Annual Report
2019
ABN 80 007 550 923
This 2019 Annual Report is a summary of Santos’ operations,
activities and financial position as at 31 December 2019.
All references to dollars, cents or $ in this document are
toUScurrency, unless otherwise stated.
An electronic version of this report is available on Santos’ website,
www.santos.com
Santos’ Corporate Governance Statement can be viewed at:
www.santos.com/who-we-are/corporate-governance
CONTENTS
1 About Santos
2 Financial Overview
4 Message from the Chairman and from the
Managing Director & Chief Executive Officer
8 Board of Directors
11 Santos Leadership Team
14 Reserves Statement
18 Directors’ Report
32 Remuneration Report
59 Financial Report
135 Directors’ Declaration
136 Independent Auditor’s Report
142 Auditor’s Independence Declaration
143 Securities Exchange and Shareholder Information
145 Glossary
146 Corporate Directory
Cover image:
Darwin LNG, Wickham Point, Northern Territory
About Santos
An Australian energy pioneer
Santos is an Australian natural gas company.
Established in 1954, the Company’s purpose is
to provide sustainable returns for our shareholders
by supplying reliable, affordable and cleaner energy
to improve the lives of people in Australia and Asia.
Five core long-life natural gas assets sit at the heart of a clear and consistent strategy to
Transform, Build and Grow the business: Western Australia, the Cooper Basin, Queensland
and NSW, Northern Australia and Timor-Leste, and Papua New Guinea. Each core asset
provides stable production, long-term revenue streams and significant upside opportunities.
With one of the largest exploration and production acreages in Australia, a significant and
growing footprint in Papua New Guinea and a strategic infrastructure position, Santos is well
positioned to benefit from the growing global demand for energy.
To deliver our vision to be Australia’s leading natural gas company by 2025, we will aspire to:
reduce emissions and improve air quality across Asia and Australia by displacing coal with
natural gas, and support the economic development of combined gas and renewable
energy solutions;
be the leading national supplier of domestic gas in Australia;
be a leading regional LNG supplier by increasing LNG sales to our Asian customers to
over 4.5 million tonnes per annum;
be recognised as the safest and lowest-cost onshore gas developer in Australia;
become the market leader in running the safest and lowest-cost facilities and
infrastructure operations;
contribute positively to the communities in which we operate by providing jobs, energy
supply and local partnerships;
develop our people and culture to deliver our vision.
Santos today is a safe, low-cost, reliable and high-performance business, proudly delivering
the economic and environmental benefits of natural gas to homes and businesses
throughout Australia and Asia.
Santos Annual Report 2019 / 1
Financial Overview
Sales volume Sales revenue Production
mmboe US$million mmboe
Sales volume Sales revenue Production
94.5 75.5
84.1 83.4 4,033
78.3 3,660 61.6 59.5 58.9
57.7
64.3 3,100
2,442 2,594
2015 2016 2017 2018 2019 2015 2016 2017 2018 2019 2015 2016 2017 2018 2019
Free cash flow Underlying net profit Net profit after tax
US$million after tax US$million
US$million
Free cash ow Underlying net pro t after tax Net pro t after tax
1,138
1,006 727 719 630 674
618 -1,953 -1,047 -360
206
-739 318
54 75
2015 2016 2017 2018 2019 2015 2016 2017 2018 2019 2015 2016 2017 2018 2019
Unit production costs Capital expenditure Net debt
US$ per boe US$million US$million
Unit production costs Capital expenditure Net debt
4,749
10.35 1,288
8.45 8.07 8.05 1,016 3,492 3,549 3,325
7.24
2,731
682 759
625
2015 2016 2017 2018 2019 2015 2016 2017 2018 2019 2015 2016 2017 2018 2019
2 / Santos Annual Report 2019
2019 Sales volumes 2019 Production
mmboe mmboe
Sales gas and ethane 37.2
LNG 25.3
Own product 73.5
Oil 7.7
Third-party product 21.0
Condensate 4.0
LPG 1.3
2019 Sales revenue Average realised oil price
US$million US$ per barrel
75.1 72.0
LNG 1,515
53.8 57.8
Sales gas and ethane 1,172 46.4
Oil 927
Condensate 335
LPG 84
2015 2016 2017 2018 2019
2019 Results
2015 2016 2017 2018 2019
Sales volume mmboe 64.3 84.1 83.4 78.3 94.5
Production mmboe 57.7 61.6 59.5 58.9 75.5
Average realised oil price US$ per barrel 53.8 46.4 57.8 75.1 72.0
Net profit after tax US$million -1,953 -1,047 -360 630 674
Underlying net profit after tax US$million 54 75 318 727 719
Sales revenue US$million 2,442 2,594 3,100 3,660 4,033
Operating cash flow US$million 811 840 1,248 1,578 2,046
Free cash flow US$million -739 206 618 1,006 1,138
EBITDAX US$million 1,454 1,199 1,428 2,160 2,457
Total assets US$million 15,949 15,262 13,706 16,811 16,509
Earnings per share US cents -169.5 -58.2 -17.3 30.2 32.4
Dividends declared A20cps – – US9.7cps US11cps
Number of employees 2,946 2,366 2,080 2,190 2,178
Santos Annual Report 2019 / 3
Message from the Chairman and from the
Managing Director & Chief Executive Officer
Dear Shareholder, sales volumes between oil price-linked value. The value accretive acquisition is
and CPI-linked contracts. Not only are fully aligned with our growth strategy to
In 2016 Santos unveiled a new corporate
we a leading national supplier of domestic build on existing infrastructure positions
strategy to Transform, Build and Grow
gas across both the east and west and delivers operatorship and control of
the business to restore and drive
coast markets here in Australia, but our strategic LNG infrastructure at Darwin.
shareholder value.
LNG projects are benefiting from rapid
Over the past four years, the successful urbanisation and the switch from coal OPERATING PERFORMANCE
implementation of this strategy has to natural gas as Asian countries seek to
resulted in a simplified and high-graded reduce air pollution and lower greenhouse Our focus on safe, low-cost, efficient
portfolio of five core long-life asset gas emissions. operations continued to drive strong
hubs. Non-core assets have been sold results across each of our five core
Our disciplined Operating Model long-life asset hubs in 2019.
and value accretive acquisitions have
continues to ensure that the whole
delivered operatorship of low-cost, Western Australia
Company remains focused on continuous
strategic domestic gas assets and LNG
improvement. With each of our five The successful integration of Quadrant
infrastructure.
core long-life asset hubs required to Energy into the Santos business over
Our disciplined Operating Model and generate free cash flow at an oil price the course of 2019 transformed the scale
focus on safe, low-cost, efficient of less than US$40 per barrel, we are of our operations in Western Australia
operations has underpinned our constantly looking at ways to challenge and also significantly strengthened
competitive advantage and provided the status quo to drive efficiencies and our offshore operating expertise
the framework for the continued deliver greater shareholder value. In 2019, and capabilities.
generation of strong and stable cash our relentless focus on safe, low-cost,
flows. Dividends have been reinstated and efficient operations resulted in a free cash As a result of the acquisition and strong
our strengthened balance sheet remains flow breakeven oil price of US$29 per operating performance, sales volumes
supportive of our disciplined growth barrel, before hedging. increased 134% to 30.4 mmboe and
strategy. production volumes 147% to 30.9 mmboe.
The successful implementation of our
In 2019, the ongoing successful execution disciplined Operating Model enables A successful appraisal program in the
of the Transform, Build and Grow strategy Santos to continue to fund the Transform, shallow, shelf-waters of the Bedout
delivered: Build and Grow strategy in a lower oil and Carnarvon Basins confirmed larger
price environment and importantly, than anticipated resource volumes
Record free cash flow of and significantly de-risked future
benefit from significant cash generation in
$1,138 million development options.
a higher oil price environment. Free cash
Record sales volumes of 94.5 mmboe flow generation is critical to the continued The Dorado appraisal program resulted
Record production volumes success of our business as these in a significant resource upgrade and
75.5 mmboe proceeds are used to pay sustainable proved the Bedout Basin, where Santos
dividends, reduce debt, replace reserves has a controlling position, to be a world
Underlying net profit after tax and resources, and fund major class liquids-rich petroleum system with
of $719 million, and growth projects. high quality reservoirs. Development
Dividends of US11 cents per share, Our acquisition of ConocoPhillips’ options for the Dorado discovery are
fully franked, which includes the final northern Australia assets, coming just currently being worked through and are
2019 dividend of US5 cents per share 12 months after we bought Quadrant expected to result in an initial oil and
Energy in Western Australia, is testament condensate development followed by a
Our portfolio of assets are now future gas phase development. Front End
geographically diverse and balanced to the strength of the Company and
the hard work of our people to turn the Engineering and Design (FEED) for the
between onshore and offshore operations, project is targeted to commence in the
between natural gas and liquids and our business around and drive shareholder
second quarter of 2020.
4 / Santos Annual Report 2019
Building on our exploration and well execution recorded of 4 days, competition will put downward pressure
appraisal success in the Bedout Basin, rig release to rig release. on gas prices. We have committed 100
in September we were pleased to be percent of Narrabri gas to the domestic
The opportunity sets within the Basin
awarded new acreage on-trend with the market, enough to supply up to half of
continue to grow now that we have
Dorado discovery in a joint venture with NSW’s needs and help support about
significantly reduced the cost base of the
BP. We are excited at the opportunity 300,000 jobs in NSW that rely on natural
asset. The appraisal of Moomba South
to increase our exposure to this highly gas. Santos is awaiting a decision on
was the first of several large-scale project
prospective region, leveraging our shallow its Environmental Impact Assessment
appraisal programs focused on resource
water offshore operating expertise submission which is expected in the
conversion. In 2019 our drilling activity
to build on the success of our 2019 first-half of 2020.
combined with the successful appraisal
drilling campaign.
program at Moomba South delivered Northern Australia & Timor-Leste
In the Carnarvon Basin, the drilling of the a 183% 2P reserves replacement. This
In Northern Australia & Timor-Leste,
Corvus-2 gas appraisal well confirmed one is the first time since 2012 that the
Darwin LNG continued its strong
of the largest columns ever discovered Cooper has more than replaced its
operating performance in 2019, producing
across the North West Shelf. With 100% annual production.
2.9 million tonnes of LNG.
ownership of two gas plants in the region,
With current resources of approximately
near-term development opportunities On 14 October, we announced the value
300 million barrels of oil equivalent, the
are consistent with our brownfield accretive acquisition of ConocoPhillips’
Cooper Basin will remain a high-value
growth strategy to build on existing northern Australia business, delivering
swing producer supportive of east coast
infrastructure positions. shareholders operating interests in
gas markets as well as the strong Asian
long-life, low-cost natural gas assets and
Western Australia is now Santos’ largest demand for LNG for decades to come.
strategic LNG infrastructure.
asset hub where our high-margin,
Queensland & NSW
conventional, natural gas assets are The acquisition is supportive of a Final
backed by medium- to long-term In Queensland a record 393 wells were Investment Decision (FID) on the low
CPI-linked contracts and our heavy sweet drilled across the GLNG acreage, a 29% risk, brownfield Barossa project to
crude oil is commanding a significant increase on 2018. Well cost discipline supply backfill gas to Darwin LNG. The
premium to the Brent oil price due to the was maintained despite the higher level Barossa project is expected to extend
high demand for viscous, low sulfur crude of activity as we continued to maximise the operating life of Darwin LNG by more
on the back of cleaner global ship-fuel value from our regional expertise and than 20 years and more than double
standards. low-cost Operating Model. Santos’ production in Northern Australia
& Timor-Leste.
Cooper Basin Upstream gas production continued to
build throughout the year and in October, The Bayu-Undan field is expected to
In the Cooper Basin our low-cost
GLNG achieved its targeted sales run-rate come to the end of its field life in late
disciplined Operating Model continues to
of 6 mtpa. With the right rigs in place, 2022 with life extension works planned
underpin our capital allocation decisions
experienced crews and high volume, at Darwin LNG plant prior to backfill
supporting more efficient outcomes. In
repeatable drilling program in motion, production coming online in late 2024. In
2019, drilling activity increased 35% to 115
we are confident that upstream field light of this, Santos is also working with
wells and production grew for the second
performance will continue to improve and our joint venture partners to evaluate infill
consecutive year to 15.8 mmboe.
underpin our new sales run-rate target of drilling opportunities to extend the life of
Advances in drilling technology drove ~6.2 mtpa from 2020. the Bayu-Undan reservoirs.
development costs down further and
In New South Wales, we remain focused Onshore, following the successful
contributed to enhanced reservoir
on securing approval for the Narrabri Gas stimulation of the Tanumbrini-1 well in
deliverability. Project cycle times were
Project. Manufacturers on the east coast the McArthur Basin and the approval
again a focus with the fastest ever total
are calling for more gas supply and more of environmental plans by the Northern
Santos Annual Report 2019 / 5
Message from the Chairman and from the
Managing Director & Chief Executive Officer
continued
Territory government, we now expect to The transition to a lower-carbon future LOOKING AHEAD
drill two appraisal wells in 2020 following also creates opportunities for Santos with
the wet season. The McArthur Basin natural gas expected to account for a It has been 50 years since the very first
has significant gas resources and has quarter of total global energy demand by molecule of natural gas from our Moomba
the potential to provide feed gas to 2040 in all IEA (International Energy Agency) processing plant in the Cooper Basin
support future backfill and/or expansion World Energy Outlook 2018 scenarios. arrived in suburban Blair Athol, less than
opportunities through Darwin LNG. 10 kilometres from the Adelaide CBD.
In 2016 Santos set up an Energy Solutions
As an Australian energy pioneer, we are
PNG business to build resilience and identify
proud that from these humble beginnings,
and create opportunities for a lower
PNG LNG continues to be a well-run, our Company has now grown into a
carbon future. Since then, more than
high-performing asset in our portfolio, leading supplier of secure and reliable
delivering 8.5 million tonnes of LNG 100,000 tonnes of annual CO2 emissions
energy for homes and industry across the
in 2019, up 15% following the severe reduction have been delivered with many
nation and LNG into Asia.
earthquake that impacted the Southern more opportunities identified.
Highland and Hela Provinces in 2018. As we look to build on our recent success,
In 2019 we made significant investments
it was pleasing to see our 2020 Graduate,
Santos’ acreage position in PNG is to deploy renewable energy and recover
Apprenticeship and Traineeship programs
supportive of our long-term commitment waste heat across our operations, as well
attract exceptional talent and for Santos
to the region as we look to work with as test for large scale commercial carbon
to increasingly be considered an employer
our joint-venture partners and the PNG capture and storage (CCS) in the Cooper
of choice.
Government to continue to align interests Basin, which has the potential to store 20
to support and participate in opportunities million tonnes of carbon dioxide per year. Female representation was strong across
through the PNG LNG project. all the programs accounting for 60% of
Australia could be a world leader in CCS
our Apprenticeship intake and 50% of
RESILIENCE AND OPPORTUNITIES and create an exciting new industry
our Traineeship intake. Of the Graduate
IN A LOWER CARBON FUTURE supporting hydrogen production and
program, 45% of the intake were female,
ensuring the sustainability of existing
the highest proportion since the program
Natural gas today remains a crucial part of industries including oil and gas, steel, coal,
was launched.
the energy mix if we are to solve the twin cement and chemicals.
challenges of reducing carbon emissions In order to continue to attract and retain
Australia has a competitive advantage
while meeting the growing demand for talent within the organisation and support
in CCS, built on the availability of vast,
secure and reliable power generation. employees to better balance work and
high quality storage reservoirs; the skills,
family life, in 2019 Santos increased its
Santos is committed to a lower-carbon technology, expertise and infrastructure
future and our Climate Change Policy paid parental leave and introduced a
of the oil and gas industry; and a strong
guides the Company’s activities to reduce child care subsidy. This initiative builds
reputation for environmental regulation
carbon emissions as it produces the on Santos’ leadership in this area, having
and carbon measurement and accounting
reliable, aordable and cleaner energy introduced paid maternity leave over
integrity.
required to meet domestic and global a decade ago, and being the first, and
demand. Through the commitments made We think CCS is an exciting opportunity still one of only a few companies in the
in our Climate Change Policy, Santos for Santos and in the future, for our resources sector to offer ‘superannuation
is striving to contribute to the global customers as well. top-ups’ for periods of unpaid maternity
aspiration to limit temperature rise to To learn more about the Company’s leave.
less than 2 degrees Celsius.
resilience as well as the opportunities in a In 2020 we will continue to execute
We have set medium-term targets that lower carbon future, we would encourage our clear and consistent strategy to
align to these objectives and have set you to read our third Climate Change Transform, Build and Grow the business
a pathway to achieving our long-term Report, available on our website at to deliver a safe, low-cost, reliable and
aspiration of net-zero emissions by 2050. www.santos.com high performance business.
6 / Santos Annual Report 2019
In Northern Australia & Timor-Leste of Quadrant Energy highlight a business
we will look to complete the that has transformed and is positioned for
ConocoPhillips acquisition and take a further success.
Final Investment Decision (FID) on
Santos remains committed to our stated
the Barossa project to supply backfill
purpose which is to provide sustainable
gas to Darwin LNG.
returns for our shareholders by supplying
In Western Australia we are targeting reliable, affordable and cleaner energy
Front End Engineering and Design to improve the lives of people in Australia
(FEED) on our Dorado oil and and Asia.
condensate development to bring
On behalf of the Board, we would like
these resources to market.
to thank you, our shareholders, for your
In Papua New Guinea we continue to continued support. We remain committed
work with our joint-venture partners to driving shareholder value as we target
and the PNG Government to safely production of 120 mmboe by 2025.
commercialise the country’s gas
Yours sincerely,
resources and provide support to
local communities across a wide
range of economic and social
programs.
In Queensland & New South Wales
KEITH SPENCE
we are targeting sales of ~6.2 mtpa
at GLNG and expect a determination Chairman
for the Narrabri Gas Project from the
NSW Department of Planning ahead
of a decision by the Independent
Planning Commission.
KEVIN GALLAGHER
In the Cooper Basin, in addition to our Managing Director
focus on improved capital efficiency
and Chief Executive Officer
to unlock additional resources, we are
seeking to advance our carbon
capture and storage project to offset
emissions and generate new sources
of revenue.
In summary, our clear and consistent
strategy to focus on low-cost, long life
assets utilising our existing infrastructure
positions to generate sustainable free
cash flow through the oil price cycle
continues to deliver strong shareholder
returns. Our balance sheet is positioned
to deliver these growth opportunities
in our portfolio. Record financial
performance, good cost control, resource
growth and the successful integration
Santos Annual Report 2019 / 7
Board of Directors
KEITH SPENCE KEVIN GALLAGHER YASMIN ALLEN
Chairman Managing Director and BCom, FAICD
BSc (First Class Honours in Geophysics),
Chief Executive Officer Ms Allen is an independent non-executive
FAIM BEng (Mechanical) Hons, FIEAust Director. She joined the Board on 22 October
2014 and is the Chair of the People and
Mr Spence is an independent non-executive Mr Gallagher joined Santos as Managing Remuneration Committee and a member of
Director. He joined the Board on 1 January Director and Chief Executive Officer on the Audit and Risk Committee and Nomination
2018 and became Chairman on 19 February 1 February 2016, bringing more than 25 years’ Committee.
2018. He is Chairman of Santos Finance Ltd international experience in managing oil and
and Chair of the Nomination Committee. gas operations. Mr Gallagher is a member Ms Allen has extensive experience in finance
of the Environment, Health, Safety and and investment banking, including senior roles
Mr Spence has over 40 years’ experience
Sustainability Committee and is also a Director at Deutsche Bank AG, ANZ and HSBC Group
in managing and governing oil and gas
of Santos Finance Limited. Plc, as former Chairman of Macquarie Global
operations in Australia, Papua New Guinea,
Infrastructure Funds, and a former Director
the Netherlands and Africa. Mr Gallagher commenced his career as a of EFIC (Export, Finance and Insurance
drilling engineer with Mobil North Sea, before Corporation). Ms Allen was appointed a
A geologist and geophysicist by training,
joining Woodside in Australia in 1998. member of the Australian Government
Mr Spence commenced his career as an
exploration geologist with Woodside Petroleum At Woodside, Mr Gallagher led the drilling Takeovers Panel in March 2017 and is
Limited in 1977. He subsequently joined Shell organisation through rapid growth, delivering presently the Acting President, is a member
(Development) Australia, where he worked several Australian and international (and former Council member) of Chief
for 18 years. In 1994, he was seconded to development projects and exploration Executive Women and a former non-executive
Woodside to lead the North West Shelf campaigns, before leading the Australian Director of Insurance Australia Group (2004
Exploration team. In 1998, he left Shell to oil business. Then, as CEO of the North to 2015).
join Woodside. He retired from Woodside in West Shelf Venture, he was responsible for Other Current Directorships: Director
2008 after a 14-year tenure in top Executive production from Australia’s first ever LNG of Cochlear Limited (since 2010), National
positions in the company. He has expertise in project, which underpinned a new domestic Portrait Gallery (since 2013), The George
exploration and appraisal, development, project gas market, fuelling the mining sector and Institute for Global Health (since 2014), ASX
construction, operations and marketing. other industries in Western Australia. Limited and ASX Clearing and Settlement
Upon his retirement he took up several board In 2011, Mr Gallagher joined Clough Limited boards (since 2015), Chair of Advance (since
positions, working in oil and gas, energy, as CEO and Managing Director where, over 2018), member of the Australian Government
mining, engineering and construction services four years, he transformed the business and Takeovers Panel (since 2017), and Chair of
and renewable energy. This included Clough delivered record financial results. He oversaw the Digital Technology Skills Organisation Pilot
Limited, where he served as Chairman from the development of innovative programs to (since 2020).
2010 to 2013, Geodynamics Limited, where improve safety and drive productivity and Former Directorships in the last 3 years:
he served as a non-executive Director from executed an international expansion strategy. Nil.
2008 to 2016 (including as Chairman from
Since joining Santos, Mr Gallagher has
2010 to 2016) and Oil Search Limited, where
delivered a Transform, Build, Grow strategy
he served as a non-executive Director from
that has instituted a disciplined low-cost
2012 to 2017. Mr Spence is also a past Chair
operating model, strengthened the balance
of the National Offshore Petroleum Safety and
sheet and improved production. Under
Environmental Management Authority Board
Mr Gallagher’s leadership, Santos is now
and led the Commonwealth Government’s
focused on a long-life portfolio of natural
Carbon Storage Taskforce.
gas assets with some exciting oil and liquids
Other Current Directorships: Chair of opportunities and is well positioned to deliver
Base Resources Limited (since 2015), non- significant growth and sustainable returns to
executive Director of Independence Group NL shareholders throughout the oil price cycle.
(since 2014) and Murray and Roberts Holdings
Other Current Directorships:
Limited (since 2015).
Chair of APPEA (since 2019).
Former Directorships in the last 3 years:
Former Directorships in the last 3 years:
Oil Search Limited (2012 to 2017).
Nil.
8 / Santos Annual Report 2019
GUY COWAN HOCK GOH YU GUAN
BSc (Hons), Engineering, FCA (UK), MAICD BEng (Hons) Mech Eng MSc, E&E EMBA
Mr Cowan is an independent non-executive Mr Goh is an independent non-executive Mr Guan is a non-executive Director. He joined
Director. He joined the Board on 10 May Director. He joined the Board on 22 October the Board on 3 May 2019 as a nominee of a
2016 and is the Chair of the Audit and Risk 2012 and is a member of the Environment, substantial shareholder and is a member of
Committee and a Director of Santos Finance Health, Safety and Sustainability Committee, the People and Remuneration Committee.
Limited. Audit and Risk Committee and Nomination
Mr Guan has more than 22 years of
Committee.
Mr Cowan had a 23-year career with Shell professional experience, including five years
International in various senior commercial and Mr Goh has more than 35 years’ experience in China’s Ministry of Power and State Power
financial roles. His last two roles were as CFO in the global oil and gas industry, having spent Cooperation, and 18 years in management
and Director of Shell Oil US and CFO of Shell 25 years with Schlumberger Limited, including roles in multi-national companies. His
Nigeria. He was CFO of Fonterra Co-operative as President of Network and Infrastructure industry experience covers power and
Ltd between 2005 and 2009. Mr Cowan Solutions division in London, President of Asia, energy in China and the US. His specialties
was a Director of Ludowici Limited (2009 to and Vice President and General Manager include corporate management, business
2012) where he chaired the Audit and Risk of China. He previously held managerial and management, corporate M&A, and investment
Committee and was also a Shell-appointed staff positions in Asia, the Middle East and and construction management for large-scale
alternate Director of Woodside between 1992 Europe. Mr Goh commenced his career as power and energy infrastructures.
and 1995. a field engineer on the rigs in Indonesia and
Other Current Directorships: President
subsequently in Roma and Sale in Australia.
Other Current Directorships: Chair of and Board member of ENN Ecological (since
Mr Goh is a former Operating Partner of Baird
Queensland Sugar Limited (since 2015) and 2018).
Capital Partners Asia, based in China, (2007
Buderim Ginger Ltd (since 2018), Director of
to 2012) and non-executive Director of Xaloy Former Directorships in the last 3 years:
Winson Group Pty Ltd (since 2014).
Holding Inc in the US (2006 to 2008) and Nil.
Former Directorships in the last 3 years: BPH Energy Ltd (2007 to 2015).
Director of UGL Limited (2008 to 2017).
Other Current Directorships: Non-
executive Director of Stora Enso Oyj (Finland)
(since 2012), AB SKF (Sweden) (since 2014)
and Vesuvius PLC (UK) (since 2015).
Former Directorships in the last 3 years:
Chair of MEC Resources (2005 to 2018) and
Director of Harbour Energy (2015 to 2018).
COMMITTEES OF THE BOARD
Audit and Risk Committee Nomination Committee People and Remuneration Environment, Health,
Committee Safety and Sustainability
Committee
Mr G Cowan (Chair) Mr K Spence (Chair) Ms Y Allen (Chair) Mr P Hearl (Chair)
Ms Y Allen Ms Y Allen Dr V Guthrie Mr K Gallagher
Mr H Goh Mr H Goh Mr P Hearl Mr H Goh
Ms J McArdle Mr P Hearl Mr Y Guan Dr V Guthrie
Santos Annual Report 2019 / 9
Board of Directors
continued
VANESSA GUTHRIE PETER HEARL JANINE MCARDLE
Hon DSc, PhD, BSc (Hons) BCom. (UNSW With Merit), FAICD, MAIM, BS (Chemical Engineering), MBA
MAMA
Dr Guthrie is an independent non-executive Ms McArdle is an independent non-executive
Director. She joined the Board on 1 July Mr Hearl is an independent non-executive Director. She joined the Board on 23 October
2017 and is a member of the People and Director. He joined the Board on 10 May 2016 2019 and is a member of the Audit and Risk
Remuneration Committee and Environment, and is Chair of the Environment, Health, Committee.
Health, Safety and Sustainability Committee. Safety and Sustainability Committee, a
Ms McArdle has more than 30 years’
member of the People and Remuneration
Dr Guthrie has more than 30 years’ experience experience in the global oil and gas industry.
Committee and the Nomination Committee.
in the resources sector in diverse roles such She most recently spent 13 years with
He previously served on the Company’s Audit
as operations, environment, community and Apache Corporation in the United States,
and Risk Committee.
indigenous affairs, corporate development and where she held roles including Executive
sustainability. During an 18-year career in the oil industry Officer, Senior Vice President of Global Gas
with Exxon in Australia and the USA, he held Monetization, President of Kitimat LNG
She has qualifications in geology, environment,
a variety of senior marketing, operations, Co, and Vice President, Worldwide Oil and
law and business management including a
logistics and strategic planning positions. Mr Gas Marketing. Prior to joining Apache, she
PhD in geology. She was awarded an Honorary
Hearl joined YUM Brands (formerly PepsiCo worked with Acquila Energy for nine years in
Doctor of Science from Curtin University in
Restaurants) as KFC Australia’s Director of the United States and United Kingdom, in a
2017 for her contribution to sustainability,
Operations in 1991. He subsequently had senior leadership position with responsibilities
innovation and policy leadership in the
several senior international leadership roles, across trading, mergers and acquisition and
resources industry. She is an active member of
as well as being President of Pizza Hut USA, e-commerce. Ms McArdle is also the Founder,
the Australian Institute of Company Directors
before assuming the global role of YUM CEO and President of Apex Strategies, a
and Chief Executive Women, and a Fellow
Brands’ Chief Operations and Development global consultancy business providing advisory
of the Australian Academy of Technological
Officer in 2006, based in Dallas, Texas and services to companies engaged in midstream
Sciences and Engineering.
Louisville, Kentucky, and from where he retired and downstream operations within the energy
Other Current Directorships: Director in 2008. industry.
of Australian Broadcasting Corporation
Other Current Directorships: Director of Other Current Directorships: Member
(since 2017), Adelaide Brighton Limited
Telstra Ltd (since 2014), Chairman-Elect of of University of Nebraska’s College of
(since 2018) and Tronox Holding PLC (since
Endeavour Group Ltd (since 2019), Member of Engineering Advisory Board (since 2017).
2019), member of the Association of Mining
Investment Committee of the Stepping Stone
and Exploration Companies, Deputy Chair Former Directorships in the last 3 years:
Foundation, a Sydney based NFP (since 2018).
of Western Australian Cricket Association, Director of Halcon Resources (2018 to 2019)
Council member of Curtin University, member Former Directorships in the last 3 years: and Palmer Drug Abuse Program in Houston,
of the Australia–India Council and member of Chair of Woolworths Petrol Pty Ltd (2018), Texas (2003 to 2018).
the Vocational Education and Training Expert Director of Treasury Wine Estates (2012
Skills Panel. to 2017).
Former Directorships in the last 3 years:
Director of Vimy Resources Limited (2017
to 2018).
10 / Santos Annual Report 2019
Santos Leadership Team
KEVIN GALLAGHER DAVID BANKS BRETT DARLEY JODIE HATHERLY
Managing Director and Executive Vice President Executive Vice President General Counsel and Vice
Chief Executive Officer Onshore Oil and Gas Offshore Oil and Gas President Legal, Risk and
Governance
BEng (Mechanical) Hons, FEIAust BE (Hons), MBA, GAICD BEng (Civil), SPE
BA, LLB
Mr Gallagher’s biography can David joined Santos in 2018 and Brett joined Santos in 2018.
be read on page 8. is responsible for Santos’ onshore He has more than 30 years’ Jodie joined Santos in 2019.
upstream business. experience in the upstream oil She is the General Counsel
and gas industry, both in Australia and Company Secretary of the
David has over 25 years’
and overseas, with technical, Santos Group and is responsible
international and domestic
operational, commercial and for legal, company secretariat,
experience in the upstream oil
management experience across risk, governance and corporate
and gas industry. He started his
varied assets, onshore and environment, health and safety
career with Schlumberger in
offshore. across the business. Jodie joined
Southeast Asia before joining BHP
Santos from INPEX Australia,
in Australia in 1994. Whilst at BHP, Before moving to Santos, Brett
where she was General Counsel
David’s roles included operational, held senior leadership roles
and General Manager Legal for
technical and functional including Chief Executive Officer
the Ichthys LNG project and
leadership roles including General of Quadrant Energy, Managing
INPEX’s Australia business.
Manager Shale Oil, Vice President Director and Region Vice
Jodie brings to the table a
HSE, Vice President Shale Drilling President for Apache Energy
demonstrated history of delivering
and Completion and Bass Strait Limited, Vice President of Drilling
some of the biggest projects in
Asset Manager. Beyond business and Completions at Woodside
the oil and gas industry.
and function leadership, David led Energy and Drilling Manager at
BHP’s Petroleum Transformation Santos. Jodie commenced her career in
and was Integration Manager for the legal private sector before
Brett holds a Bachelor of Civil
US shale assets. taking on senior in-house roles in
Engineering degree from the
the oil and gas industry. Jodie also
University of Queensland and
serves on the advisory board of
is a Chartered Engineer. He is a
the Curtin University Law School
current member of the Curtin
as well as Muscular Dystrophy
Business School Advisory Council,
WA. Jodie was recognised on The
an elected member of the General
Legal 500 GC Powerlist Australia
Council of the Chamber of
in 2018.
Commerce and Industry of WA,
and a member of the Society of
Petroleum Engineers.
Santos Annual Report 2019 / 11
Santos Leadership Team
continued
ANGUS JAFFRAY NAOMI JAMES ANTHONY NEILSON BILL OVENDEN
Executive Vice President Executive Vice President Chief Financial Officer Executive Vice President
People and Sustainability Midstream Infrastructure Exploration and New Ventures
B.Comm; MBA; FFin; FCA
and Energy Solutions
BA (Hons) Geography, MBA BSc (Hons) Geology and
Anthony joined Santos as Chief
LLB (Hons), MLM Geophysics
Angus joined Santos in 2016 Financial Officer in 2016 and
and was appointed Executive Naomi joined Santos in 2016 and is responsible for the finance, Bill joined Santos in 2002 and is
Vice President People and is responsible for Santos’ oil, gas tax, treasury, strategy, business accountable for developing and
Sustainability in February 2019, and LNG processing facilities at development, investor relations executing a targeted exploration
with responsibility for human Moomba, Port Bonython and and IT functions. He brings over and appraisal strategy across
resources, remuneration and Darwin and for Santos’ Energy 25 years’ experience in chartered Santos’ core asset hubs, while
performance, organisational Solutions team established to accounting, banking and identifying new high-value
and learning development, pursue new low-carbon revenue corporate financial roles including exploration targets.
public affairs, sustainability, and growth opportunities. over 15 years’ experience in the
Bill is a geologist with over 30
and organisational integration. upstream and downstream oil and
Previously Naomi was Executive years of experience in the oil and
gas industry.
He previously held the roles Vice President EHS and gas industry. He has worked on
of Executive Vice President Governance, with responsibility Prior to joining Santos, Anthony exploration projects in Australia,
Strategy, Business Development for Santos’ risk and audit, legal, was CEO of Roc Oil Company Central and South East Asia,
and Technology and Executive company secretary, sustainability, Ltd (ROC), which was acquired in North Africa, the Middle East
Vice President Organisational safety, environment and access 2014 by Hong Kong-listed investor and South America, with Sun Oil,
Integration. functions. Fosun International Limited. Kufpec, ExxonMobil and Ampolex.
Previously, Anthony was Chief He joined Santos after working
Angus has over 20 years of Prior to joining Santos, Naomi
Financial Officer of ROC (ASX for ExxonMobil in Indonesia.
leadership and consulting held a range of functional and
listed) and has held commercial, Bill is a member of the APPEA
experience as a Director of Azure line leadership roles with Arrium
finance and business services Exploration Committee.
Consulting, a Partner at The including Chief Executive of the
roles at Caltex Australia, Credit
Boston Consulting Group and a Group’s non-integrated steel
Suisse First Boston (London) and
Supply Chain Manager with the businesses, Chief Legal Officer
Arthur Andersen (Sydney).
global packaging group Crown and Chief Executive, Strategy,
Cork and Seal. leading major acquisitions Anthony holds a Masters of
and divestments, business Business Administration from
At Azure Consulting, Angus
restructuring and turnaround and Australian Graduate School of
supported companies in
the legal, company secretary, Management and is a Fellow of
developing strategy and driving
government affairs and strategy the Financial Services Institute
organisational change. At BCG,
functions. of Australasia and a Fellow of
Angus set up the Perth office,
Chartered Accountants Australia
led the Australian Operations Naomi has previously worked in
and New Zealand.
practice and was a core member private practice at law firms in
of both the Mining and Metals Australia and the UK.
practice and the Energy Practice.
He served clients in Australia,
New Zealand, Asia, Europe
and North America building
strong capabilities in strategy,
operational efficiency and running
transformation programs. As a
Supply Chain Manager, Angus
was accountable for procurement,
planning, logistics and product
delivery.
12 / Santos Annual Report 2019
VINCE SANTOSTEFANO PETTER UNDEM TRACEY WINTERS BRETT WOODS
Executive Vice President Executive Vice President Strategic Adviser External Executive Vice President
Production Operations Marketing, Trading and Affairs Developments
Commercial
BEng (Civil), SPE BSc (Australian BSc (Hons) Geology
MSc (PE), MBA (High Hons) Environmental Studies) and Geophysics
Vince joined Santos in 2016 and
is responsible for the provision of Petter joined Santos in August Tracey joined Santos in 2017 Brett joined Santos in 2013 and
technical and operational services 2019 and has responsibility for and is responsible for government is accountable for development
to increase the scale and strategic the marketing and trading of engagement and strategic across Santos’ onshore and
value of Santos’ assets. all Santos gas, LNG and liquid communications. offshore assets, including
hydrocarbon products as well as major capital projects, drilling
Vince retired from Woodside Tracey joined Santos with 30
the commercial and procurement and completions, and reservoir
Energy in November 2013 as years of experience in the oil
functions. development, as well as
Chief Operating Officer. As COO and gas industry, in diverse
overseeing Santos’ joint
he was responsible for Woodside’s Petter has over 32 years’ roles including government
venture in PNG LNG.
producing Business Units; the experience in the oil and gas and regulatory affairs,
Production Function including industry both overseas and media and communications, At Santos, Brett has previously
six LNG trains with associated in Australia and joined Santos environment, land access, project held the roles of Executive Vice
offshore infrastructure, four from Total, Paris, where he held commercialisation, construction President Onshore Upstream, and
FPSOs, the Marine Division and the position of Deputy Vice and asset management. Tracey Vice President, Eastern Australia.
the Brownfields Projects Group. President New Ventures E&P. held a senior role in federal Brett has held other roles within
During 2014 and 2015, Vince Petter commenced his career resources and energy policy and Santos including responsibilities
was engaged in Board work as as a petroleum engineer with politics for seven years and over for exploration in Western
a non-executive Director and Total and held engineering and more than a decade built and Australia and the Northern
various management-consulting management positions in both ran a successful consultancy Territory, leading the Western
assignments. Vince has a deep Exploration and Production. serving some of Australia’s Australian offshore operations
and respected knowledge of From 2009 to 2011, Petter was biggest resources companies and including development of Fletcher
the industry, with significant Business Development Director delivering major project approvals Finucane, Darwin LNG and the
experience in onshore and of Total E&P UK before joining for some of the nation’s biggest domestic gas business.
offshore operations and asset Total Austral in Argentina in the gas and pipeline projects. From
Brett has 25 years of oil and gas
management. He has a proven same position, where he was 2011 to 2016, Tracey drove the
industry experience including
capability to manage a demanding responsible for technical studies environmental approvals and land
senior management, technical
workload and to drive cultural for new development projects, access processes to deliver the
and business development roles
change. corporate planning and strategy, QCLNG project.
at Woodside Energy and as CEO
new business ventures, joint
Prior to joining Santos, Tracey and Managing Director of Rialto
venture partners, commercial
was an adviser to Caltex on Energy. He has a track record of
sales and commercial gas
public affairs and strategic issues delivering projects and efficient
strategy. From 2015 to 2018,
management, in particular wage exploration and production
Petter was Managing Director
underpayment by franchisees. operations and has both domestic
(Country Chair) for Total E&P
and international experience.
Australia.
Brett is a graduate of the Harvard
Petter has a Master of Science Business School Advanced
in Petroleum Engineering from Management Program.
the Norwegian Institute of
Technology and a Master of
Business Administration in General
Administration and Finance from
the Booth School of Business,
University of Chicago, USA.
Santos Annual Report 2019 / 13
Reserves Statement
for the year ended 31 December 2019
RESERVES AND RESOURCES
Proved plus probable (2P) reserves increased by 42 million barrels of oil equivalent (mmboe) before production in 2019. The annual 2P
reserves replacement ratio (RRR) was 56% and the three-year RRR 152%.
Successful appraisal and development activity in the Australian onshore assets added 36 mmboe to 2P reserves during the year. The
Cooper Basin achieved 183% RRR by adding 29 mmboe 2P reserves before production (including 18 mmboe from the successful
Moomba South project) and 7 mmboe was added in Queensland including the successful Arcadia appraisal. A net 6 mmboe was added
in the Western Australia offshore assets.
2C contingent resources increased to over 1.9 billion barrels of oil equivalent, primarily due to increases in Dorado (+46 mmboe) and
Barossa (+34 mmboe), and a maiden booking in the Northern Territory McArthur Basin shale (+22 mmboe).
Santos’ acquisition of ConocoPhillips’ business in northern Australia and Timor-Leste announced in October 2019 is expected to
complete in the first quarter of 2020, subject to third-party consents and regulatory approvals. Had the acquisition completed on 31
December 2019, it would have increased 2019 2P reserves by 39 mmboe to 1,028 mmboe (106% 2P RRR) and 2C contingent resources
by 480 mmboe to 2,400 mmboe (before any sell-down of the acquired interests).
RESERVES AND 2C CONTINGENT RESOURCES (SANTOS SHARE AS AT 31 DECEMBER)
Santos share Unit 2019 2018 %change
Proved reserves mmboe 548 586 (7%)
Proved plus probable reserves mmboe 989 1,022 (3%)
2C contingent resources mmboe 1,920 1,800 7%
RESERVES AND 2C CONTINGENT RESOURCES BY PRODUCT (SANTOS SHARE AS AT 31 DECEMBER 2019)
Sales gas Crude oil Condensate LPG Total
Santos share PJ mmbbl mmbbl 000 tonnes mmboe
Proved reserves 2,930 20 21 526 548
Proved plus probable reserves 5,277 38 36 1,169 989
2C contingent resources 9,506 150 125 2,217 1,920
KEY METRICS
Annual proved reserves replacement ratio 49%
Annual proved plus probable reserves replacement ratio 56%
Three-year proved plus probable reserves replacement ratio 152%
Organic annual proved plus probable reserves replacement ratio 56%
Organic three-year proved plus probable reserves replacement ratio 62%
Developed proved plus probable reserves as a percentage of total reserves 55%
Reserves life1 13 years
1 2P reserves life as at 31 December 2019 using annual production of 75 mmboe.
14 / Santos Annual Report 2019
PROVED RESERVES
Santos share as at 31 December 2019
All products
Sales gas Crude oil Condensate LPG mmboe
Asset PJ mmbbl mmbbl 000 tonnes Developed Undeveloped Total
Cooper Basin 271 8 4 502 48 14 62
Queensland & NSW 1
830 - 0 - 101 42 143
PNG 770 0 8 - 86 53 140
Northern Australia &
Timor-Leste 20 - 0 24 4 - 4
Western Australia 1,039 12 8 - 151 47 198
Total 1P 2,930 20 21 526 390 157 548
Percentage of total proved reserves that are unconventional 26%
1 Queensland proved sales gas reserves include 655 PJ GLNG and 175 PJ other Santos non-operated Eastern Queensland assets.
