2013 Annual Report

CORPORATE OFFICES SHARE REGISTRY REFINERIES MARKETING OFFICES CUSTOMER SUPPORT
Caltex Australia Limited 2013 Annual Report

Caltex Australia Limited Computershare Investor Caltex Refineries New South Wales
FEEDBACK LINE
ACN 004 201 307 Services Pty Limited (NSW) Pty Ltd Caltex Banksmeadow terminal (complaints, compliments
GPO Box 2975 ACN 000 108 725 Penhryn Road and suggestions)
Caltex Australia
Melbourne VIC 2 Solander Street Banksmeadow NSW 2019 Mon–Fri 8.30 am
Petroleum Pty Ltd
3001 Australia Kurnell NSW 2231 T: +61 2 9695 3600 to 5.00 pm (EST)
ACN 000 032 128
Tollfree: 1300 850 505 T: +61 2 9668 1111 F: +61 2 9666 5737 T: 1800 240 398
Level 24
(enquiries within Australia) F: +61 2 9668 1188
2 Market Street Queensland/ Card Support Centre
T: +61 3 9415 4000 Community hotline: Card enquiries
Sydney NSW Northern Territory
(enquiries outside Australia) 1800 802 385 24 hours/seven days
2000 Australia Caltex Lytton terminal
F: +61 3 9473 2500 T: 1300 365 096
Mail: GPO Box 3916 Caltex Refineries Tanker Street, off Port Drive
Sydney NSW www.computershare.com.au (Qld) Pty Ltd Lytton QLD 4178 Lubelink
2001 Australia ACN 008 425 581 T: +61 7 3877 7333 Mon–Thurs 8.00 am
T: +61 2 9250 5000 South Street F: +61 7 3877 7464 to 6.00 pm (EST)
F: +61 2 9250 5742 Lytton QLD 4178 Fri 8.00am to 5.00pm (EST)
Victoria/Tasmania
T: +61 7 3362 7555 T: 1300 364 169
www.caltex.com.au Caltex Newport terminal
F: +61 7 3362 7111
411 Douglas Parade www.caltex.com.au
Environmental hotline: Newport VIC 3015
1800 675 487 T: +61 3 9287 9555
F: +61 3 9287 9572
South Australia
Caltex Birkenhead terminal
2 Elder Road
Birkenhead SA 5015
T: +61 8 8385 2311
F: +61 8 8242 8334
Western Australia
Caltex Fremantle
85 Bracks Street
North Fremantle WA 6159
T: +61 8 9430 2888
2013 ANNUAL REPORT

