2018 Annual Report

Annual Report
2018
Energy for
the future
Santos Limited ABN 80 007 550 923
This 2018 Annual Report is a summary of Santos’ operations,

activities and financial position as at 31 December 2018.
All references to dollars, cents or $ in this document are
to US currency, 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 and Chief Executive Officer
8 Board of Directors
10 Santos Executive Committee
12 Reserves Statement
16 Directors’ Report
31 Remuneration Report
58 Financial Report
129 Directors’ Declaration
130 Independent Auditor’s Report
135 Auditor’s Independence Declaration
136 Securities Exchange and Shareholder Information
138 Glossary
139 Corporate Directory
Cover images clockwise from left:

Varanus Island gas hub, WA
Ningaloo Vision FPSO, WA
Devil Creek gas hub, WA
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
& NSW, Northern Australia 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 2018 / 1

Financial overview
Sales volume Sales revenue Production

mmboe US$million mmboe
3,641 3,660
84.1 83.4
78.3 3,100 61.6 59.5 58.9
57.7
63.7 64.3 2,594 54.1
2,442
2014 2015 2016 2017 2018 2014 2015 2016 2017 2018 2014 2015 2016 2017 2018
Free cash flow Underlying net profit Net profit after tax
US$million after tax US$million
US$million
727 630
1,006
618
564 -630 -1,953 -1,047 -360
206
-1,591 -739
318
54 75
2014 2015 2016 2017 2018 2014 2015 2016 2017 2018 2014 2015 2016 2017 2018
Unit production costs Capital expenditure Net debt

US$ per boe US$million US$million
14.14 3,300
6,128
10.35
8.45 8.07 8.05 4,749
3,492 3,549
1,288 2,731
625 682 759
2014 2015 2016 2017 2018 2014 2015 2016 2017 2018 2014 2015 2016 2017 2018
2 / Santos Annual Report 2018

2018 Sales volumes 2018 Production
mmboe mmboe
Sales gas and ethane 25.7
LNG 23.1
Own product 57.7
Oil 5.9
Third-party product 20.6
Condensate 3.0
LPG 1.2
2018 Sales revenue Average realised oil price

US$million US$ per barrel
103.4
Sales gas, ethane and LNG 2,518

75.1
Oil 757
53.8 57.8
Condensate 300 46.4
LPG 85
2014 2015 2016 2017 2018
2018 Results
2014 2015 2016 2017 2018
Sales volume mmboe 63.7 64.3 84.1 83.4 78.3
Production mmboe 54.1 57.7 61.6 59.5 58.9
Average realised oil price US$ per barrel 103.4 53.8 46.4 57.8 75.1
Net profit after tax US$million -630 -1,953 -1,047 -360 630
Underlying net profit after tax US$million 564 54 75 318 727
Sales revenue US$million 3,641 2,442 2,594 3,100 3,660
Operating cash flow US$million 1,633 811 840 1,248 1,578
Free cash flow US$million -1,591 -739 206 618 1,006
EBITDAX US$million 2,076 1,454 1,199 1,428 2,160
Total assets US$million 18,281 15,949 15,262 13,706 17,134
Earnings per share US cents -64.4 -169.5 -58.2 -17.3 30.2
Dividends declared A$0.35 A$0.20 - - US$0.097
Number of employees 3,636 2,946 2,366 2,080 2,190

Message from the Chairman and from the
We are of the firm view that Santos’ well-

developed strategy, strong management team,
highly-skilled workforce and outstanding growth
opportunities will deliver superior shareholder
value over time.
Dear Shareholder, A strong operating performance across During this period we prioritised debt
our portfolio of five core assets, including repayment to restore balance sheet
Santos today is a safe, low-cost, reliable
one month’s production and sales volumes strength and position the Company for
and high performance business. The
from our Quadrant Energy acquisition in growth. It was therefore very pleasing
successful, ongoing implementation of
Western Australia, resulted in sales volumes in 2018 that we reached our net debt
our Transform, Build, Grow strategy has
of 78.3 million barrels of oil equivalent reduction target of $2 billion more than a
enabled our Company to generate strong,
(mmboe) and production of 58.9 mmboe. year ahead of plan. This milestone gave us
stable cash flows through the oil price cycle
the flexibility to not only acquire the low
and pay a sustainable dividend. Santos is With the turnaround complete and the
cost, high-margin conventional assets of
now positioned to deliver the significant strategy and Operating Model embedded,
Quadrant Energy in Western Australia but
growth across our five core long-life natural 2018 marked a significant milestone for the
also, very importantly, announce a return
gas assets. Company whereby we achieved our first
to dividends.
full-year net profit after tax since 2013 of
Consistent with our disciplined Operating
$630 million. In-line with Santos’ stated purpose
Model, Santos’ diversified portfolio of five
to provide sustainable returns to our
core assets each generate free cash flow This successful turnaround was also
shareholders through the oil price cycle,
at an oil price of less than US$40 per recognised by others in the market when in
our new sustainable Dividend Policy targets
barrel. Our focus on low-cost, efficient April we received a proposal from a private
a payout of free cash flow1 generated per
operations ensures that in a lower oil price equity firm to acquire the business. The
annum in the range of 10% to 30% as
environment Santos can continue to fund Santos Board, however, rejected this offer
well as additional returns to shareholders
the Transform, Build, Grow strategy and in as it did not represent appropriate value for
above the ordinary dividend when business
a rising oil price environment, benefit from the Company. In rejecting the bid the Board
conditions permit.
higher margins. unanimously deemed the offer price to be
too low, the control premium inadequate PNG EARTHQUAKE
Santos’ full-year results serve to highlight
and the highly-leveraged private equity
the benefits of a diversified portfolio
transaction structure to be complex, In late February we were deeply saddened
of natural gas assets underpinned by a
high-risk and uncertain. by the loss of life and injuries suffered by
disciplined, cash generative Operating
Model. In 2018 we delivered: We are of the firm view that Santos’ well- communities in the Southern Highlands
developed strategy, strong management and Hela Provinces of Papua New Guinea
• a 129% increase in underlying net profit as a result of the severe earthquake in
team, highly-skilled workforce and
after tax to a record $727 million the region and numerous aftershocks. Our
outstanding growth opportunities will
• a 63% increase in free cash flow to deliver superior shareholder value over PNG LNG expertise and resources were
a record $1 billion time. deployed to assist the humanitarian relief
effort and Santos donated $200,000 to
• an 18% increase in sales revenue to a CAPITAL MANAGEMENT help provide urgently needed food, water
record $3.7 billion, and and medical supplies to more than 30,000
• dividends of US9.7 cents per share, Since 2016 we have simplified the business, people isolated in remote villages.
fully-franked, including a final dividend reduced costs, increased efficiencies and
We would like to thank and acknowledge
of US6.2 cents per share. delivered on our clear and consistent
the efforts of our joint-venture partners,
strategy to Transform, Build and Grow.

ExxonMobil and Oil Search, on a optimise operations and positions Santos medium to long-term CPI-linked offtake
coordinated humanitarian relief and to capture value from backfill and third- agreements. As Santos enters a period
recovery program in conjunction with our party gas opportunities. Santos knows of major growth project delivery, these
community partners, aid agencies and the Quadrant and its assets well. Quadrant has agreements provide strong and stable
PNG and Australian governments. excellent offshore conventional operations cash flows and provide balance and
experience that Santos can leverage diversification to Santos’ predominantly
The gas plant maintained integrity
as we grow. Specifically, it strengthens oil-linked revenues.
throughout the earthquake period and
Santos’ offshore operating expertise and
there were no releases of hydrocarbons In the Cooper Basin our low-cost, efficient
capabilities to drive growth in our offshore
and no significant injuries to personnel. operations have not only halted long-term
Western Australia and Northern Australian
Production was safely resumed within two production decline but contributed to 8%
assets.
months of the first earthquake and full production growth in 2018, including our
rates were achieved by the end of April. Quadrant’s portfolio also includes a large highest daily oil production rates since
inventory of discovered resources to 2009. Drilling activity increased 40%
QUADRANT ENERGY ACQUISITION backfill existing infrastructure and a leading over the course of the year to 85 wells
position in an emerging exploration play in and a fourth rig was added within the
On 22 August 2018, Santos announced the highly prospective Bedout Basin. This disciplined framework of our Operating
the acquisition of Quadrant Energy in inventory includes the recent significant oil Model. A renewed focus on exploration and
Western Australia for $2.15 billion. Prior discovery at Dorado which provides near- appraisal remains in place as we seek to
to the acquisition, Santos had enjoyed term development opportunity and the commercialise the vast discovered resource
a long-established joint-venture partner basis for material exploration upside. that remains undeveloped.
relationship with Quadrant. The acquisition
is fully aligned with Santos’ Transform, OPERATING PERFORMANCE In line with our plans to grow the Cooper
Build, Grow strategy to pursue strategically Basin, we successfully executed the
aligned, value accretive acquisition With a focus on operational excellence ‘Moomba South’ appraisal drilling campaign,
opportunities – it builds on our existing we are constantly looking at ways to the first of several large scale project
core Western Australian natural gas assets eliminate waste and inefficiency and set appraisal programs focused on delivering
and brings strong growth potential. new, higher standards and ways of working. resource conversion to support future
production growth.
Acquiring Quadrant gives Santos increased In Western Australia, production and
ownership and operatorship of a high sales volumes were higher in 2018 due With improved capital efficiency, in 2019 we
quality portfolio of low-production cost, to a strong operating performance and expect to drill ~100 wells, targeting higher
long-life Western Australian natural the commencement of two new sales production and reserves additions over
gas and oil assets. Quadrant delivers contracts. The acquisition of Quadrant time. Strong fundamentals in the Cooper
operatorship of Santos’ existing gas hubs Energy further strengthens the Santos Basin continue to support our purpose
in Western Australia, providing flexibility to portfolio as the assets are backed by to supply reliable, affordable and cleaner
1 Free cash flow is operating cash flow less investing cash flow (including all sustaining capital expenditure, exploration spend and interest payments). The Board will have the discretion
to adjust free cash flow for individually material items, including major growth spend (for example, capital expenditure associated with the proposed Barossa development and PNG LNG
expansion projects), and asset acquisitions and disposals.

Message from the Chairman and from the
continued
With a focus on operational excellence we are

constantly looking at ways to eliminate waste
and inefficiency and set new, higher standards
and ways of working.
energy to the east coast domestic market In Northern Australia, Darwin LNG remains RELIABLE, AFFORDABLE AND
and benefit from the strong demand for an important and strategic infrastructure CLEANER ENERGY SUPPLY
LNG in Asia. project for the future development of
onshore and offshore resources. Plant For more than 60 years, Santos has
At GLNG our low-cost, efficient operations
performance in 2018 was again strong with been working in partnership with local
continue to support an accelerated
LNG production higher than 2017 despite a communities to safely and sustainably
development plan to unlock more gas over
one month planned maintenance shutdown. develop Australia’s natural gas, now more
time. In 2018 we drilled a record 305 wells,
In the upstream, the 3-well Bayu Undan than ever, the fuel for the future. Between
77% higher than 2017. During the year the
infill program was delivered 40% under now and 2040, the International Energy
~480-well Roma East field development
budget and the final well was brought Agency expects natural gas to grow to a
was sanctioned with 121 wells drilled by
on-line over three months ahead schedule. market share of approximately a quarter of
year-end and the Scotia CF1 field project
The successful program resulted in higher all global energy demand. In Asia, demand
delivered 85 wells one year ahead of
liquids production and increased offshore continues to grow as countries switch from
schedule and 16% under budget. The
well capacity. With the Bayu Undan field coal to natural gas to reduce air pollution
148-well Arcadia Phase 1 development
expected to cease production early next and greenhouse gas emissions.
was also sanctioned during the year with
decade, the Barossa project is being
the first wells due to come on-line in the Leading the way is China, where air
progressed as the lead candidate to backfill
first quarter of 2019. We remain on track pollution in 62 cities tracked by the World
Darwin LNG. In 2018 we entered Front
to meet our ~6 mtpa annualised sales run- Health Organisation dropped by an average
End Engineering and Design, with detailed
rate, including LNG volumes redirected to of 30% between 2013 and 2016. Cleaner air
engineering design being advanced across
the domestic market, by the end of 2019. (with lower particulates) is being driven by
a number fronts. The development of the
large-scale replacement of coal with gas in
In New South Wales we are focused Barossa project would more than double
industry and household heating. When used
on securing approval of the Narrabri Santos’ production in Northern Australia.
for power generation, natural gas is 50%
Gas Project to unlock the wealth of this
At PNG LNG, plant optimisation activities, less emissions intensive than coal. China’s
resource for the people of NSW, delivering
including planned upgrades at both the “Blue Sky Defence” policy will continue to
natural gas to the state’s industries and
Hides Gas Conditioning Plant and LNG support coal to gas replacement and drive
providing jobs, small business opportunities
plant, were undertaken during downtime as natural gas demand through the 2020s.
and community investment for the people
a result of the earthquake. These upgrades
of the Narrabri region. The Narrabri Gas In Australia, natural gas is the perfect clean
resulted in record daily production rates
Project is currently being assessed by the energy partner for renewables, providing
equivalent to 9.2 mtpa being achieved in
NSW Department of Planning ahead of a reliable power 24/7. In line with our long-
the second half of the year.
decision of the NSW Independent Planning term aspirational target to achieve net-zero
Commission. One hundred per cent of In May 2018 we announced the sale of emissions from our operations by 2050,
Narrabri gas would go into the domestic our Asian asset portfolio for $221 million. Santos is actively identifying step-change
market, potentially supplying up to half of The sale was consistent with Santos’ technologies and pursuing projects to
NSW natural gas demand, helping to put strategy to realise value from its late-life reduce fuel use and emissions.
downward pressure on energy prices. non-core assets.

In 2018 we announced a new program to LOOKING AHEAD program in the McArthur Basin, onshore
convert more than 200 oil well pumps in Northern Territory, to test the deliverability
the Cooper Basin to run on solar power We are excited about the company’s of the largest and most promising shale
and batteries. Using solar power will deliver future prospects and remain dedicated gas opportunity in Australia, subject to
environmental and commercial benefits to providing an inclusive workplace and regulatory approval.
by reducing crude oil consumption, long organisational culture that embraces
Finally, we would like to thank you, our
distance fuel haulage and emissions diversity. In 2019, we will continue
shareholders for your ongoing support.
associated with burning crude oil. Also to execute our clear and consistent
Santos is now positioned for disciplined
in the Cooper Basin, we announced Transform, Build, Grow strategy to
growth across each of our five core
an appraisal program that could lead deliver a safe, low-cost, reliable and high
long-life natural gas assets as we target
to the development of Australia’s first performance business.
production of more than 100 mmboe by
commercial-scale use of carbon capture,
In PNG we will seek to complete the 2025, almost double the levels in 2018.
utilisation and storage (CCUS) for
farm-in to the P’nyang acreage, further
enhanced oil recovery and contribute to Yours sincerely,
aligning Santos with our joint-venture
a significant reduction in CO2 emissions.
partners in the PNG LNG project, and
To find out more about these projects evaluate potential brownfield LNG plant
and our approach to climate change, we expansion opportunities. In Northern
would encourage you to download our 2019 Australia we are working toward the
Climate Change Report, available on our Final Investment Decision in late 2019 / KEITH SPENCE
website at www.santos.com/sustainability early 2020 on the Barossa project in the Chairman
Bonaparte Basin to backfill Darwin LNG
Santos remains focused on the delivery
from around 2023. In onshore Australia we
of natural gas because we believe it
will continue to implement our development
has a critical role to play in delivering
plans as we target ramping-up GLNG
clean and reliable energy for Australian
sales to ~6 mtpa by 2019 year-end. In the KEVIN GALLAGHER
households and manufacturers alongside
Cooper Basin we will leverage our strong Managing Director and Chief Executive
a thriving gas export industry. Our active
technical expertise and subsurface focus Officer
participation in the domestic wholesale
to drill ~100 wells. In Western Australia we
commercial and industrial markets adds
will continue to realise significant synergies
to competition and helps to deliver
following the acquisition of Quadrant
more competitive natural gas prices and
Energy and will appraise the exciting
terms for Australian industry. In 2018 two
Dorado oil discovery in the Bedout Basin.
new gas sales contracts commenced in
Western Australia and three significant In addition, our renewed exploration focus
new direct-sales agreements were signed will see the drilling of the Roc South-1
with companies on the east coast, further near field exploration well adjacent the
demonstrating our commitment to secure Dorado well, offshore Western Australia,
the future of Australian resource and the Dukas-1 wildcat well in the Amadeus
manufacturing jobs. Basin, central Australia, and a 2-well

Board of Directors
KEITH SPENCE KEVIN GALLAGHER YASMIN ALLEN GUY COWAN

Chairman Managing Director and Chief BCom FAICD BSc (Hons), Engineering,
BSc (First Class Honours in Executive Officer Ms Allen is an independent non- FCA (UK) MAICD
Geophysics), FAIM BEng (Mechanical) Hons, FIEAust executive Director. She joined the Mr Cowan is an independent non-
Mr Spence is an independent non- Mr Gallagher joined Santos as Board on 22 October 2014 and is the executive Director. He joined the Board
executive Director. He joined the Managing Director and Chief Executive Chair of the People and Remuneration on 10 May 2016 and is the Chair of
Board on 1 January 2018 and became Officer on 1 February 2016, bringing Committee and a member of the Audit the Audit and Risk Committee and a
Chairman on 19 February 2018. more than 25 years’ international and Risk Committee and Nomination Director of Santos Finance Limited.
He is Chairman of Santos Finance experience in managing oil and gas Committee. Mr Cowan had a 23-year career with
Limited and Chair of the Nomination operations. Mr Gallagher is a member Ms Allen has extensive experience Shell International in various senior
Committee. of the Environment, Health, Safety and in finance and investment banking, commercial and financial roles. His last
Mr Spence has over 40 years’ Sustainability Committee and is also a including senior roles at Deutsche Bank two roles were as CFO and Director of
experience in managing and governing Director of Santos Finance Limited. AG, ANZ and HSBC Group Plc, as Shell Oil US and CFO of Shell Nigeria.
oil and gas operations in Australia, Mr Gallagher commenced his career former Chairman of Macquarie Global He was CFO of Fonterra Co-operative
Papua New Guinea, the Netherlands as a drilling engineer with Mobil Infrastructure Funds, and a former Limited between 2005 and 2009.
and Africa. North Sea, before joining Woodside Director of EFIC (Export, Finance and Mr Cowan was a Director of Ludowici
in Australia in 1998. Insurance Corporation). Ms Allen was Limited (2009 to 2012) where he
A geologist and geophysicist by appointed a member of the Australian chaired the Audit and Risk Committee
training, Mr Spence commenced his At Woodside, Mr Gallagher led the Government Takeovers Panel in March and was also a Shell appointed
career as an exploration geologist drilling organisation through rapid 2017, is a member (and former Council alternative Director of Woodside
with Woodside Petroleum Limited in growth, delivering several Australian and member) of Chief Executive Women between 1992 and 1995.
1977. He subsequently joined Shell international development projects and and a former non-executive Director
(Development) Australia, where he exploration campaigns, before leading Other Current Directorships:
of Insurance Australia Group (2004 Chairman of Queensland Sugar Limited
worked for 18 years. In 1994 he was the Australian oil business. Then, as to 2015).
seconded to Woodside to lead the CEO of the North West Shelf Venture, (since 2015) and Buderim Ginger
North West Shelf Exploration team. he was responsible for production Other Current Directorships: Limited (since 2018) and Director of
In 1998, he left Shell to join Woodside. from Australia’s first ever LNG project, Director of Cochlear Limited (since Winson Group Pty Ltd (since 2014).
He retired from Woodside in 2008 which underpinned a new domestic gas 2010), National Portrait Gallery (since Former Directorships in the
after a 14-year tenure in top executive market, fuelling the mining sector and 2013), The George Institute for Global last 3 years: Director of UGL
positions in the company. He has other industries in Western Australia. Health (since 2014), ASX Limited and Limited (2008 to 2017) and Coffey
expertise in exploration and appraisal, ASX Clearing and Settlement boards International (2012 to 2016).
In 2011 Mr Gallagher joined Clough (since 2015) and Chair of Advance
development, project construction, Limited as CEO and Managing Director
operations and marketing. (since 2018).
where, over four years, he transformed
Upon his retirement he took up several the business and delivered record Former Directorships in the last
board positions, working in oil and gas, financial results. He oversaw the 3 years: National Director (2010 to
energy, mining, and engineering and development of innovative programs to 2016) and acting Chair (2015 to 2016)
construction services and renewable improve safety and drive productivity of the Australian Institute of Company
energy. This included Clough Limited, and executed an international Directors.
where he served as Chairman from expansion strategy.
2010 to 2013, Geodynamics Limited Since joining Santos with a strong
where he served as a non-executive track record in transforming
Director from 2008 to 2016 (including underperforming operations,
as Chairman from 2010 to 2016) and Mr Gallagher has restructured
Oil Search Limited, where he served the company and implemented a
as a non-executive Director from disciplined low-cost operating model.
2012 to 2017. Mr Spence is also a He has significantly strengthened
past Chair of the National Offshore the balance sheet, improved
Petroleum Safety and Environmental production and financial performance,
Management Authority Board and led and positioned the company on a
the Commonwealth Government’s sustainable growth trajectory. Under
Carbon Storage Taskforce. Mr Gallagher’s leadership, Santos is
Other Current Directorships: focussed on a long-life portfolio of
Chairman of Base Resources Limited natural gas assets with some exciting
(since 2015); Non-executive Director oil and liquids opportunities, and is well
of Independence Group NL (since positioned with strong cash flows to
2014) and Murray and Roberts fund debt reduction, sustaining capital,
Holdings Limited (since 2015). growth, exploration, and sustainable
Former Directorships in the last returns to shareholders throughout the
3 years: Oil Search Limited (2012 to oil price cycle.
2017) Other Current Directorships: Nil
Former Directorships in the last
3 years: Nil

HOCK GOH DR VANESSA GUTHRIE PETER HEARL EUGENE SHI
BEng (Hons) Mech Eng Hon DSc, PhD, BSc (Hons) BCom. (UNSW With Merit), FAICD MBA in International Business
Mr Goh is an independent non- Dr Guthrie is an independent non- Mr Hearl is an independent non- Mr Shi is a non-executive Director. He
executive Director. He joined the Board executive Director. She joined the executive Director. He joined the joined the Board on 26 June 2017 as a
on 22 October 2012 and is a member Board on 1 July 2017 and is a member Board on 10 May 2016 and is Chair of nominee of a substantial shareholder.
of the Environment, Health, Safety of the People and Remuneration the Environment, Health, Safety and Mr Shi is a member of the People and
and Sustainability Committee, Audit Committee and Environment, Health, Sustainability Committee, a member Remuneration Committee and the
and Risk Committee and Nomination Safety and Sustainability Committee. of the People and Remuneration Audit and Risk Committee.
Committee. Dr Guthrie has more than 30 Committee and the Nomination Mr Shi has more than 20 years of
Mr Goh has more than 35 years’ years’ experience in the resources Committee; having earlier served professional experience, including five
experience in the global oil and gas sector in diverse roles such as on the Company’s Audit and Risk years in management consultancy and
industry, having spent 25 years with operations, environment, community Committee. 15 years in senior management roles.
Schlumberger Limited, including and indigenous affairs, corporate During an 18-year career in the oil His industry experience covers energy,
as President of Network and development and sustainability. industry with Exxon in Australia and health care, retail and finance in
Infrastructure Solutions division in She has qualifications in geology, the USA, he held a variety of senior Europe and Asia-Pacific. His specialties
London, President of Asia, and Vice environment, law and business marketing, operations, logistics include M&A and restructuring,
President and General Manager of management including a PhD in and strategic planning positions. strategy, value management, and cost
China. He previously held managerial Geology. She was awarded an Mr Hearl joined YUM Brands optimisation.
and staff positions in Asia, the Middle Honorary Doctor of Science from (formerly PepsiCo) as KFC Australia’s Mr Shi has held the role of Vice
East and Europe. Mr Goh commenced Curtin University in 2017 for her Director of Operations in 1991 and President, ENN Ecological since
his career as a field engineer on the contribution to sustainability, subsequently had several senior February 2017. His previous roles
rigs in Indonesia and subsequently in innovation and policy leadership in the international leadership roles as well include Department Head of Business
Roma and Sale in Australia. Mr Goh is resources industry. She is an active as being President of Pizza Hut USA, Performance Service with KPMG
a former Operating Partner of Baird member of the Australian Institute before assuming the global role of China and Transformation Service with
Capital Partners Asia, based in China, of Company Directors and Chief YUM Brands’ Chief Operations and KPMG Europe.
(2007 to 2012) and non-executive Executive Women, and a Fellow of the Development Officer in 2006, based in
Director of Xaloy Holding Inc in the US Dallas, Texas and Louisville, Kentucky, Other Current Directorships: Nil.
Australian Academy of Technological
(2006 to 2008) and BPH Energy Ltd Sciences and Engineering. and from where he retired in 2008. Former Directorships in the last
(2007 to 2015). Other Current Directorships: 3 years: Nil.
Other Current Directorships:
Other Current Directorships: Director of Australian Broadcasting Director of Telstra Limited (since 2014)
Non-executive Director of Stora Enso Corporation (since 2017) and Adelaide and Member of Investment Committee
Oyj (Finland) (since 2012), AB SKF Brighton Limited (since 2018), Chair of of the Stepping Stone Foundation, a
(Sweden) (since 2014) and Vesuvius Minerals Council of Australia, Deputy Sydney based NFP (since 2018).
PLC (UK) (since 2015). Chair of Western Australian Cricket Former Directorships in the last
Former Directorships in the last Association, Council member of Curtin 3 years: Director of Treasury Wine
3 years: Chairman of MEC Resources University. Estates (2012 to 2017).
(2005 to 2018) and Director of Former Directorship in the last
Harbour Energy (2015 to 2018). 3 years: Managing Director and CEO
of Toro Energy Limited (2013 to 2016),
Director of Vimy Resources Limited
(October 2017 to November 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
Mr E Shi Mr P Hearl Mr E Shi Dr V Guthrie

Santos Executive Committee
KEVIN GALLAGHER DAVID BANKS PHILIP BYRNE BRETT DARLEY ANGUS JAFFRAY
Managing Director Executive Vice President Executive Vice President Executive Vice President Executive Vice
and Chief Executive Onshore Upstream Marketing, Trading and Offshore President People
Officer Commercial and Sustainability
BE (Hons), MBA, GAICD BEng (Civil), SPE
Mr Gallagher’s biography MA (Natural Science), BA (Hons) Geography,
can be read on page 8. Mr Banks joined Santos in Mr Darley joined Santos
MSc, DIC (Petroleum MBA
2018 and is responsible for in December 2018. He
Geology)
Santos’ onshore upstream has more than 28 years’ Mr Jaffray joined
business. Mr Byrne joined Santos experience in the upstream Santos in 2016 and is
in August 2017 and has oil and gas industry, both responsible for Human
Mr Banks has over
responsibility for the in Australia and overseas, Resources, Remuneration
25 years’ international and
marketing and trading of with technical, operational, and Performance,
domestic experience in
all of Santos gas, LNG and commercial and Organisational and Learning
the upstream oil and gas
liquid hydrocarbon products management experience Development, Sustainability
industry. He started his
as well as the commercial across varied assets, and Organisational
career with Schlumberger
function. onshore and offshore. Integration.
in south-east Asia before
joining BHP in Australia Mr Byrne has over Before moving to Santos, He previously held the
in 1994. Whilst at BHP, 35 years’ experience in Mr Darley held senior roles of Executive Vice
Mr Banks’ roles included the international oil and leadership roles including President Organisational
operational, technical and gas industry, starting his Chief Executive Officer Integration and Executive
functional leadership roles career as a Petroleum of Quadrant Energy, Vice President Strategy,
including General Manager Geologist in the North Sea Managing Director and Business Development
Shale Oil, Vice President with Hamilton Brothers Oil Region Vice President for & Technology.
HSE, Vice President Shale & Gas. He subsequently Apache Energy Limited,
Mr Jaffray has over
Drilling and Completion spent 14 years with the BG Vice President of Drilling
20 years’ of leadership
and Bass Strait Asset Group in senior commercial and Completions at
and consulting experience
Manager. Beyond business and exploration leadership Woodside Energy and
as a Director of Azure
and function leadership, roles in the UK, Europe, Drilling Manager at Santos.
Consulting, a Partner at
Mr Banks led BHP’s Tunisia and India. He spent
Mr Darley holds a Bachelor The Boston Consulting
Petroleum Transformation a further seven years with
of Civil Engineering degree Group and a Supply Chain
and was Integration BHP Petroleum including
from the University of Manager with the global
Manager for US shale General Manager Pakistan,
Queensland and is a packaging group Crown
assets. President Gas Marketing
Chartered Engineer. He is Cork and Seal.
Asia/Australia, and Country
a current member of the
Manager Petroleum At Azure Consulting
Curtin Business School
Australia. Mr Byrne was Mr Jaffray supported
Advisory Council, an
then seconded as President companies in developing
elected member of the
of the North West Shelf strategy and driving
General Council of the
Australia LNG organisation, organisational change.
Chamber of Commerce
which is the marketing arm At BCG Angus set up
and Industry of WA, and
of the North West Shelf the Perth office, led the
a member of the Society
LNG project. Australian Operations
of Petroleum Engineers
practice and was a core
Most recently, Mr Byrne (SPE).
member of both the Mining
was Managing Director and
& Metals practice and
Chief Executive Officer of
the Energy Practice. As a
Nido Petroleum, an ASX
Supply Chain Manager Mr
listed company with oil
Jaffray was accountable
production and exploration
for procurement, planning,
acreage in the Philippines.
logistics and product
delivery.