Proved reserves reconciliation
Net
Revisions acquisitions
and and
Product Unit 2018 Production extensions divestments 2019
Sales gas PJ 3,123 (363) 171 - 2,930
Crude oil mmbbl 23 (8) 5 - 20
Condensate mmbbl 23 (4) 2 - 21
LPG 000 tonnes 562 (151) 115 - 526
Total 1P mmboe 586 (75) 37 - 548
Santos Annual Report 2019 / 15
Reserves Statement
for the year ended 31 December 2019
continued
PROVED PLUS PROBABLE RESERVES
Santos share as at 31 December 2019
All products
Sales gas Crude oil Condensate LPG mmboe
Asset PJ mmbbl mmbbl 000 tonnes Developed Undeveloped Total
Cooper Basin 690 16 9 1,132 98 54 153
Queensland & NSW1 1,871 - 0 - 102 220 322
PNG 1,108 0 13 - 128 75 203
Northern Australia &
Timor-Leste 30 - 1 37 6 - 6
Western Australia 1,578 21 14 - 209 97 306
Total 2P 5,277 38 36 1,169 543 446 989
Percentage of total proved plus probable reserves that are unconventional 33%
1 Queensland proved plus probable sales gas reserves include 1,441 PJ GLNG and 430 PJ other Santos non-operated Eastern Queensland assets.
Proved plus probable reserves reconciliation
Net
acquisitions
Revisions and and
Product Unit 2018 Production extensions divestments 2019
Sales gas PJ 5,408 (363) 232 - 5,277
Crude oil mmbbl 45 (8) 1 - 38
Condensate mmbbl 39 (4) 1 - 36
LPG 000 tonnes 1,259 (151) 61 - 1,169
Total 2P mmboe 1,022 (75) 42 - 989
2C CONTINGENT RESOURCES
Santos share as at 31 December 2019
Sales gas Crude oil Condensate LPG All products
Asset PJ mmbbl mmbbl 000 tonnes mmboe
Cooper Basin 1,308 33 18 2,217 294
Queensland & NSW 2,648 0 0 - 455
PNG 405 - 3 - 72
Northern Australia & Timor-Leste 3,341 - 49 - 620
Western Australia 1,805 117 55 - 479
Total 2C 9,506 150 125 2,217 1,920
2C Contingent resources reconciliation
Net
acquisitions
Revisions and and
Product 2018 Production extensions Discoveries divestments 2019
Total 2C (mmboe) 1,800 - 17 29 74 1,920
16 / Santos Annual Report 2019
Notes 10 Petroleum reserves and contingent resources are
1 This reserves statement: typically prepared by deterministic methods with support
from probabilistic methods.
a is based on, and fairly represents, information and
supporting documentation prepared by, or under the 11 Any material concentrations of undeveloped petroleum
supervision of, the qualified petroleum reserves and reserves that have remained undeveloped for more than
resources evaluators listed in note 14 of this reserves 5 years: (a) are intended to be developed when required
statement. Details of each qualified petroleum to meet contractual obligations; and (b) have not been
reserves and resources evaluator’s employment and developed to date because they have not yet been
professional organisation membership are set out in required to meet contractual obligations.
note 14 of this reserves statement; and 12 The petroleum reserves replacement ratio is the ratio of
b as a whole has been approved by Barbara Pribyl, the change in petroleum reserves (excluding production)
who is a qualified petroleum reserves and resources divided by production. Organic reserves replacement
evaluator and whose employment and professional ratio excludes net acquisitions and divestments.
organisation membership details are set out in note 13 Information on petroleum reserves and contingent
14 of this reserves statement; and resources quoted in this reserves statement is rounded
c is issued with the prior written consent of Barbara to the nearest whole number. Some totals in the tables
Pribyl as to the form and context in which the may not add due to rounding. Items that round to zero
estimated petroleum reserves and contingent are represented by the number 0, while items that are
resources and the supporting information are actually zero are represented with a dash “-“.
presented. 14 Qualified Petroleum Reserves and Resources Evaluators
2 The estimates of petroleum reserves and contingent
resources contained in this reserves statement are Professional
as at 31 December 2019. Name Employer Organisation
3 Santos prepares its petroleum reserves and contingent B Pribyl Santos Ltd SPE
resources estimates in accordance with the 2007
Petroleum Resources Management System (PRMS) J Bunz Santos Ltd APEGA
sponsored by the Society of Petroleum Engineers (SPE). B Camac Santos Ltd SPE, PESA
4 This reserves statement is subject to risk factors
associated with the oil and gas industry. It is believed C Harwood Santos Ltd PESA, AAPG
that the expectations of petroleum reserves and
S Lawton Santos Ltd SPE
contingent resources reflected in this statement are
reasonable, but they may be affected by a range of D Nicolson Santos Ltd SPE
variables that could cause actual results or trends
to differ materially, including but not limited to: price N Pink Santos Ltd SPE
fluctuations, actual demand, currency fluctuations,
D Smith NSAI SPE
geotechnical factors, drilling and production results,
gas commercialisation, development progress, operating A White Santos Ltd SPE
results, engineering estimates, loss of market, industry
competition, environmental risks, physical risks, SPE: Society of Petroleum Engineers
legislative, fiscal and regulatory developments, economic APEGA: The Association of Professional Engineers and
and financial markets conditions in various countries, Geoscientists of Alberta
approvals and cost estimates.
PESA: Petroleum Exploration Society of Australia
5 All estimates of petroleum reserves and contingent
AAPG: American Association of Petroleum Geologists
resources reported by Santos are prepared by, or under
the supervision of, a qualified petroleum reserves and Abbreviations
resources evaluator or evaluators. Processes are
documented in the Santos Reserves Policy, which is 1P proved reserves
overseen by a Reserves Committee. The frequency of
reviews is dependent on the magnitude of the petroleum 2P proved plus probable reserves
reserves and contingent resources and changes indicated
GJ gigajoules
by new data. If the changes are material, they are
reviewed by the Santos internal technical leaders and LNG liquefied natural gas
externally audited.
LPG liquefied petroleum gas
6 Santos engages independent experts Gaffney, Cline &
Associates, Netherland, Sewell & Associates, Inc. and mmbbl million barrels
RISC Advisory Pty Ltd to audit and/or evaluate reserves
and contingent resources. Each auditor found, based on mmboe million barrels of oil equivalent
the outcomes of its respective audit and evaluation, and
NGLs natural gas liquids
its understanding of the estimation processes employed
by Santos, that Santos’ 31 December 2019 petroleum PJ petajoules
reserves and contingent resources quantities in
aggregate compare reasonably to those estimates tcf trillion cubic feet
prepared by each auditor. Thus, in the aggregate, the
TJ terajoules
total volumes summarised in the tables included in this
reserves statement represent a reasonable estimate of
Santos’ petroleum reserves and contingent resources Conversion factors
position as at 31 December 2019.
7 Unless otherwise stated, all references to petroleum Sales gas and ethane, 1 PJ 171,937 boe
reserves and contingent resources quantities in this Crude oil, 1 barrel 1 boe
reserves statement are Santos’ net share.
8 Reference points for Santos’ petroleum reserves and Condensate, 1 barrel 0.935 boe
contingent resources and production are defined points LPG, 1 tonne 8.458 boe
within Santos’ operations where normal exploration and
production business ceases, and quantities of produced
product are measured under defined conditions prior to
custody transfer. Fuel, flare and vent consumed to the
reference points are excluded.
9 Petroleum reserves and contingent resources are
aggregated by arithmetic summation by category and
as a result, proved reserves may be a very conservative
estimate due to the portfolio effects of arithmetic
summation.
Santos Annual Report 2019 / 17
Directors’ Report
Directors’ Report
DIRECTORS’ REPORT
The Directors present their report together with the consolidated Financial Report of the consolidated entity, being Santos Limited
(“Santos” or “the Company”) and its controlled entities, for the financial year ended 31 December 2019, and the Auditor’s Report
thereon. Information in the Annual Report referred to in this report, including the Remuneration Report, or contained in a note to the
financial statements referred to in this report, forms part of, and is to be read as part of, this report.
DIRECTORS, DIRECTORS’ SHAREHOLDINGS AND DIRECTORS’ MEETINGS
Directors and Directors’ shareholdings
The names of Directors of the Company in office at the date of this report and details of the relevant interest of each of those Directors
in shares in the Company at that date are as set out below:
Surname Other Names Shareholdings in Santos Limited
Allen Yasmin Anita 48,883
Cowan Guy Michael 33,600
Gallagher Kevin Thomas 713,298
Goh Hock 67,215
Guan Yu –
Guthrie Vanessa Ann 16,437
Hearl Peter Roland 48,808
McArdle Janine Marie 5,000
Shi Eugene –
Spence Keith William (Chairman) 65,000
The above-named Directors held office during the financial year. Mr Eugene Shi retired as a Director on 2 May 2019. Mr Yu Guan was
appointed as a Director on 3 May 2019. Ms Janine McArdle was appointed as a Director on 23 October 2019.
There were no other persons who acted as Directors at any time during the financial year and up to the date of this report. All
shareholdings are of fully paid ordinary shares. No Director holds a relevant interest in a related body corporate of Santos Limited.
At the date of this report, Mr Gallagher holds 2,628,586 share acquisition rights (SARs) and 220,149 restricted deferred shares. No other
Director holds options or SARs.
Details of the qualifications, experience and special responsibilities of each Director are set out in the Directors’ biographies on pages 8,
9 and 10 of this Annual Report. This information includes details of other listed company directorships held during the last three years.
18 / Santos Annual Report 2019
Directors’ meetings
The number of Directors’ meetings and meetings of committees of Directors held during the financial year and the number of meetings
attended by each Director are set out below:
Table of Directors’ meetings
Environment
Health, Safety People &
Directors’ Audit & Risk & Sustainability Remuneration Nomination
Meeting Committee Committee Committee Committee
Director Attended/Held1 Attended/Held1 Attended/Held1 Attended/Held1 Attended/Held1
Allen Yasmin A. 7 of 7 4 of 4 n/a 4 of 4 4 of 4
Cowan Guy M. 7 of 7 3 of 4 n/a n/a n/a
Gallagher Kevin T. 7 of 7 n/a 4 of 4 n/a n/a
Goh Hock 7 of 7 4 of 4 4 of 4 n/a 4 of 4
Guan2 Yu 4 of 4 n/a n/a 2 of 2 n/a
Guthrie Vanessa A. 7 of 7 n/a 4 of 4 4 of 4 n/a
Hearl Peter R. 7 of 7 n/a 4 of 4 4 of 4 4 of 4
McArdle3 Janine M. 2 of 2 n/a n/a n/a n/a
Shi4 Eugene 0 of 3 1 of 1 n/a 1 of 1 n/a
Spence Keith W. 7 of 7 n/a n/a n/a 4 of 4
1 Reflects the number of meetings held during the time the Director held office, or was a member of the committee, during the year.
2 Mr Yu Guan was appointed as a Director on 3 May 2019 and as a member of the People and Remuneration Committee on 21 August 2019.
3 Ms Janine Marie McArdle was appointed as a Director on 23 October 2019 and as a member of the Audit and Risk Committee on 28 November 2019.
4 Mr Eugene Shi retired as a Director on 2 May 2019.
Santos Annual Report 2019 / 19
Directors’ Report
Directors’ Report
continued
OPERATING AND FINANCIAL REVIEW
Santos’ principal activities during 2019 were the exploration for, and development, production, transportation and marketing of,
hydrocarbons. There were no significant changes in the nature of these activities during the year. Revenue is derived primarily from the
sale of gas and liquid hydrocarbons.
A review of the operations and of the results of those operations of the consolidated entity during the year is as follows:
Summary of results table
2019 2018 Variance
mmboe mmboe %
Production volume 75.5 58.9 28
Sales volume 94.5 78.3 21
US$million US$million
Product sales 4,033 3,660 10
EBITDAX1 2,457 2,160 14
Exploration and evaluation expensed (103) (105) (2)
Depreciation and depletion (1,000) (667) 50
Net impairment loss (61) (100) (39)
Change in future restoration assumptions 2 46 (96)
EBIT1 1,295 1,334 (3)
Net finance costs (277) (228) 21
Taxation (expense)/benefit (344) (476) (28)
Net profit/(loss) for the period and attributable to equity holders of Santos 674 630 7
Underlying profit for the period1 719 727 (1)
Underlying earnings per share (cents)1 34.5 34.9 (1)
1 EBITDAX (earnings before interest, tax, impairment, depreciation (or depletion), amortisation and exploration and evaluation expense), EBIT (earnings before interest and tax) and underlying
profit are non-IFRS measures that are presented to provide an understanding of the underlying performance of Santos’ operations. Underlying profit excludes the impacts of asset
acquisitions, disposals and impairments, as well as items that are subject to significant variability from one period to the next, including the effects of fair value adjustments and fluctuations
in exchange rates. Please refer to page 23 for the reconciliation from net profit to underlying profit for the period. Underlying earnings per share represents underlying profit for the period
divided by the weighted average number of shares on issue during the year. The non-IFRS financial information is unaudited, however the numbers have been extracted from the audited
financial statements.
Sales volume Product sales revenue Production volume
mmboe $million mmboe
Sales volume Sales revenue Production
94.5 75.5
84.1 83.4 4,033
78.3 3,660 61.6 59.5 58.9
57.7
64.3 3,100
2,442 2,594
2015 2016 2017 2018 2019 2015 2016 2017 2018 2019 2015 2016 2017 2018 2019
Sales volumes of 94.5 million barrels of Sales revenue increased 10% compared to Production was up 28% to a record 75.5
oil equivalent (mmboe) were 21% higher the previous year to $4 billion, primarily due mmboe primarily due to the Quadrant
than the previous year reflecting a full- to higher sales volumes partially offset by acquisition, higher production in the Cooper
year contribution from the acquisition lower realised prices. The average realised Basin and Queensland, and recovery in
of Quadrant Energy combined with oil price decreased 4% to US$72/bbl and PNG production following the Highlands
higher volumes in the Cooper Basin and the average realised domestic gas price earthquake in 2018. This was partially offset
Queensland. PNG volumes recovered decreased 14% to US$4.31/GJ. LNG prices by the sale of Santos’ Asian assets in the
following the Highlands earthquake in 2018. were stable at US$9.77/mmBtu. second half of 2018.
20 / Santos Annual Report 2019
Review of operations
Santos’ operations are focused on five core, long-life asset hubs: Cooper Basin, Queensland and NSW, Papua New Guinea, Northern
Australia and Timor-Leste, and Western Australia.
Cooper Basin
The Cooper Basin produces natural gas, gas liquids and crude oil. Gas is sold primarily to domestic retailers, industry and for the
production of liquefied natural gas, while gas liquids and crude oil are sold in domestic and export markets.
Santos’ strategy in the Cooper Basin is to deliver production growth by being a low-cost business, increasing reserves, investing in
new technology to lower development and exploration costs, increasing utilisation of infrastructure including the Moomba plant and
assessing the significant potential for carbon capture and storage.
Cooper Basin 2019 2018
Production (mmboe) 15.8 15.5
Sales volume (mmboe) 23.2 21.6
Revenue (US$m) 1,164 1,146
Production cost (US$/boe) 7.77 8.17
EBITDAX (US$m) 529 518
Capex (US$m) 308 245
Cooper Basin EBITDAX of $529 million is 2% higher than 2018, primarily due to higher volumes and lower costs.
Cooper Basin production increased for the second consecutive year to 15.8 mmboe. Santos’ share of sales gas and ethane production
of 61.5 petajoules (PJ) was 2% higher than the previous year (60.6 PJ) as new development activity more than offset the impact of
natural field decline. Santos’ share of crude oil production of 3.2 mmbbl was in-line with the previous year.
Queensland and NSW
GLNG produces liquefied natural gas (LNG) for export to global markets from the LNG plant at Gladstone. Gas is also sold into the
domestic market. Santos has a 30% interest in GLNG.
The LNG plant has two LNG trains with a combined capacity of 8.6 mtpa. Production from Train 1 commenced in September 2015 and
Train 2 in May 2016. Feed gas is sourced from GLNG’s upstream fields, Santos portfolio gas and third-party suppliers.
The LNG plant produced 5.2 million tonnes of LNG in 2019 and shipped 87 cargoes. Annual LNG production was higher than the
previous year (4.9 million tonnes) due to the ramp-up in GLNG upstream equity gas supply.
Santos aims to build GLNG gas supply through upstream development, seek opportunities to extract value from existing infrastructure
and drive efficiencies to operate at lowest cost.
Queensland and NSW 2019 2018
Production (mmboe) 13.0 12.2
Sales volume (mmboe) 22.4 22.0
Revenue (US$m) 1,055 1,016
Production cost (US$/boe) 5.51 5.77
EBITDAX (US$m) 624 570
Capex (US$m) 260 244
Queensland and NSW EBITDAX of $624 million increased by 9% compared to 2018. This was a result of higher volumes and lower costs.
Santos Annual Report 2019 / 21
Directors’ Report
Directors’ Report
continued
Papua New Guinea
Santos’ business in PNG is centred on the PNG LNG project. Completed in 2014, PNG LNG produces LNG for export to global markets,
as well as sales gas and gas liquids. Santos has a 13.5% interest in PNG LNG.
The LNG plant near Port Moresby has two LNG trains with the combined capacity to produce more than eight million tonnes per
annum. Production from both trains commenced in 2014.
The LNG plant produced 8.5 million tonnes of LNG in 2019 and shipped 111 cargoes. Annual LNG production was higher than the
previous year (7.4 million tonnes) due to recovery from the 2018 earthquake.
Santos’ strategy in PNG is to work with its partners to align interests, and support and participate in backfill and expansion opportunities
at PNG LNG.
PNG 2019 2018
Production (mmboe) 12.8 11.2
Sales volume (mmboe) 12.1 10.8
Revenue (US$m) 663 630
Production cost (US$/boe) 6.23 6.23
EBITDAX (US$m) 540 506
Capex (US$m) 51 39
PNG EBITDAX of $540 million increased 7% compared to 2018, mainly due to the resumption of normal operations during 2019, not
interrupted by the earthquake that occurred in 2018.
Northern Australia and Timor-Leste
Santos’ business in northern Australia is focused on the Bayu-Undan/Darwin LNG (DLNG) project. In operation since 2006, DLNG
produces LNG and gas liquids for export to global markets. Santos has an 11.5% interest in DLNG.
The LNG plant near Darwin has a single LNG train with a capacity of 3.7 mtpa. The plant produced 2.9 million tonnes of LNG in 2019 and
shipped 46 cargoes. Annual LNG production was lower than the previous year (3.3 million tonnes), in-line with the shipping schedule.
Santos’ strategy in northern Australia is to support plans to progress Darwin LNG backfill, expand the Company’s acreage footprint and
appraise the onshore McArthur Basin.
In October 2019, Santos announced the acquisition of ConocoPhillips’ business in northern Australia and Timor-Leste, including
Darwin LNG, Bayu-Undan, Barossa and Poseidon for $1.39 billion plus a $75 million contingent payment subject to FID on Barossa.
The acquisition provides operating interests in long-life, low-cost natural gas assets and strategic LNG infrastructure consistent with
Santos’ core asset growth strategy. The acquisition will increase Santos’ interests in DLNG to 68.4% and Barossa to 62.5%, before
any subsequent sell-downs. Completion is expected around the end of the first quarter of 2020, subject to third-party consents and
regulatory approvals.
The Barossa project is planned to backfill Darwin LNG. Successful development of Barossa would extend the operating life of Darwin
LNG for more than 20 years and significantly increase Santos’ production in northern Australia.
Santos also intends to appraise the onshore gas potential of the McArthur Basin in the Northern Territory in 2020 with two horizontal
wells planned.
Northern Australia and Timor-Leste 2019 2018
Production (mmboe) 3.1 3.7
Sales volume (mmboe) 3.1 3.6
Revenue (US$m) 165 183
Production cost (US$/boe) 21.75 20.17
EBITDAX (US$m) 102 116
Capex (US$m) 50 66
Northern Australia and Timor-Leste EBITDAX of $102 million was 12% lower than 2018 due to lower sales volumes and lower realised
LNG pricing.
22 / Santos Annual Report 2019
Western Australia
Santos is one of the largest producers of domestic natural gas in Western Australia and is also a significant producer of oil and natural
gas liquids.
In late 2018, Santos completed the acquisition of Quadrant Energy for $2.15 billion plus contingent payments related to the Bedout
Basin. Quadrant significantly strengthened Santos’ position in Western Australia, including 100% ownership and operatorship of the
Varanus Island and Devil Creek domestic gas hubs, and a leading position in the highly prospective Bedout Basin.
Santos successfully completed the appraisal of the Dorado field (Santos 80% interest) in the Bedout Basin in 2019. A FEED-entry
decision for a potential Dorado development is targeted for the second quarter of 2020.
Western Australia 2019 2018
Production (mmboe) 30.9 12.5
Sales volume (mmboe) 30.4 13.0
Revenue (US$m) 955 422
Production cost (US$/boe) 7.30 8.68
EBITDAX (US$m) 684 283
Capex (US$m) 270 93
Western Australia EBITDAX of $684 million was 142% higher than 2018.
Gas and liquids production in Western Australia was significantly higher in 2019 due to the Quadrant acquisition. Santos’ share of gas
production was up 130% to 145 PJ, while oil production increased by 370% to 4.5 mmbbl.
Net profit
The 2019 net profit attributable to equity holders of Santos Limited of $674 million is $44 million higher than the net profit of $630
million in 2018. This increase is primarily due to lower impairment losses of $46 million after tax ($94 million in 2018) and higher sales
revenue as a result of higher volumes, partly offset by lower realised pricing.
Net profit includes items before tax of $59 million ($45 million after tax), as referred to in the reconciliation of net profit to underlying
profit below. Underlying profit was $719 million, $8 million lower than 2018.
Reconciliation of net profit/(loss) to underlying profit1
2019 US$million 2018 US$million
Gross Tax Net Gross Tax Net
Net profit after tax attributable to equity holders
of Santos Limited 674 630
Add/(deduct) the following:
Net gains on sales of non-current assets (12) 4 (8) (112) 18 (94)
Impairment losses 61 (15) 46 100 (6) 94
Fair value adjustments on embedded derivatives
and hedges 4 (1) 3 2 - 2
Fair value adjustments on commodity hedges 6 (2) 4 67 (21) 46
Costs associated with acquisitions and disposals – – – 58 (9) 49
59 (14) 45 115 (18) 97
Underlying profit1 719 727
1 Underlying profit is a non-IFRS measure that is presented to provide an understanding of the underlying performance of Santos’ operations. The measure excludes the impacts of asset
acquisitions, disposals and impairments, as well as items that are subject to significant variability from one period to the next, including the effects of fair value adjustments and fluctuations
in exchange rates. The non-IFRS financial information is unaudited, however the numbers have been extracted from the financial statements which have been subject to audit by the
Company’s auditor.
Santos Annual Report 2019 / 23
Directors’ Report
Directors’ Report
continued
Financial position
Summary of financial position
2019 2018 Variance
US$million US$million US$million
Exploration and evaluation assets 1,187 981 206
Oil and gas assets and other land, buildings, plant and equipment 11,619 11,402 217
Restoration provision (2,282) (2,093) (189)
Other net assets/(liabilities)1 456 308 148
Total funds employed 10,980 10,598 382
Net debt2 (3,325) (3,549) 224
Net tax assets/(liabilities) 3
21 230 (209)
Net assets/equity 7,676 7,279 397
1 Other net assets/(liabilities) comprises trade and other receivables, prepayments, inventories, other financial assets, share of investments in joint ventures, offset by trade and other
payables, deferred income, provisions and other financial liabilities.
2 Net debt reflects the net borrowings position and includes interest-bearing loans, net of cash and interest rate and cross-currency swap contracts.
3 Net tax assets/(liabilities) comprises deferred tax assets and tax receivable, offset by deferred tax liabilities and current tax payable.
Impairment of assets
During the Company’s regular review of asset carrying values, Santos undertook an impairment review as part of the preparation of its
2019 full-year accounts.
At 31 December 2019, non-cash, after-tax impairment losses of $46 million were recognised. The total after-tax impairment losses relate
to the impairment of late-life producing assets and exploration and evaluation assets.
Exploration and evaluation assets
Exploration and evaluation assets were $1,187 million compared to $981 million at the end of 2018, a increase of $206 million, due to the
acquisition of Quadrant Energy, 2019 capital expenditure, including drilling in Dorado, Roc South-1, Barossa Caldita and South Amadeus,
along with evaluation studies, in addition to acquisition costs comprising interests in Muruk and South Nicholson; offset by impairment
losses before tax of $24 million and exploration and evaluation expenses of $24 million.
Oil and gas assets and other land, buildings, plant and equipment
Oil and gas assets and other land and buildings, plant and equipment of $11,619 million were $217 million higher than in 2018 mainly due
to the right-of-use assets raised as a result of the adoption of AASB 16 Leases accounting standard, and 2019 capital expenditure across
Cooper Basin, GLNG, WA Offshore and PNG; offset by depreciation and depletion charges.
Restoration provision
Restoration provision balances have increased by $189 million to $2,282 million mainly due to a change in discount rates, offset by
revised restoration cost estimates and favourable exchange differences.
Net debt
Net debt of $3,325 million was $224 million lower than at the end of 2018 primarily as a result of the repayment of debt facilities during
2019, offset by the issue of a new Reg-S bond and free cash flow before asset acquisitions and divestments of $1,138 million.
Net tax assets/(liabilities)
Net tax assets/(liabilities) of $21 million have decreased by $209 million in comparison to 2018 primarily as a result of the finalisation of
the acquisition of Quadrant Energy and associated tax bases, and the utilisation of carry-forward tax losses recognised by the group.
Net assets/equity
Total equity increased by $397 million to $7,676 million at year end. The increase primarily reflects the net profit after-tax attributable to
owners of Santos of $674 million, partially offset by payments of dividends to shareholders of $251 million.
Future commitments
Due to the nature of Santos’ operations, the Company has future obligations for capital expenditure, for which no amounts have been
provided in the financial statements. Santos also has certain requirements to perform minimum exploration work and spend minimum
amounts of money pursuant to the terms of the granting of petroleum exploration permits in order to maintain rights of tenure. The
minimum exploration commitments are less than the normal level of exploration expenditures expected to be undertaken by the
Company.
24 / Santos Annual Report 2019
Oil price hedging
The objectives of Santos’ oil price hedging policy are to reduce the effect of commodity price volatility and support annual capital
expenditure plans. The Company will continue to monitor commodity market conditions and will enter hedging transactions as
appropriate.
As at 31 December 2019, the Company has hedged 6.2 million barrels of production, using a re-participating three-way option structure
with an average floor price of $54.19/bbl, a temporary ceiling of $69.03/bbl and re-participation at $76.78/bbl.
Business strategy and prospects for future financial years
Business strategy
Santos’ clear and consistent Transform, Build, Grow strategy drives shareholder value by utilising a disciplined, low-cost operating model
to deliver strong cash flows through the oil price cycle. Five core, long-life asset hubs sit at the heart of the Company’s operations, each
with significant upside potential.
The successful execution of the strategy since 2016 has transformed the Company into a safe, reliable and low-cost producer positioned
for disciplined growth and sustainable shareholder returns.
Disciplined execution combined with targeted acquisitions have reduced the Company’s breakeven oil price, which was approximately
US$29 per barrel in 2019, and delivered operated interests in long-life, low-cost assets and strategic LNG infrastructure.
The Company is now positioned for disciplined growth leveraging existing infrastructure in all five core asset hubs and is targeting annual
production of 120 mmboe by 2025, more than double the output in 2018.
This disciplined growth portfolio includes:
Barossa LNG
Dorado liquids
PNG LNG expansion
GLNG ramp-up to ~6.2 mtpa sales from 2020
Cooper Basin production growth
Santos is also executing a focused exploration strategy to identify new high-value targets and unlock future core assets.
The Company is also focused on generating new revenue through maximising utilisation of its infrastructure and implementing low-
carbon energy solutions projects such as carbon capture and storage.
Prospects for future financial years
Santos has a clear strategy and a solid platform for growth. The business focus is aligned with the strategy as the Company continues
to drive efficiencies through the low-cost operating model and progress growth opportunities across the five core asset hubs. This focus
will enable Santos to remain a low-cost and high-performing business with significant upside opportunities across the portfolio.
Natural gas is expected to supply a quarter of the world’s total energy demand by 2040, according to forecasts from the International
Energy Agency. Santos remains confident in the long-term underlying demand for energy and particularly natural gas due to Asian
economic growth, the rising global population, rapid urbanisation in developing economies and growing demand for lower-emissions
fuels. Through its Energy Solutions business, Santos is also investing in projects to lower emissions and assessing the significant
potential for carbon capture and storage in the Cooper Basin.
Santos expects 2020 sales volumes to be in the range of 99–107 mmboe and production to be in the range of 79–87 mmboe. Capital
expenditure is expected to be approximately $1.5 billion. 2020 guidance assumes completion of the acquisition of ConocoPhillips’
business in Northern Australia and Timor-Leste and expected sell-down of 25% interests in Bayu-Undan and Darwin LNG both occur at
the end of the first quarter of 2020.
Material business risks
The achievement of Santos’ purpose and vision, business strategy, production growth outlook and future financial performance is
subject to various risks including the material business risks summarised below. Santos undertakes steps to identify, assess and manage
these risks and operates under a Board-approved enterprise-wide Risk Management Framework.
This summary is not an exhaustive list of all risks that may affect the Company, nor have they been listed in any particular order of
materiality.
Santos Annual Report 2019 / 25
Directors’ Report
Directors’ Report
continued
Strategic risks
Volatility in oil and gas prices
Santos’ business relies primarily on the production and sale of oil and gas products (including LNG) to a variety of buyers under a range
of short-term and long-term contracts. The majority of oil and gas produced (or to be produced) in Santos’ portfolio will be sold under
sales contracts where the sale price is linked to the global price of oil. Lower global oil prices will therefore reduce Santos’ revenues and
the profitability of its operations.
Global oil prices are affected by numerous factors beyond the Company’s control and historically these have fluctuated widely. Santos’
three-tiered strategy, Operating Model and Hedging Policy introduced in 2016 directly address oil price risk to build resilience to oil price
fluctuations. This includes a clear focus on cash flow management, operational and cost efficiencies, debt reduction and production
growth opportunities.
Santos’ acquisition of Quadrant in 2018 adds conventional domestic natural gas assets backed by medium- to long-term CPI-linked
offtake contracts to complement Santos’ predominantly oil-linked revenues.
Oil and gas reserves development
Calculations of recoverable oil and gas reserves and resources contain significant uncertainties, which are inherent in the reservoir
geology, seismic and well data available and other factors such as project development and operating costs, together with commodity
prices. A failure to successfully develop existing reserves may impact Santos’ ability to fully support LNG, gas or oil under customer
contracts.
Santos has adopted a reserves management process that is consistent with the Society of Petroleum Engineers’ Petroleum Resource
Management System. The Company’s reserves and resources estimations are subject to independent audits and evaluations on a rolling
basis.
Santos applies an integrated management system across all aspects of business performance, including reserves estimation and delivery.
Progress against key reserves metrics is routinely reviewed by senior management and the Board, and reserves estimates are published
annually (pages 14 to 17).
Exploration and reserves replacement
Santos’ long-term prospects are also directly related to the success of efforts to replace existing oil and gas reserves as they are
depleted through production, from either exploration or acquisition. Exploration activities are subject to geological and technological
uncertainties and the failure to replace utilised reserves is a risk inherent in the industry.
Exploration risks are managed through an established exploration prospect evaluation methodology and risking process. In addition,
business development processes identify, review and progress opportunities to build reserves through acquisition in support of the
Company’s strategy to Transform, Build and Grow the business.
Demand and market
The demand for oil, gas, LNG and other products Santos markets may be adversely affected by a range of external factors including
competition from alternative suppliers or other sources of energy supply, and changes in consumer behaviour or government policy.
A robust business strategy development and review process considers independent oil, gas and LNG market forecasts, and other
relevant macro-economic factors, to assess the Company’s portfolio under a range of scenarios, to enable the delivery of plans in
support of the Company’s purpose and vision.
Project development
Investment is undertaken in a variety of oil and gas projects to extract, process and supply oil and gas to a variety of customers,
including long-term high-volume contracts to supply feedstock gas to the GLNG project. Failure to deliver or protracted delays in
delivering projects may occur for various reasons, including unanticipated economic, financial, operational, engineering, technical,
environmental, contractual, regulatory, community and/or political events. Delays, changes in scope, cost increases or poor performance
outcomes pose risks that may impact the Company’s financial performance.
Santos has comprehensive project management and governance, risk management and reporting practices in place. Progress and
performance of material projects is regularly reviewed by senior management and the Board.
Joint venture arrangements
Much of Santos’ business is carried out through joint ventures. The use of joint ventures is common in the oil and gas exploration and
production industry and serves to mitigate the risk and associated cost of exploration, production and operational failure. However,
failure of agreement or alignment with joint venture partners, or the failure of third-party joint venture operators, could have a material
impact on Santos’ business. The failure of joint venture partners to meet their commitments and share costs and liabilities can result in
increased costs to Santos.
26 / Santos Annual Report 2019
Santos has defined critical expectations and requirements for participation in and operation of joint ventures in order to optimise the
Company’s commercial and operational interests. The Company works closely with its joint venture partners to reduce the risk of
misalignment in joint venture activities.
Operational risks
Technical and engineering
Santos is exposed to risks in relation to its ongoing oil and gas exploration and production activities, such as failure of drilling and
completions equipment, pipeline and facilities integrity failures, major processing or transportation incidents, release of hydrocarbons
or other substances, security incidents and other well control and process safety risks, which may have an adverse effect on Santos’
profitability and results of operations.
An integrated management system is applied across all operational activities to manage and monitor operations performance and
material risk controls. The management system includes all relevant technical, operational, asset reliability and integrity standards and
incident management standards and competency requirements. The system is designed to ensure the Company meets regulatory and
industry standards in all operations.
Access and licence to operate
Santos has interests in areas that may be subject to claims by communities and landowners, who may have concerns over the social or
environmental impacts of oil and gas operations or the distribution of oil and gas royalties and access to mining- and petroleum-related
benefits. This has the potential to impact on land access or result in community unrest and activism and may adversely impact on the
Company’s reputation.
A number of Santos interests are subject to one or more claims or applications for native title determination. In Australia, compliance
with the requirements of the Native Title Act 1993 (Cth) can delay the grant of mineral and petroleum tenements and subsequent
timing of exploration, development and production activities.
Santos and its operating joint venture partners work closely with all relevant stakeholders, including governments, communities,
landowners and indigenous groups, to ensure all concerns are fairly addressed and managed, and Santos’ operations benefit from their
support. In addition, Santos and its operating joint venture partners develop and employ security and risk management plans, and are
committed to conducting operations in a way that protects the security of its personnel, facilities and operations.
Santos has a long history of safe and sustainable operations working with communities and landholders across the country. Land access
agreements are in place and a team of experienced community and land access representatives work with Aboriginal stakeholders,
landholders and communities to ensure that issues are understood and addressed appropriately.
Cyber security
Cyber security risks, including threats to information and operational systems from computer viruses, unauthorised access, cyber-attack
and other similar disruptions, have evolved rapidly and can impact all sectors of the economy, including the energy sector. The increasing
technological advances in operations require monitoring and protection to ensure cyber security threats are appropriately managed
and prevented. Cyber security risks may lead to disruption of critical business processes, a breach of privacy and theft of commercially
sensitive information. A cyber event may lead to adverse impacts on Santos’ profitability and reputation.
Focused cyber security risk management is incorporated into Santos’ risk management and assurance processes and practices across
the Company’s business and operational information management systems.
Workforce
Santos’ future success is significantly influenced by the expertise and continued service of certain key executives and technical
personnel. An inability to attract or retain such personnel could adversely affect business continuity and, as such, employment
arrangements and succession plans are designed to secure and retain the services of key personnel. Key workforce metrics and
succession plans are routinely reviewed by senior management and the Board.
Environmental, safety and sustainability risks
Health, safety and environment
The size, nature and complexity of Santos’ operations pose risks in relation to the health and safety of employees and contractors, and a
range of environmental risks exist when carrying out exploration and production activities. Environmental incidents, and real or perceived
threats to the environment or the amenity of local communities, could result in a loss of Santos’ licence to operate, leading to delays,
disruption or the shut-down of exploration and production activities.
Santos has a comprehensive approach to management of health, safety and environmental risks. The Company’s management system
integrates technical and engineering requirements with personal health and safety requirements to comprehensively manage health,
safety and environmental risks within Company operations.
Santos Annual Report 2019 / 27
Directors’ Report
Directors’ Report
continued
Climate change
Santos anticipates its activities will be subject to increasing regulation and costs associated with climate change and the management of
carbon emissions.
Strategic, regulatory and operational risks and opportunities associated with climate change are incorporated into policy, strategy and
risk management processes and practices. The Company actively monitors current and emerging climate change risk and proactively
takes steps to prevent and mitigate any impacts on its objectives and activities. Reduction of waste and emissions is an integral part of
delivery of cost efficiencies and forms part of the Company’s routine operations.
Financial risks
The financial risk management strategy seeks to ensure that Santos is able to fund its corporate objectives and meet its obligations
to stakeholders. Financial risk management is carried out by a central treasury department that operates in line with a Board-
approved policy and framework. The framework and principles for overall financial risk management address specific financial risks,
such as commodity price risk, foreign exchange risk, interest rate risk and credit risk, approved derivative and non-derivative financial
instruments, and liquidity management.
An oil price hedging policy is in place with the objective of reducing the effect of commodity price volatility and to support annual capital
expenditure plans. Santos continues to monitor commodity market conditions and will enter hedging transactions as appropriate.
Foreign currency
Foreign exchange risk arises from commercial transactions and valuations of assets and liabilities that are denominated in a currency
that is not the entity’s functional currency.
Exposure to foreign currency risk arises principally through the sale of products denominated in currencies other than the functional
currency, and capital and operating expenditure incurred in currencies other than US$, principally A$. Santos also holds investment
interests in domestic operations whose net assets are exposed to foreign currency translation risk.
A foreign currency hedging policy is in place with the objective of reducing the effect of foreign currency exchange rate volatility and
to support annual capital expenditure plans. Santos continues to monitor foreign currency market conditions and will enter hedging
transactions as appropriate.
Credit
Credit risk represents a potential financial loss if counterparties fail to perform as contracted, and arises from investments in cash and
cash equivalents, derivative financial instruments and deposits with banks and financial institutions. Credit exposures exist to customers
in the form of outstanding receivables and committed transactions.
Access to capital and liquidity
Santos’ business and, in particular, the development of large-scale projects, relies on access to debt and equity financing. The ability to
secure financing, or financing on acceptable terms, may be adversely affected by volatility in the financial markets. These effects may be
global or affecting a particular geographic region, industry or economic sector. Access to debt and equity funding may also be negatively
affected by a downgrade in its credit rating.
Santos had $3.0 billion in liquidity (cash and undrawn bilateral bank facilities) available as at 31 December 2019.
Contract and counterparty risks
As part of its ongoing commercial activities, Santos is party to a number of material contracts including finance agreements,
infrastructure access agreements, agreements for the sale and purchase of hydrocarbon, transportation agreements, joint venture
agreements, and engineering, procurement and construction (EPC) contracts. Santos also enters into sale and purchase contracts with
third parties for the sale and purchase of natural gas, LNG and other products.
The economic effects of these contracts over their term may be impacted by fluctuations in commodity prices, price reviews,
operational performance and other market conditions. Failure to perform material obligations under these contracts by Santos and/or
the applicable counterparties, or to secure any extensions or amendments to these contracts, may result in a material impact on Santos’
operations and financial results.
Santos tracks key contractual obligations and monitors performance across its material contracts.
Political and legal risks
Political, legal and regulatory
Santos’ business is subject to various laws and regulations in each of the jurisdictions in which it operates that relate to the
development, production, marketing, pricing, transportation and storage of its products. A change in the laws which apply to the
Company’s business, or the way in which it is regulated, could have a materially adverse effect on Santos’ business, on the results of
28 / Santos Annual Report 2019
operations and the Company’s financial performance. For example, a change in taxation laws, environmental laws or land access laws
could have a material effect on the Company.
The domestic gas business and GLNG project, including its ability to purchase gas, develop future growth projects and meet supply
commitments’, may also be adversely impacted by any governmental intervention, including limitations on LNG export volumes and the
redirection of gas from export to domestic markets. Any such intervention may also have broader implications for the future of the gas
industry in Australia.
Continuous monitoring of legislative and regulatory changes and associated risks is undertaken and regular engagement with regulators
and governments supports the management of risks arising from these changes.
Litigation and dispute
The nature of Santos’ business means that it is likely to be involved in litigation or regulatory actions arising from a wide range of
matters. Santos may also be involved in investigations, inquiries or disputes, debt recoveries, commercial and contractual disputes, native
title claims, land tenure and access disputes, environmental claims or occupational health and safety claims. Any of these claims or
actions could result in delays, increase costs or otherwise adversely impact Santos’ assets and operations, and adversely impact Santos’
financial performance and future financial prospects.
Santos has an experienced legal team that monitors and manages potential and actual claims, actions and disputes.
Material prejudice
As permitted by sections 299(3) and 299A(3) of the Corporations Act 2001 (Cth), Santos has omitted some information from the above
Operating and Financial Review in relation to the Company’s business strategy, future prospects and likely developments in operations
and the expected results of those operations in future financial years on the basis that such information, if disclosed, would be likely to
result in unreasonable prejudice (for example, because the information is premature, commercially sensitive, confidential or could give a
third party a commercial advantage). The omitted information typically relates to internal budgets, forecasts and estimates, details of the
business strategy, and contractual pricing.
Forward-looking statements
This report contains forward-looking statements, including statements of current intention, opinion and predictions regarding the
Company’s present and future operations, possible future events and future financial prospects. While these statements reflect
expectations at the date of this report, they are, by their nature, not certain and are susceptible to change. Santos makes no
representation, assurance or guarantee as to the accuracy of or likelihood of fulfilling any such forward-looking statements (whether
express or implied) and, except as required by applicable law or the ASX Listing Rules, disclaims any obligation or undertaking to publicly
update such forward-looking statements.
SIGNIFICANT CHANGES IN THE STATE OF AFFAIRS
The Material Business Risks section (pages 25 to 29) refers to risks which, if materialised, may have a significant effect on the state of
affairs of the Company.
Dividends
On 19 February 2020, the Directors resolved to pay a fully franked final dividend of US5 cents per fully paid ordinary share on 26 March
2020 to shareholders registered in the books of the Company at the close of business on 26 February 2020 (“Record Date”). This final
dividend amounts to approximately US$104 million. The Board also resolved that the Dividend Reinvestment Plan (DRP) will not be in
operation for the 2019 final dividend.
In addition, a fully franked interim dividend of US6 cents per share was paid to members on 26 September 2019. The DRP was not in
operation for the interim dividend.
Environmental regulation
The consolidated entity’s Australian operations are subject to various environmental regulations under Commonwealth, state and
territory legislation. Applicable legislation and requisite environmental licences are specified in the consolidated entity’s EHS Compliance
Database, which forms part of the consolidated entity’s overall management system. Environmental compliance performance is
monitored on a regular basis and in various forms, including audits conducted by regulatory authorities and by the Company, either
through internal or external resources.