F: +61 8 9335 3062
Contents
Report from our Chairman and IC
Report from our Chairman
Managing Director & CEO
Corporate Governance Statement 02 and Managing Director
&CEO
Directors Report 15
Financial Report 63
Comparative Financial Information 115
Replacement Cost of Sales Basis 116 Changing landscape
of Accounting
Caltex’s commitment to Australia extends back to 1900 when RW Cameron first began
Shareholder information 117
marketing Texaco products. Caltex has continued to transform and adapt its strategy
Statistical information 119
and business model over the past 113 years to meet the ever-evolving needs of its
Glossary of terms 120 customers. This is in addition to modifying and improving organisational capabilities to
Directory BC ensure we continue to be a highly competitive and sustainable business.
2013 was no different. Caltex, like the competitive landscape around us, is undergoing
Financial calendar profound transformation. This transformation, such as the conversion of the Kurnell
refinery into Australia’s largest fuel terminal, is not just a temporary shift in the
YEAR ENDED 31 DECEMBER 2013 landscape, it is structural and long term.
8 MAY 2014
Annual General Meeting In 2013, Caltex continued to focus on the key pillars of its strategy related to its
superior supply chain and comprehensive offer to customers across products, channels
YEAR ENDING 31 DECEMBER 2014* and geographies. These pillars underpin our clear, ongoing vision to remain the
outright leader in transport fuels across Australia.
25 AUGUST 2014
Half year results and interim
dividend announcement Safety
09 SEPTEMBER 2014 2013 was Caltex’s safest year to date with regard to personal safety. This is a testament
Record date for interim dividend entitlement to Caltex’s systems and processes, but most importantly its people. The value of care,
01 OCTOBER 2014 which is one of Caltex’s six core values, was evident throughout the year, with safety
Interim dividend payable if declared
and integrity held as core personal commitments.
23 FEBRUARY 2015
Full year results and final Overall, the total treated injury frequency rate (TTIFR) reduced from 2.83 per million
dividend announcement hours worked in 2012 to a record 1.36 per million hours worked in 2013. This is
10 MARCH 2015 a reduction of over 50%, which is a significant achievement. The lost time injury
Record date for final dividend entitlement
frequency rate (LTIFR) was broadly in line with 2012 at 0.63 per million hours worked.
02 APRIL 2015
Final dividend payable if declared
According to the Safety Spotlight: ASX 100 Companies & More FY05 to Sept FY13 report
compiled by investment bank Citi, this would place Caltex in the top tier of the ASX
* These dates are subject to change.
100 companies.
Financial results
On a statutory, or historic, cost of profit measure, Caltex recorded an after tax profit
(including inventory gains) of $530 million for the 2013 full year. This includes
significant gains of approximately $26 million (after tax), dominated by profit on the
sale of the Sydney bitumen business. This compares to the 2012 full year profit of $57
million, which included significant items of $309 million (after tax) in respect of future
costs relating to the closure of the Kurnell refinery. The 2013 result includes a product
and crude oil inventory gain of $172 million after tax, compared with an inventory loss
of $92 million after tax in 2012.
2013 ANNUAL REPORT On a replacement cost of sales operating profit basis (RCOP), which is our preferred
This 2013 Annual Report for Caltex Australia Limited has measure as it excludes net inventory gains and losses, Caltex recorded an after tax
been prepared as at 24 February 2014.
The 2013 Annual Report provides information about Caltex’s
profit for the 2013 full year of $332 million, excluding significant items. This compares
main operating activities and performance for the year ended with $458 million for the 2012 full year, excluding significant items.
31 December 2013. The 2013 Financial Report, which forms
part of the 2013 Annual Report, provides detailed financial
information for the Caltex Australia Group for the year ended Dividend
31 December 2013. These and other reports are available
from our website (www.caltex.com.au). The Board declared a final dividend of 17 cents per share (fully franked) for the second
When we refer to the Caltex Australia Group in this 2013 half of 2013. Combined with the interim dividend of 17 cents per share for the first
Annual Report, we are referring to:
half, paid in October 2013, this equates to a total dividend of 34 cents per share for
• Caltex Australia Limited (ACN 004 201 307), which is
the parent company of the Caltex Australia Group and 2013, fully franked (28% payout ratio). This compares with a total dividend payout
is listed on the Australian Securities Exchange (ASX) of 40 cents per share (fully franked) for 2012 (24% payout ratio), and reflects the
• our major operating companies, including Caltex
Australia Petroleum Pty Ltd, Caltex Refineries (NSW) reduction in the target payout ratio (to 20% to 40%) during the Kurnell closure period.
Pty Ltd, Caltex Refineries (Qld) Pty Ltd, Caltex Petroleum
Services Pty Ltd and Calstores Pty Ltd
• a number of wholly owned entities and other companies Continued growth
that are controlled by the Group.
Marketing and Distribution achieved another record year with earnings before interest
Please note that terms such as Caltex and Caltex Australia
have the same meaning in the 2013 Annual Report as the and tax (EBIT) of $764 million. This is 4% higher than 2012, which was also a record
Caltex Australia Group, unless the context requires otherwise. year. The result includes the adverse $10 million impact of the Sydney premium petrol
Shareholders can request a printed copy of the 2013
Annual Report (and 2013 Financial Report) and/or the
supply interruption and the sudden and significant fall in the Australian dollar during The 2013 Caltex Annual Report cover is printed The text pages are printed on Sumo Offset. This is an
2013 Annual Review, free of charge, by writing to the May and June. on Pacesetter Laser Pro. This is FSC® Mix Certified, environmental responsible paper manufactured under
Company Secretary, Caltex Australia Limited, Level 24, which ensures that all virgin pulp is derived from the environmental management system ISO 14001 using
2 Market Street, Sydney NSW 2000 Australia.
well-managed forests and controlled sources. It is Elemental Chlorine Free (ECF) pulp sourced from certified
manufactured by an ISO 14001 certified mill. well managed forests. Sumo Offset is FSC® Mixed Sources
Chain of Custody (CoC) certified.
Caltex | 2013 Annual Report 1
Report from our Chairman and Managing Director & CEO (continued)

