and potential customers.
We have overseas offices in Japan,
South Korea and China to support these
engagements. It is part of our LNG history
in the region that Woodside has had in-
country representation in Tokyo for more
than 25 years, in Seoul since 2004 and in
Beijing since 2005.
Woodside Marketing Office
Traditional markets:
Continue to dominate global LNG demand
Developing markets:
India and China have strong growth in demand
Market entrants:
Thailand, Singapore, Pakistan and Kuwait
w
e
i
v
r
e
v
O
9
Reserves statement
Key reserve changes
•
•
Proved reserves
(1) of 1295.9 MMboe
decreased by 31.8 MMboe as annual
production(5) (78.8 MMboe) was partially
offset by upward revisions of 32.5 MMboe
at Pluto–xena, 10.3 MMboe in the Enfield,
Mutineer–Exeter, Vincent and Laminaria-
Corallina oil fields, 5.9 MMboe in the North
West Shelf oil and gas fields and 3.5 MMboe
at Otway. Downward revisions at Neptune
and other fields in the United States
comprised 5.5 MMboe.
Proved plus Probable reserves of
1651.2 MMboe, decreased by 52.0 MMboe
largely due to annual production. Reserves
maturation of 19.9 MMboe at Pluto–xena,
and upward revisions of 8.2 MMboe in
the North West Shelf oil and gas fields
and 5.9 MMboe at Otway were offset
by downward revisions of 8.4 MMboe at
Neptune and other fields in the United
States.
Woodside’s reserves overview
Proved(2)
MMboe
Proved plus Probable(3) MMboe
Contingent Resources(4) MMboe
Key metrics
2009
2008
% Change
1,295.9
1,651.2
1,866.6
1,327.7
1,703.2
1,939.6
-2.4%
-3.1%
-3.8%
2009 Reserves Replacement Ratio(6)
Organic 2009 Reserves Replacement Ratio(6)
3yr Reserves Replacement Ratio including A&D(i)
3yr Organic Reserves Replacement Ratio
Reserves Life
Annual Production(5)(ii)
Net Acquisitions and Divestments(iii)
%
%
%
%
Years
MMboe
MMboe
Proved
Proved
plus Probable
60
60
146
146
16
78.8
0.0
34
34
132
132
21
78.8
0.0
(i) Acquisitions and Divestments (ii) 2009 Annual Production for Reserves Statement (iii) Title transfer for Otway to take place in 2010
‘Proved plus Probable’ reserves annual reconciliation by product*
(Woodside share)
Proved plus Probable reserves
25.8%
26.9%
Reserves as at 31 December 2008
Revision of Previous Estimates(13)
Extensions and Discoveries(14)
Acquisitions and Divestments
Annual Production
47.3%
Reserves as at 31 December 2009
* Small differences are due to rounding to first decimal place
Dry gas(8)
Bcf(10)
Condensate(9)
MMbbl(11)
Oil
MMbbl
Total
MMboe(12)
7,883
155
0
0
-245
7,794
151.4
168.8
1,703.2
6.4
0.0
0.0
-10.0
147.8
-6.8
0.0
0.0
-25.8
136.1
26.8
0.0
0.0
-78.8
1,651.2
Developed
Pluto (undeveloped)
Other (undeveloped)
‘Proved plus Probable’ reserves summary by project*
(Woodside share, as at 31 December 2009)
Project
Pluto–xena
North West Shelf
Greater Exmouth
Otway
Neptune and Gulf of Mexico
Laminaria–Corallina
Ohanet
Mutineer–Exeter
Reserves
* Small differences are due to rounding to first decimal place
Dry gas
Bcf
Condensate
MMbbl
Oil
MMbbl
Total
MMboe
4,146
3,276
0
347
20
0
5
0
7,794
53.4
88.8
0.0
4.5
0.1
0.0
0.9
0.0
0.0
37.1
79.0
0.0
10.4
9.2
0.0
0.4
780.7
700.7
79.0
65.4
14.0
9.2
1.7
0.4
147.8
136.1
1,651.2
Feisal Ahmed
ExECUTIVE VICE PRESIDENT PROJECT DEVELOPMENT
Feisal has 34 years industry experience and has been with Woodside since February 2007.
10
Woodside Petroleum Ltd | Annual Report 2009
Review of assets
North West Shelf
Proved
Proved
plus
Probable
Dry gas
Bcf
3,020
3,276
Condensate
MMbbl
Oil
MMbbl
63.3
15.1
88.8
37.1
Dry gas and condensate reserves
decreased primarily due to production
in 2009. Ultimate recovery(7) for dry gas
increased by 24 Bcf (Proved) and 21
Bcf (Proved plus Probable) as a result of
minor increases at the Angel, Echo–Yodel,
Goodwyn, Perseus and Searipple
fields. North Rankin ultimate recoveries
decreased at both confidence levels. Total
condensate ultimate recovery increases
were 1.5 MMbbl (Proved) and 4.4 MMbbl
(Proved plus Probable).
Minor revisions were made to the
Cossack, Wanaea, Lambert and Hermes
fields increasing ultimate recovery of oil by
0.1 MMbbl at the Proved, and 0.2 MMbbl
at the Proved plus Probable level.
Probabilistic aggregation(15) of individual
fields in the North West Shelf accounts for
15% (449 Bcf) of Proved dry gas reserves.
Greater Exmouth
Proved
Proved
plus
Probable
Enfield
Vincent
Stybarrow–
Eskdale
MMbbl
MMbbl
11.5
20.4
25.4
37.8
MMbbl
7.7
15.9
Proved ultimate recovery estimates
increased in Enfield by 2.8 MMbbl and
Vincent by 2.4 MMbbl as a result of field
performance and multi-disciplinary studies.
No revisions were made at the Proved plus
Probable level.
Total reserves for Stybarrow–Eskdale
decreased due to annual production.
Other Australia
Proved
Proved
plus
Probable
Laminaria–
Corallina
Mutineer–
Exeter
Otway dry
gas
Otway
condensate
MMbbl
MMbbl
5.0
0.2
9.2
0.4
Bcf
207
347
MMbbl
2.7
4.5
Proved oil reserves for Laminaria–Corallina
were fully replaced in 2009 with an upward
revision of ultimate recovery by
4.9 MMbbl at the Proved level and
1.3 MMbbl at the Proved plus Probable
level.
Ultimate recovery at Mutineer–Exeter
increased by 0.2 MMbbl at the Proved
level. Proved plus Probable volumes
decreased by 0.5 MMbbl.
Woodside’s share of Otway dry gas and
condensate reserves are included in
Woodside’s 2009 Reserves Statement as
title transfer had not occurred as at
31 December 2009. Development studies
continued on Otway during the second half
of 2009 resulting in maturation of reserves
and an upward revision of 19 Bcf (Proved)
and 32 Bcf (Proved plus Probable) dry gas.
United States
Proved
Proved
plus
Probable
Neptune oil
MMbbl
Neptune gas
Bcf
Other US oil MMbbl
Other US gas
Bcf
5.6
4
0.4
8
9.8
7
0.7
13
Ultimate recovery of oil at Neptune
decreased by 5.4 MMbbl and 7.8 MMbbl
at the Proved and Proved plus Probable
confidence levels, as a result of field
performance and multi-disciplinary
studies completed during 2009. Dry gas
ultimate recoveries decreased by 3 Bcf at
the Proved and 4 Bcf at the Proved plus
Probable level.
Woodside’s petroleum assets in the United
States including Neptune, total nine fields.
Wilcraft jack-up rig drilling the Torosa-6 appraisal well
Greater Pluto
Proved
Proved
plus
Probable
Dry gas
Bcf
3,156
4,146
Condensate
MMbbl
40.7
53.4
Completion of multi-disciplinary studies for
Pluto–xena supported the maturation of
173 Bcf dry gas contingent resources to
reserves at the Proved level and 106 Bcf at
the Proved plus Probable level. The project
remains on schedule for first gas in late
2010.
Africa
Proved
Proved
plus
Probable
Ohanet gas
Bcf
Ohanet
condensate
MMbbl
4
0.9
5
0.9
Woodside has a 15% interest in the
Ohanet project in Algeria (operated by
BHP Billiton) governed by a risk services
contract with Algeria’s national oil
company, Sonatrach. Woodside does
not have any share in the sales gas
delivered(16).
Proved reserves
302
265
245
146
3
9
1
,
1
7
2
2
,
1
8
2
3
,
1
6
9
2
,
1
)
e
o
b
M
M
(
s
e
v
r
e
s
e
R
83
0
0
9
2005
2006
2007
2008
2009
Proved plus Probable reserves
334
318
285
w
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e
v
O
)
%
(
o
i
t
a
R
l
t
n
e
m
e
c
a
p
e
R
e
v
r
e
s
e
R
)
%
(
)
e
o
b
M
M
(
s
e
v
r
e
s
e
R
99
4
4
2
,
1
0
8
5
,
1
8
8
6
,
1
3
0
7
,
1
o
i
t
a
R
l
t
n
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m
e
c
a
p
e
R
e
v
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e
s
e
R
132
1
5
6
,
1
2005
2006
2007
2008
2009
11
Reserves statement (continued)
At 31 December 2009, Woodside’s share
of contingent resources was
1866.6 MMboe, down from
1939.6 MMboe in 2008. The reductions are
due to revisions in the Greater Browse and
Greater Sunrise fields as part of ongoing
appraisal and development studies and
maturation of contingent resources to
reserves for Otway and Pluto–xena.
New bookings were made in Australia for
the Coniston–Novara oil field (2.8 MMbbl)
and the Argus gas field (66 Bcf). In Brazil
11.8 MMbbl of oil, 82 Bcf of dry gas and
3.8 MMbbl of condensate was added as a
result of the Panoramix discovery.
Contingent resources in Woodside are
associated with the following key assets:
Greater Browse: 5892 Bcf dry gas and
154.1 MMbbl condensate. Dry gas and
condensate volumes have decreased
to reflect the results of concept select
studies.
Greater Sunrise: 1717 Bcf dry gas and
75.6 MMbbl condensate. The volumes
were updated in 2009 to reflect
the results of appraisal and multi-
disciplinary studies.
Greater Pluto: 449 Bcf dry gas and
5.8 MMbbl condensate. Volumes
have decreased in 2009 as a result of
maturation to reserves.
Best estimate contingent resources annual reconciliation by product*
(Woodside share)
Contingent resources as at
31 December 2008
Transfer to Reserves
Revision of Previous Estimates
Extensions and Discoveries
Acquisitions and Divestments
Contingent resources as at
31 December 2009
* Small differences are due to rounding to first decimal place
Dry gas
Bcf
Condensate
MMbbl
Oil
MMbbl
Total
MMboe
9,022
259.5
97.4
1,939.6
-140
-510
160
0
-2.2
-12.9
4.4
0.0
0.0
9.0
14.6
0.0
-26.8
-93.4
47.1
0.0
8,531
248.8
121.0
1,866.6
Best estimate contingent resources summary by project*
(Woodside share, as at 31 December 2009)
Project
Greater Browse
Greater Sunrise
Greater Pluto
Greater Exmouth
North West Shelf
Other(17)
Total
* Small differences are due to rounding to first decimal place
Dry gas
Bcf
Condensate
MMbbl
Oil
MMbbl
5,892
1,717
449
0
201
273
154.1
75.6
5.8
0.5
6.2
6.7
0.0
0.0
0.0
74.0
25.6
21.4
Total
MMboe
1,187.7
376.7
84.6
74.5
67.0
76.0
8,531
248.8
121.0
1,866.6
Western Legend seismic survey vessel
12
Woodside Petroleum Ltd | Annual Report 2009
Notes to the Reserves statement
1
2
3
4
5
‘Reserves’ are estimated quantities of
petroleum that have been demonstrated to
be producible from known accumulations
in which the company has a material
interest from a given date forward,
at commercial rates, under presently
anticipated production methods, operating
conditions, prices and costs. Woodside
reports reserves net of non-hydrocarbons
not present in sales products and
upstream (offshore) gas required for
production, processing and transportation
to a reference point defined as the inlet
to the downstream (onshore) processing
facility. Downstream fuel and flare
represents 10.9% of total Proved reserves
and 11.0% of total Proved plus Probable
reserves.
‘Proved reserves’ are those reserves
which analysis of geological and
engineering data suggests, to a high
degree of certainty (90% confidence), are
recoverable. There is relatively little risk
associated with these reserves.
‘Probable reserves’ are those reserves
which analysis of geological and
engineering data suggests are more likely
than not to be recoverable. There is at
least a 50% probability that the quantities
actually recovered will exceed the sum of
estimated Proved plus Probable reserves.
'Contingent resources' are those quantities
of petroleum estimated, as at a given date,
to be potentially recoverable from known
accumulations, but the applied project(s)
are not yet considered mature due to
one or more contingencies. Contingent
resources may include, for example,
projects for which there are currently no
viable markets, or where commercial
recovery is dependent on technology
under development, or where evaluation
of the accumulation is insufficient to clearly
assess commerciality. Woodside reports
contingent resources net of the upstream
(offshore) fuel and non-hydrocarbons not
present in sales products. Contingent
resource estimates may not always
mature to reserves and do not necessarily
represent future reserves bookings. All
contingent resource volumes are reported
at the ‘best estimate’ (P50) confidence
level.
‘Annual production’ is the volume of dry
gas, condensate and oil (see Notes 8 and
9) produced during the year and converted
to ‘MMboe’ (see Note 12) for the specific
purpose of reserves reconciliation and the
calculation of annual reserves replacement
ratios (see Note 6). The Reserves
Statement Annual Production differs
from production volumes reported in the
company's annual and quarterly reports
due to differences in the sales product
definitions and the ‘MMboe’ conversion
factors applied.
6 The term ‘reserves replacement ratio’
means reserves change during the year,
before the deduction of production,
divided by production during the year. The
term ‘three-year reserves replacement
ratio’ means reserves change over the
three years, before the deduction of
production for that period, divided by
production during the same period. The
term ‘organic annual reserves replacement
ratio’ means reserves change during the
year, before the deduction of production
and adjustment for acquisition and sales,
divided by production during the year.
7 The term ‘ultimate recovery’ means
resource volumes which will ultimately
be economically produced and equals
production to date plus reserves plus non
saleable non-hydrocarbons plus future own
use offshore fuel and flare.
‘Dry gas’ is defined as ‘C4 minus’
petroleum components including non-
hydrocarbons. These volumes include LPG
(propane and butane) resources. Dry gas
reserves include ‘C4 minus’ hydrocarbon
components and non-hydrocarbon
volumes that are present in sales products.
‘Condensate’ is defined as ‘C5 plus’
petroleum components for NWS Venture
and Otway Basin fields, but is sales
product for the Ohanet project and the
Gulf of Mexico fields.
8
9
10 ‘Bcf’ means billions (109) of cubic feet
of gas at standard oil field conditions of
14.696 psi (101.325 kPa) and 60 degrees
Fahrenheit (15.56 degrees Celsius).
11
‘MMbbl’ means millions (106) of barrels
of oil or condensate at standard oil field
conditions of 14.696 psi (101.325 kPa) and
60 degrees Fahrenheit (15.56 degrees
Celsius).
12 ‘MMboe’ means millions (106) of barrels
of oil equivalent. In common with
international practice, dry gas volumes
are converted to oil equivalent volumes
via a constant conversion factor, which for
Woodside is 5.7 Bcf of dry gas per
1 MMboe. Volumes of oil and condensate
are converted from MMbbl to MMboe on
a 1:1 ratio.
13 Revisions representing changes in
previous estimates of reserves or
contingent resources, either up or down,
resulting from new information normally
obtained from development drilling and
production history or resulting from a
change in economic factors.
14 Additions to reserves or contingent
resources that result from a) increased
areal extensions of previously discovered
fields demonstrated to exist subsequent to
the original discovery, and/or b) discovery
of reserves in new fields or new reservoirs
in old fields.
15 As the NWS consists of a portfolio of 14
gas fields, probabilistic aggregation is more
appropriate than arithmetic summation as
inter-field dependencies reflecting different
reservoir characteristics between fields are
incorporated.
16 Reserves associated with Woodside’s
interest in Ohanet are reported using an
economic interest approach. Woodside has
estimated equivalent reserves volumes
that reflect the value of this asset, using a
five-year average condensate price and an
LPG price consistent with other Woodside
reserves estimations. The revision in
reserves reflects revised project costs,
effective production entitlement and
revisions to future production forecasts.
17 Includes Mutineer–Exeter, Otway,
Laminaria–Corallina, Tocra, Argus,
Panoramix and Neptune fields.
Governance and
assurance
Woodside as an Australian company listed
on the Australian Securities Exchange,
reports its petroleum resource estimates
using definitions and guidelines consistent
with the 2007 Society of Petroleum
Engineers (SPE), World Petroleum
Council (WPC), American Association of
Petroleum Geologists (AAPG) and Society
of Petroleum Evaluation Engineers (SPEE)
Petroleum Resources Management
System (SPE–PRMS).
In accordance with the SPE–PRMS
guidelines, Woodside uses crude oil price
forecasts and, where applicable, individual
project production sales contract terms or
other financial products for the purpose of
reserve estimation. Dry gas reserves are
reported inclusive of LPG sales products.
Unless otherwise stated, all petroleum
resource estimates are quoted as net
Woodside share at standard oil field
conditions of 14.696 psi (101.325 kPa) and
60 degrees Fahrenheit (15.56 degrees
Celsius).
Woodside has several processes to
provide assurance for its reserves
reporting, including Woodside’s Reserves
Policy, management standards, staff
competency requirements and external
reserves audits. The audit program
is aimed at having all major reserves
bookings verified, as a minimum, every
four years. More than 95% of Woodside’s
Proved reserves have been externally
verified by independent review within the
past four years.
The Reserves Statement has been
compiled by Mr Ian F Sylvester,
Woodside’s Chief Reservoir Engineer who
is a full-time employee of the company.
Mr Sylvester’s qualifications include
a Master of Engineering (Petroleum
Engineering) from Imperial College,
University of London, England, and he has
more than 20 years of relevant experience.
Mr Sylvester has consented in writing to
the inclusion of this information in this
report.
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13
North West Shelf 25 years
A COMMEMORATIVE TIMELINE
1970s
North West Shelf Venture discovers vast quantities
of natural gas and condensate on Australia's north-
west continental shelf.
In 2009 the Woodside-operated North West
Shelf (NWS) Project celebrated 25 years of
pipeline gas production in Western Australia
and 20 years of LNG exports.
An ambitious and visionary development, the
NWS Project has played a pivotal role in the
development of Australia’s upstream energy
industry. It has underpinned the reputation of
Australian gas projects for unrivalled reliability
of supply, a reputation that has contributed
to the success of the latest generation of
Australian LNG projects.
Woodside’s founding father, Geoff Donaldson,
took a giant leap of faith in 1962 when
he applied for vast exploration acreage in
Western Australia's Carnarvon Basin which
led to the great 1970s gas discoveries
including North Rankin, Angel and Goodwyn.
These discoveries underwrote the NWS
Project and established Woodside’s reputation
as Australia’s premier operator.
When it was developed in the 1980s the
NWS Project was the largest construction
project Australia had ever seen. Today, this
$27 billion project represents Australia’s
largest oil and gas resource development
and is synonymous around the world
with safety, reliability and truly world-class
performance. As operator, Woodside has been
instrumental in establishing and maintaining
that reputation, and today we are developing a
new generation of projects on the back of that
success.
Since 1989 more than 2800 cargoes of LNG
have been delivered to customers in the Asia-
Pacific region and other parts of the world.
Production from the NWS Project currently
accounts for more than 40% of Australia’s
oil and gas production, and about 65% of
Western Australia's total domestic gas supply,
playing a key role in the development of the
State's industrial sector.
To build this project today would require an
investment of over $50 billion. As Western
Australia's Premier The Hon. Colin Barnett
MLA acknowledged in 2009 during our
anniversary celebrations “…no other
project compares to the NWS Project in
the prosperity it has brought to Western
Australia… this is Australia’s greatest industrial
project.”
Woodside pays tribute to all those people,
including past and present employees, who
have been involved with the development,
and ongoing safe and reliable operation of our
NWS facilities. These people were pioneers
in their day, forging a new Australian industry.
In doing so, they have laid the foundation for
Woodside’s next exciting phase of growth.
Geoff Donaldson’s legacy remains with
Woodside today. Woodside continues to
take great pride in being the independent
Australian operator of the NWS facilities and
embraces his vision of Australian LNG as we
take our place as a global industry leader.
1980
First phase of development begins with the
construction of the Karratha Gas Plant and a jetty
for the loading of LNG and condensate.
1984
Domestic gas deliveries from the North Rankin
field to Western Australia begin.
Condensate cargoes also begin leaving the port.
The Karratha Gas Plant is officially opened on
4 September, marking the first sale of gas to the
State Energy Commission of Western Australia.
1985
Second phase of development begins with the
construction of the first two LNG processing trains
and four LNG storage tanks at the Karratha Gas
Plant.
Agreements are signed with eight foundation
customers in Japan for the 20-year supply of LNG.
1989
First LNG cargo departs for Japan in August
following completion of the second phase of
development.
LNG project is officially launched in September by
then Prime Minister of Australia Bob Hawke.
14
1990
First gas and condensate production from the
Perseus field.
1992
Construction of a third LNG processing train is
completed at the Karratha Gas Plant.
1995
Goodwyn A platform is commissioned.
New LPG extraction and storage facilities are
commissioned at the Karratha Gas Plant and
a second jetty is built for loading LPG and
condensate.
Debottlenecking of the Karratha Gas Plant lifts
annual LNG production capacity to 7.5 million
tonnes.
Production of crude oil from the Cossack and
Wanaea fields begins on the Cossack Pioneer
FPSO.
2007
First gas and condensate production from the
Perseus over Goodwyn subsea development,
including the Searipple field.
Goodwyn Low Pressure Train is commissioned.
2008
LNG Train 5 begins production in late August,
boosting total annual production capacity to
16.3 million tonnes.
The North West Shelf Venture approves funding of
the $5 billion North Rankin Redevelopment Project
in March.
The Angel platform produces first gas for
processing at the Karratha Gas Plant in October.
Woodside acquires Shell Development Australia's
16.67% interest in the Cossack Wanaea Lambert
Hermes (CWLH) oil interests in May.
The CWLH Venture approves funding for the
CWLH Redevelopment Project in December.
2001
The fourth phase of development begins with
construction of a fourth, 4.4 mtpa LNG processing
train at the Karratha Gas Plant.
First gas and condensate production from the
Yodel subsea development.
1997
Oil from the Hermes and Lambert fields comes on
line for processing on the Cossack Pioneer FPSO.
2003
The North West Shelf Venture signs a new seven
year contract with Korean utility Kogas.
2004
LNG Train 4 begins production, increasing total
annual LNG production capacity to 11.9 million
tonnes.
2009
The North West Shelf Venture along with the
Western Australian Premier, The Hon. Colin Barnett
celebrates two significant milestones with 25
years of domestic gas production and 20 years of
LNG exports to international customers in the Asia
Pacific region.
2005
Fifth phase of development, the Phase V LNG
Expansion Project, begins in August with the
construction of a fifth LNG processing train,
a second LNG loading berth and associated
infrastructure at the Karratha Gas Plant
2006
North West Shelf Venture delivers the first cargo of
Australian LNG to China in June marking the start
of a 25 year contract with Guangdong Dapeng
LNG.
China National Offshore Oil Corporation acquires
an interest in the North West Shelf Venture's
reserves.
2000
North West Shelf Venture participants sign
Letters of Intent with existing and new Japanese
customers, underpinning the fourth phase of
development.
15
North West Shelf
We celebrated two significant milestones with 25 years of pipeline gas production and 20
years of LNG exports to international customers
North West Shelf (NWS)
INTEREST
16.67%
50.00%*
16.67%
12.50%
33.33%
NWS Venture
Domestic Gas JV
Incremental
Pipeline JV
China LNG JV
CWLH (crude oil)
Woodside
North Rankin A platform
Goodwyn A platform
Angel platform
Cossack Pioneer FPSO,
Karratha Gas Plant
~130 km north-west of
Karratha, WA
80 - 130 metres
LNG, pipeline gas,
condensate, crude oil
and LPG
1984 (pipeline gas)
OPERATOR
FACILITIES
LOCATION
WATER DEPTH
PRODUCTS
FIRST
PRODUCTION
* During 2009 Woodside’s average share of gas production
was approximately 39%. Woodside’s exact share of
domestic gas production depends on the quantities and
aggregate rate of production.
This year Woodside celebrated its 25 year
operatorship of the North West Shelf
facilities, which have exported more than
2800 LNG cargoes and currently supply
around 65% of Western Australia’s pipeline
gas.
In 2009 there was strong performance
from Trains 1, 2 and 3 and improved
reliability from Trains 4 and 5, delivering
approximately 57% of our foundation
production.
During the year, Woodside loaded 246
cargoes of LNG, of which 31 were sold on
the spot market. Woodside’s share of 2009
LNG production was 2.40 million tonnes.
Pipeline gas production was lower for the
year due to decreased customer demand
given re-established Varanus Island gas
supply and a reduction of Woodside’s
equity share in accordance with foundation
agreements between the joint venture
participants. Condensate production
continued to be strong throughout the
year as a result of the additional Stabiliser 6
capacity and supply from the condensate-
rich Searipple and Angel reservoirs.
LPG production also remained strong
throughout the year. Woodside’s NWS oil
production was lower in 2009 primarily due
to natural field decline.
Expansion continued with the North
Rankin and NWS oil redevelopment
projects currently underway. Progress
was also made on the proposed Lady
Nora oil development and the Greater
Western Flank (GWF) gas and condensate
development, which will assist in
maintaining offshore supply and onshore
capacity to around 2020.
Train 5 and Stabiliser 6
Modification of the main cryogenic heat
exchangers on Train 5 was completed
during planned maintenance in May,
bringing the train to nameplate capacity.
Train 5 is now contributing to increased
LNG, condensate and LPG production.
A sixth condensate stabilisation unit at the
Karratha Gas Plant (KGP) was brought into
production in May 2009 adding
25,000 barrels per day of additional
condensate processing capacity.
Angel
The Angel platform, which commenced
production in Q4 2008 and supplies most
of the additional gas needed for a five
train operation, achieved unmanned status
in mid 2009. The platform is remotely
operated from the North Rankin A (NRA)
platform, and gas and condensate from
three wells are exported through a 50 km
subsea pipeline to the NWS second
trunkline.
North Rankin redevelopment
project
The North Rankin B (NRB) substructure
fabrication continues ahead of schedule in
Indonesia with the topsides fabrication on
NWS contribution to Woodside's total
production (MMboe)
NWS key metrics (Woodside share)
2009
2008
($ million)
2,493
3,102
(MMboe)
37.0
32.6
(MMbbl)
13.9
13.5
(MMboe)
701
742
Sales
revenue
Net gas
production
Net liquids
production
Proved plus
Probable
reserves
Acreage
(km2)
Gross
4,667
Net
770
NWS gas and condensate
NWS oil
Woodside other
57%
6%
37%
During 2009, NWS contributed 50.9 MMboe to Woodside’s
80.9 MMboe annual production.
The operations and activities outlined on this page form part of the
NWS Business Unit. Financial details can be found on page 81.
Eve Howell
ExECUTIVE VICE PRESIDENT NORTH WEST SHELF
Eve has 37 years industry experience and joined Woodside in 2006.
16
Woodside Petroleum Ltd | Annual Report 2009
North West Shelf Karratha Gas Plant
schedule in Korea. At year end the project
was 41% complete.
Modification continues on the NRA
platform for process tie-ins and the bridge-
link to the NRB platform. NRB will provide
compression to recover low pressure
reserves in the North Rankin and Perseus
fields.
The project is expected to cost
approximately $5 billion ($840 million
Woodside share) and is scheduled for
completion in 2013.
Greater Western Flank
development
Pre-development studies, including
appraisal drilling of Tidepole-2, to define
the development plan sequence for
commercialisation of the undeveloped
petroleum resources in the GWF area,
continued throughout the year. This area, to
the south-west of the Goodwyn A (GWA)
platform, contains 14 fields which are
estimated to hold approximately 3 Tcf of
recoverable gas and approximately
100 MMbbl of condensate. Concept
selection and FEED for the GWF
development is expected in 2010.
North West Shelf oil
redevelopment project
This $1.8 billion project ($600 million
Woodside share) includes the conversion
of the 'Okha' to a floating production
storage and offloading vessel (FPSO) to
replace the Cossack Pioneer FPSO in 2010,
and the replacement of associated subsea
infrastructure.
Progress on the refurbishment and
conversion of the Okha, along with
construction, continues at the Keppel
Shipyard in Singapore and at year end
was 71% complete. Topside module
fabrication progressed according to plan
with installation and processing equipment
underway. Refurbishment of existing NWS
oil subsea infrastructure will commence in
Q4 2010.
The redevelopment project will provide
state of the art facilities for continuous
production from the Cossack Wanaea
Lambert Hermes (CWLH) fields beyond
2020.
Alinta arbitration
The gas price arbitration process which
has been ongoing for some time between
the North West Shelf Domestic Gas Joint
Venture and Alinta Sales Pty Limited
is now complete. The decision of the
independent Arbitrator, in respect to a
price review clause in the Alinta Sales
contract, triggered a negotiated outcome
with Alinta that will see the price for this
contract compare favourably with recent
new industry contract terms in Western
Australia.
Outlook
In 2010 LNG, condensate and LPG
production is expected to remain relatively
constant. Overall, Woodside’s share
of NWS production is expected to be
approximately the same as in 2009.
Continued focus on achieving top quartile
performance (97.5% reliability) and
increased capacity will be maintained with
further investment in maintenance and
debottlenecking respectively.
Redevelopment work at North Rankin
and development of the GWF fields is
expected to progress to maintain plateau
production for over 10 years.
Feasibility studies are also progressing for
development of the Lady Nora field which
has approximately 100 MMbbl of oil in
place.
Following two successful Hermes
appraisal wells, planning is underway for a
Hermes development well and workover
in 2010.
Further exploration success and/or third
party gas may result in a full plant to end of
asset life in approximately 2040.
'Okha' vessel in Keppel Shipyard, Singapore
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Train 5 is now contributing to increased production
GWA platform team on the helideck with the
Fremantle Dockers
The Angel platform
17
Australia Business Unit
In 2009 we continued to deliver strong and stable cash flow through aggressive cost
focus, drilling of successful new infill wells and world class reservoir management
Enfield oil field
Stybarrow oil field
Vincent oil field
60%
INTEREST
LOCATION
FACILITIES
OPERATOR
WA-28-L
Woodside
Nganhurra FPSO
~40 km off the
North West Cape, WA
400 - 550 metres
Crude oil
FIRST PRODUCTION July 2006
WATER DEPTH
PRODUCTS
INTEREST
OPERATOR
FACILITIES
LOCATION
WATER DEPTH
PRODUCTS
50%
WA-32-L
BHP Billiton
Stybarrow Venture FPSO
~50km off the
North West Cape, WA
825 metres
Crude oil
INTEREST
OPERATOR
FACILITIES
LOCATION
WATER DEPTH
PRODUCTS
60%
WA-28-L
Woodside
Maersk Ngujima-Yin FPSO
45 km off the
North West Cape, WA
350 - 400 metres
Crude oil
FIRST PRODUCTION November 2007
FIRST PRODUCTION August 2008
Since start up in 2006 Enfield has
produced 47.8 million barrels of oil and in
2009 produced 10.6 million barrels.
Since start up in 2007, Stybarrow has
produced 38.6 million barrels of oil and in
2009 produced 11.4 million barrels.
Since start up in 2008, Vincent has
produced 10.0 million barrels of oil and in
2009 produced 6.6 million barrels.
At Enfield, 2009 has been a year of high
activity. Three months after the acquisition
of the 4D seismic in late 2008, data
processing and interpretation identified
locations for the Sliver South development
well and a paired water injector. By mid
2009 the wells had been proposed,
approved and completed. The wells were
delivered on budget, and have produced
at almost double the predicted rates
adding approximately 1.5 million barrels of
additional production this year.
The Enfield development currently
comprises six oil production wells, eight
water injection wells and two gas injection
wells tied back to the Nganhurra FPSO.
At the end of the year the facility was
producing 38,000 barrels of oil per day.
Following our very successful infill drilling
campaign in 2009 we now plan to drill one
new production well for start up by the
end of Q3 2010. We are also evaluating a
second production well opportunity for late
2010 as well as two near field exploration
targets which could be tested in 2010.
While Stybarrow was one of our best
performing assets in 2008, natural field
decline due to increasing water cut has
caused production rates to drop from start-
up levels nearing 80,000 barrels of oil per
day to an average rate of 21,000 barrels of
oil per day through Q4 2009.
The Stybarrow development currently
comprises five oil production, one gas
injection and three water injection wells
tied back to the Stybarrow Venture FPSO.
At the end of the year the facility was
producing 24,000 barrels of oil per day.
In Q4 2010 we plan to drill the Stybarrow
North development well with production
anticipated in early 2011. One near field
exploration well could be tested in 2010. In
addition, production upside will be pursued
by actively supporting the evaluation of 4D
seismic to mature additional infill drilling
opportunities.
Earlier this year Vincent production was
impacted by a fire in the gas compression
module in the FPSO. This resulted in
the facility being shut-down while the
damage was assessed and repairs were
made to restart the facility. While this
was a disappointing incident we were
extremely pleased with our team’s efforts
to safely restart the facility within two
months of the outage. As a result of the
incident, production has been constrained
to minimise gas flaring due to the gas
compressor outage. We plan to have the
gas compressor reinstated and in full
production in Q2, 2010.
The Vincent development currently
comprises eight producing oil wells tied
back to the Ngujima-Yin FPSO. At the
end of the year the facility was producing
30,000 barrels of oil per day.
In 2010 we plan to drill two development
wells and bring them online by the end of Q2.
Australia (non-NWS) contribution to
Woodside's total production (MMboe)
Australia (non-NWS) Business key metrics
2009
2008
($ million)
1,633*
2,586*
(MMboe)
4.6
3.8
(MMbbl)
20.1
25.0
(MMboe)
154
172
Sales
revenue
Net gas
production
Net liquids
production
Proved plus
Probable
reserves
Acreage
(km2)
Gross
34,628
Net
28,235
Enfield
Laminaria–Corrallina
Stybarrow
Mutineer–Exeter
Otway
Vincent
Woodside other
8%
4%
7%
<1%
6%
5%
70%
During 2009, Australia (non-NWS) contributed 24.5 MMboe to
Woodside’s 80.9 MMboe annual production.
* Includes hedge loss/gain
Kevin Gallagher
SENIOR VICE PRESIDENT AUSTRALIA BUSINESS UNIT
Kevin has more than 20 years industry experience and has been with Woodside since 1998.
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Woodside Petroleum Ltd | Annual Report 2009
Mutineer–Exeter oil field
Laminaria–Corallina oil field
Otway gas field
On board the Nganhurra FPSO
INTEREST
OPERATOR
FACILITIES
LOCATION
WATER DEPTH
PRODUCTS
8.20%
WA-26-L,
WA-27-L
Santos
Modec Venture 11
FPSO
~150 km north of
Dampier, WA
~165 metres
Crude oil
FIRST PRODUCTION March 2005
INTEREST
OPERATOR
FACILITIES
LOCATION
WATER DEPTH
PRODUCTS
59.90%*
66.67%
Laminaria
Corallina
AC/L5
Woodside
Northern Endeavour
FPSO
Timor Sea, 550 km
north-west of Darwin
~340 metres
Crude oil
Since start up in early 2005 Mutineer–
Exeter has produced 52.0 million barrels
of oil and in 2009 produced 3.0 million
barrels.
Consistent with our previously announced
strategy of reviewing non-core assets,
Woodside is reviewing options to
monetise the remaining value in this field.
Greater Enfield Map
Indian Ocean
Eskdale
Stybarrow
L a v e r d a
V i n c e n t
E n f i e l d
E x m o u t h
FIRST PRODUCTION 1999
*
Interests on a post-unitisation basis, i.e. after agreeing to pool
Woodside’s interest with other field owners and to exploit the
field as a single venture
Since start up in 1999, the Laminaria-
Corallina fields have produced
191.6 million barrels of oil and in 2009
produced 5.4 million barrels.
In 2009 the subsea infrastructure
replacement program was completed
allowing us to maximise production
beyond 2009. Additionally, following a
successful appraisal well in 2008 proving
up our attic oil theory, a successful infill
production well (Corallina-2) was drilled
and commenced production in August at
26,000 barrels per day. The new well has
produced over one million barrels since
start-up through to the end of 2009.
The Laminaria–Corallina development
currently comprises five production wells
and one gas injection well tied back to the
Northern Endeavour FPSO. At the end of
the year the facility was producing
15,000 barrels of oil per day.
In 2010 further technical work is planned to
better understand the implications of the
Corallina-2 well which has proved up the
concept that there is likely significant attic
oil remaining throughout the Laminaria and
Corallina fields.
Laminaria–Corallina
Mutineer –Exeter
Otway
INTEREST
OPERATOR
FACILITIES
LOCATION
WATER DEPTH
PRODUCTS
T/L2, T/L3,
VIC/L23, VIC/
P43, T/30P,
T/34P
Woodside
51.55%
Thylacine Wellhead
platform, Otway
Onshore Gas Plant.
70 km south of
Port Campbell, VIC
85 - 100 metres
Gas, condensate, LPG
FIRST PRODUCTION September 2007
Woodside completed construction of the
Otway Gas Plant in 2007, which processes
gas from the offshore Thylacine field.
Since start up in 2007, the Otway gas
project has produced approximately
92,000 TJ of pipeline gas, 1.1 million barrels
of condensate and 110,000 tonnes of LPG.
In 2009 Otway produced approximately
48,000 TJ of pipeline gas, 0.6 million
barrels of condensate and 70,000 tonnes
of LPG.
Consistent with our previously announced
strategy of reviewing non-core assets we
announced in November 2009 that we had
entered an agreement for the sale of our
51.55% interest in the Otway gas project
to Origin Energy Resources Ltd (Origin) for
a total of $712.5 million.
The transaction was subject to pre-
emptive rights held by the other joint
venture parties which allowed those joint
venture parties to proportionally increase
their interest in the joint venture on terms
equivalent to those agreed in the Origin-
Woodside transaction. In December 2009,
Benaris International Pty Ltd and related
entities (Benaris) notified Woodside of its
intention to exercise its pre-emption right
in respect of the Otway exploration and
development joint venture interests.
Upon completion, Benaris’ interest in
the exploration and development Joint
Operating Agreement will be 27.77%
and Origin’s will be 67.23%. Subject to
joint venture approval, Origin will assume
operatorship of Woodside’s interest in
the Otway Basin offshore and onshore
facilities and permits. The transition of
operatorship is targeted to occur during
Q2 2010.
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Pluto LNG
The Pluto LNG Project, together with its growth potential, will consolidate Woodside’s
position as a global LNG leader
Pluto LNG
INTEREST
OPERATOR
LOCATION
WATER DEPTH
PROVED + PROBABLE
RESERVES (NET)
90%
90%
50%
50%
70%
70%
100%*
100%
53.33%**
WA-34-L
WA-350-P, WA-347-P
WA-369-P, WA-401-P
WA-370-P, WA-404-P
WA-428-P;WA-430-P
WA-433-P
WA-348-P, WA-353-P
WA-434-P
WA-269-P
Woodside
Pluto–xena field 190 km
north-west of Karratha, WA
400 - 1,000 metres
4,146 Bcf dry gas,
53.4 MMbbl condensate
FIRST PRODUCTION first LNG in early
2011
* Tokyo Gas and Kansai Electric have options to each take 5% equity in
these permits
** Subject to Government approval and registration of Woodside's
acquisition of 13.33% interest in the permit
The Thailand workforce 'Stand together for safety'
Depending on the drawdown of project
contingencies, the final cost of the
foundation project is expected to be 6%
to 10% over the $11.2 billion approved by
Woodside at the time of the FID in July
2007.
2009 achievements
Onshore, more than 90% of the 264
modules for the LNG plant have now
arrived from Thailand, including the four
gas turbine generators and liquefaction
modules.
The flare tower and the jetty structures
were assembled and the main cryogenic
heat exchangers for the LNG train were
lifted into place. The LNG and condensate
storage tanks were successfully hydro
tested in the second half of 2009.
The project entered into a phase of peak
construction in late 2009, with up to 4000
people working at the Pluto LNG Park.
Offshore, more than 200 km of pipelines
were laid, connecting the production
wells to the platform and onshore plant.
Flooding, gauging and testing of the
pipelines was completed in Q4 2009.
Overview
At the end of 2009, the foundation Pluto
LNG Project was 83% complete and on
target to become the fastest developed
LNG project in the world from discovery
in 2005 to first gas from the field by
late 2010, with first LNG in early 2011
contingent on a productive industrial
relations environment.
Approved for development in July 2007,
the project will process gas from the Pluto
and xena gas fields, located about
190 km north-west of Karratha in Western
Australia, into LNG and condensate.
The Pluto–xena gas fields are estimated to
contain 4.6 Tcf of dry gas reserves and an
additional 0.5 Tcf of contingent resources.
Onshore, the foundation project consists
of a single LNG train, which will have an
expected average production capacity of
4.3 mtpa, and storage and export facilities
at the Pluto LNG Park. Offshore, the
180 km trunkline connects to the offshore
platform and five production wells on the
Pluto gas field.
The project is underpinned by 15 year sales
contracts for up to 3.75 mtpa with Pluto
foundation customers and participants,
Tokyo Gas and Kansai Electric, who each
hold a 5% equity interest in the foundation
project. Additional LNG capacity is available
for either the spot market or further
contracts.
The project has generated thousands
of jobs and is making a significant
contribution to the Western Australian and
Australian economies, as well as providing
opportunities for local businesses.
Cost and schedule review
A review of the cost and schedule of the
foundation project in November 2009
resulted in a revision to the expected
final costs, due to lower than budgeted
productivity in both onshore and offshore
construction. The review confirmed that
the project remains on schedule.
The Pluto offshore platform was assembled in
Q4 2009
Lucio Della Martina
ExECUTIVE VICE PRESIDENT PLUTO
Lucio has more than 20 years industry experience and has been with Woodside since 1991.
20
Woodside Petroleum Ltd | Annual Report 2009
The Pluto LNG Park reached peak construction phase in late 2009
The platform substructure (or jacket) built
in China was loaded from the fabrication
yard in China in late August. The jacket was
successfully launched into the ocean about
190 km north-west of Karratha in October.
The topside modules and flare boom
were lifted onto the jacket in the following
months, completing the assembly of the
platform. Commissioning of the platform
commenced during Q4 2009 and will
continue into 2010.
The second drilling campaign for Pluto's
production wells concluded in late 2009.
The campaign successfully completed
and tested four Pluto production wells
providing more than the required
production volumes. The timing for
completion of the fifth and final well will be
determined in 2010.
In addition to construction, the project
met and in most cases exceeded
its performance targets in safety,
environment, cultural heritage and
Indigenous participation in 2009.
Pluto expansion: ready for
exploration success
Woodside’s vision for the Pluto site could
see expansion with up to five LNG trains
and a pipeline gas plant. Engineering
studies have demonstrated that Train 1,
Train 2 and Train 3 could be co-located on
the lower plateau at the Pluto site.
In November 2009 Woodside awarded
dual FEED contracts for Pluto Train 2 and
Train 3, comprising the same scope of
work, to a Foster Wheeler WorleyParsons
joint venture and KBR. The FEED studies
are scheduled for completion in mid-2010.
Progressing FEED studies gives Woodside
the flexibility to capture exploration
success from multiple exploration hubs
leading to an integrated, multi-train Pluto
LNG development, while infrastructure
constructed as part of the foundation
Pluto LNG Project will allow us to capture
additional value from an expansion at our
Pluto LNG Park.
Gas supply for expansion continues to
be focused on Woodside equity gas,
both discovered and through ongoing
exploration.
During 2009 we have continued to build
our acreage position in the Carnarvon
Basin around the Pluto gas field. The
acquisition of five new permits across the
Claudius, Ragnar and Central hubs has
increased the number of prospects in the
portfolio, but more importantly it has also
added new geologic plays and diversity to
the portfolio increasing our probability of
finding new gas reserves.
In the past year we have provided our
geoscientists with 17,000 km2 of new 3D
seismic data, and by the end of 2010 we
plan to add another 23,000 km2 of 3D
data. Woodside continues to build towards
collating complete 3D seismic coverage
of the Carnarvon Basin. This level of 3D
seismic coverage is unprecedented in
Australia. Woodside’s exploration portfolio
to support Pluto now extends over 13
exploration permits, covering almost
40,000 km2.
Following the Martell gas discovery in early
2009 we commenced our Phase 1, 20-plus
exploration well campaign in October 2009
with early success at the Eris prospect.
Although the Pelion exploration prospect
was dry, it encountered the Pluto reservoir
high to prognosis with the potential to
add Pluto volumes. With the arrival of the
new drilling rig, the Maersk Discoverer, in
December 2009 we expect the ongoing
results of this campaign to substantially
contribute to an expansion of the
foundation Pluto LNG Project.
Woodside also remains in discussions with
third party gas owners in the Carnarvon
Basin over the potential processing of their
gas through Pluto.
Final investment decisions on Pluto Train
2 and Train 3 are targeted by end 2010 and
end 2011 respectively, based on accessing
sufficient gas through exploration success
or other means.