On 19 March 2019, Santos received a penalty infringement notice and $12,615 fine from the Queensland Department of Environment
and Science for a loss of pond hydraulic integrity incident.
On 27 June 2019, Santos received two penalty infringement notices and two fines totalling $26,100 from the Queensland Department of
Environment and Science for an unauthorised release of contaminants to land and failure to operate measures, plant and equipment in a
proper and effective manner.
Santos Annual Report 2019 / 29
Directors’ Report
Directors’ Report
continued
On 20 September 2019, Santos received a penalty infringement notice and $13,055 fine from the Queensland Department of
Environment and Science for a produced water release to a watercourse.
On 8 November 2019, Santos received a penalty infringement notice and $13,345 fine from the Queensland Department of Environment
and Science for a black smoke release causing an environmental nuisance.
The consolidated entity undertook corrective measures in respect of the infringements to prevent re-occurrences.
POST BALANCE DATE EVENTS
On 19 February 2020, the Directors of Santos Limited resolved to pay a final dividend on ordinary shares in respect of the 2019 financial
year. The financial effect of these dividends has not been brought to account in the full-year Financial Report for the year ended
31 December 2019.
SHARES UNDER OPTION AND UNVESTED SHARE ACQUISITION RIGHTS (SARS)
Options
There are no unissued ordinary shares of Santos Limited under options at the date of this report.
Unvested SARs
Unissued ordinary shares of Santos Limited under unvested SARs at 31 December 2019 are as follows:
Date SARs granted Number of shares under unvested SARs
14 June 2016 3,828,286
17 March 2017 3,506,507
19 May 2017 671,641
29 September 2017 492,660
21 March 2018 2,737,455
1 April 2018 700,452
7 May 2018 520,183
9 July 2018 407,336
14 November 2018 7,649
15 March 2019 2,595,423
12 April 2019 48,234
18 April 2019 469,987
9 May 2019 637,631
7 June 2019 49,772
18 July 2019 10,734
24 July 2019 567,876
20 August 2019 26,364
30 August 2019 1,271,549
4 October 2019 238,023
18,787,762
Since 31 December 2019, 28,923 additional SARs have been granted over unissued ordinary shares of Santos Limited.
No amount is payable on the vesting of SARs. SARs do not confer an entitlement to participate in a bonus or rights issue, prior to the
vesting of the SAR. Further details regarding the SARs (including when they will lapse) are contained in the Remuneration Report
commencing on page 32 of this report and in note 7.2 to the Financial Report.
30 / Santos Annual Report 2019
SHARES ISSUED ON THE EXERCISE OF OPTIONS AND ON THE VESTING OF SARS
Options
No options were exercised during the year ended 31 December 2019 or up to the date of this report.
Vested SARs
The following ordinary shares of Santos Limited were allocated during the year ended 31 December 2019 on the vesting of SARs granted
under the Santos Employee Equity Incentive Plan (SEEIP) (formerly known as the Santos Employee Share Purchase Plan (SESPP)) and
ShareMatch Plan (ShareMatch). No amount is payable on the vesting of SARs and accordingly no amounts are unpaid on any of the
shares.
Date SARs granted Number of shares issued
31 August 2016 560,560
19 April 2017 80,571
29 September 2017 15,372
9 July 2018 10,532
14 November 2018 7,650
24 July 2019 1,636
676,321
Since 31 December 2019, no ordinary shares of Santos Limited have been allocated on the vesting of SARs granted under the SEEIP and
ShareMatch.
DIRECTORS’ AND SENIOR EXECUTIVES’ REMUNERATION
Details of the Company’s remuneration policies and the nature and amount of the remuneration of the Directors and senior management
(including shares, options and SARs granted during the financial year) are set out in the Remuneration Report commencing on page 32
of this report and in notes 7.2 and 7.3 to the Financial Report.
Santos Annual Report 2019 / 31
Directors’ Report
Remuneration Report
MESSAGE FROM YASMIN ALLEN, PEOPLE AND REMUNERATION COMMITTEE CHAIR
Dear fellow Shareholders,
On behalf of the Board, I am pleased to introduce Santos’ Remuneration Report for 2019.
The purpose of this introductory message is to summarise key remuneration outcomes for 2019 and the link to Santos’ performance.
I also want to flag the outcomes of a review of Santos’ Executive Reward Strategy and some changes to reward arrangements for
2020 onwards, which will further align Executive reward at Santos with performance and shareholder interests.
Your Company has performed very strongly in 2019 including the delivery of:
improved safety and environmental performance;
record annual production, sales volumes and sales revenue;
strong onshore performance driven by the continued focus on our disciplined operating model;
successful appraisal of the Dorado field offshore Western Australia adding significant resources;
record free cash flow and lower production costs; and
announcement of the acquisition of ConocoPhillips’ northern Australia and Timor-Leste assets.
Following assessment of the Company’s performance in 2019, the Board has approved a Company Scorecard result of 120% of its target
performance level out of a possible 167%. This has been used to determine Short-Term Incentive (STI) awards. Further detail on the KPIs
and performance assessment is available in Table 3 on page 41.
Long-Term Incentive (LTI) awards granted in 2016 were tested following the end of their four-year performance period at 31 December
2019. The Company delivered Total Shareholder Return outcomes which placed it in the top quartile against both the ASX100 and the S&P
Global 1200 Energy Index comparator groups. The Company also achieved Free Cash Flow Breakeven Point of US$23.72 in 2019, compared
to the circa US$50/boe at the time of grant and a Return on Average Capital Employed of 139% of Weighted Average Cost of Capital. As a
result 100% of the 2016 LTI awards vested. This followed eight consecutive years of the LTI not vesting and reflects the strong turnaround
achieved since 2016.
Realised Remuneration outcomes for 2019 are shown in Table 11 on page 47. Realised Remuneration includes the value of equity-related
awards which vested during the year, valued at the share price on the vesting date, which includes the value of share price appreciation
between award and vesting.
Nearly three-quarters (72%) of the CEO’s Realised Remuneration for 2019 as disclosed in Table 11 resulted from performance related equity
awards which vested in full. The value at vesting included significant share price appreciation between the awards being granted (in 2016 in
respect of the LTI and 2018 in respect of the Deferred 2017 STI) and vesting, demonstrating strong alignment with shareholders.
The Board believes that total remuneration outcomes are aligned with the Company’s performance in 2019 and the significant value which
has been generated for shareholders.
EXECUTIVE REWARD STRATEGY REVIEW AND CHANGES TO REWARD ARRANGEMENTS FOR 2020 ONWARDS
A holistic review of the Company’s Reward Strategy was conducted during 2019. The review identified several opportunities to strengthen the
alignment of Executives and shareholders and further drive a performance culture which will be implemented for 2020 including the following:
A Minimum Shareholding Requirement has been introduced which will require the CEO and Executive Vice Presidents to build over a
five-year period and then maintain, a minimum shareholding of Santos shares. The minimum shareholding is set as a fixed number of shares
which for the CEO is approximately three times annual Total Fixed Remuneration (TFR) and for Executive Vice Presidents is approximately
one and a half times the average TFR. These levels of minimum shareholdings are significant, compared to typical market practice.
The proportion of pay at risk and linked to performance will be increased within the overall mix. The target fixed pay positioning for
Executive remuneration will be set below market median, with incentives set at a level that delivers competitive total remuneration
contingent on the delivery of Santos’ disciplined operating model and the challenging performance targets on the Company Scorecard
and Long-Term Incentive awards. The impact of these changes is described further in section 4 of the Remuneration Report.
The Free Cash Flow Breakeven Point (FCFBP) and Return on Average Capital Employed (ROACE) performance conditions attaching
to 2020 LTI awards are being made more challenging to reflect the significant improvements in company performance realised in recent
years. For the 2020 LTI award, the FCFBP at which full vesting is achieved is being reduced from US$35/boe to US$30/boe. Threshold
vesting of the ROACE component will only occur if ROACE is more than 110% of Weighted Average Cost of Capital (it was 100% for the
2019 awards) and 100% vesting will only be achieved if ROACE is equal to or greater than 140% of Weighted Average Cost of Capital
(compared to 120% for the 2019 awards).
Thank you for taking the time to review our Remuneration Report.
Yasmin Allen
Chair, People and Remuneration Committee
32 / Santos Annual Report 2019
The Directors of Santos present this Remuneration Report for the consolidated entity for the year ended 31 December 2019. The
information provided in this Report has been audited as required by section 308(3C) of the Corporations Act 2001 (Cth) (Corporations
Act) and forms part of the Directors’ Report.
The Remuneration Report outlines the Company’s key remuneration activities in 2019 and remuneration information for Key
Management Personnel (KMP) of the consolidated entity for the purposes of the Corporations Act and Accounting Standards, as set
out below.
Remuneration is disclosed in US$ (unless otherwise indicated) with all remuneration components having been converted from A$ to
US$ using an average rate of $0.6880 for 2019 and $0.7475 for 2018. This means year-on-year changes in remuneration amounts when
stated in US$ are partly attributable to exchange rate variations and not necessarily a change in the amount paid in A$.
Report structure
The Remuneration Report is set out in the following sections
1. KMP covered by the Remuneration Report and summary of 5-year Company performance
2. Remuneration governance
3. Executive remuneration approach
4. Remuneration mix
5. Short-Term Incentive framework and 2019 outcomes
6. Long-Term Incentive and vesting outcomes
7. Realised Remuneration (non-IFRS and non-audited)
8. Statutory remuneration for Executive KMP
9. KMP equity
10. Key terms of Executive KMP employment contracts
11. Non-executive Director (NED) Remuneration
Santos Annual Report 2019 / 33
Directors’ Report
Remuneration Report
continued
1. KMP COVERED BY THE REMUNERATION REPORT AND SUMMARY OF 5-YEAR COMPANY PERFORMANCE
KMP are the personnel who had authority and responsibility for planning, directing and controlling the activities of the Company’s major
financial, commercial and operating divisions during 2019. The KMP for 2019 are set out in Table 1.
Table 1: 2019 Key management personnel
Executive KMP Non-executive Directors
Kevin Thomas Gallagher, Keith William Spence, Independent non-executive Chair
Managing Director and Chief Executive Officer (CEO)
Yasmin Anita Allen, Independent non-executive Director
David Maxwell Banks, EVP Onshore Oil and Gas
Guy Michael Cowan, Independent non-executive Director
Brett Anthony Darley, EVP Offshore Oil and Gas
Hock Goh, Independent non-executive Director
Anthony Myles Neilson, Chief Financial Officer (CFO)
Yu Guan, non-executive Director3
Vincent Santostefano, EVP Production Operations
Vanessa Ann Guthrie, Independent non-executive Director
Petter Undem, EVP Marketing, Trading and Commercial1
Peter Roland Hearl, Independent non-executive Director
Brett Kenneth Woods, EVP Developments
Janine Marie McArdle, Independent non-executive Director4
Philip Ambrose Byrne, EVP Marketing, Trading and Commercial2
Eugene Shi, non-executive Director5
1 Petter Undem commenced as KMP on 5 August 2019
2 Philip Byrne ceased being KMP on 4 August 2019
3 Yu Guan commenced as KMP on 3 May 2019
4 Janine McArdle commenced as KMP on 23 October 2019
5 Eugene Shi ceased being KMP on 2 May 2019
Table 2 sets out the Company’s performance over the past five years in respect of key financial and non-financial indicators and the STI
and LTI awards during this period.
Table 2: Key metrics of Company performance 2015 – 2019
2015 2016 2017 2018 2019
Injury frequency:
Total recordable case frequency 2.8 2.2 3.5 4.5 4.3
Lost time injury rate 1
0.5 0.4 0.4 0.6 0.6
Moderate harm rate2 - - - 0.4 0.3
Production (mmboe) 57.7 61.6 59.5 58.9 75.5
Reserve replacement rate – 2P organic (one-year average %) 0 19 62 69 56
Net profit/(loss) after tax3 (US$m) (1,953) (1,047) (360) 630 674
Dividends per ordinary share (cents) A 20 0 0 US 5 US 11
Share price – closing price on last trading day of year4 (A$) 3.68 4.02 5.45 5.48 8.18
Company Scorecard result expressed as % of target of 100% 89.3% 115.3% 118.0% 138.8% 120.0%
LTI performance (% vesting) – shown against final year of performance period 0% 0% 0% 0% 100%
1 The outcome for 2018 and prior years is presented as a 3-year average. Annual performance reporting applied in 2019.
2 Moderate harm rate was introduced in 2018 as the Company adopted a harm-based approach, in addition to lost time reporting for injury classification.
3 2015 Net Profit After Tax (NPAT) figures have been translated from A$ to US$ at an applicable exchange rate for the year for comparison purposes following the change in the Company’s
presentation currency in 2016.
4 The closing share price on the last trading day of 2014 was A$7.18.
34 / Santos Annual Report 2019
2. REMUNERATION GOVERNANCE
The People and Remuneration Committee (Committee) oversees and formulates recommendations to the Board on the remuneration
policies and practices of the Company generally (including the remuneration of non-executive Directors, the CEO and Senior
Executives) and reviewing whether they are aligned to the Company’s values, strategic direction and risk appetite.
The Committee operates under a Charter approved by the Board and regularly conducts a review of its performance, structure,
objectives and purpose. The Committee Charter is available on the Company’s website at www.santos.com.
External advisors and remuneration advice
The Board has adopted a protocol for engaging and seeking advice from independent remuneration consultants. In 2019, some
remuneration benchmarking exercises were undertaken to provide information on market remuneration levels for KMP, however no
remuneration recommendations were provided by remuneration consultants.
Santos Annual Report 2019 / 35
Directors’ Report
Remuneration Report
continued
3. EXECUTIVE REMUNERATION APPROACH
The fundamental purpose of Santos’ remuneration policy is to develop and maintain an effective remuneration framework which
supports and reinforces the ongoing successful execution of the Transform, Build, Grow business strategy and the delivery of Vision
2025. The following diagram includes adjustments to the remuneration approach which are applicable from 2020.
Remuneration policy objective
Attracting, motivating and retaining Focusing Executives to deliver Align Executive and shareholder
talented and qualified Executives superior performance interests
Enabled through the Company’s Executive remuneration framework
Total Fixed Remuneration (TFR) Short-term incentive (STI) Long-term incentive (LTI)
(base salary plus superannuation)
Remuneration levels are market- A significant component of Long-term incentives are delivered
aligned against similar roles in remuneration is “at risk”. The value as Share Acquisition Rights
comparable companies. to the Executive is dependent on (SARs).
Individual remuneration is set with the Company and individual Vesting of long-term incentives is
regard to the Executive’s role and meeting challenging targets. contingent on achieving
responsibilities and also the Short-Term Incentive levels are set performance hurdles that are
individual’s experience and to ensure that total compensation aligned with creation of long-term
competencies. appropriately rewards the delivery shareholder value (Relative Total
The target market position for of Santos’ operating model and Shareholder Return, Return On
fixed remuneration for Executives the increasingly demanding STI Average Capital Employed and the
is below market median in line scorecard metrics. generation of strong stable cash
with the Company’s cost focus. Short-term incentive outcomes flows through the oil price cycle).
are based on a balanced scorecard Executives cannot hedge equity
of annual performance measures incentives that are unvested or
aimed at delivering challenging subject to restrictions. These
outcomes for the Company incentives are also subject to
across a range of financial, safety, clawback.
environment, growth and
culture KPIs.
Half (50%) of Executives’ STI
award is delivered as cash
following the end of the
performance year.
The other 50% is delivered in
equity, subject to a further
two-year restriction period.
36 / Santos Annual Report 2019
4. REMUNERATION MIX
The remuneration mix indicates the extent to which Executive remuneration is:
fixed and not at risk;
variable and at risk.
The charts below show the remuneration mix for the CEO and Senior Executives at the following performance levels:
Minimum comprises TFR for the year only;
Target comprises TFR for the year, STI at the target level (provided half in cash and half in deferred equity vesting two years after
the end of the performance year) and target LTI. LTI awards are allocated on a face value basis. Vesting of awards is subject to the
achievement of the relevant performance conditions. The target LTI values in the charts below are shown on a “fair value” basis by
applying a 40% discount to the face value of the award; and
Maximum comprises TFR, STI at the maximum level (provided half in cash and half in deferred equity vesting two years after the end
of the performance year) and the maximum LTI being the face value of the award.
The value of the STI deferred equity award and LTI does not include the impact of future share price movements or dividend payments.
The actual remuneration mix in any year varies with actual performance and incentive outcomes.
2019 CEO remuneration quantum and mix
The remuneration quantum and mix for the CEO at minimum, target and maximum performance for 2019 is shown in Chart 1.
ChartCEO2019 CEO remuneration quantum and mix
Minimum 100% 1,956
Target 36% 16% 16% 32% 5,477
Maximum 25% 19% 19% 37% 7,830
0 2,000 4,000 6,000 8,000 10,000
A$’000
TFR STI Cash STI Deferred Equity LTI
Minimum: 2019 TFR of A$1,956,150.
Target: 2019 TFR, STI at the target level (a cash award of 45% of TFR and a deferred equity award of 45% of TFR) and target LTI of
90% of TFR.
Maximum: 2019 TFR, STI at the maximum level (a cash award of 75% of TFR and a deferred equity award of 75% of TFR) and the
maximum LTI award of 150% of TFR.
Santos Annual Report 2019 / 37
Directors’ Report
Remuneration Report
continued
2019 Senior Executive remuneration mix and quantum
The remuneration quantum and mix for Senior Executives at minimum, target and maximum performance for 2019 is shown in Chart 2.
Chart 2: 2019 Senior Executive remuneration quantum and mix
2019 Senior Executive Remuneration
Minimum 100% 1.00
Target 47% 15% 15% 23% 2.11
Maximum 35% 18% 18% 29% 2.85
0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50
Multiple of TFR
TFR STI Cash STI Deferred Equity LTI
Quantum is expressed as a multiple of TFR as Senior Executives have different TFRs.
Minimum: 2019 TFR only.
Target: 2019 TFR, STI at the target level (a cash award of 31.5% of TFR and a deferred equity award of 31.5% of TFR) and target LTI
award of 48% of TFR.
Maximum: 2019 TFR, STI at the maximum level (a cash award of 52.5% of TFR and a deferred equity award of 52.5% of TFR) and
the maximum LTI award of 80% of TFR.
The STI opportunity in Mr Banks’ 2019 incentive structure differs from other Senior Executives. This is set out in Table 5.
Changes to remuneration mix for 2020
Following the Executive reward strategy review conducted in 2019 the incentive arrangements for the CEO and Senior Executives were
recalibrated to place a greater proportion of Executive remuneration at risk and aligned with Company performance.
2020 CEO remuneration quantum and mix
The remuneration quantum and mix for the CEO at minimum, target and maximum performance for 2020 is shown in Chart 3.
Chart 3: 2020 CEO remuneration quantum and mix
2020 CEO Remuneration
Minimum 100% 2,010
Target 32% 16% 16% 36% 6,191
Maximum 22% 19% 19% 40% 8,985
0 2,000 4,000 6,000 8,000 10,000
A$’000
TFR STI Cash STI Deferred Equity LTI
Minimum: 2020 TFR of A$2,010,000.
Target: 2020 TFR, STI at the target level (a cash award of 50% of TFR and a deferred equity award of 50% of TFR) and target LTI
of 108% of TFR.
Maximum: 2020 TFR, STI at the maximum level (a cash award of 83.5% of TFR and a deferred equity award of 83.5% of TFR) and
the maximum LTI award of 180% of TFR.
38 / Santos Annual Report 2019
2020 Senior Executive remuneration quantum and mix
The remuneration quantum and mix for Senior Executives at minimum, target and maximum performance for 2020 is shown in Chart 4.
2020 4: 2020 Senior Remuneration
ChartSenior Executive Executive remuneration quantum and mix
Minimum 100% 1.00
Target 43% 16% 16% 25% 2.35
Maximum 31% 19% 19% 31% 3.25
0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50
Multiple of TFR
TFR STI Cash STI Deferred Equity LTI
Quantum is expressed as a multiple of TFR as Senior Executives have different TFRs
Minimum: 2020 TFR only.
Target: 2020 TFR, STI at the target level (a cash award of 37.5% of TFR and a deferred equity award of 37.5% of TFR) and target
LTI of 60% of TFR.
Maximum: 2020 TFR, STI at the maximum level (a cash award of 62.5% of TFR and a deferred equity award of 62.5% of TFR) and
the maximum LTI award of 100% of TFR.
Santos Annual Report 2019 / 39
Directors’ Report
Remuneration Report
continued
5. SHORT-TERM INCENTIVE FRAMEWORK AND 2019 OUTCOMES
The STI framework aligns Executive interests with the delivery of the operating model and the Company’s challenging short-term
operational and financial goals for the year. Goals are chosen to drive outcomes and behaviours that support safe operations and the
delivery of the business outcomes which will delight shareholders and lead to long-term growth in shareholder value.
STI award is based on performance for a one-year period. Half (50%) of the award is provided as deferred equity, restricted for two
years. Deferral provides increased alignment with shareholders and encourages longer-term thinking given the equity exposure.
Deferred STI is forfeited if the Executive leaves the Company during the vesting period due to resignation or summary dismissal
(including for fraud or misconduct). STI awards are also subject to clawback.
The Company’s annual performance is assessed using the Company Scorecard. The Scorecard contains a balance of challenging
financial and operational KPIs which support the execution of the business strategy and which drive business performance. In 2019,
Scorecard KPIs covered a range of areas including production, operating efficiency, safety, growth and culture.
The measures include lagging indicators to assess the Company’s past performance, as well as forward-looking indicators to ensure the
Company is positioning itself effectively for future growth. The Board believes that this Scorecard is balanced and focuses the CEO and
Senior Executives on achieving the key outcomes necessary to deliver stronger returns to shareholders.
The STI award is subject to a free cash flow gate that requires that the Company is free cash flow positive for an STI award to be made,
regardless of performance against all other KPIs. This is aligned with the Company’s position to its shareholders under the Dividend
Policy which is to deliver strong cash flows through the oil price cycle.
The actual STI pool for the year is set by reference to the Company Scorecard result (2019 results are outlined in Table 3 on page 41).
The Scorecard result is generally applied as a percentage of the target pool size (subject to the application of any Board discretion).
The Company Scorecard is comprised of a range of KPIs with set threshold, target and stretch goals agreed with the Board at the
start of the performance year. The relative importance of each KPI is determined and assigned a proportionate weighting of the total
Scorecard result.
Each KPI receives a percentage score relative to target performance, as follows:
0% for performance below threshold,
67–100% for performance between threshold and target,
100–167% for performance between target and stretch, and
167% for performance at or above stretch.
The KPI weightings are then applied to these scores to derive a rating for each KPI. The overall Scorecard result is a weighted average
of KPI scores.
The 2019 Scorecard has a maximum result of 167% of target. This maximum result can only be achieved for exceptional Company
performance. The Board believes the above method of assessment is rigorous and provides a balanced assessment of the Company’s
performance.
The People and Remuneration Committee formally assesses the Company’s performance against the overall Scorecard at the end of
each financial year, and this forms the basis of a recommendation to the Board.
The CEO assesses Senior Executive performance and determines STI award proposals which are then formally endorsed by the People
and Remuneration Committee. The Board assesses the CEO’s performance and determines his STI award.
40 / Santos Annual Report 2019
Performance against 2019 Company Scorecard
The Company’s performance against the 2019 Company Scorecard, as assessed by the Board resulted in an outcome of 120% of target.
This outcome is used to set the available STI pool. Individual STI outcomes will depend on Executives’ contractual entitlements and
individual performance during the year, as detailed in Table 5 on page 43.
Table 3 provides further details of Scorecard KPIs and the Company’s performance against them.
Table 3: 2019 Company Scorecard – KPI performance
Result
(relative
to target
KPI Rationale Performance of 100%)
Production (mmboe) Production is critical to the Production of 75.5 mmboe delivered
Production
(adjusted for disposals) Company’s profitability which is a key at Target performance.
(30%)
measure of the Company’s overall 100%
performance, underpinning annual
earnings and cash flow.
Unit production cost Included to ensure that the Company Unit Production Cost US$7.24/boe
(US$/boe) maintains its cost and efficiency focus exceeds Stretch performance.
(adjusted for disposals) for every unit of production
(20%)
167%
Cost
Free cash flow breakeven Included to ensure continual reduction Free Cash Flow Breakeven Point (capped)
point (FCFBP) in the Company’s cost base and to US$23.72/bbl (including impact
(US$/bbl) reinforce Santos’ disciplined operating of hedges) exceeds Stretch
model. performance.
Company 2P reserves life Company 2P Reserves Life is 13 years
Resources (20%)
(years) A viable reserves position and track and below Threshold.
Reserves &
record for maintaining and growing Cooper Reserves and Resources Life
Cooper 2P + 2C reserves & reserves life ensures the Company 70%
is 23 years, which is between Target
resources life (years) is a more attractive and sustainable and Stretch performance.
business.
Personal safety The Company is committed to Moderate harm rate of 0.28 and no
providing a workplace without injury severe harm incidents yielded stretch
Measured by the number of
or illness. performance. Moderate harm is
moderate harm injuries per million
defined as temporary disablement
hours worked over the 12-month
Safety & Environment
or medium-term impairment.
period.
Lost time injury rate was 0.57.
167%
(30%)
Process safety & environment The integrated target for Environment There were four Tier 1 and four (capped)
and Process Safety represents the Tier 2 loss of containment
Measured by the number of
Company’s commitment to reducing incidents, which is a significant
Tier 1 and Tier 2 loss of
the number of process safety- improvement on 2018. There were no
containment of hydrocarbon
related incidents with potential environmental incidents of moderate
incidents.
for high impact consequences, or greater consequence. Combined,
Measured by the number of and the occurrence of significant the outcome exceeds Stretch
environmental incidents of environmental incidents. performance.
moderate or greater consequence.
Santos Annual Report 2019 / 41
Directors’ Report
Remuneration Report
continued
Result
(relative
to target
KPI Rationale Performance of 100%)
Community The Company aims to make Community sentiment remains strong
meaningful, positive long-term in the Port Bonython, Cooper Basin,
contributions in the communities it Roma and Gladstone communities,
operates. with areas requiring the greatest
improvement being Narrabri,
Exmouth/Karratha and Darwin.
Threshold performance was achieved.
Emissions The Company is held to account on Projects implemented within
emissions to air, land and water within operations resulting in 1.5% (101
Sustainability (10%)
targets and transparent reporting, in ktCO2e) emissions reduction. FEED
line with the recommendations of the entry has been achieved for Carbon
G20 Task Force on Climate-related Capture and Storage, a step change
Financial Disclosures. emissions reduction project. Stretch 93%
performance was achieved.
Culture and capability Included to reinforce the importance Capability plans were developed for
of cultural improvement and each of the business and corporate
employee engagement as well as the functions. The program for leadership,
development of capability to support culture and diversity was agreed
future business growth. and the 2019 employee survey was
delivered. This resulted in Threshold
performance.
Continuous improvement Included to ensure business activity Internal audits rendered an outcome
complies within the Company’s policies, at Threshold performance.
procedures and management standards,
and continuous improvement thereof.
2019 STI OUTCOME FOR THE CEO
The CEO’s performance is primarily assessed using the Company Scorecard. In determining the CEO’s final STI payment for 2019, the Board
also considered outcomes outside of the Scorecard and the impact of the CEO’s personal performance and leadership on corporate activities
which have grown shareholder value, future proofed the business, and improved leadership, culture and stakeholder engagement.
Key elements that comprise the CEO’s performance include:
the successful integration of Quadrant Energy into Santos and the realisation of significant value accretive synergies;
strong stakeholder engagement and industry thought leadership; and
improvement of organisational capability and safety leadership.
The STI amount for 2019 represents an outcome which is 132% of the target amount (79% of maximum STI opportunity). This represents
a moderated amount which is slightly above the Company Scorecard outcome of 120% of target. This delivers an STI amount for 2019 of
US$1,598,847, of which half will be awarded as cash, and the other half will be awarded as Deferred Shares, restricted for two years.
2019 STI outcomes for Senior Executives
The Company performance result based on the Company Scorecard outcomes outlined above sets the size of the pool. Individual allocations
of the pool are then modified to reflect individual performance and demonstration of the Santos Values.
The Company’s performance against the 2019 STI Scorecard, as assessed by the Board, resulted in a score of 120% of target (72% of maximum).
The 2019 STI outcomes for the Senior Executives ranged from 89% to 150% of target (53% to 90% of their maximum opportunity),
depending on their individual performance contribution. Half (50%) of STI outcomes will be delivered as cash, and the other half (50%) will
be awarded as Restricted Shares, restricted for two years.
Further detail of each individual Senior Executive’s outcome is provided in Table 5 on page 43.
All Senior Executives had KPIs relating to environment, health, safety, culture and leadership. Role-specific KPIs by Senior Executive are set
out in Table 4 below.
42 / Santos Annual Report 2019
Table 4: Senior Executive role-specific KPIs
Note, some KPIs contain commercially sensitive information that cannot be detailed here.
Senior Executive KMP Role Role-specific KPIs
DM Banks EVP Onshore Oil and Gas Production volume and cost
Development cost
2C to 2P conversion rate
Wells drilled and connected
Growth strategy implementation
Achieved emission redirection targets
BA Darley EVP Offshore Oil and Gas Production volume and cost
WA and NT Capex projects
Transition of Quadrant to Santos
Achieved emission redirection targets
AM Neilson Chief Financial Officer Corporate cost reduction
Balance sheet improvement
Capital management
Finance and supply chain systems and structure
Investor relations outcomes
V Santostefano Chief Operations Officer Operated processing costs
Low-cost operations and maintenance service delivery
Production support and optimisation
BK Woods EVP Developments Major Growth Project production targets
Resource to reserves maturation
Operational cost efficiency
Progressed Energy Solutions emission reduction project
including Carbon Capture and Storage
P Undem EVP Marketing, Sales (LNG, Domestic Gas and Liquids)
Trading and Commercial LNG trading
From 5 August 2019
Improvements in commercial arrangements
PA Byrne EVP Marketing, Sales (LNG, Domestic Gas and Liquids)
Trading and Commercial LNG trading
From 1 January to 4 August 2019
Improvements in commercial arrangements
Table 5 sets out the individual STI outcomes for Senior Executives in 2019, as a percentage of their STI target and maximum STI opportunity.
Table 5: Senior Executive 2019 STI outcomes
Target 2019 STI Actual 2019 STI 2019 STI as a % % of Maximum
(% of TFR) (% of TFR) of Maximum STI forfeited
Directors
KT Gallagher 90% 118.8% 79.2% 20.8%
Senior Executives
DM Banks 54% 81.0% 90.0% 10.0%
BA Darley 63% 79.4% 75.6% 24.4%
AM Neilson 63% 90.7% 86.4% 13.6%
V Santostefano 63% 71.8% 68.4% 31.6%
P Undem1 63% 30.2% 57.6% 42.4%
BK Woods 63% 75.6% 72.0% 28.0%
Former Senior Executive
PA Byrne 63% 55.9% 53.3% 46.7%
1 Mr Undem's 2019 STI award is pro-rated for six months based on his appointment terms.
Santos Annual Report 2019 / 43
Directors’ Report
Remuneration Report
continued
6. LONG-TERM INCENTIVE AND VESTING OUTCOMES
The LTI aligns the interests of Senior Executives with the creation of long-term shareholder value.
The relative TSR performance criteria provide for vesting when there are strong shareholder returns against relevant peer groups. The
FCFBP and ROACE measures vest when the Company demonstrates underlying operational efficiency which generates free cash flow
throughout the oil price cycle, and disciplined use of capital to generate shareholder returns over a four-year period.
LTI amounts are based on a set percentage of the Executive’s TFR allocated on a face value basis and provided in the form of Share
Acquisition Rights (SARs). SARs are a conditional entitlement to a fully paid ordinary share at zero price, subject to satisfaction of the
relevant performance conditions.
If SARs vest, shares are automatically allocated to the Executive. Nothing is payable by Executives if SARs vest. Trading in these shares
is subject to compliance with the Company’s Securities Dealing Policy and the Minimum Shareholding Requirement.
The Board has discretion to settle the value of vesting SARs in cash.
Share Acquisition Rights have a four-year performance period. This period represents an appropriate balance between providing
a genuine and foreseeable incentive to Senior Executives and fostering a long-term view of shareholder interests.
Vesting of the 2019 LTI is assessed against four equally weighted performance measures described in Table 6.
Table 6: LTI performance measures and rationale
Weighting Performance measures Description and Rationale
25% Relative TSR measured The calculation of TSR takes into account share price and dividend yield and
against companies of the is therefore a robust and objective measure of shareholder returns.
ASX100
TSR continues to effectively align the interests of individual Senior Executives
25% Relative TSR measured with that of the Company’s shareholders by motivating Senior Executives to
against companies of the achieve superior shareholder outcomes relative to Santos’ competitors for
S&P Global 1200 Energy investor capital and its energy sector peers.
Index (GEI)
25% Free Cash Flow Breakeven FCFBP is the US$ oil price at which cash flows from operating activities
Point (FCFBP) equal cash flows from investing activities, as published in the Company’s
financial statements. As the aim of the performance hurdle is to measure the
performance of the underlying business, the Board has discretion to adjust
the FCFBP for individual material items including asset acquisitions and
disposals that may otherwise distort the measurement.
25% Return on Average Capital ROACE is measured as the underlying earnings before interest and tax (EBIT)
Employed (ROACE) divided by the average capital employed, being shareholders’ equity plus net
compared with weighted debt, as published in the Company’s financial statements.
average cost of capital
The use of ROACE as a performance measure aligns Senior Executives with
(WACC)
shareholder interests by focusing on the efficient and disciplined use of capital
to generate shareholder returns.
44 / Santos Annual Report 2019
The vesting scales set out in the tables below apply to both the CEO’s and Senior Executives’ LTI performance grants. SARs that do not
vest upon testing of the performance condition lapse. There is no re-testing of the performance condition.
Table 7: Relative TSR against the ASX100 and S&P GEI
TSR percentile ranking % of grant vesting
Below 51st percentile 0%
51st percentile 50%
straight line pro-rata vesting in between
76th percentile and above 100%
Table 8: Free Cash Flow Breakeven Point (FCFBP)
FCFBP % of grant vesting
Above US$40/bbl 0%
Equal to US$40/bbl 50%
straight line pro-rata vesting in between
Equal to or below US$35/bbl 100%
When the FCFBP hurdle was introduced in 2016, Santos’ FCFBP was approximately US$50/bbl. There was concern from some
shareholders that this KPI could result in under investment in onshore drilling activity leading to further production decline and reserves
liquidation. However, over the past four years Santos has increased investment in drilling across Queensland and Cooper Basin onshore
operations year on year and in 2019 achieved a record drilling activity level of more than 500 wells drilled. Production has also increased
in Queensland and the Cooper basin during this period with resource and reserves growth also achieved in the Cooper basin.
FCFBP being a non-market measure is tested and audited internally and all results externally audited as part of the Annual Report
release. The Board has discretion to adjust the results on this measure, based on the agreed methodology.
Table 9: Return On Average Capital Employed (ROACE)
ROACE % of grant vesting
Below 100% of WACC 0%
Equal to 100% of WACC 50%
straight line pro-rata vesting in between
Equal to or above 120% of WACC 100%
ROACE being a non-market measure is tested and audited internally and all results externally audited as part of the Annual Report
release. The Board has discretion to adjust the results on this measure, based on the agreed methodology.
Changes to vesting schedules for 2020 awards
For 2020 LTI awards, the stretch level to achieve full vesting of the FCFBP component will be set at equal to or below US$30/bbl. This
better reflects the significantly improved cost base of the business but recognises that there is an optimal level of investment required
to sustain the business.
In addition, the ROACE targets will also be lifted. The gate-opener to achieve any vesting will be increased so that Santos’ ROACE must
be at least equal to 110% of WACC and if that measure is satisfied, then vesting will be determined using the scale in Table 10 below. Full
vesting of the ROACE component will be achieved for an outcome of equal to or greater than 140% of WACC, compared to equal to or
greater than 120% of WACC for the 2019 award.
Table 10: Return On Average Capital Employed (ROACE) for 2020 awards
ROACE percentile ranking % of grant vesting
Santos ROACE <= 110% of WACC 0%
Santos ROACE > 110% of WACC then: 50%
straight line pro rata vesting in between
Relative ROACE >= 140% of WACC 100% vesting
Santos Annual Report 2019 / 45
Directors’ Report
Remuneration Report
continued
Treatment on termination and change of control
Generally, if an Executive resigns or is summarily dismissed, their unvested SARs will lapse. In all other circumstances (including death,
total and permanent disability, redundancy and termination by mutual agreement), unvested SARs remain on foot and will vest or lapse
in accordance with their original terms, unless the Board determines otherwise.
Where there is a change in control, the Board may determine whether, and the extent to which, SARs may vest.
Clawback
The share plan rules give the Company the discretion to lapse or forfeit unvested equity awards under the STI or LTI programs, and claw
back any vested shares or cash paid in certain circumstances.
These circumstances include dishonest or fraudulent conduct, breach of material obligations, miscalculation or error, a material
misstatement or omission in the accounts of a group company or events which require re-statement of the group’s financial accounts in
circumstances where an LTI or deferred STI award would not otherwise have been granted or would not have vested. This is in addition
to any rights the Company has under the plan rules and general legal principles to seek to recover payments made in error.
Securities hedging
Under the Company’s Securities Dealing Policy, Directors, Executives and employees cannot enter into hedging or other financial
arrangements which operate to limit the economic risk associated with holding Santos securities prior to the vesting of those securities
or while they are subject to a holding lock or restriction on dealing.
Performance results for the 2016 LTI award
The 2016 LTI award was tested over the four-year performance period 1 January 2016 to 31 December 2019.
For the 2016 LTI grant, a base share price of A$3.85 was used instead of the 2015 year-end share price which was lower. This was
the price shareholders paid to exercise their entitlements under the accelerated pro-rata renounceable rights issue announced by the
Company on 9 November 2015. The CEO who joined the Company in February 2016 agreed to adopt the same starting share price for
alignment with the Executives.
Santos achieved an adjusted Total Shareholder Return of 129% over the performance period, placing it at the 79th percentile against
the ASX100 comparator group and at the 96th percentile against the S&P Global 1200 Energy Index comparator group.
Chart 5: TSR Performance against ASX100 and S&P Global 1200 Energy Index
250
Santos $8.18
TSR 129%
200
S&P ASX100
150
S&P Global Energy Index
100
50
Dec 15 Jun 16 Dec 16 Jun 17 Dec 17 Jun 18 Dec 18 Jun 19 Dec 19
Santos’ FCFBP for the FCFBP component was US$23.72 (including the impact of hedging). ROACE was 139% of WACC.
This means 100% of each of these components has vested.
As a result, the 2016 LTI awards vested in full. This followed eight consecutive years of the LTI not vesting.
46 / Santos Annual Report 2019
7. REALISED REMUNERATION
Table 11 shows Realised Remuneration for the CEO and Senior Executives in 2018 and 2019.
Realised Remuneration differs from statutory remuneration reported in Table 12 and other statutory tables which are prepared in
accordance with the Corporations Act and Accounting Standards which require a value to be placed on share-based payments at the
time of grant, and to be reported as remuneration, even though the CEO and Senior Executives may ultimately not realise any actual
value from the share-based payments.
The Realised Remuneration table is shown in Australian dollars (the currency in which remuneration is paid), whereas the statutory
tables are shown in US dollars which is the Company’s reporting currency. Showing remuneration in Australian dollars removes the
impact of exchange rate movements.
Realised Remuneration has been calculated as:
TFR paid in the year;
Cash STI awards earned in respect of performance for the year (albeit paid after the end of the year);
Deferred STI awards from prior years which vested in the year; and
LTI SARs which were tested at 31 December in the year.
Vesting deferred STI awards and SARs are valued at the closing share price on 31 December of the respective year. Termination
payments and leave movements are not included in the table below.
Table 11: Realised Remuneration (non-IFRS and non-audited)
2017
Deferred
STI that Other
vested in vested
Year TFR1 Cash STI2 20193 LTI4 grants Other5 Total
A$ A$ A$ A$ A$ A$ A$
Executive Director
KT Gallagher 2019 1,956,150 1,161,953 766,752 7,372,798 – 6,069 11,263,722
Managing Director and
Chief Executive Officer 2018 1,890,000 1,175,600 608,488 – 851,246 6,082 4,531,416
Senior Executives
DM Banks 2019 715,755 290,600 – – – – 1,006,355
EVP Onshore Oil & Gas
2018 58,333 22,300 – – – – 80,633
BA Darley 2019 840,000 333,400 – – – 11,614 1,185,014
EVP Offshore Oil & Gas
2018 77,000 31,200 – – – 1,094 109,294
AM Neilson 2019 853,771 408,200 280,280 – – – 1,542,251
Chief Financial Officer (CFO)
2018 822,500 347,800 – – – – 1,170,300
V Santostefano 2019 878,927 317,600 250,954 1,444,752 – 6,069 2,898,302
EVP Production Operations
2018 859,562 361,500 207,528 – – 6,082 1,434,672
P Undem 2019 307,853 56,700 – – – 60,417 424,970
EVP Marketing, Trading and Commercial
2018 – – – – – – –
BK Woods 2019 764,063 290,600 235,208 1,138,820 – 6,069 2,434,760
EVP Developments
2018 742,500 327,900 172,938 – – 6,082 1,249,420
Former Senior Executive
PA Byrne 2019 419,686 237,482 85,653 – – 3,758 746,579
EVP Marketing, Trading and Commercial
2018 700,000 286,700 – – – 6,082 992,782
1 TFR comprises base salary and superannuation. The amounts shown here are actually received TFR, i.e. they are pro-rated amounts for the period that Executives were in KMP roles.
2 The “Cash STI” column reflects the 50% of the STI award for 2019 performance for continuing Executives that will be paid in cash. The remaining 50% will be awarded as equity restricted
for two years.
3 The deferred restricted equity from the 2017 STI award that vested on 31 December 2019, at a closing share price of A$8.18.
4 The 2016 LTI was tested at the end of its performance period on 31 December 2019 and 100% of awards vested. The value shown in the table is based on the closing share price on
31 December 2019 of A$8.18. For the value of share-based payments calculated in accordance with the Accounting Standards, see Table 12 “Statutory Executive KMP remuneration details”
on page 49.
5 “Other” comprises ad hoc payments treated as remuneration, such as assignment and mobilisation allowances and other non-monetary benefits.
Santos Annual Report 2019 / 47
Directors’ Report
Remuneration Report
continued
Notes on Mr Gallagher’s Realised Remuneration for 2019
Mr Gallagher’s Realised Remuneration for 2019 included the following at-risk performance related elements:
The cash component of Mr Gallagher’s Short-Term Incentive award based on 2019 performance;
The value of Mr Gallagher’s deferred Short-Term Incentive award from 2017 which vested on 31 December 2019; and
The value of Mr Gallagher’s Long-Term Incentive award from 2016 which was tested at 31 December 2019.