Marketing continues to focus on driving sales of premium fuels outcome is a testament to the entire refinery workforce –
(including Vortex Diesel) and commercial diesel with record employees and contractors alike.
volumes achieved. The impact of declining regular unleaded
To date, the work is progressing to plan and the refinery remains
petrol sales was largely offset by continued growth in premium
on track to cease final operations in the fourth quarter of 2014.
fuels sales. The increased penetration of our premium products
has been underpinned by ongoing growth initiatives, including In 2013, in order to strengthen the fuel product supply
Caltex service stations and diesel stops in new areas, and service chain post the pending closure of the Kurnell refinery, Caltex
station refurbishments. established an Ampol-branded office in Singapore. As a
wholly owned subsidiary of Caltex Australia, the role of Ampol
In 2013, Caltex acquired the Queensland Fuel Group and
Singapore (Ampol) is to source fuel product imports and
associated entities. Operating in Central Queensland and
related shipping to Australia. Ampol has entered into a long
the Sunshine Coast, the Caltex branded reseller business
term arrangement with Chevron, on behalf of Caltex, to assist
incorporates nine retail sites, eight unmanned sites and a marina
with the procurement and supply of transport fuels, including
site in Gladstone. Purchased for $40 million, this acquisition
associated shipping services.
was completed in October 2013 and has been integrated into
Caltex’s existing Retail and Reseller channels.
People
Following the 2013 year end, Caltex entered into an agreement The Board and management believe that every person at Caltex
to acquire the Scott’s Fuel Divisions for a total outlay of deserves a good leader and as a result Leading@Caltex was
approximately $95 million, including working capital and related launched in 2013. This is the next evolution in Caltex’s culture to
acquisition costs. This includes the businesses known as Scott’s enable the company to continue to adapt and grow its people
Agencies and Sabadin Petroleum. It is anticipated that this deal and its business.
will be completed in the third quarter of 2014.
Through the skill and dedication of our people and their living
Both these acquisitions were funded via existing facilities and are of our values, there have been many tangible and sustainable
a strategic fit for Caltex. successes which contributed to the company’s overall result. The
year also had its challenges, which were responded to by the
Refining impacted by externalities people of Caltex with commitment, tenacity and an unwavering
For the full year, Refining and Supply incurred an EBIT loss of focus on care and safety.
$171 million, compared with an $88 million profit in 2012.
To this end, the Board and management would like to
Disappointingly, the 2013 result has been materially impacted
acknowledge the contribution and commitment of all Caltex
by externalities. These externalities included the fall in the
employees, contractors, franchisees and resellers during 2013.
Australian dollar during the year, which resulted in a net loss
(after hedging) on US dollar payables of approximately $78
million. The gross loss was mitigated by the company’s policy of
Future growth
hedging 50% of the outstanding US dollar payables. In addition, Caltex will continue to leverage and expand its strong supply
crude price fluctuations resulted in an unfavourable timing lag of chain in order to target high growth products, geographies and
$33 million. channels. This is in addition to expanding both the breadth and
quality of our retail and reseller network.
The realised Caltex Refiner Margin (CRM) averaged US$9.34 per
barrel for the year, including a second half average of US$7.15 A short term focus is to ensure the successful transition of Kurnell
per barrel. This compares unfavourably to the first half average from a refinery into an fuel import terminal. This transition will
of US$11.76 per barrel and the 2012 average of US$11.83 strengthen Caltex’s already leading supply chain. Work will also
per barrel. Reflecting the finite life of the Kurnell refinery, the continue to ensure further efficiency gains are captured at the
Refining and Supply loss also includes a higher depreciation Lytton refinery, which remains an integral part of the company’s
charge and costs related to the closure of the Kurnell refinery. supply chain.
Operationally, improved refinery reliability during the second While we anticipate that the market will continue to become
half resulted in near record production of petrol, diesel and jet more competitive and more contestable, we firmly believe
fuel for the full year, which is in line with the prior year. that Caltex is well placed for the future. We are committed to
remaining the outright leader in transport fuels in Australia.
Balance sheet remains strong
Caltex’s balance sheet remains strong and we are committed
to maintaining a BBB+/stable credit rating. Net debt at 31
December 2013 was $742 million, compared with $740 million
at 31 December 2012.
Transformation on track Elizabeth Bryan AM Julian Segal