Pluto LNG Project Onshore Expansion Concept Plan
Train 5
Train 4
Train 2
Train 3
Train 1
Foundation Project
WA-353-P
WA-353-P
Cazadores
North Hub
Cazadores
North Hub
Cazadores
Cazadores
South Hub
South Hub
WA-348-P
WA-348-P
WA-347-P
WA-347-P
WA-404-P
WA-404-P
WA-434-P
WA-434-P
Claudius Hub
Claudius Hub
Martell
Martell
WA-269-P
WA-269-P
WA-401-P
WA-401-P
Central Hub
Central Hub
Pluto
Pluto
Pluto Hub
Pluto Hub
Ragnar Hub
Ragnar Hub
WA-433-P
WA-433-P
WA-428-P
WA-428-P
WA-430-P
WA-430-P
Pluto LNG Park expansion concept plan showing possible location of up
to four additional LNG trains
Pluto exploration area
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Sunrise LNG
At Sunrise the focus for 2010 will be on working with the Timor–Leste and Australian
Governments, Sunrise Commission and Regulators to deliver the FDP approval
Sunrise LNG
INTEREST
OPERATOR
LOCATION
WATER DEPTH
CONTINGENT
RESOURCES
ACREAGE
33.44%
(unitised)
JPDA 03-19, JPDA
03-20, NT/RL2,
NT/RL4
Woodside
Offshore 450 km north-west
of Darwin, NT
150 km south-east of
Timor–Leste
less than 100 metres to
greater than 600 metres
1,717 Bcf dry gas,
75.6 MMbbl condensate
(km2)
Gross
2,998
Net
958
Drilling rig at sunrise
The Sunrise LNG Project involves
the development of the Sunrise and
Troubadour gas fields, collectively known
as Greater Sunrise, located offshore,
approximately 450 km north-west of
Darwin, Northern Territory. These fields
contain a combined contingent resource
of about 5 Tcf of dry gas and 226 million
barrels of condensate.
Development opportunity
During 2009 the Sunrise joint venture
(JV) has continued to apply its wealth
of international LNG experience to a
comprehensive and robust commercial
and technical evaluation to select the
development option which develops
the Greater Sunrise fields to the best
commercial advantage consistent with
good oilfield practice. This is a requirement
of the international treaties agreed by
both the Timor–Leste and Australian
Governments.
The theme selection evaluation took more
than 320,000 hours to complete and has
positioned the JV to finalise its selection of
a preferred development option in 2010.
Developing Greater Sunrise
In mid-2008, the Sunrise JV completed
a lengthy, $33 million concept screening
process which fully explored and assessed
five development concepts for the Greater
Sunrise fields, including Darwin LNG,
Floating LNG and an onshore LNG facility
in Timor–Leste.
The screening study found that an onshore
LNG facility in Timor–Leste was the
least likely of these options to develop
the reservoir to the best commercial
advantage consistent with good oilfield
practice. Since completing its concept
screening work, the Sunrise JV has
undertaken an extensive technical and
commercial evaluation of both the Floating
and Darwin LNG development options.
It also updated its analysis of the Timor–
Leste LNG option, including updating its
assessment of the costs and operability of
a pipeline to Timor–Leste and an onshore
LNG facility in Timor–Leste.
As a result of the concept screening study
and subsequent technical and commercial
evaluation, the Sunrise JV has sufficient
technical and commercial information to
agree on the development option that will
maximise recovery and value. Following
theme selection, the Sunrise JV will
submit a field development plan (FDP) to
the Australian and Timor–Leste regulators.
The approval of a FDP is an important
precursor to an FID on the Greater Sunrise
fields.
The Governments of Timor–Leste and
Australia will receive an equal share (50%
each) of government upstream revenues
from the development of the Greater
Sunrise fields. This revenue will deliver
long-term, stable and significant cash
flow to Timor–Leste and Australia over
approximately 30 years.
Floating LNG (FLNG) option
The Sunrise floating facility would be
designed to produce around 4 million
tonnes per annum of LNG for export,
plus the associated condensate. The
facility would be permanently moored
via a geostationary turret, held on station
via mooring chains. The Sunrise subsea
facilities would be developed in stages to
include approximately 26 production wells
and a number of main flow line headers
linking into the FLNG facility. The Floating
LNG facility, would store and export LNG
via an LNG carrier and condensate via a
shuttle tanker.
Darwin LNG (DLNG) option
The Darwin LNG development concept is
based on an offshore upstream processing
facility that would transport the dry gas
to shore via an export pipeline. The new
Sunrise LNG processing train would have
a capacity of around 5 million tonnes
per annum and would be located within
the existing LNG processing complex
at Wickham Point in Darwin. An FPSO
is the preferred concept for combining
the upstream processing facilities with
condensate storage.
Outlook
At Sunrise the focus for 2010 will be
on selecting a development option
and working with the Timor–Leste
and Australian Governments, Sunrise
Commission and regulators to deliver the
FDP approval.
Our process will see a natural progression
through basis of design (BOD) and into
FEED.
Jon Ozturgut
SENIOR VICE PRESIDENT SUNRISE
Jon has almost 30 years of industry experience and joined Woodside in 2005.
22
Woodside Petroleum Ltd | Annual Report 2009
Browse LNG
The way forward to deliver a world-class facility at the Browse LNG Precinct is now clear
Browse LNG
INTEREST
TR/5; R2;WA-30-R
WA-31-R;WA-32-R
WA-28-R;WA-29-R
WA-275-P
WA-378-P;WA-396-P
WA-397-P;WA-429-P
WA-432-P;AC/P48
AC/RL8
WA-415-P;WA-416-P
WA-417-P
OPERATOR Woodside
LOCATION
50%
50%
25%
25%
70%
70%
70%
60%
100%
100%
Offshore 425 km north of
Broome, WA
WATER DEPTH 400 - 800 metres
CONTINGENT
RESOURCES
5,892 Bcf dry gas,
154.1 MMbbl condensate
ACREAGE
(km2)
Gross
21,944
Net
14,156
The Browse LNG Development is
seeking to commercialise the Browse
Basin gas and condensate fields, Torosa,
Calliance and Brecknock, located offshore
approximately 425 km north of Broome,
Western Australia.
In 2009 the Browse LNG Development
achieved a number of significant
milestones, including the successful
completion of extensive concept select
work and a comprehensive assurance
process involving the Browse joint venture
(JV) participants. In early 2010 the Browse
Joint Venture announced its selection of
the Western Australian Government’s
Browse LNG Precinct near James Price
Point as the location to process gas from
Browse Basin fields, completing the
development concept phase.
The Browse LNG Development then
entered into the Basis of Design (BOD)
phase for the development. The BOD
phase determines the major design
parameters which would enable the
optimal development of the offshore gas
fields and the onshore facilities at the
Browse LNG Precinct.
Browse retention lease renewal
In December, the Browse JV accepted
retention lease renewal offers from
the State and Federal Governments for
retention leases WA-28-R, WA-29-R,
WA-30-R, WA-31-R, WA-32-R, TR/5 and
R 2. The conditions of the retention leases
require the Browse JV to undertake a
$1.25 billion work program, select a
development concept and undertake BOD
in 2010 and FEED in 2011 for the selected
concept.
Importantly the conditions require the
Browse JV to be in a position to apply
for a production licence and make a final
investment decision by mid-2012. A final
investment decision for the development
will be subject to necessary approvals and
consents.
Browse LNG Precinct
In 2009 Woodside executed a number
of agreements relating to the Western
Australian Government’s Browse LNG
Precinct near James Price Point. In April,
Woodside signed a Heads of Agreement
(HOA) with the Kimberley Land Council
(on behalf of Traditional Owners) and
the State of Western Australia. The HOA
commits Woodside and the State to a
range of financial and other benefits for
the Indigenous people of the Kimberley,
triggered by the development of the
precinct. In addition, Woodside entered
into a Preliminary Development Agreement
with the State of Western Australia, which
appointed Woodside as the foundation
commercial proponent for the precinct.
These agreements followed the Western
Australian Government’s December
2008 announcement that it had selected
the James Price Point coastal area as
its preferred location for the Browse
LNG Precinct. In late 2009 the Western
Australian Government announced that a
specific area near James Price Point had
been identified as the site for the precinct.
The State is the proponent for the
Browse LNG Precinct and is responsible
for securing land access and State and
Commonwealth environmental approvals
via the Strategic Assessment process. The
State is seeking strategic environmental
approvals for the precinct by the second
half of 2010. The Browse JV may then seek
subsequent environmental approvals for its
project within the precinct.
Heads of Agreement signing ceremony
Indicative layout of the precinct
Outlook
To date 14 appraisal wells have been drilled
(including two in 2009) and the Browse
JV now has a very sound understanding
and knowledge of the three Browse Basin
fields. In 2010, Woodside will establish a
Broome office and increase engagement
with all stakeholders as key approvals
progress for upstream, downstream
and early site works. Contracts for the
BOD, for both the onshore and offshore
components, were awarded in Q1 2010
and workforce numbers are increasing in
support of the BOD work
program.
Woodside is committed
to a world class, socially
and environmentally
responsible
development of
its Browse Basin
reserves by 2017.
Michael has over 20 years industry experience and has been with Woodside since 1998.
Michael Hession
SENIOR VICE PRESIDENT BROWSE
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"
United States
Returning to drilling in the deepwaters of the Gulf of Mexico with the arrival of the
Maersk Developer
Neptune oil field
Shelf gas fields
INTEREST
OPERATOR
LOCATION
WATER DEPTH
WI 20%
NRI 17.5%
AT 573-575,
617, 618
BHP Billiton
Atwater Valley, 220 km
offshore Louisiana, USA
~2,000 metres
FIRST PRODUCTION 6 July 2008
WI - Working Interest NRI - Net Revenue Interest
Neptune is a multi-well subsea
development tied back to a stand-alone
tension leg platform (TLP). The Neptune
field produced first oil on 6 July 2008 and
quickly reached a peak production rate of
more than 53,000 barrels of oil and
42,000 Mcf of gas per day.
During 2009, Neptune experienced
production declines from its peak
rates, such that production rates were
approximately 15,500 barrels of oil and
9500 Mcf of gas per day (gross) at the
end of 2009. Woodside’s net share of
Neptune’s production at the end of 2009
was approximately 2700 barrels of oil and
1700 Mcf of gas per day.
In late 2009, secondary development
drilling efforts began with the drilling of the
SB-02 well. This well was spudded on
21 September 2009 with first production
on 19 December 2009. Woodside is
planning for the drilling and completion of
up to two additional development wells at
Neptune during 2010.
PRODUCING FIELDS 7
4
OPERATED FIELDS
5–100 metres
WATER DEPTH
AVERAGE INTEREST 37% (reserve basis)
At the end of the year, Woodside’s net
shelf production was 260 barrels of oil
and 18,500 Mcf of gas per day. In 2009,
the company plugged and abandoned
several depleted non-producing fields
in order to reduce risks, expenses and
liabilities associated with these assets.
This campaign will continue over the next
few years as the remaining producing shelf
assets’ reserves are depleted.
Gulf of Mexico exploration
Woodside drilled the Rickenbacker
exploration prospect in late 2009. The well
was found to contain an uneconomical
amount of hydrocarbon and was
subsequently plugged and abandoned. The
company anticipates drilling two to three
exploration wells in 2010.
In November 2006, Woodside and
StatoilHydro signed a rig sharing
agreement for a new build drilling rig.
In August 2009, the Maersk Developer
arrived in the Gulf of Mexico and
commenced drilling. Under the rig sharing
agreement we anticipate taking receipt of
the drilling rig in July 2010.
Power Play oil field
INTEREST
GB 302
WI 20.0%
NRI 16.3%
OPERATOR
LOCATION
WATER DEPTH
Anadarko
Garden Banks, 200 km
offshore Louisiana, USA
700 metres
Power Play began production in June 2008
and was producing 4750 barrels of oil per
day and 13,400 Mcf of gas (gross) at the
end of 2009. Woodside’s net share of
Power Play’s production was 775 barrels of
oil and 2200 Mcf of gas per day at the end
of 2009.
Maersk Developer
Gulf of Mexico production
Gulf of Mexico key metrics (Woodside share)
2009
2008
($ million)
156
237
(MMboe)
3.2
3.1
(MMboe)
14
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Sales
revenue
Net
production
Proved plus
Probable
reserves
Production
Woodside other
4%
96%
Acreage
(km2)
Gross
2,785
Net
1,219
During 2009, our United States business contributed 3.2 million
barrels of oil equivalent to Woodside’s production.
Jeff Soine
PRESIDENT WOODSIDE ENERGY (USA) INC
Jeff has 18 years industry experience and has been with Woodside since 2005.
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Woodside Petroleum Ltd | Annual Report 2009
Other international
During 2009 we have continued to rationalise the portfolio, sharpening the focus of our
international efforts
Ohanet condensate and LPG
Sierra Leone Woodside 25% (non-operator)
Brazil
Woodside 12.5% (non-operator)
INTEREST
OPERATOR
FACILITIES
LOCATION
PRODUCTS
15%
Ohanet North,
Ohanet South,
Askarene Guelta,
Dimeta West
BHP Billiton
Ohanet Gas
Processing Plant
Onshore Illizi Basin,
Southern Algeria
LPG and condensate
FIRST PRODUCTION October 2003
In 2009, the Ohanet joint venture received
its full revenue entitlement of $70 million
(Woodside share), which equals
1.4 million barrels of condensate and
112,000 tonnes of LPG (at a 10 year
average price at the time of initial
production).
Libya EPSA III Woodside 45% (operator)
Woodside completed its onshore
exploration and appraisal program, drilling
the final two commitment exploration
wells during 2009. Both wells were
unsuccessful. The EPSA III contract expired
in Q4 2009 and the remaining assets have
been sold to Gaz De France subject to
Libyan Government approval.
Libya EPSA IV Woodside 55% (operator)
Woodside also holds a 55% interest in four
offshore exploration blocks. No seismic or
drilling activity took place during 2009 and
the EPSA contract expires in Q1 2010.
Woodside holds a 25% interest in blocks
SL-6 and SL-7 in Sierra Leone operated by
Anadarko. The blocks cover 10,567 km2
in water depths ranging from 50 to 3750 m.
The Venus-B well was drilled in Q3 2009
and encountered 14 metres of
hydrocarbons. This discovery attracted
considerable industry attention, because
this part of the deep water West African
continental margin had never been drilled
before and the results established the
presence of a hydrocarbon system. A
second drill campaign is planned for late
2010 when the results of Venus-B have
been integrated with the 3D seismic
covering the area.
Liberia
Woodside 17.5% (non-operator)
Woodside holds a 17.5% interest in the
offshore PSCs L15, L16 and L17 operated
by Anadarko. An extensive 3D seismic
program (6,200 km2) was completed in
April 2009 and the processed data was
received in late December.
Canary Islands
Woodside 30% (non-operator)
Woodside holds a 30% interest in blocks
1-9 operated by Repsol. Activity remains
suspended until such time as a Royal
Decree provides full rights to permit
activity.
Ohanet production
International key metrics (Woodside share)
2009
2008
($ million)
(MMboe)
70
2.3
65
2.3
(MMbbl)
1.7
2.6
Sales
revenue
Net
production
Proved plus
Probable
reserves
Ohanet
Woodside other
3%
97%
Acreage
(km2)
Gross
93,422
Net
42,229
During 2009 international activities contributed 2.3 MMboe to
Woodside’s annual production.
Woodside holds a 12.5% interest in two
concession agreements covering 2095
km2 in the Santos Basin, offshore south-
eastern Brazil. The blocks are about 180 km
south-east of Sao Paulo.
The Panoramix-1 well in block S-M-674 was
finished in Q1 2009. The well intersected
potentially commercial gas columns of
85 m and 39 m in two Santonian aged
reservoirs, and a 20 m column of light oil
in a third Campanian aged zone. One of
the Santonian reservoirs was tested and
flowed
12.8 MMcf of gas and 1670 barrels
condensate per day. An appraisal
well is planned in 2010 to determine
commerciality of the Campanian oil
discovery and test the second gas zone.
During Q3 2009 the Vampira-1 well was
drilled in block S-M-789. This well found
a 20 m light oil column in a Santonian
reservoir. Analysis of the Vampira discovery
continues into 2010.
Korea
Woodside 50% (operator)
Woodside holds a 50% interest in offshore
Block 8/6-1 N, which covers 9922 km2.
During 2009, Woodside entered into the
second exploration period of the contract
and will drill the first well in this block in
early 2011.
Peru
Woodside 20% (non-operator)
Woodside has executed an agreement
for a 20% interest in onshore block 108,
operated by Pluspetrol and covering
approximately 12,000 km2.
The basin is only lightly
explored but contains
numerous large leads
and oil seeps. Pluspetrol
is currently conducting
field studies in
advance of
800 km 2D
seismic survey
scheduled for
2011.
Peter Moore
SENIOR VICE PRESIDENT ExPLORATION
Peter has more than 30 years of industry experience and joined Woodside in 1999.
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25
Production
Maximising production… while safeguarding our facilities and people
Our approach
The Production division is responsible for
operating and maintaining Woodside's
producing assets.
The division utilises an integrated one-
team approach that ensures lean, reliable
and profitable operations. Common
standards, processes and tools are applied
to all our activities to ensure efficiency.
Our focus areas
During 2009 we focused on the following
eight strategic themes aimed at improving
our performance and making us the
operator of choice in our industry.
People - we are committed to
fostering an engaging and rewarding
organisational climate that allows us to
attract and retain the best people, now
and in the future.
Health and safety - we continue to
work with our supervisors, managers
and workforce to improve behaviours
that can influence our health and
safety performance. Through our
structured and simplified health and
safety initiatives our performance in
this area continues to improve.
Production - our goal is simple,
maximise production revenue. We
focus on the reliability and availability
of our facilities and we consistently
pursue optimisation opportunities.
Cost management - we seek value
for money and eliminate unnecessary
expense through the pursuit of
cost sharing and cost reduction
opportunities.
Environment - we are committed to a
cleaner environment and we conduct
all our activities in such a way as to
minimise any adverse effects.
Integrity - by maintaining and
safeguarding the integrity of our
facilities we protect our people, the
environment and our business.
Maintenance - we strive to achieve
optimal reliability while ensuring the
delivery of our production targets. This
requires the continued development of
maintenance strategies that support
our facilities throughout their life cycle.
Operations readiness - we engage
early in a project's life cycle to ensure
that all facilities are ready and capable
of delivering design intent at start up.
In 2009 we achieved a number of
significant milestones including a reduction
in TRCF and maintenance backlog and
improved integrity metrics. This was
a culmination of a number of years of
concerted effort.
At the same time our continued
maintenance focus has improved our
reliability. We were particularly pleased
with the improved safety performance on
our shutdowns. Equally we introduced a
range of innovative cost saving initiatives
that were successful and will be applied
again in future maintenance campaigns.
Progress against a sample of our Key
Performance Indicators (KPIs) in 2009 is
shown in the table below.
We have maintained the same strategic
themes for 2010 but have continued to
tighten our KPIs ensuring that these are
set at challenging industry benchmarked
levels. We look forward to continuing the
improvement in our health and safety
performance, while maximising production
and implementing ongoing efficiencies as
Pluto Train 1 starts up.
Production division 2009
Theme
Key performance indicator
Achieved
People
Turnover
People objectives met
Health and safety objectives met
Health and
safety
Divisional total recordable case frequency -
% improvement
First priority actions overdue
Production
Production (MMboe)
Cost
management
Opex spend versus budget - $m
Capex minor spend versus budget - $m
Environment
Environment incidents Category C or greater
(includes reportable)
Loss of containment plans in place and active
Integrity
Technical deviations overdue - % improvement
Alarms standing - % improvement at year end
Maintenance Maintenance backlog - % improvement
4.2%
86%
96%
29%
0
80.9
96%
81%
7
100%
70%*
78%*
52%*
* Excludes Vincent, non-operated and international assets
Vince Santostefano
ExECUTIVE VICE PRESIDENT PRODUCTION
Vince has 27 years industry experience and has been with Woodside since 1999.
26
Woodside Petroleum Ltd | Annual Report 2009
Health and safety
Thai cultural environment. The project’s
TRCF was comparable to industry best
performance for this type of activity.
Despite these improvements, significant
health and safety challenges remain for
Woodside and its contractors. In particular,
the ongoing construction of the offshore
and onshore components of the Pluto
project, must continue to be carefully
managed in 2010.
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Total recordable cases
5.1
4.3
4.1
3.8
3.3
0
9
2005
3
5
1
1
3
1
4
6
1
9
9
1
2006
2007
2008
2009
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calendar. Woodside will continue to play
an active role in this initiative.
Integrity performance
Ensuring the safe operation of facilities,
including carefully managing our assets
to contain hydrocarbons and prevent the
possibility of a major accident event, is
central to our health and safety strategy.
Woodside has an active program for
managing our pipelines and plant,
including comprehensive maintenance
management and corrosion inspection
and management programs. Information
from inspections is shared with the
relevant regulatory authorities.
In the first quarter of 2009, Woodside
experienced a number of gas releases
from our production facilities, which
underscored the importance of
effectively implementing our strategies
to improve process safety. This remains a
key focus for Woodside in 2010.
Further information on our 2009 health
and safety performance is available in our
2009 Sustainable Development Report.
Contractor safety
Working closely with our contractors,
Woodside also made some significant
strides towards improving safety
throughout 2009. In February 2009,
Woodside's Chief Executive Officer
Don Voelte hosted a Contractor Safety
Forum that brought together 100 senior
leaders from Woodside and 35 of our
most significant contractors. The event
provided a forum to focus and align our
efforts on health and safety and identify
opportunities to improve performance
across all of our work sites.
Stand together for safety
Taking a concept initially proposed at
the Contractor Safety Forum, Woodside
and its contractors played a key role in
developing and establishing a two-hour
safety ‘stand down’ event, called 'Stand
together for safety'. At Woodside about
20,000 people, including contractors,
at more than 40 locations throughout
Australia and overseas took part,
reinforcing a shared responsibility for
improving safety performance.
Working in conjunction with the
Australian Petroleum Production &
Exploration Association (APPEA), the
wider Australian oil and gas industry
was invited to participate in this ground
breaking event. Despite a short lead
time, APPEA estimate that 80% of the
Australian industry participated, including
major operators and contractors.
The APPEA Board has decided that a
‘Stand together for safety’ event will be a
permanent fixture on the annual APPEA
Health and safety
We believe that the health and safety of
our people comes first in all our decisions
and actions.
Our goal is ‘no-one gets hurt, no incidents’
and we aspire to be recognised, by our
people and peers, as an industry leader in
the management of health and safety.
Safety
During 2009, Woodside’s frequency of
safety incidents, as measured by total
recordable case frequency (TRCF),
decreased from 4.3 to 3.3. The total
number of safety incidents increased by
21% relative to a 59% increase in hours
worked in 2009 compared with 2008.
In terms of frequency, this is the best
result we have achieved. However, it
still means that 199 people were hurt
performing work for Woodside. We will
continue striving to eliminate injury and
occupational illness from our work and
locations.
In 2009, we experienced a fire in one of
the two gas compression units on the
Vincent FPSO, the Maersk Ngujima-Yin.
While no-one was hurt as a result of this
event, it gave us cause to reflect on the
serious nature of the incident and review
our activities.
As with most large organisations,
there are some areas of our business
that consistently achieve better health
and safety performance than others.
Applying learnings from these ‘pockets
of excellence’, whether they are within
Woodside or our contractors, represents a
considerable opportunity for improvement.
A highlight in 2009 was the outstanding
performance achieved by all of our Asian
construction yards, but in particular, a
Thailand-based company, STP&I, which
Woodside contracted to build modules for
the Pluto LNG train.
Underpinning this performance was
a strategy focused on establishing
mechanisms to motivate, educate, support
and reinforce positive health and safety
behaviours, which were customised to the
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Agu Kantsler
ExECUTIVE VICE PRESIDENT HEALTH, SAFETY AND SECURITY
Agu has more than 30 years industry experience and has been with Woodside since 1995.
27
Our people
Number of employees and voluntary turnover
Our staff
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11.2
8.2
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8
8
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3
2005
2006
2007
2008
2009
Graduates, trainees and apprentices
2
1
1
8
4
1
5
1
2
0
4
2
4
2
2
2005
2006
2007
2008
2009
Indigenous workforce
2
2
5
8
1
1
9
6
1
6
0
2
2005
2006
2007
2008
2009
Our approach
Woodside aims to achieve its business
strategy through an engaged, capable and
highly motivated workforce.
To achieve this we focus on having the
right capability and outstanding leadership
which creates an organisational climate
that drives high performance.
The Woodside workforce grew 3.0%
to 3219 in 2009. Recruitment activities
during the year resulted in 452 new
employees joining the company.
A highlight of 2009 was our voluntary
turnover rate, which continued to decline.
The annualised voluntary turnover was
5.2%, down from 9.0% in 2008. This result
was pleasing against a competitive labour
market in the Australian LNG industry.
A new initiative in 2009 to support staff
retention was the implementation of an
employee equity plan for all Woodside
permanent employees with almost 100%
of eligible employees accepting the offer.
Diversity
In 2009 we reviewed our Gender Diversity
Strategy and Indigenous Employment
Participation Strategy. Specific actions,
such as Indigenous and female employee
mentoring, a review of childcare options
and renewed promotion of flexible work
practices, will be implemented from 2010
to 2012 to increase female and Indigenous
representation.
Indigenous
Woodside has also set an aspiration to
triple the number of permanent Indigenous
employees by the end of 2012. In 2009 we
had 36 Indigenous employees, 33 people
on Indigenous employment pathways
programs and 137 Indigenous employees
engaged by construction contractors.
The Woodside Indigenous employment
participation strategy aims to provide clear
and accessible pathways to employment.
Once employed, our emphasis is on
promoting a work environment that
motivates and retains employees.
Indigenous community programs, training
providers, school based education
initiatives and direct engagement with
Woodside are the entry points into our
Indigenous apprenticeships, traineeships
and cadetship programs.
People capability
In 2009 we continued to implement our
LNG capability plan, a forward-looking
approach, ensuring we have the people to
match our LNG growth aspirations.
Despite the economic downturn, we
continued to actively support our long-
standing graduate, apprenticeship and
traineeship programs in recognition that
these programs provide our pipeline of
talent for the future.
Our three-year graduate program
covers disciplines including engineering;
geoscience and subsea; finance;
commercial; health and safety; legal;
environment; business technology; and
supply chain. In 2009 we had a total of
43 people entering the programs.
Our apprenticeship and traineeship
programs currently involve more than 88
apprentices and trainees working towards
their qualifications.
Our approach to development is supported
by a competency framework which
addresses core, leadership and functional
competencies. All staff are assessed
against the core competencies and actions
to address identified gaps are included in
their development plans. All employees
have a personal development plan, which
is developed and agreed at the beginning
of each calendar year and staff are
encouraged to identify training and other
development opportunities for inclusion in
their plans.
Leadership and climate
As an organisation, we measure our
performance improvement by comparing
the level of high performing climates
created by our leaders with the results
from previous years. Since commencing
our leadership development strategy in late
2005, high performance and energising
climates have increased significantly to
6% above the Australian average. The
leadership development programs are
designed to:
Create an organisational climate that
attracts and retains the best people
Develop a culture of high performance
Equip the business to sustainably and
profitably achieve its growth ambitions.
The programs are supported by regular and
ongoing coaching of our leaders with more
than 1000 employees having attended our
leadership development programs.
Tina Thomas
VICE PRESIDENT, HUMAN RESOURCES
Tina has 20 years industry experience and has been with Woodside since 1989.
28
Woodside Petroleum Ltd | Annual Report 2009
Our business principles
Woodside's Business Principles are
categorised into three areas - economic
performance, environmental excellence,
and social contribution. The focus in this
section is on environmental excellence and
social contribution.
Environmental excellence
Ongoing compliance and continued
improvement in environmental
performance is central to Woodside’s
sustainable development as a company.
We operate in a range of environments
where our activities have the potential to
impact on land, water, air and ecosystems
as well as neighbours and communities.
We understand that our licence to operate
depends on how well we understand and
protect these environments and reduce
our environmental footprint.
Environmental performance
Air emissions
During 2009 the main change to our air
emission footprint was due to unplanned
flaring from the Maersk Ngujima-Yin
FPSO. This flaring occurred following the
loss of gas compression on the FPSO
used to reinject associated gas during
oil production. A fire on the FPSO in
April damaged the compressor. Gas
compression will be restored on the facility
in the first half of 2010.
The flare rate for our North West Shelf
facilities was well under target. However,
our annual flaring target was exceeded as
a result of the Maersk Ngujima-Yin FPSO
flaring issue. The impact of this flaring
on our emissions footprint resulted in
increases in NOx, VOC and greenhouse
emissions during 2009. These changes
have been included in our National
Pollutant Inventory reporting.
Biodiversity conservation
Woodside has built strong capability
for biological and environmental
impact studies for onshore and marine
environments.
The annual monitoring program for the
NWSV performed by an independent
specialist has been conducted for more
than 20 years and continues to show
our operations are not having an adverse
impact on the environment.
Our strategy is to ensure we have in place
high quality baseline studies in support
of environmental impact assessments
required as part of the approvals for our
developments and to conduct ongoing
monitoring of our operational footprint.
During 2009 much of our focus was on
research to support Pluto construction
and our proposed Browse development,
including continued support of a major
research project at Scott Reef.
Environmental incidents
During 2009, we reduced the number
of environmental incidents, with eight
events recorded in 2009 as Category C in
our internal rating system, where A is an
incident with the greatest consequences.
The eight incidents were considered
Category C due to the requirement to
report them to government as part of legal
requirements, such as licence conditions
and approval conditions. These incidents
comprised six short-term dark smoke
events, one exceedence of an oil in water
limit and a spill of brine solution to the
ocean offshore.
The eight events represent a significant
reduction in the number of incidents at this
category, with 21 events being recorded
in the previous year. Actual environmental
impacts for all events were negligible with
no long-term environmental impacts.
Recognition
In 2009 Woodside was presented with
two environmental awards in recognition
of our sensitive approach to reservoir
appraisal activities at Scott Reef as part of
the Browse LNG Development.
We were awarded the Australian
Petroleum Production and Exploration
Association Environment Award and a
Department of Mines and Petroleum
Sustainable business
principles
Golden Gecko Award for Environmental Excellence
)
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Greenhouse gas emissions and intensity
0.27
0.25
0.23
0.24
0.25
8
4
9
1,
8
8
4
1,
5
7
1
7,
8
8
2
,
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4
4
6
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4
5
3
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0
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9
1,
7
1
5
,
2
4
1
7
7,
0
8
9
,
8
2005
2006
2007
2008
2009
Total annual CO2e emissions for operated ventures
Woodside portion of CO2e emissions
GHG intensity (t CO2e / t HC production)
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Golden Gecko Award for Environmental
Excellence.
The awards specifically recognise the
research studies to support the Maxima
and Gigas seismic surveys and the drilling
of the Torosa-6 appraisal well at Scott Reef.
Research was undertaken to measure
the potential effects of seismic surveys
on local marine life, demonstrating that
surveys like this can be conducted without
significant effect on the environment.
Innovative techniques, such as a riserless
mud recovery system, were developed for
the Torosa-6 appraisal well to minimise the
environmental footprint.
Further information
on our sustainable
business principles
is available in our
2009 Sustainable
Development
Report.
Rob Cole
ExECUTIVE VICE PRESIDENT, CORPORATE CENTRE, GENERAL COUNSEL
Rob has 20 years experience and has been with Woodside since 2006.
29
Social contribution
At Woodside we believe that long-term
and meaningful relationships with the
communities in which we live and work
are essential to maintaining our licence to
operate.
The trust and confidence of these
communities are fundamental to
our business success. They are also
prerequisites to growing our business,
in our existing communities and in
new communities where we are yet to
establish a presence.
This year was important for Woodside as
we refocused our community relations
efforts, with a number of activities
undertaken to improve our understanding
of social impacts, the way in which
we engage with communities and the
effectiveness of our social investments.
The Banglamung boy’s orphanage in Thailand
Social impacts
In recent years Woodside has undertaken
social impact assessments to support new
developments and projects such as our
Pluto LNG Development and our Browse
LNG Development .
In 2007 we undertook a social impact
assessment as part of the development
of the Pluto LNG Project, near Karratha,
Western Australia. In 2008 we conducted
an environmental, social and economic
evaluation to assess development options
for our Browse LNG Development. Both
of these studies continue to influence
our thinking in managing existing and
anticipated impacts on communities as a
result of our activities.
In 2009 we sought feedback from
members of the Roebourne community
about our community programs.
Roebourne is about 55 km from our
NWSV and Pluto operations and has a
predominantly Indigenous population. Like
many Australian Indigenous communities,
Roebourne faces social and economic
disadvantages, high unemployment, lack
of educational attainment and poor health.
The feedback we received confirmed the
need for Woodside to continue to prioritise
training and employment opportunities.
The feedback also reinforced the need for
us to continue operating our Roebourne
office. Woodside opened the office in 2007
and is the only resource development
company to have an office in the town.
d
Social investment
In 2009 Woodside also revised our social
investment approach and implemented a
new focus on health and wellbeing. The
program now has three core themes:
Living Energy – personal health and
wellbeing
Natural Energy – environmental health
and wellbeing
Creative Energy – community health
and wellbeing.
Our equity contribution to social
investment in 2009 was over $6 million
inclusive of cash value, in-kind and
voluntary hours. This is an increase of over
$800,000 compared to 2008.
Our total social investment program in
2009 was $9.2 million, an increase of over
$1.3 million compared to our 2008 total
social investment of $7.9 million. This is
inclusive of management costs.
An example of this volunteering activity
was our relationship with Conservation
Volunteers Australia (CVA), where
more than 392 employees volunteered,
representing over 3100 hours, on a range
of environmental programs. Our work
with CVA was recognised in 2009 with
the presentation of the Western Australian
Government’s Environmental Award
(Marine and Estuary Category).
In 2009 our employees donated over
$126,000 of their own money, up on
their contribution in 2008 of $119,000.
In 2009 our employees contributed
to 46 community-based not-for-profit
organisations. Specifically our employees
donated over $43,000 to the Mission
Australia and Salvation Army Christmas
appeals.
2010 Reconciliation
Action Plan
The Reconciliation Action Plan (RAP)
articulates clear actions and targets to
support reconciliation efforts and bring
together Woodside commitments and
initiatives to Indigenous individuals and
communities.
Our vision for reconciliation is to walk
alongside the local Indigenous community,
with a relationship built on mutual respect,
to provide opportunities that contribute
towards the community’s aspiration of a
sustainable future.
Our goal is for the reconciliation message
to reach every individual coming into
contact with our business.
The RAP commits Woodside to more
than 30 actions across three key areas –
respect, relationships and opportunities.
Every action commits Woodside to
measurable outcomes and establishes a
timeline to achieve those outcomes.
To view the complete 2010 RAP visit
www.woodside.com.au
Woodside's social investment by
category 2009
Woodside's social investment by
geographic region 2009
34%
41%
14%
2%
4%
6%
11%
14%
74%
Contribute to sustainable communities
Create, maintain and preserve cultural heritage
Marine and coastal research, protection and rehabilitation
Educate and train our future workforce
National
Kimberley
WA
International
Pilbara
NB: WA includes social investment programs which were
implemented in two or more WA locations.
30
Woodside Petroleum Ltd | Annual Report 2009
Board of Directors
Melinda A Cilento
BA, BEc (Hons), MEc
Term of office: Director since December
2008.
Independent: Yes.
Age: 44.
Experience: Deputy Chief Executive
(since 2006) and Chief Economist
(since 2002) of the Business Council of
Australia. Significant public and private
sector experience in economic policy
development and analysis. Previously
worked with County Investment
Management (now Invesco) as Head of
Economics, and with the Department of
Treasury in various roles, and spent two
years at the International Monetary Fund.
Committee membership:
Member of the Human Resources
& Compensation, Sustainability and
Nominations Committees.
Michael A Chaney, AO
BSc, MBA, Hon LLD (UWA), FAICD
Chairman
Donald R Voelte
BSc (University of Nebraska), FTSE, FAICD
Managing Director and CEO
Term of office: Director since November
2005. Chairman since July 2007.
Term of office: Director since
April 2004.
Independent: Yes.
Age: 59.
Independent: No.
Age: 57.
Experience: 22 years with Wesfarmers
Limited, including Managing Director
and CEO from 1992 to 2005. Three years
with investment bank Australian Industry
Development Corporation (1980 to 1983),
and prior to that eight years as a petroleum
geologist working on the North West Shelf
and in the USA and Indonesia. Previously
a non-executive director of BHP Billiton
Limited (1995 to 2005) and BHP Billiton Plc
(2001 to 2005).
Committee membership:
Chair of the Nominations Committee.
Attends other Board committee
meetings.
Current directorships:
Chair: Gresham Partners Holdings Limited
(director since 1985) and National Australia
Bank Limited (director since 2004).
Director: The Centre for Independent
Studies Ltd (since 2000).
Chancellor: The University of Western
Australia (since 2006).
Experience: More than 35 years
experience in the global oil and gas
business, including 22 years with Mobil
Corporation culminating as Executive
Vice President New Exploration and
Producing Ventures, three years with
Atlantic Richfield Company ending as
Executive Vice President International
Exploration and Production and three
years as Director, President and CEO of
Chroma Energy Inc, a private exploration
and production company.
Committee membership:
Attends Board committee meetings.
Current directorships:
Director: The University of Western
Australia Business School (since 2006) and
West Australian Newspapers Holdings
Limited (since 2008).
From left to right: Din Megat, Ian Robertson, Melinda Cilento, Michael Chaney, David McEvoy,
Andrew Jamieson, Erich Fraunschiel, Don Voelte, Pierre Jungels
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Woodside Petroleum Ltd | Annual Report 2008
31
Erich Fraunschiel
BCom (Hons) (UWA)
Pierre JMH Jungels, CBE
PhD (Geophysics and Hydraulics) (Caltech)
Ian Robertson
BA (Business Management), FCMA (UK)
Term of office: Director since December
2002.
Term of office: Director since December
2002.
Independent: Yes.
Age: 64.
Independent: Yes.
Age: 66.
Experience: More than 18 years
experience in senior executive positions
with Wesfarmers Limited, including 10
years as CFO and Executive Director.
Experience: Former CEO of Enterprise
Oil plc and President of the Institute of
Petroleum. More than 30 years experience
in the international oil and gas industry.
Committee membership:
Member of the Human Resources
& Compensation, Audit & Risk and
Nominations Committees.
Current directorships:
Chair: Oxford Catalysts Group PLC (since
2006) and Rockhopper Exploration plc
(since 2005).
Director: Baker Hughes Inc (since 2006)
and Imperial Tobacco Group PLC (since
2002).
Directorships of other listed entities
within the past three years:
Director: Offshore Hydrocarbon Mapping
plc (2004 to 2008) and Offshore Logistics
Inc (2002 to 2006).
David I McEvoy
BSc (Physics), Grad Dip (Geophysics)
Term of office: Director since September
2005.
Independent: Yes.
Age: 63.
Experience: 34 year career with
ExxonMobil involving extensive
international exploration and development
experience.
Committee membership:
Chair of the Sustainability Committee.
Member of the Audit & Risk and
Nominations Committees.
Current directorships:
Director: AWE Limited (since 2006),
Innamincka Petroleum Ltd (since 2002) and
Po Valley Energy Ltd (since 2004).
Committee membership:
Chair of the Audit & Risk Committee.
Member of the Sustainability and
Nominations Committees.
Current directorships:
Chair: The West Australian Opera Company
(director since 1999) and Wesfarmers
General Insurance Limited (since 2003).
Director: Rabobank Australia Limited (since
2003), Rabobank New Zealand Limited
(since 2007), The WCM Group Ltd (since
2005) and WorleyParsons Limited (since
2003).
Directorships of other listed entities
within the past three years:
Director: West Australian Newspapers
Holdings Limited (2002 to 2008).
Andrew Jamieson, OBE
F.R.Eng., C.Eng., F. Inst Chem E.
Term of office: Director since
February 2005.
Independent: Yes.
Age: 62.
Experience: Former Executive Vice
President Gas and Projects of Shell Gas
and Power International BV with more than
30 years experience with Shell in Europe,
Australia and Africa. From 1997 to 1999
Dr Jamieson was seconded to Woodside
as General Manager North West Shelf
Venture. Retired from Shell in June 2009.
Committee membership:
Member of the Sustainability and
Nominations Committees.
Current directorships:
Director: Leif Hoegh & Co Ltd (since 2009)
and Oxford Catalysts Group PLC (since
2010).
Term of office: Director since June 2008.
Independent: No.
Age: 51.
Experience: Almost 30 years experience
with Royal Dutch Shell Group working in
the downstream, upstream, transport and
trading elements of the business. Currently
Executive Vice President for Shell’s finance
operations.
Committee membership:
Member of the Audit & Risk and
Nominations Committees.
Tan Sri Dato’ Megat Zaharuddin
(Din Megat)
BSc (Hons) (Mining Engineering)
Term of office: Director since December
2007.
Independent: Yes.
Age: 61.
Experience: 31 year career with Royal
Dutch Shell Group including Regional
Business CEO of Shell Exploration and
Production BV with responsibilities for the
Middle East, Central and South Asia and
Russia region (1999 to 2004) and Chairman
/CEO of Shell group companies in Malaysia
(1995 to 1999). Retired from Shell in early
2004.
Committee membership:
Chair of the Human Resources &
Compensation Committee. Member
of Sustainability and Nominations
Committees.
Current directorships:
Chair: Malaysian Rubber Board
(since 2009) and Malayan Banking Berhad
(since October 2009, director from 2004 to
February 2009).
Director: International Centre for
Leadership in Finance (since 2004).
Directorships of other listed entities
within the past three years:
Chair: Maxis Communications Berhad
(2004 to 2007).
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Woodside Petroleum Ltd | Annual Report 2009
Corporate governance
statement
Contents
1.
2.
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
Corporate Governance at Woodside
Board of Directors
Board Role and Responsibilities
Board Composition
Chairman
Director Independence
Conflicts of Interest
Board Succession Planning
Directors’ Retirement and Re-election
Terms of Appointment, Induction Training
and Continuing Education
2.9
Board Performance Evaluation
2.10
Board Access to Information and
Independent Advice
2.11 Directors’ Remuneration
2.12
Board Meetings
2.13
Company Secretaries
3.
3.1
3.2
3.3
3.4
Committees of the Board
Board Committees, Membership and
Charters
Audit & Risk Committee
Nominations Committee
Human Resources & Compensation
Committee
3.5
Sustainability Committee
4.
Shareholders
4.1
Shareholder Communication
4.2
5.
5.1
5.2
5.3
6.
6.1
6.2
6.3
6.4
7.
8.
Continuous Disclosure and Market
Communications
Promoting Responsible and
Ethical Behaviour
Code of Conduct and Whistleblower
Policy
Securities Ownership and Dealing
Political Donations
Risk Management and
Internal Control
Approach to Risk Management and
Internal Control
Risk Management Roles and
Responsibilities
Internal Audit
CEO and CFO Assurance
External Auditor Relationship
ASX Corporate Governance Council
Recommendations Checklist
34
35
35
35
35
35
36
36
37
37
37
37
37
37
38
38
38
38
38
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39
39
39
40
40
40
40
41
41
41
41
41
42
42
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1 Corporate Governance
at Woodside
Woodside is committed to a high level
of corporate governance and fostering
a culture that values ethical behaviour,
integrity and respect.
This statement reports on Woodside’s key
governance principles and practices. These
principles and practices are reviewed
regularly and revised as appropriate to
reflect changes in law and developments
in corporate governance.
Woodside’s corporate governance
model is set out below. During 2009
the company reviewed and made
substantial improvements to the Woodside
Management System (WMS) which sets
out how Woodside provides management
governance and assurance. The WMS
defines how Woodside will deliver its
business objectives and the boundaries
within which Woodside employees and
contractors are expected to work.
The company, as a listed entity, must
comply with the Corporations Act 2001
(Cwlth) (Corporations Act), the Australian
Securities Exchange (ASX) Listing Rules
(ASX Listing Rules) and other Australian
and international laws. The ASX Listing
Rules require the company to report on
the extent to which it has followed the
Corporate Governance Recommendations
contained in the ASX Corporate
Governance Council’s (ASXCGC) second
edition of its Corporate Governance
Principles and Recommendations (August
2007). Details of Woodside’s compliance
with the ASXCGC Recommendations are
set out below.
A checklist cross-referencing the
ASXCGC Recommendations to the
relevant sections of this statement and
the Remuneration Report is provided on
page 43 of this report and is published
in the corporate governance section of
Woodside’s website
(www.woodside.com.au).
Woodside believes that, throughout the
2009 year and to the date of this report,
it has complied with all the ASXCGC
Recommendations.
Woodside Corporate Governance Model
Shareholders
Board
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Audit & Risk
Committee
Human Resources
& Compensation
Committee
Nominations
Committee
Sustainability
Committee
Independent
Assurance
Management Governance
and Assurance
External
Auditors
Internal
Audit
Policies
Mission
Vision
Values
Policies
Management Committees
Authorities Framework
Standards
Management Standards
Operating Standards
Woodside Management System
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Woodside Petroleum Ltd | Annual Report 2009
2 Board of Directors
2.1 Board Role and Responsibilities
ASXCGC Recommendations 1.1, 1.3
The Board has approved a formal Board
Charter which details the Board’s role,
powers, duties and functions. The central
role of the Board is to set the company’s
strategic direction, to select and appoint
a CEO and to oversee the company’s
management and business activities.