VINCE
NAOMI JAMES ANTHONY NEILSON BILL OVENDEN SANTOSTEFANO BRETT WOODS
Executive Vice Chief Financial Officer Executive Vice President Chief Operations Officer Executive Vice President
President Midstream Exploration and Operations Services Developments
BComm, MBA, FFin, FACA
Infrastructure New Ventures
BEng (Civil), SPE BSc (Hons) Geology
Mr Neilson joined Santos
LLB (Hons), MLM BSc (Hons) Geology and and Geophysics
as Chief Financial Officer Mr Santostefano joined
Geophysics
Ms James joined Santos in 2016, and is responsible Santos in March of 2016 Mr Woods joined Santos
in 2016 and is responsible for the finance, tax, Mr Ovenden joined and is responsible for the in February 2013 and
for maximising the treasury, planning, business Santos in 2002, and is provision of technical and is accountable for
utilisation and value development, investor accountable for developing operational services to Development across
of Santos’ midstream relations and IT functions. and executing a targeted increase the scale and Santos’ onshore and
infrastructure, including He brings over 20 years’ exploration and appraisal strategic value of Santos’ offshore assets, including
oil and gas processing experience in chartered strategy across Santos’ assets. major capital projects,
facilities at Moomba and accounting, banking core asset hubs, while drilling and completions,
Mr Santostefano retired
Port Bonython and LNG and corporate financial identifying new high-value and reservoir development,
from Woodside Energy in
facilities in the GLNG and roles including 15 years’ exploration targets. as well as Energy Solutions
November 2013 as Chief
DLNG projects. experience in the upstream and Technology and
Mr Ovenden is a geologist Operating Officer. As
and downstream oil and overseeing Santos’ joint
Previously Ms James was with over 30 years of COO he was responsible
gas industry. venture in PNG LNG.
Executive Vice President experience in the oil and for Woodside’s producing
EHS and Governance, Prior to joining Santos, gas industry. He has business units; the At Santos, Mr Woods has
with responsibility for Mr Neilson was CEO of worked on exploration Production Function previously held the roles of
Santos’ risk and audit, Roc Oil Company Limited projects in Australia, Central including 6 LNG trains Executive Vice President
legal, company secretary, (ROC), which was acquired and South-East Asia, North with associated offshore Onshore Upstream, and
sustainability, safety, in 2014 by Hong Kong- Africa, the Middle East and infrastructure, four FPSOs, Vice President, Eastern
environment and access listed investor Fosun South America, with Sun the Marine Division and Australia. Mr Woods
functions. International Limited. Oil, Kufpec, ExxonMobil the Brownfields Projects has held other roles
Previously, Mr Neilson was and Ampolex. He joined Group. During 2014 and within Santos including
Prior to joining Santos,
Chief Financial Officer of Santos after working for 2015, Mr Santostefano was responsibilities for
Ms James held a range
ROC (ASX listed) and has ExxonMobil in Indonesia. engaged in Board work as exploration in Western
of functional and line
held commercial, finance Mr Ovenden is a member a non-executive Director Australia and the Northern
leadership roles with Arrium
and business services of the APPEA Exploration and various management- Territory, leading the
including Chief Executive
roles at Caltex Australia, Committee. consulting assignments. Western Australian offshore
of the Group’s non-
Credit Suisse First Boston Mr Santostefano has operations including
integrated steel businesses,
(London) and Arthur a deep and respected development of Fletcher
Chief Legal Officer and
Andersen (Sydney). knowledge of the industry, Finucane, Darwin LNG and
Chief Executive, Strategy,
with significant experience the domestic gas business.
leading major acquisitions Mr Neilson holds a Masters
in onshore and offshore
and divestments, of Business Administration Mr Woods has over 24 years
operations and asset
business restructuring from AGSM and is a Fellow of oil and gas industry
management. He has
and turnaround and the of the Financial Services experience including senior
a proven capability to
legal, company secretary, Institute of Australasia management, technical and
manage a demanding
government affairs and and a Fellow of Chartered business development roles
workload and to drive
strategy functions. Accountants Australia and at Woodside Energy and as
cultural change.
New Zealand. CEO and Managing Director
Ms James has previously
of Rialto Energy. He has a
worked in private practice
track record of delivering
at law firms in Australia and
projects and efficient E&P
the UK.
operations and has both
domestic and international
experience. Mr Woods is
a graduate of the Harvard
Business School Advanced
Management Program, an
APPEA Board Director and
Chairman of the APPEA
Exploration Committee.

Reserves Statement
for the year ended 31 December 2018
RESERVES AND RESOURCES
Proved plus probable (2P) reserves increased by 20% to 1,022 million barrels of oil equivalent (mmboe) at the end of 2018, the highest
level in four years. The 2P reserves replacement ratio was 395%.
Net acquisitions and divestments added 192 mmboe during the year, primarily due to the acquisition of Quadrant Energy partially offset
by the sale of the non-core Asian assets.
Successful appraisal and development activity added 41 mmboe to 2P reserves during the year, primarily in the Cooper Basin,
Queensland and Western Australia.
2C contingent resources increased to 1.8 billion barrels of oil equivalent due to the acquisition of Quadrant Energy accompanied by
exploration and appraisal success in the Cooper Basin and Papua New Guinea.
RESERVES AND 2C CONTINGENT RESOURCES (SANTOS SHARE AS AT 31 DECEMBER)
Santos share Unit 2018 2017 % change

Proved reserves mmboe 586 470 25
Proved plus probable reserves mmboe 1,022 848 20
2C contingent resources mmboe 1,800 1,589 13
RESERVES AND 2C CONTINGENT RESOURCES BY PRODUCT (SANTOS SHARE AS AT 31 DECEMBER 2018)
Sales gas Crude oil Condensate LPG Total

Santos share PJ mmbbl mmbbl 000 tonnes mmboe
Proved reserves 3,123 23 23 562 586
Proved plus probable reserves 5,408 45 39 1,259 1,022
2C contingent resources 9,055 116 116 2,281 1,800
KEY METRICS
Annual proved reserves replacement ratio 298%

Annual proved plus probable reserves replacement ratio 395%
Two-year proved plus probable reserves replacement ratio 213%
Organic annual proved plus probable reserves replacement ratio 69%
Organic two-year proved plus probable reserves replacement ratio 66%
Developed proved plus probable reserves as a proportion of total reserves 57%
Reserves life1 14 years
1 2P reserves life as at 31 December 2018 using proforma 2018 Santos and Quadrant Energy production of 75 mmboe.

PROVED RESERVES
Santos share as at 31 December 2018
All products
Sales gas Crude oil Condensate LPG mmboe
Asset PJ mmbbl mmbbl 000 tonnes Developed Undeveloped Total
Cooper Basin 287 8 4 523 47 18 65
1
Queensland and NSW 799 - - - 103 34 137
PNG 832 0 9 - 98 53 152
Northern Australia 28 - 1 39 6 - 6
Western Australia 1,177 15 9 - 154 72 226
Total 1P 3,123 23 23 562 408 178 586
Percentage of total proved reserves that are unconventional 24%
1 Queensland proved sales gas reserves include 642 PJ GLNG and 157 PJ other Santos non-operated Eastern Queensland assets.
Proved reserves reconciliation
Net
Revisions acquisitions
and and
Product Unit 2017 Production extensions divestments 2018
Sales gas PJ 2,491 (284) 201 714 3,123
Crude oil mmbbl 18 (6) 9 1 23
Condensate mmbbl 20 (3) 1 5 23
LPG 000 tonnes 577 (146) 131 - 562
Total 1P mmboe 470 (59) 46 129 586

Reserves Statement
PROVED PLUS PROBABLE RESERVES
All products
Sales gas Crude oil Condensate LPG mmboe
Asset PJ mmbbl mmbbl 000 tonnes Developed Undeveloped Total
Cooper Basin 601 18 9 1,186 98 41 139
1
Queensland and NSW 1,906 - - - 103 225 328
PNG 1,176 0 14 - 141 75 215
Northern Australia 41 - 1 73 9 - 9
Western Australia 1,685 27 15 - 235 95 331
Total 2P 5,408 45 39 1,259 586 436 1,022
Percentage of total proved plus probable reserves that are unconventional 32%
1 Queensland proved plus probable sales gas reserves include 1,463 PJ GLNG and 443 PJ other Santos non-operated Eastern Queensland assets.
Proved plus probable reserves reconciliation
Net
and and
Product Unit 2017 Production extensions divestments 2018
Sales gas PJ 4,496 (284) 162 1,034 5,408
Crude oil mmbbl 33 (6) 11 6 45
Condensate mmbbl 33 (3) 1 9 39
LPG 000 tonnes 1,302 (146) 103 - 1,259
Total 2P mmboe 848 (59) 41 192 1,022
2C CONTINGENT RESOURCES
Sales gas Crude oil Condensate LPG All products

Asset PJ mmbbl mmbbl 000 tonnes mmboe
Cooper Basin 1,355 29 19 2,281 299
Queensland and NSW 2,572 0 0 - 442
PNG 419 - 3 - 75
Northern Australia 2,934 - 41 - 543
Western Australia 1,775 87 53 - 442
Total 2C 9,055 116 116 2,281 1,800
2C Contingent resources reconciliation
Net
and and
Product 2017 Production extensions1 Discoveries divestments 2018
Total 2C (mmboe) 1,589 - (141) 59 294 1,800
1 Includes 31 mmboe of 2C contingent resources commercialised to 2P reserves in 2018.

Notes 9. Petroleum reserves and contingent resources are
aggregated by arithmetic summation by category and, as
1. This reserves statement: a result, proved reserves may be a very conservative
a. is based on, and fairly represents, information and estimate due to the portfolio effects of arithmetic
supporting documentation prepared by, or under the summation.
supervision of, the qualified petroleum reserves and 10. Petroleum reserves and contingent resources are
resources evaluators listed in note 14 of this typically prepared by deterministic methods with support
Reserves Statement. Details of each qualified from probabilistic methods.
petroleum reserves and resources evaluator’s
employment and professional organisation 11. Any material concentrations of undeveloped petroleum
membership are set out in note 14 of this reserves reserves that have remained undeveloped for more than
statement; and 5 years: (a) are intended to be developed when required
to meet contractual obligations; and (b) have not been
b. as a whole has been approved by Barbara Pribyl, developed to date because they have not yet been
who is a qualified petroleum reserves and resources required to meet contractual obligations.
evaluator and whose employment and professional
organisation membership details are set out in note 12. Petroleum reserves replacement ratio is the ratio of the
14 of this reserves statement; and change in petroleum reserves (excluding production)
divided by production. Organic reserves replacement
c. is issued with the prior written consent of Barbara ratio excludes net acquisitions and divestments.
Pribyl as to the form and context in which the
estimated petroleum reserves and contingent 13. Information on petroleum reserves and contingent
resources and the supporting information are resources quoted in this reserves statement is rounded to
presented. the nearest whole number. Some totals in the tables may
not add due to rounding. Items that round to zero are
2. The estimates of petroleum reserves and contingent represented by the number 0, while items that are
resources contained in this reserves statement are as at actually zero are represented with a dash “-“.
31 December 2018.
14. Qualified petroleum reserves and resources evaluators:
3. Santos prepares its petroleum reserves and contingent
resources estimates in accordance with the 2007
Petroleum Resources Management System (PRMS) Professional
sponsored by the Society of Petroleum Engineers (SPE). Name Employer organisation
4. This reserves statement is subject to risk factors B Pribyl Santos Ltd SPE
associated with the oil and gas industry. It is believed that M Laurent Santos Ltd SPE
the expectations of petroleum reserves and contingent
resources reflected in this statement are reasonable, but B Camac Santos Ltd SPE, PESA
they may be affected by a range of variables which could
cause actual results or trends to differ materially, E Klettke Santos Ltd SPE, APEGA
including but not limited to: price fluctuations, actual
N Pink Santos Ltd SPE
demand, currency fluctuations, geotechnical factors,
drilling and production results, gas commercialisation, S Lawton Santos Ltd SPE
development progress, operating results, engineering
estimates, loss of market, industry competition, C Harwood Santos Ltd PESA, AAPG
environmental risks, physical risks, legislative, fiscal and
D Smith NSAI SPE
regulatory developments, economic and financial markets
conditions in various countries, approvals and cost P Stephenson RISC SPE
estimates.
SPE: Society of Petroleum Engineers
5. All estimates of petroleum reserves and contingent
resources reported by Santos are prepared by, or under APEGA: The Association of Professional Engineers and
the supervision of, a qualified petroleum reserves and Geoscientists of Alberta
resources evaluator or evaluators. Processes are
PESA: Petroleum Exploration Society of Australia
documented in the Santos Reserves Policy which is
overseen by a Reserves Committee. The frequency of AAPG: American Association of Petroleum Geologists
reviews is dependent on the magnitude of the petroleum
reserves and contingent resources and changes indicated Abbreviations and conversion factors
by new data. If the changes are material, they are
reviewed by the Santos internal technical leaders and
Abbreviations
externally audited.
1P proved reserves
6. Santos engages independent experts Gaffney, Cline &
Associates (GCA), Netherland, Sewell & Associates, Inc. 2P proved plus probable reserves
(NSAI) and RISC Advisory Pty Ltd (RISC) to audit and/or
evaluate reserves and contingent resources. Each auditor GJ gigajoules
found, based on the outcomes of its respective audit and
LNG liquefied natural gas
evaluation, and its understanding of the estimation
processes employed by Santos, that Santos’ 31 LPG liquefied petroleum gas
December 2018 petroleum reserves and contingent
resources quantities in aggregate compare reasonably to mmbbl million barrels
those estimates prepared by each auditor. Thus, in the
mmboe million barrels of oil equivalent
aggregate, the total volumes summarised in the tables
included in this reserves statement represent a NGLs natural gas liquids
reasonable estimate of Santos’ petroleum reserves and
contingent resources position as at 31 December 2018. PJ petajoules
7. Unless otherwise stated, all references to petroleum tcf trillion cubic feet
reserves and contingent resources quantities in this
TJ terajoules
reserves statement are Santos’ net share.
8. Reference points for Santos’ petroleum reserves and

contingent resources and production are defined points Conversion factors
within Santos’ operations where normal exploration and
Sales gas and ethane, 1 PJ 171,937 boe
production business ceases, and quantities of produced
product are measured under defined conditions prior to Crude oil, 1 barrel 1 boe
custody transfer. Fuel, flare and vent consumed to the
reference points are excluded. Condensate, 1 barrel 0.935 boe
LPG, 1 tonne 8.458 boe

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 2018, 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 25,000
Gallagher Kevin Thomas 619,563
Goh Hock 67,215
Guthrie Vanessa Ann 5,000
Hearl Peter Roland 48,808
Shi Eugene -
Spence Keith William (Chairman) 65,000
The above-named Directors held office during the financial year. Mr Keith Spence was appointed as a Director on 1 January 2018, and as
Chairman on 19 February 2018. Mr Peter Coates was a Director and Chairman until his retirement on 19 February 2018. 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 2,093,144 share acquisition rights (SARs) and 93,735 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 and 9 of this Annual Report. This information includes details of other listed company directorships held during the last three years.

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 &
Audit & Risk & Sustainability Remuneration Nomination
Director Directors’ Meeting Committee Committee Committee Committee
Attended/Held1 Attended/Held1 Attended/Held1 Attended/Held1 Attended/Held1
Allen Yasmin A. 16 of 17 3 of 4 n/a 3 of 4 3 of 3
Coates2 Peter R. n/a 1 of 1 n/a n/a n/a
Cowan Guy M. 16 of 17 4 of 4 n/a n/a n/a
Gallagher Kevin T. 17 of 17 n/a 4 of 4 n/a n/a
Goh3 Hock 11 of 17 3 of 4 3 of 4 n/a 2 of 3
Guthrie4 Vanessa A. 17 of 17 n/a 4 of 4 3 of 3 n/a
Hearl Peter R. 17 of 17 n/a 4 of 4 4 of 4 3 of 3
Shi5 Eugene 8 of 17 3 of 4 n/a 3 of 4 n/a
Spence Keith W. 17 of 17 n/a n/a n/a 3 of 3
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 P Coates retired from the Board on 19 February 2018.
3 Mr H Goh was on a leave of absence until early March 2018 due to a conflict of interest arising from his position as a Director of Harbour Energy. Mr Goh resigned from the Board of
Harbour Energy effective 2 March 2018.
4 Dr VA Guthrie was appointed as a member of the People and Remuneration Committee on 30 March 2018.
5 Mr Shi did not attend Board meetings related to the Harbour Energy proposal due to a conflict of interest arising from his role at ENN.

Directors’ Report
Directors’ Report
continued
OPERATING AND FINANCIAL REVIEW
Santos’ principal activities during 2018 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
2018 2017 Variance

mmboe mmboe %
Production volume 58.9 59.5 (1)
Sales volume 78.3 83.4 (6)
US$million US$million
Product sales 3,660 3,100 18
EBITDAX1 2,160 1,428 51
Exploration and evaluation expensed (105) (94) 12
Depreciation and depletion (667) (742) (10)
Net impairment loss (100) (938) (89)
Change in future restoration assumptions 46 31 48
EBIT 1
1,334 (315) 523
Net finance costs (228) (270) (16)
Taxation (expense)/benefit (476) 225 312
Net profit/(loss) for the period and attributable to equity holders of Santos Limited 630 (360) 275
Underlying profit for the period1 727 318 129
Underlying earnings per share (cents) 1
34.9 15.3 128
1 EBITDAX (earnings before interest, tax, depreciation, depletion, exploration and evaluation and impairment), EBIT (earnings before interest and tax) and underlying profit are non-IFRS
measures that are presented to provide an understanding of the underlying performance of Santos’ operations. Underlying profit excludes the impacts of asset acquisitions, disposals and
impairments, as well as items that are subject to significant variability from one period to the next, including the effects of fair value adjustments and fluctuations in exchange rates. Please
refer to page 22 for the reconciliation from net loss 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

3,641 3,660
84.1 83.4
78.3 3,100 61.6 59.5 58.9
57.7
63.7 64.3 2,594 54.1
2,442
2014 2015 2016 2017 2018 2014 2015 2016 2017 2018 2014 2015 2016 2017 2018
Sales volumes of 78.3 million barrels of oil Sales revenue increased 18% compared to Production was 1% lower than the
equivalent (mmboe) were 6% lower than the previous year to $3.7 billion, primarily previous year primarily due to the PNG
the previous year primarily due to lower due to higher oil and LNG prices partially earthquake and sale of the non-core
third-party volumes, lower LNG volumes offset by lower sales volumes. The average Asian assets (which reduced production
due to the PNG earthquake, and the sale of realised oil price increased 30% to US$75/ by approximately 4 mmboe in aggregate),
Santos’ non-core Asian assets. bbl and the average realised LNG price partially offset by higher production in the
increased 36% to US$10.08/mmBtu. Cooper Basin and Queensland, and the
acquisition of Quadrant Energy.

Review of Operations
Santos’ operations are focused on five core, long-life natural gas assets: Cooper Basin, Queensland & NSW, Papua New Guinea,
Northern Australia 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 future production growth by being a low-cost business, increasing reserves, investing
in new technology to lower development and exploration costs, and increasing utilisation of infrastructure including the Moomba plant.
Cooper Basin 2018 2017

Production (mmboe) 15.5 14.4
Sales volume (mmboe) 21.6 21.0
Revenue (US$m) 1,146 851
Production cost (US$/boe) 8.17 9.31
EBITDAX (US$m) 518 329
Capex (US$m) 245 198
Cooper Basin EBITDAX was $518 million, 57% higher than 2017 primarily due to higher sales revenue impacted by higher oil prices, in
addition to lower production costs resulting from cost efficiencies.
Santos’ share of Cooper Basin sales gas and ethane production of 60.6 petajoules (PJ) was 4% higher than the previous year (58.4 PJ)
as new development activity more than offset the impact of natural field decline.
Queensland & 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 nameplate capacity of 7.8 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 4.8 million tonnes of LNG in 2018 and shipped 80 cargoes. Annual LNG production was lower than the previous
year (5.4 million tonnes) as the GLNG joint venture partners diverted gas originally slated for export to the domestic market.
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 2018 2017

Revenue (US$m) 1,016 769
Capex (US$m) 244 190
Queensland and NSW EBITDAX of $570 million increased 77% compared to 2017. This was a result of higher sales revenue reflecting the
ramp-up of upstream production and higher LNG prices and lower costs.

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.
PNG LNG production and sales were significantly impacted by a severe earthquake that struck the PNG Highlands region in February
2018. PNG LNG was safely shut-in and there were no releases of hydrocarbons or significant injuries to personnel. Production
recommenced in April and resumed full rates in May.
The LNG plant produced 7.4 million tonnes of LNG in 2018 and shipped 98 cargoes. Annual LNG production was lower than the previous
year (8.3 million tonnes) due to the 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. Santos, along with the other PNG LNG parties, are in discussions to build alignment for the proposed construction of
three additional LNG trains at the PNG LNG site, one for the PNG LNG project (Santos 13.5% interest) and two for the Papua LNG
project (in which Santos does not have an equity interest). Santos expects to earn an access fee from the Papua LNG project for use
of existing PNG LNG infrastructure. Santos is also in discussions regarding a proposal received for Santos to farm-in to PRL 3 which
contains the multi-tcf P’nyang field.
PNG 2018 2017

Revenue (US$m) 630 534
Capex (US$m) 39 32
PNG EBITDAX of $506 million increased 17% compared to 2017, mainly due to higher LNG prices.
Northern Australia
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 nameplate capacity of 3.7 mtpa. The plant produced 3.3 million tonnes of LNG
in 2018 and shipped 54 cargoes. Annual LNG production was in line with the previous year.
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 April 2018, Santos announced that agreement had been reached with its joint venture partners to enter the front-end engineering and
design (FEED) phase for the development of the Barossa project to backfill Darwin LNG. A final investment decision is targeted towards
the end of 2019 or early 2020. Santos has a 25% interest in Barossa and successful development would extend the operating life of
Darwin LNG by more than 20 years, and more than double Santos’ current production in Northern Australia.
Northern Australia 2018 2017

Capex (US$m) 66 63
Northern Australia EBITDAX of $116 million was 33% higher than 2017.

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 August 2018, Santos announced the acquisition of Quadrant Energy for US$2.15 billion plus potential contingent payments related to
the Bedout Basin. The acquisition was completed on 27 November 2018.
Quadrant Energy held natural gas and oil production, and near- and medium-term development, appraisal and exploration assets,
predominantly in the Carnarvon Basin, offshore Western Australia. Quadrant’s conventional natural gas assets included significant
portfolio overlap with Santos, including the Varanus Island and Devil Creek gas hubs, providing opportunity to realise significant
combination synergies.
Quadrant’s portfolio also included a leading position in the highly prospective Bedout Basin, including the significant oil discovery at
Dorado (Santos 80%) which provides near-term development opportunity, subject to appraisal.
Western Australia 2018 2017

Capex (US$m) 93 79
Quadrant Energy included from completion of the acquisition on 27 November 2018.
Western Australia EBITDAX of $283 million was 26% higher than 2017.
Santos’ share of Western Australia gas and condensate production was 63.1 PJ and 0.7 mmbbl respectively.
Asia
In May 2018, Santos announced the sale of its Asian asset portfolio to Ophir Energy plc for US$221 million. The asset sale was
completed on 6 September 2018.
Asia 2018 2017

Capex (US$m) 8 34
Asia production was lower than 2017 due to the completion of the sale of the assets in September 2018.