Mr Gallagher’s 2019 STI award was awarded at 132% of target in line with the Company Scorecard outcome. This will be delivered half in
cash and half in deferred Santos equity. The basis for this award is described in section 5 above.
Mr Gallagher’s 2017 STI was awarded two thirds in cash and one third in Restricted Shares. The Restricted Shares vested on 31
December 2019. The award was allocated at A$5.30 and the closing price on 31 December 2019 was A$8.18.
Chart 6: Realised value of Mr Gallagher’s 2017 deferred STI Chart 7: Realised value of Mr Gallagher’s 2016 LTI
8.0
4.7 7.4
1.00
0.27 0.77
0.75 6.0
0.50
A$m
A$m
0.50 4.0
2.7
0.25 2.0
0.00 0.0
Value at grant Share price growth Value at vesting Value at grant Share price growth Value at vesting
As noted above, Santos achieved top quartile performance against both TSR comparator groups and achieved stretch outcomes on the
FBFBP and ROACE measures, meaning 100% of the 2016 LTI vested.
Mr Gallagher’s 2016 LTI allocation had a face value at grant of A$2.7m, being 150% of his then TFR. The value based on the closing
share price on 31 December 2019 of A$8.18 was A$7.37m, meaning 63.4% of the value delivered from the 2016 LTI came from share
price growth over the 4-year vesting period.
48 / Santos Annual Report 2019
8. STATUTORY REMUNERATION FOR EXECUTIVE KMP
Table 12 presents summarised details of the remuneration for Executive KMPs in 2018 and 2019 as required under the Corporations Act. The current KMPs are the Executives
that have the requisite authority and responsibility to meet the definition of key management personnel as required under the Corporations Act.
All remuneration components have been converted from A$ to US$ using an average rate of $0.6880 for 2019 and $0.7475 for 2018.
Table 12: Statutory Executive KMP remuneration details
Post-
Short-term employee benefits employment Share-based payments1
Total Other long-
Superannuation share-based term benefits Total
Base salary STI2 Other3 contributions LTI Deferred STI4 Options payments Termination (long service)5 Total “at risk”
US$ US$ US$ US$ US$ US$ US$ US$ US$ US$ US$ %
Executive Director
KT Gallagher 2019 1,328,631 799,424 4,176 17,200 1,604,578 711,809 – 2,316,387 – 34,674 4,500,492 69%
2018 1,394,088 878,761 4,546 18,688 1,043,352 501,708 – 1,545,060 – 19,011 3,860,154 63%
Senior Executives
DM Banks6 2019 444,009 199,933 – 46,621 132,154 137,325 – 269,479 – 7,828 967,870 48%
2018 39,461 16,669 – 4,143 4,360 4,960 – 9,320 – – 69,593 37%
BA Darley 2019 560,720 229,379 7,991 17,200 315,591 85,327 – 400,918 – 8,016 1,224,224 51%
2018 55,844 23,322 818 1,713 – 702 – 702 – 8,390 90,789 26%
AM Neilson 2019 570,194 280,842 – 17,200 247,018 232,403 – 479,421 – 16,611 1,364,268 56%
2018 596,131 259,981 – 18,688 138,018 126,918 – 264,936 – 8,528 1,148,264 46%
V Santostefano 2019 587,502 218,509 4,176 17,200 351,999 211,767 – 563,766 – 15,536 1,406,689 56%
2018 623,836 270,221 4,546 18,688 216,353 159,771 – 376,124 – 8,439 1,301,854 50%
P Undem 2019 204,636 39,010 41,567 7,167 34,210 15,817 – 50,027 – – 342,407 26%
2018 – – – – – - – – – – – –
BK Woods 2019 508,475 199,933 4,176 17,200 290,665 193,693 – 484,358 – 25,352 1,239,494 55%
2018 536,331 245,105 4,546 18,688 215,798 143,543 – 359,341 – 17,382 1,181,393 51%
Former Senior Executives
PA Byrne 7 2019 278,578 163,388 2,585 10,166 118,207 56,382 – 174,589 43,376 6,758 679,440 50%
2018 504,563 214,308 4,546 18,688 52,900 83,609 – 136,509 – 5,907 884,521 40%
1 In accordance with the requirements of the Accounting Standards, remuneration includes a proportion of the value of the equity-linked compensation determined as at the grant date and progressively expensed over the vesting period. The
amount allocated as remuneration is not relative to or indicative of the actual benefit (if any) that the Executives may ultimately realise should the equity instruments vest. The value of equity-linked compensation was determined in accordance
with AASB 2 Share-based Payments applying the Monte Carlo simulation method. Details of the assumptions underlying the valuation are set out in note 7.2 to the financial statements.
2 This amount represents the cash portion of the STI performance award for 2019, which will be paid during March 2020.
3 “Other” comprises ad hoc payments treated as remuneration, such as assignment and mobilisation allowance and other non-monetary benefits.
4 This amount represents a proportion of the estimated value of the deferred STI, determined in accordance with the requirements of AASB 2 Share-based Payment and progressively expensed over a three-year vesting period being the year of
performance and a two-year period of service to which the grant relates. The amount allocated as remuneration is not relative to or indicative of the actual benefit (if any) that the Senior Executives may ultimately realise should the equity
instruments vest. The value has been calculated in accordance with AASB 2 Share-based Payment based on an estimate of the fair value of the equity instruments.
5 “Other long-term benefits” represents the movement in the Executive’s long service leave entitlements measured as the present value of the estimated future cash outflows to be made in respect of the Senior Executive’s service between the
respective reporting dates.
6 Figures shown for Mr Banks in 2018 are for the period from commencement as KMP on 1 December 2018 to 31 December 2018.
Santos Annual Report 2019 / 49
7 Figures shown for Mr Byrne in 2019 are for the period 1 January 2019 to cessation as KMP on 4 August 2019.
Directors’ Report
Remuneration Report
continued
Tables 13 and 14 contain details of the number and value of SARs and shares granted, vested and lapsed for the CEO in 2019.
Table 13: 2019 SARs outcomes for the CEO
Granted Vested3 Lapsed
Maximum
Number1 value2 Number Value Number
US$ US$
SARs 535,442 2,151,363 901,320 5,072,485 –
1 The SARs granted to the CEO relate to his 2019 LTI performance grant as approved at the 2019 Annual General Meeting (AGM). This grant relates to the LTI award for the four-year
performance period ending on 31 December 2022.
2 Maximum value represents the fair value of LTI grants received in 2019 determined in accordance with AASB 2 Share-based Payment. The fair value of each SAR as at the grant date of
9 May 2019 is A$5.84. Details of the assumptions underlying the valuations are set out in note 7.2 to the financial statements. The minimum total value of the grant to the CEO, if the
applicable vesting conditions are not met, is nil in all cases. All values have been converted to US$.
3 The number of SARs vested for the CEO relates to the CEO's 2016 LTI performance grants as approved at the 2016 Annual General Meeting. This was tested based on performance to
31 December 2019 with 100% of the award vested as described in section 6.
Table 14: 2019 Restricted Shares outcomes for the CEO
Granted Vested Lapsed
Maximum
Number1 value Number2 Value Number
US$ US$
Shares 220,149 1,032,974 93,735 527,526 –
1 The restricted shares granted to the CEO relate to his 2018 STI award. The maximum value is the fair value of the 2018 STI grant of deferred shares received in 2018 determined with AASB
2 Share-based Payment. The fair value of the deferred 2018 STI grant as at the grant date of 15 March 2019 was A$6.82. The minimum total value of the restricted shares granted to the
CEO is nil. All values have been converted to US$.
2 This relates to the 2017 STI grant that was deferred for two years from 1 January 2018 to 31 December 2019 and vested in full on 31 December 2019.
Tables 15 and 16 contain details of the number and value of SARs and shares granted, vested and lapsed for Senior Executives in 2019.
No Senior Executive had any options granted, vesting or lapsing in 2019.
Table 15: Movements in SARs for Senior Executives
Granted1 Vested3 Lapsed
Maximum
Number value2 Number Value Number
US$ US$
Senior Executives
DM Banks 104,744 426,618 – – –
BA Darley 306,873 4 1,345,5505 – – –
AM Neilson 124,197 505,849 – – –
V Santostefano 129,097 525,807 176,620 993,989 –
P Undem 109,489 464,0236 – – –
BK Woods 112,226 457,092 139,220 783,508 –
Former Senior Executives
PA Byrne 104,744 426,618 – – –
Total 991,370 4,151,557 315,840 1,777,497 –
1 This relates to the 2019 LTI award.
2 Maximum value represents the fair value of LTI grants received in 2019 determined in accordance with AASB 2 Share-based Payment. The fair value of each SAR as at the grant date
of 15 March 2019 is A$5.92. Details of the assumptions underlying the valuations are set out in note 7.2 to the financial statements. The minimum total value of the grant to the Senior
Executives, if the applicable vesting conditions are not met, is nil in all cases. All values have been converted to US$.
3 Vesting of SARs that relates to the 2016 LTI award. The value is determined by the share price of A$8.18 on the date of vesting at 31 December 2019.
4 Number of SARs comprises a sign-on grant of 88,879, a 2018 LTI award of 95,367 and a 2019 LTI award of 122,627.
5 Fair value of LTI grants differ as they relate to separate time periods in 2018 and 2019. The value of Mr Darley’s sign-on grant was based on the fair value unit price of A$6.89,
the 2018 LTI award on A$6.21 and the 2019 LTI award on A$6.13. The grant date and fair valuation for all three grants was 18 April 2019.
6 The fair value for Mr Undem’s 2019 LTI award was determined A$6.16 as at 4 October 2019.
50 / Santos Annual Report 2019
Table 16: Movements in Restricted Shares for Senior Executives
Granted1 Vested Lapsed
Maximum
Number value2 Number Value Number
US$ US$
DM Banks 45,355 212,813 – – –
BA Darley 5,823 27,322 – – –
AM Neilson 65,112 305,516 34,264 192,832 –
V Santostefano 67,677 317,551 30,679 172,657 –
P Undem – – – – –
BK Woods 61,404 288,117 28,754 161,823 –
PA Byrne 53,670 251,828 10,471 3
58,929 –
Total 299,041 1,403,147 104,168 586,241 –
1 This relates to the 2018 STI award delivered as Restricted Shares.
2 For the Restricted Shares, maximum value represents the fair value of 2018 STI shares determined in accordance with AASB 2 Share-based Payment. The fair value of the deferred STI
grant as at the grant date of 15 March 2019 was A$6.82. The minimum total value of the grant, if the applicable vesting conditions are not met, is nil. All values have been converted to US$.
3 This relates to the 2017 STI grant that was deferred for two years from 1 January 2018 to 31 December 2019 and vested in full on 31 December 2019 after cessation of Mr Byrne’s term as
KMP on 4 August 2019.
Santos Annual Report 2019 / 51
9. KMP EQUITY
Ordinary shareholdings
Table 17 sets out the movements during the reporting period in the number of fully paid ordinary shares of the Company held directly, indirectly or beneficially, by each KMP,
including their related parties, is as follows.
Directors’ Report
Full details of all outstanding equity awards can be found in note 7.2 to the financial statements and in prior Remuneration Reports.
continued
Table 17: 2019 movements in ordinary shareholdings for KMP
Deferred 2017 STI Balance held
Received that vested on nominally
52 / Santos Annual Report 2019
Opening vesting 31 December Other Closing at end of
balance of SARs2 Purchased Sold 2019 Changes balance the year
Ordinary shares – fully paid
Non-executive Directors
YA Allen 48,883 – – – – – 48,883 –
Remuneration Report
GM Cowan 25,000 – 8,600 – – – 33,600 –
H Goh 67,215 – – – – – 67,215 –
Y Guan – – – – – – – –
V Guthrie 5,000 – 11,437 – – – 16,437 –
PR Hearl 48,808 – – – – – 48,808 –
J McArdle – – 5,000 – – – 5,000 –
K Spence 65,000 – – – – – 65,000 –
Former Non-executive Director
E Shi – – – – – – – –
Executive Director
KT Gallagher 619,563 – – – 93,735 – 713,298 –
Senior Executives
DM Banks 800 – – – – – 800 –
BA Darley – – – – – – – –
AM Neilson 23,777 – – – 34,264 – 58,041 –
V Santostefano 62,049 – – – 30,679 – 92,728 –
P Undem – – – – – – – –
BK Woods 109,177 – – – 28,754 – 137,931 –
Former Senior Executives –
PA Byrne 5,804 – – – 10,471 1 – 16,275 –
Total 1,081,076 – 25,037 – 197,903 – 1,304,016 –
1 Mr Byrne’s 2017 Deferred STI grant vested on 31 December 2019 after cessation of his term as KMP on 4 August 2019.
2 The 2016 LTI was tested at the end of its performance period on 31 December 2019 and 100% vested. The vested SARs convert to ordinary shares after 31 December 2019.
Executive KMP SARs and Restricted Shares
Tables 18 and 19 set out the movement during the reporting period in the number of SARs and deferred shares of the Company held
directly, indirectly or beneficially, by each KMP, including their related parties. There are no options held by KMPs.
Table 18 – Movement in Executive KMP SARs
% %
Vested Forfeited Financial
Grant Balance at Rights Rights Rights Balance at in the in the year of
date 1 Jan 2019 granted vested1 lapsed 31 Dec 2019 year year vesting
Directors
KT Gallagher 29/6/16 901,320 – (901,320) – – 100% 0% 2019
19/5/17 671,641 – – – 671,641 2020
7/5/18 520,183 – – – 520,183 2021
9/5/19 – 535,442 – – 535,442 2022
Total 2,093,144 535,442 (901,320) – 1,727,266
Senior Executives
DM Banks 21/3/18 102,752 – – – 102,752 2021
9/7/18 800 – – – 800 2021
15/3/19 – 104,744 – – 104,744 2022
Total 103,552 104,744 – – 208,296
BA Darley 18/4/19 – 88,879 2 – – 88,879 2021
18/4/19 – 95,367 3
– – 95,367 2021
18/4/19 – 122,627 4 – – 122,627 2022
Total – 306,873 – – 306,873
AM Neilson 17/3/17 199,004 – – – 199,004 2020
21/3/18 121,834 – – – 121,834 2021
15/3/19 – 124,197 – – 124,197 2022
Total 320,838 124,197 – – 445,035
V Santostefano 29/6/16 176,620 – (176,620) – – 100% 0% 2019
17/3/17 169,154 – – – 169,154 2020
21/3/18 126,642 – – – 126,642 2021
15/3/19 – 129,097 – – 129,097 2022
Total 472,416 129,097 (176,620) – 424,893
P Undem 4/10/19 – 109,489 – – 109,489 2022
Total – 109,489 – – 109,489
BK Woods 29/6/16 139,220 – (139,220) – – 100% 0% 2019
17/3/17 133,333 – – – 133,333 2020
21/3/18 110,091 – – – 110,091 2021
15/3/19 – 112,226 – – 112,226 2022
Total 382,644 112,226 (139,220) – 355,650
Former Senior Executives
PA Byrne 21/3/18 102,752 – – – 102,752 2021
15/3/19 – 104,744 – – 104,744 2022
Total 102,752 104,744 – – 207,496
1 Rights Vested represents SARs that had satisfied their vesting performance conditions at 31 December 2019. The rights vested do not convert to ordinary shares until 2020.
2 Mr Darley received a sign on award to compensate him for interests forgone upon commencement with Santos which will vest three years after his commencement subject to continued
employment at the vesting date.
3 Mr Darley commenced employment with Santos following the acquisition of Quadrant Energy. Mr Darley received an LTI award for 2018 from Santos which was granted following his
commencement on similar terms to other Santos executives. Mr Darley did not receive an LTI award from Quadrant Energy in respect of 2018.
4 Mr Darley’s LTI award for 2019.
Santos Annual Report 2019 / 53
Directors’ Report
Remuneration Report
continued
Table 19 – Movements in Executive KMP Restricted Shares
% %
Restricted Restricted Restricted Vested Forfeited Financial
Grant Balance at Shares Shares Shares Balance at in the in the year of
date 1 Jan 2019 granted vested forfeited 31 Dec 2019 year year vesting
Directors
KT Gallagher 5/3/18 93,735 – (93,735) – – 100% 0% 2019
15/3/19 – 220,149 – – 220,149 2020
Total 93,735 220,149 (93,735) – 220,149
Senior Executives
DM Banks 15/3/19 – 45,355 – – 45,355 2020
Total – 45,355 – – 45,355
BA Darley 15/3/19 – 5,823 – – 5,823 2020
Total – 5,823 – – 5,823
AM Neilson 5/3/18 34,264 – (34,264) – – 100% 0% 2019
15/3/19 – 65,112 – – 65,112 2020
Total 34,264 65,112 (34,264) – 65,112
V Santostefano 5/3/18 30,679 – (30,679) – – 100% 0% 2019
15/3/19 – 67,677 – – 67,677 2020
Total 30,679 67,677 (30,679) – 67,677
P Undem – – – – –
Total – – – – –
BK Woods 5/3/18 28,754 – (28,754) – – 100% 0% 2019
15/3/19 – 61,404 – – 61,404 2020
Total 28,754 61,404 (28,754) – 61,404
Former Senior Executives
PA Byrne 5/3/18 10,471 – (10,471)1 – – 100% 0% 2019
15/3/19 – 53,670 – – 53,670 2020
Total 10,471 53,670 (10,471)1 – 53,670
1 Mr Byrne’s 2017 Deferred STI grant vested on 31 December 2019 after cessation of his term as KMP on 4 August 2019.
Loans to key management personnel
There have been no loans made, guaranteed or secured, directly or indirectly, by the Company or any of its subsidiaries at any time
throughout the year to any KMP, including to their related party.
54 / Santos Annual Report 2019
10. KEY TERMS OF EMPLOYMENT CONTRACTS FOR EXECUTIVE KMP
The main terms of employment contracts for Executive KMP are set out in Table 20.
Table 20 – Executive KMP contract terms
Contract Notice period – Notice Period –
duration Company Individual Termination provision
KT Gallagher Ongoing 12 months 12 months Employment may be ended
immediately in certain
circumstances including
misconduct, incapacity and
mutual agreement or in the
event of a fundamental
change in the CEO’s role
or responsibility.
The Company may elect to
pay the CEO in lieu of any
unserved notice period. If
termination is by mutual
agreement the CEO will
receive a payment of $1.5m.
In the case of death,
incapacity or fundamental
change the CEO is entitled
to a payment equivalent to
12 months’ base salary.
Other KMP Ongoing 6 months 6 months In a company-initiated
termination, the Company
may make a payment in lieu
of notice equivalent to the
TFR that the Senior Executive
would have received over
the notice period. All Senior
Executives’ service agreements
may be terminated immediately
for cause whereupon no
payments in lieu of notice or
other termination payments are
payable under the agreement.
Santos Annual Report 2019 / 55
Directors’ Report
Remuneration Report
continued
11. NON-EXECUTIVE DIRECTOR REMUNERATION
Remuneration policy
The key objectives of Santos’ non-executive Director remuneration policy and how these are implemented through the Company’s
remuneration framework are as follows:
Remuneration policy objective
Securing and retaining talented, Promoting independence Aligning Director
qualified Directors and impartiality and shareholder interest
Enabled through the non-executive Director Remuneration Framework
Fee levels are set with regard to: Fee levels do not vary according to Santos encourages its non-executive
the performance of the Company or Directors to build a long-term stake in
time commitment and workload;
individual Director performance from the Company
the risk and responsibility attached year to year.
to the role; Non-executive Directors are required
Non-executive Director's performance to acquire and maintain a shareholding
experience and expertise; and
is assessed at the time of re-election. in the Company equivalent in value to
market benchmarking. one year’s remuneration
Under the Minimum Shareholding Requirement, non-executive Directors must acquire (over a four-year period) and maintain a
shareholding in the Company equal in value to at least one year’s remuneration (base fee and committee fees).
Maximum aggregate amount
Total fees paid to all non-executive Directors in a year, including Board Committee fees, must not exceed A$2,600,000, being the
amount approved by shareholders at the 2013 AGM.
Remuneration
Fees paid to non-executive Directors are reviewed periodically and are fixed by the Board. Table 21 summarises the current fee structure
for main Board and committees.
Table 21: Non-executive Directors’ annual fee structure1
Chair2 Member
A$ A$
Board 521,325 185,325
Audit and Risk Committee 42,000 21,000
Environment, Health, Safety and Sustainability Committee 29,000 19,000
Nomination Committee 3
N/A 10,000
People and Remuneration Committee 39,000 21,000
1 Fees are shown inclusive of superannuation.
2 The Chair of the Board does not receive any additional fees for serving on or chairing any Board committee.
3 The Chair of the Board is the Chair of the Nomination Committee, in accordance with its Charter.
Directors may also be paid additional fees for special duties or exertions and are entitled to be reimbursed for all business-related
expenses. The total remuneration provided to each non-executive Director in 2018 and 2019 is shown in Table 22.
56 / Santos Annual Report 2019
Superannuation and retirement benefits
Superannuation contributions are made on behalf of non-executive Directors in accordance with the requirements of the Company’s
statutory superannuation obligations. Non-executive Directors are not entitled to retirement benefits (other than mandatory statutory
entitlements).
Statutory remuneration for non-executive Directors
Details of the fees and other benefits paid to non-executive Directors in 2019 are set out in Table 22. Differences in fees received
between 2018 and 2019 reflect changes in roles and responsibilities (i.e. Chair or Committee appointments) and currency movements
as fees are paid in Australian dollars but disclosed in US dollars.
No share-based payments were made to any non-executive Director.
Table 22: 2019 and 2018 non-executive Director remuneration
Short-term benefits Retirement benefits
Directors’ fees Fees for special Share-based
Director Year (incl. committee fees) duties or exertions Other Superannuation1 payments Total
US$ US$ US$ US$ US$ US$
YA Allen 2019 161,376 – – 14,288 – 175,664
2018 174,007 – – 15,167 – 189,174
GM Cowan 2019 142,112 – – 13,501 – 155,613
2018 154,759 – – 14,702 – 169,461
H Goh 2019 161,312 – – 591 – 161,903
2018 174,748 – – 410 – 175,158
Y Guan2 2019 80,444 – – 8,407 – 88,851
2018 – – – – – –
V Guthrie 2019 140,736 – – 13,370 – 154,106
2018 148,667 – – 14,123 – 162,790
PR Hearl 2019 154,496 – – 14,288 – 168,784
2018 165,971 – – 15,167 – 181,138
J McArdle 3
2019 21,682 – – 2,060 – 23,742
2018 – – – – – –
K Spence 2019 344,384 – – 14,288 – 358,672
2018 339,523 – – 15,167 – 354,690
Former Director
E Shi4 2019 48,042 – – 4,716 – 52,758
2018 153,824 – – 15,167 – 168,991
1 Includes superannuation guarantee payments. Superannuation guarantee payments are made to Mr Goh and Ms McArdle only in relation to days worked in Australia.
2 Mr Guan joined the Board on 3 May 2019 and was appointed as a member of the People and Remuneration Committee on 21 August 2019.
3 Ms McArdle joined the Board on 23 October 2019 and was appointed as a member of the Audit and Risk Committee on 28 November 2019.
4 Mr Shi retired from the Board on 2 May 2019.
Santos Annual Report 2019 / 57
Directors’ Report
INDEMNIFICATION
Rule 61 of the Company’s Constitution provides that the Company indemnifies, on a full indemnity basis and to the full extent permitted
by law, officers of the Company for all losses or liabilities incurred by the person as an officer of the Company, a related body corporate
or trustee of a company-sponsored superannuation fund. Rule 61 does not permit the Company to indemnify an officer for any liability
involving a lack of good faith.
Rule 61 also permits the Company to purchase and maintain a Directors’ and officers’ insurance policy.
In conformity with Rule 61, the Company is party to Deeds of Indemnity in favour of each of the Directors referred to in this report who
held office during the year and certain Senior Executives of the consolidated entity. The indemnities operate to the full extent permitted
by law and are not subject to a monetary limit. Santos is not aware of any liability having arisen, and no claims have been made during or
since the financial year ending 31 December 2019 under the Deeds of Indemnity.
During the year, the Company paid premiums in respect of Directors’ and officers’ liability and legal expenses insurance contracts for
the year ended 31 December 2019, and since the end of the year the Company has paid, or agreed to pay, premiums in respect of such
contracts for the year ending 31 December 2020. The insurance contracts insure against certain liability (subject to exclusions) persons
who are or have been Directors or officers of the Company and its controlled entities. A condition of the contracts is that the nature of
the liability indemnified and the premium payable not be disclosed.
NON-AUDIT SERVICES
Amounts paid or payable to the Company’s auditor, Ernst & Young, for non-audit services provided during the year were:
Taxation and other services $2,592,000
Assurance services not required to be
performed by the Company's auditor $226,000
Other assurance services required by legislation
to be performed by the Company’s auditor $47,000
The Directors are satisfied, based on the advice of the Audit and Risk Committee, that the provision of the non-audit services detailed
above by Ernst & Young is compatible with the general standard of independence for auditors imposed by the Corporations Act 2001 (Cth).
The reason for forming this opinion is that all non-audit services have been reviewed by the Audit and Risk Committee to ensure they
do not impact the impartiality and objectivity of the auditor.
A copy of the auditor’s independence declaration as required under section 307C of the Corporations Act 2001 (Cth) is set out on
page 142.
ROUNDING
Australian Securities and Investments Commission Corporations (Rounding in Financial/Directors’ Reports) Instrument 2016/191 applies
to the Company. Accordingly, amounts have been rounded off in accordance with that Instrument, unless otherwise indicated.
This report is made out on 19 February 2020 in accordance with a resolution of the Directors.
Director
58 / Santos Annual Report 2019
Financial Report
Consolidated Income Statement 60
Consolidated Statement of Comprehensive Income 61
Consolidated Statement of Financial Position 62
Consolidated Statement of Cash Flows 63
Consolidated Statement of Changes in Equity 64
Notes to the Consolidated Financial Statements 65
SECTION 1 SECTION 5
BASIS OF PREPARATION PAGE FUNDING AND RISK MANAGEMENT PAGE
1.1 Statement of compliance 65 5.1 Interest-bearing loans and borrowings 97
1.2 Key events in the current period 65 5.2 Net finance costs 99
1.3 Significant accounting judgements, 5.3 Issued capital 100
estimates and assumptions 66
5.4 Reserves and accumulated losses 101
1.4 Foreign currency 67
5.5 Financial risk management 101
SECTION 2
SECTION 6
FINANCIAL PERFORMANCE PAGE
GROUP STRUCTURE PAGE
2.1 Segment information 68
6.1 Consolidated entities 110
2.2 Revenue from contracts with customers 71
6.2 Acquisitions and disposals of subsidiaries 113
2.3 Expenses 74
6.3 Joint arrangements 115
2.4 Taxation 75
6.4 Parent entity disclosures 118
2.5 Earnings per share 78
6.5 Deed of Cross Guarantee 119
2.6 Dividends 79
SECTION 7
2.7 Other income 80 PEOPLE PAGE
SECTION 3
7.1 Employee benefits 121
CAPITAL EXPENDITURE, OPERATING ASSETS
AND RESTORATION OBLIGATIONS PAGE 7.2 Share-based payment plans 122
7.3 Key management personnel disclosures 128
3.1 Exploration and evaluation assets 81
3.2 Oil and gas assets 82 SECTION 8
OTHER PAGE
3.3 Impairment of non-current assets 85
3.4 Restoration obligations and other provisions 89 8.1 Contingent liabilities 129
3.5 Leases 90 8.2 Events after the end of the reporting period 129
3.6 Commitments for expenditure 93 8.3 Remuneration of auditors 129
8.4 Accounting policies 130
SECTION 4
WORKING CAPITAL MANAGEMENT PAGE
Directors’ Declaration 135
4.1 Cash and cash equivalents 94
Independent Auditor’s Report 136
4.2 Trade and other receivables 95
Auditor’s Independence Declaration 142
4.3 Inventories 96
4.4 Trade and other payables 96
Santos Annual Report 2019 / 59
Financial Report
Consolidated Income Statement
for the year ended 31 December 2019
2019 2018
Note US$million US$million
Revenue from contracts with customers – Product sales 2.2 4,033 3,660
Cost of sales 2.3 (2,714) (2,329)
Gross profit 1,319 1,331
Revenue from contracts with customers – Other 2.2 153 113
Other income 2.7 109 180
Impairment of non-current assets 3.3 (61) (100)
Other expenses 2.3 (233) (194)
Finance income 5.2 37 30
Finance costs 5.2 (314) (258)
Share of net profit of joint ventures 6.3(c) 8 4
Profit before tax 1,018 1,106
Income tax expense 2.4(a) (341) (439)
Royalty-related tax expense 2.4(b) (3) (37)
Total tax expense (344) (476)
Net profit for the period attributable to owners of Santos Limited 674 630
Earnings per share attributable to the equity holders of Santos Limited ()
Basic profit per share 2.5 32.4 30.2
Diluted profit per share 2.5 32.1 30.0
Dividends per share ()
Paid during the period 2.6 12.2 3.5
Declared in respect of the period 2.6 11.0 9.7
The Consolidated Income Statement is to be read in conjunction with the notes to the consolidated financial statements.
60 / Santos Annual Report 2019
Consolidated Statement of Comprehensive Income
for the year ended 31 December 2019
2019 2018
US$million US$million
Net profit for the period 674 630
Other comprehensive income/(loss), net of tax
Items to be reclassified to the income statement in subsequent periods
Exchange loss on translation of foreign operations – (245)
Foreign currency translation reserve recycled to the income statement – (72)
Tax effect – –
– (317)
Loss on foreign currency loans designated as hedges
of net investments in foreign operations – (171)
Tax effect – 51
– (120)
(Loss)/gain on derivatives designated as cash flow hedges (8) 4
Tax effect 2 (1)
(6) 3
Net other comprehensive income/(loss) to be reclassified
to the income statement in subsequent periods (6) (434)
Items not to be reclassified to the income statement in subsequent periods
Remeasurement of defined benefit obligation – 3
Tax effect – (1)
– 2
Fair value changes on financial liabilities designated at fair value
due to own credit risk (6) –
Tax effect 1 –
(5) –
Net other comprehensive (loss)/income not to be reclassified
to the income statement in subsequent periods (5) 2
Other comprehensive loss, net of tax (11) (432)
Total comprehensive income attributable to owners of Santos Limited 663 198
The Consolidated Statement of Comprehensive Income is to be read in conjunction with the notes to the consolidated financial
statements.
Santos Annual Report 2019 / 61
Financial Report
Consolidated Statement of Financial Position
as at 31 December 2019
(Restated)
2019 2018
Note US$million US$million
Current assets
Cash and cash equivalents 4.1 1,067 1,316
Trade and other receivables 4.2 554 521
Prepayments 40 32
Contract assets 2.2(b) 23 28
Inventories 4.3 301 288
Other financial assets 5.5(g) 195 28
Current tax assets – 13
Total current assets 2,180 2,226
Non-current assets
Prepayments – 16
Contract assets 2.2(b) 130 157
Investments in joint ventures 6.3(b) 13 31
Other financial assets 5.5(g) 29 31
Exploration and evaluation assets 3.1 1,187 981
Oil and gas assets 3.2 11,396 11,283
Other land, buildings, plant and equipment 223 119
Deferred tax assets 2.4(d) 870 1,486
Goodwill 6.2(a) 481 481
Total non-current assets 14,329 14,585
Total assets 16,509 16,811
Current liabilities
Trade and other payables 4.4 719 661
Other liabilities – 3
Contract liabilities 2.2(b) 125 38
Lease liabilities 3.5 114 1
Interest-bearing loans and borrowings 5.1 196 966
Current tax liabilities 38 63
Provisions 3.4 122 116
Other financial liabilities 5.5(g) 5 6
Total current liabilities 1,319 1,854
Non-current liabilities
Other liabilities 1 2
Contract liabilities 2.2(b) 233 335
Lease liabilities 3.5 311 61
Interest-bearing loans and borrowings 5.1 3,800 3,891
Deferred tax liabilities 2.4(d) 811 1,206
Provisions 3.4 2,329 2,159
Other financial liabilities 5.5(g) 29 24
Total non-current liabilities 7,514 7,678
Total liabilities 8,833 9,532
Net assets 7,676 7,279
Equity
Issued capital 5.3 9,010 9,031
Reserves 5.4 759 607
Accumulated losses 5.4 (2,093) (2,359)
Equity attributable to owners of Santos Limited 7,676 7,279
Total equity 7,676 7,279
The Consolidated Statement of Financial Position is to be read in conjunction with the notes to the consolidated financial statements.
62 / Santos Annual Report 2019
Consolidated Statement of Cash Flows
for the year ended 31 December 2019
2019 2018
Note US$million US$million
Cash flows from operating activities
Receipts from customers 4,266 3,740
Interest received 37 30
Dividends received 15 6
Pipeline tariffs and other receipts 146 106
Payments to suppliers and employees (1,892) (1,816)
Restoration expenditure (24) (36)
Exploration and evaluation seismic and studies (83) (98)
Royalty and excise paid (90) (85)
Borrowing costs paid (227) (194)
Income taxes paid (30) (69)
Royalty-related taxes paid (97) (13)
Insurance proceeds 28 3
Other operating activities (3) 4
Net cash provided by operating activities 4.1(b) 2,046 1,578
Cash flows from investing activities
Payments for:
Exploration and evaluation assets (222) (66)
Oil and gas assets (619) (490)
Other land, buildings, plant and equipment (18) (10)
Acquisitions of exploration and evaluation assets (18) (10)
Acquisition of subsidiary, net of cash acquired (177) (1,933)
Costs associated with acquisition of subsidiaries (5) (10)
Proceeds from disposal of non-current assets 2.7 10 26
Proceeds from disposal of subsidiaries – 126
Net proceeds associated with disposal 18 –
Borrowing costs paid (15) (6)
Return of capital – investment in joint ventures 13 –
Net cash used in investing activities (1,033) (2,373)
Cash flows from financing activities
Dividends paid 2.6 (251) (73)
Drawdown of borrowings 592 1,193
Repayment of borrowings (1,474) (220)
Repayment of lease liabilities (87) –
Purchase of shares on-market (Treasury shares) 5.3 (31) (10)
Net cash (used in)/provided by financing activities (1,251) 890
Net (decrease)/increase in cash and cash equivalents (238) 95
Cash and cash equivalents at the beginning of the period 1,316 1,231
Effects of exchange rate changes on the balances of cash held in foreign currencies (11) (10)
Cash and cash equivalents at the end of the period 4.1 1,067 1,316
The Consolidated Statement of Cash Flows is to be read in conjunction with the notes to the consolidated financial statements.
Santos Annual Report 2019 / 63
Financial Report
Consolidated Statement of Changes in Equity
for the year ended 31 December 2019
Equity attributable to owners of Santos Limited
Foreign
currency Accum-
trans- ulated Accum-
Issued lation Hedging profits ulated Total
US$million Note capital reserve reserve reserve losses equity
Balance at 1 January 2018 9,034 (528) (16) 595 (1,934) 7,151
Transfer retained profits to accumulated
profits reserve – – – 1,063 (1,063) –
Items of comprehensive income
Net profit for the period – – – – 630 630
Other comprehensive (loss)/income
for the period – (437) 3 – 2 (432)
Total comprehensive (loss)/income
for the period – (437) 3 – 632 198
Transactions with owners in their capacity
as owners
Dividends paid 2.6 – – – (73) – (73)
On-market share purchase
(Treasury shares) 5.3 (10) – – – – (10)
Share-based payment transactions 7 – – – 6 13
Balance at 31 December 2018 9,031 (965) (13) 1,585 (2,359) 7,279
Opening balance adjustment on adoption of new
accounting standard (refer note 8.4(c)) – – – – (6) (6)
Balance at 1 January 2019 9,031 (965) (13) 1,585 (2,365) 7,273
Transfer retained profits to accumulated
profits reserve – – – 400 (400) –
Reclassification of own credit risk reserve – – 14 – (14) –
Items of comprehensive income
Net profit for the period – – – – 674 674
Other comprehensive loss
for the period – – (11) – – (11)
Total comprehensive (loss)/income
for the period – – (11) – 674 663
Transactions with owners in their capacity
as owners
Shares issued 5.3 1 – – – – 1
Dividends paid 2.6 – – – (251) – (251)
On-market share purchase
(Treasury shares) 5.3 (31) – – – – (31)
Share-based payment transactions 9 – – – 12 21
Balance at 31 December 2019 9,010 (965) (10) 1,734 (2,093) 7,676
The Consolidated Statement of Changes in Equity is to be read in conjunction with the notes to the consolidated financial statements.
64 / Santos Annual Report 2019
Notes to the Consolidated Financial Statements
for the year ended 31 December 2019
Section 1: Basis of Preparation
This section provides information about the basis of preparation of the Financial Report, and certain accounting policies
that are not disclosed elsewhere in the Financial Report. Accounting policies specific to individual elements of the financial
statements are located within the relevant section of the report.
1.1 STATEMENT OF COMPLIANCE
The consolidated Financial Report of Santos Limited (“the Company”) for the year ended 31 December 2019 was authorised for issue in
accordance with a resolution of the Directors on 19 February 2020.
The consolidated Financial Report of the Company for the year ended 31 December 2019 comprises the Company and its controlled
entities (“the Group”). Santos Limited (“the Parent”) is a company limited by shares incorporated in Australia, whose shares are publicly
traded on the Australian Securities Exchange (“ASX”), and is the ultimate parent entity of the Group. The Group is a for-profit entity for
the purpose of preparing the Financial Report. The nature of the operations and principal activities of the Group are described in the
Directors’ Report.
This consolidated Financial Report is:
a general purpose Financial Report that has been prepared in accordance with the requirements of the Corporations Act 2001
(Cth), Australian Accounting Standards and other authoritative pronouncements of the Australian Accounting Standards Board
(“AASB”);
compliant with Australian Accounting Standards as issued by the AASB and International Financial Reporting Standards (“IFRS”)
as issued by the International Accounting Standards Board, including new and amended accounting standards issued and
effective for reporting periods beginning on or after 1 January 2019;
presented in United States dollars (“US$”);
prepared on the historical cost basis except for derivative financial instruments and other financial instruments measured at fair
value; and
rounded to the nearest million dollars, unless otherwise stated, in accordance with ASIC Corporations (Rounding in Financial/
Directors’ Reports) Instrument 2016/191.
1.2 KEY EVENTS IN THE CURRENT PERIOD
The financial position and performance of the Group was particularly impacted by the following events and transactions during the year:
production of 75.5 mmboe (2018: 58.9 mmboe), and sales of 94.5 mmboe (2018: 78.3 mmboe);
average realised oil price of $71.99 per barrel compared to $75.05 per barrel in 2018;
net profit after tax of $674 million for 2019 (2018: $630 million);
free cash flow generated of $1,138 million for 2019 (2018: $1,006 million); and
net debt decreased to $3,325 million at 31 December 2019, from $3,549 million at 31 December 2018.
Santos Annual Report 2019 / 65
Financial Report
Notes to the Consolidated Financial Statements
Section 1: Basis of Preparation
1.3 SIGNIFICANT ACCOUNTING JUDGEMENTS, ESTIMATES AND ASSUMPTIONS
The carrying amounts of certain assets and liabilities are often determined based on management’s judgement regarding estimates and
assumptions of future events. The key judgements, estimates and assumptions that have a significant risk of causing a material adjustment
to the carrying amount of certain assets and liabilities within the next annual reporting period are disclosed in the following notes:
Note 2.4 Taxation
Note 3.1 Exploration and evaluation assets
Note 3.2 Oil and gas assets
Note 3.3 Impairment of non-current assets
Note 3.4 Restoration obligations and other provisions
Note 3.6 Leases
Note 6.2 Acquisitions and disposals of subsidiaries
In addition to the significant judgements referenced above, other areas of estimation and judgement are highlighted throughout the
Financial Report.
66 / Santos Annual Report 2019
1.4 FOREIGN CURRENCY
Functional and presentation currency
The Group’s financial statements are presented in United States dollars (“US$”), as that presentation currency most reliably reflects the
global business performance of the Group as a whole and is more comparable with our peers.
The functional currency of the Parent changed from Australian dollars (“A$”) to United States dollars, effective 1 January 2019 (refer
note 8.4(b)).
The assets, liabilities, income and expenses of non-US dollar denominated functional operations are translated into US dollars using the
following applicable exchange rates:
Foreign currency amount Applicable exchange rate
Income and expenses Average rate prevailing for the relevant period
Assets and liabilities Period-end rate
Equity Historical rate
Reserves Historical and period-end rate
Statement of cash flows Average rate prevailing for the relevant period
Foreign exchange differences resulting from translation to presentation currency are initially recognised in the foreign currency
translation reserve and subsequently transferred to the income statement on disposal of the operation.
The period-end exchange rate used was A$/US$ 1:0.7000 (2018: 1:0.7044).
Transactions and balances
Transactions in currencies other than an entity’s functional currency are initially recorded in the functional currency by applying the
exchange rate ruling at the date of the transaction. Monetary assets and liabilities denominated in currencies other than an entity’s
functional currency are translated at the foreign exchange rate ruling at the reporting date. Foreign exchange differences arising on
translation are recognised in the income statement.
Foreign exchange differences that arise on the translation of monetary items that form part of the net investment in a foreign operation
are recognised in the translation reserve in the consolidated financial statements.
Non-monetary assets and liabilities that are measured at historical cost in currencies other than an entity’s functional currency are
translated using the exchange rate at the date of the initial transaction. Non-monetary assets and liabilities denominated in currencies
other than an entity’s functional currency that are stated at fair value are translated to the functional currency at foreign exchange rates
ruling at the dates the fair value was determined.
Group companies
The results of subsidiaries with a functional currency other than US$ (the functional currency of the Parent) are translated to US$ as
at the date of each transaction. The assets and liabilities are translated to US$ at foreign exchange rates ruling at the reporting date.
Foreign exchange differences arising on translation are recognised directly in the translation reserve.
Exchange differences arising from the translation of the net investment in foreign operations and of related hedges are recognised in the
translation reserve. They are released into the income statement upon disposal of the foreign operation.
Also refer to note 5.5(c) for further details on the net investment hedge in place.
Santos Annual Report 2019 / 67
Financial Report
Notes to the Consolidated Financial Statements
Section 2: Financial Performance
This section focuses on the operating results and financial performance of the Group. It includes disclosures of segmental
financial information, taxes, dividends and earnings per share, including the relevant accounting policies adopted in each area.
2.1 SEGMENT INFORMATION
The Group has identified its operating segments to be the five key assets/operating areas of the Cooper Basin, Queensland & NSW,
Papua New Guinea (“PNG”), Northern Australia & Timor-Leste, and Western Australia, based on the nature and geographical location
of the assets, and “Other” non-core assets. This is the basis on which internal reports are provided to the Chief Executive Officer for
assessing performance and determining the allocation of resources within the Group.
In the prior period, the assets acquired as part of the Quadrant Energy acquisition were incorporated into the Western Australia
segment, since acquisition date of 27 November 2018.
Segment performance is measured based on earnings before interest, tax, impairment, exploration and evaluation, depletion,
depreciation and amortisation (“EBITDAX”). Corporate and exploration expenditure and inter-segment eliminations are included in the
segment disclosure for reconciliation purposes.