In addition to matters required by law to
be approved by the Board, the following
powers are reserved to the Board for
decision:
the appointment and removal of the
CEO and the Company Secretary and
determination of their remuneration
and conditions of service;
approving the appointment and, where
appropriate, the removal of executives
who report directly to the CEO
together with their remuneration and
conditions of service;
approving Group remuneration
issues, including periodic adjustments
and short and long term incentive
payments;
approving senior management
succession plans and significant
changes to organisational structure;
authorising the issue of shares,
options, equity instruments or other
securities;
authorising borrowings, other than
in the ordinary course of business,
and the granting of security over the
undertaking of the company or any of
its assets;
authorising expenditures which exceed
the CEO’s delegated authority levels;
approving strategic plans and budgets;
approving the acquisition,
establishment, disposal or cessation
of any significant business of the
company;
approving annual and half year
reports and disclosures to the market
that contain or relate to financial
projections, statements as to future
financial performance or changes to
the policy or strategy of the company;
approving policies of company-wide or
general application;
the appointment of directors who will
come before shareholders for election
at the next Annual General Meeting
(AGM); and
establishing procedures which ensure
that the Board is in a position to
exercise its powers and to discharge
its responsibilities as set out in the
Board Charter.
that Shell’s holding of fully paid
ordinary shares in the company bears
to all of the issued fully paid ordinary
shares in the company.
Other than as specifically reserved to the
Board in the Board Charter, responsibility
for the management of Woodside’s
business activities is delegated to the
CEO who is accountable to the Board.
The Board Charter and the delegation of
Board authority to the CEO are reviewed
regularly.
A copy of the Board Charter is available
in the corporate governance section of
Woodside’s website.
2.2 Board Composition
ASXCGC Recommendations 2.1, 2.2, 2.3,
2.6
The Board is comprised of eight non-
executive directors and the CEO. Details of
the directors, including their qualifications,
experience, date of appointment and
independent status, are set out on pages
31 to 32.
The Board considers that collectively
the directors have the range of skills,
knowledge and experience necessary to
direct the company. The non-executive
directors contribute operational and
international experience, an understanding
of the industry in which Woodside
operates, knowledge of financial markets
and an understanding of the health, safety,
environmental and community matters
that are important to the company. The
CEO brings an additional perspective to the
Board through a thorough understanding
of Woodside’s business.
In assessing the composition of the Board,
the directors have regard to the following
principles:
the Chairman should be non-executive,
independent and an Australian citizen
or permanent resident;
the role of the Chairman and the
CEO should not be filled by the same
person;
the CEO should be a full-time
employee of the company;
the majority of the Board should
comprise directors who are both non-
executive and independent;
the Board should represent a broad
range of qualifications, experience and
expertise considered of benefit to the
company; and
the number of Shell-nominated
directors, as a proportion of the Board,
should normally be in the proportion
For the time being the Board has
determined that the number of directors
on the Board should be eight non-
executive directors and the CEO. This
number may be increased (providing it
does not exceed 15) where it is felt that
additional expertise is required in specific
areas, where an outstanding candidate is
identified or to ensure a smooth transition
between outgoing and incoming non-
executive directors.
2.3 Chairman
ASXCGC Recommendations 2.2, 2.3
The Chairman of the Board, Mr Michael
Chaney, is an independent, non-executive
director and a resident Australian citizen.
The Chairman is responsible for leadership
and effective performance of the Board
and for the maintenance of relations
between directors and management
that are open, cordial and conducive to
productive cooperation. The Chairman’s
responsibilities are set out in more detail in
the Board Charter.
A copy of the Board Charter is available
in the corporate governance section of
Woodside’s website.
Mr Chaney is also Chairman of National
Australia Bank Limited (NAB). The Board
considers that neither his Chairmanship of
NAB, nor any of his other commitments
(listed on page 31), interfere with the
discharge of his duties to the company. The
Board is satisfied that Mr Chaney commits
the time necessary to discharge his role
effectively.
2.4 Director Independence
ASXCGC Recommendations 2.1, 2.6
The independence of a director is
assessed in accordance with Woodside’s
Policy on Independence of Directors.
A copy of the Policy on Independence
of Directors is available in the corporate
governance section of Woodside’s
website.
In accordance with the policy, the Board
assesses independence with reference to
whether a director is non-executive, not a
member of management and who is free
of any business or other relationship that
could materially interfere with, or could
reasonably be perceived to materially
interfere with, the independent exercise of
their judgement.
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2 Board of Directors (continued)
In making this assessment, the
Board considers all relevant facts and
circumstances. Relationships that the
Board will take into consideration when
assessing independence are whether a
director:
is a substantial shareholder of the
company or an officer of, or otherwise
associated directly with, a substantial
shareholder of the company;
is employed, or has previously been
employed in an executive capacity
by the company or another Group
member, and there has not been a
period of at least three years between
ceasing such employment and serving
on the Board;
has within the last three years been
a principal of a material professional
advisor or a material consultant to the
company or another Group member,
or an employee materially associated
with the service provided;
is a material supplier or customer of
the company or other Group member,
or an officer of or otherwise associated
directly or indirectly with a material
supplier or customer; or
has a material contractual relationship
with the company or another Group
member other than as a director.
The test of whether a relationship or
business is material is based on the nature
of the relationship or business and on
the circumstances and activities of the
director. Materiality is considered from the
perspective of the company and its Group
members, the persons or organisations
with which the director has an affiliation
and from the perspective of the director.
To assist in assessing the materiality
of a supplier or customer the Board
has adopted the following materiality
thresholds:
a material customer is a customer of
Woodside which accounts for more
than 2% of Woodside’s consolidated
gross revenue; and
a supplier is material if Woodside
accounts for more than 2% of the
supplier’s consolidated gross revenue.
The Board reviews the independence
of directors before they are appointed
and on an annual basis. The Board has
reviewed the independence of each of
the directors in office at the date of this
report and has determined that seven of
the nine directors are independent. The
two directors that are not considered
independent are:
Mr Don Voelte as he is an
executive director and a member of
management; and
independence changes, the change is
disclosed to the market.
Mr Ian Robertson as he is a
2.5 Conflicts of Interest
current executive of Shell, which
is a substantial shareholder of the
company.
Dr Andrew Jamieson was nominated
to the Woodside Board by Shell and
was previously an executive of Shell.
He retired from Shell on 30 June 2009
and continues to serve on the Woodside
Board. Subsequent to his retirement, the
Woodside Board assessed Dr Jamieson as
being an independent director.
Mr Din Megat was nominated to the
Woodside Board by Shell. Over five years
have elapsed since Mr Megat retired as an
executive of Shell.
The Board is satisfied that Dr Jamieson
and Mr Megat have no continuing
association with Shell that would
interfere with their independent exercise
of judgement, and that each is an
independent director.
Mr Erich Fraunschiel serves on the board
of directors of WorleyParsons Limited,
a supplier of engineering services to
Woodside. The value of services provided
by the WorleyParsons Limited group of
companies to Woodside in 2009 exceeded
the Board’s materiality threshold relating
to suppliers. The Board, having regard to
the nature and value of the commercial
relationship between Woodside and
WorleyParsons Limited is satisfied that Mr
Fraunschiel remains independent. Where
a matter involving WorleyParsons Limited
comes before the Board, the Directors’
Conflict of Interest Guidelines apply.
Certain non-executive directors hold
directorships or executive positions in
companies with which Woodside has
commercial relationships. Details of other
directorships and executive positions held
by non-executive directors are set out on
pages 31 to 32.
Two of the non-executive directors have
been employed by Woodside in the past,
however a significant period of time has
lapsed since they ceased employment. Dr
Jamieson was seconded to Woodside as
General Manager NWS Venture from 1997
to 1999 and Mr Chaney was employed by
Woodside as a petroleum geologist in the
1970s.
The independence status of directors
standing for election or re-election is
identified in the notice of AGM. If the
Board’s assessment of a director’s
The Board has approved Directors’ Conflict
of Interest Guidelines which apply if
there is, or may be, a conflict between
the personal interests of a director, or
the duties a director owes to another
company, and the duties the director owes
to Woodside. A director with an actual
or potential conflict of interest in relation
to a matter before the Board does not
receive the Board papers relating to that
matter and when the matter comes before
the Board for discussion, the director
withdraws from the meeting for the period
the matter is considered and takes no
part in the discussions or decision-making
process.
Minutes reporting on matters in which a
director is considered to have a conflict of
interest are not provided to that director.
However, the director is given notice of the
broad nature of the matter for discussion
and is updated in general terms on the
progress of the matter.
2.6 Board Succession Planning
ASXCGC Recommendation 2.6
The Board manages its succession
planning with the assistance of the
Nominations Committee. The committee
reviews annually the size and composition
of the Board and the mix of existing and
desired competencies across members
and reports its conclusions to the
Board. Where the committee identifies
existing or projected competency gaps,
it recommends a succession plan to
the Board that addresses those gaps.
Recognising the importance of Board
renewal, the committee takes each
director’s tenure into consideration in its
succession planning. As a general rule
directors are not expected to serve on the
Board beyond 10 years.
The Nominations Committee is responsible
for evaluating Board candidates and
recommending individuals for appointment
to the Board. The committee evaluates
prospective candidates against a range
of criteria including skills, experience and
expertise that will best complement Board
effectiveness at the time. The Board may
engage an independent recruitment firm to
undertake a search for suitable candidates.
Directors appointed by the Board are
subject to shareholder election at the next
AGM.
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2 Board of Directors (continued)
Prior to appointment, preferred candidates
must disclose to the Chairman the nature
and extent of their other appointments
and activities. Candidates must also
demonstrate that they understand what
is expected of them and confirm that
they are willing to make the necessary
commitments, and will have available
the time required, to discharge their
responsibilities as a director.
A copy of the Nominations Committee
charter and a description of Woodside’s
procedure for the selection and
appointment of new directors and the re-
election of incumbent directors is available
in the corporate governance section of
Woodside’s website.
2.7 Directors’ Retirement and Re-
election
ASXCGC Recommendation 2.6
Non-executive directors must retire at
the third AGM following their election or
most recent re-election. At least one non-
executive director must stand for election
at each AGM. Any director appointed to
fill a casual vacancy since the date of the
previous AGM must submit themselves to
shareholders for election at the next AGM.
Board support for a director’s re-election is
not automatic and is subject to satisfactory
director performance (in accordance with
the evaluation process described in section
2.9).
2.8 Terms of Appointment, Induction
Training and Continuing
Education
All new directors are required to sign and
return a letter of appointment which sets
out the key terms and conditions of their
appointment, including duties, rights and
responsibilities, the time commitment
envisaged and the Board’s expectations
regarding their involvement with
committee work.
Induction training is provided to all new
directors. It includes a comprehensive
induction manual, meetings with the
CEO and senior executives, information
on the strategic plan and key corporate
and Board policies and the option to visit
Woodside’s principle operations either
upon appointment or with the Board during
its next site tour.
All directors are expected to maintain
the skills required to discharge their
obligations to the company. Directors
are encouraged to undertake continuing
professional education including industry
seminars and approved education
courses. These are paid for by the
company where appropriate. In addition,
the company provides the Board with
regular educational information papers and
presentations on industry-related matters
and new developments with the potential
to affect Woodside.
2.9 Board Performance Evaluation
ASXCGC Recommendations 1.3, 2.5, 2.6
The Nominations Committee is responsible
for determining the process for evaluating
Board performance. Evaluations are
conducted every year and have produced
improvements in Board processes and
overall efficiency.
The Board performance evaluation process
is conducted by way of questionnaires
appropriate in scope and content to
effectively review:
the performance of the Board and
each of its committees against the
requirements of their respective
charters; and
the individual performance of the
Chairman and each director.
The questionnaires are completed by each
director and the responses compiled by an
external consultant. The reports on Board
and committee performance are provided
to all directors and discussed by the Board.
The report on the Chairman’s performance
is provided to the Chairman and to two
Committee Chairmen for discussion.
The report on each individual director is
provided to the individual and copied to the
Chairman. The Chairman meets individually
with each director to discuss the findings
of their report.
The performance of each director retiring
at the next AGM is taken into account by
the Board in determining whether or not
the Board should support the re-election of
the director.
The Human Resources & Compensation
Committee makes recommendations to
the Board on the criteria for the evaluation
of the performance of the CEO. The
Board conducts the evaluation of the
performance of the CEO.
A description of the company’s process
for evaluation of the Board, its committees
and individual directors is available in
the corporate governance section of
Woodside’s website.
The Remuneration Report on pages 45
to 59 discloses the process for evaluating
the performance of senior executives,
including the CEO.
executives took place in accordance with
the process disclosed above and in the
Remuneration Report.
2.10 Board Access to Information and
Independent Advice
ASXCGC Recommendation 2.6
Subject to the Directors’ Conflict of
Interest Guidelines referred to in section
2.5, directors have direct access to
members of company management and to
company information in the possession of
management.
The Board has agreed a procedure under
which directors are entitled to obtain
independent legal, accounting or other
professional advice at the company’s
expense. Directors are entitled to
reimbursement of all reasonable costs
where a request for such advice is
approved by the Chairman. In the case of a
request made by the Chairman, approval is
required by a majority of the non-executive
directors.
2.11 Directors’ Remuneration
Details of remuneration paid to directors
(executive and non-executive) are set out in
the Remuneration Report on pages 45 to
59. The Remuneration Report also contains
information on the company’s policy for
determining the nature and amount of
remuneration for directors and senior
executives and the relationship between
the policy and company performance.
Shareholders will be invited to consider
and approve the Remuneration Report at
the 2010 AGM.
2.12 Board Meetings
During the year ended 31 December 2009,
the Board held six Board meetings. In
addition a strategic planning session was
held in conjunction with the June Board
meeting. Details of directors’ attendance at
Board and committee meetings are set out
in Table 1 on page 39.
The Chairman, in conjunction with the
CEO and the Company Secretary, sets
the agenda for each meeting. Any director
may request matters be included on the
agenda.
Typically at Board meetings the agenda will
include:
minutes of the previous meeting and
matters arising;
the CEO’s report;
the CFO’s report;
In 2009, performance evaluations for the
Board, its committees, directors and senior
reports on major projects and current
issues;
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2 Board of Directors (continued)
specific business proposals;
reports from the chairs of the
committees on matters considered at
committee meetings; and
minutes of previous committee
meetings.
The Board works to an annual agenda
encompassing periodic reviews of
Woodside’s operating business units,
site visits, approval of strategy, business
plans, budgets and financial statements,
statutory obligations and other
responsibilities identified in the Board
Charter.
The CFO, General Counsel and Company
Secretary attend meetings of the Board
by invitation. Other members of senior
management attend Board meetings
when a matter under their area of
responsibility is being considered or as
otherwise requested by the Board.
At each scheduled Board meeting there
is a session for non-executive directors to
meet without management present. This
session is presided over by the Chairman.
Copies of Board papers are circulated
in advance of the meetings in either
electronic or hard copy form. Directors are
entitled to request additional information
where they consider further information is
necessary to support informed decision-
making.
2.13 Company Secretaries
Details of the Company Secretaries
are set out on page 44 in the Directors’
Report. The appointment and removal
of a Company Secretary is a matter for
decision by the Board. The Company
Secretaries are responsible for ensuring
that Board procedures are complied
with and that governance matters are
addressed.
3 Committees of the
Board
3.1 Board Committees, Membership
and Charters
ASXCGC Recommendations 2.4, 2.6, 4.1,
4.2, 4.3, 4.4, 8.1, 8.3
The Board has four standing committees
to assist in the discharge of its
responsibilities. These are the:
Audit & Risk Committee;
Nominations Committee;
Human Resources & Compensation
Committee; and
Sustainability Committee.
The committees operate principally in
a review or advisory capacity, except
in cases where powers are specifically
conferred on a committee by the Board.
Each committee has a charter, detailing
its role, duties and membership
requirements. The committee charters
are reviewed regularly and updated as
required.
The composition of each committee and
the attendance of members at meetings
held during the year, is set out in Table 1
on page 39 of this report.
Each committee’s charter is available
in the corporate governance section of
Woodside’s website.
All directors are entitled to attend
meetings of the standing committees.
Papers considered by the standing
committees are available on request to
directors who are not on that committee.
Minutes of the standing committee
meetings are provided to all directors
and the proceedings of each meeting are
reported by the chair of the committee at
the next Board meeting.
Each committee is entitled to seek
information from any employee of the
company and to obtain any professional
advice it requires in order to perform its
duties.
Ad hoc committees are convened to
consider matters of special importance or
to exercise the delegated authority of the
Board.
3.2 Audit & Risk Committee
ASXCGC Recommendations 4.1, 4.2, 4.3,
4.4
The role of the Audit & Risk Committee
is to assist the Board to meet its
oversight responsibilities in relation
to the company’s financial reporting,
compliance with legal and regulatory
requirements, internal control structure,
risk management procedures and the
internal and external audit functions.
Key activities undertaken by the Audit &
Risk Committee during the year included:
approval of the scope, plan and fees
for the 2009 external audit;
review of the independence and
performance of the external auditor;
review of significant accounting
policies and practices;
review of Internal Audit reports and
approval of the 2010 Internal Audit
program;
review of the Group’s key risks and
revised risk management framework;
review of reports from management
on the effectiveness of the Group’s
management of its material business
risks;
review of updates from management
on the revised Woodside
Management System; and
review and recommendation to
the Board for the adoption of the
Group’s half year and annual financial
statements.
Members of the Audit & Risk Committee
are identified in Table 1 on page 39. Their
qualifications are listed on pages 31 and
32.
The external auditors, the Chairman, the
CEO, the CFO, General Counsel, the
Group Financial Controller, the head of
Internal Audit and the head of Enterprise
Risk attend Audit & Risk Committee
meetings by invitation. At each committee
meeting, time is scheduled for the
committee to meet with the external
auditors without management present.
3.3 Nominations Committee
ASXCGC Recommendations 2.4, 2.6
The role of the Nominations Committee
is to assist the Board to review Board
composition, performance and succession
planning. This includes the identifying,
evaluating and recommending of
candidates for the Board.
Key activities undertaken by the
Nominations Committee during the year
included:
review of the size and composition of
the Board;
review of Board succession plans; and
approval of the process for the annual
Board performance evaluation.
3.4 Human Resources &
Compensation Committee
ASXCGC Recommendations 8.1, 8.3
The role of the Human Resources &
Compensation Committee is to assist the
Board in establishing human resources
and compensation policies and practices
which:
enable the company to attract, retain
and motivate employees who achieve
operational excellence and create
value for shareholders; and
reward employees fairly and
responsibly, having regard to the
results of the Group, individual
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38
3
Committees of the Board (continued)
performance and general remuneration
conditions.
Key activities undertaken by the Human
Resources & Compensation Committee
during the year included:
review of the effect of changes to the
tax treatment of employee share plan;
approval of the appointment and
remuneration packages of executives
reporting directly to the CEO; and
reviewing and making
recommendations to the Board on:
the criteria for the evaluation of the
performance of the CEO;
the remuneration of the CEO;
incentives payable to the CEO and
senior executives; and
the annual Remuneration Report.
The Chairman, the CEO and the head of
the Human Resources department attend
Human Resources & Compensation
Committee meetings by invitation.
3.5 Sustainability Committee
The role of the Sustainability Committee
is to assist the Board to meet its oversight
responsibilities in relation to the company’s
sustainability policies and practices.
Key activities undertaken by the
Sustainability Committee during the year
included:
entitled to be able to make informed
investment decisions when considering
the purchase of shares.
review of Woodside’s commitment
to Indigenous communities and the
Woodside Reconciliation Action Plan;
review of the themes for Woodside’s
community investment;
review of the Group’s environmental,
health, safety and technical integrity
performance and incidents; and
approval of the Sustainable
Development Report.
The Chairman, the CEO, General Counsel,
the head of the Sustainability department
and the head of the Health and Safety
department attend Sustainability
Committee meetings by invitation.
4 Shareholders
4.1 Shareholder Communication
ASXCGC Recommendations 6.1, 6.2
Directors recognise that shareholders, as
the ultimate owners of the company, are
entitled to receive timely and relevant high
quality information about their investment.
Similarly, prospective new investors are
Woodside’s Continuous Disclosure
and Market Communications Policy
encourages effective communication with
its shareholders by requiring:
the disclosure of full and timely
information about Woodside’s activities
in accordance with the disclosure
requirements contained in the ASX
Listing Rules and the Corporations Act;
all information released to the market
to be placed on Woodside’s website
promptly following release;
the company’s market announcements
to be maintained on Woodside’s
website for at least three years; and
that all disclosures, including notices
of meetings and other shareholder
communications, are drafted clearly
and concisely.
Briefings on the financial results, and
other significant briefings with major
institutional investors and analysts, are
webcast live and made available on
Woodside’s website. Presentation material
from significant briefings or management
speeches is also posted to the website.
Table 1 - Directors in office, committee membership and directors’ attendance at meetings during 2009.
Director
Board
Audit & Risk
Committee
Human Resources
& Compensation
Committee
Sustainability
Committee
Nominations
Committee
(1) (2)
Held
Attended
Held
Attended
Held
Attended
Held
Attended
Held
Attended
Executive director
DR Voelte (CEO)
Non-executive directors
MA Chaney
MA Cilento
E Fraunschiel
A Jamieson
PJMH Jungels
DI McEvoy
D Megat
I Robertson
Legend:
Chairman
Member
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
3(3)
6
6
6
6
6
6
6
6
6
4
4
4
4
4
4
4
4
4
4
4
4
4
4
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
Notes:
(1) ‘Held’ indicates the number of meetings held during the period of each director’s tenure.
(2)
‘Attended’ indicates the number of meetings attended by the director.
(3) Ms Cilento attended three Audit & Risk Committee meetings by invitation.
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The company produces a short form
annual and half year shareholder review.
These reviews and the Annual Report
are available on the company’s website
or shareholders can elect to receive hard
copies. Shareholders can elect to receive
email notification when these reports are
posted to the website.
Any person wishing to receive email alerts
of significant market announcements can
subscribe through Woodside’s website.
The company recognises the importance
of shareholder participation in general
meetings and supports and encourages
that participation. The company introduced
direct voting at its 2009 AGM allowing
shareholders unable to attend the AGM
to vote directly on resolutions without
having to appoint someone else as a proxy.
Shareholders are also able register their
voting instructions electronically.
The company’s AGM is webcast live and
is archived for viewing on Woodside’s
website. The company also makes
available podcasts of the AGM. Copies of
the addresses by the Chairman and CEO
are disclosed to the market and posted to
the company’s website.
The company’s external auditor attends the
company’s AGM to answer shareholder
questions about the conduct of the audit,
the preparation and content of the audit
report, the accounting policies adopted
by the company and the independence of
the auditor in relation to the conduct of the
audit.
A copy of the Continuous Disclosure and
Market Communications Policy is available
in the corporate governance section of
Woodside’s website.
4.2
Continuous Disclosure and
Market Communications
ASXCGC Recommendations 5.1, 5.2
Woodside is committed to ensuring that
shareholders and the market are provided
with full and timely information and that
all stakeholders have equal opportunities
to receive externally available information
issued by Woodside.
A Disclosure Committee manages
compliance with market disclosure
obligations and is responsible for
implementing reporting processes and
controls and setting guidelines for the
release of information.
Woodside’s Continuous Disclosure and
Market Communications Policy, referred to
in section 4.1, and associated guidelines
reinforce Woodside’s commitment
to continuous disclosure and outline
management’s accountabilities and the
processes to be followed for ensuring
compliance. The policy also describes
Woodside’s guiding principles for market
communications.
A copy of the Continuous Disclosure and
Market Communications Policy is available
in the corporate governance section of
Woodside’s website.
5 Promoting Responsible
and Ethical Behaviour
5.1 Code of Conduct and
Whistleblower Policy
ASXCGC Recommendations 3.1, 3.3
Woodside has a Code of Conduct which
outlines Woodside’s commitment to
appropriate and ethical corporate practices.
The Code of Conduct describes
Woodside’s mission, vision and values
together with the business principles
approved by the Board. It sets out the
principles, practices and standards
of personal and corporate behaviour
Woodside expects from people working
for or with Woodside to adopt in their daily
business activities. The Code of Conduct
covers matters such as compliance with
laws and regulations, responsibilities to
shareholders and the community, sound
employment practices, confidentiality,
privacy, conflicts of interest, giving and
accepting business courtesies and the
protection and proper use of Woodside’s
assets.
All directors, officers and employees
are required to comply with the Code of
Conduct. Senior managers are expected
to ensure that employees, contractors,
consultants, agents and partners under
their supervision are aware of the
company’s expectations as set out in the
Code of Conduct. Employees are required
to complete online Code of Conduct
training upon appointment and thereafter
annually.
The Code of Conduct is available in
the corporate governance section of
Woodside’s website.
Woodside also has a Whistleblower
Policy which documents Woodside’s
commitment to maintaining an
open working environment in which
employees and contractors are able to
report instances of unethical, unlawful
or undesirable conduct without fear of
intimidation or reprisal.
The purpose of the Whistleblower Policy
is to:
help detect and address unacceptable
conduct;
help provide employees and
contractors with a supportive working
environment in which they feel able to
raise issues of legitimate concern to
them and to Woodside;
provide an external helpline which can
be used for reporting unacceptable
conduct; and
help protect people who report
unacceptable conduct in good faith.
A summary of the Whistleblower Policy
is available in the corporate governance
section of Woodside’s website.
5.2 Securities Ownership and
Dealing
ASXCGC Recommendations 3.2, 3.3, 8.3
Woodside’s Securities Dealing Policy
applies to all directors, employees,
contractors, consultants and advisers. This
policy provides a brief summary of the
law on insider trading and other relevant
laws, sets out the restrictions on dealing
in securities by people who work for, or
are associated with, Woodside and is
intended to assist in maintaining market
confidence in the integrity of dealings in
the company’s securities.
The policy prohibits directors and
employees from dealing in the company’s
securities when they are in possession
of price sensitive information that is not
generally available to the market.
Directors are also required to seek the
approval of the Chairman (or in the case
of the Chairman, the CEO) before dealing
in the company’s securities or entering
into any financial arrangement by which
Woodside securities are used as collateral.
Restricted employees are required to
notify their manager and the General
Counsel before dealing in the company’s
securities. In addition, executives reporting
directly to the CEO, and the Company
Secretaries, have notification requirements
in respect of entering into any financial
arrangement by which Woodside securities
are used as collateral.
Non-executive directors are encouraged
to have a minimum holding of shares
in Woodside equivalent in value to one
year of the base fees for non-executive
directors and which should be acquired
within four years of appointment or
significant remuneration change. This
requirement does not apply to non-
Woodside Petroleum Ltd | Annual Report 2009
40
executive directors that do not receive
their directors’ fees directly.
control are key elements of good corporate
governance.
control system and risk management
process, to the Audit & Risk Committee.
Under the terms of the non-executive
directors share plan, non-executive
directors (other than directors who are
both nominated and employed by Shell)
may elect to sacrifice a percentage of their
remuneration to be applied to the purchase
of shares in Woodside. These shares are
acquired on market at market value. The
purchases are made at predetermined
intervals, but only after a determination has
been made that the directors are not in
possession of price-sensitive information
that has not been released to the market.
Participation in the plan is voluntary.
Participants ceased contributing to the
plan from April 2009, due to changes in tax
legislation.
Any dealing in Woodside securities by
directors is notified to the ASX within five
business days of the dealing.
It is a condition of the Securities Dealing
Policy that directors, and executives
participating in an equity based incentive
plan, are prohibited from entering into any
transaction which would have the effect
of hedging or otherwise transferring to
any person the risk of any fluctuation in
the value of any unvested entitlement
in Woodside securities. This prohibition
is also contained in the terms of the
Executive Incentive Plan.
A copy of the Securities Dealing Policy
is available in the corporate governance
section of Woodside’s website.
5.3 Political Donations
The Board’s policy is not to donate funds
to any political party, politician or candidate
for public office in any country. However,
in certain circumstances Woodside
representatives may attend a party-political
function which charges an attendance
fee. Attendance at these functions must
be approved by the relevant business unit
manager and a register of attendances
and the cost of attending each function is
maintained by Woodside at a corporate
level.
6 Risk Management and
Internal Control
6.1 Approach to Risk Management
and Internal Control
ASXCGC Recommendations 7.1, 7.4
The Board recognises that risk
management and internal compliance and
Woodside’s Risk Management Policy
describes the manner in which Woodside:
identifies, assesses, monitors and
manages risk;
identifies material changes to the
company’s risk profile; and
designs, implements and monitors
the effectiveness of the internal
compliance and control system.
A copy of the Risk Management Policy
is available in the corporate governance
section of Woodside’s website.
Woodside considers that effective
risk management is about achieving a
balanced approach to risk and reward. Risk
management enables the company to
capitalise on potential opportunities while
mitigating potential adverse effects. Both
mitigation and optimisation strategies
are considered equally important in risk
management.
The Woodside Group operates a
standardised enterprise-wide risk
management process that provides an
over-arching and consistent framework for
the identification, assessment, monitoring
and management of material business
risks. In 2009 the company reviewed
its approach to risk management and
formed the Enterprise Risk function,
separate to Internal Audit. A review of
the risk management process ensured
it was aligned with the Australian/New
Zealand Standard for risk management
(AS/NZS 4360 Risk Management) and the
International Standard for risk management
(ISO 31000 Risk Management). Risks are
identified, assessed and ranked using a
common methodology. Where a risk is
assessed as material it is reported to and
reviewed by senior executives.
6.2 Risk Management Roles and
Responsibilities
ASXCGC Recommendations 7.2, 7.4
The Board is responsible for reviewing and
approving Woodside’s risk management
strategy, policy and key risk parameters,
including determining the Group’s appetite
for country risk and major investment
decisions.
The Board is also responsible for satisfying
itself that management has developed
and implemented a sound system of risk
management and internal control. The
Board has delegated oversight of the Risk
Management Policy, including review of
the effectiveness of Woodside’s internal
Management is responsible for designing,
implementing, reviewing and providing
assurance as to the effectiveness of
the Policy. This responsibility includes
developing business risk identification,
implementing appropriate risk treatment
strategies and controls, monitoring
effectiveness of controls and reporting
on risk management capability and
performance. Within each major business
and functional area there is a designated
risk and assurance person, with specific
responsibilities designed to guide
compliance and reporting.
Every organisational unit has a risk
management section within its annual
business plan, and these plans are
discussed at regular performance reviews.
In addition each business unit reports
annually to the Board on its business plan,
risk profile and management of risk.
The Enterprise Risk function is responsible
for the risk management process, risk
management capability and providing
reports to the Audit & Risk Committee on
the corporate risk profile and the Group’s
risk management performance.
In 2009, both the Audit & Risk Committee
and the Board reviewed the overall risk
profile for the Group and received reports
from management on the effectiveness of
the Group’s management of its material
business risks. The reported risk categories
included:
financial and commercial;
operational;
health and safety;
environmental;
reputational;
legal and compliance; and
social and cultural risks.
Internal Audit is responsible for providing
an independent appraisal of the adequacy
and effectiveness of the Group’s risk
management and internal control system.
6.3
Internal Audit
Internal Audit is independent of both
business management and of the
activities it reviews. Internal Audit provides
assurance that the design and operation of
the Group’s risk management and internal
control system is effective. A risk-based
audit approach is used to ensure that
the higher risk activities in each business
unit are targeted by the audit program.
All audits are conducted in a manner
that conforms to international auditing
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review partner at least every five years and
prohibit the reinvolvement of a previous
audit partner in the audit service for
two years following rotation. In addition
to incorporating safeguards to ensure
compliance with sections 324CI and
324CK of the Corporations Act in respect
of employment of a former partner of the
audit firm or member of the audit team as
a director or senior employee of Woodside,
the Guidelines also require assessment
of the significance of a potential threat to
the external auditor’s independence before
any employment of a former partner or
audit team member. Any employment of a
member of the audit team or a partner of
the audit firm also requires the approval of
the Audit & Risk Committee.
Information on the procedures for the
selection and appointment of the external
auditor and for the rotation of external
audit engagement partners is available
in the corporate governance section of
Woodside’s website.
standards. Internal Audit has all necessary
access to management and information.
It is staffed by a combination of Chartered
Accountants and engineers.
7 External Auditor
Relationship
ASXCGC Recommendation 4.4
The Audit & Risk Committee oversees
and monitors Internal Audit’s activities.
It approves the annual audit program
and receives reports from Internal
Audit concerning the effectiveness of
internal control and risk management.
The Audit & Risk Committee approves
the appointment of the head of Internal
Audit. The head of Internal Audit is
jointly accountable to the Audit & Risk
Committee and the General Counsel.
The Committee members have access
to Internal Audit without the presence
of other management. Internal Audit has
unfettered access to the Audit & Risk
Committee and its chairman.
Internal Audit and external audit are
separate and independent of each other.
6.4 CEO and CFO Assurance
ASXCGC Recommendations 7.3, 7.4
The Board receives regular reports on the
Group’s financial and operational results.
Before the adoption by the Board of
the 2009 half-year and full-year financial
statements, the Board received written
declarations from the CEO and CFO that
the financial records of the company have
been properly maintained in accordance
with section 286 of the Corporations Act
and the company’s financial statements
and notes comply with accounting
standards and give a true and fair view of
the consolidated entity’s financial position
and performance for the financial period.
The CEO and CFO have also stated in
writing to the Board that the statement
relating to the integrity of Woodside’s
financial statements is founded on a sound
system of risk management and internal
control and that the system is operating
effectively in all material respects in
relation to financial reporting risks.
In addition all executives and key
finance managers complete and sign a
questionnaire from the directors on a
half-yearly basis. The questions relate to
the financial position of the company,
disclosure, the application of company
policies and procedures (including the Risk
Management Policy), compliance with
external obligations and other governance
matters. This process assists the CEO
and CFO in making the declarations to the
Board referred to above.
In accordance with Woodside’s
External Auditor Policy, the Audit & Risk
Committee oversees detailed External
Auditor Guidelines covering the terms
of engagement of Woodside’s external
auditor. The guidelines include provisions
directed to maintaining the independence
of the external auditor and in assessing
whether the provision of any non-audit
services by the external auditor that
may be proposed is appropriate. Such
provisions are referenced to the Code
of Ethics published by the International
Federation of Accountants (IFAC).
The External Auditor Guidelines contain a
set of controls which address threats to
the independence of the external auditor
including, in particular, any threat which
may arise by reason of self-interest, self-
review, advocacy, familiarity or intimidation.
The External Auditor Guidelines classify a
range of non-audit services which could
potentially be provided by the external
auditor as:
acceptable within limits;
requiring the approval of the CFO;
requiring the approval of the Audit &
Risk Committee; or
not acceptable.
The services considered not acceptable for
provision by the external auditor include:
internal audit;
acquisition accounting due diligence
where the external auditor is also the
auditor of the other party;
transactional support for acquisitions
or divestments where the external
auditor is also the auditor of the other
party;
book-keeping and financial reporting
activities to the extent such activities
require decision-making ability and/or
posting entries to the ledger;
the design, implementation, operation
or supervision of information systems
and provision of systems integration
services;
independent expert reports;
financial risk management; and
taxation planning and taxation
transaction advice.
The External Auditor Guidelines require
rotation of the audit partner and audit
42
Woodside Petroleum Ltd | Annual Report 2009
8 ASX Corporate Governance Council Recommendations Checklist
This table cross-references the ASXCGC Recommendations to the relevant sections of the Corporate Governance Statement and the Remuneration Report.
ASX Corporate Governance Council Recommendations
Reference
Comply
Principle 1:
Lay solid foundations for management and oversight
1.1
1.2
1.3
Companies should establish the functions reserved to the board and those delegated to senior
executives and disclose those functions.
Companies should disclose the process for evaluating the performance of senior executives.
Companies should provide the information indicated in Guide to Reporting on Principle 1.
Principle 2:
Structure the board to add value
2.1
2.2
2.3
2.4
2.5
2.6
A majority of the board should be independent directors.
The chair should be an independent director.
The roles of chair and chief executive officer should not be exercised by the same individual.
The board should establish a nomination committee.
Companies should disclose the process for evaluating the performance of the board, its
committees and individual directors.
Companies should provide the information indicated in Guide to Reporting on Principle 2.
Principle 3:
Promote ethical and responsible decision-making
2.1
Remuneration Report
2.1, 2.9, Remuneration
Report
2.2, 2.4
2.2, 2.3
2.2, 2.3
3.1, 3.3
2.9
2.2, 2.4, 2.6, 2.7, 2.9, 2.10,
3.1, 3.3
3.1
3.2
3.3
Companies should establish a code of conduct and disclose the code or summary of the code
as to:
• the practices necessary to maintain confidence in the company’s integrity
5.1
• the practices necessary to take into account their legal obligations and the reasonable
expectations of their stakeholders
• the responsibility and accountability of individuals for reporting and investigating reports of
unethical practices.
Companies should establish a policy concerning trading in company securities by directors,
senior executives and employees, and disclose the policy or a summary of that policy.
Companies should provide the information indicated in Guide to Reporting on Principle 3.
Principle 4:
Safeguard integrity in financial reporting
4.1
4.2
4.3
4.4
The board should establish an audit committee.
The audit committee should be structured so that it:
• consists only of non-executive directors
• consists of a majority of independent directors
• is chaired by an independent chair, who is not chair of the board
• has at least three members.
The audit committee should have a formal charter.
Companies should provide the information indicated in Guide to Reporting on Principle 4.
Principle 5: Make timely and balanced disclosure
5.1
5.2
Companies should establish written policies designed to ensure compliance with ASX Listing
Rule disclosure requirements and to ensure accountability at a senior executive level for that
compliance and disclose those policies or a summary of those policies.
Companies should provide the information indicated in Guide to Reporting on Principle 5.
Principle 6:
Respect the rights of shareholders
6.1
6.2
Companies should design a communications policy for promoting effective communication with
shareholders and encouraging their participation at general meetings and disclose their policy or
a summary of that policy.
Companies should provide the information indicated in Guide to Reporting on Principle 6.
Principle 7:
Recognise and manage risk
7.1
7.2
7.3
7.4
Companies should establish policies for the oversight and management of material business
risks and disclose a summary of those policies.
The board should require management to design and implement the risk management
and internal control system to manage the company’s material business risks and report
to it on whether those risks are being managed effectively. The board should disclose that
management has reported to it as to the effectiveness of the company’s management of its
material business risks.
The board should disclose whether it has received assurance from the chief executive officer
(or equivalent) and the chief financial officer (or equivalent) that the declaration provided in
accordance with section 295A of the Corporations Act is founded on a sound system of risk
management and internal control and that the system is operating effectively in all material
respects in relation to financial reporting risks.
Companies should provide the information indicated in Guide to Reporting on Principle 7.
Principle 8:
Remunerate fairly and responsibly
8.1
8.2
8.3
The board should establish a remuneration committee.
Companies should clearly distinguish the structure of non-executive directors’ remuneration
from that of executive directors and senior executives.
Companies should provide the information indicated in Guide to Reporting on Principle 8.
5.2
5.1,5.2
3.1, 3.2
3.1, 3.2
3.1, 3.2
3.1, 3.2, 7
4.2
4.2
4.1
4.1
6.1
6.2
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6.4
6.1, 6.2, 6.4
3.1, 3.4
Remuneration Report
3.1, 3.4, 5.2
Directors' report
The directors of Woodside Petroleum
Ltd present their report (including the
Remuneration Report) together with the
Financial Report of the consolidated entity,
being Woodside Petroleum Ltd and its
controlled entities, for the year ended 31
December 2009.
Directors
The directors of Woodside Petroleum Ltd
in office at any time during or since the end
of the 2009 financial year are set out in
Table 1 on page 39. Additional information
(including qualifications and experience) on
the directors is set out on pages 31 to 32.
The number of directors’ meetings held
(including meetings of committees of
the Board) and the number of meetings
attended by each of the directors of
Woodside Petroleum Ltd during the
financial year are shown in Table 1 on page
39.
Details of director and senior executive
remuneration is set out in the
Remuneration Report on pages 45 to 59.
The particulars of directors’ interests in
shares of the company as at the date of
this report are set out in Table 14 on
page 60.
Principal activities
The principal activities and operations of
the Group during the financial year were
hydrocarbon exploration, evaluation,
development, production and marketing.
Other than as previously referred to in
the Annual Report, there were no other
significant changes in the nature of the
activities of the consolidated entity during
the year.
Consolidated results
The consolidated operating profit
attributable to the company’s shareholders
after provision for income tax and
individually significant items was
$1,824 million ($1,786 million in 2008).
Review of operations
A review of the operations of the
Woodside Group during the financial year
and the results of those operations are set
out on pages 1 to 30.
Significant changes in state of affairs
Dividends
The directors have declared a final dividend
out of profits of the company in respect
of the year ended 31 December 2009 of
55 cents per ordinary share (fully franked)
payable on 31 March 2010.
A fully franked final dividend of 55 cents
per ordinary share was paid to
shareholders on 6 April 2009 in respect
of the year ended 31 December 2008.
Together with the fully franked interim
dividend of 55 cents per share paid to
shareholders on 5 October 2009, the total
dividend paid during the 2009 year was
$1.10 per share fully franked.
Woodside’s dividend reinvestment plan
operated during the year.
Company secretaries
The following individuals have acted as
company secretary during 2009:
Robert J Cole
BSc, LLB (Hons) (ANU)
Executive Vice President Corporate Centre,
General Counsel and Company Secretary
Mr Cole joined Woodside in 2006 after
14 years as a partner of international law
firm, Mallesons Stephen Jaques, the last
three years as partner in charge of the
Perth office. Mr Cole holds Bachelor of
Science and Bachelor of Laws degrees.
Frances M Kernot
BCom (Hons) (UWA), Grad. Dip. CSP, CA, ACIS
Company Secretary
Ms Kernot joined Woodside in 2003.
She has more than 15 years experience
in company secretarial, compliance and
financial accounting roles. Ms Kernot holds
a Bachelor of Commerce degree and is
a Chartered Accountant and Chartered
Secretary. She is a member of the
Chartered Secretaries' Legislation Review
Committee.
The review of operations (pages 1 to
30) sets out a number of matters which
have had a significant effect on the state
of affairs of the consolidated entity.
Other than those matters, there were no
significant changes in the state of affairs of
the consolidated entity during the financial
year.
Events subsequent to end of
financial year
(a) Dividends
Since the reporting date, the directors have
declared a fully franked dividend of
55 cents (2008: 55 cents), payable on
31 March 2010. The amount of this
dividend will be $427 million (2008:
$384 million). No provision has been
made for this dividend in the financial
report as the dividend was not declared or
determined by the directors on or before
the end of the financial year.
(b)
Issue of shares
On 11 February 2010, Woodside issued
28,646,808 ordinary shares pursuant to
the retail component of the renounceable
rights issue announced in December 2009.
Likely developments and expected
results
In general terms, the review of operations
of the Group gives an indication of likely
developments and the expected results of
the operations.
Environmental compliance
Woodside is subject to a range of
environmental legislation in Australia
and other countries in which it operates.
Details of Woodside’s environmental
performance is provided on page 29 of this
Annual Report.
Through its Environment Policy, Woodside
plans and performs activities so that
adverse effects on the environment are
avoided or kept as low as reasonably
practicable.
Woodside did not incur any environmental
fines or penalties during 2009.
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Woodside Petroleum Ltd | Annual Report 2009
Directors' report :
Remuneration report
Overview
Executives
This Remuneration Report forms part of
the Directors’ Report for 2009 and outlines
the remuneration arrangements for
Woodside’s directors and senior executives
who have the authority and responsibility
for planning, directing and controlling the
activities of the Woodside Group (Key
Management Personnel). This report has
been audited by Ernst & Young.
Woodside's Key Management Personnel
comprise of the following individuals:
Non-executive directors
M Chaney (Chairman)
M Cilento
E Fraunschiel
A Jamieson
P Jungels
D McEvoy
D Megat
I Robertson
Managing Director and Chief Executive
Officer
D Voelte
Senior Managers
F Ahmed (Executive Vice President
Project Development)
M Chatterji (Executive Vice President
and Chief Financial Officer)
R Cole (Executive Vice President
Corporate Centre, General Counsel
and Joint Company Secretary)
L Della Martina (Executive Vice
President Pluto)
B Donaghey (Executive Vice President
Browse)(1)
E Howell (Executive Vice President
North West Shelf)
A Kantsler (Executive Vice President
Health, Safety and Security)(2)
V Santostefano (Executive Vice
President Production)
(1) On 18 May 2009 Ms Donaghey became Key
Management Personnel, and effective 31 October 2009
Ms Donaghey departed from Woodside.
(2) On 12 February 2009 Dr Kantsler was appointed as
Executive Vice President, Health and Safety. On
1 February 2010, Dr Kantsler’s title was changed to
Executive Vice President, Health, Safety and Security.
The five most highly remunerated
executives in the Woodside Group in 2009
are included in the above.
The Human Resources & Compensation
Committee (Committee) assists the Board
to determine appropriate remuneration
policies and structures for non-executive
directors and executives. The role of the
Committee is described in the Corporate
Governance Statement set out in this
Annual Report. The following table contains
a broad summary of the remuneration
structure for the Key Management
Personnel. This structure and its elements
are described in more detail in the
Remuneration Report.