Directors’ Report
Directors’ Report
continued
Net profit/(loss)
The 2018 net profit attributable to equity holders of Santos Limited of $630 million is $990 million higher than the net loss of $360
million in 2017. This increase is primarily due to lower impairment losses of $94 million after tax ($703 million in 2017) and higher sales
revenue as a result of favourable product prices and volumes.
Net profit includes items before tax of $115 million ($97 million after tax), as referred to in the reconciliation of net profit to underlying
profit below. Underlying profit was $727 million, $409 million higher than 2017.
Reconciliation of net profit/(loss) to underlying profit1
2018 US$million 2017 US$million

Gross Tax Net Gross Tax Net
Net profit/(loss) after tax attributable to equity
holders of Santos Limited 630 (360)
Add/(deduct) the following:
Net gains on sales of non-current assets (112) 18 (94) (79) 20 (59)
Impairment losses 100 (6) 94 938 (235) 703
Fair value adjustments on embedded
derivatives and hedges 2 - 2 (14) 4 (10)
Fair value adjustments on commodity hedges 67 (21) 46 63 (19) 44
Costs associated with acquisitions
and disposals 58 (9) 49 - - -
115 (18) 97 908 (230) 678

Underlying profit 1
727 318
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, and the impact of hedging. The calculation of underlying profit has changed from prior periods, to simplify the definition of underlying profit to
enhance comparability to peer companies. Prior period underlying profit has been restated to a like-for-like basis. 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.
Financial position
Summary of financial position
2018 2017 Variance

US$million US$million US$million
Exploration and evaluation assets 1,004 459 545
Oil and gas assets and other land, buildings, plant and equipment 11,343 9,662 1,681
Restoration provision (2,093) (1,528) (565)
Other net assets/(liabilities)1 492 120 372
Total funds employed 10,746 8,713 2,033
Net debt2 (3,549) (2,731) (818)
Net tax assets/(liabilities)3 82 1,169 (1,087)
Net assets/equity 7,279 7,151 128
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
2018 full-year accounts.
At 31 December 2018, non-cash after-tax impairment losses of $18 million were recognised in addition to the non-cash after-tax
impairment of $76 million recognised at 30 June 2018. The total after-tax impairment losses of $94 million for the year mainly relate to
the impairment of exploration and evaluation assets.
Exploration and evaluation assets
Exploration and evaluation assets were $1,004 million compared to $459 million at the end of 2017, an increase of $545 million, due
to the acquisition of Quadrant Energy, 2018 capital expenditure, including drilling in Papua New Guinea, Cooper Basin and Barossa
Caldita, along with evaluation studies, in addition to acquisition costs comprising interests in Tern Frigate and Muruk Farm-in; offset
by impairment losses before tax of $129 million and exploration and evaluation expenses of $10 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 $11,343 million were $1,681 million higher than in 2017 mainly due
to the acquisition of Quadrant Energy and 2018 capital expenditure, offset by depreciation and depletion charges.
Restoration provision
Restoration provision balances have increased by $565 million to $2,093 million mainly due to the acquisition of Quadrant Energy, offset
by revised restoration cost estimates and favorable exchange differences.
Net debt
Net debt of $3,549 million was $818 million higher than at the end of 2017 primarily as a result of additional funding for the acquisition of
Quadrant Energy, offset by free cash flow before asset acquisitions and divestments of $1,006 million and proceeds from asset sales of
$152 million.
Net tax assets/(liabilities)
Net tax assets of $82 million have decreased by $1,087 million primarily as a result of the acquisition of Quadrant Energy and the
utilisation of carry-forward tax losses recognised by the Group.
Net assets/equity
Total equity increased by $128 million to $7,279 million at year end. The increase primarily reflects the net profit after tax attributable to
owners of Santos of $630 million, partially offset by the movements in the translation reserve of $437 million and payments of dividends
to shareholders of $73 million.
Future commitments
Due to the nature of Santos’ operations, the Company has future obligations for capital expenditure, for which no amounts have been
provided in the financial statements. Santos also has certain requirements to perform minimum exploration work and spend minimum
amounts of money pursuant to the terms of the granting of petroleum exploration permits in order to maintain rights of tenure. The
minimum exploration commitments are less than the normal level of exploration expenditures expected to be undertaken by the
Company.
Santos leases LNG carriers and tug facilities under finance leases. The leases have terms of between 10 and 20 years with varying
renewal options. At the reporting date, finance lease liabilities for a purpose-built LNG carrier and tug boats were recorded on the
balance sheet. Santos also leases floating production, storage and offtake facilities, floating storage offloading facilities, LNG carriers
and mobile offshore production units under operating leases. These leases typically run for a period of four to six years and may have an
option to renew after that time. The group also leases building office space and a warehouse under operating leases. These leases are
generally for a period of 10 years, with an option to renew the lease after that date.
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 2018, the Company had total combined 2019 hedging of 4.9 million barrels. Of this, 3.4 million barrels of production
is hedged using zero cost collars with a floor price of $45.00/bbl and a ceiling price of $79.27/bbl. In addition, Quadrant Energy 2019
hedging of 1.5 million barrels via swaps and participating forwards with an average floor price of $64.59/bbl has been novated to Santos.

Directors’ Report
Directors’ Report
continued
Business strategy and prospects for future financial years

Business strategy
Santos has a clear and consistent strategy to drive shareholder value which sees five core, long-life natural gas assets at the heart of
the Company’s operations, each with significant upside potential.
The Company’s strategy has three phases:
Transform
• Diverse and balanced portfolio of five core, long-life natural gas assets;
• Robust balance sheet;
• Lowest-cost onshore operator in Australia; and
• Disciplined, low-cost operating model, portfolio free cash flow breakeven at <$40 oil price.
Build
• Develop low-risk, brownfield growth prospects across the core portfolio;
• Pursue strategically aligned, value-accretive acquisition opportunities;
• Leverage facilities and infrastructure operations strategic capability; and
• Maximise margins through Marketing and Trading business.
Grow
• Execute and bring on-line growth opportunities across the core portfolio;
• Focused exploration strategy to identify new high-value targets and unlock future core assets; and
• Generate new revenue through low-carbon Energy Solutions projects.
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 assets. This focus will
enable Santos to remain a low-cost and high-performing business with significant upside opportunities across the portfolio.
The Company will increasingly focus on disciplined growth by:
• completing the P’nyang farm-in in PNG and entering FEED for expansion;
• completing FEED on Barossa backfill for Darwin LNG and progressing to FID;
• delivering the Dorado appraisal program and entering FEED;
• driving synergies in Western Australia resulting from the Quadrant acquisition;
• growing production in the onshore assets consistent with the disciplined operating model; and
• optimising the portfolio through strategically aligned acquisitions, farm-outs and disposals.
Santos expects 2019 sales volumes to be in the range of 88-98 mmboe and production to be in the range of 71-78 mmboe. Capital
expenditure is expected to be approximately $1.1 billion.
Santos remains confident in the long-term underlying demand for energy and particularly natural gas on the back of Asian economic
growth, the rising global population and rapid urbanisation in developing economies.
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 Policy.
This summary refers to significant risks identified at a whole of entity level relevant to Santos. It is not an exhaustive list of all risks that
may affect the Company, nor have they been listed in any particular order of importance.

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 has been 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 compliment 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 supply 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 12–15).
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 processes 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 many reasons, including unanticipated economic, financial, operational, engineering, technical,
environmental, contractual, regulatory, community or political events. Delays, changes in scope, cost increases or poor performance
outcomes pose risks that may impact the Company’s financial performance.
Santos has comprehensive project and risk management and reporting systems in place. 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.
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.

Directors’ Report
Directors’ Report
continued
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 which 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 relevant 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.

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 which 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 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, borrowings denominated in currencies other than US$ and capital and operating expenditure incurred in currencies other than
US$, principally A$. Santos also holds investment interests in domestic and foreign 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 affects may
be global or affecting a particular geographic region, industry or economic sector. Access to debt and equity funding may also be unduly
affected by a downgrade in its credit rating.
Santos had $3.3 billion in liquidity (cash and undrawn bilateral bank facilities) available as at 31 December 2018.
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.

Directors’ Report
Directors’ Report
continued
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
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 or likelihood of fulfilling of any such forward-looking statements (whether
express or implied) and, except as required by applicable law or the ASX Listing Rules, disclaims any obligation or undertaking to publicly
update such forward-looking statements.
SIGNIFICANT CHANGES IN THE STATE OF AFFAIRS
The Material Business Risks section (pages 24 to 28) refers to risks which, if materialised, may have a significant effect on the state of
affairs of the Company.
Dividends
On 20 February 2019, the Directors resolved to pay a fully franked final dividend of US6.2 cents per fully paid ordinary share on
28 March 2019 to shareholders registered in the books of the Company at the close of business on 27 February 2019 (“Record Date”).
This final dividend amounts to approximately US$128 million. The Board also resolved that the Dividend Reinvestment Plan will not be in
operation for the 2018 final dividend.
In addition, a fully franked interim dividend of US3.5 cents per share was paid to members on 27 September 2018. 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 Environmental 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 4 May 2018, Santos received a penalty infringement notice and $12,615 fine from the Queensland Department of Environment and
Science for a release of effluent to the environment.
On 19 July 2018, Santos received a $68,000 fine from the Queensland Department of Environment and Science for the unauthorised
release of hydrocarbons to land.
On 12 October 2018, Santos received a penalty infringement notice and $1,500 fine from the New South Wales Environment Protection
Authority for using produced water treated at the Leewood Treatment Plant for irrigation.
The consolidated entity undertook corrective measures in respect of the infringements to prevent re-occurrences.
POST BALANCE DATE EVENTS
On 20 February 2019, the Directors of Santos Limited resolved to pay a final dividend on ordinary shares in respect of the 2018 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 2018.
SHARES UNDER OPTION AND UNVESTED SHARE ACQUISITION RIGHTS (SARS)
Options
Unissued ordinary shares of Santos Limited under option at the date of this report are as follows:
Date options granted Expiry date Issue price of shares1 Number of options
2 March 2009 2 March 2019 $14.81 50,549
50,549
1 This is the exercise price payable by the option holder.
Options do not confer an entitlement to participate in a bonus or rights issue, prior to the exercise of the option.
Unvested SARs
Unissued ordinary shares of Santos Limited under unvested SARs at 31 December 2018 are as follows:
Date SARs granted Number of shares under unvested SARs

14 June 2016 3,862,734
31 August 2016 570,071
21 March 2017 3,522,051
19 May 2017 671,641
29 September 2017 516,328
21 March 2018 2,755,941
1 April 2018 743,078
7 May 2018 520,183
9 July 2018 427,344
5 November 2018 15,299
13,604,670
Since 31 December 2018, no additional SARs have been granted over unissued ordinary shares of Santos Limited and 9,636 SARs
pursuant to the ShareMatch plan have lapsed.
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 31 of this report and in note 7.2 to the financial report.

Directors’ Report
Directors’ Report
continued
SHARES ALLOCATED ON THE EXERCISE OF OPTIONS AND ON THE VESTING OF SARS
Options
No options were exercised during the year ended 31 December 2018 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 2018 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 allocated

28 July 2015 568,170
1 February 2016 166,911
11 July 2016 42,585
31 August 2016 28,083
19 April 2017 80,571
29 September 2017 14,300
9 July 2018 4,918
905,538
Since 31 December 2018, 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 31
of this report and in notes 7.2 and 7.3 to the financial report.

Remuneration Report
The Directors of Santos present this Remuneration Report for the consolidated entity for the year ended 31 December 2018. 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 2018 and remuneration information pertaining to the
key management personnel (KMP) of the consolidated entity for the purposes of the Corporations Act and Accounting Standards, as
set out below. These are the personnel who have authority and responsibility for planning, directing and controlling the activities of the
Company’s major financial, commercial and operating divisions.
KEY MANAGEMENT PERSONNEL COVERED BY THE REMUNERATION REPORT
Name Position Term as KMP in FY2018

Non-executive Directors
Keith William Spence1 Independent non-executive Chair Full year
Peter Roland Coates Independent non-executive Chair 1 January 2018 to 19 February 2018
Yasmin Anita Allen Independent non-executive Director Full year
Guy Michael Cowan Independent non-executive Director Full year
Hock Goh Independent non-executive Director Full year
Vanessa Ann Guthrie Independent non-executive Director Full year
Peter Roland Hearl Independent non-executive Director Full year
Eugene Shi Non-executive Director Full year
Executive Director
Kevin Thomas Gallagher Managing Director and Chief Executive Officer (CEO) Full year
Senior Executives
David Maxwell Banks Executive Vice President (EVP) Onshore Upstream From 1 December 2018
prior to commencing in this role Mr Banks was Vice President Onshore
Upstream Projects
Philip Ambrose Byrne EVP Marketing, Trading and Commercial Full year
Brett Anthony Darley EVP Offshore From 28 November 2018
Anthony Myles Neilson Chief Financial Officer (CFO) Full year
Vincent Santostefano Chief Operations Officer (COO) Full year
Brett Kenneth Woods EVP Developments Full year
prior to commencing in this newly created role on 1 December Mr Woods was
EVP Onshore Upstream
Bruce Clement EVP Conventional Oil and Gas From 1 February 2018 to
prior to commencing in this role Mr Clement was Vice President Asia,
NSW & WA Oil Assets
27 November 2018
1 Mr Spence was appointed to the Board on 1 January 2018 and appointed Chair on 19 February 2018.
REPORTING CURRENCY
Remuneration is disclosed in US$ (unless otherwise indicated) with all remuneration components having been converted from A$ to
US$ using an average rate of $0.7475 for 2018 and $0.7667 for 2017. This means year-on-year changes in remuneration amounts stated
in US$ may be at least partly attributable to exchange rate variations and not necessarily a change in policy intent concerning the
amount to be paid in A$.

Directors’ Report
Remuneration Report
continued
OVERVIEW OF RESULTS - DELIVERING STRONG PERFORMANCE
Since 2016 Santos has simplified the business, reduced costs, increased efficiencies and delivered on the clear and consistent Transform,
Build, Grow strategy. The successful execution of Santos’ strategy delivered a strong financial performance in 2018 including:
• 129% increase in underlying net profit after tax to $727 million,
• 63% increase in free cash flow to $1 billion,
• 18% increase in sales revenue to a record $3.7 billion, and
• sales volumes of 78.3 million barrels of oil equivalent (mmboe) and production of 58.9 mmboe across the portfolio of five core
long-life natural gas assets.
In 2018 the company achieved its net debt reduction target of $2 billion more than one year ahead of plan. This milestone provided the
flexibility to return to dividends and acquire the low-cost, high-margin conventional assets of Quadrant Energy in Western Australia. The
value accretive acquisition of Quadrant Energy in Western Australia for US$2.15 billion aligned not only with our production growth plan
but also our strategy to build on existing infrastructure positions around our core long-life natural gas assets.
Our strong operating and financial results in 2018 reflect the benefits of a cash generative core asset portfolio and low-cost, disciplined
operating model. Santos’ portfolio is now positioned for disciplined growth, targeting production of more than 100 mmboe by 2025,
almost double the levels in 2018.
While our financial performance and growth outcomes have been very strong in 2018, our results in relation to personal and process
safety have not met our high expectations, though there have been improvements made from the previous year’s performance,
particularly in personal safety. The Board and Executive team are focussed on continuing to improve this performance in 2019 and are
committed to preventing harm to people and the environment.
ALIGNING REMUNERATION AND COMPANY PERFORMANCE
In 2018, we strengthened the alignment of Executive remuneration with the interests of shareholders by:
• including appropriate financial and operational performance measures in the Company Scorecard, at an overall 50% weighting of the
total result, including production, unit production costs, underlying profit and Free Cash Flow Breakeven Point (FCFBP) measures;
• setting more challenging stretch performance goals and increasing Executive STI opportunities for high performance, while holding
incentives for “on-target” performance at pre-existing levels;
• increasing the portion of Executive STI deferred in equity for two years from 30% to 50% of total STI, subject to positive free cash
flow (FCF), and requiring that the portion deferred in equity be 100% if FCF is not positive;
• focussing the CEO and Senior Executives on ongoing shareholder returns through the equity-based LTI plan, particularly through the
relative TSR and return on capital performance hurdles.
Despite strong operational performance during 2018, no Long-Term Incentive (LTI) awards vested because the Company did not achieve
the required relative Total Shareholder Return (TSR) performance over the four years since the 2015 LTI was awarded. This is the eighth
consecutive year that relative TSR-tested LTI awards have not vested, reflecting the clear link between long-term shareholder returns
and Senior Executive remuneration.
In light of the Company’s performance in 2018, the Board has approved a Company Scorecard result of 138.8% of its target performance
level, which will be used to determine Short-Term Incentive (STI) awards. Further detail on the KPIs and performance assessment is
available in Table 2: “2018 Company Scorecard – KPI performance” on page 41.

ACTUALLY REALISED REMUNERATION
The Actually Realised Remuneration table below shows remuneration “actually realised” by the CEO and Senior Executives in relation to
2018, namely:
• cash payments on account of Total Fixed Remuneration (TFR);
• cash STI awards earned in respect of 2018 performance;
• deferred STI awards in respect of prior performance years which vested in 2018; and
• SARs granted as part of the LTI program, only if they vest, valued on the basis of their closing price on the date of vesting.
These amounts differ from the amounts reported in Table 5 and other statutory tables which are prepared in accordance with the
Corporations Act and Accounting Standards. This is because the Accounting Standards require a value to be placed on “share-based
payments” at the time of grant, and for that “accounting value” to be reported as remuneration, even though the CEO and Senior
Executives may ultimately not realise any actual value from the “share-based payments” e.g. because the performance conditions are
not satisfied, as was the case for the 2015 four-year LTI award tested at the end of 2018.
Termination payments, leave entitlements and cashing out of leave entitlements, where allowable under legislation, are not included
in the table below. The total remuneration amounts determined in accordance with the requirements of the Corporations Act and
Accounting Standards are set out in Table 5 “2017 and 2018 Senior Executive remuneration details” (see page 50).
The Actually Realised Remuneration shown in Table 1 will continue to be disclosed in Australian dollars to enable simpler year-on-year
comparisons without the impact of currency changes.
Table 1: Actually realised remuneration (unaudited and non-IFRS)
2016
Deferred STI Other
that vested vested
TFR1 Cash STI2 in 20183 LTI4 grants Other5 Total
Year A$ A$ A$ A$ A$ A$ A$
CURRENT
KT Gallagher 2018 1,890,000 1,175,600 608,488 – 851,2466 6,082 4,531,416
CEO 2017 1,800,000 1,159,200 – – 667,644 5,341 3,632,185
DM Banks 2018 58,333 22,300 – – – – 80,633
EVP Onshore Upstream
PA Byrne 2018 700,000 286,700 – – – 6,082 992,782

EVP Marketing, Trading and Commercial 2017 271,370 129,400 – – – 9,804 410,574
BA Darley 2018 77,000 31,200 – – – 1,094 109,294
EVP Offshore
AM Neilson 2018 822,500 347,800 – – – – 1,170,300

Chief Financial Officer 2017 800,000 423,600 – – 122,214 2,626 1,348,440
V Santostefano 2018 859,562 361,500 207,528 – 6,082 1,434,672
Chief Operations Officer 2017 850,000 379,300 – – – 2,684 1,231,984
BK Woods 2018 742,500 327,900 172,938 – 6,082 1,249,420
EVP Developments 2017 695,000 355,600 297,330 – – 6,408 1,354,338
FORMER
B Clement 2018 577,500 446,9007 – – – 1,024,400
EVP Conventional Oil and Gas
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 2018 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 2016 STI award that vested on 31 December 2018, at a closing share price of A$5.48.
4 No LTI vested in 2018. For the value of share-based payments calculated in accordance with the Accounting Standards, see Table 5 “2017 and 2018 CEO and Senior Executive remuneration”
on page 50.
5 “Other” comprises ad hoc payments treated as remuneration, such as assignment and mobilisation allowances and other non-monetary benefits.
6 This figure represents the second tranche of the CEO’s sign-on grant (166,911 SARs) that vested on 31 January 2018. The amount reflected is based on a closing share price of A$5.10 on
31 January 2018.
7 Mr Clement’s 2018 STI will be delivered wholly in cash in accordance with his contract, as he will not be an ongoing employee.

Directors’ Report
Remuneration Report
continued
REMUNERATION GOVERNANCE
People and Remuneration Committee

The People and Remuneration Committee (Committee) oversees and formulates recommendations to the Board on the remuneration
policies and practices of the Company generally (including the remuneration of non-executive Directors, the CEO and Senior
Executives) 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 remuneration consultants. In 2018 some remuneration
benchmarking exercises were undertaken to provide information on market remuneration levels for KMP, however no remuneration
recommendations were provided by remuneration consultants.
Clawback
The share plan rules give the Company the discretion to lapse or forfeit unvested deferred shares or SARs awarded 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.

REMUNERATION APPROACH
The fundamental purpose of Santos’ remuneration policy is to develop and maintain an effective remuneration framework which
supports and reinforces successful execution of the Transform, Build, Grow business strategy.
Remuneration policy objective
Attracting and retaining talented and Focusing executives to strive for Aligning executive and shareholder
qualified executives superior performance interests
Enabled through the Company’s remuneration framework
Total Fixed Remuneration (TFR) Short-term incentive (STI) Long-term incentive (LTI)
(base plus superannuation)
• A significant component of • Long-term incentives are delivered
• Remuneration levels are market- remuneration is “at risk”. The value as Share Acquisition Rights
aligned against similar roles in to the executive is dependent on (SARs).
comparable companies. the Company and individual
• Vesting of long-term incentives is
meeting challenging targets.
• Individual remuneration is set with contingent on achieving
regard to the executive’s role and • Short-term incentive outcomes performance hurdles that are
responsibilities and also the are based on annual performance aligned with creation of long-term
individual’s experience and measures that deliver immediate shareholder value (relative total
competencies. outcomes for the Company across shareholder return, return on
a range of financial, safety, capital employed and free
• Fixed Remuneration levels ensure
environment, growth and cashflow).
that the Company offers
culture KPIs.
competitive remuneration that • Executives cannot hedge equity
enables it to attract and retain the • Half (50%) of executives’ STI incentives that are unvested or
skills it needs without paying awards is delivered as cash subject to restrictions. These
excessively, in line with its following the end of the incentives are also subject to
cost focus. performance year. clawback.
• The other 50% is delivered in
equity, subject to a further
two-year restriction period.
Remuneration timeline
The timing of Executive remuneration payments and delivery mechanisms is summarised in the following diagram.
TFR
STI* 50% cash 50% equity
LTI 100% equity
Year 1 Year 2 Year 3 Year 4
Delivered as cash
Delivered as equity
* This is an increase in the deferred equity portion for 2018, up from 30% in previous years.

Directors’ Report
Remuneration Report
continued
Key questions relating to Incentives Framework

Short-term incentive
What is the purpose of STI? STI aligns Executive interests to the delivery of the Company’s short-term operational and financial goals
for the year. Goals are chosen to drive outcomes and behaviours that support the safe operation and
delivery of the business and lead to long-term growth in shareholder value.
What is the relevant STI award is based on performance for a one-year period. At least 50% of the award is provided as
performance period? restricted equity held for two years. This is an increase from previous years when 30% of the award was
provided as deferred equity.
In what form is the incentive The STI award is subject to a free cash flow gate, such that:
made and when is the
• if FCF for the year was positive, 50% of STI is paid in cash in the next available payroll run. The other
incentive realised?
50% is deferred in shares or share acquisition rights (SARs) for two years;
• if FCF was negative, all of the STI is deferred in equity for two years.
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 subject to clawback.
How is the STI pool The STI pool size is capped at the sum of individuals’ maximum STI levels. The actual STI pool for the year
determined? is set by reference to the Company Scorecard result (2018 results are outlined in Table 2 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).
How is individual For the CEO and Senior Executives, STI awards are determined with reference to the assessment of
performance considered Company performance against the Company Scorecard, as well as individual performance in that year.
in determining STI? The CEO sets individual KPIs with each Senior Executive at the start of the performance year, as relevant
to their specific role and contribution to Company deliverables.
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.

Long-term incentive
What is the purpose of LTI? LTI aligns the interests of Executives with the creation of long-term shareholder value.
The relative TSR performance criteria provide for vesting when there are strong shareholder returns
against the relevant markets. The FCFBP and ROACE measures vest when the Company demonstrates
underlying operational efficiency to generate free cash flow throughout the oil price cycle, and disciplined
use of capital to generate shareholder returns over a four-year period.
What is the relevant SARs issued under the annual LTI program have a four-year performance period. This period represents
performance period? an appropriate balance between providing a genuine and foreseeable incentive to executives and
fostering a long-term view of shareholder interests.
In what form is the incentive LTI amounts are based on a set percentage of the executive’s TFR allocated on a face value basis, and
made and when is the delivered in SARs. SARs are a conditional entitlement to a fully paid ordinary share at zero price, subject to
incentive realised? satisfaction of the performance condition.
Nothing is payable by executives if and when SARs vest. Following vesting of SARs, shares are
automatically allocated to the executive. Trading in these shares is subject to compliance with the
Company’s Securities Dealing Policy.
The Board has discretion to settle the SARs in cash if they vest.
What performance Vesting of the LTI is assessed against four equally weighted performance measures:
measures have been
chosen and why? Weighting Performance measures Description and rationale
25% Relative TSR measured against The calculation of TSR takes into account share price
companies of the ASX100 and dividend yield and is therefore a robust and objective
measure of shareholder returns.
TSR continues to effectively align the interests of
25% Relative TSR measured against
individual Senior Executives with that of the Company’s
companies of the S&P Global
shareholders by motivating Senior Executives to achieve
Energy Index (GEI)
superior shareholder outcomes relative to Santos’
competitors for investor capital and its energy sector
peers.
25% Free Cash Flow Breakeven FCFBP is the US$ oil price at which cash flows from
Point (FCFBP) operating activities 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
Employed (ROACE) compared interest and tax (EBIT) divided by the average capital
with Weighted Cost of Capital employed, being shareholders’ equity plus net debt, as
(WACC) published in the Company’s financial statements.
The use of ROACE as a performance measure aligns
Senior Executives with shareholder interests by focusing
on the efficient and disciplined use of capital to generate
shareholder returns.

Directors’ Report
Remuneration Report
continued
What is the vesting scale Each performance measure has a vesting scale which provides for:
for LTI?
• 0% vesting below a lower performance hurdle
• 100% vesting at or above an upper performance hurdle
• Pro rata vesting from 50% to 100% between the lower and upper hurdles.
The vesting scales below apply to both the CEO’s and Senior Executives’ 2018 LTI performance
grants. There is no re-testing of the performance condition. SARs that do not vest upon testing of the
performance condition will lapse.
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%
Free Cash Flow Breakeven Point (FCFBP)
% of grant vesting
Above $US40/bbl 0%
Equal to US$40/bbl 50%
Equal to or below US$35/bbl 100%
Return On Average Capital Employed (ROACE)
% of grant vesting
Below 100% of WACC 0%
Equal to 100% of WACC 50%
Equal to or above 120% of WACC 100%
How is performance on Relative TSR performance, being a market-based measure, is tested by an independent third party and
these measures assessed? reviewed by the Board prior to vesting. The Board has discretion to adjust the TSR comparator groups,
for example to take account of takeovers, mergers and demergers that occur during the performance
period.
FCFBP and ROACE, being non-market measures, are tested and audited internally, and all results
externally audited as part of the Annual Report release. The Board has discretion to make adjustments to
the results on these measures, based on the agreed methodology.
What happens to on-foot Generally, if an executive resigns or is summarily dismissed their unvested SARs will lapse. In all other
equity on cessation of circumstances (including death, total and permanent disability, redundancy and termination by mutual
employment? agreement), unvested SARs remain on foot and will vest or lapse in accordance with their original terms,
unless the Board determines otherwise.
What happens to on-foot Where there is a change in control, the Board may determine whether, and the extent to which, SARs
equity on change of control? may vest.

LINK BETWEEN PERFORMANCE AND REMUNERATION
The remuneration mix indicates the extent to which Executive remuneration is variable and “at risk” and, within this, the balance
between short-term and long-term incentives.
The charts below show the year-on-year comparison of remuneration outcomes for the CEO and Senior Executives at different
performance levels:
• target – reflecting incentive payments for achieving expected (“on-target”) annual and long-term performance1;
• stretch – reflecting incentive payments for achieving stretch performance against both short-term and long-term goals; i.e. the
maximum earning opportunity.
These charts set out the opportunity levels available within the remuneration framework. The actual remuneration mix in any year varies
with actual performance and incentive outcomes.
In summary, the charts illustrate that:
• at stretch performance the maximum STI component increased relative to TFR and LTI between 2017 and 2018, to be more in line
with market peers;
• at all levels of performance the proportion of remuneration that is deferred and delivered in equity increased between years, owing to
STI deferral increasing from 30% to 50% of STI;
• compared with the other Executives, the CEO has a higher proportion of remuneration at risk and more of the at-risk remuneration
focussed on the long term.
The charts below depict remuneration mix at target and stretch performance levels, expressed as a percentage of total remuneration.
CEO remuneration Senior Executive remuneration
2018 38% 14% 14% 34% 2018 48% 15% 15% 23%
At target
At target
2017 38% 20% 8% 34% 2017 48% 21% 9% 23%

At stretch
At stretch
2018 27% 17% 17% 40% 2018 35% 18% 18% 28%
2017 29% 20% 9% 43% 2017 38% 22% 9% 30%
TFR STI cash STI equity LTI

Note: The whole numbers shown in these charts may not total 100% exactly, due to rounding.
1 For this purpose “target” LTI is a notional figure of 60% of face value LTI. This approximates the average long-run vested value of allocated LTI, when the expected impact of performance
vesting conditions is taken into account.