Changes to segment information
As at 1 January 2019, the “Asia” reporting segment was no longer required, due to the divestment of the majority of the assets that were
reported under that segment. Further, the “Northern Australia” reporting segment has been renamed “Northern Australia & Timor-
Leste” following the signing of the new maritime boundary between Australia and Timor-Leste during 2019. Comparative disclosures
have been restated to a consistent basis.
68 / Santos Annual Report 2019
2.1 SEGMENT INFORMATION (CONTINUED)
Corporate,
Northern exploration,
Queens- Australia & elimin-
Cooper land Timor- Western ations
Basin & NSW PNG Leste Australia & other Total
US$million 2019 2019 2019 2019 2019 2019 2019
Revenue
Product sales to external customers 951 960 652 165 921 384 4,033
Inter-segment sales1 151 62 – – – (213) –
Revenue – other from external customers 62 33 11 – 34 13 153
Total segment revenue 1,164 1,055 663 165 955 184 4,186
Costs
Production costs (123) (71) (80) (67) (225) 20 (546)
Other operating costs (74) (87) (51) – (13) (81) (306)
Third-party product purchases (475) (242) (1) – – (167) (885)
Inter-segment purchases1 (2) (72) – – – 74 –
Other 39 41 9 4 (33) (52) 8
EBITDAX 529 624 540 102 684 (22) 2,457
Depreciation and depletion (207) (274) (135) (48) (320) (16) (1,000)
Exploration and evaluation expensed – – – – – (103) (103)
Net impairment loss (2) (11) (10) – (36) (2) (61)
Change in future restoration assumptions – – – – 2 – 2
EBIT 320 339 395 54 330 (143) 1,295
Net finance costs (277) (277)
Profit before tax 1,018
Income tax expense (341) (341)
Royalty-related tax (expense)/benefit (13) (1) – 5 6 – (3)
Net profit 674
Asset additions and acquisitions:
Exploration and evaluation assets 8 13 12 52 120 55 260
Oil and gas assets2, 3 418 401 119 5 200 – 1,143
426 414 131 57 320 55 1,403
1 Inter-segment pricing is determined on an arm’s length basis. Inter-segment sales and purchases are eliminated on consolidation.
2 Includes impact on restoration assets following changes in future restoration provision assumptions (refer note 3.4).
3 Includes impact of AASB 16 recognition of right-of-use assets (refer note 3.5).
2019 Revenue from external customers 2019 Non-current assets by geographical location
by geographical location (excluding nancial and deferred tax assets)
US$million US$million
Australia 3,519 Australia 10,176
Papua New Guinea 663 Papua New Guinea 2,691
Other 4 Other 82
Total 4,186 Total 12,949
Santos Annual Report 2019 / 69
Financial Report
Notes to the Consolidated Financial Statements
Section 2: Financial Performance
2.1 SEGMENT INFORMATION (CONTINUED)
Corporate,
Northern exploration,
Queens- Australia & elimin-
Cooper land Timor- Western ations
Basin & NSW PNG Leste Australia & other Total
US$million 2018 2018 2018 2018 2018 2018 2018
Revenue
Product sales to external customers 975 957 621 183 408 516 3,660
Inter-segment sales1 105 47 – – – (152) –
Revenue – other from external customers 66 12 9 – 14 12 113
Total segment revenue 1,146 1,016 630 183 422 376 3,773
Costs
Production costs (127) (71) (70) (74) (108) (24) (474)
Other operating costs (68) (80) (52) – (17) (98) (315)
Third-party product purchases (421) (293) – – – (133) (847)
Inter-segment purchases1 (3) (33) – – – 36 –
Other (9) 31 (2) 7 (14) 10 23
EBITDAX 518 570 506 116 283 167 2,160
Depreciation and depletion (196) (167) (123) (51) (99) (31) (667)
Exploration and evaluation expensed – – – – – (105) (105)
Net impairment loss – (12) (33) – (8) (47) (100)
Change in future restoration assumptions – 22 – – 24 – 46
EBIT 322 413 350 65 200 (16) 1,334
Net finance costs (228) (228)
Profit before tax 1,106
Income tax expense (439) (439)
Royalty-related tax benefit/(expense) 5 6 – 1 (56) 7 (37)
Net profit 630
Asset additions and acquisitions:
Exploration and evaluation assets 18 14 30 34 591 5 692
Oil and gas assets2 215 195 47 30 2,230 61 2,778
233 209 77 64 2,821 66 3,470
1 Inter-segment pricing is determined on an arm’s length basis. Inter-segment sales and purchases are eliminated on consolidation.
2 Includes impact on restoration assets following changes in future restoration provision assumptions (refer note 3.4).
2018 Revenue from external customers 2018 Non-current assets by geographical location
by geographical location (excluding nancial and deferred tax assets)
US$million US$million
Australia 2,962
Australia 9,760
Papua New Guinea 630
Papua New Guinea 2,705
Vietnam 124
Other 122
Indonesia 57
Total 12,587
Total 3,773
70 / Santos Annual Report 2019
2.2 REVENUE FROM CONTRACTS WITH CUSTOMERS
Revenue from contracts with customers is recognised in the income statement when the performance obligations are considered met,
which is when control of the hydrocarbon products or services provided are transferred to the customer. Revenue is recognised at an
amount that reflects the consideration the Group expects to be entitled to, net of goods and services tax or similar taxes.
Revenue from contracts with customers – Product sales
Revenue from contracts with customers – product sales is recognised using the “sales method” of accounting. The sales method results
in revenue being recognised based on volumes sold under contracts with customers, at the point in time where performance obligations
are considered met. Generally, regarding the sale of hydrocarbon products, the performance obligation will be met when the product is
delivered to the specified measurement point (gas) or point of loading/unloading (liquids). No adjustments are made to revenue for any
differences between volumes sold to customers and unsold volumes that the Group is entitled to sell based on its working interest.
The Group’s sales of crude oil, liquefied natural gas, ethane, condensate, LPG, and in some contractual arrangements, natural gas, are
based on market prices. In contractual arrangements with market-based pricing, at the time of the delivery, there is only a minimal risk of
a change in transaction price to be allocated to the product sold. Accordingly, at the point of sale where there is not a significant risk of
revenue reversal relative to the cumulative revenue recognised, there is no constraining of variable consideration.
The Group applies the allocation exception that allows an entity to allocate the market price to product sales as delivered, rather than
recognising an average price over the term of the contract. For those contractual arrangements based on market pricing, the aggregate
transaction price allocation to unsatisfied performance obligations is fully constrained at the end of the reporting period. Revenue for
existing contracts will be recognised over varying contract tenures.
During the year, revenue from one customer amounted to $651 million (2018: $489 million), arising from sales from one segment of the
Group.
Contract liabilities
On acquisition of Quadrant Energy (refer note 6.2(a)), pre-existing revenue contracts were fair valued, resulting in contract liabilities
being recognised. The contract liabilities represent the differential in contract pricing and market price, and will be realised as
performance obligations are considered met in the underlying revenue contract. To the extent the contract liability represents the
fair value differential between contract price and market price, it will be unwound through “revenue – other” upon satisfaction of the
performance obligation.
Contract liabilities – Deferred revenue
A contract liability for deferred revenue is recorded for obligations under sales contracts to deliver natural gas in future periods for which
payment has already been received. Where the period between when payment is received and performance obligations are considered
met, is more than 12 months, an assessment will be made for whether a significant financing component is required to be accounted for.
Deferred revenue liabilities unwind as “revenue from contracts with customers”, upon settlement of the obligation, and if a significant
financing component associated with deferred revenue exists, this will be recognised as “interest expense” over the life of the contract.
Contract assets
On acquisition of Quadrant Energy (refer note 6.2(a)), pre-existing revenue contracts were fair valued, resulting in contract assets
being recognised. The contract assets represent the differential in contract pricing and market price, and will be realised as performance
obligations are considered met in the underlying revenue contract. The contract asset will be unwound through other expenses. Where
different tranches exist within a contractual arrangement, individual contracts acquired may contain both a contract liability in respect of
deferred revenue and a contract asset arising from revenue contracts being fair valued on acquisition.
Santos Annual Report 2019 / 71
Financial Report
Notes to the Consolidated Financial Statements
Section 2: Financial Performance
2.2 REVENUE FROM CONTRACTS WITH CUSTOMERS (CONTINUED)
(a) Revenue from contracts with customers 2019 2018
US$million US$million
Product sales
Gas, ethane and liquefied natural gas 2,687 2,518
Crude oil 927 757
Condensate and naphtha 335 300
Liquefied petroleum gas 84 85
Total product sales1 4,033 3,660
Revenue – other
Liquidated damages 26 11
Pipeline tolls & tariffs 76 84
Contract liabilities – recognised on settlement of obligation 7 –
Other 44 18
Total revenue – other 153 113
Total revenue from contracts with customers 4,186 3,773
1 Total product sales include third-party product sales of $1,022 million (2018: $997 million).
(b) Assets and liabilities related to contracts with customers
The Group has recognised the following assets and liabilities related to contracts with customers:
(Restated)
2019 2018
US$million US$million
Acquired contract assets
Current
Acquired contract assets 23 28
23 28
Non-current
Acquired contract assets 130 157
130 157
Total acquired contract assets 153 185
Contract liabilities
Current
Acquired contract liabilities 6 6
Deferred revenue 119 32
125 38
Non-current
Acquired contract liabilities 20 27
Deferred revenue 213 308
233 335
Total contract liabilities 358 373
72 / Santos Annual Report 2019
2.2 REVENUE FROM CONTRACTS WITH CUSTOMERS (CONTINUED)
(b) Assets and liabilities related to contracts with customers (continued)
The following table illustrates the movement in contract asset and contract liability balances for the current reporting period:
(Restated)
2019 2018
Note US$million US$million
Acquired contract assets
Opening balance 185 –
Contract assets arising from acquisition – 185
Other expenses 2.3 (32) –
Total acquired contract assets 153 185
Acquired contract liabilities
Opening balance 33 –
Contract liabilities arising from acquisition – 33
Revenue – other 2.2(a) (7) –
26 33
Contract liabilities – Deferred income
Opening balance 340 131
Deferred revenue arising from acquisition – 209
Additional receipts in advance 45 –
Revenue from contracts with customers – product sales (65) –
Interest accretion for financing component 5.2 18 –
Other (6) –
332 340
Total contract liabilities 358 373
Santos Annual Report 2019 / 73
Financial Report
Notes to the Consolidated Financial Statements
Section 2: Financial Performance
2.3 EXPENSES
2019 2018
US$million US$million
Cost of sales:
Production costs
Production expenses 546 436
Production facilities – operating leases – 38
Total production costs 546 474
Other operating costs
LNG plant costs 56 64
Pipeline tariffs, processing tolls and other 158 169
Movements in onerous contracts (16) (18)
Royalty and excise 97 82
Shipping costs 11 18
Total other operating costs 306 315
Total cash cost of production 852 789
Depreciation and depletion:
Depreciation of plant, equipment and buildings 622 417
Depletion of subsurface assets 377 248
Total depreciation and depletion 999 665
Third-party product purchases 885 847
(Increase)/decrease in product stock (22) 28
Total cost of sales 2,714 2,329
Other expenses
Selling 12 14
General & administration 54 75
Costs associated with acquisitions and disposals – 58
Depreciation 1 2
Foreign exchange losses/(gains) 11 (146)
Fair value hedges losses/(gains)
On the hedging instrument 9 17
On the hedged item attributable to the hedged risk (5) (15)
Fair value losses on commodity derivatives (oil hedges) 6 67
Exploration and evaluation expensed 103 105
Contract assets recognised upon satisfaction
of the performance obligation 32 –
Other 10 17
Total other expenses 233 194
74 / Santos Annual Report 2019
2.4 TAXATION
Income tax
Income tax on the profit or loss for the year comprises current and deferred tax. Income tax is recognised in the income statement
except in relation to items recognised directly in equity.
Current tax is the amount of income tax payable on the taxable profit or loss for the year, using tax rates enacted or substantively
enacted at the reporting date, and any adjustment to tax payable in respect of previous years.
Current income tax assets and liabilities for the current and prior periods are measured at the amount expected to be recovered from,
or paid to, the taxation authorities. The tax rates and tax laws used to compute the amount are those that are enacted or substantively
enacted at the reporting date in the countries where the Group operates and generates taxable income. Where applicable, tax balances
include an estimate of any amounts expected to be paid to settle uncertain tax positions if it is probable that an amount will settle the
obligation, and a reliable estimate can be made of the amount of the obligation. When the Group expects some or all of an amount
of tax payable to be reimbursed, the expense relating to the income tax payable is presented in the income statement net of any
reimbursement that is virtually certain. If the effect of the time value of money is material, current tax payable is discounted.
The Company and all of its wholly-owned Australian resident entities are part of a tax-consolidated group under Australian taxation law.
Santos Limited is the head entity in the tax-consolidated group. The head entity and the controlled entities in the tax-consolidated group
continue to account for their own current and deferred tax amounts. Current tax liabilities and assets and deferred tax assets arising
from unused tax losses and tax credits of the members of the tax-consolidated group are recognised by the Company (as head entity in
the tax-consolidated group).
The Company and the other entities in the tax-consolidated group have entered into a tax funding agreement and a tax sharing
agreement.
Royalty-related tax
Petroleum Resource Rent Tax (“PRRT”), Resource Rent Royalty and Timor-Leste’s and PNG’s Additional Profits Tax are accounted for
as income tax.
Santos Annual Report 2019 / 75
Financial Report
Notes to the Consolidated Financial Statements
Section 2: Financial Performance
2.4 TAXATION (CONTINUED)
Income tax and royalty-related tax recognised in the income statement for the Group are as follows:
2019 2018
US$million US$million
(a) Income tax expense
Current tax expense/(benefit)
Current year 44 70
Adjustments for prior years (3) (4)
41 66
Deferred tax expense
Origination and reversal of temporary differences 264 365
Adjustments for prior years 36 8
300 373
Total income tax expense 341 439
(b) Royalty-related tax expense
Current tax expense
Current year 78 36
78 36
Deferred tax (benefit)/expense
Origination and reversal of temporary differences (75) 1
(75) 1
Total royalty-related tax expense (net of income tax benefit) 3 37
(c) Numerical reconciliation between pre-tax net profit and tax expense
Profit before tax 1,018 1,106
Prima facie income tax expense at 30% (2018: 30%) 305 332
Increase/(decrease) in income tax expense due to:
Foreign losses not recognised (4) 4
Non deductible expenses 6 3
Exchange and other translation variations – 99
Tax adjustments relating to prior years 33 4
Other 1 (3)
Income tax expense 341 439
Royalty-related tax expense (net of income tax benefit) 3 37
Total tax expense 344 476
76 / Santos Annual Report 2019
2.4 TAXATION (CONTINUED)
(d) Deferred tax assets and liabilities
Deferred tax is determined using the statement of financial position approach, providing for temporary differences between the
carrying amounts of assets and liabilities for financial reporting purposes and the appropriate tax bases.
The following temporary differences are not provided for:
the initial recognition of assets or liabilities that affect neither accounting or taxable profit; nor
differences relating to investments in subsidiaries to the extent it is probable that they will not reverse in the foreseeable future.
The amount of deferred tax provided is based on the expected manner of realisation or settlement of the carrying amount of assets
and liabilities, using tax rates enacted or substantively enacted at the reporting date.
Significant judgement – Uncertain tax positions
The calculation of the Group’s tax charge involves a degree of estimation and judgement in respect of certain items for which the
ultimate tax determination is uncertain.
The Group recognises deferred tax assets only to the extent that it is probable that future taxable profits will be available against
which the asset can be utilised. Future taxable profits are estimated by internal budgets and forecasts. Deferred tax assets are
reduced to the extent that it is no longer probable that the related tax benefit will be realised.
Assets Liabilities Net
(Restated) (Restated) (Restated)
Recognised deferred tax 2019 2018 2019 2018 2019 2018
assets and liabilities US$million US$million US$million US$million US$million US$million
Exploration and evaluation assets 58 64 (289) (85) (231) (21)
Oil and gas assets 647 644 (801) (668) (154) (24)
Other assets 34 88 (90) (111) (56) (23)
Derivative financial instruments 18 – (20) (16) (2) (16)
Interest-bearing loans and borrowings 184 126 – – 184 126
Provisions 44 73 – – 44 73
Royalty-related tax – 397 (479) (947) (479) (550)
Other items 2 19 – (186) 2 (167)
Tax value of carry-forward
losses recognised 751 882 – – 751 882
Tax assets/(liabilities) 1,738 2,293 (1,679) (2,013) 59 280
Set-off of tax (868) (807) 868 807 – –
Net tax assets 870 1,486 (811) (1,206) 59 280
Santos Annual Report 2019 / 77
Financial Report
Notes to the Consolidated Financial Statements
Section 2: Financial Performance
2.4 TAXATION (CONTINUED)
(d) Deferred tax assets and liabilities (continued)
Accounting judgement and estimate – Deferred taxes unrecognised
Deferred tax assets have not been recognised in respect of the following items set out below, because it is not probable that the
temporary differences will reverse in the future and that there will be sufficient future taxable profits against which the benefits can
be utilised. There are no tax losses which are expected to expire. The remaining deductible temporary differences and tax losses do
not expire under current tax legislation.
Unrecognised deferred tax assets 2019 2018
US$million US$million
Deferred tax assets have not been recognised in respect of the following items:
Temporary differences in relation to investments in subsidiaries 3,814 4,500
Deductible temporary differences relating to royalty-related tax (net of income tax) 1,428 5,858
Tax losses 440 228
5,682 10,586
2.5 EARNINGS PER SHARE
Basic earnings per share amounts are calculated by dividing net profit or loss for the year attributable to ordinary equity holders of
Santos Limited by the weighted average number of ordinary shares outstanding during the year.
Diluted earnings per share amounts are calculated by adjusting basic earnings per share by the weighted average number of ordinary
shares that would be issued on the conversion of all the dilutive potential ordinary shares into ordinary shares.
Earnings used in the calculation of basic and diluted earnings per share reconciles to the net profit or loss after tax in the income
statement as follows:
2019 2018
US$million US$million
Earnings used in the calculation of basic and diluted earnings per share 674 630
The weighted average number of shares used for the purpose of calculating diluted earnings per share reconciles to the number used to
calculate basic earnings per share as follows:
2019 2018
Number of shares Number of shares
Basic earnings per share 2,083,007,100 2,083,028,582
Dilutive potential ordinary shares 16,499,100 15,065,580
Diluted earnings per share 2,099,506,200 2,098,094,162
Earnings per share attributable to the equity holders of Santos Limited 2019 2018
Basic earnings per share 32.4 30.2
Diluted earnings per share 32.1 30.0
78 / Santos Annual Report 2019
2.6 DIVIDENDS
Dividends are recognised as a liability at the time the Directors resolve to pay or declare the dividend.
Dividend
Dividends recognised during the year Franked/ per share Total
unfranked US US$million
2019
2018 Final ordinary dividend – paid on 28 March 2019 Franked 6.2 127
2019 Interim ordinary dividend – paid on 26 September 2019 Franked 6.0 124
12.2 251
2018
2018 Interim ordinary dividend – paid on 27 September 2018 Franked 3.5 73
3.5 73
Dividend
Dividends declared in respect of the year Franked/ per share Total
unfranked US US$million
2019
Final ordinary dividend Franked 5.0 104
Interim ordinary dividend Franked 6.0 124
11.0 228
2018
Final ordinary dividend Franked 6.2 127
Interim ordinary dividend Franked 3.5 73
9.7 200
Dividend franking account 2019 2018
US$million US$million
30% franking credits available to the shareholders of Santos Limited
for future distribution 232 331
Santos Annual Report 2019 / 79
Financial Report
Notes to the Consolidated Financial Statements
Section 2: Financial Performance
2.7 OTHER INCOME
2019 2018
Note US$million US$million
Other income
Change in future restoration assumptions 3.4 2 46
Gain on sale of non-current assets 12 56
Gain on disposal of subsidiaries – 56
Other income associated with lease arrangements 3.5 42 –
Insurance recoveries 28 3
Overriding royalties 13 9
Dividend income 2 3
Other 10 7
Total other income 109 180
Net gain on sale of non-current assets:
Proceeds on disposals 10 26
Adjusted for:
Book value of oil and gas liabilities disposed – 34
Book value of other land, buildings, plant and equipment disposed – (4)
Book value of working capital disposed 2 –
Total net gain on sale of non-current assets 12 56
Comprising:
Net gain on sale of oil and gas assets 12 52
Net gain on sale of other land, buildings, plant and equipment – 4
12 56
Reconciliation to cash inflows from proceeds on disposal of non-current assets:
Proceeds after recoupment of current year exploration and
evaluation expenditure 10 26
Amounts received from disposals 10 26
Total proceeds on disposal of non-current assets 10 26
Comprising:
Proceeds from disposal of oil and gas assets 12 18
Proceeds from disposal of other land, buildings, plant and equipment – 8
Proceeds from disposal of working capital (2) –
10 26
80 / Santos Annual Report 2019
Notes to the Consolidated Financial Statements
Section 3: Capital Expenditure, Operating Assets
and Restoration Obligations
This section includes information about the assets used by the Group to generate profits and revenue, specifically information
relating to exploration and evaluation assets, oil and gas assets, associated restoration obligations, and commitments for capital
expenditure not yet recognised as a liability.
The life cycle of the Group’s assets is summarised as follows:
Exploration Abandonment
Appraisal drilling Development Production Decommissioning
and evaluation and restoration
3.1 EXPLORATION AND EVALUATION ASSETS
Exploration and evaluation expenditure
Exploration and evaluation activity involves the search for hydrocarbon resources, the determination of technical feasibility and the
assessment of commercial viability of an identified resource. Expenditure in respect of each area of interest is accounted for using the
successful efforts method of accounting.
The successful efforts method requires all exploration and evaluation expenditure to be expensed in the period it is incurred, except
the costs of acquiring interests in new exploration and evaluation assets, the cost of successful wells and appraisal costs relating to
determining development feasibility, which are capitalised as intangible exploration and evaluation assets.
Exploration and evaluation expenditure is recognised in relation to an area of interest when the rights to tenure of the area of interest are
current and either:
such expenditure is expected to be recovered through successful development and commercial exploitation of the area of
interest or, alternatively, by its sale; or
the exploration activities in the area of interest have not yet reached a stage that permits reasonable assessment of the
existence of economically recoverable reserves and active and significant operations in, or in relation to, the area of interest are
continuing.
Where an ownership interest in an exploration and evaluation asset is exchanged for another, the transaction is recognised by reference
to the carrying value of the original interest. Any cash consideration paid, including transaction costs, is accounted for as an acquisition
of exploration and evaluation assets. Any cash consideration received, net of transaction costs, is treated as a recoupment of costs
previously capitalised with any excess accounted for as a gain on disposal of non-current assets.
No amortisation is charged during the exploration and evaluation phase.
Acquisition of assets
All assets acquired are recorded at their cost of acquisition, being the amount of cash or cash equivalents paid, and the fair value of
assets given, shares issued or liabilities incurred. The cost of an asset comprises the purchase price including any incidental costs directly
attributable to the acquisition, any costs directly attributable to bringing the asset to the location and condition necessary for it to be
capable of operating, and the estimate of the costs of dismantling and removing the asset and restoring the site on which it is located.
Exploration licence and leasehold property acquisition costs are capitalised as intangible assets. Licence costs paid in connection with a
right to explore in an existing exploration area are capitalised and amortised over the term of the permit.
Santos Annual Report 2019 / 81
Financial Report
Notes to the Consolidated Financial Statements
Section 3: Capital Expenditure, Operating Assets
and Restoration Obligations
3.1 EXPLORATION AND EVALUATION ASSETS (CONTINUED)
Significant judgement – Exploration and evaluation
The application of this policy requires management to make certain estimates and assumptions as to future events and circumstances,
particularly in relation to the assessment of whether economic quantities of resources have been found. Any such estimates and
assumptions may change as new information becomes available. If, after having capitalised exploration and evaluation expenditure,
management concludes that the capitalised expenditure is unlikely to be recovered by future exploitation or sale, then the relevant
capitalised amount will be impaired through the income statement.
(Restated)
2019 2018
US$million US$million
Cost 2,527 2,530
Less: Impairment (1,340) (1,549)
Balance at 31 December 1,187 981
Reconciliation of movements
Balance at 1 January 981 459
Acquisitions 18 606
Additions 242 86
Disposals – (2)
Expensed relating to unsuccessful wells (24) (10)
Impairment losses (24) (129)
Transfer to oil and gas assets in production (6) –
Exchange differences – (29)
Balance at 31 December 1,187 981
Comprising:
Acquisition costs 675 667
Successful exploration wells 440 242
Pending determination of success 72 72
1,187 981
3.2 OIL AND GAS ASSETS
Oil and gas assets are usually single oil or gas fields being developed for future production or that are in the production phase. Where
several individual oil or gas fields are to be produced through common facilities, the individual oil or gas field and the associated
production facilities are managed and reported as a single oil and gas asset.
Assets in development
When the technical and commercial feasibility of an undeveloped oil or gas field has been demonstrated and approval of commercial
development occurs, the field enters its development phase from the exploration and evaluation phase. Expenditure on the construction,
installation or completion of infrastructure facilities such as platforms, pipelines, and the drilling of development wells, as well as
exploration and evaluation costs, are capitalised as tangible assets within oil and gas assets. Other subsurface expenditures include the
costs of de-watering coal seam gas fields to provide access to coal seams to enable production from coal seam gas reserves. De-
watering costs include the costs of extracting, transporting, treating and disposing of water during the development phase of the coal
seam gas fields.
When commercial operation commences, the accumulated costs are transferred to oil and gas producing assets.
82 / Santos Annual Report 2019
3.2 OIL AND GAS ASSETS (CONTINUED)
Producing assets
The costs of oil and gas assets in production are separately accounted for as tangible assets and include past exploration and evaluation
costs, pre-production development costs and the ongoing costs of continuing to develop reserves for production and to expand or
replace plant and equipment and any associated land and buildings.
Ongoing exploration and evaluation activities
Often the initial discovery and development of an oil or gas asset will lead to ongoing exploration for, and evaluation of, potential new oil
or gas fields in the vicinity with the intention of producing any near-field discoveries using the infrastructure in place.
Exploration and evaluation expenditure associated with oil and gas assets is accounted for in accordance with the policy in note 3.1.
Exploration and evaluation amounts capitalised in respect of oil and gas assets are separately disclosed in the table below.
Depreciation and depletion
Depreciation charges are calculated to write-off the value of buildings, plant and equipment over their estimated economic useful lives to
the Group. Each component of an item of buildings, plant and equipment with a cost that is significant in relation to the total cost of the
asset is depreciated separately.
Depreciation of onshore buildings, plant and equipment and corporate assets is calculated using the straight-line method of depreciation
from the date the asset is available for use, unless a units of production method represents a more reasonable allocation of the asset’s
depreciable value over its economic useful life.
The estimated useful lives for each class of onshore assets for the current and comparative periods are generally as follows:
Buildings 20 – 50 years
Pipelines 10 – 30 years
Plant and facilities 10 – 50 years
Depreciation of offshore plant and equipment is calculated using the units of production method from the date of commencement of
production.
Depletion charges are calculated to amortise the depreciable value of carried forward exploration, evaluation and subsurface
development expenditure over the life of the estimated Proved plus Probable (“2P”) reserves for a hydrocarbon reserve, together with
future subsurface costs necessary to develop the respective hydrocarbon reserve.
Significant judgement – Estimates of reserve quantities
The estimated quantities of Proved plus Probable (“2P”) hydrocarbon reserves reported by the Group are integral to the calculation
of depletion and depreciation expense and incorporated into the assessment of impairment of assets. Estimated reserve quantities are
based upon interpretations of geological and geophysical models and assessments of the technical feasibility and commercial viability
of producing the reserves. These assessments require assumptions to be made regarding future development and production costs,
commodity prices, exchange rates and fiscal regimes. The estimates of reserves may change from period to period as the economic
assumptions used to estimate the reserves can change from period to period, and as additional geological data is generated during the
course of operations. Reserves estimates are prepared in accordance with the Group’s policies and procedures for reserves estimation
which conform to guidelines prepared by the Society of Petroleum Engineers.
Accounting judgement and estimate – Depletion charges
Depletion and certain depreciation charges are calculated using the units of production method. This is based on barrels of oil equivalent
which will amortise the cost of carried-forward exploration, evaluation and subsurface development expenditure (“subsurface assets”)
over the life of the estimated 2P hydrocarbon reserves for an asset or group of assets, together with future subsurface costs necessary
to develop the hydrocarbon reserves in the respective asset or group of assets.
Santos Annual Report 2019 / 83
Financial Report
Notes to the Consolidated Financial Statements
Section 3: Capital Expenditure, Operating Assets
and Restoration Obligations
3.2 OIL AND GAS ASSETS (CONTINUED)
(Restated)
2019 2018
Subsurface Plant and Subsurface Plant and
assets equipment Total assets equipment Total
US$million US$million US$million US$million US$million US$million
Cost 9,646 16,544 26,190 9,441 16,187 25,628
Less: Accumulated depreciation,
depletion and impairment (6,506) (8,288) (14,794) (6,365) (7,980) (14,345)
Balance at 31 December 3,140 8,256 11,396 3,076 8,207 11,283
Reconciliation of movements
Assets in development
Balance at 1 January 134 156 290 119 65 184
Additions1 10 21 31 16 91 107
Transfer to oil and gas assets
in production (90) (123) (213) – – –
Exchange differences – – – (1) – (1)
Balance at 31 December 54 54 108 134 156 290
Producing assets
Balance at 1 January 2,942 8,051 10,993 2,019 7,333 9,352
Additions1,2 428 684 1,112 212 159 371
Acquisition – – – 1,176 1,124 2,300
Transfer from exploration and
evaluation assets 6 – 6 – – –
Transfer from oil and gas assets
in development 90 123 213 – – –
Disposals – – – (148) (8) (156)
Depreciation and depletion (377) (622) (999) (239) (405) (644)
Net impairment (losses)/reversals (3) (34) (37) 29 – 29
Exchange differences – – – (107) (152) (259)
Balance at 31 December 3,086 8,202 11,288 2,942 8,051 10,993
Total oil and gas assets 3,140 8,256 11,396 3,076 8,207 11,283
Comprising:
Exploration and evaluation
expenditure pending
commercialisation 55 6 61 86 5 91
Other capitalised expenditure 3,085 8,250 11,335 2,990 8,202 11,192
3,140 8,256 11,396 3,076 8,207 11,283
1. Includes impact on restoration assets following changes in future restoration provision assumptions (refer note 3.4).
2. Includes impact of AASB 16 recognition of right-of-use assets (refer note 3.5).
84 / Santos Annual Report 2019
3.3 IMPAIRMENT OF NON-CURRENT ASSETS
Impairment of goodwill
Goodwill arises as a result of a business combination and has an indefinite useful life which is not subject to amortisation. Goodwill is
initially measured at cost and is subsequently measured at cost less any accumulated impairment losses. For the purposes of impairment
testing, goodwill acquired in a business combination is, from the acquisition date, allocated to each of the Group’s cash-generating
units (“CGU”) that are expected to benefit from the combination, irrespective of whether other assets or liabilities of the acquiree are
assigned to those units. Goodwill that is created on acquisition as a consequence of deferred tax balances is tested for impairment net
of those associated deferred tax balances. Goodwill is tested at least annually for impairment and more frequently if events or changes
in circumstances indicate that it might be impaired.
Where goodwill has been allocated to a CGU and part of the operation within that unit is disposed of, the goodwill associated with the
disposed operation is included in the carrying amount of the operation when determining the gain or loss on disposal.
Impairment of oil and gas assets
The carrying amounts of the Group’s oil and gas assets are reviewed at each reporting date to determine whether there is any
indication of impairment or impairment reversal. Where an indicator of impairment or impairment reversal exists, a formal estimate of the
recoverable amount is made.
a) Indicators of impairment – Exploration and evaluation assets
The carrying amounts of the Group’s exploration and evaluation assets are reviewed at each reporting date, to determine whether
any of the following indicators of impairment exists:
tenure over the licence area has expired during the period or will expire in the near future, and is not expected to be renewed; or
substantive expenditure on further exploration for, and evaluation of, mineral resources in the specific area is not budgeted or
planned; or
exploration for, and evaluation of, resources in the specific area have not led to the discovery of commercially viable quantities of
resources, and the Group has decided to discontinue activities in the specific area; or
sufficient data exists to indicate that although a development is likely to proceed, the carrying amount of the exploration and
evaluation asset is unlikely to be recovered in full from successful development or from sale.
b) Cash-generating units – Oil and gas assets
Oil and gas assets, land, buildings, plant and equipment are assessed for impairment on a CGU basis. A CGU is the smallest
grouping of assets that generates independent cash inflows, and generally represents oil and gas fields, that are being produced
through a common facility.
Individual assets within a CGU may become impaired if their ongoing use changes or if the benefits to be obtained from ongoing
use are likely to be less than the carrying value of the individual asset. An impairment loss is recognised in the income statement
whenever the carrying amount of an asset or its CGU exceeds its recoverable amount.
Impairment losses or reversal of impairment losses
An impairment loss is recognised in the income statement whenever the carrying amount of an asset or its CGU (including any amount
of allocated goodwill) exceeds its recoverable amount. Impairment losses recognised in respect of CGUs are allocated to reduce goodwill
first (if goodwill is included within the carrying amount of the CGU) and then allocated to reduce the carrying amount of the assets in
the CGU on a pro-rata basis.
A reversal of impairment losses is recognised in the income statement when the recoverable amount of an asset or CGU exceeds
its carrying amount. An impairment loss is reversed only to the extent that the assets carrying amount does not exceed the carrying
amount that would have been determined, if no impairment loss had been recognised.
Santos Annual Report 2019 / 85
Financial Report
Notes to the Consolidated Financial Statements
Section 3: Capital Expenditure, Operating Assets
and Restoration Obligations
3.3 IMPAIRMENT OF NON-CURRENT ASSETS (CONTINUED)
Recoverable amount
The recoverable amount of an asset or CGU is the greater of its fair value less costs of disposal (“FVLCD”) (based on level 3 fair value
hierarchy) and its value-in-use (“VIU”), using an asset’s estimated future cash flows (as described below) discounted to their present
value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the
asset.
Significant judgement – Impairment of oil and gas assets
For oil and gas assets, the expected future cash flow estimation is based on a number of factors, variables and assumptions, the most
important of which are estimates of reserves, future production profiles, commodity prices, costs and foreign exchange rates. Current
climate change legislation is also factored into the calculation and future uncertainty around climate change risks continue to be
monitored. In most cases, the present value of future cash flows is most sensitive to estimates of future oil price and discount rates.
The estimated future cash flows for the VIU calculation are based on estimates, the most significant of which are hydrocarbon reserves,
future production profiles, commodity prices, operating costs including third-party gas purchases and any future development costs
necessary to produce the reserves. Under a FVLCD calculation, future cash flows are based on estimates of hydrocarbon reserves in
addition to other relevant factors such as value attributable to additional resource and exploration opportunities beyond reserves based
on production plans.
Estimates of future commodity prices are based on the Group’s best estimate of future market prices with reference to external market
analysts’ forecasts, current spot prices and forward curves. Future commodity prices are reviewed at least annually. Where volumes are
contracted, future prices are based on the contracted price.
Future Brent prices (US$/bbl) used were:
2020 2021 20221 20231 20241 20251
65.00 66.30 72.83 74.28 75.77 77.29
1 Based on US$70/bbl (2020 real) from 2022 escalated at 2.0% p.a.
Forecasts of the exchange rate for foreign currencies, where relevant, are estimated with reference to observable external market data
and forward values, including analysis of broker and consensus estimates. The future estimated rates applied were (A$/US$):
2020 2021 2022 20231
0.70 0.72 0.72 0.75
1 From 2023 the long-term exchange rate assumption remains at A$:US$0.75.
The discount rates applied to the future forecast cash flows are based on the weighted average cost of capital, adjusted for risks where
appropriate, including functional currency of the asset, and risk profile of the countries in which the asset operates. The range of pre-tax
discount rates that have been applied to non-current assets is between 11% and 19%.
In the event that future circumstances vary from these assumptions, the recoverable amount of the Group’s oil and gas assets could
change materially and result in impairment losses or the reversal of previous impairment losses.
Due to the interrelated nature of the assumptions, movements in any one variable can have an indirect impact on others and individual
variables rarely change in isolation. Additionally, management can be expected to respond to some movements, to mitigate downsides
and take advantage of upsides, as circumstances allow. Consequently, it is impracticable to estimate the indirect impact that a change
in one assumption has on other variables and hence, on the likelihood, or extent, of impairments, or reversals of impairments, under
different sets of assumptions in subsequent reporting periods.
86 / Santos Annual Report 2019
3.3 IMPAIRMENT OF NON-CURRENT ASSETS (CONTINUED)
Impairment expense 2019 2018
US$million US$million
Current assets
Assets held for sale, subsequently disposed of – 47
Total impairment of current assets – 47
Non-current assets
Exploration and evaluation assets 24 53
Oil and gas assets 37 –
Total impairment of non-current assets 61 53
Total impairment 61 100
Recoverable amounts and resulting impairment write-downs recognised in the year ended 31 December 2019:
Subsurface Plant and Recoverable
assets equipment Total amount1
2019 Segment US$million US$million US$million US$million
Oil and gas assets – producing:
Barrow Western Australia – 34 34 nil
Other Various 3 – 3 nil
Total impairment of oil and gas assets 3 34 37
Exploration and evaluation assets:
Gunnedah Basin Queensland & NSW 11 – 11 nil2
PNG – PPL 395 & PPL 464 PNG 9 – 9 nil2
Other Various 4 – 4 nil2
Total impairment of exploration and evaluation assets 24 – 24
Total impairment of oil and gas assets and exploration and
evaluation assets 27 34 61
1 Recoverable amounts represent the carrying values of assets before deducting the carrying value of restoration liabilities. All producing oil and gas asset amounts are calculated using the
value-in-use (“VIU”) method, whilst all exploration and evaluation asset amounts use the fair value less costs of disposal (“FVLCD”) method.
2 Impairment of exploration and evaluation assets relates to certain individual licenses/areas of interest that have been impaired to nil.
Oil and gas assets
Barrow
The impairment of Barrow has arisen due to an increase in oil and gas asset carrying values, following remeasurement of restoration
obligations. The recoverable amount of the asset is nil.
Santos Annual Report 2019 / 87
Financial Report
Notes to the Consolidated Financial Statements
Section 3: Capital Expenditure, Operating Assets
and Restoration Obligations
3.3 IMPAIRMENT OF NON-CURRENT ASSETS (CONTINUED)
Recoverable amounts and resulting impairment write-downs recognised in the year ended 31 December 2018:
Subsurface Plant and Recoverable
assets equipment Total amount
2018 Segment US$million US$million US$million US$million
Exploration and evaluation assets:
Gunnedah Basin Queensland & NSW 12 – 12 nil1
PNG – PPL 426 PNG 29 – 29 nil1
PNG – PPL 261 PNG 4 – 4 nil1
WA-214 (Davis 1) Western Australia 8 – 8 nil1
Total impairment of exploration and evaluation assets 53 – 53
1 Impairment of exploration and evaluation assets relates to certain individual licences/areas of interest that have been impaired to nil.
Exploration and evaluation assets
The impairment of PNG – PPL 426 and PNG – PPL 261 has arisen mainly from the impact of uncertainty around access to necessary
infrastructure and viability and timing of future third-party export routes.
88 / Santos Annual Report 2019
3.4 RESTORATION OBLIGATIONS AND OTHER PROVISIONS
Provisions recognised for the period are as follows:
(Restated)
2019 2018
Note US$million US$million
Current
Restoration obligations 59 59
Other provisions 63 57
122 116
Non-current
Restoration obligations 2,223 2,034
Other provisions 106 125
2,329 2,159
Restoration obligations
Provisions for future removal and environmental restoration costs are recognised where there is a present obligation as a result of
exploration, development, production, transportation or storage activities having been undertaken, and it is probable that future outflow
of economic benefits will be required to settle the obligation. The estimated future obligations include the costs of removing facilities,
abandoning wells and restoring the affected areas and is the best estimate of the present value of the future expenditure required to
settle the restoration obligation at the reporting date, based on current legal requirements or observed industry analogs. Any changes
in the estimate are reflected in the present value of the restoration provision at the reporting date, with a corresponding change in the
cost of the associated asset. In the event the restoration provision is reduced, the cost of the related oil and gas asset is reduced by an
amount not exceeding its carrying value. If the decrease in restoration provision exceeds the carrying amount of the asset, the excess is
recognised immediately in the income statement as other income.
The amount of the provision for future restoration costs relating to exploration, development and production facilities is capitalised and
depleted as a component of the cost of those activities.
Significant judgement – Provision for restoration
The Group estimates the future removal and restoration costs of oil and gas production facilities, wells, pipelines and related assets at
the time of installation of the assets and reviews these assessments periodically. In most instances the removal of these assets will
occur many years in the future. The estimate of future removal costs therefore requires management to make judgements regarding the
removal date, future environmental legislation, and the extent of restoration activities required.
The Group has recorded provisions for restoration obligations as follows:
2019 2018
US$million US$million
Current provision 59 59
Non-current provision 2,223 2,034
2,282 2,093
Movements in the provision during the financial year are set out below:
Total restoration
US$million
Balance at 1 January 2019 2,093
Provisions made and changes to assumptions during the year (156)
Provisions used during the year (35)
Unwind of discount 48
Change in discount rate 342
Exchange differences (10)
Balance at 31 December 2019 2,282
Santos Annual Report 2019 / 89
Financial Report
Notes to the Consolidated Financial Statements
Section 3: Capital Expenditure, Operating Assets
and Restoration Obligations
3.4 RESTORATION OBLIGATIONS AND OTHER PROVISIONS (CONTINUED)
Other provisions
In addition to the provision for restoration shown above, other items for which a provision has been recorded are:
(Restated)
2019 2018
Note US$million US$million
Current
Employee benefits 7.1 56 55
Onerous contracts 2 2
Other provisions 5 –
63 57
Non-current
Employee benefits 7.1 12 9
Defined benefit obligations 7.1 – 1
Onerous contracts 8 29
Remediation provision 21 –
Other provisions 65 86
106 125
3.5 LEASES
Definition of a lease
The Group has adopted AASB 16 Leases from 1 January 2019 (refer note 8.4(c) for related transition disclosures).
The Group assesses whether a contract is or contains a lease based on the new definition of a lease. Under AASB 16, a contract
is, or contains a lease, if the contract conveys a right to control the use of an identified asset for a period of time in exchange for
consideration.
The Group as a lessee
Recognition of lease liabilities and right-of-use assets
Under AASB 16, as a lessee the Group will recognise a right-of-use asset, representing its right to use the underlying asset, and a lease
liability, for all leases with a term of more than 12 months; exempting those leases where the underlying asset is deemed to be of a
low value.