The focus at our Kurnell site is on successfully transitioning Chairman Managing Director & CEO
the refinery to become Australia’s largest transport fuel import
terminal. This is a complex project, particularly as it is being
undertaken while the refinery is still operating. Significant
planning has ensured that the refinery continues to operate
safely and reliably while executing this conversion. In 2013,
the Kurnell refinery achieved record safety outcomes, had no
environmental licence exceedances, achieved above target
mechanical availability and met its production plan. This
2
Corporate Governance Statement

The Board is committed to conducting the business and operations of Caltex Australia Limited and its group companies (Caltex)
in accordance with high standards of corporate governance, and in the best interests of our shareholders.
This Corporate Governance Statement provides information about our corporate governance practices for 2013, including
compliance with the ASX Corporate Governance Council’s Corporate Governance Principles and Recommendations for the year ended
on 31 December 2013 and as at the date of this Annual Report.
The corporate governance framework is continually reviewed and updated in response to changes in Caltex’s business, applicable
regulations and standards and market practice.
The governance documents referred to in this statement are also available in the corporate governance section of our website
at www.caltex.com.au.
A diagram showing Caltex’s corporate governance framework is set out below.
Corporate Governance Framework

Delegation
Assurance Board MD & CEO
Accountability
• External auditors
Accountability
External Auditor Policy • Board Charter
Delegation
• Internal Audit • Board Tenure Policy
• Board Composition, Appointment,
Induction & Election
• Charter of Director Independence
Oversight through
• Delegation of Authority
Delegation
reporting
Independent Advice • Performance Evaluation Process

Caltex Leadership
• Policy for Transactions with Chevron
Team
• Independent legal or other professional advice • Risk Management Summary
• Continuous Disclosure Policy
(CLT)
• Securities Trading Policy
• Shareholder Communications Policy
• Code of Conduct
• Diversity and Inclusion Policy
Audit Committee OHS & Environmental Risk Committee Human Resources Committee Nomination Committee
• Audit Committee Charter • OHS & Environmental Risk Charter • Human Resources Committee Charter • Nomination Committee Charter
1. THE BOARD

1.1 Role of the Board
The Board oversees and directs Caltex management in seeking to deliver superior business and operational performance and long
term growth in shareholder value.
Caltex has a major shareholder, Chevron, which holds 50% of the company’s ordinary shares. Caltex operates independently
of Chevron, and all decisions are made in Australia by the Caltex Board and management. Further details of the governance
arrangements in relation to Caltex’s relationship with Chevron are provided at section 6.6 of this statement.
The Board has delegated responsibility for managing Caltex’s day-to-day business and operations to the Managing Director & CEO
within the limits set out in delegations of authority approved by the Board. The Managing Director & CEO has in turn approved
sub‑delegations of authority to the Caltex Leadership Team (CLT) who, along with the Managing Director & CEO, are accountable
to the Board.
The Board Charter and Delegations of Authority balance giving Caltex’s Managing Director & CEO and the CLT the authority to
manage our day-to-day operations, while reserving important strategic, business, operational and governance matters to the Board.
The Board’s key responsibilities under its charter include:
• approving Caltex’s strategic direction, business plan and annual budget
• evaluating and monitoring Caltex’s performance against financial, operational and safety objectives
• approving Caltex’s financial statements and reports to shareholders
• approving Caltex’s dividend policy and determining Caltex’s capital structure
• assessing and monitoring Caltex’s material business risks and the effectiveness of internal controls and risk management systems
and policies
• establishing and promoting Caltex’s culture, including high standards of ethical conduct, corporate integrity, safety, corporate
governance, and legal and regulatory compliance
• approving a policy for transactions between Caltex and Chevron and approving significant transactions with Chevron
• appointing, and reviewing the performance of, the Managing Director & CEO
• reviewing succession planning for the Board, the Managing Director & CEO and the CLT
Corporate Governance Statement (continued)