Directors’ Report
Remuneration Report
continued
COMPANY PERFORMANCE OUTCOMES
Performance against 2018 Company Scorecard
How does the Company The Company’s annual performance is monitored and assessed using the Company Scorecard. The
measure its annual Scorecard contains a balanced blend of financial and operational KPIs which support execution of the
performance? business strategy and drive business performance. In 2018 Scorecard KPIs covered a range of areas
including production, operating efficiency, safety, growth and culture.
These measures include lagging indicators to assess the Company’s past performance, as well as
forward-looking indicators to ensure the Company is positioning itself effectively for future growth. The
Board believes that this Scorecard is balanced and focuses CEO and Senior Executives on achieving the
key outcomes necessary to deliver stronger returns to shareholders.
Who assesses Company The People and Remuneration Committee formally assesses the Company’s performance against the
performance? overall Scorecard at the end of each financial year, and this forms the basis of a recommendation to the
Board.
What has changed in 2018 In the Company’s 2017 Remuneration Report it was announced that the Board had approved, effective
compared with 2017? from 2018, an increase in Executives’ maximum STI opportunities to enable greater upside opportunity
for exceptional performance and ensure competitiveness with the market. This was matched with more
challenging stretch performance goals associated with STI payouts at these higher opportunity levels.
Threshold and target performance goals and associated STI payouts remain comparable with previous
years.
As a result of the increased degree of difficulty built into the 2018 Scorecard, performance levels between
target and stretch are no longer directly comparable with previous years’ performance1, however target
performance level is still comparable over time.
To simplify year-on-year comparisons and more clearly outline the change in performance levels over
time, the Board has determined that from 2018 onwards, Company performance will be expressed relative
to the Company’s target performance level of 100%, such that:
• Scorecard results above 100% reflect performance above target, and
• Scorecard results below 100% reflect performance below target.
How is the Scorecard result The Company Scorecard is comprised of a range of KPIs with set threshold, target and stretch goals
calculated? 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 2018 Scorecard has a maximum result of 167% of target.
This increased 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.
What is the overall The Company’s performance against the 2018 Company Scorecard, as assessed by the Board on the
Scorecard result for 2018? new scoring basis, resulted in an outcome of 138.8% relative to 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 on page 46.
Table 2 provides further details of Scorecard KPIs and the Company’s performance against them.
1 In previous years, performance was expressed as a score out of 100%, whereby 100% represented stretch performance, and the target performance level was set at 75% of that 100%
maximum.

Table 2: 2018 Company Scorecard – KPI performance
Result
(relative
to target
KPI Rationale Performance of 100%)
Personal safety The Company is committed to providing a Lost time injury frequency rate 50%
workplace without injury or illness. (LTIFR) of 0.65. Although there have
Measured by the number of
been improvements made from the
lost time injuries per million
previous year, particularly in personal
hours worked over the
safety, threshold performance level
12-month period
was not achieved.
Safety, Environment and Culture (20%)
Environment and The integrated target for Environment and There were four Tier 1 and twelve
Process safety Process Safety represents the Company’s Tier 2 loss of containment incidents
commitment to reducing the number of (LOCI) a result that was equivalent to
Measured by the number of
process safety related incidents with potential 2017 and below the 2018 target. There
Tier 1 loss of containment
for high-impact consequences, and the were no environmental incidents of
of hydrocarbon incidents.
occurrence of significant environmental moderate or greater consequence,
Measured by the number incidents. resulting in threshold performance.
of environmental incidents
of moderate or greater
consequence.
Implementation of Included to reinforce the importance of cultural Santos Pulse survey launched
Culture Plan, including improvement and the roll-out of the Santos successfully to the entire business
Santos Values Values as a foundation for the organisation. and leader training implemented
to facilitate discussion of local
improvement opportunities. Values
are embedded in all learning
programs, employee communications
and individual performance and
development review frameworks.
Target performance level achieved.
Production (adjusted Production is critical to the Company’s Production of 58.9 mmboe exceeded 166%
for disposals) mmboe profitability, and is a key measure of the stretch performance.
Company’s overall performance, underpinning
annual earnings and cash flow.
Financial and Operating Efficiency (50%)
Free Cash Flow Included to ensure continual reduction in the Free cash flow breakeven point was
Breakeven Point Company’s cost base and to reinforce Santos’ US$31.30/bbl per barrel. Above target
(FCFBP) disciplined operating model. (near stretch) performance was
(US$/bbl) achieved.
Underlying net profit Included to deliver earning improvement for Stretch performance achieved due
after tax (NPAT) the business. to higher revenue from favourable
(not adjusted for oil price, partly offset by higher
oil price US$ third-party purchase costs and lower
production. Final underlying NPAT
result of US$727m exceeded stretch
performance.
Unit production cost Included to ensure that the Company maintains Unit production costs of US$8.05/boe
(US$/boe) its cost and efficiency focus for every unit exceeded stretch performance.
of production

Directors’ Report
Remuneration Report
continued
Result
(relative
to target
KPI Rationale Performance of 100%)
2P organic reserves The 2P organic RRR measures the amount of Year-end position of 66% 2P RRR 152%
replacement ratio (RRR) 2P added to Santos’ reserves during the year (organic two-year average) is above
two-year rolling average through exploration and development (rather threshold but did not achieve target
than by acquisition) relative to the amount of of 100%.
gas and oil produced. The RRR should be at
least 100% for the long-term sustainability of
the Company.
Growth (30%)
2C resource add two- The 2C resource replacement measures the Year-end position of 515% exceeded
year rolling average amount of 2C added during the year through stretch performance 150%.
(% of cumulative exploration, appraisal, development and
two-year production) acquisition, relative to the amount of gas and
oil produced. The 2C resources are potential
future development opportunities.
Build & Grow Initiatives This metric is focussed on increasing the value Achievement of stretch performance
of the Company’s core asset portfolio through level for the Build & Grow Initiatives
the delivery of commercial, operational and driven by strong performance on WA
efficiency improvements. Sales Growth, Cooper Production
Growth and WA Reserve and
Resource Growth.
PERFORMANCE RESULTS FOR 2015 LTI
The performance outcomes for both the ASX100 and S&P Global Energy Index tranches of the 2015 LTI grant (75% and 25% weighting
respectively) reflect performance below the 51st percentile. As a result, none of the SARs granted to the recipients in 2015 vested
as part of the four-year grant. This reflects the alignment of the Company’s LTI program with the interests and long-term returns
of shareholders.
Details about how performance targets are set and tested for the purpose of LTI awards are set out on page 38.

SUMMARY OF 5-YEAR COMPANY PERFORMANCE
Table 3 sets out the Company’s performance over the past five years in respect of several key financial and non-financial indicators and
the STI and LTI awards during this period. As discussed previously, owing to the change in increased degree of difficulty applied to the
stretch performance level of the 2018 Company Scorecard. Scorecard results for 2018 are not directly comparable to previous years
when expressed relative to maximum. As such, the 2018 result is shown relative to target, and indicative results on this basis are shown
for previous years to enable some degree of year-on-year comparisons.
Table 3: Key metrics of Company performance 2014 – 2018
2014 2015 2016 2017 2018

Injury frequency
total recordable case frequency rate 3.5 2.8 2.2 3.5 4.5
lost time injury frequency rate 0.7 0.5 0.4 0.4 0.6
(three-year1 rolling average)
Production (mmboe) 54.1 57.7 61.6 59.5 58.9
Reserve replacement rate – 2P organic (one-year average %) 0 0 19 62 69
Net profit/(loss) after tax2 ($m) US$(630) US$(1,953) US$(1,047) US$(360) US$630
Dividends per ordinary share (cents) A$ 35 20 0 0 5
Share price – closing price on first trading day of year A$14.63 A$8.25 A$3.68 A$4.02 A$5.453
LTI performance (% vesting) –
shown against final year of performance period 0% 0% 0% 0% 0%
Company Scorecard result
expressed as % of target of 100%4,5 77.3% 89.3% 115.3% 118.0% 138.8%
1 From the 2015 performance year onwards the figures reflect a rolling three-year average.
2 2014 – 2015 NPAT figures have been translated from A$ to US$ at an applicable exchange rate for the year for comparison purposes following the change in the Company’s presentation
currency in 2016.
3 Closing share price at 31 December 2018 was A$5.48.
4 From 2018, the Company will report its performance relative to a target of 100% (with a maximum score of 167% of target). For comparative purposes in this transitionary year, Table 3
presents prior year results for 2014 to 2017 restated relative to target (noting that prior years the maximum score was 133% of target). The previously reported scores were 2014: 58%;
2015: 67%; 2016: 86.5% and 2017: 88.5%. For 2018, the equivalent outcome would be 89.5%.

Directors’ Report
Remuneration Report
continued
CEO REMUNERATION
TFR
What TFR increases Following an independent external remuneration benchmarking review, and in consideration of the significant
were received in transformation of the Company over his then two-year tenure, the Board decided to increase the CEO’s TFR
2018? by 5% to A$1,890,000 (US$1,412,775) per annum, effective 1 January 2018. This was the first time the CEO
received a TFR increase since his commencement in February 2016.
STI
What is the target As foreshadowed in the 2017 Remuneration Report, the CEO’s maximum STI level was increased in 2018 to
and maximum STI address the market competitiveness of maximum STI relative to target STI. Maximum STI opportunity is now
payment the CEO 167% of target STI opportunity, compared with 133% in previous years. The increased maximum STI level enables
may receive? greater upside incentive opportunity for exceptional performance, while the target STI level remains unchanged,
as shown in the table below.
2018 2017
Target STI 75% of TFR 75% of TFR
Maximum STI 125% of TFR 100% of TFR
As part of this change for the 2018 performance year, the cash component of any STI award for the CEO was
reduced from 70% to 50%, and the deferred equity component was increased from 30% to 50%, restricted for
two years.
How is the CEO’s The CEO’s performance is primarily assessed using the Company Scorecard. In determining the CEO’s final STI
STI payment payment for 2018, the Board considered the Company’s overall performance, including outcomes outside of the
calculated? Scorecard. In consideration of these broader outcomes and the leadership shown by the CEO through 2018,
as detailed below, the Board assessed Mr Gallagher’s performance as outstanding and awarded his 2018 STI
at 99.5% of his maximum opportunity.
What individual The Board considered the CEO’s performance against a number of categories that were additional contributions
performance beyond the Company Scorecard:
outcomes were Leadership: The Board considers Mr Gallagher’s leadership as a critical factor in the Company’s success. The
considered in organisational culture has improved during the last two years and Mr Gallagher continues to create a compelling
determining the vision for the Company internally and externally. The organisation has laid a foundation for talent and succession
CEO’s STI for 2018? development and increasing diversity in the Company.
The CEO plays a key role in safety leadership, setting the tone for the organisation. There has been improvement
in personal safety and environmental performance compared with 2017, and continued focus on ‘lifting the
bar’ as reflected through the more challenging KPIs that were set. Mr Gallagher has demonstrated a resolute
commitment driving improvements, implementing company-wide safety and integrity standards and processes
and addressing unresolved legacy issues, which is setting a solid foundation for future safety performance.
Corporate activity: Mr Gallagher led the business successfully through some significant corporate events in
2018, while continuing the Company’s fundamental transformation and exceptional financial performance. Both
the Harbour Energy and Quadrant Energy corporate actions were highly significant for Santos and commanded
a significant amount of CEO leadership and attention in 2018.
Growing shareholder value: Mr Gallagher continues to lead the creation of shareholder value through
improved financial results, increased reserves, and lowering operating costs through improved efficiency, many
of which are captured in the Scorecard result. Additionally the CEO has delivered substantial value through
strategic and commercial outcomes he has driven, including asset disposals and acquisitions.
Stakeholder engagement: Mr Gallagher was very active in his stakeholder interactions in 2018, ensuring the
company has a social licence to operate and advocating for the Company and industry to improve understanding
with the community and government. In 2018, circumstances required the CEO to address some specific
stakeholder challenges to successfully manage the Harbour defence and Quadrant Energy acquisition.
Future-proofing the business: In responding to increased community concerns about climate change,
Mr Gallagher has led the business to improve emissions standards, monitoring and reporting, including improved
transparency in the Company’s climate change reporting. He has set the Company on a path to deliver
innovative projects that will lead to economic and sustainable emission reductions for the Company. These
include pilots using solar and battery energy to power wells; and investing in the appraisal of enhanced recovery
and carbon capture, utilisation and storage.
A number of these areas relating to sustainability have been incorporated in the Company Scorecard for 2019.

STI (Continued)
How much STI will The STI amount for 2018 awarded to the CEO is US$1,757,522, which represents 99.5% of maximum STI
the CEO receive opportunity.
in respect of 2018
Half (50%) of this STI will be delivered as cash, and the other 50% will be awarded as Deferred Shares,
performance?
restricted for two years.
LTI
How much LTI was The CEO has a maximum LTI opportunity of 150% of TFR allocated on a face value basis. In accordance with the
granted to the CEO approval of shareholders at the May 2018 Annual General Meeting (AGM), the CEO was granted 520,183 SARs in
in 2018? respect of his 2018 LTI.
The performance conditions of the CEO’s grant are outlined on pages 37–38 and are the same as the Senior
Executives’ grant.
Note, the CEO had no LTI scheduled to vest in 2018.
Other
remuneration
matters
What sign-on grants Mr Gallagher received a sign-on grant of SARs when he commenced employment with Santos in 2016 in
of equity were recognition of previous incentives foregone from his former employer. The second and final tranche of these
provided to the sign-on SARs vested in 2018 and have been exercised into shares. Mr Gallagher was not required to pay any
CEO at the time amount on conversion of the SARs. This completes the vesting of Mr Gallagher’s sign-on grant.
of appointment
to Santos?
Has the Board made In light of recent market benchmarking and sustained high performance by the CEO, the Board has approved an
any changes to the increase of 3.5% for the CEO’s TFR for the 2019 salary review. The review also indicated that an increase to the
CEO’s remuneration CEO’s target STI level was required to address market competitiveness. As such, the Board agreed to increase
for 2019? the CEO’s STI target for the 2019 performance year to 90% of TFR, with corresponding increase to maximum
STI opportunity to 150% of TFR (maintaining the maximum STI level at 167% of target STI).
Termination
provisions
What is the CEO’s The CEO’s contract has no fixed term and may be terminated with 12 months’ notice by either party.
notice period for
Employment may be ended immediately in certain circumstances including misconduct, incapacity, and mutual
termination of
agreement or in the event of a fundamental change in the CEO’s role or responsibility.
employment?
What entitlements The Company may elect to pay the CEO in lieu of any unserved notice period. If termination is by mutual
are associated with agreement, the CEO will receive a payment of A$1,500,000 (US$1,121,250).
termination of the
In the case of death, incapacity or fundamental change, the CEO is entitled to a payment equivalent to
CEO’s employment?
12 months’ base salary.

Directors’ Report
Remuneration Report
continued
SENIOR EXECUTIVE REMUNERATION
Fixed remuneration
What TFR increases were Mr Neilson, Mr Santostefano and Mr Woods received TFR increases of between 1.5% and 4.2% as a
received in 2018? result of market benchmarking of their roles, and changes to their roles and responsibilities. All other
Senior Executive TFR levels remained the same.
STI
What are the target and In 2018, the maximum STI levels for Senior Executives was increased in response to market benchmarking
maximum STI payments which indicated maximum levels were low relative to target STI. Maximum STI opportunity is now
Executives may receive? 167% of target STI opportunity, compared with 133% in previous years. The increase to maximum STI
provides greater upside opportunity for exceptional performance, but the target STI opportunity remains
substantially unchanged from 2017, as shown in the table below.
2018 2017
Target STI 54% to 63% of TFR* 53% to 64% of TFR
Maximum STI 90% to 105% of TFR 70% to 85% of TFR
* There is a slight change in target STI for Senior Executives (<1%) due to rounding applied to the increased maximum STI value
As part of this STI change for the 2018 performance year, the cash component of any STI award for
Senior Executives was reduced from 70% to 50%, and the deferred equity component was increased
from 30% to 50%, restricted for two years.
How are STI payments All Senior Executives (except Mr Neilson) have STI based on 60% Company and 40% individual
calculated? performance. As CFO, Mr Neilson has STI based on 80% Company and 20% individual performance.
The Company performance result is based on the Company Scorecard outcomes outlined above. The
individual performance assessment is based on performance against a number of financial, operational
and qualitative objectives.
All Senior Executives had KPIs relating to environment, health, safety, culture and leadership. Role-specific
KPIs by Senior Executive are set out in Table 3 below.
How much STI will be The Company’s performance against the 2018 STI Scorecard, as assessed by the Board, resulted in a
received in respect of 2018 score of 138.8% of target.
performance?
STI outcomes for the Senior Executives ranged from 74% to 83% of their maximum opportunity,
depending on their individual performance contribution. Further details of each individual Senior
Executive’s remuneration is provided in Table 5 “2017 and 2018 CEO and Senior Executive remuneration
details” on page 50 and at Table 6 “Senior Executive 2018 STI outcomes” on page 51.
LTI
How much LTI was granted SARs to the face value of 80% of TFR.
to Executives in 2018?
What proportion of prior Nil.
year LTI grants vested in
2018?
Contractual details
What notice periods are Senior Executives’ service agreements are ongoing until termination by the Company or by the Senior
applicable for termination of Executive with the provision of six months’ notice (with the exception of Mr Clement, who is employed
employment? on a two-year fixed-term contract terminable on three months’ notice).
What termination benefits In a Company-initiated termination, the Company may make a payment in lieu of notice equivalent to the
apply to all Senior TFR that the Senior Executive would have received over the notice period.
Executives?
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.

Table 3: Senior Executive role-specific KPIs
Note, some KPIs contain commercially sensitive information that cannot be detailed here.
Senior Executive KMP role Role-specific KPIs

BK Woods EVP Onshore Upstream From 1 Jan to 30 November
• Production volume
• Production cost
• Development cost
• 2C to 2P conversion rate
• Wells drilled and connected
• Growth strategy implementation
From 1 December, Mr Woods transitioned into new role of EVP Developments
DM Banks EVP Onshore Upstream • KPIs as shown above for Brett Woods in same role
from 1 December
BA Darley EVP Offshore • Production volume

from 28 November
• Production cost
• Capex
• Transition of Quadrant to Santos
B Clement EVP Conventional Oil and Gas • Production volume
from 1 February to 27 November
• Production cost
• Capex
• Capital project milestone delivery
• Growth strategy implementation
PA Byrne EVP Marketing, • Sales (LNG, Domestic Gas and Liquids)
Trading and Commercial
• LNG trading
• Improvements in commercial arrangements
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
• Emissions and wastage reduction programs
• Implement operations services functional model

Directors’ Report
Remuneration Report
continued
TRANSITION OF QUADRANT EMPLOYEES
With the completion of the successful acquisition of Quadrant on 27 November 2018, Santos has commenced the integration of
Quadrant’s business and staff, including the former Quadrant CEO, Brett Darley.
Santos will honour Quadrant’s obligations under Quadrant’s legacy short-term and long-term incentive plans and will make payments
under those plans in accordance with their terms, including to Mr Darley.
Following completion, Mr Darley was appointed as EVP Offshore and became a Santos Limited employee and KMP from 28 November
2018. Mr Darley has been transitioned to Santos’ remuneration arrangements. Accordingly, he will receive a pro-rated Santos STI award
and Santos intends to award him a pro-rated Santos LTI award for the period from completion to 31 December 20181.
Mr Darley and a number of other Quadrant employees were the beneficial owners of a portion of the Quadrant shares that Santos
acquired. The sale proceeds received by Mr Darley do not form part of his remuneration with Santos Limited.
In addition to upfront sale proceeds, Mr Darley’s capital ownership in Quadrant entitled him to participate in potential future contingent
and royalty payments relating to the Bedout Basin. To ensure his interests are fully aligned with those of Santos’ shareholders, Mr Darley
(and other relevant employees who transitioned to employment with Santos Limited) have been asked to extinguish their rights to
contingent consideration payments (excluding royalty payments) in exchange for grants of SARs. SARs under these grants were
not allotted in the 2018 year and hence do not appear in the audited tables in this Report. They will be shown in the 2019 Report.
NON-EXECUTIVE DIRECTOR REMUNERATION
Remuneration policy
The diagram below shows the key objectives of Santos’ non-executive Director remuneration policy and how these are implemented
through the Company’s remuneration framework. In 2018, the Board reviewed its minimum shareholding requirement and, in order to
better align the interests of its non-executive directors and shareholders, updated the requirement such that 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).
Securing and retaining talented, Promoting independence Aligning Director and

qualified Directors and impartiality shareholder interests
Fee levels are set with regard to: • Fee levels do not vary according • Santos encourages its non-
to the performance of the executive Directors to build a
• time commitment and workload;
Company or individual Director long-term stake in the Company
• the risk and responsibility attached performance from year to year.
• Non-executive Directors are
to the role;
• Non-executive Directors’ required to acquire and maintain
• experience and expertise; and performance is assessed at the a shareholding in the Company
time of re-election. equivalent in value to one year’s
• market benchmarking.
remuneration.
1 As part of Mr Darley’s transition to Santos’ remuneration arrangements, it has been agreed that Mr Darley’s unvested Santos SARs will remain on foot if he resigns in the first three years of
his employment with Santos.

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 (US$1,943,500),
being the amount approved by shareholders at the 2013 AGM.
Remuneration
In 2018 a benchmarking review of non-executive Director fees was undertaken by an external remuneration provider to ensure market
competitiveness, given fees had been unchanged since October 2013. As a result of the benchmarking review, the Directors resolved
to increase the fees for Environment, Health, Safety and Sustainability (EHSS) Committee and People and Remuneration Committee
(PRC) Chair and members with effect from 1 April 2018, as shown in Table 4 below.
Table 4: Non-executive Directors’ annual fee structure1
Chair2 Member
US$ US$
Board $374,343 $123,183
Audit and Risk Committee $31,395 $15,698
Environment, Health, Safety and Sustainability Committee3 $21,678 $14,203
Nomination Committee4 N/A $7,475
People and Remuneration Committee5 $29,153 $15,698
1 Fees are shown exclusive of superannuation.
2 The Chair of the Board does not receive any additional fees for serving on or chairing any Board committee.
3 EHSS Committee fees for 1 January – 31 March 2018 (prior to benchmarking adjustment) were Chair US$16,445; Member US$11,213.
4 The Chair of the Board is the Chair of the Nomination Committee, in accordance with its Charter.
5 PRC fees for 1 January – 31 March 2018 (prior to benchmarking adjustment) were: Chair US$22,425; Member US$11,960.
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 is shown in Table 12 “2018 and 2017 non-executive Director
Remuneration details” on page 54.
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).

DETAILED REMUNERATION INFORMATION
Table 5 presents summarised details of the remuneration for the KMPs in 2017 and 2018 as required under the Corporations Act. The current KMPs are the Executives that
Santos considers to 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 $0.7475 for 2018 and $0.7667 for 2017.
Directors’ Report
Table 5: 2017 and 2018 CEO and Senior Executive remuneration details
continued
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$ %
KT Gallagher 2018 1,394,088 878,761 4,546 18,688 1,043,352 501,708 - 1,545,060 - 19,011 3,860,154 63%
2017 1,357,059 888,759 4,095 23,001 910,807 222,472 - 1,133,234 - 15,559 3,421,707 59%
DM Banks 2018 39,461 16,669 - 4,143 4,360 4,960 - 9,320 - - 69,593 37%
Remuneration Report
6
PA Byrne 2018 504,563 214,308 4,546 18,688 52,900 83,609 - 136,509 - 5,907 884,521 40%
2017 198,899 99,211 7,517 9,161 - 13,530 - 13,530 - - 328,318 34%
BA Darley 2018 55,844 23,322 818 1,713 - 702 - 702 - 8,390 90,789 26%
AM Neilson 2018 596,131 259,981 - 18,688 138,018 126,918 - 264,936 - 8,528 1,148,264 46%
2017 592,276 324,774 2,013 21,084 155,046 44,274 - 199,320 - 6,649 1,146,116 46%
V Santostefano 2018 623,836 270,221 4,546 18,688 216,353 159,771 - 376,124 - 8,439 1,301,854 50%
2017 630,611 290,809 2,058 21,084 154,858 74,193 - 229,051 - 7,347 1,180,960 44%
BK Woods 2018 536,331 245,105 4,546 18,688 215,798 143,543 - 359,341 - 17,382 1,181,393 51%
2017 511,772 272,639 4,095 21,084 192,764 119,951 - 312,715 - 14,300 1,136,605 52%
B Clement 2018 419,170 334,058 - 12,511 43,453 20,573 - 64,026 31,145 5,238 866,148 46%
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 2018, which will be paid during March 2019.
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 Byrne in 2017 are for the period 14 August 2017 to 31 December 2017.
Table 6 presents the individual STI outcomes for Senior Executives in 2018, as a percentage of their maximum STI opportunity.
Table 6: Senior Executive 2018 STI outcomes
Company : Individual weighting

of total performance outcome
Company Individual STI outcome as a
Senior Executive Component Component % of maximum STI
DM Banks 60% 40% 83%
PA Byrne 60% 40% 78%
BA Darley 60% 40% 76%
AM Neilson 80% 20% 80%
V Santostefano 60% 40% 80%
BK Woods 60% 40% 83%
B Clement 60% 40% 74%
Tables 7 and 8 contain details of the number and value of SARs and shares granted, vested and lapsed for the CEO in 2018.
Table 7: 2018 SARs outcomes for CEO
Granted Vested3 Lapsed

Maximum
Number1 value2 Number Value Number
US$ US$
SARs 520,183 1,967,514 166,911 636,306 -
1 The number of SARs granted to the CEO relate to his 2018 LTI performance grant as approved at the 2018 Annual General Meeting (AGM). This grant relates to the LTI award for the
four-year performance period ending on 31 December 2021.
2 Maximum value represents the fair value of LTI grants received in 2018 determined in accordance with AASB 2 Share-based Payment. The fair values of the grant as at the grant date
of 7 May 2018 is weighted at a fair value of A$5.06. Details of the assumptions underlying the valuations are set out in note 7.2 to the financial statements. The minimum total value of the
grant to the CEO, if the applicable vesting conditions are not met, is nil in all cases. All values have been converted to US$.
3 The SARs vested for the CEO relate to the second tranche of his 2016 sign-on grant (vested on 1 February 2018) of which 100% vested. The value of SARs uses the share price of
A$5.10 on the vesting date. All values have been converted to US$.
Table 8: 2018 Share outcomes for CEO
Granted Vested Lapsed

Maximum
Number1 value Number2 Value Number
US$ US$
Shares 93,735 332,117 111,038 454,845 -
1 The restricted shares granted to the CEO relate to his 2017 STI award. The maximum value is the fair value of the 2017 STI grant of deferred shares received in 2018 determined with
AASB 2 Share-based Payment. The fair value of the deferred 2017 STI grant as at the grant date of 14 March 2018 was A$4.74. The minimum total value of the restricted shares granted
to the CEO is nil. All values have been converted to US$.
2 This relates to the 2016 STI grant that was deferred for two years from 1 January 2017 to 31 December 2018 and vested in full on 31 December 2018.