The Group recognises a right-of-use asset and a lease liability at the lease commencement date, i.e. when the underlying asset is
first available for use. The right-of-use asset is initially measured to be equal to the lease liability and adjusted for any lease incentives
received, initial direct costs and estimates of costs to dismantle or remove the underlying leased asset. Subsequently the right-of-use
asset is measured at cost less any accumulated depreciation and impairment losses, and adjusted for certain remeasurements of the
lease liability.
The lease liability is initially measured at the present value of the lease payments that are not paid at the commencement date,
discounted using the interest rate implicit in the lease or, if that rate cannot be readily determined, the Group’s incremental borrowing
rate, adjusted for asset-specific factors.
The lease liability is subsequently increased by the interest cost on the lease liability and decreased by lease payments made. It is
remeasured when there is a change in future lease payments arising from a change in an index or rate, a change in the estimate of the
amount expected to be payable under a residual value guarantee, or as appropriate, changes in the assessment of whether purchase,
renewal or termination options are reasonably certain to be exercised.
The Group has applied judgement to determine the lease term for some lease contracts in which it is a lessee that include purchase,
renewal or termination options. The assessment of whether the Group is reasonably certain to exercise such options impacts the lease
term, which affects the value of lease liabilities and right-of-use assets recognised.
90 / Santos Annual Report 2019
3.5 LEASES (CONTINUED)
Modifications to lease arrangements
In the event that there is a modification to a lease arrangement, a determination of whether the modification results in a separate lease
arrangement being recognised needs to be made.
Where the modification does result in a separate lease arrangement needing to be recognised, due to an increase in scope of a lease
through additional underlying leased assets and a commensurate increase in lease payments, the measurement requirements as
described above need to be applied.
Where the modification does not result in a separate lease arrangement, from the effective date of the modification, the Group
will remeasure the lease liability using the redetermined lease term, lease payments and applicable discount rate. A corresponding
adjustment will be made to the carrying amount of the associated right-of-use asset. Additionally, where there has been a partial or full
termination of a lease, the Group will recognise any resulting gain or loss in the income statement.
Lease impact on joint operating arrangements
Where lease arrangements impact the Group’s joint operating arrangements (“JOA”), the facts and circumstances of each lease
arrangement in a JOA are assessed to determine the Group’s rights and obligations associated with the lease arrangement.
The Group applies judgement in its determination of which party directs the use of a leased asset. Outlined below are a number of
scenarios that could exist for lease arrangements which impact the Group’s JOAs:
1) Where it has been determined that the Group directs the use of the leased asset, and is the only party with legal obligation
to pay the lessor, the Group will recognise the full lease liability and right-of-use asset on its statement of financial position.
Depreciation is then recognised on the entire right-of-use asset, however, other income would be recognised for any amount
of the lease payments that are recoverable from other parties, representing other income associated with lease arrangements; or
2) If it has been determined that the leased asset is either jointly controlled by all parties in a joint operation, or is utilised by a single
joint operation, and the Group is the only party with a legal obligation to pay the lessor, the Group will recognise the full lease
liability, its net share of the right-of-use asset, a receivable for the amounts recoverable from other parties; or
3) In instances where it has been determined that all parties to the joint arrangement jointly have the right to control the leased
asset and all parties have a legal obligation to make lease payments to the lessor, the Group will recognise only its net share of
the lease liability and right-of-use asset on its consolidated statement of financial position.
The Group’s leasing activities
The Group leases a number of different types of assets, including properties and plant and production equipment, such as oil rigs. The
lease arrangements have varying renewal and termination options. Lease terms for major categories of leased asset are shown below:
Oil rigs 1 – 5 years
Marine vessels, including LNG tankers 3 – 30 years
Helicopters 1 – 5 years
Building office space 10 – 20 years
Other plant and production equipment 2 – 20 years
The Group presents the following in relation to AASB 16, within its consolidated statement of financial position:
“Other land, buildings, plant and equipment” or “Oil and gas assets” – right-of-use assets are presented in either,
depending on the type of leased asset;
“Lease liabilities” – Lease liabilities; and
“Other financial assets” – Sublease receivables.
Set out below are the carrying amounts of right-of-use assets recognised and their movements during the period:
Other land,
Oil and gas buildings, plant
US$million assets and equipment Total
31 December 2018 – assets relating to previously
recognised finance leases 54 – 54
Transition – right-of-use assets recognised 1 January 2019 185 79 264
Additions 140 32 172
Depreciation (84) (6) (90)
Balance at 31 December 2019 295 105 400
Santos Annual Report 2019 / 91
Financial Report
Notes to the Consolidated Financial Statements
Section 3: Capital Expenditure, Operating Assets
and Restoration Obligations
3.5 LEASES (CONTINUED)
Where the payments made under a lease contract would previously have been capitalised, the depreciation on the corresponding right-
of-use asset is capitalised in lieu. During the period, $26 million of depreciation on right-of-use assets has been capitalised and forms a
component of additions to “Oil and gas assets”, this capitalisation results in a difference between the amount of depreciation expense
recorded during the period and the movement in accumulated depreciation.
Set out below are the carrying amounts of lease liabilities and the movements during the period:
Lease liabilities
US$million
31 December 2018 – lease liabilities relating to previously recognised finance leases 62
Transition – lease liabilities recognised 1 January 2019 280
Additions 172
Accretion of interest 19
Payments (106)
Foreign exchange gain on lease liabilities (2)
Balance at 31 December 2019 425
Set out below are the maturity of the lease liabilities:
2019 2018
US$million US$million
Not later than one year 117 9
Later than one year but not later than five years 241 37
Later than five years 217 106
Minimum lease payments 575 152
Future finance charges (150) (90)
Total lease liabilities1 425 62
Lease liabilities
Current 114 1
Non-current 311 61
Total lease liabilities at 31 December 2019 425 62
1 For leases not yet commenced at reporting date refer to note 3.6.
Short-term and low-value lease asset exemptions
The Group had total cash outflows for leases of $286 million in 2019, including outflows for short-term leases, leases of low-value assets,
and variable lease payments.
For the 12-month period ended 31 December 2019, the following payments have been made for lease arrangements that have been
classified as short-term or for low-value assets:
2019
US$million
Short-term leases 55
Leases for low-value assets 56
Total payments made 111
92 / Santos Annual Report 2019
3.5 LEASES (CONTINUED)
Variable lease payments
The Group holds lease contracts which contain variable payments based on the usage profile of the leased asset. The type and
quantum of activities undertaken utilising these assets (primarily oil rigs) is entirely at the Group’s discretion in response to operational
requirements.
The lease liability and corresponding right-of-use asset for these lease contracts is calculated based on the fixed rental payment
components of the contracts. The table below indicates the relative magnitude of variable payments to fixed payments made during the
year ended 31 December 2019, for those lease contracts which contain a variable payment component.
2019
US$million
Fixed payments (included in calculation of lease liability) 105
Variable payments 70
Total payments made for leases with a variable payment component 175
Other income associated with lease arrangements
Where it has been determined that the Group directs the use of the leased asset, and is the only party with legal obligation to pay the
lessor, the Group recognises other income for any amount of the lease payments that are recoverable from other parties, representing
“other income associated with lease arrangements” in the income statement. For the year ending 31 December 2019, the amount
recognised was $42 million (2018: $nil).
3.6 COMMITMENTS FOR EXPENDITURE
The Group has certain obligations to perform minimum exploration work and expend minimum amounts of money pursuant to the terms
of the granting of petroleum exploration permits in order to maintain rights of tenure.
These commitments may be varied as a result of renegotiations of the terms of the exploration permits, licences or contracts or
alternatively upon their relinquishment. The minimum exploration commitments are less than the normal level of exploration expenditures
expected to be undertaken by the Group.
The Group has the following commitments for expenditure for which no liabilities have been recorded in the financial statements as the
goods or services have not been received, including commitments for non-cancellable lease arrangements where the lease term has not
commenced:
Capital Minimum exploration Leases
Commitments 2019 2018 2019 2018 2019 20181
US$million US$million US$million US$million US$million US$million
Not later than one year 106 112 71 180 1 34
Later than one year but not later
than five years 98 12 251 417 3 106
Later than five years – – 2 3 – 102
204 124 324 600 4 242
1 Refer to note 8.4(c) for a reconciliation of lease commitments disclosed to the lease liability recognised on transition to AASB 16 Leases.
Santos Annual Report 2019 / 93
Financial Report
Notes to the Consolidated Financial Statements
Section 4: Working Capital Management
This section provides information about the Group’s working capital balances and management, including cash flow
information. Cash flow management is a significant consideration in running our business in an efficient and resourceful
manner. We also consider inventories which contribute to the business platform for generating profits and revenues.
4.1 CASH AND CASH EQUIVALENTS
Cash and cash equivalents comprise cash balances and short-term deposits that are readily convertible to cash, are subject to an
insignificant risk of changes in value, and generally have an original maturity of three months or less.
The carrying amounts of cash and cash equivalents represent fair value. Bank balances and short-term deposits earn interest at floating
rates based upon market rates.
2019 2018
US$million US$million
Cash at bank and in hand 344 467
Short-term deposits 723 849
1,067 1,316
(a) Restricted cash balances
In accordance with the terms of the PNG LNG project financing, cash relating to the Group’s interest in undistributed cash
flows from the PNG LNG project is required to be held in restricted bank accounts. As at 31 December 2019 $99 million
(2018: $147 million) was held in these accounts.
(b) Reconciliation of cash flows from operating activities 2019 2018
US$million US$million
Net profit after income tax 674 630
Add/(deduct) non-cash items:
Depreciation and depletion 1,000 667
Exploration and evaluation expensed – unsuccessful wells 24 10
Net impairment loss 61 100
Net loss on fair value derivatives 10 69
Share-based payment expense 12 11
Unwind of the effect of discounting on provisions 53 46
Foreign exchange losses/(gains) 11 (146)
Gain on sale of non-current assets and subsidiaries (12) (112)
Other income associated with disposal (7) –
Other (2) (2)
Net cash provided by operating activities before changes in assets or liabilities 1,824 1,273
Add/(deduct) change in operating assets or liabilities, net of acquisitions
or disposals of businesses:
Increase in trade and other receivables (1) –
(Increase)/decrease in inventories (13) 13
Decrease in other assets 8 4
Increase in net deferred tax assets 221 336
(Decrease)/increase in net current tax liabilities (12) 25
Increase/(decrease) in trade and other payables 32 (60)
Decrease in provisions (13) (13)
Net cash provided by operating activities 2,046 1,578
94 / Santos Annual Report 2019
4.1 CASH AND CASH EQUIVALENTS (CONTINUED)
(c) Reconciliation of liabilities arising from financing activities to financing cash flows
Assets held
Short-term Long-term Lease to hedge
US$million borrowings borrowings liabilities borrowings Total
Balance at 1 January 2018 206 3,674 63 (61) 3,882
Financing cash flows1 (220) 1,193 – – 973
Non-cash changes:
Changes in fair values – (19) (1) 27 7
Reclassification to current liability 977 (977) – – –
Other 3 20 – – 23
Balance at 31 December 2018 966 3,891 62 (34) 4,885
Balance at 1 January 2019 966 3,891 62 (34) 4,885
Lease liabilities recognised on transition to AASB 16 – – 280 – 280
Financing cash flows1 (974) 92 (87) – (969)
Non-cash changes:
Changes in fair values 7 (3) – 8 12
Reclassification to current liability 210 (210) – – –
Additions to lease liabilities – – 172 – 172
Other (13) 30 (2) – 15
Balance at 31 December 2019 196 3,800 425 (26) 4,395
1 Financing cash flows consist of the net amount of proceeds from borrowings, repayments of borrowings and repayment of lease liabilities in the statement of cash flows.
4.2 TRADE AND OTHER RECEIVABLES
Trade and other receivables are initially recognised at transaction price, which in practice is the equivalent of cost, less any impairment
losses.
Long-term receivables are initially recognised at fair value and are subsequently stated at amortised cost, less any impairment losses.
Trade receivables are non-interest-bearing and settlement terms are generally within 30 days.
2019 2018
US$million US$million
Trade receivables 348 368
Other receivables 206 153
554 521
Due to the nature of the Group’s receivables, their carrying amount is considered to approximate their fair value.
The Group applies the simplified approach to providing for expected credit losses for all trade receivables as set out in note 5.5(e).
Santos Annual Report 2019 / 95
Financial Report
Notes to the Consolidated Financial Statements
Section 4: Working Capital Management
4.3 INVENTORIES
Inventories are stated at the lower of cost and net realisable value. Net realisable value is the estimated selling price in the ordinary
course of business, less the estimated costs of completion and selling expenses. Cost is determined as follows:
drilling and maintenance stocks, which include plant spares, consumables and maintenance and drilling tools used for ongoing
operations, are valued at weighted average cost; and
petroleum products, which comprise extracted crude oil, liquefied petroleum gas, condensate and naphtha stored in tanks and
pipeline systems and processed sales gas and ethane stored in subsurface reservoirs, are valued using the absorption cost
method.
2019 2018
US$million US$million
Petroleum products 186 173
Drilling and maintenance stocks 115 115
Total inventories at lower of cost and net realisable value 301 288
Inventories included above that are stated at net realisable value 20 9
4.4 TRADE AND OTHER PAYABLES
Trade and other payables are recognised when the related goods or services are received, at the amount of cash or cash equivalents
that will be required to discharge the obligation, gross of any settlement discount offered. Trade payables are non-interest-bearing and
are settled on normal terms and conditions.
2019 2018
US$million US$million
Trade payables 507 503
Non-trade payables 212 158
719 661
The carrying amounts of trade and other payables are considered to approximate their fair values, due to their short-term nature.
96 / Santos Annual Report 2019
Notes to the Consolidated Financial Statements
Section 5: Funding and Risk Management
Our business has exposure to capital, credit, liquidity and market risks. This section provides information relating to our
management of, as well as our policies for measuring and managing, these risks.
Capital risk management objectives
The Group’s objectives when managing capital are to safeguard its ability to continue as a going concern, allowing returns to
shareholders and benefits for other stakeholders to be maintained, and to retain an efficient capital structure. In order to optimise the
capital structure, the Group may adjust its dividend distribution policy, return capital to shareholders, issue new shares, draw or repay
debt or undertake other corporate initiatives consistent with its strategic objectives.
In applying these objectives, the Group aims to:
minimise the weighted average cost of capital whilst retaining appropriate financial flexibility;
ensure ongoing access to a range of debt and equity markets; and
maintain an investment-grade credit rating.
A range of financial metrics are used to monitor the capital structure including ratios measuring gearing, funds from operations to debt
(“FFO-to-Debt”) and debt to earnings before interest, tax, depreciation and amortisation (“Debt-to-EBITDA”). The Group monitors
these capital structure metrics on both an actual and forecast basis.
At 31 December 2019 Santos Limited’s corporate credit rating was BBB- (stable outlook) from Standard & Poor’s.
5.1 INTEREST-BEARING LOANS AND BORROWINGS
Interest-bearing loans and borrowings are recognised initially at fair value, net of transaction costs incurred. Subsequent to initial
recognition, interest-bearing loans and borrowings are stated at amortised cost with any difference between cost and redemption value
being recognised in the income statement over the period of the borrowings on an effective interest basis. The carrying values of the
Group’s interest-bearing loans and borrowings are shown below.
Fixed-rate notes that are hedged by interest rate swaps are recognised at fair value.
All borrowings are unsecured, with the exception of the secured bank loans and lease liabilities.
All interest-bearing loans and borrowings, with the exception of secured bank loans and lease liabilities, are borrowed through Santos
Finance Ltd, which is a wholly-owned subsidiary of Santos Limited. All interest-bearing loans and borrowings by Santos Finance Ltd are
guaranteed by Santos Limited. Refer to note 3.5 for disclosures related to leases.
2019 2018
Ref US$million US$million
Current
Bank loans – secured (a) 136 156
Bank loans – unsecured (b) 60 657
Long-term notes (c) – 153
196 966
Non-current
Bank loans – secured (a) 1,187 1,318
Bank loans – unsecured (b) 978 1,535
Long-term notes (c) 1,635 1,038
3,800 3,891
Santos Annual Report 2019 / 97
Financial Report
Notes to the Consolidated Financial Statements
Section 5: Funding and Risk Management
5.1 INTEREST-BEARING LOANS AND BORROWINGS (CONTINUED)
The Group’s weighted average interest rate on interest-bearing liabilities was 5.47% for the year ended 31 December 2019 (2018:
5.28%).
(a) Bank loans – secured
Facility PNG LNG
Currency US dollars
Limit $1,371 million (2018: $1,537 million)
Drawn principal $1,371 million (2018: $1,537 million)
Accounting balance $1,323 million (2018: $1,474 million) including prepaid amounts
Effective interest rate 6.45% (2018: 6.10%)
Maturity 2024 and 2026
Other Loan facilities for the PNG LNG project, in which Santos entities hold an equity interest of
13.5%, were entered into by the joint venture participants on 15 December 2009 and are
provided by commercial banks and export credit agencies, bear fixed and floating rates of
interest and have final maturity dates of June 2024 and June 2026 respectively.
Assets pledged as security and restricted cash
The PNG LNG facilities include security over assets and entitlements of the participants
in respect of the project. The total carrying value of the Group’s assets pledged as
security is $2,738 million at 31 December 2019 (2018: $2,762 million).
As referred to in note 4.1, under the terms of the project financing, cash relating to the
Group’s interest in undistributed project cash flows is required to be held in secured bank
accounts.
(b) Bank loans – unsecured
Facility Term bank loans
Currency US dollars
Limit $700 million (2018: $1,200 million)
Drawn principal $700 million (2018: $1,200 million)
Accounting balance $695 million (2018: $1,194 million) including prepaid amounts
Effective interest rate 4.08% (2018: 4.18%)
Maturity 2024
Other Term bank loans bear a floating interest rate. During 2019 Santos repaid the $500 million
2-year bridge facility.
Facility Export credit agency supported loan facilities
Currency US dollars
Limit $343 million (2018: $1,001 million)
Drawn principal $343 million (2018: $1,001 million)
Accounting balance $343 million (2018: $998 million) including prepaid amounts
Effective interest rate 3.75% (2018: 3.02%)
Maturity 2020–2024
Other Loan facilities are supported by various export credit agencies and bear a floating
interest rate. During 2019 Santos repaid the remaining $600 million balance of the
uncovered facility.
98 / Santos Annual Report 2019
5.1 INTEREST-BEARING LOANS AND BORROWINGS (CONTINUED)
(c) Long-term notes
Facility US private placement notes
Currency US dollars
Limit $227 million (2018: $377 million)
Drawn principal $227 million (2018: $377 million)
Accounting balance $255 million (2018: $405 million) including fair value accounting measurement and prepaid
amounts
Effective interest rate 2.89% (2018: 1.58%)
Maturity 2022 and 2027
Other Long-term notes bear a fixed interest rate of 6.45% to 6.81% (2018: 6.30% to 6.81%),
which have been swapped to floating rate commitments.
Facility Regulation-S bond
Currency US dollars
Limit $1,400 million (2018: $800 million)
Drawn principal $1,400 million (2018: $800 million)
Accounting balance $1,380 million (2018: $786 million) including prepaid amounts
Effective interest rate 4.79% (2018: 4.40%)
Maturity 2027 and 2029
Other Both bonds bear fixed interest rates.
5.2 NET FINANCE COSTS
Borrowing costs
Borrowing costs relating to major oil and gas assets under development are capitalised as a component of the cost of development.
Where funds are borrowed specifically for qualifying projects, the actual borrowing costs incurred are capitalised. Where the projects are
funded through general borrowings, the borrowing costs are capitalised based on the weighted average cost of borrowing. Borrowing
costs incurred after commencement of commercial operations are expensed to the income statement.
All other borrowing costs are recognised in the income statement in the period in which they are incurred.
Interest income
Interest income is recognised in the income statement as it accrues using the effective interest method.
2019 2018
US$million US$million
Finance income
Interest income 37 30
Total finance income 37 30
Finance costs
Interest paid to third parties 239 210
Interest on lease liabilities 19 8
Deduct borrowing costs capitalised (15) (6)
243 212
Unwind of the effect of discounting on contract liabilities – deferred revenue 18 –
Unwind of the effect of discounting on provisions 53 46
Total finance costs 314 258
Net finance costs 277 228
Santos Annual Report 2019 / 99
Financial Report
Notes to the Consolidated Financial Statements
Section 5: Funding and Risk Management
5.3 ISSUED CAPITAL
Ordinary share capital
Ordinary share capital is classified as equity. The issued shares do not have a par value and there is no limit on the authorised share
capital of the Company.
Fully paid ordinary shares carry one vote per share, which entitles the holder to participate in dividends and the proceeds on winding
up of the Company in proportion to the number of, and amounts paid on, the shares held. The market price of the Company’s ordinary
shares on 31 December 2019 was A$8.18 (2018: A$5.48).
Transaction costs
Transaction costs of an equity transaction are accounted for as a deduction from equity, net of any related income tax benefit. During
2019 no transaction costs in respect of capital raisings completed have been deducted from equity (2018: $nil).
2019 2018
Movement in ordinary shares Number of Number of 2019 2018
Note shares shares US$million US$million
Balance at 1 January 2,082,979,345 2,083,070,879 9,031 9,034
Issue of new shares 155,000 – 1 –
Shares purchased on-market (Treasury shares) – – (31) (10)
Utilisation of Treasury shares on vesting of
employee share schemes – – 9 7
Replacement of ordinary shares with shares purchased on-market (37,719) (91,534) – –
Balance at 31 December 2,083,096,626 2,082,979,345 9,010 9,031
Included within the Group’s ordinary shares at 31 December 2019 are 10,000 (2018: 10,000) ordinary shares paid to one cent with a
value of $nil (2018: $nil).
Treasury shares
Treasury shares are purchased primarily for use on vesting of employee share schemes. Shares are accounted for at weighted average
cost. During the period, $31 million (2018: $10 million) of Treasury shares were purchased on-market.
2019 2018
Movement in Treasury shares Number of Number of
Note shares shares
Balance at 1 January 1,231,710 587,993
Shares purchased on-market 5,750,000 2,500,000
Treasury shares utilised:
Santos Employee Share1000 Plan 7.2 (150,192) (176,480)
Santos Employee ShareMatch Plan 7.2 (572,196) (439,664)
Utilised on vesting of SARs 7.2 (588,100) (615,471)
Executive STI (deferred shares) 7.2 (696,921) (312,731)
Executive STI (ordinary shares) (88,221) –
2016 Executive sign-on grants – (209,496)
Santos Employee Share1000 Plan (relinquished shares) 2,227 4,093
Replacement of partially paid shares with shares purchased on-market – (15,000)
Issue of new shares 155,000 –
Replacement of ordinary shares with shares purchased on-market (37,719) (91,534)
Balance at 31 December 5,005,588 1,231,710
100 / Santos Annual Report 2019
5.4 RESERVES AND ACCUMULATED LOSSES
The balance of the Group’s reserves and accumulated losses and movements during the period, are disclosed in the statement of
changes in equity.
Foreign currency translation reserve
The Foreign currency translation reserve is used to record foreign exchange differences arising from the translation of the financial
statements of foreign entities from their functional currency to the Group's presentation currency.
Prior to 1 January 2019, the Parent entity (Santos Limited) and certain entities within the Group had a functional currency of Australian
dollars as a result of the economic environment in which they were operating. These entities were translated into the presentation currency
of the Group (US dollars), with exchange differences arising on translation taken to the foreign currency translation reserve in equity.
Effective 1 January 2019, the Parent entity and certain entities within the Group changed functional currency to US dollars, the same
currency as the presentation currency of the Group.
Foreign exchange differences resulting from translation to presentation currency are recognised in the foreign currency translation
reserve and subsequently transferred to the income statement on disposal of the operation.
Hedging reserve
The hedging reserve comprises of the cash flow hedge reserve and the own credit revaluation reserve. The cash flow hedge reserve
comprises the effective portion of the cumulative net change in the fair value of cash flow hedging instruments related to hedged
transactions that have not yet occurred. The own credit risk revaluation reserve comprises the cumulative changes in the fair value
of the financial liabilities designated at fair value through profit or loss attributable to changes in the Group’s own credit risk. Refer to
note 5.5(g) for a reconciliation and movement of cash flow hedge reserve and own credit revaluation reserve.
Accumulated profits reserve
The accumulated profits reserve acts to quarantine profits generated in current and prior periods. The reserve was established during 2015.
Accumulated losses
Accumulated losses represents the cumulative net profits/(losses) that have been generated across the Group.
5.5 FINANCIAL RISK MANAGEMENT
Exposure to foreign currency risk, interest rate risk, commodity price risk, credit risk and liquidity risk arises in the normal course of the
Group’s business. The Group’s overall financial risk management strategy is to seek to ensure that the Group is able to fund its corporate
objectives and meet its obligations to stakeholders. Derivative financial instruments may be used to hedge exposure to fluctuations in
foreign exchange rates, interest rates and commodity prices.
The Group uses various methods to measure the types of financial risk to which it is exposed. These methods include cash flow
at risk and sensitivity analysis in the case of foreign exchange, interest rate and commodity price risk, and ageing and credit rating
concentration analysis for credit risk.
Financial risk management is carried out by a central treasury department (“Treasury”) which operates under Board-approved policies.
The policies govern the framework and principles for overall risk management and cover specific financial risks, such as foreign
exchange risk, interest rate risk and credit risk, approved derivative and non-derivative financial instruments, and liquidity management.
(a) Financial instruments
The Group classifies its financial instruments in the following categories: financial assets at amortised cost, financial assets at fair
value through profit or loss (“FVTPL”), financial assets at fair value through other comprehensive income (“FVOCI”), financial
liabilities at amortised cost, financial liabilities at FVTPL and derivative instruments. The classification depends on the purpose for
which the financial instruments were acquired, which is determined at initial recognition based upon the business model of the
Group.
Financial assets at amortised cost
The Group classifies its financial assets at amortised cost if the asset is held with the objective of collecting contractual cash
ows and the contractual terms give rise on specified dates to cash ows that are solely payments of principal and interest. These
include trade receivables and bank term deposits. Bank term deposits are non-derivative financial assets with fixed or determinable
payments that are not quoted in an active market. They are financial assets at amortised cost and are included in current assets,
except for those with maturities greater than 12 months after the reporting date.
Santos Annual Report 2019 / 101
Financial Report
Notes to the Consolidated Financial Statements
Section 5: Funding and Risk Management
5.5 FINANCIAL RISK MANAGEMENT (CONTINUED)
(a) Financial instruments (continued)
Financial assets at fair value through profit or loss
The Group classifies its financial assets at fair value through profit or loss if they are acquired principally for the purpose of selling
in the short term, i.e. are held for trading. The Group has not elected to designate any financial assets at fair value through profit or
loss.
Financial assets at fair value through other comprehensive income
Financial assets at fair value through other comprehensive income comprise debt securities where the contractual cash flows are
solely principal and interest and the objective of the Group’s business model is achieved both by collecting contractual cash flows
and selling financial assets. Upon disposal, any balance within the OCI reserve for these debt investments is reclassified to retained
earnings.
Financial liabilities
On initial recognition, the Group measures a financial liability at its fair value minus, in the case of a financial liability not at fair value
through profit or loss, transaction costs that are directly attributable to the issue of the financial liability.
After initial recognition, trade payables and interest-bearing loans and borrowings are stated at amortised cost. Fixed-rate notes
that are hedged by an interest rate swap are recognised at fair value. For financial liabilities classified as fair value through profit or
loss, the element of gains or losses attributable to changes in the Group’s own credit risk are recognised in other comprehensive
income.
Policies for the recognition and subsequent measure of derivative liabilities are as outlined below.
Derivative instruments
Derivative financial instruments entered into by the Group for the purpose of managing its exposures to changes in foreign
exchange rates and interest rates arising in the normal course of business qualify for hedge accounting. The principal derivatives
that may be used are forward foreign exchange contracts, cross-currency swaps and interest rate swaps. Commodity derivatives
are also used to manage the Group’s exposure to changes in oil prices. The use of derivative financial instruments is subject to a set
of policies, procedures and limits approved by the Board of Directors. The Group does not trade in derivative financial instruments
for speculative purposes.
The Group holds the following financial instruments:
Financial assets 2019 2018
US$million US$million
Financial assets at amortised cost
Cash and cash equivalents 1,067 1,316
Trade receivables 554 521
Amounts held in escrow – acquisitions1 150 –
Amounts related to acquisitions 39 –
Other 7 1
Financial assets at FVTPL
Equity investments – 2
Derivative financial instruments 28 53
1,845 1,893
1 Amounts represent cash held in escrow for pending acquisitions of assets that have yet to complete as at 31 December.
102 / Santos Annual Report 2019
5.5 FINANCIAL RISK MANAGEMENT (CONTINUED)
(a) Financial instruments (continued)
Financial liabilities 2019 2018
US$million US$million
Financial liabilities at amortised cost
Trade and other payables 719 661
Borrowings at amortised cost 3,741 4,452
Lease liabilities 425 62
Financial liabilities at FVTPL
Borrowings designated at FVTPL 255 405
Derivative financial instruments – 6
Other 34 24
5,174 5,610
The Group’s financial instruments resulted in the following income, expenses, gains and losses recognised in the income statement:
2019 2018
US$million US$million
Interest on cash investments 37 30
Interest on debt held at FVTPL (20) (24)
Interest on debt held at amortised cost (219) (210)
Interest on derivative financial instruments 15 30
Interest accretion on lease liabilities (19) (8)
Fair value gains on debt held at FVTPL 5 15
Fair value losses on derivative financial instruments (15) (84)
Net foreign exchange (losses)/gains (11) 146
(227) (105)
(b) Liquidity
The Group adopts a prudent liquidity risk management strategy and seeks to maintain sufficient liquid assets and available
committed credit facilities to meet short-term to medium-term liquidity requirements. The Group’s objective is to maintain flexibility
in funding to meet ongoing operational requirements, exploration and development expenditure, and other corporate initiatives.
The following tables analyse the contractual maturities of the Group’s financial assets and liabilities held to manage liquidity risk. The
relevant maturity groupings are based on the remaining period to the contractual maturity date, as at 31 December. The amounts
disclosed in the table are the contractual undiscounted cash flows comprising principal and interest repayments. Estimated variable
interest expense is based upon appropriate yield curves as at 31 December.
Santos Annual Report 2019 / 103
Financial Report
Notes to the Consolidated Financial Statements
Section 5: Funding and Risk Management
5.5 FINANCIAL RISK MANAGEMENT (CONTINUED)
(b) Liquidity (continued)
Financial assets and liabilities held to manage liquidity risk Less than 1 to 2 2 to 5 More than
1 year years years 5 years
2019 US$million US$million US$million US$million
Cash and cash equivalents 1,067 – – –
Derivative financial assets
Interest rate swap contracts 13 15 17 3
Non-derivative financial liabilities
Trade and other payables (719) – – –
Lease liabilities (117) (87) (154) (217)
Bank loans (289) (305) (1,697) (391)
Long-term notes (79) (79) (422) (1,659)
(124) (456) (2,256) (2,264)
Financial assets and liabilities held to manage liquidity risk Less than 1 to 2 2 to 5 More than
1 year years years 5 years
2018 US$million US$million US$million US$million
Cash and cash equivalents 1,316 – – –
Derivative financial assets
Interest rate swap contracts 24 15 31 4
Non-derivative financial liabilities
Trade and other payables (675) – – –
Lease liabilities (9) (9) (28) (106)
Bank loans (933) (797) (1,024) (1,414)
Long-term notes (207) (48) (342) (951)
(484) (839) (1,363) (2,467)
(c) Foreign currency risk
Foreign exchange risk arises from commercial transactions and valuations of assets and liabilities that are denominated in a
currency that is not the entity’s functional currency.
The Group is exposed to foreign currency risk principally through the sale of products, borrowings and capital and operating
expenditure incurred in currencies other than the entity’s functional currency. In order to economically hedge foreign currency risk,
the Group may enter into forward foreign exchange, foreign currency swap and foreign currency option contracts.
The Group also has certain investments in domestic and foreign operations whose net assets are exposed to foreign currency
translation risk.
All external borrowings of the Group are denominated in US dollars.
On 1 January 2019, Santos Limited adopted US dollars as its functional currency. US dollar denominated borrowings, previously
held by AU dollar functional currency companies, are now held by US dollar functional currency companies (refer to note 8.4(b)
for further detail). All associated hedges of US dollar denominated investments in foreign operations ($1,407 million principal value)
were terminated on 1 January 2019. As a result, there were no net foreign currency gains or losses arising from translation of US
dollar denominated borrowings recognised in the income statement in 2019.
The Group has AU dollar denominated lease liabilities, and other monetary items, including financial assets and liabilities,
denominated in currencies other than the functional currency of an operation. These items are restated to US dollar equivalents
at each period end, and the associated gain or loss is taken to the income statement. The exception is foreign exchange gains or
losses on foreign currency provisions for restoration at operating sites that are capitalised in oil and gas assets.
104 / Santos Annual Report 2019
5.5 FINANCIAL RISK MANAGEMENT (CONTINUED)
(c) Foreign currency risk (continued)
Sensitivity to foreign currency movement
Based on the Group’s net financial assets and liabilities at 31 December 2019, the estimated impact of a ±15 cent movement
in the Australian dollar exchange rate (2018: ±15 cent) against the US dollar, with all other variables held constant is $13 million
(2018: $21 million) on post-tax profit and $13 million (2018: $1,550 million) on equity.
(d) Market risk
Cash flow and fair value interest rate risk
The Group’s interest rate risk arises from its borrowings. Borrowings issued at variable rates expose the Group to cash flow
interest rate risk. Borrowings issued at fixed rates expose the Group to fair value interest rate risk.
The Group adopts a policy of ensuring that the majority of its exposure to changes in interest rates on borrowings is on a floating
rate basis. Interest rate swaps have been entered into as fair value hedges of long-term notes. When transacted, these swaps
had maturities ranging from 1 to 20 years, aligned with the maturity of the related notes.
The Group’s interest rate swaps have a notional contract amount of $227 million (2018: $1,577 million) and a net fair value of
$26 million (2018: $34 million). The net fair value amounts were recognised as fair value derivatives.
Sensitivity to interest rate movement
Based on the net debt position as at 31 December 2019, taking into account interest rate swaps, it is estimated that if the US
dollar London Interbank Offered Rate (“LIBOR”) interest rates changed by ±0.50% (2018: ±0.50%) and Australian Bank Bill Swap
reference rate (“BBSW”) changed by ±0.50% (2018: ±0.50%), with all other variables held constant, the impact on post-tax profit
is $3 million (2018: $4 million).
This assumes that the change in interest rates is effective from the beginning of the financial year and the net debt position
and fixed/floating mix is constant over the year. However, interest rates and the debt profile of the Group are unlikely to remain
constant and therefore the above sensitivity analysis will be subject to change.
Commodity price risk exposure
The Group is exposed to commodity price fluctuations through the sale of petroleum products and other oil price linked contracts.
The Group may enter into crude oil price swap and option contracts to manage its commodity price risk. At 31 December 2019,
the Group has 6.2 million barrels of open oil price swap and option contracts (2018: 4.9 million), covering 2020 exposures, which
are designated in cash flow hedge relationships. The 3-way collar option structure utilised to hedge 2018 oil exposures did not
qualify for hedge accounting, resulting in movement in fair value being recorded in the income statement during 2018.
(e) Credit risk
Credit risk represents the potential financial loss if counterparties fail to complete their obligations under financial instrument or
customer contracts. Santos employs credit policies which include monitoring exposure to credit risk on an ongoing basis through
management of concentration risk and ageing analysis.
The majority of Santos’ gas contracts are spread across major energy retailers and industrial users. Contracts exist in every
mainland state, whilst the largest customer accounts for less than 16% of sales revenue.
The Group considers the probability of default upon initial recognition of the asset and whether there has been a significant
depreciation in credit quality on an ongoing basis throughout each reporting period. A significant decrease in credit quality is
defined as a debtor being greater than 30 days past due in making a contractual payment. The Group applies the simplified
approach to providing for expected credit losses prescribed by AASB 9, which permits the use of the lifetime expected loss
provision for all trade receivables and contract assets.
A default on a financial asset is when the counterparty fails to make contractual payments within 60 days of when they fall due.
Financial assets are written-off when there is no reasonable expectation of recovery. The Group categorises a loan or receivable
for write-off when a debtor fails to make contractual repayments greater than 120 days past due. Where loans or receivables
have been written-off, the Group continues to engage in enforcement activity to attempt to recover the receivable due. Where
recoveries are made, these are recognised in the income statement.
At 31 December 2019, there were no significant concentrations of credit risk within the Group and financial instruments are spread
amongst a number of financial institutions to minimise the risk of counterparty default.
Santos Annual Report 2019 / 105
Financial Report
Notes to the Consolidated Financial Statements
Section 5: Funding and Risk Management
5.5 FINANCIAL RISK MANAGEMENT (CONTINUED)
(e) Credit risk (continued)
The maximum exposure to financial institution credit risk is represented by the sum of all cash deposits plus accrued interest, bank
account balances and fair value of derivative assets. The Group’s counterparty credit policy limits this exposure to commercial and
investment banks, according to approved credit limits based on the counterparty’s credit rating. The minimum credit rating is A-
from Standard & Poor’s.
Under the simplified approach, determination of the loss allowance provision and expected loss rate incorporates past experience
and forward-looking information, including the outlook for market demand and forward-looking interest rates. As the expected loss
rate at 31 December 2019 is nil (2018: nil), no loss allowance provision has been recorded at 31 December 2019 (2018: $nil).
(f) Fair values
Fair value is the price that would be received to sell an asset or the price that would be paid to transfer a liability in an orderly
transaction between market participants at the measurement date. The fair value measurement is based on the presumption that
the transaction to sell the asset or transfer the liability takes place either:
in the principal market for the asset or liability; or
in the absence of a principal market, in the most advantageous market for the asset or liability that is accessible by
the Group.
The financial assets and liabilities of the Group are all initially recognised in the statement of financial position at their fair values.
Receivables, payables, interest-bearing liabilities and other financial assets and liabilities, which are not subsequently measured at
fair value, are carried at amortised cost. The following summarises the significant methods and assumptions used in estimating the
fair values of financial instruments:
Derivatives
The fair value of interest rate swaps is calculated by discounting estimated future cash flows based on the terms of maturity
of each contract, using market interest rates for a similar instrument at the reporting date.
The fair value of oil derivative contracts is determined by estimating the difference between the relevant market prices and
the contract strike price, for the notional volumes of the derivative contracts.
Financial liabilities
Fair value is calculated based on the present value of future principal and interest cash flows, discounted at the market rate of
interest at the reporting date. Where these cash flows are in a foreign currency, the present value is converted to US dollars at
the foreign exchange spot rate prevailing at the reporting date.
Interest rates used for determining fair value
The interest rates used to discount estimated future cash flows, where applicable, are based on the market yield curve and
credit spreads at the reporting date.
The interest rates including credit spreads used to determine fair value were as follows:
2019 2018
% %
Derivatives 1.5 – 2.1 1.5 – 2.8
Loans and borrowings 1.5 – 2.1 1.5 – 2.8
The Group uses the following hierarchy for determining and disclosing the fair value of financial instruments by valuation technique:
Level 1: quoted (unadjusted) prices in active markets for identical assets and liabilities;
Level 2: other techniques for which all inputs which have a significant effect on the recorded fair value are observable,
either directly or indirectly;
Level 3: techniques which use inputs which have a significant effect on the recorded fair value that are not based on
observable market data.
All of the Group’s financial instruments were valued using the Level 2 valuation technique.
106 / Santos Annual Report 2019
5.5 FINANCIAL RISK MANAGEMENT (CONTINUED)
(g) Derivatives and hedging activity
The Group’s accounting policy for fair value and cash flow hedges are as follows:
Types of hedges Fair value hedges Cash flow hedges
What is it? A derivative or financial instrument designated as A derivative or financial instrument designated
hedging the change in fair value of a recognised to hedge the exposure to variability in cash flows
asset or liability. attributable to a particular risk associated with an
asset, liability or forecast transaction.
Recognition date At the date the instrument is designated as a At the date the instrument is designated as a
hedging instrument. hedging instrument.
Measurement Measured at fair value (refer to note 5.5(f)). Measured at fair value (refer to note 5.5(f)).
Changes in fair value The gains or losses on both the derivative or Changes in the fair value of derivatives designated
financial instrument and hedged asset or liability as cash flow hedges are recognised directly in
attributable to the hedged risk are recognised in other comprehensive income and accumulated in
the income statement immediately. equity in the hedging reserve to the extent that
the hedge is effective.
The gain or loss relating to the effective portion of
interest rate swaps hedging fixed-rate borrowings Ineffectiveness is recognised on a cash flow
is recognised in the income statement within hedge where the cumulative change in the
finance costs, together with the loss or gain in designated component value of the hedging
the fair value of the hedged fixed-rate borrowings instrument exceeds on an absolute basis the
attributable to interest rate risk. change in value of the hedged item attributable
to the hedged risk. In hedges of foreign currency
The gain or loss relating to the ineffective portion
purchases this may arise if the timing of the
is recognised in the income statement within
transaction changes from what was originally
other income or other expenses.
estimated.
If the hedge no longer meets the criteria for
To the extent that the hedge is ineffective,
hedge accounting, the adjustment to the carrying
changes in fair value are recognised immediately
amount of a hedged item, for which the effective
in the income statement within other income or
interest method is used, is amortised to the
other expenses.
income statement over the period to maturity
using a recalculated effective interest rate. Amounts accumulated in equity are transferred
to the income statement or the statement of
Movements in fair value of liabilities designated
financial position, for a non-financial asset, at the
at FVTPL due to changes in the Group’s own
same time as the hedged item is recognised.
credit risk are recorded in the own credit reserve
through OCI and do not get recycled to the When a hedging instrument expires or is sold,
income statement. terminated or exercised, or when a hedge no
longer meets the criteria for hedge accounting,
any cumulative gain or loss existing in equity at
that time remains in equity and is recognised
when the underlying forecast transaction occurs.
When a forecast transaction is no longer expected
to occur, the cumulative gain or loss that was
reported in equity is immediately transferred to
the income statement.
Hedge effectiveness is determined at the inception of the hedge relationship, and through periodic prospective effectiveness
assessments to ensure that an economic relationship exists between the hedged item and hedging instrument. The Group enters
into hedge relationships where the critical terms of the hedging instrument match exactly with the terms of the hedged item, and
so a qualitative assessment of effectiveness is performed. If changes in circumstances affect the terms of the hedged item such
that the critical terms no longer match exactly with the critical terms of the hedging instrument, the Group uses the hypothetical
derivative method to assess effectiveness.
Santos Annual Report 2019 / 107
Financial Report
Notes to the Consolidated Financial Statements
Section 5: Funding and Risk Management
5.5 FINANCIAL RISK MANAGEMENT (CONTINUED)
(g) Derivatives and hedging activity (continued)
Hedge of monetary assets and liabilities
When a derivative financial instrument is used to hedge economically the foreign exchange exposure of a recognised monetary
asset or liability, hedge accounting is not applied and any gain or loss on the hedging instrument is recognised in the income
statement.