Summary of the remuneration structure for the Key Management Personnel
Element of Remuneration
Non-executive
directors
CEO
Senior Managers
Category of Key Management Personnel
Fixed Annual Remuneration (FAR)
(including superannuation)
Salary
Salary, superannuation and other
allowances (SEE PAGE 59)
Salary, superannuation and other allowances
(SEE PAGE 59)
Fees
Variable Annual Reward (VAR)
Short term incentive (STI)
Variable Pay Rights
Cash
Long term incentive (LTI)
Variable Pay Rights
Retention Plans
Equity Based Pay Rights
Woodside Employee
Equity Plan
General Employee Share Plans
Woodside Share
Purchase Plan
Directors fees,
superannuation and
other allowances
(SEE PAGE 51)
Variable pay rights awarded each year
based on individual performance against
key performance indicators and the
company’s scorecard performance which
vest in either cash or shares at the
Board’s discretion after a 3 year service
period from allocation date (SEE PAGE 50)
Cash award each year based on individual
performance against key performance
indicators and the company’s scorecard
performance (SEE PAGE 50)
Variable pay rights awarded each year under
Executive Incentive Plan based on individual
performance against key performance indicators
and the company’s scorecard performance
which vest in either cash or shares at the Board’s
discretion after a 3 year service period from
allocation date (SEE PAGE 47)
Cash award each year under Executive Incentive
Plan based on individual performance against
key performance indicators and the company’s
scorecard performance (SEE PAGE 47)
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Variable pay rights (including accelerated
variable pay rights) awarded which vest
in cash or shares based on shareholder
return on Woodside shares (SEE PAGE 50)
Variable pay rights awarded each year under
Executive Incentive Plan which vest in either
shares or cash at the Board’s discretion based on
shareholder return on Woodside shares after
3 years (SEE PAGE 48)
Grant of pay rights which vest in cash or shares
at the Board’s discretion with vesting linked to
company performance and/or retention (SEE PAGE 49)
Grant of equity rights which vest in shares
(subject to limited exceptions) with vesting linked
to retention (SEE PAGE 49)
Salary sacrifice to purchase Woodside
shares with a company matching
component. Plan suspended in April 2009
Salary sacrifice to purchase Woodside shares
with a company matching component. Plan
suspended in April 2009
45
Non-executive directors
Remuneration Policy
Woodside’s Remuneration Policy for non-
executive directors aims to attract, retain
and motivate talented and highly skilled
non-executive directors and to remunerate
fairly and responsibly having regard to:
the level of fees paid to non-executive
directors relative to other major
Australian companies;
the size and complexity of Woodside’s
operations; and
the responsibilities and work
requirements of Board members.
Fees paid to non-executive directors are
recommended by the Committee based
on advice from external remuneration
consultants and determined by the
Board, subject to an aggregate limit of
$3 million per financial year, approved by
shareholders at the 2007 Annual General
Meeting (AGM).
The annual base Board and Committee
fees have not been changed since 1 July
2008.
The Board approved the introduction of
a minimum Woodside Petroleum Ltd
shareholding guideline for non-executive
directors in December 2008. The guideline
encourages non-executive directors to
have a minimum holding of Woodside
shares equivalent in value to one year of
the non-executive director’s base Board
fee, which should be acquired within
four years of appointment or significant
remuneration change. This requirement
does not apply to non-executive directors
that do not receive their Board fees
directly.
Remuneration structure
Non-executive director remuneration
consists of base fees, committee fees,
other payments for additional services
outside the scope of Board and committee
duties, and statutory superannuation
contributions or payments in lieu (currently
9%). Non-executive directors do not
earn retirement benefits other than
superannuation and are not entitled to any
form of performance-linked remuneration.
Table 1 on page 50 shows the annual
base Board and committee fees for non-
executive directors.
In addition to these fees, non-executive
directors are entitled to reimbursement
of reasonable travel, accommodation
and other expenses incurred attending
meetings of the Board, committees
or shareholders, or while engaged on
Woodside business. Non-executive
directors are not entitled to compensation
on termination of their directorships.
Under the terms of the non-executive
directors share plan (NEDSP), non-
executive directors (other than directors
who are both nominated and employed
by the Shell Group) may elect to sacrifice
a percentage of their remuneration to
be applied to the purchase of shares in
Woodside. These shares are acquired on
market at market value. Participation in
the NEDSP is voluntary and therefore the
shares are not subject to any performance
conditions. Contributions to the plan
were suspended from April 2009, due to
changes in tax legislation.
Board fees are not paid to the CEO, as
the time spent on Board work and the
responsibilities of Board membership
are considered in determining the
remuneration package provided as part of
his normal employment conditions.
The total remuneration paid to, or in
respect of, each non-executive director in
2009 is set out in Table 2 on page 51.
Executives
Remuneration Policy
Woodside’s Remuneration Policy aims to
reward executives fairly and responsibly
in accordance with the Australian (and in
some instances, international) market and
ensure that Woodside:
provides competitive rewards that
attract, retain and motivate executives
of the highest calibre;
sets demanding levels of performance
which are clearly linked to an
executive’s remuneration;
structures remuneration at a level that
reflects the executive’s duties and
accountabilities;
benchmarks remuneration against
appropriate comparator groups;
aligns executive incentive rewards with
the creation of value for shareholders;
and
complies with applicable legal
requirements and appropriate
standards of governance.
Executive remuneration is reviewed
annually having regard to individual and
business performance, and relevant
comparative information.
Executive remuneration and company
performance
The Committee assists the Board to
strengthen the link between executive
remuneration and Woodside’s
performance.
There are a number of internal and
external factors relevant to Woodside’s
performance over the past five years. In
addition, the Board believes Woodside’s
performance is also attributable to the
ability to motivate and retain its executives
and the effectiveness of the remuneration
policies in place over that time.
Table 3 on page 51 shows the key financial
measures of company performance over
the past five years.
Remuneration structure
Woodside’s remuneration structure for
executives has several components:
Fixed Annual Reward - the ‘not at risk’
component (unrelated to performance)
which includes base salary,
superannuation contribution and other
allowances such as motor vehicle and
health insurance. Fixed Annual Reward
is determined on the basis of the
scope of the executive’s role and the
individual level of knowledge, skill and
experience.
Variable Annual Reward - the ‘at risk’
component (related to performance)
which is awarded under the Executive
Incentive Plan and comprises:
a short-term incentive; and
a long-term incentive.
Participation in Retention Plans - Equity
Based Pay Rights and Woodside
Employee Equity Plan.
Participation in General Employee
Share Plans - Woodside Share
Purchase Plan.
Table 4 sets out the allocation of
remuneration between Fixed Annual
Reward and Variable Annual Reward
for Woodside’s executives assuming
achievement of target performance for
the short term incentive and the annual
allocation value of long term incentive.
Participation in retention plans and
participation in general employee share
plans is not taken into account for the
calculation of the percentages shown in
the table.
Refer to Table 4 on page 51
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Woodside Petroleum Ltd | Annual Report 2009
Variable Annual Reward - Executive
Incentive Plan
The Variable Annual Reward (VAR)
component of executive remuneration is
based on a percentage of an executive’s
Fixed Annual Reward (FAR). This
percentage is determined by the Board
at the start of the year with reference
to market comparator groups and the
scope of the executive’s role (Variable
Pay Percentage). For executives other
than the CEO, VAR is delivered through
the Executive Incentive Plan (EIP) (refer
below). The delivery of awards of VAR for
the CEO are discussed separately below.
The EIP aims to reward executives for
meeting or exceeding their individual
performance targets, while at the same
time linking the reward to the creation
of long term sustainable wealth for
shareholders.
VAR has two elements:
1.
the short term incentive (STI) award
(which links remuneration to short
term performance) which is paid two
thirds in cash and one third in an award
of variable pay rights, the vesting of
which is dependent on continuing
service (Time-tested VPRs); and
2. the long term incentive (LTI) award
(which links remuneration to long term
performance) which is paid by a grant
of variable pay rights, the vesting of
which is dependent on service and
total shareholder return on Woodside
shares relative to an identified peer
group (RTSR-tested VPRs).
A variable pay right represents a right,
if all vesting conditions have been met,
to receive either cash or shares with a
value equivalent to the market value of a
Woodside share at the time of vesting.
The number of variable pay rights awarded
under the EIP for the 2009 performance
year is calculated by dividing the value
of the award (which is determined after
the completion of the performance year)
by the volume weighted average price
(VWAP) of Woodside shares for the month
of December in 2009. (For performance
years up to and including the 2007
performance year, the number of variable
pay rights awarded was determined by
reference to the VWAP of Woodside
shares in the last five trading days of the
performance year.)
The Board determines whether variable
pay rights are to be satisfied in cash or
shares at the time of vesting. If satisfied
in shares, the shares will be purchased on
market. If satisfied in cash, the amount
paid is based on the market value of a
Woodside share at the vesting date
calculated by reference to the VWAP of
Woodside shares in the five trading days
prior to the vesting date. No amount is
payable by the recipient executive on the
grant or vesting of a variable pay right.
The Board has power under the rules of
the EIP to terminate, suspend or amend
the EIP, and to alter the management or
administration of the EIP. Board decisions
about the operation of the EIP are made on
the recommendation of the Committee.
Short term incentive award
The award of the STI component is
determined by a scorecard which is set
and approved annually by the Board
(Scorecard), and individual performance.
The Scorecard for 2009 based on four
fundamental measures:
executives. The total STI award available
for all participating executives is pooled in
each pool group and the Scorecard result
(with a possible value of between zero and
two) is used as a multiple to adjust the
value of the pool(s). The adjusted pool(s)
are allocated among the executives in
that pool group based on their individual
performance relative to other executives.
An executive’s performance during the
year is assessed against their individual
performance agreement, which is set at
the start of each year and includes key
performance indicators (KPIs) relevant
to the executive’s areas of responsibility.
KPIs may include the following:
financial (e.g. revenue, operating costs,
earnings before interest and tax, return
on average capital employed, lifting
costs, drilling costs);
operational (e.g. production volumes,
safety – based on total recordable case
project progress);
frequency;
production;
operating expenditure; and
Woodside’s one year total return
to shareholders, ranked within an
international peer group (STI Peer
Group). Total return to shareholders is
the growth in the value of shares over
the performance year, plus the value of
dividends, other distributions paid out
over that year (assuming that dividends
and other distributions are reinvested
in shares on the payment date) and pro
rata buybacks.
The STI Peer Group(1) for the grant of the
2009 STI comprises Woodside and the
following companies:
Apache Corporation
Anadarko Petroleum Corporation
BG Group PLC
CNOOC Limited
Marathon Oil Company
Murphy Oil Corporation
Pioneer Natural Resources Company
Repsol YPF, S.A.
Santos Ltd.
Talisman Energy Inc.
(1) As a consequence of the merger between Petro-Canada
and Suncor Energy Inc. in August 2009, Petro-Canada
(which was included in previous peer groups) was
deleted from the 2009 STI Peer Group, leaving 10
comparator companies.
The financial measures for the Scorecard
were chosen because of the impact they
have on shareholder value. The non-
financial measure of safety was chosen to
align performance with Woodside’s values
and reputation.
The Board has the discretion to aggregate
executives into pool groups to ensure
a fair allocation of total STI between
health and safety (e.g. total recordable
case frequency, high potential incident
frequency);
environment (e.g. greenhouse gas
emissions, flared gas); and
human resources (e.g. voluntary
turnover).
These KPIs are chosen because they
align individual performance with the
achievement of Woodside’s business plan
and objectives.
The executive receives a performance
rating in accordance with the annual
performance review process. This rating
is then used to determine entitlement
to the STI award. This assessment is
conducted by the CEO and approved by
the Committee.
The performance assessment for the CEO
is conducted by the Board.
The STI award for a performance year is
paid two thirds in cash and one third in an
award of Time-tested VPRs. The Time-
tested VPRs require that the executive’s
employment not be terminated with
cause, which may arise from conduct
and behaviour that constitutes serious
misconduct, wilful failure or negligence,
persistent breach or non-observance
of a fundamental term of the contract
including failure to comply with
requirements in regard to confidentiality,
intellectual property, non-competing and
non-solicitation or being convicted of a
criminal offence or have engaged in any
conduct which would significantly injure
the reputation or the business or by
resignation for three years after allocation.
Time-tested VPRs may vest prior to the
expiry of the three years upon a change of
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control event, or on the death or total and
permanent disablement of the executive.
Time-tested VPRs granted in respect of
performance years up to and including
the 2008 performance year may also vest
upon redundancy or retirement.
There are no further performance
conditions for vesting of Time-tested VPRs.
Long-term incentive award
The LTI award for the 2009 performance
year is granted in the form of variable pay
rights the vesting of which is linked to
service and total shareholder return (RTSR-
tested VPRs).
The vesting of the RTSR-tested VPRs is
conditional on a satisfactory ranking of
Woodside’s relative total shareholder
return (RTSR), as calculated under the
EIP rules, over a three or four year period
in comparison with an international peer
group (LTI Peer Group). The LTI Peer
Group(1) for the grant of RTSR-tested VPRs
for the 2009 performance year comprises
Woodside and the following companies:
Apache Corporation
Anadarko Petroleum Corporation
BG Group PLC
CNOOC Limited
Inpex Corporation
Marathon Oil Company
Murphy Oil Corporation
Pioneer Natural Resources Company
Repsol YPF, S.A.
Santos Ltd.
Talisman Energy Inc.
(1) As a consequence of the merger between Petro-Canada
and Suncor Energy Inc in August 2009, Petro-Canada
was deleted from the Peer Group for the purposes of LTI
awards made in March 2008 and February 2009, leaving
10 comparator companies. For the 2009 Performance
Year Inpex Corporation has been added to the LTI Peer
Group.
For the 2005 and 2006 performance years,
the LTI component was paid in the form
of VPRs linked to total shareholder return
(TSR) on Woodside shares as against a
hurdle rate set by the Board (TSR-tested
VPRs). The TSR-tested VPRs vest when
the Woodside TSR as calculated under
the EIP rules, meets the hurdle set by the
Board for a continuous 30 day period at
any time during the two years following
the third anniversary of the allocation
date. If no TSR-tested VPRs vest by the
fifth anniversary of the allocation date the
TSR-tested VPRs will lapse. The hurdle rate
for TSR-tested VPRs was 11% for the 2005
performance year and is 11.5% for the
2006 performance year. The TSR-tested
VPRs granted in respect of the 2005
performance year vested on 8 December
2009.
For the 2007 and subsequent performance
years, the Board changed the performance
measure to the total shareholder return
relative to the LTI Peer Group. This
measure was chosen because it aligns
performance with achieving increased
value to shareholders relative to a
peer group. The RTSR is calculated in
accordance with the EIP rules on the third
anniversary of the allocation of these
RTSR-tested VPRs.
The outcome of the test is measured
against the schedule shown in Table 5 on
page 51.
If no RTSR-tested VPRs vest at this time
(because Woodside has not performed at
or above the 50th percentile of the LTI Peer
Group), the RTSR test is re-applied on the
fourth anniversary of the allocation date. If
no RTSR-tested VPRs vest on the fourth
anniversary all VPRs for that performance
year lapse.
The RTSR-tested VPRs require that the
executive’s employment not be terminated
with cause, which may arise from conduct
and behaviour that constitutes serious
misconduct, wilful failure or negligence,
persistent breach or non-observance of
a fundamental term of the employment
contract including failure to comply with
requirements in regard to confidentiality,
intellectual property, non-competing and
non-solicitation or being convicted of a
criminal offence or have engaged in any
conduct which would significantly injure
the reputation or the business or by
resignation for three years after allocation.
RTSR-tested VPRs and TSR-tested VPRs
may vest prior to the satisfaction of the
vesting conditions upon a change of
control event, or on the death or total and
permanent disablement of the executive.
In the event of retirement and redundancy
of a participant RTSR VPRs and TSR-tested
VPRs continue in the plan and are subject
to the normal vesting.
A summary of the terms and conditions
for the variable pay rights awarded under
the EIP are in Table 11 on page 55.
Summaries of executives’ interests in
Time-tested VPRs, TSR-tested VPRs and
RTSR-tested VPRs are in Table 12a, 12b
and 12c on pages 56 to 58.
As a consequence of the renounceable
rights issue by the company in December
2009, the Board exercised its discretion
under the EIP rules to adjust the number
of VPRs held by participants in the EIP
to maintain the value equivalence of the
unvested VPRs awarded for the 2006,
2007 and 2008 performance years
against Woodside shares. An additional
allocation of VPRs was made for each
tranche of granted VPRs in respect of
these performance years. The terms and
conditions of the underlying tranche apply
to the additional VPRs.
The summaries in Table 12 on pages 56
to 58 include the additional VPRs granted
pursuant to the exercise of this discretion.
Retention plans
Equity based pay rights
As part of a retention strategy for senior
executives, some executives participate in
equity based retention plans (Pay Rights
Plan) under which eligible executives are
granted pay rights (PRs). A PR entitles the
participant to an award of cash or shares
on vesting.
The amount of the award under the
Pay Rights Plan is determined by the
Board. Participating executives receive an
allocation of PRs under the applicable Pay
Rights Plan. The number of PRs granted
is determined by dividing the amount of
the award by the five day volume weighted
average price of a Woodside share at a
specified pricing date.
The condition for award of PRs is
outstanding individual performance, as
assessed by the CEO by reference to the
demonstrated capacity of the executive to
contribute to the generation of sustainable
value for shareholders.
The primary intention of the allocation of
PRs in March 2007 (Pay Rights Plan 1) was
to provide a retention mechanism.
PRs awarded under the retention plan
in November 2007 (Pay Rights Plan
2) require Woodside’s relative total
shareholder return for the performance
year immediately preceding the specified
vesting date to be at or above the 50th
percentile of the STI Peer Group (refer
to short term incentives above) before
vesting can occur. The purpose of the Pay
Rights Plan 2 is to retain the executives
and to align them to shareholder value.
One third of the PRs under each Pay
Rights Plan will vest on each of the first,
second and third anniversaries of the
allocation date if the vesting condition
is satisfied on those dates. Entitlement
to PRs is lost if a participating executive
resigns or is terminated with cause before
the due date for vesting. Vesting of PRs
is also conditional on maintenance of
acceptable individual performance. All
PRs will immediately vest in the event of
a change of control or upon the death or
total and permanent disablement of the
executive.
Woodside Petroleum Ltd | Annual Report 2009
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The Board will determine whether PRs
are to be satisfied in cash or in Woodside
shares at the time of vesting. If satisfied
in shares, the shares will be purchased on
market. If satisfied in cash, the amount
will be based on the five day VWAP of a
Woodside share at the vesting date.
As a consequence of the renounceable
rights issue by the company in December
2009, the Board exercised its discretion
under the terms of the Pay Rights Plans
to adjust the number of unvested PRs
previously granted to executives to
maintain the value equivalence of the
unvested PRs against Woodside shares.
An additional allocation of PRs was made
to each tranche of granted PRs. The terms
and conditions of the relevant Pay Rights
Plan apply to the additional PRs granted
under that plan.
receive any dividends or have voting rights
in respect of an ER. Allocations of ERs to
participants will be adjusted in the event of
Woodside making a bonus issue of shares
or upon reconstruction of the company’s
share capital.
As a consequence of the renounceable
rights issue by Woodside in December
2009, the Board resolved to issue
additional ERs under the EEP to maintain
the value of the ERs held by participating
employees (including executives) against
Woodside shares. An additional allocation
of ERs will be made to each participant
in March 2010. The same terms and
conditions which apply to existing ERs will
apply to these additional ERs.
Table 7 on page 52 provides a summary of
executives’ interests in ERs under the EEP.
Table 6 on page 52 provides a summary
of the terms and conditions for PRs under
the Pay Rights Plans.
General employee share plans
Woodside share purchase plan
Woodside employee equity plan
In July 2009 Woodside introduced the
Woodside Petroleum Ltd 2009 – 2012
Employee Equity Plan (EEP) which is
available to all employees including
executives, other than the CEO. The EEP is
intended to provide a retention mechanism
for participating employees as well as
provide an opportunity to share in the
growth of the company. The Equity Rights
(ERs) are a form of remuneration that is
not dependent on individual performance
or Woodside’s performance.
Eligible participants receive a one-off
allocation of ERs. Each ER entitles
the participant to receive a Woodside
share on the vesting date of 1 August
2012. ERs may vest prior to 1 August
2012 on a change of control or, at the
discretion of the CEO, limited to the
following circumstances; redundancy,
death, termination due to medical illness
or capacity or total and permanent
disablement of a participating employee.
An employee whose employment is
terminated by resignation, retirement or for
cause prior to the 31 July 2012 will forfeit
all of their ERs.
Shares will either be issued by Woodside
or acquired on market to satisfy vesting ER
entitlements. The number of ERs that vest
may be adjusted for any interruptions to
an employee’s service. Eligible participants
who are on an international assignment
may receive a cash amount subject to
Board discretion.
Participants in the EEP cannot dispose of
or otherwise deal with an ER and do not
In April 2007 Woodside introduced the
Woodside Share Purchase Plan (WSPP)
which was available to all employees,
including executives, up to March 2009.
The plan was suspended in April 2009
due to changes in tax legislation. The
WSPP provided eligible employees with
an opportunity to acquire Woodside shares
and to share in the growth of the company.
The WSPP year was based on a 1 July to
30 June period (WSPP Year).
Participants in the WSPP elected to
sacrifice an amount of salary, and this
amount was applied by the WSPP Trustee
to purchase Woodside shares on market.
The maximum amount that could be salary
sacrificed in the 2008/09 WSPP Year was
$12,000 and the minimum was $3000.
Woodside provided funds to the WSPP
Trustee to buy additional Woodside shares
(matching shares) on market at a fixed ratio
to the shares purchased with sacrificed
funds (in the 2008/09 WSPP Year the ratio
was one for one and a half; in the 2007/08
WSPP Year the ratio was one for one).
All shares purchased under the WSPP are
held in trust. To become finally entitled to
the matching shares funded by Woodside,
a participant must remain a Woodside
employee for a three year qualification
period. Participants cannot dispose of
shares purchased with sacrificed funds
within this three year qualification period
unless they cease employment with
Woodside (in which case they become
entitled to deal with the shares purchased
with sacrificed funds, but lose their
entitlement to matching shares). After the
three year qualification period participants
may elect to have their WSPP shares
retained in the trust for up to a further
seven years, provided they remain in the
employment of Woodside.
Participants receive any dividends paid on
shares held in the trust, have voting rights,
may participate in any rights issues and
receive any bonus issues.
The matching shares were a form of
remuneration that was not dependent on
the employees’ individual performance
or Woodside’s performance as it was
intended to align eligible employees to
shareholder value.
Table 9 provides a summary of executives’
interests in shares under the WSPP.
Executives were entitled to participate
in the 1 for 12 renounceable rights issue
announced in December 2009 in respect
of their shareholdings under the WSPP.
Table 9 does not include any shares which
may be acquired by executives in 2010
pursuant to the rights issue.
Refer to Table 9 on page 53
Contracts for executives
Each executive has a contract of
employment.
Table 8 on page 52 contains a summary
of the key contractual provisions of
the contracts of employment for the
executives.
Termination provisions
Under each executive contract of
employment Woodside may choose to
terminate the contract immediately by
making a payment equal to the ‘Company
Notice Period’ of Fixed Annual Reward in
lieu of notice as shown in Table 8.
Refer to Table 8 on page 52.
In 2009 the Board determined to amend
new executive contracts to ensure that any
payments made in the event of a company
initiated termination of an executive
contract would be consistent with the
Corporations Amendment (Improving
Accountability on Termination Payments)
Act 2009.
CEO remuneration
The remuneration of the CEO is governed
by his contract of employment.
In 2009 the Committee was assisted by
Mercer and PricewaterhouseCoopers in
reviewing the remuneration package of
the CEO. For 2009 the Board determined
to maintain the CEO remuneration
unchanged due to the local and
international market conditions.
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From the time when the Executive
Incentive Plan (EIP) was introduced until
the end of the 2007 performance year,
the CEO received the variable annual
remuneration (VAR) component of his
annual remuneration through participation
in the EIP.
As part of its 2008 annual review of the
CEO's remuneration, the Board resolved
to restructure the VAR component of the
CEO’s remuneration package. As the
revised VAR structure for the CEO does
not align with the structure applicable
to other executives under the EIP, the
CEO has not participated in the EIP for
any performance year after the 2007
performance year. The CEO remains
entitled to all variable pay rights (VPRs)
awarded to him under the EIP in respect of
performance years up to and including the
2007 performance year.
For the 2009 performance year the CEO’s
remuneration is comprised of:
• one third fixed annual remuneration
(FAR); and
•
two thirds VAR of which 50% is a
short-term incentive component
(STI) and 50% is long-term incentive
component (LTI).
Short-term incentive
STI is allocated as two-thirds cash and one-
third Time-tested VPRs. The Time-tested
VPRs have the same terms and conditions
as those awarded under the EIP.
The grant of an STI award to the CEO
is determined by the EIP Scorecard and
individual performance as determined
by the Board. For the 2009 performance
year the CEO is entitled to receive an
STI calculated and treated in all respects
(including performance conditions, hurdles
and timing), as if it was an entitlement
arising under the EIP – except for the STI/
LTI allocation referred to above.
The performance of the CEO is reviewed
by the Board against the following factors:
• Setting and pursuing the growth
agenda.
• Achieving effective execution.
• Building enterprise and organisational
capacity.
• Enhancing culture and reputation.
• Ensuring shareholder focus.
Long-term incentive
In 2008, 50% of the CEO’s anticipated
LTI VAR allocation ($1,312,500) for
performance years 2008, 2009 and 2010
(normally allocated in the year following the
performance year) was brought forward
and allocated in 2008 (Accelerated LTI).
The Accelerated LTI is subject to the
RTSR-test as for the 2007 VPR allocation
under the EIP as described in Table 11 on
page 55.
This change was made to ensure retention
of the CEO’s services and in recognition
of the inability of the CEO to influence
the RTSR performance of Woodside (and
the consequential value of unvested LTI
entitlements) after his departure.
The remaining LTI VAR entitlement
for the 2009 performance year (being
the assessed entitlement for the 2009
performance year, less the value of the
Accelerated LTI for that performance
year) (LTI VAR Balance) will be allocated in
March 2010 and will be subject to RTSR
testing in March 2013. The remaining LTI
VAR entitlement for the 2010 performance
year will be allocated in March 2011 and be
subject to RTSR-testing after three years
(in March 2014). The vesting conditions for
these LTI VAR Balance allocations reflect
those contained in the EIP.
A summary of the terms and conditions
of the CEO’s VAR for 2009 is contained in
Table 10 on page 54.
For the performance year ending
31 December 2011 and each subsequent
performance year, the CEO will be entitled
to an amount of LTI VAR to be satisfied
by the allocation of RTSR-tested VPRs
with the same vesting and performance
conditions as if they were allocated
under the EIP, calculated in the way as
described under the EIP section above and
in accordance with the targets set out in
Table 4.
Table 1 - Annual base Board and committee fees for non-executive directors
Refer to Table 4 on page 51.
Securities Dealing Policy
Woodside’s Securities Dealing Policy
prohibits executives who participate
in an equity-based executive incentive
plan, from entering into any transaction
which would have the effect of hedging
(or otherwise transferring to any other
person the risk of any fluctuation in the
value of any unvested entitlement in
Woodside securities). Directors proposing
to deal in, charge, mortgage or otherwise
encumber or use as collateral, Woodside
securities or enter into arrangements
to limit the economic risk of a vested
holding in Woodside securities, must
obtain the approval of the Chairman (or,
where the notifying executive is the
Chairman, the CEO) prior to entering into
the arrangement and immediately provide
details of the arrangements entered
into. Executives who report directly to
the CEO and the Company Secretary/
ies must submit a completed compliance
certificate in respect of any dealing or
other financial arrangement to their direct
manager and then to the General Counsel
for acknowledgement. Adherence to
this policy by executives is monitored by
six monthly directors’ questionnaires to
management.
2009 remuneration details
Table 13 summarises the remuneration
both paid and payable to the executives for
the 2009 performance year, including the
VAR allocation.
Refer to Table 13 on page 59.
The value of the Scorecard for 2009 was
1.47 out of a maximum possible result of 2.
The total potential amount of the STI pool
for 2009 ranged from a minimum of $0 up
to a maximum of $27,409,442. The actual
STI pool for 2009 was $ 20,145,940 for 87
participants (including the executives).
Position
Board
Chairman of the Board(1)
$590,000(3)
Non-executive directors(2)
$175,000(3)
Audit & Risk
Committee
Human Resources
& Compensation
Committee
Sustainability
Committee
Nominations
Committee
Committee Chairman
Committee member
$50,000(3)
$25,000(3)
$30,000(3)
$20,000(3)
$30,000(3)
$20,000(3)
Nil
Nil
(1) Inclusive of committee work. (2) Board fees, other than the Chairman. (3) Annual fee from 1 July 2008.
50
Woodside Petroleum Ltd | Annual Report 2009
Table 2 - Total remuneration paid to non-executive directors in 2009
Non-executive director
Short-term
Post employment
Cash salary and fees
NEDSP(2)
Salaries,
fees and
allowances
Cash
bonuses
Short-term
incentive /
bonus(3)
Non
monetary
Benefits and
allowances
$
$
$
$
Pension
super
Company
contributions
to super-
annuation
$
Prescribed
benefits
Directors’
retiring
allowance(3)
Total(1)
$
$
MA Chaney
MA Cilento(4)
E Fraunschiel
A Jamieson(5)(6)
PJMH Jungels
DI McEvoy
D Megat
I Robertson(5)(8)
J Stausholm(5)(9)
JR Broadbent(10)
2009
2008
2009
2008
2009
2008
2009
2008
2009
2008
2009
2008
2009
2008
2009
2008
2009
2008
2009
2008
590,000
545,001
219,950
10,069
245,001
234,500
212,550
206,555
294,803
241,942
230,000
276,500(7)
235,031
199,791
218,000
109,597
-
103,550
-
-
-
-
-
-
-
-
-
4,997
28,018
-
-
10,219
30,656
-
-
-
-
-
86,042
21,979
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
53,100
49,050
19,796
906
22,050
21,105
-
-
-
-
20,700
19,845
-
-
-
-
-
-
-
9,722
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
643,100
594,051
239,746
10,975
267,051
255,605
212,550
206,555
299,800
269,960
250,700
296,345
245,250
230,447
218,000
109,597
-
103,550
-
117,743
(1) Non-executive directors elected to freeze their fees at
(3) Non-executive directors are not entitled to cash bonuses
(7) This amount includes $56,000 which Mr McEvoy
the time of the 2009 review, therefore fees have not
increased since 1 July 2008. The difference in the total
paid in the 2009 year compared to the 2008 year reflects
a whole year at the rates as increased from 1 July 2008
whereas the 2008 figures only reflect 6 months at the
increased rate.
(2) Relates to participation in the NEDSP.
nor directors’ retiring allowance.
(4) Appointed 11 December 2008.
(5) Board fees for directors who are both nominated and
employed by the Shell Group are paid directly to their
employing company, not the individual.
(6) Dr Andrew Jamieson retired from the Royal Dutch Shell
Group on 30 June 2009. He continues to serve on the
Woodside Board.
received during the year as consulting fees for extra
services he provided outside his normal Board and
committee duties. These fees were paid on commercial
terms and conditions at market rates.
(8) Appointed 30 June 2008.
(9) Resigned 30 June 2008.
(10) Retired 4 July 2008.
Table 3 - Woodside five year performance
Year ended 31 December
Net profit after tax ($ million)
Earnings per share (cents)(1)
Dividends per share (cents)
Production (MMboe)
Share closing price ($)
(last trading day of the year)
3 year rolling TSR (%)(2)
Relative TSR(3) (1 year)
(1) Basic and diluted earnings per share from total
operations.
2009
1,824
259
110
80.9
47.20
2008
1,786
260
135
81.3
36.70
2007
1,030
153
104
70.6
50.39
2006
1,427
217
126
67.9
38.11
2005
1,107
169
93
59.7
39.19
56.86
1st Quartile
0.98
2nd Quartile
41.25
2nd Quartile
42.55
2nd Quartile
54.71
1st Quartile
(2) This calculation is annualised and measured in Australian
dollars. The significant change in the three year rolling
TSR percentage for 2008 is due to the impact of the
economic downturn.
(3) As discussed under the STI component of EIP on
page 47.
Table 4 - Allocation of remuneration between Fixed and Variable Annual Reward
Table 5 - Vesting schedule
Not at Risk
Fixed Annual Reward
At Risk
Variable Annual Reward
Position
CEO
Executives
33.3%
45%-50%
STI
33.3%
30%-33%
LTI
33.3%
20%-22%
Woodside RTSR percentile
position within Peer Group
Less than 50th percentile
Vesting of
RTSR-tested
VPRs
no vesting
Equal to 50th percentile
50% vest
Equal to 75th percentile
Equal to 100th percentile
100% vest
150% vest
(i.e. 50% uplift
for topping Peer
Group)
Vesting between these percentile points is
on a pro rata basis.
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Table 6 – Summary of terms and conditions for PRs under equity based retention plans
Terms and Conditions
Offer 1
Allocation Date
Pricing Date
Grant Date
15 March 2007
15 March 2007
15 March 2007
Volume Weighted Average Price
$35.78
Offer 2
1 November 2007
1 November 2007
1 November 2007
$49.25
Performance condition (for allocation)
Outstanding individual performance
Outstanding individual performance
Reason for performance condition
(allocation)
Performance condition (for vesting)
See above under ‘Executive Remuneration Policy’
See above under ‘Executive Remuneration Policy’
Maintenance of acceptable individual performance
over period from allocation date to vesting date.
One third of the PRs will vest on each of the first,
second and third anniversaries of the allocation
date.
Maintenance of acceptable individual performance
over period from allocation date to vesting date.
Minimum level of company RTSR performance at or
above 50th percentile of the Peer Group over period
from allocation date to vesting date.
One third of the PRs will vest on each of the first,
second and third anniversaries of the allocation
date, subject to satisfactory performance.
Reason for performance condition (vesting) See above under ‘Executive Remuneration Policy’
See above under ‘Executive Remuneration Policy’
Vesting Date(1)
15 March 2008; 15 March 2009; 15 March 2010
15 March 2009; 15 March 2010; 15 March 2011
Lapse of PRs before Vesting Date
If employment terminated for cause or by
resignation all unvested PRs will lapse.
If employment terminated for cause or by
resignation all unvested PRs will lapse.
(1) Provision is made for accelerated vesting in certain events such as total and permanent disability, death or a change in control of Woodside.
Table 7 – Summary of executives' interests in Equity Rights under the EEP
Shares
Name
F Ahmed
M Chatterji
R Cole
L Della Martina
B Donaghey
E Howell
A Kantsler
V Santostefano
Grant date
Number of Equity
Rights granted
Number of Equity
Rights which have
lapsed/forfeited
Number of Equity
Rights which have
vested during 2009
Fair Value(1)
of Equity Rights
31 October 2009
31 October 2009
31 October 2009
31 October 2009
31 October 2009
31 October 2009
31 October 2009
31 October 2009
4,350
4,350
4,350
4,350
Nil
4,350
4,350
4,350
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
$44.56
$44.56
$44.56
$44.56
$44.56
$44.56
$44.56
$44.56
(1) The fair value of Equity Rights as at their date of grant has been determined by reference to the share price at acquisition. The fair value of Equity Rights is amortised over the vesting period,
such that 'Total remuneration' includes a portion of the fair value of unvested equity compensation during the year. The amount included as remuneration is not related to or indicative of the
benefit (if any) the individual executives may ultimately realise should these equity instruments vest.
Table 8 – Summary of contractual provisions for executives
Name
Employing company
Contract duration
Woodside Petroleum Ltd
Unlimited
Woodside Energy Ltd
Fixed Term Contract until 13 February 2012
Woodside Energy Ltd
Fixed Term Contract until 31 December 2010(2)
D Voelte(1)
F Ahmed
M Chatterji
R Cole
E Howell
A Kantsler
Woodside Energy Ltd
L Della Martina
Woodside Energy Ltd
B Donaghey(6)
Woodside Energy Ltd
Woodside Energy Ltd
Unlimited(3)
Woodside Energy Ltd
V Santostefano
Woodside Energy Ltd
Unlimited
Unlimited
Unlimited
Unlimited
Unlimited
Termination
notice period
company(4)(5)
Termination
notice period
Executive(5)
12 months
12 months
12 months
12 months
12 months
12 months
12 months
12 months
12 months
6 months
6 months
6 months
6 months
6 months
6 months
6 months
6 months
6 months
(1) Other benefits: Mr Voelte’s employment in Australia may have adverse tax consequences for Mr Voelte and his wife in respect of his non-Australian income. Woodside has agreed to a limited
“taxation equalisation” provision to compensate for this. Mr Voelte and his wife may claim reimbursement of tax paid or payable to the Australian Taxation Office for income or gain in relation
to certain disclosed investments in the US to a maximum of US$500,000 over the period of Mr Voelte’s employment.
(2) Mr Chatterji's fixed term contract was extended from 31 March 2010 until 31 December 2010. Mr Chatterji intends to leave Woodside at this time.
(3) Ms Howell’s contract was converted from a fixed term contract to an unlimited contract in September 2009.
(4) Termination provisions – Woodside may choose to terminate the contract immediately by making a payment equal to the ‘Company Notice Period’ of FAR in lieu of notice. In the event of
termination for serious misconduct or other nominated circumstances, executives are not entitled to this termination payment.
(5) On termination of employment, executives will be entitled to the payment of any FAR calculated up to the termination date, any annual leave entitlement accrued at the termination date
and any payment or award permitted under the EIP Rules. Executives are restrained from certain activities for specified periods after termination of their employment in order to protect
Woodside’s interests.
(6) On 18 May 2009 Ms Donaghey became key management personnel and effective 31 October 2009 Ms Donaghey departed from Woodside.
52
Woodside Petroleum Ltd | Annual Report 2009
Table 9 – Summary of executives’ interests in shares under the WSPP(1)
Name
D Voelte
F Ahmed(6)
M Chatterji
R Cole
L Della Martina(5)
B Donaghey(7)
E Howell
A Kantsler
V Santostefano
WSPP Year
Opening balance
Shares purchased under
WSPP
Matching
shares
Closing balance
2009 WSPP(2)
2008 WSPP(3)
2007 WSPP(4)
2009 WSPP
2008 WSPP
2009 WSPP
2008 WSPP
2007 WSPP
2009 WSPP
2008 WSPP
2007 WSPP
2009 WSPP
2008 WSPP
2009 WSPP
2009 WSPP
2008 WSPP
2007 WSPP
2009 WSPP
2008 WSPP
2007 WSPP
2009 WSPP
2008 WSPP
2007 WSPP
498
124
-
-
-
498
124
-
498
124
-
498
124
-
-
-
-
358
124
-
498
124
-
158
173
62
-
-
158
173
62
158
173
62
158
173
-
-
-
-
-
117
62
158
173
62
237
201
62
-
-
237
201
62
237
201
62
237
201
-
-
-
-
-
117
62
237
201
62
893
498
124
-
-
893
498
124
893
498
124
893
498
-
-
-
-
358
358
124
893
498
124
(1) For a full summary of executives interests in shares see
Table 14 on page 60.
granted on 20 June 2008 and had a fair value of $52.82
per share.
definition for 2008 and 2009. Previous years comparative
figures are not shown.
(2) 2009 WSPP refers to the purchases made in 2009 for
(4) 2007 WSPP refers to the plan for the 2007/08 Plan Year.
(6) Mr Ahmed did not meet the definition of KMP under
the 2008/09 Plan. The matching shares for the 2009
WSPP had a fair value of $35.21 and $38.60 per share
respectively.
(3) 2008 WSPP refers to the plan for the 2008/09 Plan Year
as well as the purchases made in 2008 for the 2007/08
Plan. The matching shares for the 2008 WSPP were
The matching shares for the 2007 WSPP were granted
on 29 August 2007 and had fair values of $48.25,
$55.93, and $62.86 per share respectively. The last two
purchases for 2007 WSPP were made in 2008.
(5) Mr Della Martina did not meet the definition of KMP
under AASB 124 for previous years but did fall within the
AASB 124 for the 2007 year. Previous years comparative
figures are not shown.
(7) Ms Donaghey did not meet the definition of KMP under
AASB 124 for the 2008 year. Previous years comparative
figures are not shown.
As at 31 December 2009, no matching shares had vested or lapsed for any Key Management Personnel.
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54
Woodside Petroleum Ltd | Annual Report 2009
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Table 12a – Summary of the executives’ interests in time-tested VPRs (1)
Awarded
but not
vested
Vested in
2009
% of
total
vested
12,827
100
Fair value(3)(10) of VPR/PR by performance year
2009
2008
2007
2006
Name
Allocation date
Vesting date(2)
D Voelte
F Ahmed(6)
M Chatterji
R Cole
L Della Martina(7)
B Donaghey(8)
E Howell(9)
A Kantsler
V Santostefano(9)
March 2013
February 2012
March 2013
March 2009
February 2012
March 2013
March 2010
March 2011
February 2012
March 2009
March 2010
March 2011
February 2012
March 2013
March 2009
March 2010
March 2011
February 2012
March 2006
March 2007(4)
March 2008
February 2009
December 2009(5) March 2010
December 2009(5) March 2011
December 2009(5) February 2012
March 2010
February 2009
December 2009(5) March 2011
December 2009(5) February 2012
March 2010
March 2006
March 2007
March 2008
February 2009
December 2009(5) March 2010
December 2009(5) March 2011
December 2009(5) February 2012
March 2010
March 2007
March 2008
February 2009
December 2009(5) March 2010
December 2009(5) March 2011
December 2009(5) February 2012
March 2010
March 2006
February 2009
December 2009(5) March 2010
December 2009(5) March 2011
December 2009(5) February 2012
March 2010
March 2006
March 2010
March 2007
March 2008
February 2009
December 2009(5) March 2010
December 2009(5) March 2011
December 2009(5) February 2012
March 2010
March 2006
March 2007
March 2008
February 2009
December 2009(5) March 2010
December 2009(5) March 2011
December 2009(5) February 2012
March 2010
March 2006
March 2007
March 2008
February 2009
December 2009(5) March 2010
December 2009(5) March 2011
December 2009(5) February 2012
March 2010
March 2013
March 2009
March 2013
March 2010
March 2011
February 2012
March 2013
March 2009
March 2010
March 2011
February 2012
March 2013
March 2009
March 2010
March 2011
February 2012
March 2013
2005
17.75
17.75
17.75
17.75
17.75
17.75
20,122
16,513
28,209
167
137
234
31,445
3,245
8
27
3,692
5,517
4,313
7,450
46
36
62
7,535
1,370
1,756
4,543
11
15
38
4,599
2,916
14
14
24
2,950
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4
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26
4,192
1,650
2,542
4,273
14
21
35
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1,327
1,669
2,910
11
14
24
3,786
34.61
46.89
34.61
46.89
34.61
46.89
33.66
45.75
42.55
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45.75
33.66
45.75
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45.75
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46.89
34.61
46.89
34.61
46.89
33.66
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33.66
45.75
33.66
45.75
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44.68
42.59
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44.56
44.68
44.56
44.68
44.56
44.68
44.56
44.68
44.56
44.68
44.56
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33.10
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100
1,371
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850
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3,277
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33.10
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33.10
(1) For valuation purposes all VPRs are treated as if they
will be equity settled, with the exception of Mr Ahmed’s
2008 VPRs which are to be settled in cash as a result
of his international secondment. This fair value is
recalculated at the end of every reporting period. In 2008
the fair value was $47.92.
(2) Vesting date and exercise date are the same. Vesting is
subject to satisfaction of vesting conditions.
(3)
In accordance with the requirements of AASB 124
Related Party Disclosures, the fair value of rights as at
their date of grant has been determined by applying
the Binomial or Black Scholes option pricing technique
with the exception of Mr Ahmed as noted in (1). The fair
value of rights is amortised over the vesting period, such
that ‘Total remuneration’ includes a portion of the fair
value of unvested equity compensation during the year.
The amount included as remuneration is not related to or
indicative of the benefit (if any) that individual executives
may ultimately realise should these equity instruments
vest.
(7) Mr Della Martina did not meet the definition of KMP
under AASB 124 for previous years but did fall within
the definition for 2008 and 2009. Previous year's
comparative figures are not shown.
(8) Ms Donaghey was not within the definition of KMP
(4)
Incorporates a VPR allocation of $900,000 in respect of
the 2006 performance year, awarded in addition to the
EIP entitlements.
(5) Additional allocation of VPRs to each tranche of granted
VPRs, following renounceable equity rights issue by the
company.
(6) Mr Ahmed was not within the definition of KMP under
AASB 124 for the 2006 and 2007 years. Previous years
comparative figures are not shown.
under AASB 124 for years prior to 2009. Previous years
comparative figures are not shown. A total of 4,724 time
tested VPRs were forfeit on Ms Donaghey's departure
on 31 October 2009.
(9) Ms Howell and Mr Santostefano did not meet the
definition of KMP under AASB 124 for the 2006 financial
year but are considered KMP for 2007, 2008 and 2009.
2006 comparative figures are not shown.
(10) Prior year fair values have been appropriately restated to
reflect the terms and conditions.