Directors’ Report
Remuneration Report
continued
Tables 9 and 10 contain details of the number and value of SARs and shares granted, vested and lapsed for Senior Executives in 2018.
No Senior Executive had any options granted, vesting or lapsing in 2018. No options were exercised in 2018.
Table 9: 2018 SARs outcomes for Senior Executives
Granted1 Vested3 Lapsed

Maximum
Number value2 Number Value Number4
US$ US$
DM Banks 102,752 304,924 - - -
PA Byrne 102,752 304,924 - - -
BA Darley - - - - -
AM Neilson 121,834 361,552 - - -
V Santostefano 126,642 375,820 37,870 155,127 -
BK Woods 110,091 326,703 - - (53,444)
B Clement 102,752 304,924 - - -
Total 666,823 1,978,847 37,870 155,127 (53,444)
1 This relates to the 2018 LTI award.
2 Maximum value represents the fair value of LTI grants received in 2018 determined in accordance with AASB 2 Share-based Payment. The fair values of the grant as at the grant date of
21 March 2018 is weighted at a fair value of A$3.97. Details of the assumptions underlying the valuations are set out in note 7.2 to the financial statements. The minimum total value of the
grant to the Senior Executives, if the applicable vesting conditions are not met, is nil in all cases. All values have been converted to US$.
3 The number vested is the 2016 STI deferred equity component delivered to Mr Santostefano as SARs, which vested on 31 December 2018. The value of Mr Santostefano’s 2016 deferred
STI is based on the share price of A$5.48 at the vesting date of 31 December 2018, converted to US$.
4 Lapsed SARs relate to the 2015 four-year LTI grant.
Table 10: 2018 share outcomes for Senior Executives
Granted1 Vested3 Lapsed

Maximum
Number value2 Number Value Number
US$ US$
DM Banks - - - - -
PA Byrne 10,471 37,100 - - -
BA Darley - - - - -
AM Neilson 34,264 121,402 - - -
V Santostefano 30,679 108,700 - - -
BK Woods 28,754 101,880 31,558 129,271 -
B Clement 21,245 75,274 - - -
Total 125,413 444,356 31,558 129,271 -
1 This relates to the 2017 STI award delivered as restricted shares.
2 For the restricted shares, maximum value represents the fair value of 2017 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 14 March 2018 was A$4.74. The minimum total value of the grant, if the applicable vesting conditions are not met, is nil. All values have been converted to US$.
3 This relates to the 2016 STI grant that was deferred for two years from 1 January 2017 to 31 December 2018 and vested in full on 31 December 2018. The value of the 2016 deferred STI
grant is shown using a share price of A$5.48 on 31 December 2018 converted to US$.

Table 11 outlines the LTI grants that were tested or still in progress in 2018.
Table 11: LTI grants
Performance/ vesting
Grant year Grant type Vesting condition(s) period Status
2015 Four-year Relative TSR performance against 1 January 2015 to Testing complete.
Performance Award ASX 100 companies (75%) 31 December 2018 Resulted in 0% of
the grant vesting.
Relative TSR performance against S&P
Global Energy Index (GEI) companies
(25%)
2016 Four-year Relative TSR performance against 1 January 2016 to In progress.
Performance Award ASX 100 companies (25%) 31 December 2019
Relative TSR performance against
S&P GEI companies (25%)
FCFBP (25%)
ROACE (25%)
2016 CEO sign-on grant Service based Second Tranche Vested.
(24 months) –
1 February 2016 to
31 January 2018
2017 Four-year Relative TSR performance against 1 January 2017 to In progress.
Performance Award ASX 100 companies (25%) 31 December 2020
FCFBP (25%)
ROACE (25%)
2018 Four-year Performance Relative TSR performance against 1 January 2018 to In progress.
Award ASX 100 companies (25%) 31 December 2021
FCFBP (25%)
ROACE (25%)
Full details of all grants made prior to 2018 can be found in note 7.2 to the financial statements and in prior Remuneration Reports.

Directors’ Report
Remuneration Report
continued
Details of the fees and other benefits paid to non-executive Directors in 2018 are set out in Table 12. Other than the committee fee
increases noted on page 49, differences in fees received between 2017 and 2018 reflect changes in roles and responsibilities (i.e. Chair
or Committee appointments), superannuation payments and currency fluctuations. No share-based payments were made to any non-
executive Directors.
Table 12: 2018 and 2017 non-executive Director remuneration details
Retirement
Director Short-term benefits benefits
Directors’ fees Fees for
(incl. committee special duties Share-based
Director Year fees) or exertions Other Superannuation1 payments Total
US$ US$ US$ US$ US$ US$
YA Allen 2018 174,007 - - 15,167 - 189,174
2017 156,693 - - 14,631 - 171,324
PR Coates2 2018 51,329 - - 3,746 - 55,075
2017 384,495 - - 15,205 - 399,700
GM Cowan 2018 154,759 - - 14,702 - 169,461
2017 159,085 - - 15,068 - 174,153
H Goh 2018 174,748 - - 410 - 175,158
2017 170,629 - - 489 - 171,118
V Guthrie3 2018 148,667 - - 14,123 - 162,790
2017 65,501 - - 6,223 - 71,724
PR Hearl 2018 165,971 - - 15,167 - 181,138
2017 148,734 - - 14,087 - 162,821
E Shi4 2018 153,824 - - 15,167 - 168,991
2017 71,757 - - 7,074 - 78,831
K Spence5 2018 339,523 - - 15,167 - 354,690
2017 - - - - - -
1 Includes superannuation guarantee payments. Superannuation guarantee payments are made to Mr Goh only in relation to days worked in Australia.
2 Mr Coates retired from the Board on 19 February 2018.
3 Dr Guthrie joined the Board on 1 July 2017 and was appointed as a member of the People and Remuneration Committee on 30 March 2018.
4 Mr Shi joined the Board on 26 June 2017 and was appointed as a member of the PRC on 21 September 2017 and the Audit and Risk Committee on 25 October 2017.
5 Mr Spence joined the Board on 1 January 2018 and appointed Chair on 19 February 2018.

KEY MANAGEMENT PERSONNEL EQUITY
(a) Options, SARs and deferred shareholdings

There are no options held by KMPs. Table 13 sets 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:
Table 13: 2018 movements in SARs and deferred shareholdings for KMPs
Opening Equity 2 Other Sold/ Closing
balance Granted 1
vested changes 3 transferred balance
SARs
Executive Director
KT Gallagher 1,739,872 520,183 (166,911) - - 2,093,144
Senior Executives
DM Banks4 - 103,552 - - - 103,552
PA Byrne - 102,752 - - - 102,752
BA Darley - - - - - -
AM Neilson 199,004 121,834 - - - 320,838
V Santostefano 383,644 126,642 (37,870) - - 472,416
BK Woods 326,697 110,091 (700) 5 (53,444) - 382,644
B Clement - 102,752 - (102,752) - -
Total 2,649,217 1,187,806 (205,481) (156,196) - 3,475,346
Deferred shares
Executive Director
KT Gallagher 111,038 93,735 (111,038) - - 93,735
Senior Executives
DM Banks - - - - - -
PA Byrne - 10,471 - - - 10,471
BA Darley - - - - - -
AM Neilson - 34,264 - - - 34,264
V Santostefano - 30,679 - - - 30,679
BK Woods 31,558 28,754 (31,558) - - 28,754
B Clement - 21,245 - (21,245) - -
Total 142,596 219,148 (142,596) (21,245) - 197,903
1 SARs and deferred shares granted to the CEO and Senior Executives are disclosed in Tables 6 and 7.
2 All SARs that vested during the year were automatically vested into ordinary shares, with the exception of 116,911 SARs that vested for the CEO. These SARs vested on 1 February 2018 and
were subsequently exercised by the CEO.
3 Other changes include SARs that did not vest due to the non-fulfilment of vesting conditions and were forfeited during the year, deferred shares that were forfeited, and changes resulting
from individuals ceasing to be and becoming KMPs during the period.
4 Mr Banks previously participated in the Company’s general employee share plan prior to becoming a KMP on 1 December 2018, receiving 800 SARs.
5 Mr Woods previously participated in the Company’s general employee share plan prior to becoming a KMP in August 2015. In 2018 a total of 700 SARs vested.

(b) Share holdings
Table 14 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
Table 14: 2018 movements in ordinary shareholdings for KMPs
Directors’ Report
Received Deferred 2016 STI Balance held

continued
Opening vesting of that vested on Other Closing nominally at
balance SARs Purchased1 Sold 31 December 2018 changes balance end of the year
Ordinary shares – fully paid

Non-executive Directors
YA Allen 15,883 - 33,000 - - - 48,883 -
PR Coates2 131,870 - - - - (131,870) - -
GM Cowan 15,000 - 10,000 - - - 25,000 -
H Goh 37,215 - 30,000 - - - 67,215 -
Remuneration Report
V Guthrie - - 5,000 - - - 5,000 -

PR Hearl 48,808 - - - - - 48,808 -
E Shi - - - - - - - -
K Spence 65,000 - - - - - 65,000 -
Executive Director
KT Gallagher 341,614 166,911 - - 111,038 - 619,563 -
Senior Executives
DM Banks3 - - - - - 800 800 -
PA Byrne 5,804 - - - - - 5,804 -
BA Darley - - - - - - - -
AM Neilson 23,777 - - - - - 23,777 -
V Santostefano 24,179 37,870 - - - - 62,049 -
BK Woods 76,919 700 - - 31,558 - 109,177 -
B Clement - - - - - - - -
Total 786,069 205,481 78,000 - 142,596 (131,070) 1,081,076 -
1 Includes purchases on market during trading windows.
2 Mr Coates’ changes result from ceasing to be KMP during the period.
3 Mr Banks received 800 shares through participation in the Company’s general share plan prior to becoming a KMP.
(c) 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.
Directors’ Report
continued
INDEMNIFICATION
Rule 61 of the Company’s Constitution provides that the Company indemnifies, on a full indemnity basis and to the full extent permitted
by law, officers of the Company for all losses or liabilities incurred by the person as an officer of the Company, a related body corporate
or trustee of a company-sponsored superannuation fund. Rule 61 does not 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 2018 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 2018, 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 2019. 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 $1,708,000
Assurance services $212,000
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 135.
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 20 February 2019 in accordance with a resolution of the Directors.
Director

Financial Report
Consolidated Income Statement 59

Consolidated Statement of Comprehensive Income 60
Consolidated Statement of Financial Position 61
Consolidated Statement of Cash Flows 62
Consolidated Statement of Changes in Equity 63
Notes to the Consolidated Financial Statements 64
SECTION 1 SECTION 5
BASIS OF PREPARATION PAGE FUNDING AND RISK MANAGEMENT PAGE
1.1 Statement of compliance 64 5.1 Interest-bearing loans and borrowings 92

1.2 Key events in the current period 64 5.2 Net finance costs 95
1.3 Significant accounting judgements, 5.3 Issued capital 96
estimates and assumptions 65
5.4 Reserves and retained earnings 97
1.4 Foreign currency 66
5.5 Financial risk management 97
SECTION 2
SECTION 6
FINANCIAL PERFORMANCE PAGE
GROUP STRUCTURE PAGE
2.1 Segment information 67
6.1 Consolidated entities 106
2.2 Revenue from contracts with customers 70
6.2 Acquisitions and disposals of subsidiaries 109
2.3 Expenses 72
6.3 Joint arrangements 112
2.4 Taxation 73
6.4 Parent entity disclosures 115
2.5 Earnings per share 76
6.5 Deed of Cross Guarantee 116
2.6 Dividends 77
SECTION 7
2.7 Other income 78 PEOPLE PAGE
SECTION 3
7.1 Employee benefits 118
CAPITAL EXPENDITURE, OPERATING ASSETS
AND RESTORATION OBLIGATIONS PAGE 7.2 Share-based payment plans 119
7.3 Key management personnel disclosures 125
3.1 Exploration and evaluation assets 79
3.2 Oil and gas assets 80 SECTION 8
OTHER PAGE
3.3 Impairment of non-current assets 83
3.4 Restoration obligations and other provisions 87 8.1 Contingent liabilities 126
3.5 Commitments for expenditure 88 8.2 Events after the end of the reporting period 126
8.3 Remuneration of auditors 126
SECTION 4
WORKING CAPITAL MANAGEMENT PAGE 8.4 Accounting policies 127
4.1 Cash and cash equivalents 89

4.2 Trade and other receivables 90
4.3 Inventories 91
4.4 Trade and other payables 91
Directors’ Declaration 129

Independent Auditor’s Report 130
Auditor’s Independence Declaration 135

Consolidated Income Statement
(Restated)
2018 2017
Note US$million US$million
Revenue from contracts with customers – Product sales 2.2 3,660 3,100
Cost of sales 2.3 (2,329) (2,303)
Gross profit 1,331 797

Revenue from contracts with customers – Other 2.2 113 98
Other income 2.7 180 125
Impairment of non-current assets 3.3 (100) (938)
Other expenses 2.3 (194) (408)
Finance income 5.2 30 24
Finance costs 5.2 (258) (294)
Share of net profit of joint ventures 6.3(c) 4 11
Profit/(loss) before tax 1,106 (585)
Income tax (expense)/benefit 2.4(a) (439) 211

Royalty-related tax (expense)/benefit 2.4(b) (37) 14
Total tax (expense)/benefit (476) 225
Net profit/(loss) for the period attributable to owners of Santos Limited 630 (360)
Earnings per share attributable to the equity holders of Santos Limited (¢)
Basic profit/(loss) per share 2.5 30.2 (17.3)
Diluted profit/(loss) per share 2.5 30.0 (17.3)
Dividends per share (¢)

Paid during the period 2.6 3.5 –
Declared in respect of the period 2.6 9.7 –
The consolidated income statement is to be read in conjunction with the notes to the consolidated financial statements.

Financial Report
Consolidated Statement of Comprehensive Income

2018 2017
Net profit/(loss) for the period 630 (360)
Other comprehensive income, net of tax

Items to be reclassified to profit or loss in subsequent periods
Exchange (loss)/gain on translation of foreign operations (245) 168
Foreign currency translation reserve recycled to the income statement (72) –
Tax effect – –
(317) 168
(Loss)/gain on foreign currency loans designated as hedges of

net investments in foreign operations (171) 191
Tax effect 51 (57)
(120) 134
Gain/(loss) on derivatives designated as cash flow hedges 4 (3)

Tax effect (1) 1
3 (2)
Net other comprehensive (loss)/income to be reclassified to

profit or loss in subsequent periods (434) 300
Items not to be reclassified to profit or loss in subsequent periods

Remeasurement of defined benefit obligation 3 –
Tax effect (1) –
2 –
Loss on financial liabilities at fair value through other

comprehensive income (FVOCI) – (32)
Tax effect – 11
– (21)
Net other comprehensive income/(loss) not to be reclassified

to profit or loss in subsequent periods 2 (21)
Other comprehensive (loss)/income, net of tax (432) 279
Total comprehensive income/(loss) attributable to owners of Santos Limited 198 (81)
The consolidated statement of comprehensive income is to be read in conjunction with the notes to the consolidated financial
statements.

Consolidated Statement of Financial Position
as at 31 December 2018
2018 2017
Current assets
Cash and cash equivalents 4.1 1,316 1,231
Trade and other receivables 4.2 521 440
Prepayments 32 28
Inventories 4.3 288 266
Other financial assets 5.5(g) 28 –
Tax receivable 13 7
Total current assets 2,198 1,972
Non-current assets
Prepayments 16 17
Contract assets 2.2(b) 137 –
Investments in joint ventures 6.3(b) 31 43
Other financial assets 5.5(g) 31 134
Exploration and evaluation assets 3.1 1,004 459
Oil and gas assets 3.2 11,224 9,536
Other land, buildings, plant and equipment 119 126
Deferred tax assets 2.4(d) 1,746 1,419
Goodwill 6.2(a) 628 –
Total non-current assets 14,936 11,734
Total assets 17,134 13,706
Current liabilities
Trade and other payables 4.4 661 495
Other liabilities 3 –
Contract liabilities 2.2(b) 32 8
Interest-bearing loans and borrowings 5.1 967 207
Current tax liabilities 63 17
Provisions 3.4 116 142
Other financial liabilities 5.5(g) 6 82
Total current liabilities 1,848 951
Non-current liabilities
Other liabilities 2 1
Contract liabilities 2.2(b) 268 113
Interest-bearing loans and borrowings 5.1 3,952 3,736
Deferred tax liabilities 2.4(d) 1,614 240
Provisions 3.4 2,147 1,494
Other financial liabilities 5.5(g) 24 20
Total non-current liabilities 8,007 5,604
Total liabilities 9,855 6,555
Net assets 7,279 7,151
Equity
Issued capital 5.3 9,031 9,034
Reserves 5.4 607 51
Accumulated losses 5.4 (2,359) (1,934)
Equity attributable to owners of Santos Limited 7,279 7,151
Total equity 7,279 7,151
The consolidated statement of financial position is to be read in conjunction with the notes to the consolidated financial statements.

Financial Report
Consolidated Statement of Cash Flows

2018 2017
Cash flows from operating activities

Receipts from customers 3,740 3,217
Dividends received 6 12
Pipeline tariffs and other receipts 106 66
Payments to suppliers and employees (1,816) (1,611)
Restoration expenditure (36) (37)
Exploration and evaluation seismic and studies (98) (71)
Royalty and excise paid (85) (57)
Borrowing costs paid (194) (254)
Income taxes paid (69) (28)
Royalty-related taxes paid (13) (15)
Other operating activities 37 26
Net cash provided by operating activities 4.1(b) 1,578 1,248
Cash flows from investing activities

Payments for:
Exploration and evaluation assets (66) (146)
Oil and gas assets (490) (483)
Other land, buildings, plant and equipment (10) (5)
Acquisitions of oil and gas assets (10) (49)
Acquisition of subsidiary, net of cash acquired 6.2(a) (1,933) –
Costs associated with acquisition of subsidiaries (10) –
Proceeds from disposal of non-current assets 2.7 26 145
Proceeds from disposal of subsidiaries 6.2(b) 126 –
Borrowing costs paid (6) (6)
Other investing activities – 10
Net cash used in investing activities (2,373) (534)
Cash flows from financing activities

Dividends paid (73) –
Drawdown of borrowings 1,193 783
Repayment of borrowings (220) (2,442)
Net proceeds from issues of ordinary shares – 149
Purchase of shares on-market (Treasury shares) (10) (8)
Net cash provided by/(used in) financing activities 890 (1,518)
Net increase/(decrease) in cash and cash equivalents 95 (804)

Cash and cash equivalents at the beginning of the period 1,231 2,026
Effects of exchange rate changes on the balances of cash held in foreign currencies (10) 9
Cash and cash equivalents at the end of the period 4.1 1,316 1,231
The consolidated statement of cash flows is to be read in conjunction with the notes to the consolidated financial statements.

Consolidated Statement of Changes in Equity
Equity attributable to owners of Santos Limited
Financial Accum-
liabilities ulated Accum-
Issued Translation Hedging at profits ulated Total
capital reserve reserve FVOCI reserve losses equity
Note US$million US$million US$million US$million US$million US$million US$million
Balance at 1 January 2017 8,883 (830) 7 – 313 (1,298) 7,075

Transfer retained profits to accumulated
profits reserve 5.4 – – – – 282 (282) –
Items of comprehensive income
Loss for the period – – – – – (360) (360)
Other comprehensive income/(loss)
for the period – 302 (2) (21) – – 279
Total comprehensive income/(loss)
for the period – 302 (2) (21) – (360) (81)
Transactions with owners in their
capacity as owners
Shares issued 5.3 151 – – – – – 151
On-market share purchase
(Treasury shares) 5.3 (8) – – – – – (8)
Share-based payment transactions 7.2 8 – – – – 6 14
Balance at 31 December 2017 9,034 (528) 5 (21) 595 (1,934) 7,151
Balance at 1 January 2018 9,034 (528) 5 (21) 595 (1,934) 7,151
Transfer retained profits to accumulated
profits reserve 5.4 – – – – 1,063 (1,063) –
Items of comprehensive income
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 7.2 7 – – – – 6 13
Balance at 31 December 2018 9,031 (965) 8 (21) 1,585 (2,359) 7,279
The consolidated statement of changes in equity is to be read in conjunction with the notes to the consolidated financial statements.

Financial Report
Notes to the Consolidated Financial Statements

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 2018 was authorised for issue in
accordance with a resolution of the Directors on 20 February 2019.
The consolidated financial report of the Company for the year ended 31 December 2018 comprises the Company and its controlled
entities (“the Group”). Santos Limited (“the Parent”) is a company limited by shares incorporated in Australia, whose shares are publicly
traded on the Australian Securities Exchange (“ASX”), and is the ultimate parent entity in the Group. The Group is a for-profit entity
for the purpose of preparing the financial report. The nature of the operations and principal activities of the Group are described in the
Directors’ Report.
This consolidated financial report is:
• a general purpose financial report which 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 2018;
• presented in United States dollars (“US$”);
• prepared on the historical cost basis except for derivative financial instruments, fixed-rate notes that are hedged by an interest
rate swap or a cross-currency swap, and financial assets not recorded at amortised cost, which are 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 58.9 mmboe (2017: 59.5 mmboe), and sales of 78.3 mmboe (2017: 83.4 mmboe);
• sale of non-core assets resulting in $152 million in proceeds with a gain on disposal of $112 million;
• average realised oil price of $75.05 per barrel compared to $57.85 per barrel in 2017;
• net debt increased to $3,549 million at 31 December 2018, from $2,731 million at 31 December 2017; and
• acquisition of 100% of the shares in Quadrant Energy Holdings Pty Ltd (“Quadrant Energy”), which completed on 27 November
2018 for purchase consideration of $2.15 billion.

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 2.2 Revenue from contracts with customers
• 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 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.

Financial Report

Section 1: Basis of Preparation
1.4 FOREIGN CURRENCY
Functional and presentation currency

The Group’s financial statements are presented in United States dollars (“US$”), as that presentation currency most reliably reflects the
global business performance of the Group as a whole and is more comparable with our peers.
The functional currency of the Parent is Australian dollars (“A$”).
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$/US$ 1:0.7044 (2017: 1:0.7809).
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 retranslated at the foreign exchange rate ruling at the reporting date. Foreign exchange differences arising on
translation are recognised in the income statement.
Foreign exchange differences that arise on the translation of monetary items that form part of the net investment in a foreign operation
are recognised in the translation reserve in the consolidated financial statements.
Non-monetary assets and liabilities that are measured in terms of historical cost in 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 Australian dollars (the functional currency of the Parent) are translated
to Australian dollars as at the date of each transaction. The assets and liabilities are translated to Australian dollars at foreign exchange
rates ruling at the reporting date. Foreign exchange differences arising on retranslation are recognised directly in the translation reserve.
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) Foreign currency risk for further details on the net investment hedge in place.

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, and Western Australia, based on the nature and geographical location of the assets,
plus Asia 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.
The assets acquired as part of the Quadrant acquisition have been incorporated into the Western Australia segment, since aquisition
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 2018, the “Other” reporting segment was restructured to comprise Santos’ Asian assets only. New South Wales entered
the core portfolio and is now reported under the segment “Queensland & NSW” and WA Oil is now reported under the segment
“Western Australia”. Comparative disclosures have been restated to a consistent basis.

Financial Report

2.1 SEGMENT INFORMATION (CONTINUED)
Corporate,
exploration,
Cooper Queensland Northern Western eliminations
Basin & NSW PNG Australia Australia Asia & other Total
US$million 2018 2018 2018 2018 2018 2018 2018 2018
Revenue
Sales to external customers 975 957 621 183 408 181 335 3,660
Inter-segment sales1 105 47 – – – – (152) –
Revenue – other from external customers 66 12 9 – 14 – 12 113
Total segment revenue 1,146 1,016 630 183 422 181 195 3,773
Costs
Production costs (127) (71) (70) (74) (108) (42) 18 (474)
Other operating costs (68) (80) (52) – (17) (11) (87) (315)
Third-party product purchases (421) (293) – – – – (133) (847)
Inter-segment purchases1 (3) (33) – – – – 36 –
Other (9) 31 (2) 7 (14) 51 (41) 23
EBITDAX 518 570 506 116 283 179 (12) 2,160
Depreciation and depletion (196) (167) (123) (51) (99) (13) (18) (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 65 200 119 (135) 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 35 613 – 5 715
Oil and gas assets2 215 195 47 30 2,230 – 2 2,719
233 209 77 65 2,843 – 7 3,434
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 financial and deferred tax assets)
Australia 2,962
Australia 9,551
Papua New Guinea 630
Papua New Guinea 2,705
Vietnam 124
Other 122
Indonesia 57
Total 12,378
Total 3,773

2.1 SEGMENT INFORMATION (CONTINUED)
Corporate,
exploration,
Cooper Queensland Northern Western eliminations
Basin & NSW PNG Australia Australia Asia & other Total
US$million 2017 2017 2017 2017 2017 2017 2017 2017
Revenue
Sales to external customers 746 729 526 153 324 256 366 3,100
Inter-segment sales1 50 29 – – – – (79) –
Revenue – other from external customers 55 11 8 – 28 – (4) 98
Total segment revenue 851 769 534 153 352 256 283 3,198
Costs
Production costs (134) (68) (55) (75) (107) (68) 26 (481)
Other operating costs (88) (73) (46) – (20) (12) (71) (310)
Third-party product purchases (230) (275) (1) – – – (221) (727)
Inter-segment purchases1 (1) (34) – – – – 35 –
Other (69) 3 – 9 (1) 1 (195) (252)
EBITDAX 329 322 432 87 224 177 (143) 1,428
Depreciation and depletion (195) (196) (113) (54) (91) (69) (24) (742)
Exploration and evaluation expensed – – – – – – (94) (94)
Net impairment reversal/(loss) 479 (1,248) (4) – (6) (154) (5) (938)
Change in future restoration assumptions – 5 1 – 25 – – 31
EBIT 613 (1,117) 316 33 152 (46) (266) (315)
Net finance costs (270) (270)
Loss before tax (585)
Income tax benefit 211 211
Royalty-related tax benefit/(expense) 5 4 – 20 (32) – 17 14
Net loss (360)
Asset additions and acquisitions:
Exploration and evaluation assets 11 15 58 44 (1) 10 5 142
Oil and gas assets2 146 198 9 (5) 90 9 (1) 446
157 213 67 39 89 19 4 588
1 Inter-segment pricing is determined on an arm’s length basis. Inter-segment sales and purchases are eliminated on consolidation.
2017 Revenue from external customers 2017 Non-current assets by geographical location
by geographical location (excluding financial and deferred tax assets)
Australia 2,408
Australia 7,020
Papua New Guinea 534
Papua New Guinea 2,784
Vietnam 138
Other 360
Indonesia 118
Total 10,164
Total 3,198

Financial Report

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.
Product sales
Sales revenue 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 which 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 unsatisified 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 $489 million (2017: $358 million), arising from sales from one segment of the Group.
Contract liabilities
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.
On acquisition of Quadrant Energy (refer note 6.2), 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 “other revenue”.
Contract assets
On acquisition of Quadrant Energy (refer note 6.2), 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. These amounts have been shown
separately in the table below.

2.2 REVENUE FROM CONTRACTS WITH CUSTOMERS (CONTINUED)
(Restated)
(a) Revenue from contracts with customers 2018 2017
Product sales
Gas, ethane and liquefied natural gas 2,518 2,198
Crude oil 757 579
Condensate and naphtha 300 235
Liquefied petroleum gas 85 88
Total product sales1 3,660 3,100
Revenue – other
Liquidated damages 11 28
Pipeline tolls and tariffs 84 54
Other 18 16
Total revenue – other 113 98
Total revenue from contracts with customers 3,773 3,198

1 Total product sales include third-party product sales of $997 million (2017: $926 million).
(b) Assets and liabilities related to contracts with customers

The Group has recognised the following assets and liabilities related to contracts with customers:
2018 2017
Contract assets
Non-current
Acquired contract assets 137 –
Total contract assets 137 –
Contract liabilities
Current
Deferred revenue 7 8
Acquired deferred revenue 25 –
32 8
Non-current
Acquired deferred revenue 111 –
Acquired contract liabilities 33 –
268 113
Total contract liabilities 300 121
The following table illustrates the revenue recognised in the current reporting period relating to carried-forward
deferred revenue balances:

Revenue recognised that was included in the deferred revenue balances

at the beginning of the period:
Gas, ethane and liquefied natural gas 4 –
Total 4 –

Financial Report

2.3 EXPENSES
(Restated)
2018 2017
Cost of sales
Production costs
Production expenses 436 412
Production facilities – operating leases 38 69
Total production costs 474 481
Other operating costs

LNG plant costs 64 63
Pipeline tariffs, processing tolls and other 133 181
Movements in onerous contracts 18 (16)
Royalty and excise 82 64
Shipping costs 18 18
Total other operating costs 315 310
Total cash cost of production 789 791
Depreciation and depletion

Depreciation of plant, equipment and buildings 417 472
Depletion of subsurface assets 248 268
Total depreciation and depletion 665 740
Third-party product purchases 847 727

Decrease in product stock 28 45
Total cost of sales 2,329 2,303
Other expenses
Selling 14 15
Corporate 75 84
Costs associated with aquisitions and disposals 58 –
Depreciation 2 2
Foreign exchange (gains)/losses (146) 153
Fair value hedges losses/(gains)
On the hedging instrument 17 43
On the hedged item attributable to the hedged risk (15) (57)
Fair value losses on commodity derivatives (oil hedges) 67 63
Exploration and evaluation expensed 105 94
Other 17 11
Total other expenses 194 408

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, provisions
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 statement of profit or loss 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.