Hedge of net investment in a foreign operation
The gain or loss on an instrument used to hedge a net investment in a foreign operation is recognised directly in equity. On disposal
of the foreign operation, the cumulative value of any such gains or losses recognised directly in equity is transferred to the income
statement. There was no such hedging activity during 2019.
Other financial assets and liabilities
The table below contains all other financial assets and liabilities as shown in the statement of financial position, including derivative
financial instruments used for hedging:
2019 2018
US$million US$million
Current assets
Commodity derivatives (oil hedges) 2 19
Interest rate swap contracts – 8
Amounts held in escrow – acquisitions 150 –
Amounts related to acquisitions 39 –
Other 4 1
195 28
Non-current assets
Interest rate swap contracts 26 26
Equity investments – 2
Defined benefit surplus – 3
Other 3 –
29 31
Current liabilities
Commodity derivatives (oil hedges) – 6
Other 5 –
5 6
Non-current liabilities
Lease incentive 7 –
Other 22 24
29 24
108 / Santos Annual Report 2019
5.5 FINANCIAL RISK MANAGEMENT (CONTINUED)
(g) Derivatives and hedging activity (continued)
The effects of applying hedge accounting on the Group’s financial position and performance are as follows:
Fair value hedge: Derivative financial instruments –
Interest rate swap contracts 2019 2018
US$million US$million
Carrying amount 26 34
Notional amount 227 1,577
Maturity date 2022–2027 2019–2027
Hedge ratio1 1:1 1:1
Change in value of outstanding hedging instruments since 1 January (8) (27)
Change in value of hedged item used to determine hedge effectiveness 8 27
Weighted average hedged rate 1.75% 1.10%
Cash flow hedge: Derivative financial instruments – Oil derivative contracts 2019 2018
US$million US$million
Carrying amount 2 19
Notional amount (mmbbl) 6.2 4.9
Maturity date 2020 2019
Hedge ratio1 1:1 1:1
Change in value of outstanding hedging instruments since 1 January (17) 19
Change in value of hedged item used to determine hedge effectiveness 17 (19)
Weighted average hedged rate $54.19 $50.88
Reserves – Cash flow hedge reserve 2019 2018
US$million US$million
Balance at 1 January (8) (5)
Add: Change in fair value of hedging instrument recognised in OCI for the year
(effective portion) 8 (4)
Less: Deferred tax (2) 1
Balance at 31 December (2) (8)
Reserves – Own credit revaluation reserve 2019 2018
US$million US$million
Balance at 1 January 21 21
Add: Fair value changes on financial liabilities designated at fair value
due to own credit risk 6 –
Less: Deferred tax (1) –
Less: Reclassified to retained earnings (14) –
Balance at 31 December 12 21
1 The value of the derivative contract is the same as the value of the underlying instrument that is being hedged. Therefore, the hedge ratio is 1:1.
Santos Annual Report 2019 / 109
Financial Report
Notes to the Consolidated Financial Statements
Section 6: Group Structure
This section provides information which will help users understand how the Group structure affects the financial position
and performance of the Group as a whole. Specifically, it contains information about consolidated entities, acquisitions and
disposals of subsidiaries, joint arrangements as well as parties to the Deed of Cross Guarantee under which each company
guarantees the debts of others.
6.1 CONSOLIDATED ENTITIES
Subsidiaries are entities controlled by the Company. Control exists when the Company is exposed to, or has the rights to, variable
returns from its involvement with an entity and has the ability to affect those returns through its power over the entity. The financial
statements of subsidiaries are included in the consolidated financial statements from the date that control commences until the date
that control ceases.
Acquisitions of subsidiaries are accounted for using the acquisition method of accounting. The cost of an acquisition is measured as the
aggregate of the consideration transferred, measured at acquisition date fair value and the amount of any non-controlling interest in
the acquiree. For each business combination, the Group measures the non-controlling interest in the acquiree at the lower of either fair
value or the proportionate share of the acquiree’s identifiable net assets.
When the Group acquires a business, it assesses the financial assets and liabilities assumed for appropriate classification and designation
in accordance with the contractual terms, economic circumstances and pertinent conditions as at the acquisition date.
If the business combination is achieved in stages, the previously held equity interest is remeasured at its acquisition date fair value and
any resulting gain or loss is recognised in the income statement.
Any contingent consideration to be transferred by the acquirer will be recognised at fair value at the acquisition date. Subsequent
changes to the fair value of the contingent consideration which is deemed to be an asset or liability will be recognised in accordance
with AASB 9 either in the income statement or as a charge to other comprehensive income. If the contingent consideration is classified
as equity, it shall not be remeasured until it is finally settled within equity. In instances where the contingent consideration does not fall
within the scope of AASB 9, it is measured in accordance with the appropriate AASB standard.
A change in ownership interest of a subsidiary that does not result in the loss of control is accounted for as an equity transaction.
Intra-group balances and any unrealised gains and losses or income and expenses arising from intra-group transactions are eliminated in
preparing the consolidated financial statements.
110 / Santos Annual Report 2019
6.1 CONSOLIDATED ENTITIES (CONTINUED)
Name Country of incorporation Name Country of incorporation
Santos Limited1 (Parent Company) AUS Santos Sangu Field Ltd GBR
Controlled entities: Santos (UK) Limited GBR
Alliance Petroleum Australia Pty Ltd1 AUS Controlled entities of Santos (UK) Limited
Basin Oil Pty Ltd1 AUS Santos Northwest Natuna B.V. NLD
Bridgefield Pty Ltd AUS Santos Vietnam Pty Ltd AUS
Bridge Oil Developments Pty Ltd1 AUS Santos (JPDA 91–12) Pty Ltd AUS
Bronco Energy Pty Ltd1 AUS Santos (NARNL Cooper) Pty Ltd1 AUS
Doce Pty Ltd AUS Santos NSW Pty Ltd AUS
Fairview Pipeline Pty Ltd1 AUS Controlled entities of Santos NSW Pty Ltd
Gidgealpa Oil Pty Ltd AUS Santos NSW (Betel) Pty Ltd AUS
Moonie Pipeline Company Pty Ltd AUS Santos NSW (Hillgrove) Pty Ltd AUS
Reef Oil Pty Ltd1 AUS Santos NSW (Holdings) Pty Ltd AUS
Santos Australian Hydrocarbons Pty Ltd AUS Controlled entities of Santos NSW (Holdings)
Santos (BOL) Pty Ltd1 AUS Pty Ltd
Controlled entity of Santos (BOL) Pty Ltd Santos NSW (LNGN) Pty Ltd AUS
Bridge Oil Exploration Pty Ltd AUS Santos NSW (Pipeline) Pty Ltd AUS
Santos Browse Pty Ltd AUS Santos NSW (Narrabri Energy) Pty Ltd AUS
Santos CSG Pty Ltd1 AUS Controlled entity of Santos NSW (Narrabri Energy)
Santos Darwin LNG Pty Ltd AUS Pty Ltd
Santos Direct Pty Ltd AUS Santos NSW (Eastern) Pty Ltd AUS
Santos Finance Ltd AUS Santos NSW (Narrabri Power) Pty Ltd AUS
Santos GLNG Pty Ltd AUS Santos NSW (Operations) Pty Ltd AUS
Controlled entity of Santos GLNG Pty Ltd Santos (N.T.) Pty Ltd AUS
Santos GLNG Corp USA Controlled entity of Santos (N.T.) Pty Ltd
Santos Infrastructure WA Holdings Pty Ltd1,2 AUS Bonaparte Gas & Oil Pty Ltd AUS
Controlled entities of Santos Infrastructure WA Santos Offshore Pty Ltd1 AUS
Holdings Pty Ltd Santos Petroleum Pty Ltd1 AUS
Santos Devil Creek Pty Ltd1,2 AUS Santos QLD Upstream Developments Pty Ltd AUS
Santos Resources Pty Ltd AUS Santos QNT Pty Ltd1 AUS
Santos International Holdings Pty Ltd AUS Controlled entities of Santos QNT Pty Ltd
Controlled entities of Santos International Holdings Outback Energy Hunter Pty Ltd AUS
Pty Ltd Santos QNT (No. 1) Pty Ltd1 AUS
Barracuda Ltd PNG Controlled entities of Santos QNT (No. 1) Pty Ltd
Lavana Ltd PNG TMOC Exploration Proprietary Limited AUS
Sanro Insurance Pte Ltd SGP Santos QNT (No. 2) Pty Ltd AUS
Santos Americas and Europe LLC3 USA Controlled entity of Santos QNT (No. 2) Pty Ltd
Controlled entities of Santos Americas and Petromin Pty Ltd AUS
Europe LLC Santos TPC Pty Ltd AUS
Santos TPY LLC3 USA Santos Wilga Park Pty Ltd AUS
Controlled entities of Santos TPY LLC Santos (TGR) Pty Ltd AUS
Santos Queensland LLC3 USA Santos Timor Sea Pipeline Pty Ltd AUS
Santos TOG LLC3 USA Santos Ventures Pty Ltd AUS
Controlled entities of Santos TOG LLC Santos WA Holdings Pty Ltd1 AUS
Santos TPY CSG LLC3 USA Controlled entities of Santos WA Holdings Pty Ltd
Santos TOGA Pty Ltd AUS Santos KOTN Holdings Pty Ltd2 AUS
Santos Bangladesh Ltd GBR Controlled entities of Santos KOTN
Santos (BBF) Pty Ltd AUS Holdings Pty Ltd
Santos Hides Ltd PNG Santos KOTN Pty Ltd2 AUS
Santos P’nyang Ltd PNG Santos WA AEC Pty Ltd1 AUS
Santos Annual Report 2019 / 111
Financial Report
Notes to the Consolidated Financial Statements
Section 6: Group Structure
Name Country of incorporation Name Country of incorporation
Santos WA Energy Holdings Pty Ltd1 AUS Santos WA Management Pty Ltd AUS
Controlled entities of Santos WA Energy Holdings Controlled entities of Santos Management
Pty Ltd Pty Ltd
Santos WA Asset Holdings Pty Ltd1 AUS Santos WA Finance Holdings
Controlled entities of Santos WA Asset Pty Limited AUS
Holdings Pty Ltd Controlled entities of Santos WA
Santos WA Lowendal Pty Limited AUS Finance Holdings Pty Limited
Santos WA International Pty Ltd AUS Santos WA Finance General
Harriet (Onyx) Pty Ltd1 AUS Partnership AUS
Santos WA Energy Limited1 AUS Santos WA PVG Holdings Pty Ltd1 AUS
Controlled entities of Santos WA Controlled entities of Santos WA PVG Holdings
Energy Limited Pty Ltd
Ningaloo Vision Holdings Pte. Ltd SGP Santos WA PVG Pty Ltd1 AUS
Northwest Jetty Services Pty Ltd AUS SESAP Pty Ltd AUS
Santos WA DC Pty Ltd2 AUS Vamgas Pty Ltd1 AUS
Santos WA (Exmouth) Pty Ltd AUS Notes
1 Company is party to a Deed of Cross Guarantee (refer note 6.5).
Santos WA East Spar Pty Limited1 AUS
2 Companies incorporated during the 2019 financial year.
Santos WA Julimar Holdings Pty Ltd AUS 3 Companies changed from Corporations to Limited Liability Companies.
Santos WA Kersail Pty Ltd1 AUS Country of incorporation
Santos WA LNG Pty Ltd AUS AUS – Australia
Santos WA Northwest Pty Ltd1 AUS GBR – United Kingdom
NLD – Netherlands
Santos WA Onshore Holdings Pty Ltd AUS
PNG – Papua New Guinea
Santos WA Southwest Pty Limited1 AUS SGP – Singapore
Santos WA Varanus Island Pty Ltd AUS USA – United States of America
112 / Santos Annual Report 2019
6.2 ACQUISITIONS AND DISPOSALS OF SUBSIDIARIES
(a) Acquisitions
On 27 November 2018 the Group acquired 100% of the shares in Quadrant Energy, an Australian oil and gas producer. Finalisation
of the purchase price accounting was completed within the 12-month measurement period, resulting in changes to the provisional
fair values presented in the 31 December 2018 Financial Report.
Details of the revised purchase consideration, net identifiable assets acquired and goodwill are as follows:
Fair value of net identifiable assets and goodwill acquired on acquisition date Final Provisional
US$million US$million
Cash 174 174
Trade and other receivables 148 148
Net contract assets 152 104
Inventories 52 52
Exploration and evaluation assets 588 610
Oil and gas assets 2,300 2,241
Other land, buildings and equipment 23 23
Trade and other payables (76) (76)
Deferred revenue (209) (136)
Restoration provision (903) (903)
Employee provisions (32) (32)
Other provisions (86) (74)
Current tax liability (24) (24)
Interest-bearing liabilities (533) (533)
Deferred tax assets 695 699
Deferred tax liabilities (1,176) (1,327)
Net deferred tax liability (481) (628)
Net identifiable assets acquired 1,093 946
Goodwill arising on acquisition 481 628
Purchase consideration transferred 1,574 1,574
The finalisation of acquisition accounting resulted in a number of fair value adjustments completed during the measurement
period, including a $147 million reduction in the deferred tax liability (and corresponding reduction in the goodwill balance
recorded). This relates to the finalisation of tax bases associated with the acquired net assets. Other adjustments were not
significant and did not impact the total fair value of net identified assets acquired.
The prior year balances have been restated to reflect the final fair value adjustments, to the extent these were identified
during the measurement period. Due to the offsetting nature of adjustments there is no impact on reported net assets, profit
after tax, or comprehensive income as previously disclosed for the comparative period.
Santos Annual Report 2019 / 113
Financial Report
Notes to the Consolidated Financial Statements
Section 6: Group Structure
6.2 ACQUISITIONS AND DISPOSALS OF SUBSIDIARIES (CONTINUED)
(a) Acquisitions (continued)
Goodwill
Goodwill arising from the acquisition has been recognised as the excess of consideration paid above the fair value of the assets
acquired and liabilities assumed as part of the business combination. The goodwill is attributable solely to the net deferred tax
liability recognised on acquisition, in accordance with accounting standards. The deferred tax liability that leads to the goodwill
being created primarily arises as a consequence of PRRT being treated as an income tax in accordance with Australian Accounting
Standards. The deferred income tax liability arises because the assets acquired are subject to the PRRT regime, and the historical
expenditure incurred has already been deducted for PRRT purposes. The PRRT deferred tax liability is deductible for income tax
purposes and a corresponding income tax deferred tax asset arises on acquisition.
Refer to note 3.3 for accounting policy with regards to impairment of goodwill.
Business combination accounting
The Company typically uses a discounted cash flow model to estimate the expected future cash flows of the oil and gas assets
acquired, based on 2P reserves at acquisition date. The expected future cash flows are based on estimates of future production
and commodity prices, operating costs, and forecast capital expenditures using the life-of-field models as at the acquisition date.
Contingent and prospective resources are separately valued using methods including expected future cash flow models and
resource multiples established by evaluating recent comparable transactions. These amounts are included in “Exploration and
evaluation assets”.
Contractual assets and liabilities are recognised in respect of gas sales agreements ("GSAs") and other contractual arrangements,
which are required to be recognised at fair value under the accounting standards. Valuations of contracts are calculated taking into
account the difference between the market prices and contract prices, adjusted for the time value of money.
Restoration provisions are recognised on acquisition at fair value, taking into account the risks associated with the specific
restoration obligations. Other provisions are measured by estimating amounts expected to be paid to settle the obligations if it is
probable that an outflow of resources embodying economic benefits will be required to settle the obligation, and a reliable estimate
can be made of the amount of the obligation.
Contingent assets and liabilities arising in a business combination are accounted for in accordance with AASB 3 Business
Combinations. For contingent liabilities an amount is recognised at fair value at acquisition date if there is a present obligation,
arising from a past event that can be reliably measured, even if it is not probable that an outflow of resources will be required
to settle the obligation. Under AASB 3 an indemnification asset in a business combination is measured on the same basis as the
indemnified item, subject to any valuation allowance recorded.
A number of performance guarantees were in place, over subsidiaries acquired, for fulfilment of obligations on contracts. There
is a floating charge in place over certain assets of those subsidiaries, which ranks subordinate to the external debt in place. As at
the date of this report the Group expects to meet all current obligations under the contracts and as a result, no provision has been
recognised in the financial statements for these guarantees.
(b) Disposals
There were no disposals of subsidiaries during 2019.
114 / Santos Annual Report 2019
6.3 JOINT ARRANGEMENTS
The Group’s investments in joint arrangements are classified as either joint operations or joint ventures depending on the contractual
rights and obligations each investor has, rather than the legal structure of the joint arrangement. Santos’ exploration and production
activities are often conducted through joint arrangements governed by joint operating agreements, production sharing contracts or
similar contractual relationships.
The differences between joint operations and joint ventures are as follows:
Types of arrangement Joint operation Joint venture
Characteristics A joint operation involves the joint control, The Group has interests in joint ventures,
and often the joint ownership, of assets whereby the venturers have contractual
contributed to, or acquired for the purpose arrangements that establish joint control over
of, the joint operation. The assets are used the economic activities of the entities.
to obtain benefits for the parties to the joint
operation and are dedicated to that purpose.
Rights and obligations Each party has control over its share of Parties that have joint control of the
future economic benefits through its share arrangement have rights to the net assets
of the joint operation, and has rights to the of the arrangement.
assets, and obligations for the liabilities,
relating to the arrangement.
Accounting method The interests of the Group in joint operations The Group recognises its interest in joint
are brought to account by recognising the ventures using the equity method of accounting.
Group’s share of jointly controlled assets,
Under the equity method, the investment
share of expenses and liabilities incurred,
in a joint venture is initially recognised in the
and the income from its share of the
Group’s statement of financial position at cost
production of the joint operation.
and adjusted thereafter to recognise the post-
acquisition changes to the Group’s share of net
assets of the joint venture. After application
of the equity method, the Group determines
whether it is necessary to recognise any
impairment loss with respect to the Group’s
net investment in the joint venture.
The Group’s share of the joint venture’s post-
acquisition profits or losses is recognised in
the income statement and its share of post-
acquisition movements in reserves is recognised
in the statement of changes in equity and, when
applicable, in the statement of comprehensive
income. Dividends receivable from the joint
venture reduce the carrying amount of the
investment in the consolidated financial
statements of the Group.
Santos Annual Report 2019 / 115
Financial Report
Notes to the Consolidated Financial Statements
Section 6: Group Structure
6.3 JOINT ARRANGEMENTS (CONTINUED)
(a) Joint operations
The following are the material joint operations in which the Group has an interest:
Area of cash-generating 2019 2018
Joint operation unit/area of interest Principal activities % Interest % Interest
Oil and gas assets – Producing assets
Barrow Island Barrow Oil production 28.6 28.6
Bayu-Undan Bayu-Undan Gas and liquids production 11.5 11.5
Combabula GLNG Gas production 7.3 7.3
Fairview GLNG Gas production 22.8 22.8
GLNG Downstream GLNG LNG facilities 30.0 30.0
Halyard/Spar Varanus Island Gas production 100.0 100.0
Harriet Barrow-HJV Oil and gas production 100.0 100.0
John Brookes Varanus Island Gas production 100.0 100.0
Macedon/Pyrenees North Carnarvon Oil and gas production 28.6 28.6
PNG LNG PNG LNG Gas and liquids production 13.5 13.5
Reindeer Reindeer Gas production 100.0 100.0
Roma GLNG Gas production 30.0 30.0
SA Fixed Factor Area Cooper Basin Oil and gas production 66.6 66.6
SWQ Unit Cooper Basin Gas production 60.1 60.1
Exploration and evaluation assets
Caldita/Barossa Bonaparte Basin Contingent gas resource 25.0 25.0
EP161, EP162 and EP189 McArthur Basin Contingent gas resource 75.0 75.0
WA-435-P, WA-437-P Bedout Contingent oil and gas 80.0 80.0
WA-436-P, WA-438-P Bedout Oil and gas exploration 70.0 70.0
WA-58-R (WA-274-P) Bonaparte Basin Gas development 30.0 30.0
WA-80-R Browse Contingent gas resource 47.8 47.8
WA-281-P Browse Gas and liquids exploration 70.5 70.5
Muruk 1 PNG Gas and liquids exploration 20.0 20.0
Petrel Bonaparte Basin Contingent gas resource 40.3 40.3
PRL-9 PNG Gas and liquids exploration 40.0 40.0
Tern, Frigate1 Bonaparte Basin Contingent gas resource 100.0 46.0
1 Santos acquired an additional 54% interest in Tern and Frigate during 2019, resulting in Santos’ interest increasing to 100%.
116 / Santos Annual Report 2019
6.3 JOINT ARRANGEMENTS (CONTINUED)
(b) Share of investments in joint ventures
The Group’s only material joint venture is Darwin LNG Pty Ltd, which operates the Darwin LNG liquefaction facility that currently
processes gas from the Bayu-Undan gas fields.
Summarised financial information of the joint venture, based on the amounts presented in its financial statements, and a
reconciliation to the carrying amount of the investment in the consolidated financial statements, are set out below:
Share of investment in Darwin LNG Pty Ltd 2019 2018
US$million US$million
Reconciliation to carrying amount:
Opening net assets 1 January 267 375
Net profit for the period 70 38
Reduction in capital (113) (120)
Dividends paid (108) (26)
Closing net assets 31 December 116 267
Group’s share (%) 11.5% 11.5%
Group’s share of closing net assets 13 31
Carrying amount of investments in joint ventures 13 31
Summarised statement of comprehensive income:
Net profit for the period 70 38
Other comprehensive income – –
Total comprehensive income 70 38
Group’s share of net profit 8 4
Dividends received from joint venture 12 3
The following are the joint ventures in which the Group has an interest, including those which are immaterial:
2019 2018
Joint venture % Interest % Interest
Darwin LNG Pty Ltd 11.5 11.5
GLNG Operations Pty Ltd 30.0 30.0
GLNG Property Pty Ltd 30.0 30.0
(c) Income from all joint ventures
A reconciliation of the Group’s total income from all joint ventures:
2019 2018
US$million US$million
Share of Darwin LNG Pty Ltd net profits 8 4
Total share of net profits 8 4
At 31 December 2019, the Group reassessed the carrying amount of its investments in joint ventures for indicators of impairment.
As a result, no impairment was recorded (2018: $nil).
Santos Annual Report 2019 / 117
Financial Report
Notes to the Consolidated Financial Statements
Section 6: Group Structure
6.4 PARENT ENTITY DISCLOSURES
Selected financial information of the ultimate parent entity in the Group, Santos Limited, is as follows:
2019 2018
US$million US$million
Net profit for the period 594 1,082
Total comprehensive income 594 1,084
Current assets 632 353
Total assets 8,608 10,512
Current liabilities 241 309
Total liabilities 652 2,912
Issued capital 9,037 9,036
Accumulated profits reserve 1,734 1,585
Other reserves (1,306) (1,306)
Accumulated losses (1,509) (1,715)
Total equity 7,956 7,600
Commitments of the parent entity
The parent entity’s commitments are:
Capital expenditure commitments 38 42
Minimum exploration commitments 12 25
Guarantees entered into by the parent entity in relation to the debts of its subsidiaries
All interest-bearing loans and borrowings, as disclosed in note 5.1, with the exception of the lease liabilities and secured bank loans, are
arranged through Santos Finance Ltd, which is a wholly-owned subsidiary of Santos Limited. All interest-bearing loans and borrowings of
Santos Finance Ltd are guaranteed by Santos Limited.
Contingent liabilities of the parent entity
Contingent liabilities arise in the ordinary course of business through claims against Santos Limited, including contractual, third-party and
contractor claims. In most instances it is not possible to reasonably predict the outcome of these claims, and as at reporting date Santos
Limited believes that the aggregate of such claims will not materially impact the Company’s Financial Report.
118 / Santos Annual Report 2019
6.5 DEED OF CROSS GUARANTEE
Pursuant to ASIC Corporations (Wholly-owned Companies) Instrument 2016/785 (“the Instrument”), the Company and each of
the wholly-owned subsidiaries identified in note 6.1 (collectively, “the Closed Group”) are relieved from the Corporations Act 2001
requirements for preparation, audit and lodgement of their financial reports.
As a condition of the Instrument, the Closed Group has entered into a Deed of Cross Guarantee (“the Deed”). The effect of the Deed is
that the Company has guaranteed to pay any deficiency in the event of winding up of any of the subsidiaries under certain provisions of
the Corporations Act 2001. The subsidiaries have also given a similar guarantee in the event that the Company is wound up.
Set out below is a consolidated income statement, consolidated statement of comprehensive income and summary of movements in
consolidated accumulated losses for the year ended 31 December 2019 of the Closed Group.
2019 2018
US$million US$million
Consolidated income statement
Product sales 2,288 1,585
Cost of sales (1,683) (1,149)
Gross profit 605 436
Other revenue 101 95
Other income 176 465
Other expenses (111) (187)
Reversal of impairment of non-current assets 342 242
Interest income 12 43
Finance costs (217) –
Profit before tax 908 1,094
Income tax expense (108) (123)
Royalty-related tax expense (22) (23)
Total tax expense (130) (146)
Net profit for the period 778 948
Consolidated statement of comprehensive income
Net profit for the period 778 948
Other comprehensive income, net of tax:
Net actuarial gain on defined benefit plan – 2
Total comprehensive income 778 950
Summary of movements in the Closed Group’s accumulated losses:
Accumulated losses at 1 January (2,260) (2,153)
Opening balance adjustment on adoption of new accounting standard (6) –
Adjusted accumulated losses at 1 January (2,266) (2,153)
Transfer to accumulated profits reserve (400) (1,063)
Net profit for the period 778 948
Net actuarial gain on defined benefit plan – 2
Share-based payment transactions 12 6
Adjustments for companies added to the Deed during the year (705) –
Accumulated losses at 31 December (2,581) (2,260)
Santos Annual Report 2019 / 119
Financial Report
Notes to the Consolidated Financial Statements
Section 6: Group Structure
6.5 DEED OF CROSS GUARANTEE (CONTINUED)
Set out below is a consolidated statement of financial position as at 31 December 2019 of the Closed Group.
2019 2018
US$million US$million
Current assets
Cash and cash equivalents 119 98
Trade and other receivables 4,159 2,856
Other current assets 245 147
Total current assets 4,523 3,101
Non-current assets
Other financial assets 6,768 8,221
Exploration and evaluation assets 986 192
Oil and gas assets 4,440 2,064
Other non-current assets 1,422 650
Total non-current assets 13,616 11,127
Total assets 18,139 14,228
Current liabilities
Trade and other payables 6,072 2,500
Other current liabilities 269 100
Total current liabilities 6,341 2,600
Non-current liabilities
Interest-bearing loans and borrowings 2,817 3,713
Provisions 1,926 842
Other non-current liabilities 281 114
Total non-current liabilities 5,024 4,669
Total liabilities 11,365 7,269
Net assets 6,774 6,959
Equity
Issued capital 9,037 9,036
Reserves 318 183
Accumulated losses (2,581) (2,260)
Total equity 6,774 6,959
120 / Santos Annual Report 2019
Notes to the Consolidated Financial Statements
Section 7: People
This section includes information relating to the various programs the Group uses to reward and recognise our people.
It includes details of our employee benefits, share-based payment schemes and key management personnel.
7.1 EMPLOYEE BENEFITS
Wages, salaries and sick leave
Liabilities for wages and salaries, including non-monetary benefits that are expected to be settled within 12 months of the reporting
date, are recognised in respect of employee service up to the reporting date. They are measured at the amounts expected to be paid
when the liabilities are settled. Expenses for non-vesting sick leave are recognised when the leave is taken and are measured at the
rates paid or payable.
Long-term service benefits
Liabilities for long service leave and annual leave that is not expected to be taken within 12 months of the respective service being
provided, are recognised and measured at the present value of the estimated future cash outflows to be made in respect of employee
service up to the reporting date.
Defined benefit plan
Effective 31 October 2019, the defined benefit entitlements under the defined benefit fund were converted to accumulation benefits
under the existing Santos Superannuation Plan. The defined benefit plan has therefore been closed.
The Group’s net obligation in respect of the defined benefit superannuation plan is calculated by estimating the discounted amount of
future benefits that employees have earned in relation to their service in the current and prior periods and deducting the fair value of
any plan assets. Actuarial gains or losses that arise in calculating the Group’s obligation in respect of the plan are recognised directly in
retained earnings.
Defined benefit members of the Santos Superannuation Plan receive a lump sum benefit on retirement, death, disablement or
withdrawal. During the period, an expense of $nil (2018: $4 million) was recorded in relation to the defined benefit plan, up to the date of
conversion.
The remaining net defined benefit surplus of $4 million, at the date of conversion, will be utilised to fund contributions to the Santos
Superannuation Plan accumulation fund, of which $1 million has been used to 31 December 2019. There will be no further contributions
made to the defined benefit superannuation plan as this has been closed.
Defined contribution plans
The Group makes contributions to several defined contribution superannuation plans. Obligations for contributions are recognised as an
expense in the income statement as incurred. The amount incurred during the year was $10 million (2018: $8 million).
The following amounts are recognised in the Group’s statement of financial position in relation to employee benefits:
2019 2018
US$million US$million
Current assets
Defined contribution surplus 3 –
Non-current assets
Defined benefit surplus – 3
Current provisions
Employee benefits 56 55
Non-current provisions
Employee benefits 12 9
Defined benefit obligations – 1
Total non-current provisions 12 10
Total employee benefits provisions 68 65
Santos Annual Report 2019 / 121
Financial Report
Notes to the Consolidated Financial Statements
Section 7: People
7.2 SHARE-BASED PAYMENT PLANS
The Group provides benefits to employees of the Group through share-based incentives. Employees are paid for their services or
incentivised for their performance in part through shares or rights over shares.
There are two main share-based payment plans: equity-settled share-based payment plans and cash-settled share-based payment
plans. The equity-settled plans consist of the general employee share-based payment plans, Executive Long-Term Incentive share-based
payment plans and Executive Short-Term Incentive share-based payment plans.
The amounts recognised in the income statement of the Group during the financial year in relation to shares issued under the share
plans are summarised as follows:
2019 2018
US$000 US$000
Employee expenses:
General employee share plans:
Share1000 Plan (724) (824)
ShareMatch Plan (matched SARs) (1,857) (1,947)
Executive Long-Term Incentive share-based payment plans –
equity settled (11,068) (5,693)
Executive Short-Term Incentive share-based payment plans –
equity settled (3,194) (2,244)
(16,843) (10,708)
The net impact on accumulated losses from share-based payment plans, net of Treasury shares utilised in the current year, is $12 million.
The net impact on accumulated losses from share-based payment plans in 2018 was $6 million.
122 / Santos Annual Report 2019
7.2 SHARE-BASED PAYMENT PLANS (CONTINUED)
(a) Equity-settled share-based payment plans
The cost of equity-settled transactions is determined by the fair value at the grant date using an appropriate valuation model.
The cost is recognised, together with a corresponding increase in other capital reserves in equity, over the period in which the
performance and/or service conditions are met. Currently, the Company has four equity-settled share-based payment plans in
operation, the details of which are as follows:
i. General employee share plans
Santos operates two general employee share plans, the Share1000 Plan and the ShareMatch Plan. Eligible employees have the
option to participate in either the Share1000 Plan or the ShareMatch Plan. Members of the Executive Committee (“Excom”),
Directors of the Company, casual employees, employees on fixed-term contracts and employees on international assignment
are excluded from participating in the Share1000 Plan and the ShareMatch Plan.
Share1000 ShareMatch
What is it? The Share1000 Plan provides for grants of fully The ShareMatch Plan allows for the purchase of
paid ordinary shares up to a value determined shares through salary sacrificing up to A$5,000
by the Board, which in 2019 was A$1,000 per over a maximum 12-month period, and to receive
employee (2018: A$1,000). matched SARs at a 1:1 ratio or as otherwise set by
the Board.
The employee’s Subject to restrictions until the earlier of the Upon vesting, subject to restrictions until
ownership and right expiration of the three-year restriction period the earlier of the expiration of the three-year
to deal with them and the time when the employee ceases to be restriction period and the time when he or she
in employment. ceases to be an employee.
How is the fair The fair value of these shares is recognised The fair value of the shares is recognised as an
value recognised? as an employee expense with a corresponding increase in issued capital and a corresponding
increase in issued capital, and the fair value per increase in loans receivable. The fair value per
share is determined by the Volume Weighted share is determined by the VWAP of ordinary
Average Price (“VWAP”) of ordinary Santos Santos shares on the ASX during the week up to
shares on the ASX during the week up to and and including the date of issue of the shares.
including the date of issue of the shares.
The fair value of services required in return for
matched SARs granted is measured by reference
to the fair value of matched SARs granted. The
estimate of the fair value of the services received
is measured by discounting the share price on the
grant date using the assumed dividend yield and
recognised as an employee expense for the term
of the matched SARs.
The following shares were issued pursuant to the employee share plans during the period:
Share1000 Plan ShareMatch Plan
Fair value Fair value
Issued shares per share Issued shares per share
Year Issue date No. A$ No. A$
2019 24 July 2019 150,192 6.94 572,196 6.94
2018 9 July 2018 176,480 6.24 439,664 6.24
Santos Annual Report 2019 / 123
Financial Report
Notes to the Consolidated Financial Statements
Section 7: People
7.2 SHARE-BASED PAYMENT PLANS (CONTINUED)
i. General employee share plans (continued)
The number of SARs outstanding, and movements throughout the financial year are:
Beginning of End of the
the year Granted Lapsed Vested year
Year No. No. No. No. No.
2019 Total 1,513,743 572,196 (29,967) (588,100) 1,467,872
2018 Total 1,764,952 439,664 (75,402) (615,471) 1,513,743
The inputs used in the valuation of the SARs are as follows:
Matched SARs grant 2019
Share price on grant date (A$) 7.00
Exercise price (A$) nil
Right life (weighted average, years) 2.4
Expected dividends (% p.a.) 1.9
Fair value at grant date (A$) 6.69
The loan arrangements relating to the ShareMatch Plan are as follows:
During the year the Company utilised $3 million of Treasury shares (2018: $2 million) under the ShareMatch Plan,
with $2 million (2018: $2 million) received from employees under loan arrangements. The movements in loans
receivable from employees are:
2019 2018
US$000 US$000
Employee loans at 1 January 1,104 1,327
Treasury shares utilised during the year 2,798 2,040
Cash received during the year (2,188) (2,152)
Foreign exchange movement (43) (111)
Employee loans at 31 December 1,671 1,104
ii. Executive Long-Term Incentive share-based payment plans
The Company’s Executive Long-Term Incentive Program (“LTI Program”) provides for eligible executives selected by
the Board to receive SARs upon the satisfaction of set market and non-market performance conditions. Each SAR is
a conditional entitlement to a fully paid ordinary share, subject to the satisfaction of performance or service conditions,
on terms and conditions determined by the Board. The Board has the discretion to cash-settle SARs granted under the
amended Santos Employee Equity Incentive Plan.
The fair value of SARs is recognised as an employee expense with a corresponding increase in equity. The fair value is
measured at grant date and recognised over the period during which the executive becomes unconditionally entitled to
the SARs. The fair value of the performance-based SARs granted is measured using a Monte Carlo simulation method,
taking into account the terms and market conditions upon which the SARs were granted. The fair value of the deferred
SARs granted is measured by discounting the share price on the grant date using the assumed dividend yield for the term
of the SAR. The amount recognised as an expense is only adjusted when SARs do not vest due to non-market-related
conditions.
The 2019 LTI Program offers consisted only of SARs. Performance Awards were granted to eligible executives in 2019
who were granted one four-year grant (1 January 2019 – 31 December 2022).
124 / Santos Annual Report 2019
7.2 SHARE-BASED PAYMENT PLANS (CONTINUED)
ii. Executive Long-Term Incentive share-based payment plans (continued)
Vesting of the grants is based on the following performance targets:
25% of the SARs are subject to Santos’ Total Shareholder Return (“TSR”) relative to the performance of the ASX
100 companies (“ASX 100 comparator group”);
25% are subject to Santos’ TSR relative to the performance of the Standard & Poor’s Global 1200 Energy Index
companies (“S&P GEI comparator group”);
25% are subject to Santos’ Free Cash Flow Breakeven Point (“FCFBP”) relative to internal targets; and
25% are subject to Santos’ Return on Average Capital Employed (“ROACE”) relative to internal targets, measured
at the end of the performance period.
The numbers of SARs outstanding at the end of, and movements throughout, the financial year are:
Beginning of End of
the year Granted Lapsed Vested the year
Year No. No. No. No. No.
2019 Total 11,332,550 3,783,073 (68,478) (3,828,286) 11,218,859
2018 Total 11,498,252 3,300,981 (3,466,683) – 11,332,550
The SARs granted during 2019 totalling 3,783,073 were issued across the following four tranches, each with
varying valuations:
Senior Executive LTI – granted 15 March 2019
2019
Performance Awards Q1 Q2 Q3 Q4
Performance index ASX 100 S&P GEI FCFBP ROACE
Fair value at grant date (A$) 5.26 5.31 6.56 6.56
Share price on grant date (A$) 7.05 7.05 7.05 7.05
Exercise price (A$) nil nil nil nil
Expected volatility (weighted average, % p.a.) 46 46 46 46
Right life (weighted average, years) 4 4 4 4
Expected dividends (% p.a.) 1.9 1.9 1.9 1.9
Risk-free interest rate (% p.a.) 1.5 1.5 1.5 1.5
Total granted (No.) 631,602 631,588 631,568 631,553
Senior Executive LTI – granted 18 April 2019
2019
Performance Awards Q1 Q2 Q3 Q4
Performance index ASX 100 S&P GEI FCFBP ROACE
Fair value at grant date (A$) 5.48 5.57 6.77 6.77
Share price on grant date (A$) 7.22 7.22 7.22 7.22
Exercise price (A$) nil nil nil nil
Expected volatility (weighted average, % p.a.) 46 46 46 46
Right life (weighted average, years) 4 4 4 4
Expected dividends (% p.a.) 1.9 1.9 1.9 1.9
Risk-free interest rate (% p.a.) 1.5 1.5 1.5 1.5
Total granted (No.) 95,282 95,277 95,276 95,273
Santos Annual Report 2019 / 125
Financial Report
Notes to the Consolidated Financial Statements
Section 7: People
7.2 SHARE-BASED PAYMENT PLANS (CONTINUED)
ii. Executive Long-Term Incentive share-based payment plans (continued)
CEO and Senior Executive LTI – granted 9 May 2019
2019
Performance Awards Q1 Q2 Q3 Q4
Performance index ASX 100 S&P GEI FCFBP ROACE
Fair value at grant date (A$) 5.19 5.19 6.49 6.49
Share price on grant date (A$) 6.96 6.96 6.96 6.96
Exercise price (A$) nil nil nil nil
Expected volatility (weighted average, % p.a.) 46 46 46 46
Right life (weighted average, years) 4 4 4 4
Expected dividends (% p.a.) 1.9 1.9 1.9 1.9
Risk-free interest rate (% p.a.) 1.3 1.3 1.3 1.3
Total granted (No.) 159,409 159,408 159,407 159,407
Senior Executive LTI – granted 4 October 2019
2019
Performance Awards Q1 Q2 Q3 Q4
Performance index ASX 100 S&P GEI FCFBP ROACE
Fair value at grant date (A$) 5.59 5.61 6.72 6.72
Share price on grant date (A$) 7.28 7.28 7.28 7.28
Exercise price (A$) nil nil nil nil
Expected volatility (weighted average, % p.a.) 43 43 43 43
Right life (weighted average, years) 4 4 4 4
Expected dividends (% p.a.) 2.5 2.5 2.5 2.5
Risk-free interest rate (% p.a.) 0.6 0.6 0.6 0.6
Total granted (No.) 59,509 59,507 59,504 59,503
The above tables include the valuation assumptions used for Performance Awards SARs granted during the current year. The expected
vesting period of the SARs is based on historical data and current expectations and is not necessarily indicative of exercise patterns
that may occur. The expected volatility reflects the assumption that the historical volatility over a period similar to the life of the SARs is
indicative of future trends, which may not necessarily be the actual outcome.
126 / Santos Annual Report 2019
7.2 SHARE-BASED PAYMENT PLANS (CONTINUED)
ii. Executive Long-Term Incentive share-based payment plans (continued)
Vesting of Performance Awards
All Performance Awards are subject to hurdles based on the Company’s TSR relative to both the ASX 100 and S&P GEI
comparator group over the performance period, as well as the FCFBP and ROACE at the end of the vesting period. There
is no re-testing of performance conditions. Each tranche of the Performance Awards subject to TSR granted during 2019
vests in accordance with the following vesting schedule:
TSR percentile ranking % of grant vesting
< 51st percentile 0%
= 51st percentile 50%
52nd to 75th percentile Further 2.0% for each percentile over 51st
≥ 76th percentile 100%
Restriction period
Shares allocated on vesting of SARs granted in 2014 onwards are subject to additional restrictions on dealing for four
years after the original grant date. Shares allocated on vesting of SARs granted in 2013 may be subject to additional
restrictions on dealing for three or seven years after the original grant date, depending on whether the executive
elected to extend the trading restrictions period beyond the vesting date. Shares allocated on the vesting of SARs
that were granted prior to 2010 will be subject to further restrictions on dealing for a maximum of 10 years after the
original grant date. No amount is payable on grant or vesting of the SARs.
iii. Executive Deferred Short-Term Incentives (“STIs”)
Deferred shares
Deferred STIs represent a proportion of the total executive STI of the applicable year that has been deferred into shares.
The deferred shares are subject to a 24-month continuous service period following the year to which the STI related. The
number of deferred STIs outstanding at the end of, and movements throughout, the financial year are:
Beginning of End of the
the year Granted Lapsed Vested year
Year No. No. No. No. No.