56
Woodside Petroleum Ltd | Annual Report 2009
Awarded
but not
vested
Vested in
2009
% of
total
vested
Fair value(4)(15) of VPR/PR for
performance year
Fair value of VPR pre peer
group modification(5)
performance year
2009
2008
2007
2006
2005
2009
2008
2007
Table 12b – RTSR-tested and TSR-tested VPRs(1)
Name
Allocation
date
Vesting
date(2)(3)
March 2006(6)
March 2007(7)
March 2011
March 2012
D Voelte
F Ahmed(11)
M Chatterji
R Cole
March 2012
March 2008
March 2008(8)
February 2009(9) February 2013
March 2011
December 2009 March 2012
December 2009 March 2012
December 2009 March 2011
December 2009 February 2013
March 2010(10) March 2014
February 2009
February 2013
December 2009 March 2012
December 2009 February 2013
50,464
100
29.34
40,245
33,160
81,606
39,179
334
275
678
325
27,425
8,238
17
68
March 2010
March 2014
6,017
29.34
March 2006
March 2011
6,859
100
March 2007
March 2012
March 2008
March 2012
11,034
8,953
February 2009
February 2013
14,185
December 2009 March 2012
December 2009 March 2012
December 2009 February 2013
92
74
118
March 2010
March 2014
10,330
29.34
March 2007
March 2012
March 2008
March 2012
February 2009
February 2013
December 2009 March 2012
December 2009 March 2012
December 2009 February 2013
March 2010
March 2006(6)
March 2014
March 2011
2,741
4,862
8,650
23
40
72
6,305
February 2009
February 2013
5,552
L Della
Martina(12)
December 2009 March 2012
December 2009 March 2012
December 2009 February 2013
March 2010
B Donaghey(13) March 2010
March 2007
March 2014
March 2014
March 2012
March 2008
March 2012
February 2009
February 2013
E Howell(14)
December 2009 March 2012
December 2009 March 2012
December 2009 February 2013
29
29
46
4,045
0
1,051
3,954
7,895
9
33
66
29.34
2,743
100
29.34
29.34
March 2010
March 2014
5,747
29.34
6,554
100
29.34
3,047
100
March 2006
March 2011
March 2007
March 2012
March 2008
March 2012
3,300
7,035
February 2009
February 2013
10,847
December 2009 March 2012
December 2009 March 2012
December 2009 February 2013
March 2010
March 2006(6)
March 2014
March 2011
March 2007
March 2012
March 2008
March 2012
February 2009
February 2013
December 2009 March 2012
December 2009 March 2012
December 2009 February 2013
27
58
90
7,901
2,654
3,465
5,540
22
29
46
A Kantsler
V Santostefano
(14)
.
9.07
17.71
32.67
37.31
31.26
22.64
31.30
29.78
22.40
22.90
22.40
9.07
22.64
29.78
22.40
22.64
29.78
22.40
9.07
29.78
22.40
22.40
22.64
29.78
22.40
9.07
22.40
9.07
22.64
29.78
22.64
29.78
29.95
32.67
31.26
32.67
31.26
17.71
37.31
17.71
37.31
37.31
31.26
17.71
37.31
17.71
37.31
17.71
37.31
32.67
31.26
32.67
31.26
32.67
31.26
32.67
27.58
31.26
26.37
25.21
26.37
27.58
26.37
27.58
26.37
27.58
26.37
27.58
26.37
27.58
26.37
27.58
26.37
March 2010
March 2014
5,190
29.34
22.40
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57
Table 12b - RTSR-tested and TSR-tested VPRs(1) (Footnotes)
(1) For valuation purposes all VPRs are treated as if they will
be equity settled, with the exception of Mr Ahmed's 2008
VPRs which are to be settled in cash as a result of his
international secondment fair value is recalculated at the
end of every reporting period. In 2008 the fair value was
$22.90.
(2) Vesting date and exercise date are the same. Vesting is
subject to satisfaction of vesting conditions.
(3) Vesting date is from 13 March 2009 to 13 March 2011 in
respect of 2006 allocations, from 15 March 2010 to 15
March 2012 in respect of March 2007 allocations, on 14
March 2011 or 14 March 2012 in respect of March 2008
allocations, on 27 February 2012 or 27 February 2013 in
respect of February 2009 allocations, and on 5 March
2013 or 5 March 2014 in respect of March 2010
allocations.
(4)
In accordance with the requirements of AASB 124
Related Party Disclosures, the fair value of rights as at
their date of grant has been determined by applying the
Binomial or Black Scholes option pricing technique with
the exception of Mr Ahmed as noted in (1). The fair value
of rights is amortised over the vesting period, such that
‘Total remuneration’ includes a portion of the fair value
of unvested equity compensation during the year. The
amount included as remuneration is not related to or
indicative of the benefit (if any) that individual executives
may ultimately realise should these equity instruments
vest.
(5) Peer group modification impacted the fair values of RTSR-
tested VPRs only, performance years 2005 and 2006 are
TSR-tested. The share price of Woodside Petroleum Ltd at
the date of modification is $48.20.
(6)
(7)
Incorporates a TSR tested VPR allocation of $1,000,000
in respect of the 2005 performance year, awarded in
addition to the EIP entitlements.
Incorporates a VPR allocation of $900,000 in respect of
the 2006 performance year, awarded in addition to the
EIP entitlements.
(8) Mr Voelte’s Accelerated LTIs.
(9) This allocation represents the remaining 50% of
Mr Voelte’s 2008 LTI VAR allocation (excludes the
Accelerated LTI VARs).
(10) This allocation represents the remaining 50% of
Mr Voelte’s 2009 LTI VAR allocation (excludes the
Accelerated LTI VARs).
(11) Mr Ahmed did not meet the definition of KMP under
AASB 124 for the 2006 and 2007 years. Previous years
comparative figures are not shown..
(12) Mr Della Martina did not meet the definition of KMP
under AASB 124 for previous years but did fall within the
definition for 2008 and 2009. Previous year's comparative
figures are not shown.
(13) Ms Donaghey did not meet the definition of KMP
under AASB 124 for years prior to 2009. Previous years
comparative figures are not shown. A total of 4,208 TSR
tested and 9,109 RTSR tested VPRs were forfeit on
Ms Donaghey's departure on 31 October 2009.
(14) Ms Howell and Mr Santostefano did not meet the
definition of KMP under AASB 124 for the 2006 financial
year but are considered KMP for 2007, 2008 and 2009.
2006 comparative figures are not shown.
(15) Prior years fair values have been appropriately restated to
reflect the terms and conditions.
Table 12c – Time-tested PRs(1)
Name
Allocation date
Vesting Date
Awarded but not
vested
Vested in 2009
Fair value of PR(5)(6)
F Ahmed
M Chatterji
R Cole
L Della Martina
B Donaghey
E Howell
A Kantsler
V Santostefano
November 2007
December 2009(3)
March 2007
December 2009(3)
March 2007
December 2009(3)
March 2007
December 2009(3)
March 2007
March 2007
March 2007
December 2009(3)
March 2007
December 2009(3)
March 2007
December 2009(3)
March 2009
March 2010(2)
March 2011(2)
March 2010
March 2011
March 2009
March 2010
March 2010
March 2009
March 2010
March 2010
March 2009
March 2010
March 2010
March 2009
March 2010
March 2009
March 2010
March 2010
March 2009
March 2010
March 2010
March 2009
March 2010
March 2010
2,030
2,030
17
17
8,756
73
4,004
33
3,725
31
4,656(4)
4,843
40
6,520
54
3,446
29
2,031
8,756
4,004
3,725
4,658
4,843
6,520
3,446
51.41
30.38
28.68
35.49
30.54
34.21
33.22
46.89
34.21
33.22
46.89
34.21
33.22
46.89
34.21
33.22
34.21
33.22
46.89
34.21
33.22
46.89
34.21
33.22
46.89
(1) For valuation purposes all PRs are time tested and are treated as if they will be equity settled, with the exception of Mr Ahmed's PRs which are RTSR tested and are to be settled in cash, as a
result of his international secondment. This fair value is recalculated at the end of every reporting period. In 2008 the fair value was 45.61.
(2) Reflects the fair values of the PRs post peer group modification.
(3 Additional allocation of VPRs to each tranche of granted VPRs, following renounceable equity rights issue by the company.
(4) Ms Donaghey's third tranche of time tested pay rights (4,656) lapsed upon her departure on 31 October 2009.
(5) In accordance with the requirements of AASB 124 Related Party Disclosures, the fair value of rights as at their date of grant has been determined by applying the Binomial or Black Scholes
option pricing technique with the exception of Mr Ahmed as noted in (1). The fair value of rights is amortised over the vesting period, such that ‘Total remuneration’ includes a portion of the
fair value of unvested equity compensation during the year. The amount included as remuneration is not related to or indicative of the benefit (if any) that individual executives may ultimately
realise should these equity instruments vest.
(6) Prior year fair values have been appropriately restated to reflect the terms and conditions.
58
Woodside Petroleum Ltd | Annual Report 2009
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59
Directors' report (continued)
Indemnification and insurance of
directors and officers
The company’s constitution requires the
company to indemnify each director,
secretary, executive officer or employee
of the company or its wholly owned
subsidiaries against liabilities (to the
extent the company is not precluded by
law from doing so) incurred in or arising
out of the conduct of the business of the
company or the discharge of the duties
of any such person. The company has
entered into deeds of indemnity with each
of its directors, secretaries, certain senior
executives, and employees serving as
officers on wholly owned or partly owned
companies of Woodside in terms of the
indemnity provided under the company’s
constitution.
From time to time, Woodside engages its
external auditor, Ernst & Young, to conduct
non-statutory audit work and provide other
services in accordance with Woodside's
External Auditor Guidelines. The terms of
engagement include an indemnity in favour
of Ernst & Young:
against all losses, claims, costs,
expenses, actions, demands,
damages, liabilities or any proceedings
(liabilities) incurred by Ernst & Young
in respect of third party claims arising
from a breach by the Group under the
engagement terms; and
for all liabilities Ernst & Young has to
the Group or any third party as a result
of reliance on information provided by
the Group that is false, misleading or
incomplete.
The company has paid a premium under
a contract insuring each director, officer,
secretary and employee who is concerned
with the management of the company or
its subsidiaries against liability incurred in
that capacity. Disclosure of the nature of
the liability covered by and the amount of
the premium payable for such insurance
is subject to a confidentiality clause under
the contract of insurance. The company
has not provided any insurance for the
external auditor of the company or a body
corporate related to the external auditor.
Non-audit services and auditor
independence declaration
Details of the amounts paid or payable to
the external auditor of the company, Ernst
& Young, for audit and non-audit services
provided during the year are disclosed in
note 32 to the Financial Report.
Based on advice provided by the Audit &
Risk Committee, the directors are satisfied
that the provision of non-audit services
by the external auditor during the financial
year is compatible with the general
standard of independence for auditors
imposed by the Corporations Act for the
following reasons:
all non-audit services were provided in
accordance with Woodside’s External
Auditor Policy and External Auditor
Guidelines; and
all non-audit services were subject to
the corporate governance processes
adopted by the company and have
been reviewed by the Audit & Risk
Committee to ensure that they do not
affect the integrity or objectivity of the
auditor.
Further information on Woodside’s policy
in relation to the provision of non-audit
services by the auditor is set out in section
7 of the Corporate Governance Statement
on page 42.
The auditor independence declaration,
as required under section 307C of the
Corporations Act, is set out on this page
and forms part of this report.
Proceedings on behalf of the company
No proceedings have been brought
on behalf of the company, nor has any
application been made in respect of
the company under section 237 of the
Corporations Act.
Rounding of amounts
The amounts contained in this report
have been rounded to the nearest million
dollars under the option available to the
company under Australian Securities and
Investments Commission Class Order
98/0100 dated 10 July 1998.
Signed in accordance with a resolution of
the directors.
Michael Chaney, AO
Chairman
24 February 2010
Don Voelte
Chief Executive Officer
24 February 2010
Auditor’s Independence
Declaration
In relation to our audit of the financial
report of Woodside Petroleum Ltd for
the year ended 31 December 2009, 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.
Table 14 - Directors’ relevant interests
in Woodside shares as at date
of report.
Ernst & Young
Director
MA Chaney
DR Voelte
E Fraunschiel
A Jamieson
PJMH Jungels
DI McEvoy
D Megat
MA Cilento
I Robertson
Relevant interest
in shares
20,000
133,663
81,930
3,000
9,205
7,511
1,042
-
-
G H Meyerowitz
Partner
Perth
24 February 2010
60
Woodside Petroleum Ltd | Annual Report 2009
2009 Financial Report
Contents
Income statement
Statement of comprehensive income
Statement of financial position
Statement of cash flows
Statement of changes in equity
Notes to and forming part of the financial report
1.
2.
3.
4.
5.
6.
7.
8.
9.
Summary of significant accounting policies
Operating segments
Revenue and expenses
Taxes
Earnings per share
Dividends paid and proposed
Cash and cash equivalents
Receivables
Inventories
10.
Other financial assets
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
Other assets
Exploration and evaluation assets
Oil and gas properties
Other plant and equipment
Payables
Interest-bearing liabilities
Tax payable
Other financial liabilities
Other liabilities
Provisions
Contributed equity
Other reserves
Retained earnings
Assets and liabilities of disposal group classified as
held for sale
Financial and capital risk management
Expenditure commitments
Employee benefits
Key management personnel compensation
Events after the balance sheet date
Related party disclosure
Contingent liabilities
Auditor remuneration
Joint ventures
Associated entities
Subsidiaries
Corporate information
Directors’ declaration
Independent audit report
Shareholder information
62
63
64
65
66
68
68
80
83
85
88
88
89
90
90
90
91
91
92
93
93
94
94
94
94
95
95
96
97
97
98
108
109
118
122
122
123
123
124
125
126
128
129
130
131
61
Income statement
For the year ended 31 December 2009
Revenue from sale of goods
Cost of sales
Gross profit
Other income
Other expenses
Profit before tax and net finance costs
Finance income
Finance costs
Profit before tax
Taxes
Income tax expense
Petroleum Resource Rent Tax (PRRT) expense
Total taxes
Profit after tax
Profit/(loss) attributable to:
Equity holders of the parent
Minority interest
Profit for the year
Consolidated
Parent
Notes
2009
$m
3(a)
3(b)
3(c)
3(d)
3(e)
3(f)
4(a)
2008
$m
5,990
(1,969)
4,021
(222)
(501)
3,298
9
(32)
4,352
(1,877)
2,475
958
(569)
2,864
7
(23)
2,848
3,275
(938)
(92)
(1,030)
1,818
1,824
(6)
1,818
(868)
(621)
(1,489)
1,786
1,786
-
1,786
2009
$m
2008
$m
-
-
-
774
(7)
767
61
-
828
(15)
-
(15)
813
813
-
813
-
-
-
929
(6)
923
7
(28)
902
8
-
8
910
910
-
910
Basic and diluted earnings per share attributable to the equity holders
of the parent (cents)
5
259
260
The accompanying notes form part of the Financial Report.
62
Statement of
comprehensive income
For the year ended 31 December 2009
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
Profit for the year
1,818
1,786
813
910
Other comprehensive income
Net foreign currency translation differences
Net gain/(loss) on hedge of net investment
Income tax (expense)/benefit
Cash flow hedges:
Loss taken to equity
Transferred to income statement
Income tax benefit/(expense)
Net change in fair value of available-for-sale financial assets
Transferred realised gains to other income
Income tax (expense)/benefit
(272)
(272)
366
(110)
256
(11)
(28)
12
(27)
5
-
(5)
-
314
314
(350)
107
(243)
(11)
220
(64)
145
(19)
(23)
18
(24)
Other comprehensive (loss)/income for the year, net of tax
Total comprehensive income for the year
(43)
1,775
192
1,978
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
813
910
Total comprehensive income/(loss) attributable to:
Equity holders of the parent
Minority interest
Total comprehensive income for the year
The accompanying notes form part of the Financial Report.
1,781
(6)
1,775
1,978
-
1,978
813
-
813
910
-
910
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Statement of financial position
As at 31 December 2009
Current assets
Cash and cash equivalents
Receivables
Inventories
Other financial assets
Other assets
Assets of disposal group classified as held for sale
Non-current assets classified as held for sale
Total current assets
Non-current assets
Receivables
Inventories
Other financial assets
Other assets
Exploration and evaluation assets
Oil and gas properties
Other plant and equipment
Deferred tax assets
Total non-current assets
Total assets
Current liabilities
Payables
Interest-bearing liabilities
Tax payable
Other financial liabilities
Other liabilities
Liabilities directly associated with assets of disposal group
classified as held for sale
Provisions
Total current liabilities
Non-current liabilities
Payables
Interest-bearing liabilities
Deferred tax liabilities
Other financial liabilities
Other liabilities
Provisions
Total non-current liabilities
Total liabilities
Net assets
Equity
Issued and fully paid shares
Shares reserved for employee share plans
Other reserves
Retained earnings
Equity attributable to equity holders of the parent
Minority interest
Total equity
The accompanying notes form part of the Financial Report.
64
Notes
7
8(a)
9(a)
10(a)
11(a)
24
13
8(b)
9(b)
10(b)
11(b)
12
13
14
4(d)
15(a)
16(a)
17
18(a)
19(a)
24
20
15(b)
16(b)
4(d)
18(b)
19(b)
20
21(a)
21(b)
22
23
Consolidated
Parent
2008
$m
2009
$m
2008
$m
2009
$m
1,351
563
122
-
73
587
12
2,708
-
49
131
2
1,298
15,510
92
84
17,166
19,874
141
533
108
44
19
-
-
845
-
54
180
12
1,172
12,428
111
127
14,084
14,929
1,328
1,672
-
222
32
18
41
127
1,768
-
5,529
1,488
-
208
505
7,730
9,498
10,376
4,163
(99)
61
5,740
9,865
511
10,376
-
542
-
22
-
127
2,363
-
2,957
1,110
4
292
1,271
5,634
7,997
6,932
2,104
(142)
53
4,690
6,705
227
6,932
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
4,878
2,675
-
-
234
-
-
-
10
5,122
5,122
323
-
122
-
-
-
-
445
208
-
-
-
-
-
208
653
4,469
4,163
(99)
84
321
4,469
-
4,469
-
-
233
-
-
-
-
2,908
2,908
-
-
445
-
-
-
-
445
178
-
-
-
-
-
178
623
2,285
2,104
(142)
41
282
2,285
-
2,285
Statement of cash flows
For the year ended 31 December 2009
Consolidated
Parent
Notes
2009
$m
2008
$m
2009
$m
2008
$m
1,818
1,786
813
910
Cash flows from/(used in) operating activities
Profit after tax for the year
Adjustments for:
Non-cash items
Depreciation and amortisation
Impairment loss
Unrealised foreign exchange (gain)/loss
Defined benefit superannuation plan net actuarial (gain)/loss
Gain on sale of fixed assets
Loss/(gain) on derivative financial instruments
Net finance costs
Dividend income
Tax expense
Other
Changes in assets and liabilities
Increase in trade and other receivables
Increase in inventories
Increase in provisions
(Increase)/decrease in other assets and liabilities
(Decrease)/increase in trade and other payables
1,019
119
(874)
(12)
(12)
69
16
-
1,030
11
(124)
(23)
11
(9)
(27)
969
132
543
39
(19)
(109)
23
-
1,489
45
(9)
(46)
23
92
48
Cash generated from/(used in) operations
3,012
5,006
Amounts received from employees relating to employee share plans
Purchases of shares relating to employee share plans
Interest received
Dividends received
Interest paid
Income tax paid
Petroleum Resource Rent Tax paid
Net cash from/(used in) operating activities
Cash flows used in investing activities
Payments for capital and exploration expenditure
Proceeds from sale of/(payments for) investments in controlled entities
Proceeds from sale of exploration and evaluation assets
Proceeds from sale of oil and gas properties
Payments for restorations
Net cash used in investing activities
Cash flows from/(used in) financing activities
Proceeds from borrowings
Payment to cash reserve
Proceeds from subsidiary shares issued to minority interest
Advances (to)/from controlled entities
Proceeds from rights issues
Proceeds from underwriters of Dividend Reinvestment Plan (DRP)
Dividends paid (net of DRP)
Dividends paid outside of DRP
Net cash from/(used in) financing activities
Net increase in cash held
Cash and cash equivalents at the beginning of the year
Effects of exchange rate changes on the balances of cash held in
foreign currencies
Cash and cash equivalents at the end of the year
7
The accompanying notes form part of the Financial Report.
55
(12)
5
5
(172)
(838)
(196)
1,859
30
(35)
9
5
(46)
(1,009)
(176)
3,784
(6,022)
(4,799)
-
22
1
(7)
102
32
100
(3)
(6,006)
(4,568)
3,771
-
290
-
1,293
368
(368)
-
5,354
1,207
141
(2)
1,346
1,060
(31)
152
-
-
254
(254)
(378)
803
19
138
(16)
141
-
-
-
-
-
-
(61)
(774)
15
1
-
-
-
-
-
(6)
54
(12)
61
774
-
(837)
-
34
-
(2)
-
-
-
(2)
-
-
-
(1,325)
1,293
-
-
-
(32)
-
-
-
-
-
-
-
-
-
-
21
(929)
(8)
-
-
-
-
-
-
(6)
30
(35)
7
929
(29)
(994)
-
(98)
-
(5)
-
-
-
(5)
-
-
-
481
-
-
-
(378)
103
-
-
-
-
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Statement of changes in equity
For the year ended 31 December 2009
Issued and
fully paid
shares
(Note 21(a))
Shares
reserved for
employee
share plans
(Note 21
(b))
$m
1,553
$m
(137)
Consolidated
Balance at 1 January 2008
Profit for the year
Other comprehensive income
Total comprehensive income for the
year
-
-
-
Dividend Reinvestment Plan
551
Shares issued
Disposal to minority interest
Employee share plan purchases
Employee share plan redemptions
Dividends applied
Share-based payments
Dividends paid
-
-
-
-
-
-
-
-
-
-
-
-
-
(38)
29
4
-
-
Balance at 31 December 2008
2,104
(142)
Balance at 1 January 2009
2,104
(142)
Profit for the year
Other comprehensive income
Total comprehensive income for the
year
Dividend Reinvestment Plan
Shares issued
Subsidiary shares issued to minority
interest
Employee share plan purchases
Employee share plan redemptions
Dividends applied
Share-based payments
Dividends paid
-
-
-
774
1,285
-
-
-
-
-
-
-
-
-
-
-
-
(11)
51
3
-
-
Balance at 31 December 2009
4,163
(99)
The accompanying notes form part of the Financial Report.
Other
reserves
(Note 22)
Retained
earnings
(Note 23)
Equity
holders of
the parent
Minority
interest
Total
equity
$m
(155)
-
192
192
-
-
-
-
-
-
16
-
53
53
-
(43)
(43)
-
-
-
-
-
-
51
-
61
$m
3,833
1,786
-
1,786
-
-
-
-
-
-
-
(929)
4,690
4,690
1,824
-
1,824
-
-
-
-
-
-
-
$m
5,094
1,786
192
1,978
551
-
-
(38)
29
4
16
(929)
6,705
6,705
1,824
(43)
1,781
774
1,285
-
(11)
51
3
51
(774)
5,740
(774)
9,865
$m
-
-
-
-
-
-
227
-
-
-
-
-
227
$m
5,094
1,786
192
1,978
551
-
227
(38)
29
4
16
(929)
6,932
227
6,932
(6)
-
(6)
-
-
290
-
-
-
-
-
1,818
(43)
1,775
774
1,285
290
(11)
51
3
51
(774)
511
10,376
66
Statement of changes in equity
For the year ended 31 December 2009
Issued and
fully paid
shares
(Note 21(a))
Shares
reserved for
employee
share plans
(Note 21(b))
Other
reserves
(Note 22)
Retained
earnings
(Note 23)
Total
equity
Parent
$m
$m
$m
$m
$m
Balance at 1 January 2008
1,553
(137)
38
301
1,755
Profit for the year
Other comprehensive income
Total comprehensive income for the year
Dividend Reinvestment Plan
Shares issued
Employee share plan purchases
Employee share plan redemptions
Dividends applied
Share-based payments
Dividends paid
-
-
-
551
-
-
-
-
-
-
-
-
-
-
-
(38)
29
4
-
-
Balance at 31 December 2008
2,104
(142)
Balance at 1 January 2009
2,104
(142)
Profit for the year
Other comprehensive income
Total comprehensive income for the year
Dividend Reinvestment Plan
Shares issued
Employee share plan purchases
Employee share plan redemptions
Dividends applied
Share-based payments
Dividends paid
-
-
-
774
1,285
-
-
-
-
-
Balance at 31 December 2009
4,163
The accompanying notes form part of the Financial Report.
-
-
-
-
-
(11)
51
3
-
-
(99)
-
-
-
-
-
-
-
-
3
-
41
41
-
-
-
-
-
-
-
-
43
-
84
910
-
910
-
-
-
-
-
-
(929)
282
282
813
-
813
-
-
-
-
-
-
(774)
321
910
-
910
551
-
(38)
29
4
3
(929)
2,285
2,285
813
-
813
774
1,285
(11)
51
3
43
(774)
4,469
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Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
1. Summary of significant accounting policies
(a) Basis of preparation
The Financial Report is a general purpose financial report, which has been prepared in accordance with the requirements
of the Corporations Act, Australian Accounting Standards and other authoritative pronouncements of the Australian
Accounting Standards Board.
The Financial Report has been prepared on a historical cost basis, except for derivative financial instruments and certain
other financial assets, which have been measured at fair value.
The Financial Report is presented in Australian dollars. The amounts contained in this report have been rounded to the
nearest million dollars under the option available to the Group under Australian Securities and Investments Commission
Class Order 98/0100 dated 10 July 1998, unless otherwise stated.
The Financial Report was authorised for issue in accordance with a resolution of the directors on 24 February 2010.
The nature of the operations and principal activities of the Group are described in the Directors' Report.
Apart from changes in accounting policies noted below, the accounting policies adopted are consistent with those
disclosed in the Annual Financial Report for the year ended 31 December 2008. Certain comparative information has been
reclassified to be presented on a consistent basis with the current year's presentation.
Changes in accounting policy and disclosure
The adoption of new and amending Australian Accounting Standards and Interpretations mandatory for annual periods
beginning on or after 1 January 2009 did not result in any significant changes to the accounting policies. The impact of
new and amending Standards and Interpretations on the financial statements is as follows:
•
•
•
Presentation of Financial Statements (revised). The revised Standard separates owner and non-owner
AASB 101
changes in equity and requires a statement of comprehensive income to be prepared which discloses all changes
in equity during a period resulting from non-owner transactions. The Group has elected to present comprehensive
income using the two statement approach;
Operating Segments. The Standard replaces AASB 114 Segment Reporting and requires a management
AASB 8
approach to be used for segment reporting and also replaces the requirement to determine primary (business)
and secondary (geographical) reporting segments of the Group. This approach identifies operating segments by
reference to internal reports that are evaluated regularly by the chief operating decision maker in deciding how to
allocate resources and in assessing performance. The Group concluded that the operating segments determined in
accordance with AASB 8 are the same as the business segments reported under AASB 114; and
Financial Instruments: Disclosure. The amended Standard requires disclosures about fair value
AASB 7
measurement and liquidity risk. Fair value measurements related to all financial instruments recognised and
measured at fair value are to be disclosed by source of inputs using a three level fair value hierarchy by class. The
amendments also clarify the requirements for liquidity risk disclosures with respect to derivative transactions and
assets used for liquidity management. The fair value measurement disclosures are presented in Note 25(h). The
liquidity risk disclosures are not significantly impacted by the amendments and are presented in Note 25(c).
(b) Statement of compliance
The Financial Report complies with Australian Accounting Standards and International Financial Reporting Standards, as
issued by the International Accounting Standards Board.
(c) Basis of consolidation
The consolidated financial statements comprise the financial statements of the Group as at 31 December each year.
Subsidiaries are consolidated from the date on which control is transferred to the Group and cease to be consolidated
from the date at which control is transferred out of the Group.
At acquisition, the assets, liabilities and contingent liabilities of a subsidiary are measured at their fair values in accordance
with the purchase method of accounting. Any excess of the cost of acquisition over the fair values of the identifiable net
assets acquired is recognised as goodwill.
The financial statements of subsidiaries are prepared for the same reporting period as the parent company, using
consistent accounting policies. All intercompany balances and transactions, including unrealised profits and losses arising
from intra-group transactions, have been eliminated in full.
A change in ownership of a subsidiary that does not result in a loss of control is accounted for as an equity transaction.
68
Notes to and forming part
of the financial report
For the year ended 31 December 2009
1. Summary of significant accounting policies (continued)
(c) Basis of consolidation (continued)
Investments in subsidiaries are carried at cost less impairment charges in the separate financial statements of the parent
company.
Dividends received from subsidiaries are recorded as other income in the separate income statement of the parent
company and do not impact the recorded cost of investment. The parent company will assess whether any indicators of
impairment of the carrying amount of the investment in the subsidiary exist. Where such indicators exist, to the extent
that the carrying amount of the investment exceeds its recoverable amount, an impairment loss is recognised.
Minority interests are allocated their share of the net profit after tax in the consolidated income statement, their share of
other comprehensive income, net of tax in the statement of comprehensive income and are presented within equity in
the statement of financial position, separately from parent shareholders’ equity.
(d) Revenue
Revenue is recognised and measured at the fair value of consideration received or receivable to the extent that it is
probable that the economic benefits will flow to the Group and the revenue can be reliably measured.
Product revenue
Revenue earned from the sale of oil, gas and condensate produced is recognised when the risks and rewards of
ownership of the product are transferred to the customer. This policy is applied to the Group’s different operating
arrangements as follows:
•
•
•
•
revenue earned under a lease or licence conferring ownership rights to production in which the Group has a working
interest with other producers, is recognised in earnings on the basis of the Group’s interest in the relevant lease
or licence (‘entitlements’ method). Revenue is not reduced for royalties and other taxes payable from production,
except where royalties are payable ’in kind’;
revenue from ‘take or pay’ contracts is recognised in earnings when the product has been drawn by the customer
or recorded as unearned revenue when not drawn by the customer;
revenue earned under a risk service contract is recognised when the Group has a legally enforceable entitlement to
the proceeds; and
revenue earned under a production sharing contract is recognised on the basis of the Group’s share of oil, gas or
condensate allocated to the contractor party or parties under the contract.
Interest revenue
Interest revenue is recognised as interest accrues, using the ‘effective interest’ method, which is the rate that exactly
discounts estimated future cash receipts through the expected life of the financial instrument.
Dividend revenue
Dividend revenue is recognised when the right to receive payment is established.
(e)
Exploration and evaluation
Expenditure on exploration and evaluation is accounted for in accordance with the ‘area of interest’ method. The Group’s
application of the accounting policy for the cost of exploring and of evaluating discoveries is closely aligned to the US
GAAP-based ‘successful efforts’ method.
Exploration licence acquisition costs are capitalised and subject to half-yearly impairment testing.
All exploration and evaluation expenditure, including general permit activity, geological and geophysical costs and new
venture activity costs, is expensed as incurred except where:
•
•
the expenditure relates to an exploration discovery that, at the reporting date, has not been recognised as an area
of interest, as assessment of the existence or otherwise of economically recoverable reserves is not yet complete;
or
an area of interest is recognised, and it is expected that the expenditure will be recouped through successful
exploitation of the area of interest, or alternatively, by its sale.
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Notes to and forming part
of the financial report
For the year ended 31 December 2009
1. Summary of significant accounting policies (continued)
(e)
Exploration and evaluation (continued)
The costs of drilling exploration wells are initially capitalised pending the results of the well. Costs are expensed where
the well does not result in the successful discovery of economically recoverable hydrocarbons and the recognition of an
area of interest. Areas of interest are recognised at the field level. Subsequent to the recognition of an area of interest, all
further evaluation costs relating to that area of interest are capitalised.
Each potential or recognised area of interest is reviewed half-yearly to determine whether economic quantities of reserves
have been found, or whether further exploration and evaluation work is underway or planned to support the continued
carry forward of capitalised costs.
Upon approval for the commercial development of an area of interest, accumulated expenditure for the area of interest is
transferred to oil and gas properties.
The recoverability of the carrying amount of the exploration and evaluation assets is dependent on successful
development and commercial exploitation, or alternatively, sale of the respective areas of interest.
Where a potential impairment is indicated, assessment is performed for each area of interest to which the exploration and
evaluation expenditure is attributed. To the extent that capitalised expenditure is not expected to be recovered it is charged
to the income statement.
In the statement of cash flows, those cash flows associated with capitalised exploration and evaluation expenditure are
classified as cash flows used in investing activities. Exploration and evaluation expenditure expensed is classified as cash
flows used in operating activities.
(f) Oil and gas properties
Oil and gas properties are carried at cost and include construction, installation or completion of production and
infrastructure facilities such as pipelines and platforms, capitalised borrowing costs, transferred exploration and
evaluation assets, development wells, and the cost of dismantling and restoration.
Subsequent capital costs, including major maintenance, are included in the asset’s carrying amount only when it is
probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be
measured reliably. Otherwise costs are charged to the income statement during the financial period in which they are
incurred.
(g) Other plant and equipment
Other plant and equipment is stated at cost less accumulated depreciation and any impairment in value.
(h) Depreciation and amortisation
Oil and gas properties and other plant and equipment are depreciated to their estimated residual values at rates based on
their expected useful life. The major categories of assets are depreciated as follows:
Category
Method
Estimated useful
lives (years)
Oil and gas properties
Land
Buildings
Not depreciated
Straight line over useful life
Transferred exploration and evaluation assets and
offshore plant and equipment
Units-of-production basis over proved plus
probable reserves
Onshore plant and equipment
Straight line over the lesser of useful life and
the life of proved plus probable reserves
Marine vessels
Other plant and equipment
Straight line over useful life
Straight line over useful life
-
40
5-50
5-50
10-40
5-15
70
Notes to and forming part
of the financial report
For the year ended 31 December 2009
1. Summary of significant accounting policies (continued)
(i)
Impairment of assets
The carrying amounts of all assets, other than inventory, financial assets and deferred tax assets, are reviewed half-yearly
to determine whether there is indication of an impairment loss. If any such indication exists, the asset’s recoverable
amount is estimated.
For any asset that does not generate largely independent cash flows, the recoverable amount is determined for the
cash generating unit to which the asset belongs. If the carrying amount of an asset (or cash generating unit) exceeds its
recoverable amount, the asset (or cash generating unit) is written down. Generally, the Group evaluates its oil and gas
properties on a field-by-field basis.
The recoverable amount of an asset is determined as the higher of its value in use and fair value less cost to sell. Value in use
is determined by estimating future cash flows after taking into account the risks specific to the asset and discounting them
to their present value using a pre-tax discount rate that reflects current market assessment of the time value of money.
Where an impairment loss subsequently reverses, the carrying amount of the asset (or cash generating unit) is increased
to the revised estimate of its recoverable amount, but 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 amortisation, if no impairment loss had been
recognised.
(j) Non-current assets and disposal groups held for sale and discontinued operations
Non-current assets and disposal groups that are expected to be recovered primarily through a sale transaction rather than
through continuing use, are classified as held for sale and measured at the lower of their carrying amount and fair value
less cost to sell. They are not depreciated or amortised. To be classified as held for sale, an asset or disposal group 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 to its fair value less cost to
sell. Impairment losses on initial classification as held for sale and subsequent gains or losses on remeasurement are
recognised in the income statement. Gains are not recognised in excess of any cumulative impairment loss.
(k) Derivative financial instruments and hedge accounting
The Group uses derivative financial instruments such as swaps, options, futures and forward contracts to hedge its risks
associated with commodity price, interest rate and foreign currency fluctuations.
Derivatives are initially recognised at fair value on the date a derivative contract is entered into and are subsequently
remeasured to their fair value in line with market fluctuations. The unrealised gain or loss on remeasurement is
immediately recognised in the income statement, except where hedge accounting applies. The fair values of derivative
financial instruments that are traded on an active market are based on quoted market prices at the balance sheet date.
The fair values of financial instruments not traded on an active market are determined using a valuation technique based
on cash flows discounted to present value using current market interest rates.
Hedge accounting
When a derivative is designated as a hedge for accounting purposes, the relationship between the derivative and the
hedged item is documented, as is its risk management objective and strategy for undertaking the hedge transaction. Also
documented is the assessment, both at hedge inception and on an ongoing basis, of whether the derivatives that are
used in hedging transactions have been, and will continue to be, highly effective in offsetting changes in fair values or cash
flows of hedged items.
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Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
1. Summary of significant accounting policies (continued)
(k) Derivative financial instruments and hedge accounting (continued)
For the purposes of hedge accounting, hedges are classified and accounted for as follows:
Hedge type and risk
Fair value hedge
Accounting treatment
Exposure to changes in the fair value of
a recognised asset, liability or committed
transaction
Changes in fair value of derivatives that are designated and qualify as fair
value hedges are recorded in the income statement, together with any
changes in the fair value of the hedged risk that are attributable to the
asset, liability or committed transaction.
Cash flow hedge
Exposure to variability in cash flows
associated with a highly probable
forecasted transaction or a committed
foreign currency transaction
Hedge of net investment
Exposure to changes in the net assets of
foreign operations from foreign exchange
movements
The effective portion of changes in the fair value of derivatives is
recognised in equity in the hedging reserve. The gain or loss relating to any
ineffective portion is recognised in the income statement immediately.
Amounts accumulated in equity are taken to the income statement in the
periods when the hedged item affects income, for instance, when the
forecast sale that is hedged takes place.
The accounting treatment is substantially similar to a cash flow hedge.
Hedge accounting is discontinued when the hedging instrument expires, no longer qualifies for hedge accounting or is
terminated. At that point in time, any cumulative gain or loss on the hedging instrument recognised in equity remains in
equity until the forecasted transaction occurs.
If a hedged transaction is no longer expected to occur, the net cumulative gain or loss recognised in equity is transferred
to the income statement for the year.
Embedded derivatives
Derivatives embedded in the Group’s contracts that change the nature of a host contract’s risk and are not clearly and
closely related to the host contract, are initially recognised at fair value on the date the contract is entered into, with
subsequent fair value movements reported in the income statement.
(l)
Provision for restoration
The Group records the present value of the estimated cost of legal and constructive obligations to restore operating
locations in the period in which the obligation arises. The nature of restoration activities includes the removal of facilities,
abandonment of wells and restoration of affected areas.
A restoration provision is recognised and updated at different stages of the development and construction of a facility and
then reviewed on an annual basis. When the liability is initially recorded, the estimated cost is capitalised by increasing
the carrying amount of the related exploration and evaluation assets or oil and gas properties. Over time, the liability is
increased for the change in the present value based on a pre-tax discount rate appropriate to the risks inherent in the
liability. The unwinding of the discount is recorded as an accretion charge within finance costs. The carrying amount
capitalised in oil and gas properties is depreciated over the useful life of the related asset (refer to Note 1(h)).
Costs incurred that relate to an existing condition caused by past operations and do not have a future economic benefit
are expensed.
Changes in accounting estimates
During the year, the Group re-evaluated its estimate of the costs to restore operating facilities, taking into account
changes in the method of restoration. The change in estimate associated with the change in the method of restoration
resulted in a decrease to the provision for restoration of $779 million and a decrease in the related assets of $779 million.
72
Notes to and forming part
of the financial report
For the year ended 31 December 2009
1. Summary of significant accounting policies (continued)
(m) Joint ventures
The Group’s interests in jointly controlled assets are accounted for by recognising its proportionate share in assets and
liabilities from joint ventures, except where as operator Woodside takes on the role as independent contractor. In these
instances, receivables and payables relating to jointly controlled operations are brought to account on a gross basis.
Joint venture expenses and the Group’s entitlement to production are recognised on a pro rata basis according to the
Group’s joint venture interest.
Investments in jointly controlled entities, where the Group has significant influence, but not control, are accounted for
using the equity method of accounting. Under the equity method, the cost of the investment is adjusted by the post-
acquisition changes in the Group's share of the net assets of the venture.
(n) Borrowing costs
Borrowing costs incurred for the acquisition or construction of qualifying assets are capitalised during the period of time
that is required to complete and prepare the asset for its intended use or sale. Assets are considered to be qualifying
assets when this period of time is substantial (greater than 12 months).
The interest rate used to determine the amount of borrowing costs to be capitalised is the weighted average interest rate
applicable to the Group’s outstanding borrowings during the period.
(o)
Foreign currency
The functional currency and presentation currency of Woodside Petroleum Ltd and the majority of its Australian
subsidiaries is Australian dollars (A$).
Translation of foreign currency transactions
Transactions in foreign currencies are initially recorded in the functional currency of the transacting entity at the exchange
rates ruling at the date of transaction. Monetary assets and liabilities denominated in foreign currencies at the balance
sheet date are translated at the rates of exchange ruling at that date. Exchange differences in the consolidated financial
statements are taken to the income statement, with the exception of differences on foreign currency borrowings that
provide an effective hedge against a net investment in subsidiaries with a functional currency other than Australian dollars.
These are taken directly to the foreign currency translation reserve until the disposal of the net investment, at which time
they are recognised in the income statement.
Translation of the financial results of foreign operations
Foreign subsidiaries and some Australian subsidiaries have a functional currency other than Australian dollars (usually US
dollars) as a result of the economic environment in which they operate. As at the reporting date, the assets and liabilities
of these subsidiaries are translated into the presentation currency of the Group at the rate of exchange ruling at the
balance sheet date. The income statements are translated at the average exchange rates for the reporting period, or at the
exchange rates ruling at the date of the transactions. Exchange differences arising on translation are taken to the foreign
currency translation reserve.
On disposal of a subsidiary with a functional currency other than Australian dollars, the deferred cumulative amount
recognised in the foreign currency translation reserve relating to that particular subsidiary is recognised in the income
statement.
Hedge transactions
Derivatives and other financial instruments are used to hedge foreign exchange risk relating to certain transactions (refer
to Note 1(k)).
(p)
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 the arrangement conveys a right to use the asset.
Assets held under leases that transfer to the Group substantially all the risks and rewards of ownership of the leased
asset, are classified as finance leases. Finance leases are capitalised at the inception of the lease, at the lower of the fair
value of the leased asset and the present value of the minimum lease payments.
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Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
1. Summary of significant accounting policies (continued)
(p)
Leases (continued)
Lease payments are apportioned between the finance charges and reduction of the lease liability so as to achieve a
constant rate of interest on the remaining balance of the liability. Finance charges are recognised in the income statement
over the lease term.
Capitalised leased assets are depreciated over the shorter of the estimated useful life of the asset and the lease term.
Operating lease assets are not capitalised and payments are recognised in the income statement as an expense over
the lease term. Lease incentives received are recognised in the income statement as an integral part of the total lease
expense.
(q) Cash and cash equivalents
Cash and cash equivalents in the statement of financial position comprise cash at bank and short-term deposits with an
original maturity of three months or less. Cash and cash equivalents are stated at face value in the statement of financial
position.
For the purposes of the statement of cash flows, cash and cash equivalents are reported net of outstanding bank
overdrafts.
(r)
Trade and other receivables
Trade and other receivables, including receivables from related parties, are initially recognised at fair value and
subsequently measured at amortised cost less an allowance for uncollectable amounts. Collectability and impairment are
assessed on a regular basis. Subsequent recoveries of amounts previously written off are credited against other expenses
in the income statement.
(s)
Inventories
Inventories include hydrocarbon stocks, consumable supplies and maintenance spares. Inventories are valued at the
lower of cost and net realisable value. Cost is determined on a weighted average basis and includes direct costs and an
appropriate portion of fixed and variable production overheads where applicable. Inventories determined to be obsolete or
damaged are written down to net realisable value.
(t)
Investments
Investments are classified as either available-for-sale or held for trading, and are initially recognised at fair value plus, in the
case of investments not held for trading, any directly attributable transaction costs.
After initial recognition, investments are remeasured to fair value. Changes in the fair value of available-for-sale
investments are recognised as a separate component of equity until the investment is sold, collected or otherwise
disposed of, or until the investment is determined to be impaired, at which time the cumulative change in fair value
previously reported in equity is included in earnings. Changes in the fair value of held for trading investments are
recognised in the income statement.
For investments that are actively traded in organised financial markets, fair value is determined by reference to stock
exchange quoted market bid prices at the close of business on the balance sheet date. Where investments are not
actively traded, fair value is established by using other market accepted valuation techniques.
(u)
Investments in associates
The Group’s investments in its associates are accounted for using the equity method of accounting in the consolidated
financial statements. An associate is an entity in which the Group has significant influence and is neither a subsidiary nor
a joint venture.
The financial statements of associates, prepared for the same reporting period as the Group and applying consistent
accounting policies, are used by the Group to apply the equity method. The investment in the associate is carried in the
consolidated statement of financial position at cost plus post-acquisition changes in the Group’s share of net assets of
the associate, less any impairment in value. The income statement reflects the Group’s share of the associate’s after tax
profit or loss from operations.
Where there has been a change recognised directly in the associate’s equity, the Group recognises its share of any
changes and discloses this, when applicable, in the consolidated statement of changes in equity.
74
Notes to and forming part
of the financial report
For the year ended 31 December 2009
1. Summary of significant accounting policies (continued)
(v)
Employee provisions
Provision is made for employee benefits accumulated as a result of employees rendering services up to the end of the
reporting period. These benefits include wages and salaries, annual leave and long service leave.
Liabilities in respect of employee services rendered that are not due to be settled within one year are recognised in the
statement of financial position and measured at the present value of the estimated future cash outflow to be made to the
employee using the projected unit credit method. In determining the present value of future cash outflows, consideration
is given to expected future wage and salary levels, experience of employee departures, and periods of service. Expected
future payments are discounted using appropriate discount rates. Liabilities expected to be settled within twelve months
of the reporting date are measured at the amount expected to be paid.
(w) Share-based payments
Equity-settled transactions
The Group provides benefits to its employees (including key management personnel) in the form of share-based
payments, whereby employees render services for shares (equity-settled transactions). The cost of equity-settled
transactions with employees is measured by reference to the fair value of the equity instruments at the date at which they
are granted. The fair value is determined by using a Binomial or Black-Scholes option pricing technique combined with a
Monte Carlo simulation methodology, where relevant. The cost of equity-settled transactions is recognised, together with
a corresponding increase in equity, over the period in which the vesting conditions are fulfilled (the vesting period), ending
on the date on which the relevant employees become fully entitled to the award (the vesting date).
At each subsequent reporting date until vesting, the cumulative charge to the income statement is the result of:
•
•
the grant date fair value of the award;
the current best estimate of the number of awards that will vest, taking into account the likelihood of employee
turnover; and
•
the expired portion of the vesting period.