Financial Report

2.4 TAXATION (CONTINUED)
Current income tax and royalty-related tax recognised in the income statement for the Group are as follows:
2018 2017
(a) Income tax expense/(benefit)

Current tax expense/(benefit)
Current year 70 144
Adjustments for prior years (4) (5)
66 139
Deferred tax expense/(benefit)

Origination and reversal of temporary differences 365 (336)
Adjustments for prior years 8 (14)
373 (350)
Total income tax expense/(benefit) 439 (211)
(b) Royalty-related tax expense/(benefit)

Current tax expense
Current year 36 9
36 9
Deferred tax expense/(benefit)

Origination and reversal of temporary differences 1 (23)
1 (23)
Total royalty-related tax expense/(benefit) 37 (14)
(c) Numerical reconciliation between pre-tax net profit/(loss)

and tax expense/(benefit)
Profit/(loss) before tax 1,106 (585)
Prima facie income tax expense/(benefit) at 30% (2017: 30%) 332 (176)
Increase/(decrease) in income tax expense/(benefit) due to:
Foreign losses not recognised 4 51
Non-deductible expenses 3 5
Exchange and other translation variations 99 (71)
Tax adjustments relating to prior years 4 (19)
Other (3) (1)
Income tax expense/(benefit) 439 (211)

Royalty-related tax expense/(benefit) 37 (14)
Total tax expense/(benefit) 476 (225)

(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 – Deferred taxes recognised
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
Recognised deferred tax assets 2018 2017 2018 2017 2018 2017
and liabilities US$million US$million US$million US$million US$million US$million
Exploration and evaluation assets 57 49 (47) (46) 10 3

Oil and gas assets 1 116 (179) – (178) 116
Other assets 26 75 (52) (115) (26) (40)
Derivative financial instruments – 6 (16) – (16) 6
Interest-bearing loans and borrowings 126 66 – – 126 66
Provisions 56 51 – – 56 51
Royalty-related tax – – (25) (15) (25) (15)
Other items – – (69) (54) (69) (54)
Provisional deferred tax arising
on acquisition 699 – (1,327) – (628) –
Tax value of carry-forward
losses recognised 882 1,046 – – 882 1,046
Tax assets/(liabilities) 1,847 1,409 (1,715) (230) 132 1,179

Set-off of tax (101) 10 101 (10) – –
Net tax assets 1,746 1,419 (1,614) (240) 132 1,179

Financial Report

(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 (2017: $65 million) which will expire between 2021 and 2028. The remaining deductible
temporary differences and tax losses do not expire under current tax legislation.
Unrecognised deferred tax assets 2018 2017

Deferred tax assets have not been recognised in respect of the following items:
Temporary differences in relation to investments in subsidiaries 4,500 4,705
Deductible temporary differences relating to royalty-related tax (net of income tax) 5,858 5,751
Other deductible temporary differences – 162
Tax losses 228 327
10,586 10,945
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:
2018 2017
Earnings used in the calculation of basic and diluted earnings per share 630 (360)
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:
2018 2017
Number of shares Number of shares
Basic earnings per share 2,083,028,582 2,078,858,067

Dilutive potential ordinary shares1 15,065,580 –
Diluted earnings per share 2,098,094,162 2,078,858,067
Earnings per share attributable to the equity holders of Santos Limited 2018 2017
¢ ¢
Basic earnings per share 30.2 (17.3)

Diluted earnings per share 30.0 (17.3)
1 Due to a net loss after tax in 2017, potential ordinary shares are anti-dilutive and therefore excluded from the calculation of diluted earnings per share.

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$million
2018
Interim 2018 ordinary – paid on 27 September 2018 Franked 3.5 73
3.5 73
2017
No dividends were recognised during 2017.
Dividend
Dividends declared in respect of the year Franked/ per share Total
unfranked US¢ US$million
2018
Final dividend per ordinary share Franked 6.2 129
Interim dividend per ordinary share Franked 3.5 73
9.7 202
2017
No dividends were declared in respect of 2017.
Dividend franking account 2018 2017

30% franking credits available to the shareholders of Santos Limited

for future distribution, after adjusting for franking credits which will
arise from the refund of the current tax receivable at 31 December 331 399

Financial Report

2.7 OTHER INCOME
Other income is recognised at the fair value of the consideration received or receivable, when significant risks and rewards have been
transferred to the buyer or when the service has been performed.
Gain or loss arising on disposal of a non-current asset is included as other income at the date control of the asset passes to the buyer.
(Restated)
2018 2017
Other income
Change in future restoration assumptions 3.4 46 31
Gain on sale of non-current assets 56 79
Gain on disposal of subsidiaries 6.2(b) 56 –
Other 22 15
Total other income 180 125
Net gain on sale of non-current assets:

Proceeds on disposals 26 145
Adjusted for:
Book value of exploration and evaluation liabilities disposed – 2
Book value of oil and gas liabilities/(assets) disposed 34 (62)
Book value of other land, buildings, plant and equipment disposed (4) (4)
Book value of working capital disposed – (2)
Total net gain on sale of non-current assets 56 79
Comprising:
Net gain on sale of exploration and evaluation assets – 10
Net gain on sale of oil and gas assets 52 60
Net gain/(loss) on sale of other land, buildings, plant and equipment 4 (1)
Net gain on liquidation of controlled entities – 10
56 79
Reconciliation to cash inflows from proceeds on disposal of non-current assets:

Proceeds after recoupment of current year exploration and evaluation expenditure 26 145
Amounts receivable – –
Amounts received from disposals 26 145
Total proceeds on disposal of non-current assets 26 145
Comprising:
Proceeds from disposal of exploration and evaluation assets – 3
Proceeds from disposal of oil and gas assets 18 134
Proceeds from disposal of other land, buildings, plant and equipment 8 8
26 145

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.

Financial Report

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.
2018 2017
Cost 1,546 2,012

Less: Impairment (542) (1,553)
Balance at 31 December 1,004 459
Reconciliation of movements
Balance at 1 January 459 495
Acquisitions 628 48
Additions 87 94
Disposals (2) –
Expensed (10) (17)
Impairment losses (129) (163)
Transfer to oil and gas assets in production – (13)
Exchange differences (29) 15
Balance at 31 December 1,004 459
Comprising:
Acquisition costs 687 95
Successful exploration wells 221 253
Pending determination of success 96 111
1,004 459
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.

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 note in 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.

Financial Report

3.2 OIL AND GAS ASSETS (CONTINUED)
2018 2017
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 9,457 16,112 25,569 8,985 15,442 24,427

Less: Accumulated depreciation,
depletion and impairment (6,365) (7,980) (14,345) (6,847) (8,044) (14,891)
Balance at 31 December 3,092 8,132 11,224 2,138 7,398 9,536
Reconciliation of movements
Assets in development
Balance at 1 January 73 46 119 71 19 90
Additions1 16 73 89 1 28 29
Transfer to oil and gas assets
in production – – – (1) (1) (2)
Exchange differences (1) – (1) 2 – 2
Balance at 31 December 88 119 207 73 46 119
Producing assets
Balance at 1 January 2,065 7,352 9,417 1,706 8,602 10,308
Additions1 212 177 389 297 120 417
Acquisition 1,192 1,049 2,241 – – –
Transfer from exploration and
evaluation assets – – – 13 – 13
Transfer from oil and gas assets
in development – – – 1 1 2
Disposals (148) (8) (156) – (4) (4)
Depreciation and depletion (239) (405) (644) (268) (450) (718)
Net impairment reversals/(losses) 29 – 29 255 (1,020) (765)
Exchange differences (107) (152) (259) 61 103 164
Balance at 31 December 3,004 8,013 11,017 2,065 7,352 9,417
Total oil and gas assets 3,092 8,132 11,224 2,138 7,398 9,536
Comprising:
Exploration and evaluation expenditure
pending commercialisation 86 5 91 90 5 95
Other capitalised expenditure 3,006 8,127 11,133 2,048 7,393 9,441
3,092 8,132 11,224 2,138 7,398 9,536

3.3 IMPAIRMENT OF NON-CURRENT ASSETS
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 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 cash-generating unit (“CGU”) basis. A
CGU is the smallest grouping of assets that generates independent cash inflows, and generally represents an individual oil or gas
field, or oil and gas fields, that are being produced through a common facility. Impairment losses recognised in respect of CGUs are
allocated to reduce the carrying amount of the assets in the CGU on a pro-rata basis.
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 of goodwill
Goodwill arises as a result of a business combination, and has an indefinite useful life which is not subject to amortisation. It is tested at
least annually for impairment and more frequently if events or changes in circumstances indicate that it might be impaired.
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.

Financial Report

3.3 IMPAIRMENT OF NON-CURRENT ASSETS (CONTINUED)
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. 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:
2019 2020 2021 20221 20231 20241

65.00 66.30 67.63 74.28 75.77 77.29
1 Based on US$70/bbl (2019 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 rate applied is A$1/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 17%.
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.

Impairment expense 2018 2017

Current assets
Assets held for sale, subsequently disposed of 6.2(b) 47 –
Other receivables – 5
Total impairment of current assets 47 5
Non-current assets
Exploration and evaluation assets 53 163
Oil and gas assets – 765
Land and buildings – 5
Total impairment of non-current assets 53 933
Total impairment 100 938
Recoverable amounts and resulting impairment losses recognised in the year ended 31 December 2018:
Subsurface Plant and Recoverable
assets equipment Total amount1
2018 Segment US$million US$million US$million US$million
Exploration and evaluation assets:

Gunnedah Basin Queensland & NSW 12 – 12 nil2
PNG – PPL 426 PNG 29 – 29 nil2
WA-214 (Davis 1) Western Australia 8 – 8 nil2
Total impairment of exploration

and evaluation assets 53 – 53
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
VIU method, whilst all exploration and evaluation asset amounts use the FVLCD method.
2 Impairment of exploration and evaluation assets relates to certain individual licences/areas of interest that have been impaired to nil.

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.

Financial Report

Recoverable amounts and resulting impairment write-downs/(reversals) recognised in the year ended 31 December 2017 were:
Subsurface Plant and Recoverable
assets equipment Total amount1
2017 Segment US$million US$million US$million US$million
Exploration and evaluation assets:

Ande Ande Lumut – Indonesia Asia 149 – 149 nil2
Gunnedah Basin Queensland & NSW 10 – 10 nil2
Total impairment of exploration

and evaluation assets 163 – 163
Oil and gas assets – producing:

GLNG Queensland & NSW – 1,238 1,238 4,099
Barrow Western Australia – 6 6 nil
Cooper – unconventional resources3 Cooper Basin 1 – 1 nil
Cooper Basin Cooper Basin (256) (224) (480) 1,388
Total impairment of oil and gas assets (255) 1,020 765
Total impairment of exploration and

evaluation and oil and gas assets (92) 1,020 928
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
VIU method, whilst all exploration and evaluation asset amounts use the FVLCD method.
2 Impairment of exploration and evaluation assets relates to certain individual licences/areas of interest that have been impaired to nil.
3 Cooper – unconventional resources comprises exploration and evaluation expenditure pending commercialisation within oil and gas assets – producing assets. The impairment relates to the
Basin Centered Gas exploration.

3.4 RESTORATION OBLIGATIONS AND OTHER PROVISIONS
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:
2018 2017
Current provision 59 85
Non-current provision 2,034 1,443
2,093 1,528
Movements in the provision during the financial year are set out below:
Total restoration
US$million
Balance at 1 January 2018 1,528

Provisions made and changes to assumptions during the year (140)
Provisions used during the year (37)
Provisions disposed of (125)
Provisions acquired 903
Unwind of discount 46
Change in discount rate 43
Exchange differences (125)
Balance at 31 December 2018 2,093
Payments made into escrow accounts relating to future restoration obligations of $nil (2017: $68 million) are included within other
non-current financial assets (note 5.5(g)).

Financial Report

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:
2018 2017
Current
Employee benefits 7.1 55 49
Onerous contracts 2 8
57 57
Non-current
Employee benefits 7.1 9 8
Defined benefit obligations 7.1 1 1
Onerous contracts 29 42
Other provisions 74 –
113 51
3.5 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 leases LNG carriers, storage and offtake facilities, marine vessels and mobile offshore production units under operating
leases. The leases typically run for a period of four to six years, and may have an option to renew after that time.
The Group also leases building office space and warehouses under operating leases. The leases are generally for a period of 10 years,
with an option to renew the lease after that date. The lease payments typically increase annually by the Consumer Price Index.
During the year ended 31 December 2018, the Group recognised $38 million (2017: $69 million) as an expense in the income statement
in respect of operating leases.
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 non-cancellable operating lease rentals:
Capital Minimum exploration Operating lease
Commitments 2018 2017 2018 2017 2018 2017

Not later than one year 112 124 180 46 34 65

Later than one year but not later
than five years 12 18 417 334 106 128
Later than five years – – 3 13 102 78
124 142 600 393 242 271

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.
2018 2017
Cash at bank and in hand 467 384

Short-term deposits 849 847
1,316 1,231
(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 2018 $147 million
(2017: $135 million) was held in these accounts.
(b) Reconciliation of cash flows from operating activities 2018 2017
Profit/(loss) after income tax 630 (360)

Add/(deduct) non-cash items:
Depreciation and depletion 667 742
Exploration and evaluation expensed 10 17
Net impairment loss 100 938
Net loss on fair value derivatives 69 49
Share-based payment expense 11 10
Unwind of the effect of discounting on provisions 46 45
Foreign exchange (gain)/losses (146) 153
Gain on sale of sale of non-current assets and subsidiaries (112) (79)
Other (2) (28)
Net cash provided by operating activities before changes in assets or liabilities 1,273 1,487
Add/(deduct) change in operating assets or liabilities, net of acquisitions

or disposals of businesses:
Increase in trade and other receivables – (62)
Decrease in inventories 13 55
Decrease in other assets 4 14
Increase/(decrease) in net deferred tax assets 336 (292)
Increase in current tax liabilities 25 21
(Decrease)/increase in trade and other payables (60) 46
Decrease in provisions (13) (21)
Net cash provided by operating activities 1,578 1,248

Financial Report

Section 4: Working Capital Management
4.1 CASH AND CASH EQUIVALENTS (CONTINUED)
(d) Reconciliation of liabilities arising from financing activities to financing cash flows
Liabilities Assets
Finance held to held to
Short-term Long-term lease hedge hedge
borrowings borrowings liabilities borrowings borrowings Total
Balance at 1 January 2017 419 4,755 65 349 (84) 5,504

Financing cash flows1 (432) (1,010) – (217) – (1,659)
Non-cash changes:
Effect of changes in exchange rates – 144 – (144) – –
Changes in fair values (6) (14) (2) 12 23 13
Reclassification to current liability 222 (222) – – – –
Other 3 21 – – – 24
Balance at 31 December 2017 206 3,674 63 – (61) 3,882
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
1 Financing cash flows consist of the net amount of proceeds from borrowings and repayments of borrowings 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. Trade receivables that are neither past
due nor impaired relate to a number of independent customers for whom there is no recent history of default.
2018 2017
Trade receivables 368 334

Other receivables 153 106
521 440
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).

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.
2018 2017
Petroleum products 173 167

Drilling and maintenance stocks 115 99
Total inventories at lower of cost and net realisable value 288 266
Inventories included above that are stated at net realisable value 37 29
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.
2018 2017
Trade payables 503 416

Non-trade payables 158 79
661 495
The carrying amounts of trade and other payables are considered to approximate their fair values, due to their short-term nature.

Financial Report

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 2018 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 finance leases.
All interest-bearing loans and borrowings, with the exception of secured bank loans and finance leases, are borrowed through Santos
Finance Limited, which is a wholly-owned subsidiary of Santos Limited. All interest-bearing loans and borrowings by Santos Finance
Limited are guaranteed by Santos Limited.
2018 2017
Ref US$million US$million
Current
Bank loans – secured (a) 156 141
Bank loans – unsecured (b) 657 65
Long-term notes (c) 153 –
Finance leases (d) 1 1
967 207
Non-current
Bank loans – secured (a) 1,318 1,475
Bank loans – unsecured (b) 1,535 992
Long-term notes (c) 1,038 1,207
Finance leases (d) 61 62
3,952 3,736

5.1 INTEREST-BEARING LOANS AND BORROWINGS (CONTINUED)
The Group’s weighted average interest rate on interest-bearing liabilities was 5.28% for the year ended 31 December 2018 (2017: 5.15%).
(a) Bank loans – secured
Facility PNG LNG
Currency US dollars
Limit $1,537 million (2017: $1,692 million)
Drawn principal $1,537 million (2017: $1,692 million)
Accounting balance $1,474 million (2017: $1,616 million) including prepaid amounts
Effective interest rate 6.10% (2017: 5.37%)
Maturity 2024–2026
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 $2,762 million at 31 December 2018 (2017: $2,852 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 $1,200 million (2017: nil)
Drawn principal $1,200 million (2017: nil)
Accounting balance $1,194 million (2017: nil) including prepaid amounts
Effective interest rate 4.18% (2017: N/A)
Maturity 2020 and 2024
Other During 2018 Santos completed a $700 million 5.5-year syndicated term loan facility and a
$500 million 2-year bridge facility. Both facilities bear floating interest rates.
Facility Export credit agency supported loan facilities
Currency US dollars
Limit $1,001 million (2017: $1,065 million)
Drawn principal $1,001 million (2017: $1,065 million)
Accounting balance $998 million (2017: $1,057 million) including prepaid amounts
Other Loan facilities are supported by various export credit agencies.

Financial Report

5.1 INTEREST-BEARING LOANS AND BORROWINGS (CONTINUED)
(c) Long-term notes

Facility US private placement notes
Currency US dollars
Limit $377 million (2017: $377 million)
Drawn principal $377 million (2017: $377 million)
Accounting balance $405 million (2017: $424 million) including fair value accounting measurement
and prepaid amounts
Other Long-term notes bear a fixed interest rate of 6.30% to 6.81% (2017: 6.05% to 6.81%),
which have been swapped to floating rate commitments.
Facility Regulation-S bond
Currency US dollars
Limit $800 million (2017: $800 million)
Drawn principal $800 million (2017: $800 million)
Accounting balance $786 million (2017: $783 million) including prepaid amounts
Maturity 2027
Other The bond bears a fixed interest rate of 4.125%.
(d) Finance leases

Finance lease commitments are payable as follows:
2018 2017
Not later than one year 9 10

Later than one year but not later than five years 37 37
Later than five years 106 115
Minimum lease payments 152 162
Future finance charges (90) (99)

Leases not commenced at reporting date – –
Total lease liabilities 62 63
The Group participates in finance leases of LNG carriers and tug facilities. The leases have terms of between 10 and 20 years with
varying renewal options. Title does not pass to the Group on expiration of the relevant lease period.

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.
2018 2017
Finance income
Interest income 30 24
Total finance income 30 24
Finance costs
Interest paid to third parties 218 255
Deduct borrowing costs capitalised (6) (6)
212 249
Unwind of the effect of discounting on provisions 46 45
Total finance costs 258 294
Net finance costs 228 270

Financial Report

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 2018 was A$5.48 (2017: A$5.45).
Transaction costs
Transaction costs of an equity transaction are accounted for as a deduction from equity, net of any related income tax benefit. During
2018 no transaction costs in respect of capital raisings completed have been deducted from equity (2017: $2 million).
2018 2017
Movement in ordinary shares Number of Number of 2018 2017
Note shares shares US$million US$million
Balance at 1 January 2,083,070,879 2,032,389,675 9,034 8,883

Share purchase plan, net of costs – 50,847,537 – 151
Shares purchased on-market (Treasury shares) – – (10) (8)
Utilisation of Treasury shares on vesting of employee
share schemes – – 7 8
Shares issued on vesting of Share Acquisition Rights (“SARs”) 7.2 – 5,365 – –
Replacement of ordinary shares with shares
purchased on-market (91,534) (171,698) – –
Balance at 31 December 2,082,979,345 2,083,070,879 9,031 9,034
Included within the Group’s ordinary shares at 31 December 2018 are 10,000 (2017: 25,000) ordinary shares paid to one cent with a value
of nil (2017: 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, $10 million (2017: $8 million) of Treasury shares were purchased on-market.
Movement in Treasury shares 2018 2017
Note Number of shares Number of shares
Balance at 1 January 587,993 –

Shares purchased on-market 2,500,000 2,600,000
Treasury shares utilised:
Santos Employee Share1000 Plan 7.2 (176,480) (301,584)
Santos Employee ShareMatch Plan 7.2 (439,664) (553,416)
Utilised on vesting of SARs 7.2 (615,471) (378,945)
Executive STI (deferred shares) 7.2 (312,731) (261,011)
Executive STI (ordinary shares) – (193,977)
2016 Executive sign-on grants (209,496) (190,688)
Santos Employee Share1000 Plan (relinquished shares) 4,093 39,312
Replacement of partially paid shares with shares purchased on-market (15,000) –
Replacement of ordinary shares with shares purchased on-market (91,534) (171,698)
Balance at 31 December 1,231,710 587,993

5.4 RESERVES AND RETAINED EARNINGS
The Group’s reserves and retained earnings balances, and movements during the period, are disclosed in the statement of changes in
equity.
Translation reserve
The translation reserve comprises all foreign exchange differences arising from the following:
• the translation of the financial statements of foreign operations where their functional currency is different from the functional
currency of the Parent entity;
• the translation of liabilities that hedge the Company’s net investment in a foreign subsidiary;
• exchange differences that arise on the translation of the monetary items that form part of the net investment in a foreign
operation; and
• the impact of translation of the Group from Australian dollar to US dollar presentation currency.
Hedging reserve
The hedging reserve comprises the effective portion of the cumulative net change in the fair value of cash flow hedging instruments
related to hedged transactions that have not yet occurred.
Financial liabilities at fair value through other comprehensive income (“FVOCI”) reserve
The financial liabilities at FVOCI reserve includes the component of fair value movements in the Group’s financial liabilities measured at
fair value that result from changes in the Group’s own credit risk.
Accumulated profits reserve
The accumulated profits reserve acts to quarantine profits generated in current and prior periods. The reserve was established during 2015.
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
flows and the contractual terms give rise on specified dates to cash flows 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.

Financial Report

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 liabilities classified at 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 2018 2017
Financial assets at amortised cost

Cash and cash equivalents 1,316 1,231
Trade receivables 521 440
Amounts held in escrow1 – 68
Financial assets at FVTPL
Equity investments 2 2
Derivative financial instruments 53 61
1,892 1,802
1 Amounts represent cash held in escrow for future restoration obligations relating to certain assets and these assets were disposed of during 2018.

(a) Financial instruments (continued)

Financial liabilities 2018 2017
Financial liabilities at amortised cost

Trade and other payables 675 495
Borrowings at amortised cost 4,514 3,519
Financial liabilities at FVTPL
Borrowings at FVTPL 405 424
Derivative financial instruments – 79
Other 30 23
5,624 4,540
The Group’s financial instruments resulted in the following income, expenses, gains and losses recognised in the income statement:
2018 2017
Interest on cash investments 30 24

Interest on debt held at FVTPL (24) (29)
Interest on debt held at amortised cost (218) (277)
Interest on derivative financial instruments 30 57
Amounts reclassified from other comprehensive income to profit or loss – (7)
Fair value gains on debt held at FVTPL 15 31
Fair value gains on debt held at amortised cost – 26
Fair value losses on derivative financial instruments (81) (106)
Net impairment expense recognised on trade receivables – (5)
Net foreign exchange gains/(losses) 146 (153)
(102) (439)
(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.

Financial Report

(b) Liquidity (continued)
Less than 1 to 2 2 to 5 More than

Financial assets and liabilities held to manage liquidity risk 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) – – –
Obligations under finance leases (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)
Less than 1 to 2 2 to 5 More than

Financial assets and liabilities held to manage liquidity risk 1 year years years 5 years
2017 US$million US$million US$million US$million
Cash and cash equivalents 1,231 – – –

Derivative financial assets
Interest rate swap contracts 16 20 45 5
Non-derivative financial liabilities
Trade and other payables (495) – – –
Obligations under finance leases (10) (10) (27) (115)
Bank loans (305) (898) (920) (1,070)
Long-term notes (57) (207) (356) (985)
380 (1,095) (1,258) (2,165)
(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 foreign currency denominated borrowings of Australian dollar functional currency companies are either designated as a hedge
of US dollar-denominated investments in foreign operations (2018: $2,607 million; 2017: $1,407 million), or offset by US dollar-
denominated cash balances (2018: $771 million; 2017: $835 million). As a result, there were no net foreign currency gains or losses
arising from translation of US dollar-denominated borrowings recognised in the income statement in 2018.
Monetary items, including financial assets and liabilities, denominated in currencies other than the functional currency of an
operation, are periodically restated to US dollar equivalents, and the associated gain or loss is taken to the income statement. The
exception is foreign exchange gains or losses on foreign currency provisions for restoration at operating sites that are capitalised in
oil and gas assets.
Sensitivity to foreign currency movement
Based on the Group’s net financial assets and liabilities at 31 December 2018, the estimated impact of a ±15 cent movement in the
Australian dollar exchange rate (2017: ±15 cent) against the US dollar, with all other variables held constant, is $21 million (2017: $22
million) on post-tax profit and $1,550 million (2017: $1,374 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 $1,577 million (2017: $1,577 million) and a net fair value of
$34 million (2017: $61 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 2018, 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% (2017: ±0.50%), and the Australian Bank Bill Swap
reference rate (“BBSW”) changed by ±0.50% (2017: ±0.50%), with all other variables held constant, the impact on post-tax profit
is $4 million (2017: nil).
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 2018, the
Group has 4.9 million barrels of open oil price swap and option contracts (2017: 12.5 million), covering 2019 exposures, which are
designated in cash flow hedge relationship. 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.
(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 13% 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.
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 profit or loss.
At 31 December 2018 there were no significant concentrations of credit risk within the Group and financial instruments are spread
amongst a number of financial institutions to minimise the risk of counterparty default.
The maximum exposure to financial institution credit risk is represented by the sum of all cash deposits plus accrued interest, bank
account balances and fair value of derivative assets.
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. Under this method, 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 2018 is nil (2017: nil), no loss allowance provision has been
recorded at 31 December 2018 (2017: nil).

Financial Report

(f) Fair values

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. 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.
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:
2018 2017
% %
Derivatives 1.5 – 2.8 1.4 – 2.5

Loans and borrowings 1.5 – 2.8 1.4 – 2.5
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.