2019 Total 312,731 696,921 – (312,731) 696,921
2018 Total 261,011 312,731 – (261,011) 312,731
On 15 March 2019 the Company issued 696,921 deferred shares to eligible executives. The share price on the grant date
was A$7.05 and the fair value was A$6.82 after applying a 1.9% dividend yield assumption to the valuation.
iv. Other equity grants
The SARs in the table below are subject to varying continuous service periods, depending on the specific grant. The other
SARs granted during the year are as follows:
2019
Continuous Service Period Grant Date
SARs Vesting Share Fair Dividend
Grant Date Granted Commencing Expiring Date Price Value Yield
15 Mar 2019 49,772 11 Feb 2019 10 Feb 2021 11 Feb 2021 7.05 6.77 1.9%
15 Mar 2019 19,340 1 Jan 2019 31 Dec 2021 1 Jan 2022 7.05 6.59 1.9%
12 Apr 2019 9,117 1 Apr 2019 31 Mar 2020 1 Apr 2020 7.03 6.92 1.9%
12 Apr 2019 9,117 1 Apr 2019 31 Mar 2021 1 Apr 2021 7.03 6.72 1.9%
12 Apr 2019 30,000 1 Jan 2019 31 Dec 2021 1 Jan 2022 7.03 6.77 1.9%
18 Apr 2019 88,879 27 Nov 2018 26 Nov 2021 27 Nov 2021 7.22 6.89 1.9%
7 Jun 2019 49,772 1 Jun 2019 31 Dec 2021 1 Jan 2022 6.79 6.16 1.9%
18 Jul 2019 10,734 10 Jul 2019 9 Jul 2022 10 Jul 2022 6.92 6.34 2.5%
20 Aug 2019 26,364 12 Aug 2019 11 Aug 2022 12 Aug 2022 6.89 6.31 2.5%
30 Aug 2019 635,741 26 Aug 2019 15 Sep 2022 16 Sep 2022 7.21 6.59 2.5%
30 Aug 2019 635,808 26 Aug 2019 15 Sep 2023 16 Sep 2023 7.21 6.40 2.5%
Santos Annual Report 2019 / 127
Financial Report
Notes to the Consolidated Financial Statements
Section 7: People
7.2 SHARE-BASED PAYMENT PLANS (CONTINUED)
iv. Executive and other equity grants (continued)
2018
Continuous Service Period Grant Date
SARs Vesting Share Fair Dividend
Grant Date Granted Commencing Expiring Date Price Value Yield
1 Apr 20181 235,878 1 Apr 2018 31 Mar 2020 1 Apr 2020 5.89 5.76 1.3%
1 Apr 20182 515,181 1 Apr 2018 31 Mar 2021 1 Apr 2021 5.89 5.68 1.3%
14 Nov 2018 7,650 5 Nov 2018 4 Nov 2019 5 Nov 2019 6.37 6.28 1.3%
14 Nov 2018 7,649 5 Nov 2018 4 Nov 2020 5 Nov 2020 6.37 6.20 1.3%
1 During 2018, 7,981 SARs lapsed, leaving 227,897 SARs remaining at 31 December 2019.
2 During 2019, 42,626 SARs lapsed, leaving 472,555 SARs remaining at 31 December 2019.
(b) Options
The Company has not granted options over unissued shares under the Executive Long-Term Incentive share-based payment plans
since 2009. The information as set out below relates to options issued under the Executive Long-Term Incentive share-based
payment plans in 2009 and earlier that have vested in prior years:
Exercisable
Beginning End of the at end of
of the year Lapsed Exercised year the year
No. No. No. No. No.
2019
Vested in prior years 50,549 (50,549) – – –
Weighted average exercise price (A$) 14.81 14.81 – – –
2018
Vested in prior years 807,988 (757,439) – 50,549 50,549
Weighted average exercise price (A$) 15.55 15.60 – 14.81 14.81
(c) Cash-settled share-based payment plans
The Group recognises the fair value of cash-settled share-based payment transactions as an employee expense with a
corresponding increase in the liability for employee benefits. The fair value of the liability is measured initially, and at the end of
each reporting period until settled, at the fair value of the cash-settled share-based payment transaction, by using a Monte Carlo
simulation method.
7.3 KEY MANAGEMENT PERSONNEL DISCLOSURES
(a) Key management personnel compensation 2019 2018
US$000 US$000
Short-term benefits 7,932 7,794
Retirement benefits 236 205
Other long-term benefits 115 73
Termination benefits 43 31
Share-based payments 4,739 2,757
13,065 10,860
(b) Loans to key management personnel
There have been no loans made, guaranteed or secured, directly or indirectly, by the Company or any of its subsidiaries at any time
throughout the year to any key management personnel, including their related parties.
128 / Santos Annual Report 2019
Notes to the Consolidated Financial Statements
Section 8: Other
This section provides information that is not directly related to the specific line items in the financial statements, including
information about contingent liabilities, events after the end of the reporting period, remuneration of auditors and changes to
accounting policies and disclosures.
8.1 CONTINGENT LIABILITIES
Contingent liabilities arise in the ordinary course of business through claims against the Group, including contractual, third-party and
contractor claims. In most instances it is not possible to reasonably predict the outcome of these claims, and as at reporting date the
Group believes that the aggregate of such claims will not materially impact the Group’s Financial Report.
8.2 EVENTS AFTER THE END OF THE REPORTING PERIOD
On 19 February 2020, the Directors of Santos Limited resolved to pay a final dividend of US5.0 cents in respect of the 2019 financial
year. Consequently, the financial effect of these dividends has not been brought to account in the full-year financial statements for the
year ended 31 December 2019. Refer to note 2.6 for details.
8.3 REMUNERATION OF AUDITORS
The auditor of Santos Limited is Ernst & Young.
(a) Audit and review services
Amounts received or due and receivable for an audit or review of the Financial Report of the entity and any other entity in the
Group by:
2019 2018
US$000 US$000
Audit of statutory report of Santos Limited Group 1,361 1,558
Audit of statutory report of controlled entities 274 265
1,635 1,823
(b) Other services
Amounts received or due and receivable for other services in relation to the entity and any other entity in the Group by:
2019 2018
US$000 US$000
Ernst & Young for other assurance services required by legislation,
to be performed by the auditor 47 66
Ernst & Young (Australia) for other assurance services,
not required to be performed by the auditor 226 394
Ernst & Young (Australia) for taxation and other services 2,592 1,708
2,865 2,168
Santos Annual Report 2019 / 129
Financial Report
Notes to the Consolidated Financial Statements
Section 8: Other
8.4 ACCOUNTING POLICIES
(a) Changes in accounting policies and disclosures
The Group applied the following amendments to accounting standards applicable for the first time for the financial year beginning
1 January 2019:
AASB 16 Leases
AASB 2018-6 Amendments to Australian Accounting Standards – Definition of a Business
IFRIC 23 Uncertainty Over Income Tax Treatments
The adoption of these standards and other new accounting policies are disclosed in more detail below.
In addition, several other standard amendments and interpretations were applicable for the first time in 2019, but were not
relevant to the Company and do not impact the Group’s annual consolidated financial statements or half-year condensed financial
statements.
(b) Functional currency
The Group performed a reassessment of the functional currency of the Parent entity (Santos Limited) and certain entities within
the Group, resulting in it changing functional currency to US dollars, effective 1 January 2019. Prior to 1 January 2019, Santos
Limited and these entities had a functional currency of Australian dollars.
The change in functional currency was driven by a reassessment of the primary and where necessary, secondary indicators of
economic environment that impacts the cash inflows and outflows of the companies. This included factors such as a change in mix
of income stream and in some instances where companies were acting as extensions of the Parent. The US dollar was determined
to be the currency that predominantly impacted each of the companies.
The presentation currency of the Group remains US dollars.
(c) Adoption of AASB 16
Description
AASB 16 introduced a single, on-balance sheet accounting model for lessees, which replaced AASB 117 Leases and AASB
Interpretation 4 Determining Whether an Arrangement contains a Lease. As a result, the Group, as a lessee, has recognised
right-of-use assets representing its right to use the underlying asset, and lease liabilities, representing its obligation to make lease
payments.
The Group has applied AASB 16 using the modified retrospective approach, under which the cumulative effect of initial application
is recognised in retained earnings at 1 January 2019. Accordingly, the comparative information presented for 2018 has not been
restated – i.e. it is presented as previously reported under AASB 117 and related interpretations. The details of the change in
accounting policy are disclosed below.
Transition
The Group previously classified leases as operating or finance leases based on its assessment of whether the lease transferred
substantially all of the risks and rewards of ownership. Under AASB 16, the Group as a lessee recognises right-of-use assets
and lease liabilities for contracts that convey a right to control the use of an identified asset for a period of time in exchange for
consideration.
The Group applied the modified retrospective transition approach, resulting in the cumulative effect of adopting AASB 16 as an
adjustment to opening retained earnings at 1 January 2019, with no restatement to comparative information.
At transition, for leases classified as operating leases under AASB 117:
lease liabilities were measured at present value of the remaining lease payments, discounted using the determined
incremental borrowing rate, as appropriate for each identified lease arrangement, as at 1 January 2019, given the rate
implicit within each identified lease arrangement was not readily determinable;
right-of-use assets were measured at either: (i) their carrying amount as if AASB 16 had been applied since the
commencement date, discounted using the lessee’s incremental borrowing rate at the date of initial application; or (ii) an
amount equal to the lease liability, adjusted by the amount of any prepaid or accrued lease payments; and
in addition, the Group elected to apply the option to adjust the carrying amount of the right-of-use assets for any onerous
lease provisions that had been recognised on the Group's statement of financial position as at 31 December 2018.
130 / Santos Annual Report 2019
8.4 ACCOUNTING POLICIES (CONTINUED)
(c) Adoption of AASB 16 (continued)
The impact on transition is summarised below:
1 January 2019
US$million
Oil and gas assets – right-of-use assets 185
Other land, buildings, plant and equipment – right-of-use assets 79
Other financial assets – net investment in sub-lease 4
Reduction of onerous lease provision 4
Lease liabilities (280)
Net impact on accumulated losses, before tax (8)
Deferred tax asset 2
Net impact on accumulated losses, after tax (6)
When measuring lease liabilities for leases that were previously classified as operating leases, the Group discounted lease payments
using its incremental borrowing rate at 1 January 2019. The weighted-average rate applied is 4.68%.
Transition practical expedients:
The Group elected to apply the following transition practical expedients:
i. exemption for lease arrangements with a short-remaining-term from the date of initial application;
ii. discount rates applied to a portfolio of leases with similar characteristics;
iii. exemption for leases where the value of the underlying leased asset is deemed to be low-value; and
iv. use of hindsight with regards to determination of the lease term.
With the application of the above transition practical expedients, the Group recognises the lease payments associated with short-
remaining-term and low-value leases as an expense on a straight-line basis over the lease term. The disclosed operating lease
commitments in note 3.5 of the Group’s annual financial statements for the year ended 31 December 2018, included amounts
related to such leases.
Leases that were classified as finance leases under AASB 117 will continue to be recognised in the statement of financial position
under AASB 16. The carrying amount of the right-of-use asset and the lease liability at 1 January 2019 were determined to be the
carrying amount of the lease asset and lease liability under AASB 117 immediately before that date.
The table below reconciles the Group’s operating lease commitments at 31 December 2018 to the transition lease liabilities
recognised at 1 January 2019:
1 January 2019
US$million
Operating lease commitment at 31 December 2018 242
Adjusted for:
Short-remaining-term leases exemption (4)
Low-value leases exemption (3)
Leases with a commencement date post 1 January 2019 (11)
Arrangements reassessed as service-type arrangements (26)
Gross lease liabilities at 1 January 2019 198
Effect of discounting (51)
Redetermination of lease term 42
Lease arrangements previously disclosed within capital commitments 91
Lease liability recognised on adoption of AASB 16 at 1 January 2019 280
Present value of existing finance leases at 31 December 2018 62
Total lease liabilities recognised at 1 January 2019 342
Santos Annual Report 2019 / 131
Financial Report
Notes to the Consolidated Financial Statements
Section 8: Other
8.4 ACCOUNTING POLICIES (CONTINUED)
(c) Adoption of AASB 16 (continued)
Current period
The Group leases a number of different types of assets, including properties and plant and production equipment, such as oil rigs.
The Group presents the following in relation to AASB 16:
Depending on the type of leased asset, right-of-use assets are presented in either ‘Other land, buildings, plant and equipment’ or
‘Oil and gas assets’; and
Lease liabilities in ‘Lease liabilities’ in the statement of financial position.
The table below provides a summary of the impact of AASB 16 on the Group’s consolidated income statement, consolidated
statement of financial position and consolidated statement of cash flows for the year ended 31 December 2019:
31 December 2019
Ref US$million
Consolidated income statement
Expenses
Depreciation 16
Depreciation, related to JOA recoveries a. 42
Production expenses b. (9)
Shipping costs b. (9)
Other expenses b. (2)
Finance cost 11
Income
Other income, related to JOA recoveries a. 42
Foreign exchange gain 2
Net expense recognised in the income statement 5
Formerly under AASB 117, operating lease costs were either expensed as operating expenses (predominantly production costs)
or capitalised as part of non-current assets.
31 December 2019
US$million
Consolidated statement of financial position
Assets
Oil and gas assets – right-of-use assets 244
Other land, buildings, plant and equipment – right-of-use assets 105
Other financial assets – net investment in sublease 3
Deferred tax asset 2
Reduction in value capitalised to oil and gas assets (4)
Liabilities
Lease liabilities 363
Onerous lease provisions (2)
Net impact on net assets (11)
Equity
Income statement impact related to leases for the period (5)
Net impact on retained earnings on transition to AASB 16 (6)
Total impact on equity (11)
132 / Santos Annual Report 2019
8.4 ACCOUNTING POLICIES (CONTINUED)
(c) Adoption of AASB 16 (continued)
31 December 2019
Note US$million
Consolidated statement of cash flows
Operating cash flows
Pipeline tariffs and other receipts (Inflow) a. 42
Payments to suppliers and employees (Inflow) c. 29
Payment of lease liability financing costs (Outflow) (10)
Investing cash flows
Oil and gas assets (Inflow) c. 26
Financing cash flows
Repayment of lease liabilities (Outflow) (87)
Net impact on cash flows –
Notes:
a. Where the Group has recognised the gross right-of-use asset and is the only party with a legal obligation to pay the lessor, depreciation is recognised on the entire right-of-use asset
and a finance cost is recognised on the lease liability. Any recovery of the lease payments from other parties is recognised as other income – related to JOA recoveries in the income
statement. This results in an insignificant impact to the income statement and an operating cash inflow for any recovery of these lease payments.
b. The decrease in operating expenses represents the operating lease costs that were previously expensed under AASB 117, now capitalised as part of the right-of-use asset under
AASB 16, which will be depreciated.
c. The impact on operating cash flows and investing cash flows is the removal of the payments for operating lease costs incurred (previously under AASB 117), which were either
expensed through operating costs or capitalised to non-current assets. These cash flows are now presented as financing cash outflows related to lease liability payments.
(d) AASB 2018-6 Amendments to Australian Accounting Standards – Definition of a Business
Description
The effect of these changes is that the new definition of a business is narrower. The new definition clarifies that to be considered
a business, the acquired set of activities and assets should at minimum include an input and substantive process, that together
significantly contribute to the ability to create outputs.
This could result in fewer business combinations being recognised, more specifically where acquisitions and disposals relate to
exploration and evaluation assets. Whilst the amendments provide additional guidance, it introduces a number of considerations and
decision points which need to be assessed to apply the new definition. The standard also provides an optional ‘asset concentration
test’, which when applied offers a simplified assessment of whether the acquisition is a business or not.
Impact
The recognition criteria and other considerations will be applied to any acquisition and disposal transactions from 1 January 2019
onwards.
Santos Annual Report 2019 / 133
Financial Report
Notes to the Consolidated Financial Statements
Section 8: Other
8.4 ACCOUNTING POLICIES (CONTINUED)
(e) IFRIC 23 – Uncertainty Over Income Tax Treatments
Description
The Group have applied IFRIC 23 from 1 January 2019 and it serves to clarify how to apply the recognition and measurement
requirements of AASB 112 Income Taxes, when there are uncertain tax positions ("UTP").
When there is a UTP, the interpretation addresses the following:
Recognition and measurement using either a:
(i) ‘most likely amount’ methodology – when the outcome is binary or concentrated to a specific matter; or
(ii) ‘expected value’ or probability-weighted methodology – when there is a range of possible outcomes;
Additional disclosure considerations, more specifically, around the judgements and estimates/assumptions used in
determining tax related balances; and
Whether UTPs are to be assessed separately or bundled together.
Impact
The recognition, measurement and disclosure requirements of the standard have been applied to any UTPs which were under
consideration for the year ended 31 December 2019.
Where UTPs have required significant estimates and judgements to be made around determination of related tax balances, these
will be disclosed.
(f) New standards and interpretations not yet adopted
A number of new standards, amendments to standards and interpretations are effective for annual reporting periods beginning on
or after 1 January 2020, and have not been applied in preparing these consolidated financial statements. The Group’s assessment of
the impact of these new standards, amendments to standards and interpretations is set out below.
i) AASB 2019-1 Amendments to References to Conceptual Framework in AASB Standards
Description The main changes to the Framework’s principles have implications for how and when assets
and liabilities are recognised and derecognised in the financial statements.
Some of the concepts in the revised Framework are entirely new – such as the ‘practical ability’
approach to liabilities. There is some uncertainty with regards to challenges preparers
of financial statements may face as a result.
Impact on Group Financial Report There is not expected to be an immediate impact on the Group’s results as a result of the
amendments to the Conceptual Framework.
Application of standard 1 January 2020
ii) AASB 2019-3 Amendments to Australian Accounting Standards – Interest Rate Benchmark Reform
Description The amendments provide mandatory temporary reliefs which enable hedge accounting to
continue during the period of uncertainty before the replacement of an existing interest rate
benchmark with an alternative nearly risk-free interest rate.
Impact on Group Financial Report It is not expected that there will be a material impact to the Group as a result of this
amendment to the standard.
Application of standard 1 January 2020
iii) AASB 2014-10 Amendments to Australian Accounting Standards – Sale or Contribution of Assets between an
Investor and its Associate or Joint Venture
Description The amendments clarify the accounting treatment for sales or the contribution of assets
between an investor and its associates or joint ventures. The accounting treatment depends
on whether the non-monetary assets sold or contributed to an associate or joint venture
constitutes a ‘business’ (as defined in AASB 3 Business Combinations) and if so, how the gain
or loss will be recognised by the investor.
Impact on Group Financial Report It is yet to be determined what the impact on the Group would be as a result of this
amendment to the standard.
Application of standard 1 January 2022
Several other amendments to standards and interpretations will apply on or after 1 January 2020, and have not yet been applied,
however they are not expected to impact the Group’s annual consolidated financial statements.
134 / Santos Annual Report 2019
Directors’ Declaration
for the year ended 31 December 2019
In accordance with a resolution of the Directors of Santos Limited (“the Company”), we state that:
1. In the opinion of the Directors:
(a) the financial statements and notes of the consolidated entity are in accordance with the Corporations Act 2001 (Cth),
including:
(i) giving a true and fair view of the consolidated entity’s financial position as at 31 December 2019 and of its performance
for the year ended on that date; and
(ii) complying with Accounting Standards and the Corporations Regulations 2001 (Cth); and
(b) the financial statements and notes comply with International Financial Reporting Standards as disclosed in note 1.1 and
(c) there are reasonable grounds to believe that the Company will be able to pay its debts as and when they become due and
payable.
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 (Cth) for the financial year ended 31 December 2019.
3. As at the date of this declaration, there are reasonable grounds to believe that the members of the Closed Group identified in
note 6.5 will be able to meet any obligations or liabilities to which they are or may become subject by virtue of the Deed of Cross
Guarantee between the Company and those members of the Closed Group pursuant to ASIC Corporations (Wholly owned
Companies) Instrument 2016/785.
Dated this 19th day of February 2020
On behalf of the Board:
Director
Santos Annual Report 2019 / 135
Financial Report
Independent Auditor’s Report
to the Members of Santos Limited
Ernst & Young Tel: +61 8 8417 1600
121 King William Street Fax: +61 8 8417 1775
Adelaide SA 5000 Australia ey.com/au
GPO Box 1271 Adelaide SA 5001
REPORT ON THE AUDIT OF THE FINANCIAL REPORT
Opinion
We have audited the Financial Report of Santos Limited (the Company) and its subsidiaries (collectively the Group), which comprises
the consolidated statement of financial position as at 31 December 2019, the consolidated income statement, consolidated statement of
comprehensive income, consolidated statement of changes in equity and consolidated statement of cash flows for the year then ended,
notes to the financial statements, including a summary of significant accounting policies, and the directors declaration.
In our opinion, the accompanying Financial Report of the Group is in accordance with the Corporations Act 2001, including:
a) giving a true and fair view of the consolidated financial position of the Group as at 31 December 2019 and of its consolidated
financial performance for the year ended on that date; and
b) complying with Australian Accounting Standards and the Corporations Regulations 2001.
Basis for Opinion
We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further
described in the Auditor’s Responsibilities for the Audit of the Financial Report section of our report. We are independent of the
Group in accordance with the auditor independence requirements of the Corporations Act 2001 and the ethical requirements of the
Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are
relevant to our audit of the Financial Report in Australia. We have also fulfilled our other ethical responsibilities in accordance with the
Code.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Key Audit Matters
Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the Financial Report
of the current year. These matters were addressed in the context of our audit of the Financial Report as a whole, and in forming our
opinion thereon, but we do not provide a separate opinion on these matters. For each matter below, our description of how our audit
addressed the matter is provided in that context.
We have fulfilled the responsibilities described in the Auditor’s Responsibilities for the Audit of the Financial Report section of our
report, including in relation to these matters. Accordingly, our audit included the performance of procedures designed to respond to our
assessment of the risks of material misstatement of the Financial Report. The results of our audit procedures, including the procedures
performed to address the matters below, provide the basis for our audit opinion on the accompanying Financial Report.
A member firm of Ernst & Young Global Limited
Liability limited by a scheme approved under Professional Standards Legislation
136 / Santos Annual Report 2019
Estimation of oil and gas reserves and resources
Why significant How our audit addressed the key audit matter
Estimation of oil and gas reserves and resources was conducted Our audit procedures focused on the work of the Group’s experts
for the Group, by experts, being specialist engineers, requiring and included the following:
significant judgment and the use of a number of assumptions,
assessed the qualifications, competence and objectivity of
particularly those disclosed in Note 3.2 of the Financial Report.
both the Group’s internal and external experts involved in the
These estimates can have a material impact on the financial estimation process.
statements and the results of the Group, primarily in the evaluated the adequacy of the experts’ work to determine if
following areas: the work undertaken was appropriate.
capitalisation and classification of expenditure as exploration considered the Group’s reserves estimation process and
and evaluation assets (refer Note 3.1), or oil and gas assets controls, including its internal certification process for technical
(Note 3.2); and commercial experts who are responsible for reserves, and
valuation of oil and gas assets and impairment testing the design of Santos Reserves Guidelines and Reserves
(Note 3.3); Management Process and its alignment with the guidelines
prepared by the Society of Petroleum Engineers (SPE).
calculation of depreciation, depletion and amortisation of
assets (Note 3.2); and assessed the Group’s controls over the estimation process,
to assess and approve the reserves and resources volumes
calculation of decommissioning and restoration provisions
in accordance with the guidelines prepared by the SPE.
(Note 3.4).
assessed whether key economic assumptions used in the
estimation of reserves and resources volumes were consistent
with those utilised by the Group in the impairment testing of
exploration and evaluation and oil and gas assets, where
applicable.
analysed the reasons for reserve revisions or the absence of
reserves revisions where expected, and assessed changes in
reserves or lack of changes in reserves for consistency with
other information that we obtained throughout the audit.
agreed the reserves and resources volumes to the applicable
financial information, including the calculation of depreciation,
depletion and amortisation and valuation of assets and
impairment testing, as applicable.
A member firm of Ernst & Young Global Limited
Liability limited by a scheme approved under Professional Standards Legislation
Santos Annual Report 2019 / 137
Financial Report
Independent Auditor’s Report
to the Members of Santos Limited
(continued)
Recovery of carrying value of exploration and evaluation and oil and gas assets
Why significant How our audit addressed the key audit matter
Australian Accounting Standards, require the Group to assess We evaluated the assessment of indicators of impairment, and
throughout the reporting period whether there is any indication impairment testing performed by the Group. Our procedures on
that an asset may be impaired, or that reversal of a previously the Group’s assessment of indicators of impairment focused on
recognised impairment may be required. If any such indication whether there had been any significant changes in the external and
exists, an entity shall estimate the recoverable amount of the internal factors which would indicate an impairment or reversal of
asset. impairment existed.
The Group identified impairment indicators in respect of certain When an indicator of impairment was present and impairment
oil and gas cash generating units (CGUs). Impairment testing testing was performed, we assessed the discounted cash flow
was undertaken which resulted in an impairment charge models and other data supporting the Group’s assessment. We
of $37m being recorded during the year, as set out in involved our valuation specialists to assist in these procedures.
Note 3.3 of the Financial Report.
Our audit procedures included evaluating the assumptions,
The Group identified impairment indicators in respect of certain methodologies and conclusions used by the Group, in particular,
exploration and evaluation assets. Impairment testing was those relating to the determination of CGUs, forecast cash flows,
undertaken which resulted in an impairment charge of $24m and inputs used to formulate them. We evaluated external and
being recorded during the year, as set out in Note 3.3 internal factors, assessed for significant changes, and gathered and
of the Financial Report. reconciled to supporting documentation as appropriate. Depending
on the CGU, these procedures included:
The assessment for indicators of impairment and reversal of
impairment is judgmental, and includes assessing a range of reconciled future production profiles compared to latest
external and internal factors which could impact the recoverable reserves and resources estimates (as outlined in the key audit
amount of the CGUs. In determining whether there was an matter above), current sanctioned development budgets,
indicator of impairment or impairment reversal, the Group long-term asset plans, and historical operations.
considered where there was any significant changes in external evaluated movements in commodity price assumptions with
and internal factors. reference to contractual arrangements, market prices (where
available), broker consensus, analyst views and historical
Where impairment indicators are identified, the impairment testing
performance.
process can be complex and highly judgmental. Assumptions
and estimates are affected by expected future performance and evaluated movements in discount rates and foreign exchange
market conditions. Key assumptions, judgments and estimates rates with reference to risk free rates, market indices, market
used in the formulation of the Group’s impairment assessment are risk, broker consensus, and historical performance.
set out in the Financial Report in Note 3.3 understood operational performance of the CGUs relative to
plan, comparing future operating and development expenditure
to current sanctioned budgets, historical expenditure and
long-term asset plans, and ensured variations were in
accordance with our expectations based upon other information
obtained throughout the audit.
examined the reasons for changes to recoverable amounts
relative to previous assessments.
tested the mathematical accuracy of the Group’s discounted
cash flow models.
For exploration and evaluation assets, we assessed whether any
impairment indicators, as set out in AASB 6: Exploration for and
Evaluation of Mineral Resources, were present, and assessed the
conclusions reached by management.
We also focused on the adequacy of the Financial Report
disclosures regarding the assumptions, key estimates and
judgements applied by management for the Group’s assessment
ofindicators of impairment and reversal of impairment for oil and
gas and exploration and evaluation assets, and the recoverable
amount of the Group’s assets.
A member firm of Ernst & Young Global Limited
Liability limited by a scheme approved under Professional Standards Legislation
138 / Santos Annual Report 2019
Accounting for deferred tax, Petroleum Resource Rent Tax and uncertain tax positions
Why significant How our audit addressed the key audit matter
The Financial Report of the Group includes deferred tax assets We assessed the Group’s determination of tax payable now and
arising from income taxes, including in respect of income in the future. We involved our taxation specialists to assist in this
tax losses, and Petroleum Resource Rent Tax (PRRT). The assessment.
determination of the quantum, likelihood and timing of the
We considered the Group’s methodologies, assumptions and
realisation of deferred tax assets arising from income taxes
estimates in relation to the calculation of current taxes and the
and PRRT is judgmental, due to the interpretation of PRRT
generation of future taxable profits to support the recognition of
and income tax legislation, as well as the estimation of future
deferred tax assets. We considered forecasts of taxable profits
taxable income.
and the consistency of these forecasts with the Group’s budgets
There may be changes in, or uncertainties with respect of the approved by the Board.
application of tax legislation, which requires the Group to make
We have assessed new information obtained, about facts and
assumptions, judgments and estimates in assessing the impacts
circumstances that existed at acquisition date of Quadrant, which
of tax legislation on the Group. The actual tax outcomes may
could lead to a material change in the fair value of the deferred tax
differ from the estimates made by management.
liability. We have involved our tax specialists to assist in evaluating
On 27 November 2018 the Group completed the acquisition the impact of any changes made since the provisional values were
of Quadrant Energy Holdings Pty Ltd (Quadrant). As outlined calculated including on deferred tax outcomes, and the provision of
in Note 6.2 the acquisition accounting was finalised during tax contingencies included in the acquisition balances.
the period. The final net deferred tax liability recognised upon
We evaluated the assessment of uncertain tax positions, estimates
the acquisition was $481 million compared to a provisional net
and assumptions made through enquiries with the Group’s taxation
deferred tax liability of $628 million at 31 December 2018.
department, reviewed correspondence with tax authorities and
The Group recognised a deferred tax asset of $870 million advisers, and involved our tax specialists, where appropriate, to
at 31 December 2019, which is disclosed in Note 2.4 of the assess the associated provisions and disclosures.
Financial Report.
We assessed the Group’s disclosures in respect of PRRT and
Income Taxes, included in the summary of significant accounting
policies in Note 2.4 of the Financial Report.
A member firm of Ernst & Young Global Limited
Liability limited by a scheme approved under Professional Standards Legislation
Santos Annual Report 2019 / 139
Financial Report
Independent Auditor’s Report
to the Members of Santos Limited
(continued)
Information Other than the Financial Report and Auditor’s Report Thereon
The Directors are responsible for the other information. The other information comprises the information included in the Company’s
2019 Annual Report, but does not include the Financial Report and our auditor’s report thereon.
Our opinion on the Financial Report does not cover the other information and accordingly we do not express any form of assurance
conclusion thereon, with the exception of the Remuneration Report and our related assurance opinion.
In connection with our audit of the Financial Report, our responsibility is to read the other information and, in doing so, consider whether
the other information is materially inconsistent with the Financial Report or our knowledge obtained in the audit or otherwise appears to
be materially misstated.
If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required
to report that fact. We have nothing to report in this regard.
Responsibilities of the Directors for the Financial Report
The Directors of the Company are responsible for the preparation of the Financial Report that gives a true and fair view in accordance
with Australian Accounting Standards and the Corporations Act 2001 and for such internal control as the Directors determine is
necessary to enable the preparation of the Financial Report that gives a true and fair view and is free from material misstatement,
whether due to fraud or error.
In preparing the Financial Report, the Directors are responsible for assessing the Group’s ability to continue as a going concern,
disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless the Directors either
intend to liquidate the Group or to cease operations, or have no realistic alternative but to do so.
Auditor's Responsibilities for the Audit of the Financial Report
Our objectives are to obtain reasonable assurance about whether the Financial Report as a whole is free from material misstatement,
whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of
assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a
material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the
aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this Financial Report.
As part of an audit in accordance with the Australian Auditing Standards, we exercise professional judgment and maintain professional
scepticism throughout the audit. We also:
Identify and assess the risks of material misstatement of the Financial Report, whether due to fraud or error, design and perform
audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our
opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud
may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.
Obtain an understanding of internal control relevant to the audit 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 Group’s internal control.
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures
made by the Directors.
Conclude on the appropriateness of the Directors’ use of the going concern basis of accounting and, based on the audit evidence
obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Group’s ability
to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s
report to the related disclosures in the Financial Report or, if such disclosures are inadequate, to modify our opinion. Our conclusions
are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the
Group to cease to continue as a going concern.
Evaluate the overall presentation, structure and content of the Financial Report, including the disclosures, and whether the Financial
Report represents the underlying transactions and events in a manner that achieves fair presentation.
Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group
to express an opinion on the Financial Report. We are responsible for the direction, supervision and performance of the Group audit.
We remain solely responsible for our audit opinion.
We communicate with the Directors regarding, among other matters, the planned scope and timing of the audit and significant audit
findings, including any significant deficiencies in internal control that we identify during our audit.
We also provide the Directors with a statement that we have complied with relevant ethical requirements regarding independence, and
to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where
applicable, related safeguards.
A member firm of Ernst & Young Global Limited
Liability limited by a scheme approved under Professional Standards Legislation
140 / Santos Annual Report 2019
From the matters communicated to the Directors, we determine those matters that were of most significance in the audit of the
Financial Report of the current year and are therefore the key audit matters. We describe these matters in our auditor’s report unless
law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a matter
should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh
the public interest benefits of such communication.
REPORT ON THE AUDIT OF THE REMUNERATION REPORT
Opinion on the Remuneration Report
We have audited the Remuneration Report included in pages 32 to 57 of the Directors' Report for the year ended 31 December 2019.
In our opinion, the Remuneration Report of Santos Limited for the year ended 31 December 2019, complies with section 300A of the
Corporations Act 2001.
Responsibilities
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.
Ernst & Young
R J Curtin L A Carr
Partner Partner
Adelaide
19 February 2020
A member firm of Ernst & Young Global Limited
Liability limited by a scheme approved under Professional Standards Legislation
Santos Annual Report 2019 / 141
Financial Report
Auditor’s Independence Declaration
to the Directors of Santos Limited
Ernst & Young Tel: +61 8 8417 1600
121 King William Street Fax: +61 8 8417 1775
Adelaide SA 5000 Australia ey.com/au
GPO Box 1271 Adelaide SA 5001
As lead auditor for the audit of the Financial Report of Santos Ltd for the financial year ended 31 December 2019, I declare to the best
of my knowledge and belief, there have been:
a) no contraventions of the auditor independence requirements of the Corporations Act 2001 in relation to the audit; and
b) no contraventions of any applicable code of professional conduct in relation to the audit.
This declaration is in respect of Santos Ltd and the entities it controlled during the financial year.
Ernst & Young
R J Curtin
Partner
Adelaide
19 February 2020
A member firm of Ernst & Young Global Limited
Liability limited by a scheme approved under Professional Standards Legislation
142 / Santos Annual Report 2019
Securities Exchange
and Shareholder Information
Listed on the Australian Securities Exchange at 31 January 2020 were 2,083,066,041 fully paid ordinary shares. Unlisted were 5,000
partly paid Plan 0 shares, 5,000 partly paid Plan 2 shares, 19,273 restricted fully paid ordinary shares issued to eligible Senior Executives
pursuant to Santos Employee Equity Incentive Plan (“SEEIP”) (formerly known as the Santos Employee Share Purchase Plan
(“SESPP”)) and 11,312 fully paid ordinary shares issued with further restrictions pursuant to the ShareMatch Plan.
There were 105,653 holders of all classes of issued ordinary shares, including: 1 holder of Plan 0 shares: 1 holder of Plan 2 shares:
6 holders of restricted shares pursuant to the SESPP: 14 holders of ShareMatch shares with further restrictions. This compared with
115,810 holders of all classes of issued ordinary shares a year earlier.
As at the date of this report there were also: 252 holders of 17,348,813 Share Acquisition Rights pursuant to the SEEIP and 975 holders
of 1,482,704 Share Acquisition Rights pursuant to the ShareMatch Plan.
The listed issued ordinary shares plus the ordinary shares issued pursuant to the SEEIP, and the restricted shares issued pursuant to
the SESPP and ShareMatch Plan represent all of the voting power in Santos. The holdings of the 20 largest holders of ordinary shares
represent 77.45% of the total voting power in Santos (74.37% on 31 January 2019). The largest shareholders of fully paid ordinary shares
in Santos as shown in the Company’s Register of Members at 31 January 2020 were:
Name Balance as at 31-01-2020 %
HSBC Custody Nominees 587,902,014 28.22%
Citicorp Nominees Pty Limited 467,690,085 22.45%
J P Morgan Nominees Australia Pty Limited 310,304,408 14.90%
National Nominees Limited 105,213,925 5.05%
BNP Paribas Nominees Pty Ltd 46,755,923 2.24%
Citicorp Nominees Pty Limited 23,984,732 1.15%
BNP Paribas Noms Pty Ltd 18,815,058 0.90%
Argo Investments Limited 10,942,014 0.53%
HSBC Custody Nominees (Australia) Limited 8,251,657 0.40%
AMP Life Limited 5,845,339 0.28%
Sesap Pty Ltd 4,983,792 0.24%
HSBC Custody Nominees 4,300,271 0.21%
Netwealth Investments Limited 2,849,592 0.14%
National Nominees Pty Ltd 2,742,500 0.13%
BNP Paribas Nominees Pty Ltd 2,498,380 0.12%
Warbont Nominees Pty Ltd 2,306,674 0.11%
BNP Paribas Nominees Pty Ltd 2,197,600 0.11%
UBS Nomnees Pty Ltd 2,136,650 0.10%
HSBC Custody Nominees (Australia) Limited – A/c 2 1,862,978 0.09%
HSBC Custody Nominees (Australia) Limited 1,815,205 0.09%
Total: 1,613,398,797 77.45%
Santos Annual Report 2019 / 143
Securities Exchange
and Shareholder Information
(continued)
ANALYSIS OF SHARES – RANGE OF SHARES HELD
Fully paid ordinary
shares (holders) % of holders % of shares held
1-1,000 38,396 36.34% 0.850
1,001-5,000 45,146 42.73% 5.450
5,001-10,000 12,817 12.13% 4.430
10,001-100,000 9,045 8.56% 9.140
100,001 and over 249 0.24% 80.130
Total 105,653 100.00 100.000
Less than a marketable parcel of $500 3,322
Substantial Shareholders as disclosed by notices received by the Company as at 31 January 2020:
Number of voting
Name shares held Date of Notice
Hony Partners Group, L.P. and others 309,734,518* 5 May 2017
ENN Ecological Holdings Co Ltd and others 314,734,518* 21 September 2018
Santos Limited 318,192,274* 27 June 2017
* As at 27 June 2017, Hony held approximately 4.8% of Santos’ issued capital and ENN held approximately 10.31%. Hony and ENN have a relevant interest in each other’s shares by reason
ofActing in Concert agreement dated 27 April 2017. Santos has a relevant interest in the shareholdings of Hony and ENN by reason of the Strategic Relationship agreement announced
bySantos on 27 June 2017.
For Directors’ shareholdings see the Directors’ Report as set out on page 18 of this Annual Report.
VOTING RIGHTS
Every member present in person or by an attorney, a proxy or a representative shall on a show of hands, have one vote and upon a poll,
one vote for every fully paid ordinary share held. Pursuant to the Rules of the Santos Executive Share Plan, Plan 2 and Plan 0 shares do
not carry any voting rights except on a proposal to vary the rights attached to Plan shares.
144 / Santos Annual Report 2019
Glossary
barrel/bbl liquid hydrocarbons (liquids) proved plus probable reserves (2P)
The standard unit of measurement for all oil A sales product in liquid form; for example, Reserves that analysis of geological and
and condensate production. One barrel = condensate and LPG. engineering data suggests are more likely
159 litres or 35 imperial gallons. than not to be recoverable. There is at least
LNG
a 50% probability that reserves recovered
boe Liquefied natural gas. Natural gas that has
will exceed proved plus probable reserves.
Barrels of oil equivalent. been liquefied by refrigeration to store
or transport it. Generally, LNG comprises sales gas
the Company
mainly methane. Natural gas that has been processed by
Santos Ltd and all its subsidiaries.
gas plant facilities and meets the required
lost-time injury frequency rate (LTIFR)
condensate specifications under gas sales agreements.
A statistical measure of health and safety
A natural gas liquid that occurs in
performance, calculated by the number Santos
association with natural gas and is mainly
of hours worked. A lost-time injury is a Santos Limited and its subsidiaries.
composed of pentane and heavier
work-related injury or illness that results in a
hydrocarbon fractions. seismic survey
person’s disability, or time lost from work of
Data used to gain an understanding of rock
contingent resources (2C) one day shift or more.
formations beneath the earth’s surface
Those quantities of hydrocarbons that are
LPG using reflected sound waves.
estimated, on a given date, to be potentially
Liquefied petroleum gas. A mixture of light
recoverable from known accumulations, t
hydrocarbons derived from oilbearing strata
but that are not currently considered to tonnes
that is gaseous at normal temperatures but
be commercially recoverable. Contingent
that has been liquefied by refrigeration or
resources may be of a significant size, Conversion factors
pressure to store or transport it. Generally,
but still have constraints to development.
LPG comprises mainly propane and butane. Sales gas
These constraints, preventing the booking
of reserves, may relate to lack of gas market capitalisation and ethane 1 PJ = 171.937 boe x 10
marketing arrangements or to technical, A measurement of a company’s stock Crude oil 1 barrel = 1 boe
environmental or political barriers. market value at a given date. Market Condensate 1 barrel = 0.935 boe
capitalisation is calculated as the number
crude oil LPG 1 tonne = 8.458 boe
of shares on issue multiplied by the closing
A general term for unrefined liquid
share price on that given date. LNG 1 PJ = 18,040 tonnes
petroleum or hydrocarbons.
mmbbl LNG 1 tonne = 52.54 mmBtu
EBITDAX
million barrels For a comprehensive online conversion
Earnings before interest, tax, impairment,
depreciation (or depletion), amortisation mmboe calculator tool, please visit our homepage at
and exploration and evaluation expense. million barrels of oil equivalent. www.santos.com
exploration mmBtu
Drilling, seismic or technical studies million British thermal units
undertaken to identify and evaluate regions
mtpa
or prospects with the potential to contain
million tonnes per annum
hydrocarbons.
oil
FEED
A mixture of liquid hydrocarbons of
Front end engineering design.
different molecular weights.
FID
proved reserves (1P)
Final investment decision.
Reserves that, to a high degree of certainty
hydrocarbon (90% confidence), are recoverable. There
Compounds containing only the elements is relatively little risk associated with these
hydrogen and carbon, which may exist as reserves. Proved developed reserves
solids, liquids or gases. are reserves that can be recovered from
existing wells with existing infrastructure
joules
and operating methods. Proved
Joules are the metric measurement unit for
undeveloped reserves require development.
energy.
A gigajoule (GJ) is equal to 1 joule × 109
A terajoule (TJ) is equal to 1 joule × 1012
A petajoule (PJ) is equal to 1 joule × 1015
Santos Annual Report 2019 / 145
Corporate Directory
Santos Limited ABN 80 007 550 923
SECURITIES EXCHANGE LISTING
Santos Limited. Incorporated in Adelaide, South Australia, on
18 March 1954.
Quoted on the official list of the Australian Securities Exchange
(ordinary shares code STO).
COMPANY SECRETARY
Jodie Hatherly
General Counsel and Vice President Legal, Risk and Governance
BA, LLB
Jodie joined Santos in 2019 and is the General Counsel and Company
Secretary of the Santos Group and is responsible for Legal, Company
Secretariat, Risk, Governance and, Corporate Environment, Health
and Safety across the business.
Amanda Devonish
Senior Corporate Lawyer and Assistant Company Secretary
BCom, LLB (with Hons)
Amanda joined Santos in 2012 and was appointed to the role of
Company Secretary in 2017. She has over 15 years’ experience in
commercial and corporate legal practice.
REGISTERED AND HEAD OFFICE
Ground Floor, Santos Centre
60 Flinders Street
Adelaide SA 5000
Australia
GPO Box 2455
Adelaide SA 5001
Australia
Telephone: +61 8 8116 5000
Facsimile: +61 8 8116 5050
Website: www.santos.com
SHARE REGISTER
Boardroom Pty Limited
Grosvenor Place
Level 12, 225 George Street
Sydney NSW 2000
Australia
GPO Box 3993
Sydney NSW 2001
Australia
Website: www.boardroomlimited.com.au
Shareholder Access: www.investorserve.com.au
Telephone: 1300 096 259 (within Australia)
+61 2 8016 2832 (International)
146 / Santos Annual Report 2019
Designed and produced at www.twelvecreative.com.au