The charge to the income statement for the year is the cumulative amount as calculated above less the amounts charged
in the previous years. There is a corresponding entry to equity.
Until an award has vested, any amounts recorded are contingent and will be adjusted if more or fewer awards vest than
were originally anticipated.
An additional expense is recognised for any modification that increases the total fair value of the share-based payment
arrangement, or is otherwise beneficial to the employee, as measured at the date of modification.
If an equity-settled award is cancelled, it is treated as if it had vested on the date of cancellation, and any expense not yet
recognised for the award is recognised immediately.
Shares in the Group reacquired on-market are classified and disclosed as reserved shares and deducted from equity. No
gain or loss is recognised in the income statement on the purchase, sale, issue or cancellation of the Group's own equity
instruments.
Cash-settled transactions
The Group provides benefits to employees who have been on international assignment or secondment at any time during
the vesting period in the form of cash-settled share-based payments. Employees render services in exchange for cash
amounts which are determined by reference to the price of the shares of Woodside Petroleum Ltd.
The ultimate cost of these cash-settled share-based payments will be equal to the actual cash paid to the employees
which will be the fair value at settlement date. The cumulative cost recognised until settlement is held as a liability. All
changes in the liability are recognised in the income statement for the year.
The fair value of the liability is determined, initially and at each reporting date until it is settled, by using a Binomial or Black-
Scholes option pricing technique combined with a Monte Carlo simulation methodology, where relevant.
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Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
1. Summary of significant accounting policies (continued)
(x) Retirement benefits
All employees of the Group’s Australian entities are entitled to benefits under the Group’s superannuation plan due to
retirement, disability or death. The Group has a defined benefit component and a defined contribution component within
the plan. The defined benefit section of the plan is closed to new members.
The defined benefit component provides defined lump sum benefits based on years of service and final average salary.
The cost of providing benefits under the defined benefit plan is determined using the projected unit credit actuarial
valuation method. A liability or asset in respect of the defined benefit component of the superannuation plan is recognised
in the statement of financial position and is measured at the present value of the defined benefit obligation at the
reporting date less the fair value of the superannuation fund’s assets at that date. The defined benefit obligation includes
actuarial estimates of future variables such as employee turnover and the plan’s rate of return.
The cost of the defined benefit component is charged to the income statement systematically over the employee’s
service life.
Gains and losses arising from changes in actuarial estimates are recognised immediately as income or expense in the
income statement.
The defined contribution component receives fixed contributions from Group companies and the Group’s legal or
constructive obligation is limited to these contributions. Contributions to the defined contribution fund are recognised as
an expense as incurred.
(y) Financial liabilities
Borrowings are initially recognised at fair value less transaction costs. Borrowings are subsequently carried at amortised
cost, except for those designated in a fair value hedge relationship as described previously. Any difference between the
proceeds received and the redemption amount is recognised in the income statement over the period of the borrowings
using the effective interest method.
Trade and other payables are carried at amortised cost when goods and services are received, whether or not billed to the
Group.
Dividends payable are recognised when declared by the Group.
(z)
Tax
Income tax
Income tax expense on the profit or loss for the year comprises current and deferred tax expense.
Current tax expense is the expected tax payable on the taxable income for the year and any adjustment to tax payable in
respect of previous years.
Temporary differences arise between the tax bases of assets and liabilities and their carrying amounts in the financial
statements. Deferred tax expense is determined based on changes in temporary differences.
Deferred tax liabilities are recognised for taxable temporary differences. Deferred tax assets are recognised for deductible
temporary differences, unused tax losses and unused tax credits only if it is probable that sufficient future taxable
income will be available to utilise those temporary differences and losses. Such deferred tax liabilities and assets are
not recognised if the temporary difference arises from goodwill or from the initial recognition (other than in a business
combination) of other assets and liabilities in a transaction that affects neither the taxable profit nor the accounting profit
or from investments in subsidiaries and associates and interests in joint ventures, to the extent that the Group is able to
control the reversal of the temporary difference and the temporary difference is not expected to reverse in the foreseeable
future.
The carrying amount of deferred tax assets is reviewed at the end of each reporting period and reduced to the extent that
it is no longer probable that sufficient taxable profits will be available to allow all or part of the asset to be recovered.
Deferred tax assets and liabilities are measured at the tax rates that are expected to apply in the period in which the
liability is settled or the asset is realised, based on tax rates (and tax laws) that have been enacted or substantially enacted
by the end of the reporting period.
Deferred tax assets and liabilities are offset when there is a legally enforceable right to set off current tax assets against
current tax liabilities and when they relate to income taxes levied by the same taxation authority and the Group intends to
settle its current tax assets and liabilities on a net basis.
Current and deferred tax expenses are recognised in the income statement, except to the extent that they relate to items
recognised directly in equity, in which case they are recognised in equity.
76
Notes to and forming part
of the financial report
For the year ended 31 December 2009
1. Summary of significant accounting policies (continued)
(z)
Tax (continued)
Tax consolidation
The parent and its wholly owned Australian controlled entities have elected to enter into tax consolidation, with Woodside
Petroleum Ltd as the head entity of the tax consolidated group.
The tax expense/income, deferred tax liabilities and deferred tax assets arising from temporary differences of the
members of the tax consolidated group are recognised in the separate financial statements of the members of the tax
consolidated group, using the ‘stand alone’ approach.
Petroleum Resource Rent Tax (PRRT)
PRRT is considered, for accounting purposes, to be a tax based on income. Accordingly, current and deferred PRRT
expense is measured and disclosed on the same basis as income tax.
(aa) Goods and Services Tax (GST)
Revenue, expenses and assets are recognised net of GST except where the GST incurred on a purchase of goods
and services is not recoverable from the taxation authority, in which case the GST is recognised as part of the cost of
acquisition of the asset or as part of the expense item.
The net amount of GST recoverable from or payable to the taxation authority is included as part of receivables or payables
in the statement of financial position.
Cash flows are included in the statement of cash flows on a gross basis and the GST component of cash flows arising
from investing and financing activities that is recoverable from, or payable to the taxation authority is classified as an
operating cash flow.
(ab) Royalties and excise duty
Royalties and excise duty under existing regimes are considered to be production-based taxes and are therefore accrued
on the basis of the Group’s entitlement to physical production.
(ac)
Issued capital
Ordinary share capital is classified as equity and recorded at the value of consideration received. The costs of issuing
shares are charged against share capital.
(ad) Critical accounting estimates, assumptions and judgements
In applying the Group’s accounting policies, management continually evaluates judgements, estimates and assumptions
based on experience and other factors, including expectations of future events that may have an impact on the Group.
All judgements, estimates and assumptions made are believed to be reasonable based on the most current set of
circumstances available to management. Actual results may differ from those judgements, estimates and assumptions.
Significant judgements, estimates and assumptions made by management in the preparation of these financial
statements are outlined below.
(i)
Critical accounting estimates and assumptions
(1)
Impairment of assets
In determining the recoverable amount of assets, in the absence of quoted market prices, estimates are
made regarding the present value of future cash flows. For oil and gas properties, expected future cash flow
estimation is based on reserves, future production profiles, commodity prices and costs.
(2) Restoration obligations
The Group estimates the future removal costs of offshore oil and gas platforms, production facilities,
wells and pipelines at different stages of the development and construction of assets or facilities. In most
instances, removal of assets occurs many years into the future. This requires judgemental assumptions
regarding removal date, future environmental legislation, the extent of reclamation activities required, the
engineering methodology for estimating cost, future removal technologies in determining the removal cost,
and liability specific discount rates to determine the present value of these cash flows. For more detail
regarding the policy in respect of provision for restoration refer to Note 1(l).
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Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
1. Summary of significant accounting policies (continued)
(ad) Critical accounting estimates, assumptions and judgements (continued)
(3) Reserve estimates
Estimation of reported recoverable quantities of proven and probable reserves include judgemental
assumptions regarding commodity prices, exchange rates, discount rates, and production and transportation
costs for future cash flows. It also requires interpretation of complex geological and geophysical models
in order to make an assessment of the size, shape, depth and quality of reservoirs, and their anticipated
recoveries. The economic, geological and technical factors used to estimate reserves may change from
period to period.
Changes in reported reserves can impact asset carrying values, the provision for restoration and the
recognition of deferred tax assets due to changes in expected future cash flows. Reserves are integral to the
amount of depreciation, amortisation and impairment charged to the income statement. Reserve estimates
are prepared in accordance with Woodside’s Hydrocarbon Resource Inventory Management Process and
guidelines prepared by the Society of Petroleum Engineers.
(ii) Critical judgements in applying the Group’s accounting policies
(1)
Exploration and evaluation
The Group’s accounting policy for exploration and evaluation assets is set out in Note 1(e). The application
of this policy requires management to make certain estimates and assumptions as to future events and
circumstances, in particular, 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 expenditure under the policy, the Group concludes that it is unlikely to recover the expenditure by
future exploitation or sale, then the relevant capitalised amount will be written off to the income statement.
(2) United States of America deferred tax asset
The Group has recognised a net deferred tax asset in respect of tax losses and temporary differences
associated with its operations in the United States of America. In accordance with the recognition criteria
outlined in AASB 112 Income Taxes, the Group has exercised its judgement in deciding that it is probable that
sufficient future taxable income will be available to utilise the deferred tax assets.
78
Notes to and forming part
of the financial report
For the year ended 31 December 2009
1. Summary of significant accounting policies (continued)
(ae) New Accounting Standards issued but not yet effective
The following new Standards have a potential impact on the Financial Report but have an effective date after the financial
reporting date.
Title
Application date
of the standard
Summary
AASB 3 Business Combinations (revised
2008), AASB 127 Consolidated and
Separate Financial Statements (revised
2008) and AASB 2008-3 Amendments to
Australian Accounting Standards arising
from AASB 3 and AASB 127
1 July 2009
AASB 9 Financial Instruments
1 January 2013
AASB 2008-6 Further Amendments to
Australian Accounting Standards arising
from the Annual Improvements Process
1 July 2009
AASB 2008-8 Amendments to Australian
Accounting Standards - Eligible Hedged
Items (AASB 139)
1 July 2009
AASB 2009-4 Amendments to Australian
Accounting Standards arising from the
Annual Improvements Project
1 July 2009
AASB 2009-5 Further Amendments to
Australian Accounting Standards arising
from the Annual Improvements Project
1 January 2010
AASB 2009-7 Amendments to Australian
Accounting Standards (AASB 5, 7, 107, 112,
136, 139 and Interpretation 17)
AASB 2009-8 Amendments to Australian
Accounting Standards - Group Cash-settled
Share-based Payment Transactions
1 July 2009
1 January 2010
AASB 3 (revised) and AASB 127 (revised) are the result
of the joint IASB-FASB Business Combinations Phase II
project. These Standards alter the manner in which business
combinations and changes in ownership interests in
subsidiaries are accounted for. Consequential amendments
to other Standards are made through AASB 2008-3. Changes
to the Standards apply prospectively.
AASB 9 includes requirements for the classification and
measurement of financial assets resulting from the first part
of Phase I of the IASB's project to replace IAS 39 Financial
Instruments: Recognition and Measurement (AASB 139
Financial Instruments: Recognition and Measurement).
These requirements improve and simplify the approach for
classification and measurement of financial assets.
This Standard is the result of the IASB’s first Annual
Improvements Project. It makes amendments to several
Accounting Standards which may result in changes for
presentation, recognition or measurement.
This Standard makes amendments to AASB 139 Financial
Instruments: Recognition and Measurement. The
amendments to AASB 139 clarify the accounting for and the
application of the principles that determine whether a hedged
risk or portion of cash flows is eligible for designation as a
hedged item.
This Standard makes amendments to AASB 2 Share-
based Payment, AASB 138 Intangible Assets and AASB
Interpretations 9 Reassessment of Embedded Derivatives
and 16 Hedges of a Net Investment in a Foreign Operation.
These amendments are a consequence of the annual
improvements project.
This Standard makes amendments to several Australian
Accounting Standards. The amendments to some Standards
result in accounting changes for presentation, recognition
or measurement purposes, while some amendments are
related to terminology and editorial changes.
This Standard clarifies the amendments to several Australian
Accounting Standards. The amendments arise from editorial
corrections by the AASB and IASB.
AASB 2009-8 clarifies the accounting for group cash-
settled share-based payment transactions in the separate
or individual financial statements of the entity receiving the
goods or services when the entity has no obligation to settle
the share-based payment transaction.
The potential effect of these Standards is yet to be fully determined. However, it is not expected that the new Standards
will significantly affect the Group’s financial position.
t
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79
Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
2. Operating segments
The Group has identified its operating segments based on the internal reports that are reviewed and used by the executive
management team (the chief operating decision makers) in assessing performance and in determining the allocation of
resources. The following operating segments are identified by management based on the nature and geographical location of
the business or venture.
North West Shelf Business Unit
Exploration, evaluation, development, production and sales of Liquefied Natural Gas, pipeline natural gas, condensate, Liquefied
Petroleum Gas and crude oil from the North West Shelf ventures.
Australia Business Unit
Exploration, evaluation, development, production and sale of crude oil, condensate, Liquefied Petroleum Gas and pipeline natural
gas in assigned permit areas including Laminaria, Mutineer–Exeter, Enfield, Vincent, Otway, and Stybarrow ventures.
Pluto Business Unit
Exploration, evaluation and development of Liquefied Natural Gas in assigned permit areas.
United States Business Unit
Exploration, evaluation, development, production and sale of pipeline natural gas, condensate and crude oil in assigned permit
areas.
Other
This segment comprises the activities undertaken by all other Business Units.
No operating segments have been aggregated to form the above reportable operating segments.
Performance monitoring and evaluation
Management monitors the operating results of the Business Units separately for the purpose of making decisions about
resource allocation and performance assessment. The performance of operating segments is evaluated based on profit before
tax and net finance costs (profit before tax and interest) and is measured in accordance with the Group’s accounting policies.
Financing requirements, finance income, finance costs and taxes are managed at a Group level. Unallocated items comprise
non-segmental items of revenue and expenses and associated assets and liabilities not allocated to operating segments as they
are not considered part of the core operations of any segment.
80
Notes to and forming part
of the financial report
For the year ended 31 December 2009
2. Operating segments (continued)
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81
Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31 December 2009
For the year ended 31 December 2009
2. Operating segments (continued)
(b) Segment assets and liabilities and other segment information at 31 December 2009
North West Shelf
Business Unit
Australia
Business Unit
Pluto
Business Unit
United States
Business Unit
Other
Unallocated items
Consolidated
2009
$m
2008
$m
2009
$m
2008
$m
2009
$m
2008
$m
2009
$m
2008
$m
2009
$m
2008
$m
2009
$m
2008
$m
2009
$m
2008
$m
3,891
4,007
2,837
3,198
10,358
5,472
666
963
2,637
2,640
(714)(1)
(1,691)(1) 19,675(4)
14,589(5)
1,788
2,446
438
652
652
910
117
87
(252)(2)
(134)(2)
(516)(3)
(577)(3) 2,227(6)
3,384(7)
2
4
-
-
-
-
-
-
-
-
(65)
1,084
196
734
4,617
3,777
21
115
19
(2)
18
18
17
-
3
-
-
-
62
85
48
102
204
269
-
-
2
3
-
6
-
-
-
-
-
-
-
-
2
4
4,788
5,708
349
474
2
12
Segment assets/
(liabilities)
Segment
liabilities/(assets)
Other segment
information
Investment in
associates
Additions to
oil and gas
properties
Additions to
exploration
and evaluation
assets
Additions to
other plant and
equipment
(1) 2009 and 2008 figures include a fair value adjustment to exploration and evaluation assets at corporate level ($1,304 million).
(2) 2009 and 2008 figures include inter-company amounts (2009: $304 million; 2008: $232 million).
(3) 2009 and 2008 figures include inter-company amounts (2009: $15,865 million; 2008: $15,865 million).
(4) Segment assets do not include deferred tax ($84 million), derivatives ($81 million) and cash held in reserves ($34 million) as these assets are managed on a Group basis.
(5) Segment assets do not include deferred tax ($127 million), derivatives ($170 million) and cash held in reserves ($43 million) as these assets are managed on a Group basis.
(6) Segment liabilities do not include interest-bearing liabilities ($5,529 million), tax payables ($222 million), deferred tax ($1,488 million) and derivatives ($32 million) as these
liabilities are managed on a Group basis.
(7) Segment liabilities do not include interest-bearing liabilities ($2,957 million), tax payables ($542 million), deferred tax ($1,110 million) and derivatives ($4 million) as these
liabilities are managed on a Group basis
(c) Geographical information
Revenue from external customers by geographical locations is detailed below. Revenue is attributable to geographic
location based on the location of the customers.
Australia
Asia
United States of
America
Other
Consolidated
2009
$m
2008
$m
2009
$m
2008
$m
2009
$m
Revenue from external customers
841
886
3,123
4,109
Non-current assets
16,304
12,671
-
-
226
607
2008
$m
520
935
2009
$m
2008
$m
2009
$m
2008
$m
162
90
475
4,352
5,990
225
17,001(1)
13,831(2)
(1) Non-current assets excluding derivatives ($81 million) and deferred tax ($84 million).
(2) Non-current assets excluding derivatives ($126 million) and deferred tax ($127 million).
(d) Major customer information
A major customer to which the Group, through the North West Shelf Business Unit and the Australia Business Unit
segments, provides goods that are more than 10% of external revenue, accounts for 13% (2008: 13%) of external
revenue totalling $577 million (2008: $778 million).
82
3. Revenue and expenses
(a) Revenue from sale of goods
Liquefied Natural Gas
North West Shelf
Pipeline natural gas
North West Shelf
Otway
United States of America
Condensate
North West Shelf
Otway
Ohanet
United States of America
Oil
North West Shelf
Laminaria
Mutineer–Exeter
Enfield(1)
Vincent(1)
Stybarrow(1)
United States of America
Liquefied Petroleum Gas
North West Shelf
Otway
Ohanet
Notes to and forming part
of the financial report
For the year ended 31 December 2009
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
983
372
88
55
515
687
17
42
6
752
353
267
22
481
295
440
95
1,953
98
23
28
149
1,252
303
75
120
498
741
24
39
15
819
687
183
39
813
103
1,331
102
3,258
119
18
26
163
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Total revenue from sale of goods
4,352
5,990
(b) Cost of sales
Cost of production
Production costs
Royalties and excise
Insurance
Inventory movement
Shipping and direct sales costs
Oil and gas properties depreciation and amortisation
Land and buildings
Transferred exploration and evaluation
Plant and equipment
Marine vessels and carriers
Total cost of sales
Gross profit
(482)
(345)
(31)
7
(851)
(77)
(3)
(50)
(890)
(6)
(949)
(1,877)
2,475
(484)
(505)
(41)
20
(1,010)
(98)
(17)
(50)
(783)
(11)
(861)
(1,969)
4,021
(1) 2009 figures include crude oil hedging gain of $28 million (2008: hedging loss of $220 million), resulting from settlement of Greater Exmouth area Zero Cost Collars.
Refer to Note 25(f) for further detail.
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c
n
a
n
i
F
83
Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31 December 2009
3. Revenue and expenses (continued)
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
(c) Other income
Dividend - controlled entities
Other fees and recoveries
Share of associates’ net profit
Gain on sale of available-for-sale financial assets
Gain on sale of fixed assets
Defined benefit superannuation plan net actuarial gain/(loss)
Exchange gain/(loss) - other
Cash flow hedge ineffectiveness
Total other income
(d) Other expenses
Exploration and evaluation
Exploration
Amortisation of licence acquisition costs
Evaluation
Total exploration and evaluation
Other costs
Depreciation of other plant and equipment
Exchange loss on cash balances
Change in fair value of embedded derivatives
(Loss)/gain on derivative financial instruments
General, administrative and other costs
Impairment of oil and gas properties
Impairment of exploration and evaluation assets
Impairment of other assets
Total other costs
Total other expenses
Profit before tax and net finance costs
(e)
Finance income
Interest
Financial institutions
Controlled entities
Total finance income
(f)
Finance costs
Borrowing costs
Financial institutions
Controlled entities
Unwinding of present value discount (accretion)
Total finance costs
Profit before tax
84
-
39
4
-
12
12
891
-
958
(268)
(46)
(6)
(320)
(17)
(2)
(4)
(65)
(42)
(22)
(90)
(7)
(249)
(569)
2,864
7
-
7
(4)
-
(19)
(23)
-
23
6
12
7
(39)
(235)
4
(222)
(269)
(71)
(8)
(348)
(23)
(16)
10
95
(87)
(54)
-
(78)
(153)
(501)
3,298
9
-
9
(6)
-
(26)
(32)
774
-
-
-
-
-
-
-
774
-
-
-
-
-
-
-
-
(7)
-
-
-
(7)
(7)
929
-
-
-
-
-
-
-
929
-
-
-
-
-
-
-
-
(6)
-
-
-
(6)
(6)
767
923
-
61
61
-
-
-
-
-
7
7
-
(28)
-
(28)
902
2,848
3,275
828
4.
Taxes
Notes to and forming part
of the financial report
For the year ended 31 December 2009
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
(a)
Tax expense/(income) comprises:
Current tax expense
Income tax
PRRT
(Over)/under provided in prior years
Income tax
PRRT
Deferred tax expense relating to the movement in deferred tax
balances
Income tax
PRRT
Write-downs of deferred tax assets
Total tax expense/(income) reported in the
income statement
(b) Reconciliation of tax expense to
prima facie tax payable
Profit before tax
PRRT expense
Profit after PRRT expense
Tax expense calculated at 30%
Tax effect of items which are non-deductible/(assessable)
Sale of assets
Research and development
Intercompany dividends
Other
Foreign tax losses brought to account
Foreign expenditure not brought to account
Tax rate differential on non-Australian income
(Over)/under provided in prior years
Write-downs of deferred tax assets
PRRT expense
Tax expense/(income)
544
185
(22)
9
376
(102)
40
1,125
308
4
(5)
(261)
318
-
1,030
1,489
2,848
(92)
2,756
827
-
(6)
-
(6)
-
102
3
(22)
40
92
1,030
3,275
(621)
2,654
796
(8)
(12)
-
13
-
78
(3)
4
-
621
1,489
14
-
(1)
-
2
-
-
15
828
-
828
249
-
-
(8)
-
-
-
-
-
-
(8)
902
-
902
271
-
-
(233)
(279)
-
-
-
-
(1)
-
-
15
-
-
-
-
-
-
-
(8)
The tax rate used in the above reconciliation is that applied to resident companies pursuant to the income tax statutes in force in
Australia as at the reporting date. There has been no change in the corporate tax rate when compared with the previous reporting
year.
(c) Tax recognised directly in equity
The following current and deferred amounts were charged
directly to equity during the year:
Deferred tax
122
(83)
(12)
-
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85
Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
4. Taxes (continued)
Balance at
1 January
Charged/
(credited)
to income
statement
Charged/
(credited) to
equity
Acquisition/
(disposal)
Reclassifi-
cation
Balance at
31 December
$m
$m
$m
$m
$m
$m
(d) Deferred tax
Consolidated
2009
Deferred tax assets
Arising from temporary
differences
and tax losses
Foreign jurisdiction
Domestic jurisdiction
Deferred tax liabilities
Arising from temporary
differences
Exploration and evaluation
assets
Oil and gas properties
Financial instruments
Other liabilities
Provisions
Other
Assets classified as held for sale
Arising from PRRT
2008
Deferred tax assets
Arising from temporary
differences and tax losses
Foreign jurisdiction
Domestic jurisdiction
Deferred tax liabilities
Arising from temporary
differences
Exploration and evaluation
assets
Oil and gas properties
Financial instruments
Other liabilities
Provisions
Other
Arising from PRRT
127
-
127
225
789
(95)
(287)
(390)
8
-
860
1,110
208
-
208
235
720
69
(154)
(190)
(5)
542
1,217
(40)
28
(12)
71
(220)
231
31
222
54
-
(102)
287
-
-
-
67
157
(123)
(133)
(200)
(9)
346
105
(30)
-
(30)
-
-
104
-
-
(12)
-
-
92
39
-
39
9
6
(57)
-
-
(2)
-
(44)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1
(21)
-
-
-
-
(28)
(48)
-
(1)
(1)
(2)
(24)
1
(6)
(9)
(24)
63
-
(1)
(120)
-
(120)
(87)
(73)
16
-
-
24
-
57
27
84
294
545
241
(262)
(177)
26
63
758
1,488
127
-
127
225
789
(95)
(287)
(390)
8
860
(120)
1,110
As at 31 December 2009, the parent entity had recognised deferred tax assets of $10 million (2008: nil).
86
Notes to and forming part
of the financial report
For the year ended 31 December 2009
4. Taxes (continued)
(e) Unrecognised deferred tax assets
Tax losses not recognised
Revenue
Capital
Tax credits not recognised
Temporary differences associated with investments
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
126
111
15
2
254
109
159
17
2
287
-
111
15
-
126
-
159
17
-
176
(f)
Tax losses
At the balance sheet date the Group has unused (recognised and not recognised) tax losses and credits of $915 million
(2008: $1,115 million) that are available for offset against future taxable profits.
A deferred tax asset of $56 million (2008: $88 million) has been recognised because it is probable that sufficient future
taxable profit will be available for use against such losses.
No deferred tax asset has been recognised in respect of the remaining tax losses and credits due to the uncertainty of
future profit streams.
Tax credits of $15 million (2008: $17 million) are held and will expire in 2010.
(g) Tax consolidation
The parent and its wholly-owned Australian controlled entities have elected to enter tax consolidation, with Woodside
Petroleum Ltd as the head entity of the tax consolidated group. The members of the tax consolidated group are identified
at Note 35(a).
Entities within the tax consolidated group have entered into a tax funding arrangement and a tax sharing agreement with
the head entity. Under the terms of the tax funding arrangement, Woodside Petroleum Ltd and each of the entities in
the tax consolidated group have agreed to pay a tax equivalent payment to or from the head entity calculated on a stand
alone basis, based on the current tax liability or current tax asset of the entity. Such amounts are reflected in amounts
receivable from or payable to other entities in the tax consolidated group.
The tax sharing agreement entered into between members of the tax consolidated group provides for the determination
of the allocation of income tax liabilities between the entities, should the head entity default on its tax payment
obligations. No amounts have been recognised in the financial statements in respect of this agreement as payment of
any amounts under the tax sharing agreement is considered remote.
t
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Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
5. Earnings per share
Profit attributable to equity holders of the parent ($m)
Weighted average number of shares on issue(1)
Basic and diluted earnings per share (cents)
Consolidated
2009
2008
1,824
1,786
703,310,697
685,179,496
259
260
(1) Earnings per share is calculated by dividing net profit for the year attributable to ordinary equity holders of the parent by the weighted average number of ordinary shares outstanding
during the year. The weighted average number of shares makes allowance for shares reserved for employee share plans. Diluted earnings per share is not significantly different from
basic earnings per share.
Prior year earnings per share have been restated with an adjustment factor of 1.0047 as a result of the fully underwritten
accelerated renounceable entitlement offer announced on 14 December 2009. Current year earning per share have been
adjusted by a factor of 1.0002 reflecting the retail portion of the fully underwritten accelerated renounceable entitlement offer.
The Group announced a fully underwritten 1 for 12 accelerated renounceable entitlement offer on 14 December 2009 at a price
of $42.10 per share, which included institutional and retail portions.
On settlement of the institutional portion of the entitlement offer and placement on 23 December 2009, the Group issued 31.2
million shares at a price of $42.10 per share.
After settlement of the retail portion of the entitlement offer on 10 February 2010, the Group issued 28.6 million shares at a price
of $42.10 per share.
The total amount raised was $2,520 million with 59.8 million shares issued.
6. Dividends paid and proposed
(a) Dividends paid during the year(1)
Prior year fully franked final dividend
55 cents, paid 6 April 2009
(2008: 55 cents, paid 31 March 2008)
Current year fully franked interim dividend
55 cents, paid 5 October 2009
(2008: 80 cents, paid 1 October 2008)
(b) Dividend declared (not recorded as a liability)(1)
Fully franked final dividend 55 cents,
to be paid 31 March 2010
(2008: 55 cents, paid 6 April 2009)
Dividend per share in respect of
financial year (cents)
(1) Fully franked at 30.0% (2008: 30.0%).
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
384
378
384
378
390
774
427
110
551
929
384
135
390
774
427
110
551
929
384
135
88
Notes to and forming part
of the financial report
For the year ended 31 December 2009
6. Dividends paid and proposed (continued)
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
(c) Franking credit balance
Franking credits available for the subsequent financial year arising
from:
Franking account balance as at 1 January
Current year tax payment instalments and adjustments
Interim dividends paid
Franking account balance as at 31 December
Current year income tax payable
Dividends declared
2,147
408
(167)
2,388
124
(183)
1,452
667
(236)
1,883
429
(165)
2,147
408
(167)
2,388
124
(183)
1,452
667
(236)
1,883
429
(165)
Franking account balance after payment of tax and dividends
2,329
2,147
2,329
2,147
7. Cash and cash equivalents (current)
Components of cash and cash equivalents
Cash at bank(1)
Money market deposits(2)
Total cash and cash equivalents
(1) Cash at bank earns on average 1.2% (2008: 0.6%).
Consolidated
Parent
2009
$m
55
1,296
1,351
2008
$m
2009
$m
2008
$m
139
2
141
-
-
-
-
-
-
(2) Money market deposits are denominated in Australian dollars and US dollars with an average maturity of 2.1 days (2008: 2.1 days) and effective interest rate of 0.1% to 5.3% (2008:
0.1% to 8.1%).
Reconciliation to statement of cash flows
For the purpose of the statement of cash flows, cash and cash equivalents comprise the following at 31 December 2009:
Cash at bank
Money market deposits
Cash at bank attributable to disposal group held for sale (Note 24)
Consolidated
Parent
2009
$m
55
1,296
1,351
(5)
1,346
2008
$m
2009
$m
2008
$m
139
2
141
-
141
-
-
-
-
-
-
-
-
-
-
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Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
8. Receivables
(a) Receivables (current)
Trade receivables(1)
Other receivables
Other entities(3)
Dividends receivable
Other entities(4)
Interest receivable
Other entities(4)
(b) Receivables (non-current)
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
329
230
3
1
309
222
2
-
563
533
-
-
-
-
-
-
-
-
-
-
Other receivables - controlled entities(2)
-
-
4,878
2,675
(1) Denominated in a mixture of Australian dollars and US dollars, interest free, and settlement terms of between 7 and 30 days.
(2) For terms and conditions relating to receivables from controlled entities, refer to Note 30(b).
(3) Receivables are interest free with various maturities.
(4) Dividends and interest receivable from other entities are receivable within 30 days of period end.
9.
Inventories
(a)
Inventories (current)
Petroleum products (at cost)
Work in progress
Goods in transit
Finished stocks
Warehouse stores and materials (at cost)
(b)
Inventories (non-current)
Warehouse stores and materials (at cost)
10. Other financial assets
(a) Other financial assets (current)
Derivative instruments(2)
-
44
(b) Other financial assets (non-current)
Other investments (available-for-sale)
Listed (fair value)
Unlisted (cost)
Cash held in reserve(1)
Derivative instruments(2)
Embedded derivatives(3)
10
6
34
20
61
131
5
6
43
53
73
180
(1) Represents restricted cash associated with JBIC facility, refer to Note 25(e).
(2) For details relating to derivative instruments, refer to Note 25(f).
(3) Embedded derivatives relate to sale contracts, details of which cannot be disclosed due to confidentiality obligations.
90
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
1
4
55
62
122
49
1
5
49
53
108
54
Consolidated
2009
$m
2008
$m
2009
$m
-
-
-
-
-
-
-
-
-
-
-
-
-
Parent
2008
$m
-
-
-
-
-
-
-
-
-
-
-
-
-
11. Other assets
(a) Other assets (current)
Prepayments
Other
(b) Other assets (non-current)
Investment in controlled entities
Investment in associated entities
Development asset
12. Exploration and evaluation assets (non-current)
Notes to and forming part
of the financial report
For the year ended 31 December 2009
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
69
4
73
-
2
-
2
19
-
19
-
4
8
12
-
-
-
234
-
-
234
-
-
-
233
-
-
233
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
(a) Reconciliations of the carrying amounts of exploration and
evaluation assets at the beginning and end of the financial
year:
Carrying amount at 1 January
Additions
Amortisation of licence acquisition costs
Expensed (previously capitalised)
Impairment loss
Disposals at written down value
Transferred exploration and evaluation
Currency translation differences
Carrying amount as at 31 December
1,172
349
(46)
(4)
(90)
-
-
(83)
1,298
737
474
(71)
(51)
-
(16)
11(1)
88
1,172
(1) Balance of $11 million comprises $12 million transferred to oil and gas properties and $23 million fixed asset reclassification.
(b) Carrying amounts of exploration and evaluation assets
Regions
Australia
Browse Basin
Carnarvon Basin
Bonaparte Basin
The Americas
Gulf of Mexico
Brazil
Africa
West Africa (Sierra Leone, Liberia)
North Africa (Algeria, Libya)
East Africa (Kenya)
639
307
123
204
25
-
-
-
515
186
105
246
6
4
109
1
Carrying amount at 31 December
1,298
1,172
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
t
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a
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91
Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
13. Oil and gas properties (non-current)
Land and
buildings
Transferred
exploration
and
evaluation
Plant and
equipment
Marine
vessels and
carriers
Projects in
development
Total
Consolidated
$m
$m
$m
$m
$m
$m
At 1 January 2008
Historical cost
Accumulated depreciation and
impairment
Net carrying amount
Year ended 31 December 2008
Carrying amount at
1 January 2008
Additions
Disposals at written down value
Depreciation and amortisation
Impairment loss
Completions and transfers
Currency translation differences
Carrying amount at
31 December 2008
At 31 December 2008
Historical cost
Accumulated depreciation and
impairment
Net carrying amount
Year ended 31 December 2009
Carrying amount at
1 January 2009
Additions
Transfer to non-current assets held for
sale(3)
Transfer to disposal group
held for sale (Note 24)
Disposals at written down value
Depreciation and amortisation
Impairment loss
Completions and transfers
Currency translation differences
Carrying amount at
31 December 2009
At 31 December 2009
Historical cost
Accumulated depreciation and
impairment
Net carrying amount
324
(172)
152
152
1
-
(2)
-
213
4
368
557
(189)
368
368
-
(12)
(36)
-
(3)
(3)
111
(4)
421
642
(221)
421
426
(176)
250
250
(5)
-
(54)
-
101
2
294
522
(228)
294
7,413
(3,313)
4,100
4,100
849
(26)
(816)
(54)
1,963
142
6,158
10,351
(4,193)
6,158
417
(246)
171
171
5
-
(11)
-
-
-
2,946
-
11,526
(3,907)
2,946
7,619
2,946
4,858
(90)
-
-
(2,306)
35
7,619
5,708
(116)
(883)
(54)
(29)(1)
183
165
5,443
12,428
422
(257)
165
5,443
-
17,295
(4,867)
5,443
12,428
294
6,158
165
1
-
(54)
-
(50)
-
(7)
(11)
(691)
-
(456)
(4)
(890)
(19)
726
(136)
-
-
-
-
(6)
-
(5)
-
5,443
5,478
-
(16)
(6)
-
-
(825)
-
12,428
4,788(2)
(12)
(562)
(10)
(949)
(22)
-
(151)
173
4,688
154
10,074
15,510
430
(257)
173
9,564
(4,876)
4,688
417
(263)
154
10,074
21,127
-
(5,617)
10,074
15,510
(1) Balance of $29 million comprises $12 million transferred from exploration and evaluation assets, $17 million transferred from other plant and equipment and $58 million of fixed asset
reclassification.
(2) Additions include a decrease in restoration provision assets of $779 million, associated with the change in the method of restoration (refer to Note 1(l)).
(3)
Impairment of assets attributable to non-current assets held for sale recognised in the income statement was $3 million (refer to Note 3(d)). Immediately before the classification as
non-current assets held for sale, the recoverable amount was estimated based on fair value less cost to sell. The net carrying amount of the non-current assets was $15 million. As a
result, an impairment loss of $3 million was recognised to reduce the carrying amount to the recoverable amount.
Borrowing costs capitalised in oil and gas properties during the year were $200 million (2008: $82 million), at a weighted average
interest rate of 4.2% (2008: 4.9%).
92
14. Other plant and equipment (non-current)
Notes to and forming part
of the financial report
For the year ended 31 December 2009
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
(a) Other plant and equipment
Plant and equipment
Less: Accumulated depreciation
Assets under construction
(b) Reconciliations of the carrying amounts of other
plant and equipment at the beginning and end of the
financial year:
Carrying amount at 1 January
Additions
Disposals at written down value
Impairment loss
Completions and transfers
Depreciation and amortisation
Currency translation differences
Carrying amount at 31 December
182
(90)
92
-
92
111
2
(1)
(1)
(1)
(17)
(1)
92
184
(79)
105
6
111
130
12
-
-
(12)(1)
(20)
1
111
(1) Balance of $12 million comprises $17 million transferred to oil and gas properties and $5 million fixed asset reclassification.
15. Payables
(a)
Payables (current)
Trade payables(1)
Other payables(1)
Amounts payable – controlled entities(2)
Interest payable – other entities(3)
Consolidated
2009
$m
386
878
-
64
2008
$m
454
1,167
-
51
1,328
1,672
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2009
$m
323
-
323
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Parent
2008
$m
(b) Payables (non-current)
Amounts payable – controlled entities(2)
-
-
208
178
(1) Trade and other payables are non interest-bearing and normally settled on 30 day terms.
(2) For terms and conditions relating to payables to controlled entities, refer to Note 30(b).
(3) Details regarding interest-bearing liabilities are contained in Note 25(e).
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Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
16. Interest-bearing liabilities
(a)
Interest-bearing liabilities (current)
Bridge facility
Bonds
(b)
Interest-bearing liabilities (non-current)(1)
Bonds
Debt facilities
(1) Detail regarding interest-bearing liabilities is contained in Note 25(e).
17. Tax payable (current)
Income tax payable
PRRT payable
18. Other financial liabilities
(a) Other financial liabilities (current)
Derivative instruments(1)
(b) Other financial liabilities (non-current)
Derivative instruments(1)
(1) For details relating to derivative instruments refer to Note 25(f).
19. Other liabilities
(a) Other liabilities (current)
Unearned revenue
Gas purchase commitments
(b) Other liabilities (non-current)
Unearned revenue
Gas purchase commitments
Defined benefit superannuation plan
94
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
-
-
-
2,485
3,044
5,529
-
-
-
788
2,169
2,957
-
-
-
-
-
-
-
-
-
-
-
-
Consolidated
Parent
2009
$m
124
98
222
2008
$m
442
100
542
2009
$m
122
-
122
2008
$m
445
-
445
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
32
32
-
-
-
-
4
4
Consolidated
2009
$m
2008
$m
2009
$m
17
1
18
172
20
16
208
17
5
22
215
30
47
292
-
-
-
-
-
-
-
-
-
-
-
Parent
2008
$m
-
-
-
-
-
-
-
-
-
-
-
20. Provisions
Consolidated
At 1 January 2009
Change in provision
Unwinding of present value discount
Transferred to liabilities held for sale
At 31 December 2009
2008
Current
Non-current
2009
Current
Non-current
Notes to and forming part
of the financial report
For the year ended 31 December 2009
Restoration
of operating
locations(1)
Employee
benefits(2)
Other
Total
$m
$m
$m
$m
1,265
(774)
19
(24)
486
10
1,255
1,265
7
479
486
126
9
-
-
135
110
16
126
109
26
135
7
4
-
-
11
7
-
7
11
-
11
1,398
(761)
19
(24)
632
127
1,271
1,398
127
505
632
(1) Details regarding restoration of operating locations are contained in Note 1(l) and 1(ad).
(2) Details regarding employee benefits are contained in Note 1(v) and 27.
21. Contributed equity
(a)
Issued and fully paid shares
748,598,989 (2008: 698,553,001) ordinary shares(1)
(b) Shares reserved for employee share plans
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
4,163
2,104
4,163
2,104
2,830,721 (2008: 5,459,269)(2) ordinary shares(3)
(99)
(142)
(99)
(142)
(1) All shares are a single class with equal rights to dividends, capital distributions and voting. The company does not have authorised capital nor par value in respect of its
issued shares.
(2) 2008 figure has been restated to correctly reflect the number of shares.
(3) Information relating to the number of Woodside Petroleum Ltd shares reserved for employee share plans can be found in Note 27(a) and (b).
(c) Movements in issued and fully paid shares
Balance at 1 January
698,553,001
688,330,535
2,104
1,553
2009
Shares
2008
Shares
2009
$m
2008
$m
DRP underwriting agreement
Ordinary shares issued at $54.24 (2008 interim dividend)
-
4,685,312
Ordinary shares issued at $36.25 (2008 final dividend)
Ordinary shares issued at $48.48 (2009 interim dividend)
5,165,380
3,769,777
-
-
DRP
Ordinary shares issued at $53.48 (2008 interim dividend)
-
5,537,154
Ordinary shares issued at $35.50 (2008 final dividend)
Ordinary shares issued at $47.67 (2009 interim dividend)
Rights Issue
Ordinary shares issued at $42.10
Share issue costs (net of tax)
Balance at 31 December
5,555,235
4,343,965
31,211,631
-
-
-
-
-
748,598,989
698,553,001
-
187
183
-
197
207
1,314
(29)
4,163
255
-
-
295
-
-
-
1
2,104
t
r
o
p
e
R
l
a
i
c
n
a
n
i
F
95
Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
22. Other reserves
Employee
benefits
reserve
Foreign
currency
translation
reserve
Hedge of net
investment
reserve
Hedging
reserve
Investment
fair value
reserve
Total
$m
$m
$m
$m
$m
$m
Consolidated
Balance at 1 January 2008
Share-based payments
Cash flow hedges
Net deferred loss recognised in equity
Loss recognised in revenue
Available-for-sale financial assets
Net loss on hedge of net investment
Currency translation differences
Balance at 31 December 2008
Balance at 1 January 2009
Share-based payments
Cash flow hedges
Net deferred loss recognised in equity
Gain recognised in revenue
Available-for-sale financial assets
Net gain on hedge of net investment
Currency translation differences
47
16
-
-
-
-
-
63
63
51
-
-
-
-
-
Balance at 31 December 2009
114
Parent
Balance at 1 January 2008
Share-based payments
Balance at 31 December 2008
Balance at 1 January 2009
Share-based payments
Balance at 31 December 2009
Nature and purpose of reserves
Employee benefits reserve
38
3
41
41
43
84
(159)
73
-
-
-
-
-
314
155
155
-
-
-
-
-
(272)
(117)
-
-
-
-
-
-
-
-
-
-
(243)
-
(170)
(170)
-
-
-
-
256
-
86
-
-
-
-
-
-
(134)
-
(11)
156
-
-
-
11
11
-
(11)
(16)
-
-
-
18
-
-
-
(24)
-
-
(6)
(6)
-
-
-
-
-
-
(16)
(6)
-
-
-
-
-
-
-
-
-
-
-
-
(155)
16
(11)
156
(24)
(243)
314
53
53
51
(11)
(16)
-
256
(272)
61
38
3
41
41
43
84
Used to record share-based payments associated with the employee share plans.
Foreign currency translation reserve
Used to record foreign exchange differences arising from the translation of the financial statements of subsidiaries with
functional currencies other than Australian dollars.
Hedge of net investment reserve
Used to record gains and losses on hedges of net investments in foreign operations.
Hedging reserve
Used to record the effective portion of changes in the fair value of cash flow hedges.
Investment fair value reserve
Used to record changes in the fair value of the Group’s available-for-sale financial assets.
96
Notes to and forming part
of the financial report
For the year ended 31 December 2009
23. Retained earnings
Movements in retained earnings
Balance at 1 January
Net profit for the year
Dividends
Balance at 31 December
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
4,690
1,824
(774)
5,740
3,833
1,786
(929)
4,690
282
813
(774)
321
301
910
(929)
282
24. Assets and liabilities of disposal group classified as held for sale
(a) Details of disposal group held for sale
On 31 October 2009, Woodside Energy Ltd executed a Sale and Purchase Agreement to dispose of Woodside's 51.55%
interest in the Otway project (disposal group), being Exploration Permits Vic/P43 and T/30P and Production Licences Vic/
L23, T/L2, T/L3 and T/34P, to Origin Energy Resources Ltd.
The transaction was subject to pre-emptive rights held by other joint venture participants. Prior to the end of 2009, Benaris
International Pty Ltd advised that it would exercise its pre-emptive right in relation to some of its interests. Origin and
Benaris will proportionately increase their interests in the Joint Venture as a result of the sale.
As at 31 December 2009, the sale remained subject to the satisfaction of a number of Conditions Precedent including the
assignment of third party contracts. The transaction is expected to complete in the first quarter of 2010. The consideration
receivable is $712.5 million, which will be adjusted for transactions that occur between the effective date and the
completion date.
The disposal group forms part of the Australia Business Unit. As at 31 October 2009, the disposal group was classified as
a disposal group held for sale.
(b) Assets and liabilities of disposal group held for sale
The major classes of assets and liabilities of the disposal group as at 31 December 2009 are as follows:
Assets
Cash and cash equivalents
Receivables
Inventories
Oil and gas properties
Assets classified as held for sale
Liabilities
Payables
Provisions
Liabilities directly associated with assets classified as held for sale
Net assets attributable to disposal group held for sale
2009
$m
(5)
28
2
562
587
(17)
(24)
(41)
546
t
r
o
p
e
R
l
a
i
c
n
a
n
i
F
97
Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
25. Financial and capital risk management
(a) Financial risk management objectives and policies
Market (including foreign exchange, commodity price and interest rate risk), liquidity and credit risks arise in the
normal course of the Group’s business. Primary responsibility for identification and control of financial risk rests with a
central treasury department (Treasury) under directives approved by the Board.