(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 A derivative or financial instrument designated
as hedging the change in fair value of a to hedge the exposure to variability in cash flows
recognised asset or liability. attributable to a particular risk associated with
an asset, liability or forecast transaction.
Recognition date At the date the instrument is entered into. At the date the instrument is entered into.
Measurement Measured at fair value, being the estimated Measured at fair value, being the estimated
amount that the Group would receive or pay to amount that the Group would receive or pay to
terminate the contracts at the reporting date. terminate the contracts at the reporting date.
Changes in fair value The gains or losses on both the derivative or Changes in the fair value of derivatives
financial instrument and hedged asset or liability designated as cash flow hedges are recognised
attributable to the hedged risk are recognised in directly in other comprehensive income and
the income statement immediately. accumulated in 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- Ineffectiveness is recognised on a cash flow
rate borrowings is recognised in the income hedge where the cumulative change in the
statement within finance costs, together with designated component value of the hedging
the loss or gain in the fair value of the hedged instrument exceeds on an absolute basis the
fixed-rate borrowings attributable to interest change in value of the hedged item attributable
rate risk. to the hedged risk. In hedges of foreign currency
purchases this may arise if the timing of the
The gain or loss relating to the ineffective
transaction changes from what was originally
portion is recognised in the income statement
estimated.
within other income or other expenses.
To the extent that the hedge is ineffective,
If the hedge no longer meets the criteria for
changes in fair value are recognised immediately
hedge accounting, the adjustment to the
in the income statement within other income or
carrying amount of a hedged item for which the
other expenses.
effective interest method is used is amortised
to the income statement over the period to Amounts accumulated in equity are transferred
maturity using a recalculated effective interest to the income statement or the statement of
rate. financial position, for a non-financial asset, at
the same time as the hedged item is recognised.
When a hedging instrument expires or is sold,
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 is to assess effectiveness.

Financial Report

(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.
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:
2018 2017
Current assets
Commodity derivatives (oil hedges) 19 –
Interest rate swap contracts 8 –
Other 1 –
28 –
Non-current assets
Interest rate swap contracts 26 61
Equity investments 2 2
Amounts held in escrow – 68
Defined benefit surplus 3 3
31 134
Current liabilities
Commodity derivatives (oil hedges) – 79
Other 6 3
6 82
Other 24 20
24 20

(g) Derivatives and hedging activity (continued)

The effects of applying hedge accounting on the Group’s financial position and performance are as follows:
Derivative financial instruments – Interest rate swap contracts 2018 2017
Carrying amount 34 61
Notional amount 1,577 1,577
Maturity date 2019–2027 2019–2027
Hedge ratio1 1:1 1:1
Change in value of outstanding hedging instruments since 1 January (27) (23)
Change in value of hedged item used to determine hedge effectiveness 27 23
Weighted average hedged rate 1.10% 1.10%
Derivative financial instruments – Oil derivative contracts 2018 2017

Carrying amount 19 –
Notional amount (mmbbl) 4.9 –
Maturity date 2019 –
Hedge ratio1 1:1 –
Change in value of outstanding hedging instruments since 1 January 19 –
Change in value of hedged item used to determine hedge effectiveness (19) –
Weighted average hedged rate $50.88 –
Reserves – Cash flow hedge reserve 2018 2017

Balance at 1 January (5) (7)

Add: Change in fair value of hedging instrument recognised in OCI
for the year (effective portion) (4) 3
Less: Deferred tax 1 (1)
Balance at 31 December (8) (5)
Reserves – FVOCI reserve 2018 2017

Balance at 1 January 21 –
for the year (effective portion) – 32
Less: Deferred tax – (11)
Balance at 31 December 21 21
Reserves – Foreign currency hedge reserve 2018 2017

Balance at 1 January 573 707

for the year (effective portion) 171 (191)
Less: Deferred tax (51) 57
Balance at 31 December 693 573

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.

Financial Report

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 profit or loss.
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 profit or loss 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.

6.1 CONSOLIDATED ENTITIES (CONTINUED)
Name Country of incorporation Name Country of incorporation
Santos Limited1 (Parent Company) AUS Controlled entities of Santos International

Controlled entities: Holdings Pty Ltd (cont)
Alliance Petroleum Australia Pty Ltd1 AUS Santos (BBF) Pty Ltd AUS
Basin Oil Pty Ltd1 AUS Controlled entities of Santos (BBF) Pty Ltd
Bridgefield Pty Ltd AUS Santos (SPV) Pty Ltd4 AUS
Bridge Oil Developments Pty Ltd1 AUS Controlled entity of Santos (SPV) Pty Ltd
Bronco Energy Pty Ltd AUS Santos (Madura Offshore) Pty Ltd4 AUS
Doce Pty Ltd AUS Santos Belida Pty Ltd6 AUS
Fairview Pipeline Pty Ltd1 AUS Santos EOM Pty Ltd6 AUS
Gidgealpa Oil Pty Ltd AUS Santos Hides Ltd PNG
Moonie Pipeline Company Pty Ltd AUS Santos International Pte Ltd3 SGP
Reef Oil Pty Ltd1 AUS Santos International Operations Pty Ltd6 AUS
Santos Asia Pacific Pty Ltd4 AUS Santos OIG Pty Ltd6 AUS
Controlled entities of Santos Asia Pacific Pty Ltd Santos P’nyang Ltd PNG
Santos (Sampang) Pty Ltd4 AUS Santos Sabah Block R Limited4 GBR
Santos (Warim) Pty Ltd6 AUS Santos Sangu Field Ltd GBR
Santos Australian Hydrocarbons Pty Ltd AUS Santos (UK) Limited GBR
Santos (BOL) Pty Ltd1 AUS Controlled entities of Santos (UK) Limited
Controlled entity of Santos (BOL) Pty Ltd Santos Northwest Natuna B.V. NLD
Bridge Oil Exploration Pty Ltd AUS Santos Petroleum Ventures B.V.4 NLD
Santos Browse Pty Ltd AUS Santos Vietnam Pty Ltd AUS
Santos CSG Pty Ltd AUS Santos (JPDA 91–12) Pty Ltd AUS
Santos Darwin LNG Pty Ltd AUS Santos (NARNL Cooper) Pty Ltd1 AUS
Santos Direct Pty Ltd AUS Santos NSW Pty Ltd AUS
Santos Finance Ltd AUS Controlled entities of Santos NSW Pty Ltd
Santos GLNG Pty Ltd AUS Santos NSW (Betel) Pty Ltd AUS
Controlled entity of Santos GLNG Pty Ltd Santos NSW (Hillgrove) Pty Ltd AUS
Santos GLNG Corp USA Santos NSW (Holdings) Pty Ltd AUS
Santos (Globe) Pty Ltd6 AUS Controlled entities of Santos NSW (Holdings) Pty Ltd
Santos International Holdings Pty Ltd AUS Santos NSW (LNGN) Pty Ltd AUS
Controlled entities of Santos International Holdings Pty Ltd Santos NSW (Pipeline) Pty Ltd AUS
Barracuda Ltd PNG Santos NSW (Narrabri Energy) Pty Ltd AUS
Lavana Ltd PNG Controlled entity of Santos NSW
Sanro Insurance Pte Ltd SGP (Narrabri Energy) Pty Ltd
Santos Americas and Europe Corporation USA Santos NSW (Eastern) Pty Ltd AUS
Controlled entities of Santos Americas Santos NSW (Narrabri Power) Pty Ltd AUS
and Europe Corporation Santos NSW (Operations) Pty Ltd AUS
Santos TPY Corp USA Santos (N.T.) Pty Ltd AUS
Controlled entities of Santos TPY Corp Controlled entity of Santos (N.T.) Pty Ltd
Santos Queensland Corp USA Bonaparte Gas & Oil Pty Ltd AUS
Santos TOG Corp USA Santos Offshore Pty Ltd1 AUS
Controlled entities of Santos TOG Corp Santos Petroleum Pty Ltd1 AUS
Santos TPY CSG Corp USA Santos QLD Upstream Developments Pty Ltd
Santos TOGA Pty Ltd AUD Santos QNT Pty Ltd1 AUS
Santos Bangladesh Ltd GBR Controlled entities of Santos QNT Pty Ltd
Santos Baturaja Pty Ltd6 AUS Outback Energy Hunter Pty Ltd

Financial Report

6.1 CONSOLIDATED ENTITIES (CONTINUED)
Name Country of incorporation Name Country of incorporation
Controlled entities of Santos QNT Pty Ltd (cont) Controlled entities of Santos WA Holdings Pty Ltd (cont)
Santos QNT (No. 1) Pty Ltd1 AUS Santos WA Kersail Pty Ltd5, 8 AUS
Controlled entities of Santos QNT (No. 1) Pty Ltd Santos WA LNG Pty Ltd5, 8 AUS
Santos Petroleum Management Pty Ltd6 AUS Santos WA Northwest Pty Ltd5, 8
TMOC Exploration Proprietary Limited AUS Santos WA Onshore Holdings Pty Ltd5, 8 AUS
Santos QNT (No. 2) Pty Ltd AUS Santos WA Southwest Pty Limited5, 8 AUS
Controlled entities of Santos QNT (No. 2) Pty Ltd Santos WA Varanus Island Pty Ltd5, 8 AUS
Moonie Oil Pty Ltd6 AUS Santos WA Management Pty Ltd5, 8 AUS
Petromin Pty Ltd AUS Controlled entities of Santos Management
Santos (299) Pty Ltd2 AUS Pty Ltd
Santos TPC Pty Ltd AUS Santos WA Finance Holdings Pty Limited5, 8 AUS
Santos Wilga Park Pty Ltd AUS Controlled entities of Santos WA Finance
Santos Resources Pty Ltd AUS Holdings Pty Limited
Santos (TGR) Pty Ltd AUS Santos WA Finance General Partnership5 AUS
Santos Timor Sea Pipeline Pty Ltd AUS Santos WA PVG Holdings Pty Ltd5, 8 AUS
Santos Ventures Pty Ltd AUS Controlled entities of Santos WA PVG
Holdings Pty Ltd
Santos WA Holdings Pty Ltd7 AUS
Santos WA PVG Pty Ltd5, 8 AUS
Controlled entities of Santos WA Holdings Pty Ltd
SESAP Pty Ltd AUS
Santos WA AEC Pty Ltd5 AUS
Shaw River Power Station Pty Ltd6 AUS
Santos WA Energy Holdings Pty Ltd5 AUS
Vamgas Pty Ltd1 AUS
Controlled entities of Santos WA Energy
Holdings Pty Ltd Notes
Santos WA Asset Holdings Pty Ltd5, 8 AUS 1 Company is party to a Deed of Cross Guarantee (refer note 6.5)
Controlled entities of Santos WA Asset 2 Liquidated 6 November 2018
Holdings Pty Ltd 3 Company struck off 4 December 2018
4 Companies sold
Santos WA Lowendal Pty Limited5, 8 AUS
5 Companies acquired through the acquisition of Quadrant Energy (refer note 6.2)
Santos WA International Pty Ltd5, 8 AUS 6 Companies deregistered
Harriet (Onyx) Pty Ltd5, 8 AUS 7 Companies incorporated
Santos WA Energy Limited5, 8 AUS 8 Company is party to a Deed of Cross Guarantee held by
Santos WA Energy Holdings Pty Ltd
Controlled entities of Santos WA Energy Limited Country of incorporation
Ningaloo Vision Holdings Pte. Ltd5 SGP AUS – Australia
Northwest Jetty Services Pty Ltd5, 8 AUS GBR – United Kingdom
NLD – Netherlands
Santos WA (Exmouth) Pty Ltd5, 8 AUS
PNG – Papua New Guinea
Santos WA East Spar Pty Limited5, 8 AUS SGP – Singapore
Santos WA Julimar Holdings Pty Ltd5, 8 AUS USA – United States of America

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. This
acquisition delivers increased ownership and operatorship of a high quality portfolio of low-cost, long-life conventional Western
Australian natural oil and gas assets, and importantly significantly strengthens the Group’s offshore operating capability and access
to exploration opportunities.
Details of the purchase consideration, the net identifiable assets acquired and goodwill are as follows:
Fair value of net identifiable assets and goodwill acquired, on acquisition date US$million
Cash 174
Trade and other receivables 148
Contract assets 104
Inventories 52
Exploration and evaluation assets 610
Oil and gas assets 2,241
Other land, buildings and equipment 23
Trade and other payables (76)
Deferred revenue (136)
Restoration provision (903)
Employee provisions (32)
Other provisions (74)
Current tax liability (24)
Interest-bearing liabilities (533)
Deferred tax assets 699
Deferred tax liabilities (1,327)
Deferred tax (628)
Net identifiable assets acquired 946

Goodwill arising on acquisition (provisional) 628
Purchase consideration transferred 1,574
Purchase consideration US$million
Purchase consideration transferred 1,574

Less: Cash acquired on acquisition (174)
Add: Debt repaid on acquisition 533
Net cash flow on acquisition 1,933
Revenue and contribution to the Group

The acquired business contributed revenues of $80 million and EBITDAX of $60 million to the Group for the period from
27 November 2018 to 31 December 2018.
If the acquisition had occurred on 1 January 2018, the acquired business’ contribution to the consolidated pro-forma revenue and
EBITDAX for the year ended 31 December 2018 would have been $714 million and $590 million respectively. It is impractical to
estimate the impact the acquisition would have had if applied from 1 January 2018, at a net profit after tax level, due to the impact
of deferred taxes and depreciation.

Financial Report

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 there is minimal tax base acquired on acquisition, as 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.
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 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.
Where goodwill has been allocated to a cash-generating unit (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. Furthermore goodwill is not amortised for accounting but will be annually assessed for impairment in accordance
with the accounting policy set out in Note 3.3.
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 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. In addition,
under one of the customer contracts, security is in place by way of a subordinated floating charge over certain assets of Quadrant
Energy subsidiaries. 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.
Due to the size, complexity and timing of the acquisition, the acquisition accounting is not yet finalised and accordingly the assets
acquired and liabilities assumed are measured on a provisional basis. If new information obtained within the twelve months from
acquisition date about facts and circumstances that existed at the acquisition date identifies adjustments to fair values; or any
additional provisions that existed at the acquisition date; then the accounting for the acquisition will be revised.
There were no acquisitions of subsidiaries during 2017.

6.2 ACQUISITIONS AND DISPOSALS OF SUBSIDIARIES (CONTINUED)
(b) Disposals
Following the Group’s announcement on 3 May 2018 to divest its interest in its Asian assets, the associated assets and liabilities
attributed to the Asia segment were presented as held for sale in the 2018 half-year financial statements. A net impairment loss of
$47 million attributed to the write-down/(reversal) of the Asian assets held for sale to their fair value less costs of disposal was
recognised at 30 June 2018.
On 6 September 2018 the sale of the producing assets was completed and resulted in the disposal of the following wholly-owned
subsidiaries:
• Santos Petroleum Ventures B.V.
• Santos (SPV) Pty Ltd
• Santos Madura Offshore Pty Ltd
• Santos Asia Pacific Pty Ltd
• Santos Sampang Pty Ltd
On 4 December 2018 the sale of the wholly-owned subsidiary Santos Sabah Block R Limited was also completed.
Disposals of subsidiaries 2018 2017

Consideration received or receivable:

Cash 146 –
Disposal costs (20) –
Total net proceeds on disposal of subsidiaries 126 –

Carrying amount of net assets sold 142 –
Loss on sale before income tax and reclassification

of foreign currency translation reserve (16) –
Foreign currency translation reserve1 72 –
Net gain on disposal before tax 2.7 56 –

Income tax expense on gain – –
Gain on sale after income tax 56 –
1 Represents the amount recycled into the income statement on reversal of associated amounts previously deferred in the foreign currency translation reserve.
There were no disposals of subsidiaries during 2017.

Financial Report

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, and The Group has interests in joint ventures,
often the joint ownership, of assets contributed whereby the venturers have contractual
to, or acquired for the purpose of, the joint arrangements that establish joint control
operation. The assets are used to obtain benefits over the economic activities of the entities.
for the parties to the joint operation and are
dedicated to that purpose.
Rights and obligations Each party has control over its share of future Parties that have joint control of the
economic benefits through its share of the arrangement have rights to the net assets
joint operation, and has rights to the assets, of the arrangement.
and obligations for the liabilities, relating to the
arrangement.
Accounting method The interests of the Group in joint operations are The Group recognises its interest in joint
brought to account by recognising the Group’s ventures using the equity method of accounting.
share of jointly controlled assets, share of Under the equity method, the investment
expenses and liabilities incurred, and the income in a joint venture is initially recognised in the
from its share of the production of the joint Group’s statement of financial position at cost
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.

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 2018 2017
Joint operation unit/area of interest Principal activities % Interest % Interest
Barrow Island Barrow Oil production 28.6 28.6

Bayu-Undan Bayu-Undan Gas and liquids production 11.5 11.5
Chim Sáo/Dua1 Vietnam (Block 12W) Oil and gas production – 31.9
Fairview GLNG Gas production 22.8 22.8
GLNG Downstream GLNG LNG facilities 30.0 30.0
Halyard/Spar3 Varanus Island Gas production 100.0 45.0
Harriet4 Barrow-HJV Oil and gas production 100.0 –
John Brookes3 Varanus Island Gas production 100.0 45.0
Madura Offshore1 Madura PSC Gas production – 67.5
Macedon/ Pyrenees4 North Carnarvon Oil and gas production 28.6 -
PNG LNG PNG LNG Gas and liquids production 13.5 13.5
Reindeer3 Reindeer Gas production 100.0 45.0
Roma GLNG Gas production 30.0 30.0
SA Fixed Factor Area Cooper Basin Oil and gas production 66.6 66.6
Sampang1 Sampang PSC Oil and gas production – 45.0
SWQ Unit Cooper Basin Gas production 60.1 60.1

Block R2 Sabah Block R PSC Oil and gas exploration – 20.0
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-P4 Bedout Contingent oil and gas 80.0 –
WA-436-P, WA-438-P4 Bedout Oil and gas exploration 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-P5 Browse Gas and liquids exploration 70.5 47.8
Muruk 1 PNG Gas and liquids exploration 20.0 20.0
Petrel Bonaparte Basin Contingent gas resource 40.3 35.0
PRL-9 PNG Gas and liquids exploration 40.0 40.0
Tern, Frigate6 Bonaparte Basin Contingent gas resource 46.0 40.0
1 Company sold 6 September 2018
2 Company sold 4 December 2018
3 Through acquisition of Quadrant Energy on 27 November 2018, the interest in this joint operation became 100% owned by Santos
4 Participation in joint operation is as a result of the acquisition of Quadrant Energy on 27 November 2018
5 Two joint venture partners resolved to withdraw from the permit in 2018 resulting in Santos’ interest increasing to 70.5%
6 Santos acquired an additional 6% interest in Tern and Frigate during 2018 resulting in Santos’ interest increasing to 46%

Financial Report

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 2018 2017
Reconciliation to carrying amount:

Opening net assets 1 January 375 490
Profit for the period 38 93
Reduction in capital (120) (115)
Dividends paid (26) (93)
Closing net assets 31 December 267 375
Group’s share (%) 11.5% 11.5%

Group’s share of closing net assets ($million) 31 43
Carrying amount of investments in joint ventures ($million) 31 43
Summarised statement of comprehensive income:

Profit for the period 38 93
Other comprehensive income – –
Total comprehensive income 38 93
Group’s share of profit 4 11
Dividends received from joint venture 3 11
The following are the joint ventures in which the Group has an interest, including those which are immaterial:
Joint venture 2018 2017
% 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:
2018 2017
Share of Darwin LNG Pty Ltd net profits 4 11
Total share of net profits 4 11
At 31 December 2018 the Group reassessed the carrying amount of its investments in joint ventures for indicators of
impairment. As a result, no impairment was recorded (2017: nil).

6.4 PARENT ENTITY DISCLOSURES
Selected financial information of the ultimate parent entity in the Group, Santos Limited, is as follows:
2018 2017
Net profit for the period 1,082 282
Total comprehensive income 1,084 282
Current assets 353 344

Current liabilities 309 474

Issued capital 9,036 9,034

Accumulated profits reserve 1,585 595
Other reserves (1,306) (556)
Accumulated losses (1,715) (1,740)
Commitments of the parent entity

The parent entity’s capital expenditure commitments and minimum exploration commitments are:
Capital expenditure commitments 42 44
Minimum exploration commitments 25 10
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 finance leases 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.

Financial Report

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 within the Closed Group (collectively, “the Closed Group”) are relieved from the Corporations Act 2001 (Cth)
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 (Cth). 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 2018 of the Closed Group.
2018 2017
Consolidated income statement

Product sales 1,585 1,193
Cost of sales (1,149) (1,038)
Gross profit 436 155

Other revenue 95 122
Other income 465 98
Other expenses (187) (130)
Impairment of non-current assets 242 328
Interest income 43 15
Profit before tax 1,094 588
Income tax expense (123) (232)

Royalty-related tax expense (23) (1)
Total tax expense (146) (233)
Net profit for the period 948 355
Consolidated statement of comprehensive income

Other comprehensive income, net of tax:
Net actuarial gain on defined benefit plan 2 –
Total comprehensive income 950 355
Summary of movements in the Closed Group’s accumulated losses:

Accumulated losses at 1 January (2,153) (2,256)
Opening balance adjustment on adoption of new accounting standard – 5
Adjusted accumulated losses at 1 January (2,153) (2,251)

Transfer to accumulated profits reserve (1,063) (282)
Net actuarial gain on defined benefit plan 2 –
Share-based payment transactions 6 6
Less: Accumulated losses of companies removed during the period – 19
Accumulated losses at 31 December (2,260) (2,153)

6.5 DEED OF CROSS GUARANTEE (CONTINUED)
Set out below is a consolidated statement of financial position as at 31 December 2018 of the Closed Group.
2018 2017
Current assets
Cash and cash equivalents 98 89
Trade and other receivables 2,856 3,121
Other current assets 147 168
Total current assets 3,101 3,378
Non-current assets
Other financial assets 8,221 15,736
Exploration and evaluation assets 192 166
Oil and gas assets 2,064 2,372
Other non-current assets 650 524
Total non-current assets 11,127 18,798
Current liabilities
Trade and other payables 2,500 4,971
Other current liabilities 100 146
Total current liabilities 2,600 5,117
Interest-bearing loans and borrowings 3,713 9,188
Provisions 842 1,010
Other non-current liabilities 114 101
Total non-current liabilities 4,669 10,299
Net assets 6,959 6,760
Equity
Issued capital 9,036 9,036
Reserves 183 (123)
Accumulated losses (2,260) (2,153)

Financial Report

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
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. The defined benefit section of the plan is closed to new employees. All new employees receive accumulation-only benefits.
During the period, an expense of $4 million (2017: $1 million) was recorded in relation to the defined benefit plan.
The Group expects to contribute $nil to the defined benefit superannuation plan in 2019 (2018: $1 million).
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 $8 million (2017: $10 million).
The following amounts are recognised in the Group’s statement of financial position in relation to employee benefits:
2018 2017
Non-current assets
Defined benefit surplus 3 3
Current provisions
Employee benefits 55 49
Non-current provisions
Employee benefits 9 8
Defined benefit obligations 1 1
Total non-current provisions 10 9
Total employee benefits provisions 65 58

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:
2018 2017
Note US$000 US$000
Employee expenses:
General employee share plans:
Share1000 Plan 7.2(a)(i) (824) (948)
ShareMatch Plan (matched SARs) 7.2(a)(i) (1,947) (2,300)
Executive Long-Term Incentive share-based payment plans –
equity-settled 7.2(a)(ii) (5,693) (6,120)
Executive Short-Term Incentive share-based payment plans –
equity-settled 7.2(a)(iii) (2,244) (1,005)
(10,708) (10,373)
The net impact on retained earnings from share-based payment plans, net of Treasury shares utilised in the current year, is $6 million.
The net impact on retained earnings from share-based payment plans in 2017 was $6 million.

Financial Report

Section 7: People
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 The ShareMatch Plan allows for the
grants of fully paid ordinary shares purchase of shares through salary
up to a value determined by the sacrificing up to A$5,000 over a
Board, which in 2018 was A$1,000 per maximum 12-month period, and to
employee (2017: A$1,000). receive matched SARs at a 1:1 ratio
or as otherwise set by the Board.
The employee’s ownership and right Subject to restrictions until the earlier Upon vesting, subject to restrictions
to deal with them of the expiration of the three-year until the earlier of the expiration of the
restriction period and the time restriction period (which will be three or
when the employee ceases to be in seven years from the date of the offer,
employment. depending on any election made by the
employee) and the time when he or she
ceases to be an employee.
How is the fair value recognised? The fair value of these shares is The fair value of the shares is
recognised as an employee expense recognised as an increase in issued
with a corresponding increase in capital and a corresponding increase in
issued capital, and the fair value per loans receivable. The fair value per share
share is determined by the Volume is determined by the VWAP of ordinary
Weighted Average Price (“VWAP”) Santos shares on the ASX during the
of ordinary Santos shares on the ASX week up to and including the date of
during the week up to and including issue of the shares.
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
Issued Fair value Issued Fair value

shares per share shares per share
Year Issue date No. A$ No. A$
2018 9 July 2018 176,480 6.24 439,664 6.24

2017 20 October 2017 244 4.23 – –
2017 28 September 2017 301,340 4.10 553,416 4.10

i. General employee share plans (continued)

The number of SARs outstanding, and movements throughout the financial year are:
Beginning of End of
the year Granted Lapsed Vested the year
Year No. No. No. No. No.
2018 Total 1,764,952 439,664 (75,402) (615,471) 1,513,743
2017 Total 1,665,931 553,416 (70,085) (384,310) 1,764,952
The inputs used in the valuation of the SARs are as follows:

Matched SARs grant 2018
Share price on grant date (A$) 6.37

Exercise price (A$) nil
Right life (weighted average, years) 3
Expected dividends (% p.a.) 1.3
Fair value at grant date (A$) 6.13
The loan arrangements relating to the ShareMatch Plan are as follows:
During the year the Company utilised $2 million of Treasury shares (2017: $2 million) under the ShareMatch Plan,
with $2 million (2017: $2 million) received from employees under loan arrangements. The movements in loans
receivable from employees are:
2018 2017
US$000 US$000
Employee loans at 1 January 1,327 1,350

Treasury shares utilised during the year 2,040 1,779
Cash received during the year (2,152) (1,869)
Foreign exchange movement (111) 67
Employee loans at 31 December 1,104 1,327
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 2018 LTI Program offers consisted only of SARs. Performance Awards were granted to eligible executives in 2018
who were granted one four-year grant (1 January 2018 – 31 December 2021).

Financial Report

Section 7: People
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
2018 Total 11,498,252 3,300,981 (3,466,683) – 11,332,550
2017 Total 9,402,644 4,291,977 (2,196,369) – 11,498,252
The SARs granted during 2018 totalling 3,300,981 were issued across the following four tranches, each with varying valuations:
Senior Executive LTI – granted 21 March 2018
2018
Performance Awards P1 P2 P3 P4
Performance index ASX 100 S&P GEI FCFBP ROACE

Fair value at grant date (A$) 3.05 3.18 4.82 4.82
Share price on grant date (A$) 5.07 5.07 5.07 5.07
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.) 1.3 1.3 1.3 1.3
Risk-free interest rate (% p.a.) 2.2 2.2 2.2 2.2
Total granted (No.) 695,221 695,209 695,192 695,176
CEO LTI – granted 7 May 2018

2018
Performance Awards P1 P2 P3 P4
Performance index ASX 100 S&P GEI FCFBP ROACE

Fair value at grant date (A$) 4.18 4.39 5.84 5.84
Share price on grant date (A$) 6.12 6.12 6.12 6.12
Exercise price (A$) nil nil nil nil
Expected volatility (weighted average, % p.a.) 47 47 47 47
Right life (weighted average, years) 4 4 4 4
Expected dividends (% p.a.) 1.3 1.3 1.3 1.3
Risk-free interest rate (% p.a.) 2.2 2.2 2.2 2.2
Total granted (No.) 130,046 130,046 130,046 130,045
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.