The Group’s management of financial risk is aimed at ensuring net cash flows are sufficient to:
•
•
•
•
meet all its financial commitments as and when they fall due;
maintain the capacity to fund its committed project developments;
pay a reasonable dividend; and
maintain a long-term credit rating of not less than ‘investment grade’.
The Group monitors and tests its forecast financial position against these criteria and, in general, will undertake
hedging activity only when necessary to ensure that these objectives are achieved. Other circumstances that may
lead to hedging activities include the purchase of reserves and the underpinning of the economics of a new project.
The Group’s principal financial instruments, other than derivatives, comprise interest-bearing debt, cash and short-
term deposits. Other financial instruments include trade receivables and trade payables, which arise directly from
operations.
It is, and has been throughout the period under review, the Group Treasury policy that no speculative trading in
financial instruments shall be undertaken. The Group’s forecast financial risk position with respect to key financial
objectives and compliance with treasury policy are regularly reported to the Board. The Audit & Risk Committee
oversees the internal auditor review of the treasury function.
(b) Market risk
(i)
Foreign exchange risk
Foreign exchange risk arises from future commitments, assets and liabilities that are denominated in a currency
that is not a functional currency. The Group operates internationally and is exposed to foreign exchange risk
arising from various currency exposures, primarily with respect to the US dollar. Measuring the exposure to
foreign exchange risk is achieved by regularly monitoring and performing sensitivity analysis on the Group’s
financial position.
The Group seeks to mitigate the effect of its foreign currency exposure by borrowing in US dollars. Currently
there are no foreign exchange hedge programs in place. It is the Group's policy not to enter into forward foreign
currency contracts until a firm commitment is in place. The Group Treasury manages the purchase of foreign
currency to meet operational requirements.
The following table shows financial instruments by currency. The Group is principally exposed to foreign
exchange risk on those financial instruments denominated in US dollars, held by entities with Australian dollar
functional currency.
98
Notes to and forming part
of the financial report
For the year ended 31 December 2009
25. Financial and capital risk management (continued)
(b) Market risk (continued)
2009
2008
Total
$m
AUD
$m
USD
$m
Other
$m
Total
$m
AUD
$m
USD
$m
Other
$m
Consolidated
Financial assets
Cash
Receivables
Other financial assets
Financial liabilities
Payables
Interest-bearing liabilities(1)
Other financial liabilities
1,351
1,293
563
131
187
33
2,045
1,513
42
351
91
484
1,328
5,585
32
6,945
738
-
-
372
5,303
32
738
5,707
Parent
Financial assets
Receivables
4,878
4,878
Financial liabilities
Payables
(1) Excludes deferred borrowing costs.
531
531
-
-
16
25
7
48
218
282
-
500
-
-
141
533
224
898
1,672
2,967
4
4,643
38
99
113
250
583
-
-
92
428
91
611
659
2,967
4
11
6
20
37
430
-
-
583
3,630
430
2,675
2,675
178
178
-
-
-
-
Borrowings of US$1,160 million (2008: US$1,313 million) are designated as a hedge of the net investments in the US
dollar functional currency subsidiaries outlined in Note 35(a). Foreign exchange gains or losses on these borrowings are
recognised in equity to offset the gains or losses on translation of the net investments in the subsidiaries, to the extent
that they represent an effective hedge.
The following table summarises the sensitivity of financial instruments held at the balance sheet date to movement in the
exchange rate of the Australian dollar to the US dollar, with all other variables held constant. The 10% sensitivity is based
on reasonably possible changes, over a financial year, using the observed range of actual historical rates for the preceding
five-year period.
Post tax profits
(decrease)/increase
Other comprehensive income
(decrease)/increase)
Consolidated
Parent
Consolidated
Parent
Judgements of reasonably
possible movements:
2009
$m
AUD:USD +10% (2008:+10%)
AUD:USD -10% (2008:-10%)
257
(314)
2008
$m
80
(98)
2009
$m
2008
$m
-
-
-
-
2009
$m
78
(95)
2008
$m
120
(146)
2009
$m
2008
$m
-
-
-
-
t
r
o
p
e
R
l
a
i
c
n
a
n
i
F
99
Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
25. Financial and capital risk management (continued)
(b) Market risk (continued)
(ii) Commodity price risk
The Group’s revenue is exposed to commodity price fluctuations, in particular oil and gas prices.
The Group Treasury measures exposure to commodity price risk by monitoring and stress testing the Group’s
forecast financial position to sustained periods of low oil and gas prices. This analysis is regularly performed on the
Group’s portfolio and, as required, for discrete projects and acquisitions.
The Group’s oil commodity hedging program utilises financial instruments based on New York Mercantile Exchange
(NYMEX) West Texas Intermediate (WTI). Note 25(f) details existing hedging programs. No hedging programs were
placed during 2009.
The following table summarises the sensitivity of the fair value of financial instruments held at the balance sheet
date to movement in the relevant forward commodity price, with all other variables held constant. The 35%
sensitivity is based on reasonably possible changes, over a financial year, using the observed range of actual
historical prices for the preceding five-year period.
Post tax profits
(decrease)/increase
Other comprehensive income
(decrease)/increase)
Consolidated
Parent
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
2009
$m
2008
$m
2009
$m
2008
$m
Judgements of
reasonably possible
movements:
35% Increase:
(2008:+25%)
Oil forward price
(1)
(49)
35% Decrease:
(2008:-25%)
Oil forward price
14
1
-
-
-
-
(50)
(23)
20
75
-
-
-
-
For 2009, a 35% sensitivity is used. The sensitivity in 2009 reflects the increase in volatility of commodity prices
during the year.
(iii)
Interest rate risk
Interest rate risk is the risk that the Group’s financial position will be adversely affected by movements in interest
rates that will increase the cost of floating rate debt or opportunity losses that may arise on fixed rate borrowings
in a falling interest rate environment. Cash and short term deposits are short term in nature and are therefore
monitored by the Group Treasury to achieve the optimal outcome.
The Group’s main interest rate risk arises from long-term debt. Floating rate debt exposes the Group to cash flow
interest rate risk. Interest rate risk is managed by maintaining an appropriate mix of fixed and floating rate debt.
The Group may enter into interest rate swaps to manage the ratio of fixed rate debt to floating rate debt. Hedging
is undertaken against specific rate exposures only, as disclosed in Note 25(f). No hedging programs were placed
during 2009.
At balance sheet date, the Group had the following mix of financial assets and liabilities exposed to variable interest
rate risk that were not designated in cash flow hedges:
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
20
51
(3,067)
(2,171)
-
-
-
-
Financial assets
Other financial assets
Financial liabilities
Interest-bearing liabilities(1)
(1) Excludes deferred borrowing costs.
100
Notes to and forming part
of the financial report
For the year ended 31 December 2009
25. Financial and capital risk management (continued)
(iii)
Interest rate risk (continued)
The following table summarises the sensitivity of the financial instruments held at the balance sheet date, following
a movement to London Interbank Offered Rate (LIBOR), with all other variables held constant. The LIBOR +/-
1.5% sensitivity is based on reasonably possible changes, over a financial year, using the observed range of actual
historical rates for the preceding five-year period.
Post tax profits
(decrease)/increase
Other comprehensive income
(decrease)/increase)
Consolidated
Parent
Consolidated
Parent
Judgements of reasonably
possible movements:
LIBOR +1.5% (2008:+1.5%)
LIBOR -1.5% (2008:-1.5%)
2009
$m
(12)(1)
12(1)
2008
$m
(19)(1)
20(1)
2009
$m
-
-
2008
$m
-
-
2009
$m
-
-
2008
$m
-
-
2009
$m
-
-
2008
$m
-
-
(1) Excludes impact of sensitivities on interest-bearing liabilities as borrowing costs are capitalised to qualifying assets.
(c) Liquidity risk
The liquidity position of the Group is managed to ensure sufficient liquid funds are available to meet its financial
commitments in a timely and cost-effective manner.
The Group Treasury continually reviews the Group’s liquidity position including cash flow forecasts to determine the
forecast liquidity position and maintain appropriate liquidity levels. Note 25(g) details the repayment obligations in respect
of the amount of facilities drawndown.
2009
2008
Payables maturity analysis
Payables maturity analysis
Total
< 30 days
30-60 days
> 60 days
Total
< 30 days
30-60 days
> 60 days
$m
$m
$m
$m
$m
$m
$m
$m
Consolidated
Trade payables
Other payables
Interest payable
386
878
64
293
878
64
Total payables
1,328
1,235
Parent
Amounts payable –
Controlled entities
Total payables
531
531
-
-
93
-
-
93
-
-
-
-
-
-
454
1,167
51
1,672
430
1,167
51
1,648
531
531
178
178
-
-
19
-
-
19
-
-
5
-
-
5
178
178
t
r
o
p
e
R
l
a
i
c
n
a
n
i
F
101
Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
25. Financial and capital risk management (continued)
(d) Credit risk
Credit risk is the risk that a contracting entity will not complete its obligation under a financial instrument, resulting in a
financial loss to the Group.
The Group manages its credit risk on trade debtors and financial instruments by predominantly dealing with counterparties
with a credit rating equal to or better than the Group. Customers who wish to trade on unsecured credit terms are subject
to credit verification procedures. Receivable balances are monitored on an ongoing basis. As a result the Group’s exposure
to bad debts is not significant. The Group’s maximum credit risk is limited to the carrying value of its financial assets and
the financial guarantees granted (refer to Note 31). At the balance sheet date there were no significant concentrations of
credit risk.
2009
2008
Receivables maturity analysis(1)
Receivables maturity analysis
Total
< 30 days
30-60 days
> 60 days
Total
< 30 days
30-60 days
> 60 days
$m
$m
$m
$m
$m
$m
$m
$m
Consolidated
Trade receivables
Other receivables
Dividends receivable
Interest receivable
329
230
3
1
329
194
3
1
Total receivables
563
527
Parent
Other receivables
Total receivables
4,878
4,878
-
-
(1) No significant receivables are past due at the balance sheet date.
(e)
Financing facilities
364-day revolving credit facilities
-
3
-
-
3
-
-
-
33
-
-
33
309
222
2
-
308
157
2
-
533
467
4,878
4,878
2,675
2,675
-
-
1
13
-
-
14
-
-
-
52
-
-
52
2,675
2,675
The Group has three dual currency (US and Australian dollars) 364-day revolving credit facilities totalling US$200 million.
Interest rates are based on LIBOR and are fixed at the commencement of the drawdown period. Interest is paid at the
end of the drawdown period. The 364-day revolving credit facilities are subject to various covenants and a negative pledge
restricting future secured borrowings, subject to a number of permitted lien exceptions. Neither the covenants nor the
negative pledges have been breached at any time during the reporting period.
Bi-lateral loan facilities
The Group has 16 bi-lateral loan facilities, with 15 facilities totalling US$1,200 million and one facility totalling EUR€78
million. The Euro facility has a two-year term and is not an evergreen facility. There are five facilities with a three-year
term and all are evergreen facilities. The remaining ten facilities have a five-year term with nine being evergreen facilities.
Evergreen facilities may be extended continually by a year subject to the bank's agreement. All facilities except two
are dual currency facilities denominated in US dollars and Australian dollars, with six of these facilities also being multi-
currency facilities. Of the other two facilities, one is denominated soley in US dollars and one is denominated soley in
Euros. Interest rates are based on LIBOR and are fixed at the commencement of the drawdown period. The European
Interbank Offered Rate (EURIBOR) is used for the Euro facility. Interest is paid at the end of the drawdown period. The bi-
lateral loan facilities are subject to various covenants and a negative pledge restricting future secured borrowings, subject
to a number of permitted lien exceptions. Neither the covenants nor the negative pledges have been breached at any time
during the reporting period.
102
Notes to and forming part
of the financial report
For the year ended 31 December 2009
25. Financial and capital risk management (continued)
(e)
Financing facilities (continued)
Bonds
The Group has five unsecured bonds issued to ‘qualified institutional buyers’ in the United States of America as defined in
Rule 144A of the US Securities Act 1933. These bonds include:
•
•
•
•
•
The 2011 US$300 million bond has a fixed rate coupon of 6.70% p.a. and matures on 1 August 2011;
The 2013 US$250 million bond has a fixed rate coupon of 5.00% p.a. and matures on 15 November 2013;
The 2014 US$400 million bond has a fixed rate coupon of 8.125% p.a. and matures on 1 March 2014;
The 2014 US$700 million bond has a fixed rate coupon of 4.50% p.a. and matures on 10 November 2014; and
The 2019 US$600 million bond has a fixed rate coupon of 8.75% p.a. and matures on 1 March 2019.
Interest on the bonds is payable semi-annually in arrears. The bonds are subject to various covenants and a negative
pledge restricting future secured borrowings, subject to a number of permitted lien exceptions. Neither the covenants
nor the negative pledges have been breached at any time during the reporting period.
Japan Bank for International Cooperation (JBIC) Facility
On 24 June 2008, the Group entered into a committed loan facility totalling US$1,500 million (JBIC Facility). The
JBIC Facility comprises a 15-year, US$1,000 million tranche with JBIC (JBIC Tranche), and a five-year, US$500 million
commercial tranche with a syndicate of eight Australian and international banks arranged by The Bank of Tokyo-Mitsubishi
UFJ, Ltd (Commercial Tranche). There is a prepayment option for both the Commercial Tranche and the JBIC Tranche.
Interest rates are based on LIBOR. Interest is payable semi-annually in arrears on the JBIC Tranche and with a choice of
one, two, three, six, nine or twelve months in arrears on the Commercial Tranche. Both tranches amortise on a straight-
line basis, with equal instalments of principal due on each interest payment date (every six months) starting on the earlier
of 7 January 2012 or the first 7 January or 7 July to occur no less than 180 days after the commercial start date of the
Pluto Liquefied Natural Gas (LNG) Project. Under the JBIC Facility, 90% of the receivables from designated Pluto LNG
Project Sale and Purchase Agreements, are secured in favour of the lenders through a trust structure, with a required
reserve amount of US$30 million. To the extent that this reserve amount remains fully funded, and no default notice
or acceleration notice has been given, the revenue from the Pluto LNG Project continues to flow directly to the Group
from the trust account. The JBIC Facility is subject to various covenants and a negative pledge restricting future secured
borrowings, subject to a number of permitted lien exceptions. Neither the covenants nor the negative pledge has been
breached at any time during the reporting period.
Asian syndicated facility
In May 2009, the Group entered into a syndicated loan totalling US$1,100 million equivalent with 26 banks. The syndicated
loan has a term of three years and the joint coordinating arrangers were Australia and New Zealand Banking Group
Limited and The Bank of Tokyo-Mitsubishi UFJ, Ltd. The facility has a US dollar component (Facility A) and a Japanese Yen
component (Facility B). The interest rate for Facility A is based on LIBOR, and interest is payable semi-annually in arrears.
The interest rate for Facility B is based on the Tokyo Interbank Offered Rate (TIBOR) and interest is payable semi-annually
in arrears. The full US$1,100 million equivalent under this facility was drawn down on 1 June 2009. The syndicated loan
is subject to various covenants, including a negative pledge restricting future secured borrowings, subject to a number
of permitted lien exceptions. Neither the covenants nor the negative pledge has been breached at any time during the
reporting period.
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103
Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
25. Financial and capital risk management (continued)
(f)
Hedging and derivatives
Interest rates
The Group manages its exposure to interest rate risk by maintaining a mix of fixed rate and floating rate debt. In general,
the fixed rate debt and floating rate debt ratio is managed through an appropriate choice of debt instrument. The Group
may enter into interest rate swaps to manage the ratio of fixed rate debt to floating rate debt. Hedging is undertaken
against specific interest rate exposures only.
Instrument Notional amount
Rate
Expiry
Hedge type
Interest
rate swaps
US$250
million
Receive 5% fixed
2013
Pay LIBOR less
0.10%
Fair value hedge in 2006 -
Designated to swap the 2013
US$250 million bond from a fixed
rate to floating rate exposure.
De-designated as a fair value hedge
on 1 January 2007.
Fair value
2009
$m
20
2008
$m
51
Commodity prices
The Group’s future revenue is exposed to commodity price fluctuations. The Group may enter into commodity price
derivative instruments to manage this exposure.
Instrument
Notional
volumes
Rate
Expiry
Hedge type
Crude oil
zero cost
collars
Sell
Receive
4,400,000 bbl
US$55 – 75.94/bbl
2009
2,500,000 bbl
US$55 – 73.68/bbl
2010
Cash flow hedge - Manages risk
from anticipated oil production
receipts from projects in the Greater
Exmouth area. Notional volumes
amount to approximately 19% of total
anticipated production from 2009 to
2010.
(1) $4 million was transferred from equity in 2008 due to hedge ineffectiveness.
Fair value
2009
$m
2008
$m
-
(32)
44(1)
(4)
104
Notes to and forming part
of the financial report
For the year ended 31 December 2009
25. Financial and capital risk management (continued)
(g) Maturity profile of interest-bearing liabilities
The maturity profile of the Group's interest-bearing liabilities as at 31 December 2008 were as follows:
2008
Consolidated
Interest-bearing liabilities(1)
(1) Excludes deferred borrowing costs.
Parent
Interest-bearing liabilities
Due for payment in
1 year or less 1-2 years
2-3 years
3-4 years
4-5 years More than
$m
$m
$m
$m
$m
5 years
$m
Total
$m
(79)
(79)
(79)
(79)
(513)
(513)
(531)
(531)
(883)
(883)
(1,330)
(1,330)
(3,415)
(3,415)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
The maturity profile of the Group's interest-bearing liabilities as at 31 December 2009 were as follows:
2009
Consolidated
Interest-bearing liabilities(1)
(1) Excludes deferred borrowing costs.
Parent
Interest-bearing liabilities
Due for payment in
1 year or less 1-2 years
2-3 years
3-4 years
4-5 years More than
$m
$m
$m
$m
$m
5 years
$m
Total
$m
(203)
(203)
(689)
(689)
(1,769)
(1,769)
(793)
(793)
(1,442)
(1,442)
(1,800)
(1,800)
(6,696)
(6,696)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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105
Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
25. Financial and capital risk management (continued)
(h)
Fair values
The Group uses various methods in estimating the fair value of a financial instrument. The methods comprise:
•
•
•
Level 1 - the fair value is calculated using quoted prices in active markets;
Level 2 - the fair value is estimated using inputs other than quoted prices included in Level 1 that are observable for
the asset or liability; and
Level 3 - the fair value is estimated using inputs for the asset or liability that are not based on observable market
data.
The fair values of financial instruments and the methods used to estimate their fair values are as follows:
2009
2008
Quoted
market
price
(Level 1)
Valuation
technique
- market
observable
inputs
(Level 2)
Valuation
technique
- non
market
observable
inputs
(Level 3)
Total
Quoted
market
price
(Level 1)
Total
Valuation
technique
- market
observable
inputs
(Level 2)
Valuation
technique
- non
market
observable
inputs
(Level 3)
$m
$m
$m
$m
$m
$m
$m
$m
Consolidated
Financial assets
Derivative instruments: current
Derivative instruments: non current
Other investments (available-for-sale):
listed entity investments
Embedded derivatives
Financial liabilities
Derivative instruments: current
Derivative instruments: non current
Parent
Financial assets
Derivative instruments: current
Derivative instruments: non current
Other investments (available-for-sale):
listed entity investments
Embedded derivatives
Financial liabilities
Derivative instruments: current
Derivative instruments: non current
-
-
10
-
-
-
-
-
-
-
-
-
-
20
-
61
(32)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
20
10
61
(32)
-
-
-
-
-
-
-
-
-
5
-
-
-
-
-
-
-
-
-
44
53
-
73
-
(4)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
44
53
5
73
-
(4)
-
-
-
-
-
-
Quoted market price represents the fair value determined based on quoted prices on active markets as at the reporting
date. The fair value of the listed equity instruments are based on quoted market prices.
For financial instruments not quoted in active markets, the Group uses valuation techniques comparable to similar
instruments such as present value techniques for which market observable prices exist.
Financial instruments that use valuation techniques with only observable market inputs, that are not significant to the
overall valuation, include interest rate swaps, forward commodity contracts and embedded derivatives.
Fair values of other financial assets and liabilities approximate their carrying values.
Transfer between categories
There were no transfers between Level 1 and Level 2 during the year.
106
Notes to and forming part
of the financial report
For the year ended 31 December 2009
25. Financial and capital risk management (continued)
(i)
Capital management
The Group Treasury is responsible for the Group’s capital management including cash, debt and equity. This involves
the use of corporate forecasting models, which facilitates analysis of the Group’s financial position including cash flow
forecasts to determine the future capital management requirements. Capital management is undertaken to ensure that
a secure, cost-effective and flexible supply of funds is available to meet the Group’s operating and capital expenditure
requirements. The Group Treasury monitors gearing and treasury policy breaches and exceptions. The gearing ratio at the
balance sheet date is 30% (2008: 29%).
The Group Treasury maintains a stable capital base from which the Group can pursue its growth aspirations, whilst
maintaining a flexible capital structure that allows access to a range of debt and equity markets to both draw upon and
repay capital. An example of the Group’s capital management is the activation of the Dividend Reinvestment Plan (DRP)
during a period of high capital expenditure.
The DRP was approved by shareholders at the Annual General Meeting in 2003 for activation as required to fund future
growth. The Group announced the activation of the DRP in December 2006 to manage capital requirements. The DRP was
activated with the 2006 final dividend and deactivated for the 2007 final dividend. The DRP was reactivated in 2008 and
remains activated for the 2009 final dividend.
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107
Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
26. Expenditure commitments
(a) Operating lease commitments
Rentals payable on non-cancellable operating leases, due:
Within one year
After one year but not more than five years
Later than five years
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
637
1,512
553
2,702
714
2,030
844
3,588
-
-
-
-
-
-
-
-
The Group leases assets for operations including: floating production, storage and off-take vessels, helicopters, supply
vessels, cranes, land, mobile offshore drilling units, office premises and computers.
There are no restrictions placed upon the lessee by entering into these leases. Renewals are at the option of the specific
entity that holds the lease. Most leases contain a clause enabling upward revision of the rental charge on an annual basis
based on the Consumer Price Index.
The Group made payments under operating leases of $455 million during the year (2008: $539 million). A portion of this
amount relates to arrangements containing non-lease elements, which are not practicable to separate.
(b) Capital expenditure commitments
Expenditure contracted for but not provided for in the accounts,
due:
Within one year
After one year but not more than five years
Later than five years
(c) Other expenditure commitments
Other expenditure commitments predominantly for the future
supply of services contracted for but not provided for in the
accounts, due:
Within one year
After one year but not more than five years
Later than five years
(d)
Exploration commitments
Exploration expenditure obligations contracted for but not
provided for in the accounts, due:
Within one year
After one year but not more than five years
Later than five years
By region:
Australia
Browse Basin
Barrow Basin
Carnarvon Basin
Victoria
The Americas
Gulf of Mexico
Peru
Brazil
Africa
West Africa (Liberia)
North Africa (Algeria, Libya)
1,826
580
5
2,411
4,113
451
13
4,577
71
14
2
87
143
275
2
420
27
102
249
7
29
6
-
-
-
420
85
36
-
121
143
114
2
259
17
113
47
15
40
-
6
16
5
259
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
These obligations may be varied from time to time and are expected to be fulfilled in the normal course of operations of
the Group.
108
Notes to and forming part
of the financial report
For the year ended 31 December 2009
27. Employee benefits
(a) Woodside employee share plans
(i) Woodside employee share plan
During 2006, following a review of the Group’s total reward strategy across global operations, it was decided to
close the Woodside Employee Share Plan (WESP) with the last allocation being made to employees in August 2006.
On announcement of closure, unrestricted possession (full entitlement) of these shares was provided immediately
to employees. Employees were required to repay or refinance WESP loans by 31 December 2009. The value of
the outstanding loans as at the reporting date is $23 million. For employees who have not settled their loans,
the process of selling shares and settling outstanding loans will be managed by Woodside. The timing of when
Woodside will enforce its rights under the WESP and instruct the Plan Manager to sell the shares will be subject to
the Securities Dealing Policy and Woodside's legal obligations.
Under the WESP, eligible employees were granted loans for the on-market purchase of shares in Woodside
Petroleum Ltd. The loans were interest-free, limited-recourse, were reduced by the application of dividends (after
taking into account employee liability for tax on those dividends) and were repayable upon the sale of shares or
termination of the employee. Before closing the WESP, the Group assessed incremental loan offer entitlements in
accordance with pre-established criteria based on remuneration levels.
WESP participants receive all of the rights of ordinary shareholders. Where the loan is repaid by the sale of shares,
any remaining surplus on sale is paid to the employee while any shortfall is borne by the Group.
Awards to employees under WESP are accounted for as share-based payments to employees for services provided.
The fair value of the benefit provided was estimated on issue using the binomial option pricing model.
The following table illustrates the number and weighted average prices of shares reserved, acquired and redeemed
during the year under the WESP on behalf of employees.
Number of
shares
2009
Weighted
average
price(1)
2008
Cost
Number of
shares
Weighted
average price
Cost
($/share)
$m
($/share)
$m
Opening balance
Redemptions during the year
Closing balance
Less cumulative dividends applied
4,048,816
(2,966,278)
1,082,538
23.31
17.34
39.68
Shares reserved for employees
1,082,538
21.03
Shares eligible for unrestricted
possession
1,082,538
39.68
(1) The weighted average share price for Woodside Petroleum Ltd during the year was $42.67.
94
(51)
43
(20)
23
43
5,572,498
(1,523,682)
4,048,816
-
22.21
19.28
23.31
-
4,048,816
19.34
4,048,816
23.31
124
(29)
94
(17)
78
94
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109
Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
27. Employee benefits (continued)
(a) Woodside employee share plans (continued)
(ii) Woodside share purchase plan
The Woodside Share Purchase Plan (WSPP) was introduced in April 2007 and was available to all employees,
including executives up to March 2009. The plan was suspended in April 2009 due to uncertainty regarding the
future operation of the plan created by proposed taxation legislation changes announced in the 2009 Federal
budget. The WSPP provided eligible employees with an opportunity to acquire Woodside shares and to share in the
growth of the company. The WSPP year was based on a 1 July to 30 June period (WSPP Year).
Participants in the WSPP elected to salary sacrifice an amount of base salary, and this amount was applied by the
WSPP Trustee to purchase shares in Woodside Petroleum Ltd. Additional shares were granted (matching shares)
at a fixed annual ratio of the shares awarded for the salary sacrifice amount. In the 2008/09 WSPP Year, the ratio
was one for one and a half; the ratio for the 2007/08 WSPP Year was one for one. Conditions applied in order for
employees to become entitled to the matching shares.
Share acquisitions under the WSPP for the employee sacrificed amounts are made quarterly in arrears. The shares
are purchased by the Trustee on market by dividing the sacrificed amount by the volume weighted average price
paid for all the shares purchased for participating employees. The sacrificed amount is rounded down to the nearest
whole share. Any amount not used is carried forward and applied to the sacrificed amount for the next quarter. Any
balance at the end of the specified sacrifice period (normally 12 months) is paid to the participant or carried over to
the next sacrifice period if the employee elects to participate. If employment ceases (for whatever reason) during a
quarter or after the end of a quarter, but before any shares have been purchased in respect of the quarter, no shares
are transferred to the participant in relation to that quarter.
In order for the matching shares to beneficially vest to the participating employees in the WSPP, the employee
needs to hold shares purchased through the sacrificed amount for three years and remain employed at the end of
that qualification period.
Matching shares are purchased on a quarterly basis at the same time as the shares are purchased using the
employee’s sacrificed amount.
If employment ceases because of resignation or termination before the end of the three-year qualification period,
the participant forfeits their interest in any matching shares. Shares acquired using any sacrificed amount are
released to the participant.
The WSPP had 1,650 employees participating at 31 December 2009.
Matching shares acquired under the WSPP are accounted for as share-based payments to employees for service
provided and are measured at fair value, being the share price on acquisition date.
Grant date
Matching shares acquired
Shares at acquisition date
2009
January
March
2008
March
June
June
October
162,748
153,666
59,350
53,078
16,419
119,067
($)
35.21
38.60
55.93
62.86
63.63
52.82
Employee benefit
fair value
($/share)
35.21
38.60
55.93
62.86
63.63
52.82
110
Notes to and forming part
of the financial report
For the year ended 31 December 2009
27. Employee benefits (continued)
(a) Woodside employee share plans (continued)
(iii) Woodside employee equity plan
In July 2009 Woodside introduced the Woodside Petroleum Ltd 2009 - 2012 Employee Equity Plan (EEP) which
is available to all employees including executives, other than the CEO. The EEP is intended to provide a retention
mechanism for participating employees as well as provide an opportunity to share in the growth of the company.
The Equity Rights (ERs) are a form of remuneration that is not dependent on employee's individual performance or
Woodside's performance. The EEP has 2,764 employees participating at 31 December 2009.
Eligible participants are entitled to receive an allocation of ERs. Each ER entitles the participants to receive a
Woodside share on vesting. The ERs will vest on 1 August 2012 (in the absence of any accelerating event,
including a change of control) if the employee is still employed by Woodside on 31 July 2012. An employee whose
employment is terminated by resignation, retirement or for cause prior to 31 July 2012 will forfeit all of their ERs.
Shares will either be issued by the company or acquired on market to satisfy vesting ER entitlements. The number
of ERs that vest may be adjusted for any interruptions to an employee's service. Participants in the EEP cannot
dispose of or otherwise deal with an ER and do not receive any dividends or have voting rights in respect of an ER.
Allocations of ERs to participants will be adjusted in the event of the company making a bonus issue of shares or
upon reconstruction of the company's share capital.
As a consequence of the renounceable rights issue by Woodside in December 2009, the Board resolved to issue
additional ERs under the EEP to maintain the value of the ERs held by participating employees. An additional
allocation of ERs will be granted to each participant in early 2010. The same terms and conditions which apply to
existing ERs will apply to these additional ERs.
The EEP is accounted for as a share-based payment to employees for services provided. The fair value of the benefit
provided is estimated using the Black-Scholes option pricing technique.
Valuation
assumption
Grant date
Vesting date
Equity rights
granted
Share price at grant
date
($)
Employee benefit
fair value
($/ER)
Expected dividend
return
(%)
31 October 2009
30 December 2009
1 August 2012
1 August 2012
5,936,722
219,143
47.70
47.35
44.56
44.42
2.5
2.5
7,826 ERs have been forfeited during the year. No ERs have vested. Total ERs outstanding at 31 December 2009 are
6,148,039.
(b) Executive share plans
The Executive Incentive Plan (EIP) and Pay Rights (PR) Plans became effective 1 January 2005 and 15 March 2007
respectively. For further details regarding the EIP, Pay Rights Plans and the Group’s remuneration structure for the CEO
and senior executives refer to the Remuneration Report included in the 2009 Directors’ Report.
The following table illustrates the number and weighted average prices of shares reserved and acquired during the year by
the plan.
2009
2008(1)
Number of
shares
Weighted
average price
Cost
Number of
shares
Weighted
average price
Cost
($/share)
$m
($/share)
$m
Opening balance
Purchases during the year
Vested during the year
Shares reserved for executives
under EIP/PR
880,749
-
(230,099)
650,650
46.88
-
46.88
46.86
(1) 2008 figures have been restated to correctly reflect the number of shares.
41
-
(11)
30
624,666
363,386
(107,303)
880,749
40.50
57.84
46.88
46.88
25
21
(5)
41
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111
Notes to and forming part
of the financial report
For the year ended 31 December 2009
27. Employee benefits (continued)
.
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27. Employee benefits (continued)
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Notes to and forming part
of the financial report
For the year ended 31 December 2009
27. Employee benefits (continued)
(c) Superannuation plan
Employees of the Group may be entitled to superannuation benefits on retirement, disability, death or withdrawal
under the Group’s Superannuation Plan. The Group has one funded plan with a defined benefit section and a defined
contribution section.
The defined benefit section of the plan is closed to new members. All new members receive accumulation only benefits.
The defined contribution section receives fixed contributions from Group companies and the Group’s legal or constructive
obligation is limited to these contributions.
(i)
Defined benefit superannuation plan
The Group has a legal obligation to settle defined benefit plan deficits however, these do not need to be settled with
an immediate contribution or additional one-off contribution. Any defined benefit plan surplus may only be used to
reduce future contributions from the Group.
The present value of the defined benefit obligation has been determined using the projected unit credit method.
Employer contributions
Employer contributions to the defined benefit section of the plan are based on recommendations by the plan’s
actuary. Actuarial assessments are made at no more than yearly intervals, and the last such assessment was made
as at 31 December 2009.
Funding method
The objective of funding is to ensure that the benefit entitlements of members and other beneficiaries are fully
funded by the time they become payable. To achieve this objective, the actuary has adopted a method of funding
benefits known as the ‘attained age normal’ method. This funding method seeks to have benefits funded by means
of a total contribution which is expected to be a constant percentage of members’ salaries over their working
lifetimes.
Using the funding method described above, in October 2008 the actuary recommended that the payment of
employer contributions to the fund recommence. The Group recommenced contributions to the defined benefit
section of the plan based on actuary recommended contribution rates for the respective groups of employees from
1 November 2008. Total employer contributions paid by Group companies for the year ending 31 December 2009
were $12 million.
(ii) Defined benefit plan asset/(liability) included in the statement of financial position
Present value of the defined benefit obligation
Fair value of defined benefit plan assets
Net benefit liability - non-current
(iii) Defined benefit plan categories of plan assets
The major categories of plan assets are as follows:
Cash
Australian equity
International equity
Fixed income
Property
Other
116
Consolidated
2009
$m
2008
$m
(149)
133
(16)
(167)
120
(47)
Consolidated
2009
%
2008
%
13
33
28
10
9
7
100
11
29
27
10
13
10
100
Notes to and forming part
of the financial report
For the year ended 31 December 2009
27. Employee benefits (continued)
(c) Superannuation plan (continued)
(iv) Defined benefit plan reconciliations
Reconciliation of the present value of the defined benefit obligation, which is fully funded:
Balance at 1 January
Current service cost
Interest on obligation
Actuarial gain/(loss)
Plan participants’ contributions
Benefits, administrative expenses, premiums and tax paid
Consolidated
2009
$m
2008
$m
(167)
(13)
(7)
21
(4)
21
(151)
(12)
(9)
(15)
(5)
25
Defined benefit obligation at 31 December
(149)
(167)
Reconciliation of the fair value of plan assets:
Balance at 1 January
Expected return on plan assets
Actuarial gain/(loss)
Employer contributions
Plan participants’ contributions
Benefits, administrative expenses, premiums and tax paid
Fair value of plan assets at 31 December
(v)
Defined benefit plan amounts recognised in income statement
The amounts recognised in the income statement are as follows:
Current service cost
Interest on obligation
Expected return on plan assets
Net actuarial gain/(loss) recognised in year
Defined benefit plan expense
120
9
9
12
4
(21)
133
(13)
(7)
9
12
1
174
12
(51)
5
5
(25)
120
(12)
(9)
12
(39)
(48)
(vi) Defined benefit plan principal actuarial assumptions
The principal actuarial assumptions used as at the balance sheet date for the purpose of calculating the present
value of the defined benefit obligation were as follows:
Discount rate – active members
Discount rate – pensioners
Expected rate of return on plan assets – active members
Expected rate of return on plan assets – pensioners
Expected salary increase rate
Financial year
2009
5.70% p.a.
5.70% p.a.
7.00% p.a.
8.00% p.a.
5.00% p.a.
2008
3.50% p.a.
3.90% p.a.
7.00% p.a.
8.00% p.a.
5.00% p.a.
The expected rate of return on plan assets is determined by weighting the expected long-term return for each asset
class by the benchmark allocation of assets to each class. The returns for each asset class are net of investment tax
and investment fees.
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Notes to and forming part
of the financial report
For the year ended 31 December 2009
27. Employee benefits (continued)
(c) Superannuation plan (continued)
(vii) Defined benefit plan historical information
Present value of defined benefit obligation(1)
Fair value of plan assets
(Deficit)/surplus in plan
Experience adjustments (loss)/gain - plan assets
Experience adjustments (loss)/gain - plan liabilities
(1) Includes any provision for contribution tax on plan surplus or deficit.
(d) Employee benefits expense
Employee benefits
Defined contribution plan costs
Defined benefit plan expense
Financial year
2009
$m
149
133
(16)
9
5
2008
$m
167
120
(47)
(51)
(1)
2007
$m
151
174
23
(1)
(10)
2006
$m
127
175
49
12
(6)
2005
$m
118
158
40
12
1
Consolidated
Parent
2009
$m
157
16
(1)
172
2008
$m
147
19
48
214
2009
$m
2008
$m
1
-
-
1
1
-
-
1
28. Key management personnel compensation
(a) Compensation of key management personnel
Key management personnel (KMP) compensation for the financial year was as follows:
Short-term employee benefits
Post employment benefits
Termination/sign on benefits
Share-based payment
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
14,510,094
11,520,215
5,796,146
4,460,058
549,263
360,953
126,819
1,449,844
-
-
12,292
-
4,973,726
4,963,225
2,547,193
2,462,071
20,159,902
18,294,237
8,343,339
6,934,421
118
Notes to and forming part
of the financial report
For the year ended 31 December 2009
28. Key management personnel compensation (continued)
(b) Key management personnel shareholdings
Details of shares held by KMP including their personally related entities(1) for the financial year are as follows:
2009
2008(2)
Opening
holding(3)
NEDSP(4) Acquisition/
(disposal)(5)
Closing
holding
Opening
holding(3)
NEDSP(4) Acquisition/
(disposal)(5)
Closing
holding
Non-executive directors
M A Chaney
E Fraunschiel
A Jamieson
P J M H Jungels
D I McEvoy
D Megat
I Robertson(6)
M Cilento(7)
J R Broadbent(8)
J Stausholm(8)
Executives
D Voelte
M Chatterji
R Cole
E Howell
A J Kantsler
V Santostefano
L Della Martina
F Ahmed(10)
B Donaghey(10)(11)
20,000
75,626
3,000
8,973
2,564
597
-
-
69,902
12,950
4,505
5,893
113,138
3,946
44,959
2,500
27,528
-
-
-
232
-
445
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
4,369
-
-
-
20,000
75,626
3,000
9,205
6,933
1,042
-
-
20,000
74,552
3,000
8,454
2,526
-
-
-
-
-
-
519
-
597
-
-
-
1,074
-
-
38
-
-
-
20,000
75,626
3,000
8,973
2,564
597
-
-
48,620
435
(5,163)
43,892
-
63,686
133,588
69,528
19,723
32,673
4,399
4,872
8,904
10,765
144
124
1,032
31
113,169
106,361
8,411
8,234
-
5,508
12,357
53,193
2,500
33,036
124
40,857
-
-
-
-
-
-
-
-
-
-
374
69,902
12,806(9)
12,950
4,381
4,861
6,777
3,822
4,102
4,505
5,893
113,138
3,946
44,959
(1) Personally related entities include a KMP's spouse, dependants or entities over which they have direct control or significant influence.
(2) 2008 figures have been restated to correctly reflect shareholdings.
(3) Opening holding represents amounts carried forward in respect of KMP or amounts held by KMP who commenced during the year.
(4) Relates to participation in the Non-Executive Directors’ Share Plan (NEDSP).
(5) Includes awards vested during the year under the employee share plans and acquired and matching shares under the WSPP.
(6) Mr Robertson was appointed on 30 June 2008.
(7) Ms Cilento was appointed on 11 December 2008.
(8) Ms Broadbent retired as director on 4 July 2008. Mr Stausholm resigned as director on 30 June 2008. The directors’ closing shareholding represents the amount of shares
held at the date of cessation of being a director.
(9) Includes 3,674 Equity Linked Cash Incentives (ELCI’s), which were granted in April 2005, in respect of Mr Chatterji’s Long Term Incentive award for the 2004 performance
year, before the introduction of the Executive Incentive Plan (EIP). In April 2008, the Board approved that the ELCI’s be satisfied through an allocation of WPL shares, which
can be held in the EIP Trust, rather than via a cash payment.
(10) Mr Ahmed and Ms Donaghey did not meet the definition of KMP under AASB 124 for the 2008 financial year but are considered KMP for 2009. 2008 comparative figures
are not shown.
(11) Ms Donaghey departed Woodside on 31 October 2009.
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Notes to and forming part
of the financial report
For the year ended 31 December 2009
28. Key management personnel compensation (continued)
(c) Executives’ interests in variable pay rights (VPR) and pay rights (PR) and equity rights (ER)
VPR and PR holdings of key management personnel (consolidated)
2009
Name
D Voelte
F Ahmed
M Chatterji
R Cole
L Della Martina
B Donaghey
E Howell
A Kantsler
V Santostefano
2008
Name
D Voelte
F Ahmed
M Chatterji
R Cole
L Della Martina
B Donaghey
E Howell
A Kantsler
V Santostefano
Balance at
beginning
of period
1 January 2009
Allocated in 2009
Vested in 2009
Net change -
other
Balance at end of
period
31 December 2009
254,937
9,136
57,617
18,737
21,877
20,500
17,121
37,398
20,577
69,538
15,987
26,486
17,775
13,005
7,705
15,549
19,769
12,975
(63,291)
(2,031)
(19,044)
(4,004)
(7,839)
(5,508)
(4,843)
(16,351)
(8,016)
-
-
-
-
-
(22,697)(1)
-
-
-
261,184
23,092
65,059
32,508
27,043
-
27,827
40,816
25,536
Balance at
beginning
of period
1 January 2008
Allocated in 2008
Vested in 2008
Net change -
other
Balance at end of
period
31 December 2008
123,658
6,091
56,783
16,126
20,447
20,283
16,108
34,344
18,891
131,279
3,045
13,266
6,618
5,158
4,875
5,859
9,577
5,134
-
-
(12,432)
(4,007)
(3,728)
(4,658)
(4,846)
(6,523)
(3,448)
-
-
-
-
-
-
-
-
-
254,937
9,136
57,617
18,737
21,877
20,500
17,121
37,398
20,577
(1) Ms Donaghey's PRs and VPRs were forfeited upon her departure on 31 October 2009.
120
Notes to and forming part
of the financial report
For the year ended 31 December 2009
28. Key management personnel compensation (continued)
(d) Summary of Executives’ interests in shares under the Woodside Share Purchase Plan (WSPP)
Name
Plan type
Opening balance
Shares purchased
under WSPP
Matching shares
Closing balance
D Voelte
M Chatterji
R Cole
E Howell
A Kantsler
2009 WSPP
2008 WSPP
2007 WSPP
2009 WSPP
2008 WSPP
2007 WSPP
2009 WSPP
2008 WSPP
2007 WSPP
2009 WSPP
2008 WSPP
2007 WSPP
2009 WSPP
2008 WSPP
2007 WSPP
2009 WSPP
V Santostefano
2008 WSPP
2007 WSPP
2009 WSPP
L Della Martina(1)
2008 WSPP
F Ahmed(2)
B Donaghey(2)
2007 WSPP
2009 WSPP
2008 WSPP
2007 WSPP
2009 WSPP
2008 WSPP
2007 WSPP
498
124
-
498
124
-
498
124
-
-
-
-
358
124
-
498
124
-
498
124
-
-
-
-
-
-
-
158
173
62
158
173
62
158
173
62
-
-
-
-
117
62
158
173
62
158
173
-
-
-
-
-
-
-
237
201
62
237
201
62
237
201
62
-
-
-
-
117
62
237
201
62
237
201
-
-
-
-
-
-
-
893
498
124
893
498
124
893
498
124
-
-
-
358
358
124
893
498
124
893
498
-
-
-
-
-
-
-
(1) Mr Della Martina did not meet the definition of KMP under AASB 124 for previous years but did fall within the definition for 2008 and 2009. Previous year's comparative
figures are not shown.
(2) Mr Ahmed and Ms Donaghey did not meet the definition of KMP under AASB 124 for the 2008 financial year but did fall within the definition for 2009. Previous year's
comparative figures are not shown.
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Notes to and forming part
of the financial report
For the year ended 31 December 2009
29. Events after the balance sheet date
(a) Dividends
Since the reporting date, the directors have declared a fully franked dividend of 55 cents (2008: 55 cents), payable on
31 March 2010. The amount of this dividend will be $427 million (2008: $384 million). No provision has been made for this
dividend in the financial report as the dividend was not declared or determined by the directors on or before the end of the
financial year.
(b) Retail Entitlement Offer
The retail component of the fully underwritten accelerated renounceable Woodside Entitlement Offer, announced on
14 December 2009, closed on 29 January 2010. This resulted in the issue of 28,646,808 shares (total shares on issue of
777,245,797) at a value of $42.10 (total share capital $5,369 million). Proceeds of $1,206 million were received by
10 February 2010 and will be included in the 2010 accounts.
30. Related party disclosure
(a)
Entities with significant influence over the entity
Shell Energy Holdings Australia Ltd is deemed a related party through its 34.3% (2008: 34.3%) interest of 256,483,034
ordinary shares (2008: 239,383,224 ordinary shares) in the shareholding of the Group. In 2009, Shell Energy Holdings
Australia Ltd participated in the Woodside Dividend Reinvestment Plan resulting in an increase in its shareholding in the
Group. Shell Energy Holdings Australia Ltd is a member of the Royal Dutch Shell Group.