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 2018
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 2012 may be subject to additional restrictions on dealing for five
or seven years after the original grant date, depending on whether the executive elected to extend the trading
restrictions period beyond the vesting date. Shares allocated on the vesting of SARs that were granted prior
to 2012 will be subject to further restrictions on dealing for a maximum of 10 years after the original grant date.
No amount is payable on grant or vesting of the SARs.
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
2018 Total 261,011 312,731 – (261,011) 312,731
2017 Total 308,163 261,011 – (308,163) 261,011
On 14 March 2018 the Company issued 312,731 deferred shares to eligible executives. The share price on the grant date
was A$4.86 and the fair value was A$4.74 after applying a 1.4% dividend yield assumption to the valuation.
Share acquisition rights
On 19 April 2017 the Company issued 80,571 SARs subject to a 24-month continuous service condition starting on
1 January 2017 and ending and vested on 31 December 2018. The share price on the grant date was A$3.66 and the
fair value was A$3.57 after applying a 1.4% dividend yield assumption to the valuation. The issued SARs represented
the portion of 2016 deferred STI which was allocated to eligible executives as SARs rather than deferred shares.

Financial Report

Section 7: People
iv. Executive and other equity grants

a. On 11 February 2016 the Company issued 166,911 SARs subject to a 24-month continuous service condition starting
on 1 February 2016 and ending on 31 January 2018, which vested on 1 February 2018.
The share price on the grant date was A$3.05 and the fair value was A$2.86 after applying a 3.3% dividend yield
assumption to the valuation.
b. On 11 July 2016 the Company issued 42,585 SARs subject to a 24-month continuous service condition starting on
1 May 2016 and ending on 30 April 2018, which vested on 1 May 2018.
c. On 1 April 2018 the Company issued 235,878 SARs, subject to a 24-month continuous service condition starting on
1 April 2018 and ending on 31 March 2020. During 2018, 7,981 SARs lapsed, leaving 227,897 SARs remaining at the
end of 2018. If this service condition is satisfied, the remaining SARs will vest on 1 April 2020.
d. On 1 April 2018 the Company issued 515,181 SARs, subject to a 36-month continuous service condition starting on
1 April 2018 and ending on 31 March 2021. If this service condition is satisfied, the SARs will vest on 1 April 2021.
e. On 5 November 2018 the Company issued 7,650 SARs, subject to a 12-month continuous service condition starting
on 5 November 2018 and ending on 4 November 2019. If this service condition is satisfied, the SARs will vest on
5 November 2019.
f. On 5 November 2018 the Company issued 7,649 SARs, subject to a 24-month continuous service condition starting
on 5 November 2018 and ending on 4 November 2020. If this service condition is satisfied, the SARs will vest on
5 November 2020.

(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 at end of
of the year Lapsed Exercised the year the year
No. No. No. No. No.
2018
Vested in prior years 807,988 (757,439) – 50,549 50,549
Weighted average exercise price (A$) 15.55 15.60 – 14.81 14.81
2017
Vested in prior years 1,159,288 (351,300) – 807,988 807,988
Weighted average exercise price (A$) 15.01 13.76 – 15.55 15.55
(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 2018 2017

US$000 US$000
Short-term employee benefits 7,794 7,306

Post-employment benefits 205 195
Other long-term benefits 73 80
Termination benefits 31 288
Share-based payments 2,757 2,277
10,860 10,146
(b) Loans to key management personnel

There have been no loans made, guaranteed or secured, directly or indirectly, by the Group or any of its subsidiaries at any time
throughout the year to any key management person, including their related parties.

Financial Report

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 20 February 2019, the Directors of Santos Limited resolved to pay a final dividend of US6.2 cents in respect of the 2018 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 2018. 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:
2018 2017
US$000 US$000
Ernst & Young (Australia) 2,014 1,566

Overseas network firms of Ernst & Young (Australia) 57 116
2,071 1,682
(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:
2018 2017
US$000 US$000
Ernst & Young (Australia) for other assurance services 212 401
Ernst & Young (Australia) for taxation and other services 1,708 341
Overseas network firms of Ernst & Young (Australia) for taxation services – 14
1,920 756

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 2018:
• AASB 2016-5 Amendments to Australian Accounting Standards – Classification and Measurement of Share-based
Payment Transactions
The adoption of this amendment did not have any impact on the amounts recognised in prior periods and will also not affect the
current or future periods.
In addition, several other standard amendments and interpretations were applicable for the first time in 2018, 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) Adoption of AASB 15 Revenue from Contracts with Customers
AASB 15 establishes a comprehensive framework for determining whether, how much, and when revenue is recognised. AASB 15
establishes a five-step model to be applied to all contracts with customers. The Group has adopted AASB 15 from 1 January 2018.
In accordance with the transition provisions of AASB 15, the Group has adopted the full retrospective transition approach, where
any adjustment to historical revenue transactions (that impacts net profit) has been recorded against opening retained earnings as
at 1 January 2017. Comparatives for the 2017 reporting period have been restated.
The Group undertook a detailed review of its revenue contracts that were entered into during the transition period and concluded
that there were no adjustments required to net profit or opening retained earnings on transition. No transition practical expedients
were applied.
Application of AASB 15 has resulted in the following insignificant transition adjustments:
i. reclassification of other income and other revenues to revenue from contracts with customers; and
ii. adjustments of equal or similar amounts to product sales and cost of sales line items, arising from gas swap arrangements.
The total impact of transition adjustments on 31 December 2017 reported revenue is as follows:
(Restated)
31 December Transition 31 December
2017 adjustment 2017
Revenue from contracts with customers – Product sales 3,107 (7) 3,100
Cost of sales (2,272) (31) (2,303)
Gross profit 835 (38) 797

Revenue from contracts with customers – Other 65 33 98
Other income 123 2 125
Other expenses (411) 3 (408)
Total –
The Group has elected to change from the “entitlements method” to the “sales method” of accounting for sales revenue. Previously
under the entitlements method, sales revenue was recognised on the basis of the Group’s interest in a producing field. Under
the sales method, revenue will be recognised based on volumes sold under contracts with customers, at the point in time where
performance obligations are considered met. Refer to note 2.2 for further details of the Group’s revenue accounting policy.
No other changes arising from the adoption of AASB 15 have had a material effect on the financial reporting of the Group.

Financial Report

Section 8: Other
8.4 ACCOUNTING POLICIES (CONTINUED)
(b) 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 2019, 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 16 Leases
Description AASB 16 provides a new lessee accounting model which requires a lessee to recognise a right of
use asset representing its right to use the underlying asset and lease liabilities, for all leases with a
term of more than 12 months, unless the underlying asset is of a low value. The depreciation of the
right of use asset and interest on the lease liability will be recognised in the consolidated income
statement.
Impact on Group The Group operates predominantly as a lessee. The standard will affect primarily the accounting for
financial report the Group’s operating leases, with no significant impact expected for the Group’s finance leases.
A project team was established comprising appropriate leasing subject matter specialists, with a
detailed review of AASB 16 and relevant industry guidance being performed. In addition, the Group
undertook a detailed identification and assessment exercise, to identify and quantify the impact of
leasing arrangements that existed as at the transition date of the standard.
The Group expects to apply the modified retrospective transition approach, with election of the
option to retrospectively measure the right-of-use asset using the transition discount rate.
Furthermore, the Group plans to elect the following transition practical expedients:
i. lease arrangements with a short remaining term from date of initial application;
ii. discount rates applied to a portfolio of leases with similar characteristics; and
iii. use of hindsight with regards to determination of the lease term.
The cumulative effect of adopting AASB 16 will be recognised as an adjustment to the opening
balance of retained earnings at 1 January 2019, with no restatement of comparative information.
Notwithstanding the impact of the IFRIC tentative agenda decision relating to AASB 16 Leases,
having consideration for AASB 11 Joint Arrangements, and based on the information currently
available, the Group estimates the following impact on its consolidated statement of financial
position as at 31 December 2018:
Estimated impact on Consolidated Statement of Financial Position1 US$million

Right-of-use assets 264
Lease liabilities 294
1 The net effect of the lease liabilities and right-of-use assets, adjusted for deferred tax will be recognised against retained earnings.
The Group does not expect the adoption of AASB 16 to impact its ability to comply with debt
covenants.
As at the reporting date, the Group has non-cancellable operating lease commitments of $242
million (refer note 3.5).
Application of standard 1 January 2019

8.4 ACCOUNTING POLICIES (CONTINUED)
(b) New standards and interpretations not yet adopted (continued)
ii) AASB 2018–6 Amendments to Australian Accounting Standards – Definition of a Business

Description This standard applies to annual reporting periods beginning on or after 1 January 2020 but is
available for early adoption.
Impact on Group This is a prospective application of the standard and will provide further clarity on the accounting
financial report treatment for future acquisition transactions.
Application of standard 1 January 2019 (early adoption)
Several other amendments to standards and interpretations will apply on or after 1 January 2019, and have not yet been applied,
however they are not expected to impact the Group’s annual consolidated financial statements or half-year condensed consolidated
financial statements.

Financial Report
Directors’ Declaration
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 2018 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 2018.
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 20th day of February 2019
On behalf of the Board:
Director

Independent Auditor’s Report
to the Members of Santos Limited
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 2018, 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 2018 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

Financial Report

(continued)
Acquisition of Quadrant Energy Holdings Pty Ltd
Why significant How our audit addressed the key audit matter
On 27 November 2018 the Group completed the acquisition of Our audit procedures included the following:
Quadrant Energy Holdings Pty Ltd (“Quadrant”). As disclosed in • considered the accounting acquisition date applied with
Note 6.2 of the financial report, the Group acquired total assets of reference to the achievement of control over the acquired
$4,679m, assumed total liabilities of $3,105m and recognised total business interests.
goodwill of $628m.
• evaluated the Group’s determination of the purchase
As outlined in Note 6.2, the acquisition accounting remains consideration with reference to the underlying share sale
provisional as at 31 December 2018, as permitted by Australian agreements and cash consideration paid.
Accounting Standards.
• evaluated the qualifications, competence and objectivity of
The acquisition is significant and complex due to the value of the external and internal experts used by the Group to determine
assets acquired and consideration paid and the judgment required the oil and gas reserves and resources, and the fair value of oil
by the Group to measure the fair values of the following assets and gas assets, exploration and evaluation assets, and
acquired and liabilities assumed: restoration liabilities.
• oil and gas assets; • assessed the fair value of oil and gas assets and exploration
• exploration and evaluation assets; and evaluation assets, with the assistance of our valuation
• decommissioning and restoration liabilities; specialists, including:
• contractual assets and liabilities; • considered whether the modelling methodology applied
was in accordance with the requirements of Australian
• contingent liabilities, commitments and any associated
Accounting Standards;
indemnification assets;
• performed valuation cross checks on the acquired oil and
• deferred tax assets and liabilities;
gas assets and exploration and evaluation assets with
• contingent consideration; and reference to reserves and/or contingent and prospective
• working capital balances. resource multiples;
• assessed the assumptions used by comparing key
assumptions such as oil and gas prices, discount rates,
inflation rates, and foreign exchange rates to gas sales
agreements and external market data;
• assessed the operating cost forecasts and capital
expenditure forecasts against costs incurred historically
and trend analysis.
• assessed decommissioning and restoration provision fair
values, with the assistance of our restoration specialists, as
follows:
• examined third party restoration cost estimates;
• assessed the cost estimate methodologies adopted and
contingency rates included;
• assessed legislative/regulatory requirements;
• assessed the discount rate applied.
• involved our taxation specialists in the assessment of the fair
value determinations as follows:
• considered the current and deferred tax effects of both
income tax and petroleum resource rent tax on the
accounting for the acquisition;
• assessing tax contingencies.
• assessed the identification and measurement of acquired
contingent liabilities.
• agreed the working capital balances, including adjustments to
recognise these balances at fair value, to bank statements,
invoices, operator statements and underlying books and
records.

Estimation of oil and gas reserves and resources
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 specialist engineers, requiring significant and included the following:
judgment and the use of a number of assumptions, particularly
• assessed the qualifications, competence and objectivity of
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 following
• evaluated the adequacy of the experts’ work to determine if
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 Santos’ internal certification process for
(Note 3.2); technical and commercial experts who are responsible for
• valuation of oil and gas assets and impairment testing (Note reserves, and the design of Santos Reserves Guidelines and
3.3); Reserves Management Process and its alignment with the
guidelines prepared by the Society of Petroleum Engineers
• valuation of assets on acquisition, as was the case with the
(SPE).
acquisition of Quadrant Energy Holdings Pty Limited during
2018 (Note 6.2); • assessed the Group’s controls over the estimation process, to
assess and approve the reserves and resources volumes in
• calculation of depreciation, depletion and amortisation of
accordance with the guidelines prepared by the SPE.
assets (Note 3.2); and
• assessed whether key economic assumptions used in the
• the calculation of decommissioning and restoration provisions
estimation of reserves and resources volumes were consistent
(Note 3.4).
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.


Financial Report

(continued)
Recovery of carrying value of exploration and evaluation and oil and gas assets
Australian Accounting Standards, require the Group to assess We evaluated the assessment of indicators performed by the
throughout the reporting period whether there is any indication Group and whether there had been any significant changes in the
that an asset may be impaired, or that reversal of a previously external and internal factors which would indicate an impairment
recognised impairment may be required. If any such indication or reversal of impairment existed.
exists, an entity shall estimate the recoverable amount of the
We involved our valuation specialists to assist in these procedures.
asset. At 31 December 2018, the Group has concluded, based
Specifically, we evaluated the following external and internal
on its impairment indicators assessment, that there were no
factors, assessing for significant changes:
indicators of impairment or reversals of previous impairments
for any of its oil and gas cash generating units (CGUs). • evaluated movements in commodity price assumptions with
reference to contractual arrangements, market prices (where
The Group identified impairment indicators during the period in
available), broker consensus, analyst views and historical
respect of certain exploration and evaluation assets. Impairment
performance.
testing was undertaken which resulted in an impairment charge of
$53m being recorded during the year, as set out in Note 3.3 of the • evaluated movements in discount rates and foreign exchange
financial report. rates with reference to risk free rates, market indices,
applicable tax rates, market risk and country risk premia,
The assessment for indicators of impairment and reversal of
broker consensus, and historical performance.
impairment is judgmental, and includes assessing a range of
external and internal factors which could impact the recoverable • understood operational performance of the cash generating
amount of the cash generating units. In determining whether units relative to plan;
there was an indicator of impairment or impairment reversal,
• compared future production profiles compared to latest
the Group considered where there was any significant changes
reserves and resources estimates, as outlined in the key audit
in external and internal factors.
matter above; and
• examined the reasons for changes to recoverable amounts
relative to previous assessments.
Our procedures focused on assessing the impact changes in these
external and internal factors would have on the conclusions drawn
by management with respect to the presence of impairment
or impairment reversal indicators, and any changes from the
impairment assessments of previous years.
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
of indicators of impairment and reversal of impairment for oil and
gas and exploration and evaluation assets, and the recoverable
amount of the Group’s assets.


Decommissioning and restoration provisions
The calculation of decommissioning and restoration provisions Our audit procedures focused on the work of the Group’s experts
made by the Group is conducted using by both internal and and included the following:
external specialist engineers and requires judgment in respect
• assessed the qualifications, competence and objectivity of
of asset lives, timing of restoration work being undertaken,
both the Group’s internal and external experts involved in the
environmental legislative requirements, the extent of restoration
estimation process.
activities required and estimation of future costs.
• evaluated the adequacy of the experts’ work to determine
The judgments and estimates made can have a material impact on
whether their work was appropriate.
the financial report. The Group has recognised decommissioning
and restoration provisions of US$2.1 billion at 31 December 2018 • evaluated the Group’s decommissioning and restoration
which are disclosed in Note 3.4 of the financial report. estimation processes.
• assessed the Group’s controls over the restoration estimation
process.
• tested the consistency of the application of principles and
assumptions to other areas of the audit, such as reserves
estimation and impairment testing.
• tested the mathematical accuracy of the Group’s present
value calculations and considered the appropriateness of the
discount rate applied in the calculation.
• agreed the calculations to the financial report.
Accounting for deferred tax, Petroleum Resource Rent Tax and uncertain tax positions
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 and
estimates in relation to the calculation of current taxes and the
PRRT is judgmental, due to the interpretation of PRRT and
generation of future taxable profits to support the recognition of
income tax legislation, as well as the estimation of future taxable
deferred tax assets. We considered forecasts of taxable profits
income.
and the consistency of these forecasts with the Group’s budgets
There may be changes in, or uncertainties with respect, to the approved by the Board and those used in the Group’s asset
application of tax legislation, which requires the Group to make impairment testing.
assumptions, judgments and estimates in assessing the impacts of
We evaluated the assessment of uncertain tax positions,
tax legislation on the Group. The actual tax outcomes may differ
estimates and assumptions made through enquiries with the
from the estimates made by management.
Group’s taxation department, reviewed correspondence with tax
The Group recognised a net deferred tax asset of US$132 million authorities and advisers, and involved our tax specialists, where
at 31 December 2018 in respect of corporate income tax, which is appropriate, to assess the associated provisions and disclosures.
disclosed in Note 2.4 of the 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.


Financial Report

(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 2018
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.
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 31 to 56 of the directors’ report for the year ended 31 December 2018.
In our opinion, the Remuneration Report of Santos Limited for the year ended 31 December 2018, 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
20 February 2019


Financial Report
Auditor’s Independence Declaration

to the Directors of Santos Limited
As lead auditor for the audit of Santos Limited for the financial year ended 31 December 2018, 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 Limited and the entities it controlled during the financial year.
Ernst & Young
R J Curtin
Partner
Adelaide
20 February 2019


Securities Exchange
and Shareholder Information
Listed on the Australian Securities Exchange at 31 January 2019 were 2,082,911,041 fully paid ordinary shares. Unlisted were 5,000
partly paid Plan 0 shares, 5,000 partly paid Plan 2 shares, 41,250 restricted fully paid ordinary shares issued to eligible Senior Executives
pursuant to the Santos Employee Share Purchase Plan (“SESPP”) and 27,054 fully paid ordinary shares issued with further restrictions
pursuant to the ShareMatch Plan.
There were 115,810 holders of all classes of issued ordinary shares, including: 1 holder of Plan 0 shares; 1 holder of Plan 2 shares;
11 holders of restricted shares pursuant to the SESPP; and 26 holders of ShareMatch shares with further restrictions. This compared
with 132,026 holders of all classes of issued ordinary shares a year earlier.
As at the date of this report there are also: 9 holders of 50,549 Options granted pursuant to the Santos Executive Share Option Plan;
140 holders of 12,090,927 Share Acquisition Rights pursuant to the SESPP and 769 holders of 1,504,107 Share Acquisition Rights
pursuant to the ShareMatch Plan.
The listed issued ordinary shares plus the ordinary shares issued pursuant to the SESPP, and the restricted shares issued pursuant to
the SESPP and ShareMatch Plan represent all of the voting power in Santos. The holdings of the 20 largest holders of ordinary shares
represent 74.37% of the total voting power in Santos (68.41% on 31 January 2018). The largest shareholders of fully paid ordinary shares
in Santos as shown in the Company’s Register of Members at 31 January 2019 were:
Name/Address 1 Balance as at 31-01-2019 %

HSBC Custody Nominees (Australia) Limited 534,293,017 25.65%
Citicorp Nominees Pty Limited 453,437,737 21.77%
J P Morgan Nominees Australia Pty Limited 329,555,521 15.82%
National Nominees Limited 109,068,250 5.24%
BNP Paribas Nominees Pty Ltd <Agency Lending DRP A/c> 50,807,710 2.44%
BNP Paribas Noms Pty Ltd <DRP> 13,088,315 0.63%
Argo Investments Limited 10,942,014 0.53%
Citicorp Nominees Pty Limited <Colonial First State Inv A/c> 9,702,469 0.47%
HSBC Custody Nominees (Australia) Limited <NT-Comnwlth Super Corp A/c> 9,470,777 0.45%
AMP Life Limited 5,693,227 0.27%
UBS Nominees Pty Ltd 3,391,011 0.16%
HSBC Custody Nominees (Australia) Limited-GSCO ECA 2,423,684 0.12%
BNP Paribas Nominees Pty Ltd <IB AU Noms Retailclient DRP> 2,416,578 0.12%
HSBC Custody Nominees (Australia) Limited - A/c 2 2,097,409 0.10%
Netwealth Investments Limited <Wrap Services A/c> 2,096,690 0.10%
BNP Paribas Nominees Pty Ltd <HUB24 Custodial Serv Ltd DRP> 2,094,245 0.10%
Nulis Nominees (Australia) Limited <Navigator Mast Plan Sett A/c> 1,830,848 0.09%
Custodial Services Limited <Beneficiaries Holding A/c> 1,695,133 0.08%
Total Securities of Top 20 Holdings 1,549,085,789 74.37%
Total of Securities 2,082,911,041

ANALYSIS OF SHARES – RANGE OF SHARES HELD
Holdings Ranges Holders Total Units %

1-1,000 40,680 19,099,069 0.917
1,001-5,000 49,828 125,437,961 6.022
5,001-10,000 14,305 103,198,055 4.955
10,001-100,000 10,447 220,389,054 10.581
100,001-99,999,999,999 285 1,614,786,902 77.525
Totals 115,545 2,082,911,041 100.000
Substantial Shareholders as disclosed by notices received by the Company as at 20 February 2019:
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* 5 May 2017
Santos Limited 318,192,274* 27 June 2017
* 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 of
an Acting 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
by Santos on 27 June 2017.
For Directors’ shareholdings see the Directors’ Report as set out on page 16 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.

Glossary
barrel/bbl LNG proved plus probable reserves (2P)

The standard unit of measurement for all Liquefied natural gas. Natural gas that has Reserves that analysis of geological and
oil and condensate production. One barrel been liquefied by refrigeration to store engineering data suggests are more likely
= 159 litres or 35 imperial gallons. or transport it. Generally, LNG comprises than not to be recoverable. There is at
mainly methane. least a 50% probability that reserves
Boe
recovered will exceed proved plus probable
Barrels of oil equivalent. Lost-Time Injury Frequency Rate
reserves.
(LTIFR)
the company
A statistical measure of health and safety sales gas
Santos Ltd and all its subsidiaries.
performance, calculated by the number Natural gas that has been processed by
condensate of hours worked. A lost-time injury is a gas plant facilities and meets the required
A natural gas liquid that occurs in work-related injury or illness that results in specifications under gas sales agreements.
association with natural gas and is mainly a persons disability, or time lost from work
Santos
composed of pentane and heavier of one day shift or more.
Santos Limited and its subsidiaries.
hydrocarbon fractions.
LPG
seismic survey
contingent resources (2C) Liquefied petroleum gas. A mixture of
Data used to gain an understanding of rock
Those quantities of hydrocarbons which light hydrocarbons derived from oilbearing
formations beneath the earth’s surface
are estimated, on a given date, to be strata which is gaseous at normal
using reflected sound waves.
potentially recoverable from known temperatures but which has been liquefied
accumulations, but which are not by refrigeration or pressure to store or t
currently considered to be commercially transport it. Generally, LPG comprises tonnes
recoverable. Contingent resources may mainly propane and butane.
be of a significant size, but still have Conversion factors
market capitalisation
constraints to development. These
A measurement of a company’s stock Sales gas
constraints, preventing the booking
market value at a given date. Market and ethane 1 PJ = 171.937 boe x 10³
of reserves, may relate to lack of gas
capitalisation is calculated as the number Crude oil 1 barrel = 1 boe
marketing arrangements or to technical,
of shares on issue multiplied by the closing
environmental or political barriers. Condensate 1 barrel = 0.935 boe
share price on that given date.
crude oil LPG 1 tonne = 8.458 boe
mmbbl
A general term for unrefined liquid LNG 1 PJ = 18,040 tonnes
million barrels
petroleum or hydrocarbons.
mmboe LNG 1 tonne = 52.54 mmBtu
EBITDAX
million barrels of oil equivalent. For a comprehensive online conversion
Earnings before interest, tax, depreciation,
calculator tool, please visit our homepage at
depletion, exploration and impairment. mmBtu
www.santos.com
million British thermal units
exploration
Drilling, seismic or technical studies mtpa
undertaken to identify and evaluate regions million tonnes per annum
or prospects with the potential to contain
oil
hydrocarbons.
A mixture of liquid hydrocarbons of
hydrocarbon different molecular weights.
Compounds containing only the elements
proved reserves (1P)
hydrogen and carbon, which may exist as
Reserves that, to a high degree of
solids, liquids or gases.
certainty (90% confidence), are
joules recoverable. There is relatively little risk
Joules are the metric measurement unit associated with these reserves. Proved
for energy. developed reserves are reserves that
can be recovered from existing wells
A gigajoule (GJ) is equal to 1 joule × 109
with existing infrastructure and operating
A terajoule (TJ) is equal to 1 joule × 1012 methods. Proved undeveloped reserves
require development.
A petajoule (PJ) is equal to 1 joule × 1015
liquid hydrocarbons (liquids)
A sales product in liquid form; for example,
condensate and LPG.

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
Christian Paech joined Santos in 2004 and was appointed to the

role of General Counsel in 2010 and Company Secretary in 2017.
He has over 20 years’ experience in commercial and corporate law
and governance, including in private practice with Herbert Smith
Freehills and Ashurst. He holds a Bachelor of Commerce and a
Bachelor of Laws (Honours) from the University of Adelaide.
Amanda Devonish 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. She holds a
Bachelor of Commerce and Bachelor of Laws from the University
of Adelaide.
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)

Designed and produced at www.twelvecreative.com.au

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Annual Report

This 2018 Annual Report is a summary of Santos’ operations,

Cover images clockwise from left:

Santos is an Australian natural gas company.

Santos Annual Report 2018 / 1

Sales volume Sales revenue Production

Unit production costs Capital expenditure Net debt

625 682 759

2 / Santos Annual Report 2018

Sales gas and ethane 25.7

2018 Sales revenue Average realised oil price

Sales gas, ethane and LNG 2,518

2014 2015 2016 2017 2018

Santos Annual Report 2018 / 3

We are of the firm view that Santos’ well-

4 / Santos Annual Report 2018

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With a focus on operational excellence we are

6 / Santos Annual Report 2018

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KEITH SPENCE KEVIN GALLAGHER YASMIN ALLEN GUY COWAN

8 / Santos Annual Report 2018

COMMITTEES OF THE BOARD

Santos Annual Report 2018 / 9

10 / Santos Annual Report 2018

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RESERVES AND RESOURCES

RESERVES AND 2C CONTINGENT RESOURCES (SANTOS SHARE AS AT 31 DECEMBER)

Santos share Unit 2018 2017 % change

RESERVES AND 2C CONTINGENT RESOURCES BY PRODUCT (SANTOS SHARE AS AT 31 DECEMBER 2018)

Sales gas Crude oil Condensate LPG Total

Annual proved reserves replacement ratio 298%

12 / Santos Annual Report 2018

Santos share as at 31 December 2018

Proved reserves reconciliation

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PROVED PLUS PROBABLE RESERVES

Santos share as at 31 December 2018

Proved plus probable reserves reconciliation

Santos share as at 31 December 2018

Sales gas Crude oil Condensate LPG All products

2C Contingent resources reconciliation

14 / Santos Annual Report 2018

8. Reference points for Santos’ petroleum reserves and

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DIRECTORS, DIRECTORS’ SHAREHOLDINGS AND DIRECTORS’ MEETINGS

Directors and Directors’ Shareholdings

Surname Other Names Shareholdings in Santos Limited

16 / Santos Annual Report 2018

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OPERATING AND FINANCIAL REVIEW

2018 2017 Variance

Sales volume Product sales revenue Production volume

18 / Santos Annual Report 2018

Cooper Basin 2018 2017

Queensland and NSW 2018 2017

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Papua New Guinea

PNG 2018 2017