During the year petroleum products with a total value of $77 million (2008: $55 million) were purchased from Shell
Company of Australia Ltd by the Group in its own right or as operator of various joint ventures. These transactions were
on normal commercial terms and conditions. At the balance sheet date the liability outstanding to Shell Company of
Australia Ltd in relation to these purchases was $7 million (2008: $2 million).
Companies within the Royal Dutch Shell Group provide the Group with various technical services, technology, research
and information networks and secondment of management and technical staff on normal commercial terms and
conditions. The cost of these various services to the Group was $19 million (2008: $25 million). At the balance sheet date
the liability outstanding to the Royal Dutch Shell Group in relation to these services was $1 million (2008: $nil).
The Group sold $304 million (2008: $592 million) of oil and gas products to members of the Royal Dutch Shell Group on
normal commercial terms and conditions. At the balance sheet date the trade receivable outstanding in relation to these
sales was $52 million (2008: $24 million).
Solen Versicherungen AG (a wholly owned captive insurance company of the Royal Dutch Shell Group) participates in
the Group’s various operational and construction insurance programs. In 2009, the total paid by the Group to Solen
Versicherungen AG for its participation was $2 million (2008: $3 million). Applicable insurance premiums are negotiated at
arms-length with lead insurers via Woodside’s insurance brokers, with Solen Versicherungen AG following the terms set by
the lead insurers.
The Group and Shell have common interests in joint ventures (refer to Note 33(a)).
(b) Transactions with related parties in the wholly owned group
Dividends, interest receivable and diminution in value of investments in subsidiaries are shown in Note 3. Current
amounts payable to controlled entities shown in Note 15(a) are interest-free inter-company current balances. Non-current
amounts owing by controlled entities shown in Note 8(b) are long term inter-company advances that attract interest at
commercial rates. Non-current amounts payable to controlled entities shown in Note 15(b) are long-term interest-free
inter-company advances. Refer to Note 35(a) for a description of the relationship between the parent company and
its controlled entities. All amounts advanced or payable to controlled entities are not repayable to the extent that the
relationship between the parent company and the controlled entities exists.
(c)
Transactions with directors
No transactions with directors occurred outside of their normal Board and committee duties in 2009 (2008: $56,000).
122
31. Contingent liabilities
Contingent liabilities at the balance sheet date
Not otherwise provided for in the financial report
Contingent liabilities arising from subsidiaries(1)
Guarantees(2)
Notes to and forming part
of the financial report
For the year ended 31 December 2009
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
44
3
47
16
3
19
-
-
-
-
-
-
(1) Contingent liabilities relate predominately to actual or potential litigation of the Group for which amounts are reasonably estimable but the liability is not probable and therefore the
Group has not provided for such amounts in this financial report. Additionally, there are a number of other claims and possible claims that have arisen in the course of business
against entities in the Group, the outcome of which cannot be foreseen at present, and for which no amounts have been included in the table above.
(2) Guarantees:
• Woodside Petroleum Ltd and Woodside Energy Ltd are parties to a deed of cross guarantee (refer to Note 35(b)).
• Woodside Petroleum Ltd has guaranteed the discharge by Woodside Finance Ltd of its financial obligations under debt facilities referred to in Note 25(e).
• The Group has also issued guarantees relating to workers compensation liabilities.
32. Auditor remuneration
Amounts received or due and receivable by the auditors
of the company for:
Audit and review of financial reports
Ernst & Young (Australia)
Overseas Ernst & Young firms
Non audit services
Ernst & Young (Australia)
Other assurance/advisory services
Other services
Consolidated
Parent
2009
$000
2008
$000
2009
$000
2008
$000
965
477
1,442
676
29
705
1,160
373
1,533
690
30
720
-
-
-
-
-
-
-
-
-
-
-
-
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Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
33. Joint ventures
(a)
Joint venture interests
The Group's interests in joint venture assets as at 31 December 2009 is detailed below. Exploration, development and
production of hydrocarbons are the principal activities performed across these assets. Related party interests are indicated
where applicable (refer to Note 30).
Joint venture assets
Group interest %
Related party interest %
Australasia
Producing and Developing Assets
North West Shelf Joint Ventures
Enfield and Vincent
Laminaria–Corallina
Mutineer–Exeter
Stybarrow
Otway
Pluto
Exploration and Evaluation Assets
Browse Basin
Carnarvon Basin
Bonaparte Basin
Victoria
Middle East and Africa
Producing Assets
Ohanet
Exploration and Evaluation Assets
Canary Islands
Liberia
Libya
Sierra Leone
The Americas
Producing and Developing Assets
Gulf of Mexico
Exploration and Evaluation Assets
Gulf of Mexico
Brazil
Asia
Exploration and Evaluation Assets
Korea
12.5 - 50.0
60.0
59.9 - 66.7
8.2
50.0
51.6
90.0
25.5 - 50.0
15.8 - 90.0
26.7 - 35.0
51.6
15.0
30.0
17.5
45.0 - 55.0
25.0
17.0 - 67.0
3.0 - 65.0
12.5
50.0
8.3 - 16.7
-
-
-
-
-
-
8.3 - 15.0
0.0 - 15.8
25.0 - 33.3
-
-
-
-
-
-
-
-
-
-
124
Notes to and forming part
of the financial report
For the year ended 31 December 2009
33. Joint ventures (continued)
(b)
Jointly controlled assets
The aggregate of the Group’s interest in all jointly controlled assets is analysed as follows:
Consolidated
Parent
2009
$m
2008
$m
2009
$m
2008
$m
Current assets
Receivables
Inventories
Other assets
Non-current assets
Inventories
Other assets
Exploration and evaluation assets
Oil and gas properties
38
56
15
109
11
-
1,057
11,356
12,424
12,533
47
52
9
108
17
6
842
9,697
10,562
10,670
(c) Commitments through jointly controlled assets
The aggregate of the Group’s commitments through jointly controlled assets is as follows:
Capital
Exploration and other commitments
(d)
Jointly controlled entities
Interests in jointly controlled entities are as follows:
Consolidated
2009
$m
2,242
306
2,548
2008
$m
4,288
268
4,556
2009
$m
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Parent
2008
$m
Entity
Principal activity
Country of
incorporation
North West Shelf Gas Pty Ltd
North West Shelf Liaison Company
Pty Ltd
North West Shelf Australia LNG Pty Ltd
Marketing services for venturers in the
sale of gas to the domestic market.
Liaison for venturers in the sale of LNG
to the Japanese market.
Marketing services for venturers in the
sale of LNG to international markets.
North West Shelf Shipping Service
Company Pty Ltd
LNG vessel fleet advisor.
Australia
Australia
Australia
Australia
Group interest %
2009
16.67
16.67
16.67
16.67
2008
16.67
16.67
16.67
16.67
These entities exist as integrated components of the overall North West Shelf Joint Ventures structure and are held
proportionately with the other venturers. There have been no changes to the investment in these entities during the year.
All relevant commitments arising through these entities are included in Note 26.
34. Associated entities
Name of entity
Principal activity
Australian Technical College Pilbara Ltd(1)
Provision of academic and technical training in local
communities.
International Gas Transportation Company Ltd(2) LNG vessel fleet management.
Group interest %
2009
25.00
16.67
2008
25.00
16.67
(1) Australian Technical College Pilbara Limited was incorporated on 6 December 2006 and is limited by guarantee to a maximum amount of $1. Woodside is one of four members of the
company, of which significant influence is present. The associate is incorporated in Australia.
(2) Where material, investments in joint venture entities are accounted for using the equity method of accounting. The associate is incorporated in Bermuda.
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Notes to and forming part
Notes to and forming part
of the financial report
of the financial report
For the year ended 31
For the year ended 31 December 2009
35. Subsidiaries
(a) Subsidiaries
Name of entity
Parent entity
Woodside Petroleum Ltd
Subsidiaries
Woodside Energy Ltd
Woodside Energy Holdings Pty Ltd
Woodside Energy Holdings (USA), Inc
Woodside Insurance, Inc
Woodside Energy (USA), Inc
Gryphon Exploration Company
Woodside Energy (Sahara), Inc
Gander, Inc (formerly ATS, Inc)
Woodside Offshore LLC
Woodside Natural Gas, Inc
Avila 8 LLC
Woodside Energy (Peru) Pty Ltd
Woodside Eastern Energy Pty Ltd
Woodside Energy (Algeria) Pty Ltd
Woodside Petroleum (NEDSP) Pty Ltd
Woodside Technical Services Pty Ltd
Metasource Pty Ltd
Woodside West Kimberley Energy Pty Ltd
Woodside Guangdong Shipping (One) Pty Ltd
Woodside Guangdong Shipping (Two) Pty Ltd
Woodside Mauritania Investments Pty Ltd
Woodside Energy Holdings (UK) Pty Ltd
Woodside Energy (UK) Ltd
Woodside Energy Iberia S.A.
Woodside Energy (N.A.) Ltd
Woodside Energy (Kenya) Pty Ltd
Woodside Quest Energy Pty Ltd
Woodside Energy (Carbon Capture) Pty Ltd
Woodside Energy (SL) Pty Ltd
Woodside West Africa Pty Ltd
Woodside Energy Technologies Pty Ltd
Woodside Energy (Norway) Pty Ltd
Woodside Energy (M.E.) Pty Ltd
Woodside Energy Middle East and Africa Pty Ltd
Woodside Browse Pty Ltd
Woodside Burrup Pty Ltd
Pluto LNG Pty Ltd
Burrup Facilities Company Pty Ltd
Burrup Train 1 Pty Ltd
Woodside Energy Australia Asia Holdings Pte Ltd
WelCap Insurance Pte Ltd
Woodside Energy (Korea) Pte Ltd
Woodside Energy Holdings (South America) Pty Ltd
Woodside Energia (Brasil) Investimento em Exploração de Petróleo Ltda.
Woodside Finance Ltd
Woodside Petroleum Holdings Pty Ltd
Woodside Petroleum (Timor Sea 19) Pty Ltd
Woodside Petroleum (Timor Sea 20) Pty Ltd
Mermaid Sound Port and Marine Services Pty Ltd
Woodside Group Staff Superannuation Pty Ltd
Woodside Petroleum (Northern Operations) Pty Ltd
Woodside Petroleum (W.A. Oil) Pty Ltd
Notes
Country of
incorporation
Functional currency
(1,2,3)
Australia
Australian Dollars
(2,3,4)
(2,4)
(4)
(4)
(4)
(4)
(4,7)
(4)
(4)
(4)
(4)
(2,4)
(2,4)
(2,4)
(2,4)
(2,4)
(2,4)
(2,4)
(2,4)
(2,4)
(2,4)
(2,4)
(4)
(4)
(4)
(2,4)
(2,4,6)
(2,4)
(2,4)
(2,4)
(2,4)
(2,4)
(2,4)
(2,4)
(2,4)
(2,4)
(5)
(5)
(5)
(4)
(4)
(4)
(2,4)
(4)
(2,4)
(2,4)
(2,4)
(2,4)
(2,4)
(2,4)
(2,4)
(2,4)
Australia
Australia
USA
USA
USA
USA
USA
USA
USA
USA
USA
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
UK
Spain
UK
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Singapore
Singapore
Singapore
Australia
Brazil
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australian Dollars
Australian Dollars
US Dollars
US Dollars
US Dollars
US Dollars
US Dollars
US Dollars
US Dollars
US Dollars
US Dollars
US Dollars
Australian Dollars
US Dollars
Australian Dollars
Australian Dollars
Australian Dollars
Australian Dollars
Australian Dollars
Australian Dollars
Australian Dollars
Australian Dollars
Great British Pounds
EURO
US Dollars
US Dollars
Australian Dollars
Australian Dollars
US Dollars
US Dollars
Australian Dollars
Norwegian Kroner
US Dollars
US Dollars
Australian Dollars
Australian Dollars
Australian Dollars
Australian Dollars
Australian Dollars
US Dollars
US Dollars
US Dollars
US Dollars
US Dollars
Australian Dollars
Australian Dollars
US Dollars
US Dollars
Australian Dollars
Australian Dollars
Australian Dollars
Australian Dollars
(1) Woodside Petroleum Ltd is the ultimate holding company and the head entity within the tax consolidated group.
(2) These companies were members of the tax consolidated group at 31 December 2009.
(3) Pursuant to ASIC Class Order 98/1418, relief has been granted to the controlled entity, Woodside Energy Ltd from the Corporations Act 2001 requirements for preparation,
audit and publication of accounts. As a condition of the Class Order, Woodside Petroleum Ltd and Woodside Energy Ltd are parties to a deed of cross guarantee.
(4) All subsidiaries are wholly owned except for those listed in Note 5 below.
(5) Kansai Electric and Tokyo Gas each have 5% of the shares in these companies.
(6) This company was placed into voluntary liquidation on 18 December 2008 and was deregistered on 1 August 2009.
(7) This company was voluntarily dissolved on 26 January 2009.
126
Notes to and forming part
of the financial report
For the year ended 31 December 2009
35. Subsidiaries (continued)
(b) Deed of cross guarantee and closed group
Woodside Petroleum Ltd and Woodside Energy Ltd are parties to a deed of cross guarantee under which each company
guarantees the debts of the other. By entering into the deed, the entities have been granted relief from the Corporations
Act requirements for the preparation, audit and publication of accounts, pursuant to Australian Securities and Investment
Commission (ASIC) Class Order 98/1418. The two entities represent a Closed Group for the purposes of the Class Order.
The consolidated income statement and statement of financial position of the members of the Closed Group are set out
below.
Closed Group consolidated income statement
Profit before tax
Taxes
Profit after tax
Retained earnings at the beginning of the financial year
Dividends
Retained earnings at the end of the financial year
(1) 2008 figures were restated to include diminution in value of investments in controlled entities.
2009
$m
3,503
(1,162)
2,341
3,400
(774)
4,967
2008(1)
$m
2,557
(1,532)
1,025
3,304
(929)
3,400
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Notes to and forming part
of the financial report
For the year ended 31 December 2009
35. Subsidiaries (continued)
(b) Deed of cross guarantee and closed group (continued)
Closed Group consolidated statement of financial position
2009
$m
2008
$m
Current assets
Cash and cash equivalents
Receivables
Inventories
Other financial assets
Other assets
Assets of disposal group classified as held for sale
Total current assets
Non-current assets
Receivables
Inventories
Other financial assets
Other assets
Exploration and evaluation assets
Oil and gas properties
Other plant and equipment
Total non-current assets
Total assets
Current liabilities
Payables
Tax payable
Other financial liabilities
Other liabilities
Liabilities directly associated with assets of disposal group classified as held for sale
Provisions
Total current liabilities
Non-current liabilities
Payables
Deferred tax liabilities
Other financial liabilities
Other liabilities
Provisions
Total non-current liabilities
Total liabilities
Net assets
Equity
Issued and fully paid shares
Shares reserved for employee share plans
Other reserves
Retained earnings
Total equity
(36)(1)
492
121
-
(6)
587
1,158
64
45
10,328
-
246
5,463
88
16,234
17,392
1,195
221
55
18
41
108
1,638
5,043
979
-
208
420
6,650
8,288
9,104
4,163
(99)
73
4,967
9,104
195
307
95
44
(16)
-
625
57
53
5,499(2)
-
145
6,696
103
12,553
13,178
1,222
529
26
21
-
107
1,905
3,747
589
4
292
1,121
5,753
7,658
5,520
2,104
(142)
158
3,400(2)
5,520
(1) Excess joint venture funds were put on deposit in interest-bearing accounts in Woodside Finance Ltd.
(2) 2008 figures were restated to include diminution in value of investments in controlled entities.
36. Corporate information
Woodside Petroleum Ltd is a company limited by shares incorporated in Australia. Its shares are publicly traded on the Australian
Stock Exchange.
128
Directors' declaration
In accordance with a resolution of directors of Woodside Petroleum Ltd, we state that:
1.
In the opinion of the directors:
(a) the financial statements and notes thereto, and the disclosures included in the audited 2009 Remuneration Report, comply
with Australian Accounting Standards and the Corporations Act 2001;
(b) the financial statements and notes thereto give a true and fair view of the financial position of the company and the Group as
at 31 December 2009 and of the performance of the company and the Group for the financial year ended 31 December 2009;
(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; and
(d) there are reasonable grounds to believe that the members of the Closed Group identified in Note 35 will be able to meet any
obligations or liabilities to which they are or may become subject to, by virtue of the deed of cross guarantee.
2. 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 for the year ended 31 December 2009.
For and on behalf of the Board
Michael Chaney, AO
Chairman
Perth
24 February 2010
Don Voelte
Chief Executive Officer
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Independent audit report
Independent Auditor's Report to the Members of Woodside Petroleum Ltd
Report on the Financial Report
We have audited the accompanying financial report of Woodside Petroleum Ltd (the company), which comprises the statement of
financial position as at 31 December 2009, and the income statement, statement of comprehensive income, statement of changes in
equity and statement of cash flows for the year ended on that date, a summary of significant accounting policies, other explanatory
notes 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 and fair presentation of the financial report in accordance with the
Australian Accounting Standards (including the Australian Accounting Interpretations) and the Corporations Act 2001. This responsibility
includes establishing and maintaining internal controls relevant to the preparation and fair presentation of the financial report that is
free from material misstatement, whether due to fraud or error; selecting and applying appropriate accounting policies; and making
accounting estimates that are reasonable in the circumstances. In Note 1, the directors also state that the financial report, comprising
the financial statements and notes, complies with International Financial Reporting Standards as issued by the International
Accounting Standards Board.
Auditor’s Responsibility
Our responsibility is to express an opinion on the financial report based on our audit. We conducted our audit in accordance with
Australian Auditing Standards. These Auditing Standards require that we comply with relevant ethical requirements relating to audit
engagements and plan and perform the audit to obtain reasonable assurance whether the financial report is free from material
misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial report. The
procedures selected depend on our 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, we consider 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.
Independence
In conducting our audit we have met 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 included in the Directors’ Report. In addition to our audit
of the financial report, we were engaged to undertake the services disclosed in the notes to the financial statements. The provision of
these services has not impaired our independence.
Auditor’s Opinion
In our opinion:
1.
the financial report of Woodside Petroleum Ltd is in accordance with the Corporations Act 2001, including:
(i) giving a true and fair view of the financial position of Woodside Petroleum Ltd and the consolidated entity at 31 December
2009 and of their performance for the year ended on that date; and
(ii) complying with Australian Accounting Standards (including the Australian Accounting Interpretations) and the Corporations Act
2001.
2. the financial report also complies with International Financial Reporting Standards as issued by the International Accounting
Standards Board.
Report on the Remuneration Report
We have audited the Remuneration Report included in pages 45 to 59 of the Directors’ Report for the year ended 31 December 2009.
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.
Auditor’s Opinion
In our opinion the Remuneration Report of Woodside Petroleum Ltd for the year ended 31 December 2009, complies with section
300A of the Corporations Act 2001.
Ernst & Young
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G H Meyerowitz, Partner
Perth, 24 February 2010
Shareholder information
As at 15 February 2010
Number of shareholdings
There were 184,137 shareholders. All issued shares carry voting rights on a one for one basis.
Distribution of shareholdings
Size of shareholding
Number of holders
Number of shares
% of issued capital
1 - 1,000
1,001 - 5,000
5,001 - 10,000
10,001 - 100,000
100,001 and over
Total
133,191
45,120
3,810
1,903
113
184,137
48,596,436
86,654,486
25,665,326
39,141,532
577,188,017
777,245,797
6.25
11.15
3.30
5.04
74.26
100.00
Unmarketable Parcels
There were 1,929 members holding less than a marketable parcel of shares in the company.
Twenty Largest Shareholders
Shareholder
Shell Energy Holdings Australia Limited
HSBC Custody Nominees (Australia) Limited
J P Morgan Nominees Australia Limited
National Nominees Limited
ANZ Nominees Limited
Citicorp Nominees Pty Limited
Cogent Nominees Pty Limited
UBS Wealth Management Australia Nominees Pty Ltd
Queensland Investment Corporation
AMP Life Limited
Australian Foundation Investment Company Limited
Perpetual Trustee Company Limited
UBS Nominees Pty Ltd
RBC Dexia Investor Services Australia Nominees Pty Limited
Argo Investments Limited
HSBC Custody Nominees (Australia) LIMITED-GSCO ECA
Australian Reward Investment Alliance
Citicorp Nominees Pty Limited
Citicorp Nominees Pty Limited
Pacific Custodians Pty Ltd
Shares held
% of issued capital
266,323,921
91,418,061
75,443,675
49,622,602
17,933,384
14,661,919
5,933,638
4,909,286
4,239,335
3,336,520
2,609,540
2,067,522
2,001,245
1,711,147
1,525,396
1,476,695
1,384,101
1,276,595
1,175,991
1,077,377
34.27
11.76
9.71
6.38
2.31
1.89
0.76
0.63
0.55
0.43
0.34
0.27
0.26
0.22
0.20
0.19
0.18
0.16
0.15
0.14
Total
550,127,950
70.80
Substantial shareholders as disclosed in substantial shareholder notices given to the company are as follows:
Shell Energy Holdings Australia Ltd (notice dated 3 May 2001).
228,456,275
34.27
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American Depositary Receipts
The Bank of New York sponsors a level
one American Depositary Receipts (ADR)
program in the United States of America.
One Woodside share equals one ADR and
trades over the counter under the symbol
‘WOPEY’.
ADR holders should deal directly with the
Bank of New York on all matters related to
their ADRs. Enquiries should be directed
to:
The Bank of New York
Depositary Receipts Division
101 Barclay Street, 22nd Floor,
New York NY 10286
Telephone: +1 888 269 2377 (within United
States); +1 212 815 3700 (outside United
States)
Email: shareowners@bankofny.com
Website: www.adrbny.com
Investor Relations: enquiries
Requests for specific information on the
company can be directed to Investor
Relations at:
Investor Relations
Woodside Petroleum Ltd
Woodside Plaza
240 St Georges Terrace,
Perth Western Australia 6000
Postal address: GPO Box D188
Perth, Western Australia 6840
Telephone: +61 8 9348 4000
Facsimile: +61 8 9348 2777
Email: investor@woodside.com.au
Website: www.woodside.com.au
Annual General Meeting
The 2010 AGM of Woodside Petroleum Ltd
will be held at 10 am (AWST) on Friday, 30
April 2010 in the Riverside Theatre, Level
2, Perth Convention Exhibition Centre,
21 Mounts Bay Road, Perth, Western
Australia. Details of the business of the
meeting will be provided in the AGM
notice.
The AGM will be webcast live on the
internet. An archive version of the webcast
will be placed on the website to enable
the proceedings to be viewed at a later
time. Copies of the Chairman’s and
CEO’s speeches will be available on the
company’s website.
Share registry: enquiries
Investors seeking information about
their shareholdings should contact the
company’s share registry:
are electronically credited on the dividend
payment date and confirmed by payment
advice. To request direct crediting of
dividend payments please contact the
share registry or visit the share registry
website (www.computershare.com).
The history of dividends paid by the
company can be found on the company’s
website (www.woodside.com.au).
Dividend reinvestment plan
Shareholders with registered addresses
in Australia and New Zealand can elect
to participate in Woodside’s dividend
reinvestment plan and have the dividends
on some or all of their shares automatically
reinvested in additional shares.Information
on the dividend reinvestment plan is
available on the company’s website
(www.woodside.com.au). Election forms
are available from the company's website
or from the share registry.
Computershare Investor Services Pty
Limited
Change of address or banking
details
Shareholders should immediately notify
the share registry of any change to their
address or banking arrangements for
dividends electronically credited to a bank
account. Changes can be made online at
the share registry website
(www.computershare.com).
Australian Securities Exchange
listing
Woodside Petroleum Ltd securities
are listed on the Australian Securities
Exchange (ASX) under the code WPL.
Share price information can be accessed
on the company’s website
(www.woodside.com.au).
Level 2, 45 St Georges Terrace
Perth, Western Australia 6000
Postal address: GPO Box D182
Perth, Western Australia 6840
Telephone: 1300 558 507
(within Australia)
+61 3 9415 4632
(outside Australia)
Facsimile: +61 8 9323 2033
Email: web.queries@computershare.com.au
Website: www.computershare.com
The share registry can assist with queries
on share transfers, dividend payments, the
dividend reinvestment plan, notification
of tax file numbers and changes of name,
address or bank account details.
Details of shareholdings can be checked
conveniently and simply by visiting
the share registry website at www.
computershare.com and clicking on
the Investor Centre button. For security
reasons you will need your Security
Reference Number (SRN) or Holder
Identification Number (HIN) when
communicating with the share registry.
The share registry website allows
shareholders to make changes to address
and banking details online.
Dividend payments
Shareholders may have their dividends
paid directly into any bank or building
society account within Australia. Payments
Business directory
Registered Office Perth
Houston (USA)
Woodside Energy (USA) Inc.
Sage Plaza
5151 San Felipe, Suite 1200
Houston, TX 77056, USA
Telephone: +1 713 401 0000
Woodside Petroleum Ltd
Woodside Plaza
240 St Georges Terrace
Perth, WA 6000
Telephone: +61 8 9348 4000
Postal address: GPO Box D188
Perth, WA 6840
Karratha
Burrup Peninsula, Karratha, WA 6714
Telephone: +61 8 9348 4000
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Woodside Petroleum Ltd | Annual Report 2009
Shareholder information
Key announcements 2009
JANUARY
Woodside suspends Oceanway development
FEBRUARY
APRIL
MAY
JUNE
JULY
Media Release: New look for Woodside – launch of new logo
Record Full-Year 2008 net profit of $1786 million
Martell gas discovery in Greater Pluto Area
Woodside to issue USD$1 billion in corporate bonds
Investigation underway into Vincent fire
Heads of Agreement executed for Kimberley LNG Precinct
Vincent production update
New debt facility completed
Vincent production resumed
Media Release: North West Shelf Venture celebrates 25 years of operations
AUGUST
Woodside reports 2009 First-Half profit of $898 million
SEPTEMBER
Sierra Leone exploration well
OCTOBER
Update on Pluto supply talks
NOVEMBER
Sale of Otway Gas Project
Woodside to issue USD$700 million in corporate bonds
Dual FEED contracts for Pluto expansion
DECEMBER
Update on the Pluto LNG Project
Renewals offered for Browse Basin retention leases
Woodside announces $2.5 billion equity raising
Successful completion of Institutional entitlement offer
Renewals accepted for Browse Basin retention leases
Events calendar 2010
Key calendar dates for Woodside shareholders in 2010.
Please note dates are subject to review.
JANUARY
22
Fourth quarter 2009 report
FEBRUARY
24
2009 Full-Year result and final dividend announcement
MARCH
1
5
Ex-Dividend date for final dividend
Record date for final dividend
31
Payment date for final dividend
APRIL
23
First quarter 2010 report
28 AGM proxy returns close at 10.00 am (AWST)
JUNE
JULY
30 Annual General Meeting
30 Woodside Half-Year end
23
Second quarter 2010 report
AUGUST
18
2010 Half-Year result and interim dividend announcement
TBA Ex-Dividend date for interim dividend
TBA Record date for interim dividend
SEPTEMBER
TBA Payment date for interim dividend
OCTOBER
22
Third quarter 2010 report
DECEMBER
31 Woodside Year end
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Conversion factors
and glossary
Conversion factors
bbl
Bcf
boe
kPa
Mcf
barrel
billion cubic feet
barrel of oil equivalent
thousands of Pascals
thousand cubic feet
MMbbl million barrels
MMboe million barrels of oil equivalent
MMBtu million British Thermal Units
MMcf
million cubic feet
mtpa
million tonnes per annum
psi
psia
t
TJ
pounds per square inch
pounds per square inch absolute
tonne
terajoules
Product
Factor
Conversion
Factors*
DOMESTIC GAS
1TJ
163.6 boe
LIqUEFIED NATURAL
GAS (LNG)
CONDENSATE
OIL
LIquEFIED PETROLEuM
GAS (LPG)
1 tonne
1 bbl
1 bbl
1 tonne
GULF OF MEXICO GAS
1 MMBtu
8.9055
boe
1.000 boe
1.000 boe
8.1876
boe
0.1724
boe
* Minor changes to some conversion factors can occur over time due
to gradual changes in the process stream
134
Glossary
$, $M
1H, 2H
APPRAISAL WELL
BOD
BROWNFIELD
CONDENSATE
CRuDE OIL
CWLH
DEVELOPMENT WELL
DLNG
DRP
EEP
EIP
ER
FAR
FDP
FEED
FID
FLNG
FPSO
GREENFIELD
GWA
GWF
JV
KGP
KPI
LIBOR
LNG
LPG
TSR
LTI
NRA
NRB
NWS
NWSV
PRRT
q1, q2, q3, q4
RAP
REI
RTSR
STI
TLP
TRCF
uLLAGE
VAR
VPR
VWAP
WSSP
WTI
Australian dollars unless otherwise stated, millions of dollars
halves of the calendar year (i.e. 1H is 1 January to 30 June, 2H is
1 July to 31 December)
drilled to follow up a discovery and evaluate its commercial
potential
basis of design
An exploration or development project located within an existing
province which can share infrastructure and management with an
existing operation
hydrocarbons, which are gaseous in a reservoir, but which
condense to form liquids as they rise to the surface
Oil that is produced from a reservoir after any associated gas has
been removed
Cossack Wanaea Lambert Hermes
drilled for the purpose of recovering hydrocarbons
Darwin LNG
dividend reinvestment plan
employee equity plan
executive incentive plan
equity rights
fixed annual reward
field development plan
front-end engineering and design
final investment decision
Floating LNG
floating production storage and offloading vessel
The development or exploration located outside the area of
influence of existing operations/infrastructure
Goodwyn A platform
Greater Western Flank
joint venture
Karratha Gas Plant
key performance indicators
London Inter-Bank Offer Rate
liquefied natural gas
liquefied petroleum gas
total shareholder return
long-term incentive
North Rankin A platform
North Rankin B platform
North West Shelf
North West Shelf Venture
petroleum resources rent tax
quarters of the calendar year (i.e. Q1 is 1 January to 31 March, Q2
is 1 April to 30 June,Q3 is 1 July to 30 September, Q4 is 1 October
to 31 December)
Reconciliation Action Plan
Reportable Environmental Incidents
relative total shareholder return
short-term incentive
tension leg platform
total recordable case frequency (per million hours worked)
The quantity a container requires to completely fill it ie: the space
in the container remaining above the liquid level
variable annual reward
variable pay rights
volume weighted average price
Woodside share purchase plan
West Texas intermediate cushing spot (oil price)
Woodside Petroleum Ltd | Annual Report 2009
quick reference guide
11
29
17
Modec Venture 11 FPSO
Mutineer–Exeter
Neptune
7, 11, 14, 15, 16, 17, 18
Net profit after tax
15 16, 17
Nganhurra FPSO
29
North Rankin A
12, 25, 91
North Rankin B
5, 23, 29, 30
North Rankin redevelopment project
23
North West Shelf oil redevelopment project
25, 124
Northern Endeavour
49
Ohanet
1, 10, 11, 12, 13, 20, 22
Ohanet Gas Processing Plant
16, 15, 17
Okha
5, 22
Otway
28
132
1
132
Otway Gas Plant
People capability
Peru
Pluto
7, 11, 18, 136
Power Play
29
Production
19
7, 10, 18, 19, 136
10, 24
1, 7, 51
18
16, 17
16, 17
15, 16
17
19
10, 25
25
17
4, 6, 7, 10, 18, 19, 136
19
28
8, 25
10, 20, 26-27, 30, 136
24
26
1, 29
Proved plus Probable reserves
1, 10-12, 136
133
Proved reserves
5, 22
Reconciliation Action Plan
6
Remuneration Policy
1, 6, 137
Retention plans
14
8
29
Safety: contractor
Sales revenue
Securities Dealing Policy
7, 15, 16, 17
Share plans
28
Share registry: enquiries
2, 6, 7, 10, 11, 136
Shareholders: twenty largest
quick reference guide
Africa
Air emissions
Alinta arbitration
Angel
Angel platform
Biodiversity conservation
Brazil
Browse LNG
Browse LNG Precinct
Canary Islands
CEO remuneration
Contingent resources
Cossack Pioneer
Darwin LNG
Diversity
Dividend payments
Dividend per share
Dividend reinvestment plan
Enfield oil field
Environmental excellence
Environmental incidents
Events calendar 2010
Floating LNG
Funding
Gearing
Geoff Donaldson
Global LNG demand and supply
Golden Gecko award
Goodwyn A platform
Graduates
Greater Exmouth
Greater Western Flank development
4, 16, 17
Shareholdings: distribution
Greenhouse gas emissions and intensity
29
Shelf gas fields
Health and safety
Hermes development well
Income tax costs
Indigenous
James Price Point
Karratha Gas Plant
Kimberley Land Council
Korea
Laminaria–Corallina
Liberia
Libya EPSA III
Libya EPSA IV
Lifting cost
Long term incentive award
Maersk Developer
Maersk Ngujima-Yin FPSO
Mission
4, 26, 27
Short term incentive award
17
7
Sierra Leone
Stabiliser 6
21, 23, 28, 30, 39
Stand together for safety
5, 23
Strategy
7, 14, 16
Stybarrow
23
Stybarrow Venture FPSO
8, 17, 25
Sunrise
7, 10, 19, 136
Thylacine Wellhead platform
25
25
25
7
48
24
Timor–Leste
Total shareholder return
Train 5
TRCF (total recordable case frequency)
Values
Vincent
18, 27, 29
Vision
2
Woodside Donaldson
1, 10-12
30, 39
46
45, 48, 52
27
1, 7, 16, 24-25
50
45, 46, 49, 64
132
131
131
24
47
25
16
20, 27
2
7, 11, 18
18
2, 3, 5, 9, 12, 22
19
5, 22
1, 5
7, 15, 16, 136
26, 27
2
7, 10, 18, 136
2
3, 9
n
o
i
t
a
m
r
o
f
n
l
i
r
e
d
o
h
e
r
a
h
S
135
2009 summary charts
Product view
Investment
2009
2008
Gas and condensate*
82% 74%
Oil*
11% 19%
Exploration and Other
7%
7%
* Indicative only as some assets produce oil and gas
Regional view
Investment
Australia
United States
Rest of World
2009
2008
96% 94%
3%
4%
1% <2%
The majority of Woodside's 2009 capital expenditure was
directed towards growing LNG production at our Pluto LNG
project.
In 2009 the Pluto LNG project accounted for approximately 75%
of the company's capital spend, lifting the level of investment in
Australia to 96%.
Production
Natural gas*
Oil
Condensate
2009
2008
54% 50%
32% 38%
14% 12%
* Includes LNG, LPG and pipeline gas
Production
Australia
United States
Rest of World
2009
2008
93% 93%
4%
3%
4%
3%
Woodside produced 80.9 MMboe during 2009 of which over
50% was natural gas. Oil production decreased to 32% as our
oil fields experienced natural field decline.
Australia accounted for 93% of Woodside's production with the
NWSV contributing approximately 63% and oil production from
the Greater Exmouth area contributing approximately 20%.
Revenue
Natural gas*
Oil
Condensate
2009
2008
38% 32%
45% 54%
17% 14%
* Includes LNG, LPG and pipeline gas
Revenue
Australia
United States
Rest of World
2009
2008
95% 95%
3%
2%
4%
1%
The increase in natural gas revenue reflects the change in
product mix with increased LNG production from NWSV Train 5
and reduced oil production across our assets.
In 2009 the NWS operations delivered 57% of Woodside's
total revenue and it was the largest contributor to the revenues
derived from Australian production.
Reserves (Proved plus Probable)
Reserves (Proved plus Probable)
Natural gas*
Oil
Condensate
2009
2008
83% 81%
8% 10%
9%
9%
* Includes LNG, LPG and pipeline gas
Australia
United States
Rest of World
2009
2008
99% 98%
<1%
2%
<0.1% <0.2%
At the end of December 2009, Woodside's Proved plus Probable
reserves stood at just over 1.65 billion barrels of oil equivalent.
Upward revisions at Pluto–Xena, Enfield, Mutineer–Exeter,
Vincent, Laminaria–Corallina, NWS and Otway more than offset
downward revisions for Gulf of Mexico fields in the United
States.
136
Woodside Petroleum Ltd | Annual Report 2009
10 year comparative data summary
Year Ended 31 December
Profit and Loss ($ million)
Sales revenues
Australia
Pipeline gas
LNG and LPG
NWS gas (pipeline, LNG and LPG)
NWS oil and condensate
Australia - other
Gulf of Mexico
Algeria
Continuing operations
Mauritania (discontinued operations)(12)
Total
EBITDAX before significant items(1)(2)
EBITDA(2)
EBIT after significant items(2)
Exploration and evaluation
Depreciation and amortisation
Finance costs
Tax expense
NPAT before significant items(3)
NPAT
EPS (cents) before significant items(3)(8)
EPS (cents)(8)
DPS (cents)(4)
Payout ratio (%) before significant items(3)
EBITDA/Op Cash Flow (%)
Balance Sheet ($ million)
Total assets
Debt
Net debt
Shareholder equity
Cash Flow and Capital Expenditure ($ million)
Cash flow from
Operations
Investing
Financing
Capital expenditure
Exploration and evaluation
Oil and gas properties(9)(13)
Ratios (%)
ROACE before significant items(3)
ROACE
Return on shareholders funds before significant items(3)
Return on shareholders funds after significant items
Gearing(14)
Volumes
Sales (million boe)
Australia
Pipeline gas
LNG and LPG
NWS gas (Pipeline, LNG and LPG)
NWS oil and condensate
Australia - other
Gulf of Mexico
Mauritania
Algeria
Total (million boe)(6)
Production (million boe)
Australia
Pipeline gas
LNG and LPG
NWS gas (pipeline, LNG and LPG)
NWS oil and condensate
Australia - other
Gulf of Mexico
Mauritania
Algeria
Total (million boe)(6)
Reserves (Proved plus Probable)
Gas (Tcf)
Condensate (MMbbl)
Oil (MMbbl)
Other
Employees(10)
Shares
High ($)
Low ($)
Close ($)
Number (000’s)
Number of shareholders
Market capitalisation ($ million)
Finding costs ($/boe) (3 year average)(5)(11)
Effective income tax rate (%)
Net debt/total market cap (%)
2009
2008
2007(12)
2006(12)
2005
2004(7)
2003
2002
2001
2000
460
1,104
-
1,040
1,522
156
7 0
4,352
-
4,352
4,231
3,836
2,870
320
966
16
1,030
1,906
1,824
271
259
110
44.9
206.3
378
1,389
-
1,428
2,493
237
6 5
5,990
-
5,990
4,581
4,182
3,298
348
884
23
1,489
1,832
1,786
267
260
135
51.5
110.5
19,874
5,529
4,178
9,865
14,929
2,957
2,816
6,705
271
847
-
1,119
1,381
158
6 5
3,841
163
4,004
3,167
2,592
1,859
524
733
10
819
1,182
1,030
176
153
104
59.9
104.4
9,730
1,032
894
5,094
242
915
-
1,106
981
157
7 4
3,475
335
3,810
3,179
2,781
2,235
422
546
26
782
1,396
1,427
212
217
126
60.2
143.9
8,969
1,820
1,507
4,202
1,859
(6,006)
5,354
351
5,086
3,784
(4,568)
803
491
4,731
2,482
(2,026)
(622)
533
2,342
1,933
(1,900)
55
499
1,448
15.1
14.5
19.2
18.5
29.8
18.4
22.8
-
13.9
20.1
3.2
-
2.3
80.7
18.4
23.0
-
14.0
20.0
3.2
-
2.3
80.9
22.4
22.7
26.3
25.8
29.6
18.9
18.2
-
13.2
24.5
3.1
-
2.3
80.2
18.9
18.6
-
13.5
24.9
3.1
-
2.3
81.3
19.4
17.1
22.5
20.2
14.9
16.4
18.2
-
12.6
15.6
2.6
2.0
2.3
69.7
16.4
18.6
-
12.7
15.8
2.6
2.2
2.3
70.6
7.8
147.8
136.1
7.9
151.4
168.8
7.8
152.1
170.2
26.8
27.1
33.5
34.0
26.4
15.5
18.5
-
12.8
11.7
2.6
4.3
2.3
67.7
15.6
18.6
-
12.8
11.6
2.6
4.4
2.3
67.9
6.9
144.6
221.1
1,052
1,005
591
28
71
2,747
-
2,747
2,141
1,904
1,624
306
280
9
508
1,038
1,107
158
169
93
59.7
137.9
6,969
1,128
895
3,501
1,381
(1,511)
(462)
276
1,303
26.5
26.5
30.2
31.6
20.4
789
772
487
-
77
2,125
-
2,125
1,606
1,923
1,645
253
277
1
498
672
1,146
103
175
59
58.5
160.5
5,446
1,013
216
2,771
763
696
552
-
8
2,019
-
2,019
1,386
1,090
854
296
236
26
301
527
527
79
79
46
58.2
90.6
4,782
1,068
891
2,434
725
694
773
-
-
2,192
-
2,192
1,382
404
114
978
290
46
160
658
(92)
99
(14)
62
62.8
33.5
5,011
1,429
1,274
2,320
765
644
936
-
-
2,345
-
2,345
1,779
1,683
1,331
96
352
70
351
818
910
123
137
70
57.1
151.8
6,115
1,662
1,502
2,554
692
683
979
-
-
2,354
-
2,354
1,937
1,908
1,510
29
398
102
441
877
967
132
145
82
62.3
127.8
5,969
1,415
1,140
2,111
1,198
(94)
(352)
1,203
(741)
(419)
1,207
(730)
(484)
1,108
(811)
(418)
1,493
(428)
(948)
105
652
19.7
31.5
29.3
41.4
7.2
113
382
15.0
15.0
21.6
21.6
26.8
87
343
16.5
(1.5)
28.4
(4.0)
35.5
278
491
22.4
24.8
32.0
35.6
37.0
233
236
26.8
30.7
41.5
45.8
35.1
34.8
14.0
8.0
0.4
-
2.3
59.5
30.8
14.4
9.1
-
-
2.3
56.6
31.0
16.2
13.3
-
-
0.1
60.6
27.9
15.7
19.1
-
-
-
62.7
28.2
15.0
23.2
-
-
-
66.4
24.8
15.1
24.8
-
-
-
64.7
35.0
13.8
8.2
0.4
-
2.3
59.7
4.7
129.7
294.5
31.5
14.3
9.3
-
-
2.3
57.4
5.1
138.0
258.8
31.1
16.4
13.1
-
-
0.1
60.7
4.7
145.7
341.5
28.3
16.0
19.9
-
-
-
64.2
4.8
154.9
300.1
28.5
14.8
23.0
-
-
-
66.3
4.5
154.6
263.3
25.2
14.9
24.9
-
-
-
65.0
4.6
149.4
236.4
3,219
3,124
2,981
2,888
2,508
2,528
2,219
2,418
2,420
2,198
53.87
31.19
47.20
748,599
175,257
35,334
6.90
34.0
11.8
70.51
26.81
36.70
698,553
141,035
25,637
4.11
32.7
11.0
56.66
34.81
50.39
688,331
131,460
34,685
4.59
35.8
2.6
49.80
34.81
38.11
666,667
119,003
25,407
3.29
35.4
5.9
39.39
19.87
39.19
666,667
83,829
26,127
5.50
31.4
3.4
21.48
14.11
20.10
666,667
72,267
13,400
2.22
30.3
1.6
15.10
10.00
14.80
666,667
69,491
9,867
2.06
36.4
9.0
15.05
11.50
12.38
666,667
67,523
8,253
1.37
235.8
15.4
16.42
12.29
13.39
666,667
55,347
8,927
1.23
27.9
16.8
15.25
9.30
14.75
666,667
42,135
9,833
0.61
31.3
11.6
(1)
Includes significant items other than 2002 successful
efforts and 2001 Gulf of Mexico write-off.
(2) EBIT is calculated as a profit before income tax, PRRT
and net finance costs.
(3) Excludes significant items (2002 results restated to
reflect effect of successful efforts policy from January
2002).
(4) DPS for 2002 includes a 41.0 cents dividend that was
declared after 31 December 2002.
(5) Finding cost for 2003 includes acquisitions of additional
scope for recovery volumes.
(6) From 2003, Woodside reports oil and condensate on a
volumetric basis.
(7) From 1 January 2005, Woodside has prepared its
financial statements in accordance with Australian
equivalents to IFRS (AIFRS). To highlight the impact on
previously reported data the information provided for
2004 has been restated. Information pre 1 January has
not been adjusted for the effects of AIFRS.
(8) Earnings per share has been calculated using the
following weighted average number of shares
(2009: 703,310,697 / 2008: 685,179,496 / 2007:
671,447,950 / 2006: 657,178,947 /2005: 655,150,640 /
2004:653,790,795 / Pre 2004: 666,666,667).
(9) 2005 oil and gas properties capital expenditure includes
acquisitions through business combinations of $415
million, relating to the acquisition of Gryphon Exploration
Company.
(10) From 2005 employee numbers do not include third party
contractors. Previous years have included third party
contractors.
(11) Finding cost methadology has changed from 2004 to be
in accordance with the FAS69/SEC industry standard.
(12) 2006 and 2007 data is presented inclusive of Mauritania
operating results. This differs from the Income
statement which presents the Mauritanian result in
discontinued operations.
(13) 2008 oil and gas properties capital expenditure has been
restated to exclude minority interests.
(14) 2008 gearing has been restated to exclude minority
interests.
Visit us at
www.woodside.com.au
2009 Annual Report
Head Office:
Woodside Petroleum Ltd
240 St Georges Terrace
Perth WA 6000 Australia
Postal Address:
GPO Box D188
Perth WA 6840 Australia
t: +61 8 9348 4000
f: +61 8 9214 2777
e: companyinfo@woodside.com.au