• approving remuneration of the Managing Director & CEO and the CLT, and
• reviewing Board performance and approving non-executive director fees.
1.2 Composition of the Board
There are currently eight directors on the Caltex Board. The Board’s policy on composition is to have at least four independent,
non‑executive directors and up to three directors who are Chevron executives. Chevron does not have a right to appoint a nominee
as a director and all decisions to appoint a new director are made by the Caltex Board. The Board annually reviews its composition,
including the number of independent directors and the mix of skills, experience, expertise and diversity of directors and the Board.
As required by the Board Charter, the Chairman is an independent, non-executive director. Ms Elizabeth Bryan is the Chairman
of the Caltex Board and some of her special responsibilities at Caltex include:
• facilitating the work of the Board
• overseeing the provision of appropriate information to the Board
• approving the agenda for each meeting in consultation with management
• managing Board activities to assist their efficient and effective conduct, and
• fostering a culture which encourages directors to contribute in an open and constructive manner.
As noted in the table below, the roles of the Chairman and the Managing Director & CEO are not exercised by the same individual.
DIRECTOR POSITION APPOINTMENT DATE
Elizabeth Bryan Chairman 18 July 2002

Independent non-executive director Appointed as Chairman on 1 October 2007
Julian Segal Managing Director & CEO 1 July 2009
Trevor Bourne Independent non-executive director 2 March 2006
Greig Gailey Independent non-executive director 11 December 2007
Bruce Morgan Independent non-executive director 29 June 2013
Ryan Krogmeier1 Non-executive director 30 March 2012
Richard Brown1 Non-executive director 28 June 2012
Barbara Burger1 Non-executive director 28 June 2012
1. Ryan, Richard and Barbara each serve as alternate directors for each other.
Further details of the directors’ skills, experience and expertise and special responsibilities are provided in their profiles at
pages 15 to 17 of this Annual Report.
1.3 Independence
Independence on the Caltex Board

With Chevron as a substantial shareholder, the Caltex Board does not have a majority of independent directors. Under the Charter
of Director Independence, the Board recognises that it is in the best interests of shareholders to have a strong representation of
independent directors. Elizabeth Bryan, Trevor Bourne, Greig Gailey and Bruce Morgan are independent non-executive directors.
Ryan Krogmeier, Barbara Burger and Richard Brown are not independent as they are executives of Chevron. The Caltex Board
appoints Chevron executives as non-executive directors to give the Board direct access to current senior executives of a leading
global energy company who have many years of industry experience. Each of Ryan, Barbara and Richard bring important knowledge
and experience to the Board’s consideration of operational, strategic and business matters relevant to the petroleum industry. This
level and breadth of experience is generally not available from independent directors unless they are, or have been, involved in the
petroleum industry. The pool of directors with petroleum industry experience who would be available to Caltex is relatively small
because candidates may have current or recent associations with Caltex’s competitors. The Board’s practice is that directors who
are Chevron executives leave the Board meeting during discussions or decisions that relate to Chevron and do not participate in
these matters.
Julian Segal (Managing Director & CEO) is not independent because he is an executive director. Julian does not have any former
or current association with Chevron.
The Board believes that the mix of independent directors, directors affiliated with Caltex’s major shareholder and one executive
director is appropriate for Caltex’s business and circumstances and is in the best interests of shareholders as a whole.
4

Assessing director independence
Directors are required to disclose relevant personal interests and conflicts of interest on an ongoing basis. A new interest or conflict
of interest may trigger a review of the director’s independent status. Independence is initially assessed upon each director’s
appointment and reviewed each year; non-executive directors are required to provide a certificate to the Board in which they
confirm their status as independent (or otherwise). Additionally, directors complete a questionnaire each year providing details of any
transactions with Caltex.
Caltex considers a director to be independent if they are free of any business or other relationship that could materially interfere with
(or could reasonably be perceived to materially interfere with) the independent exercise of the director’s judgement.
An assessment of independence takes the following relationships with Caltex into account:
• service as an officer of a substantial shareholder
• length of previous service as a director on the Board or previous service as a senior executive of Caltex within the past three years
• service as a partner, principal or director of a professional adviser or consultant that has had a material business relationship with
Caltex within the past three years
• service as a director, officer or senior executive of, or employee significantly associated with the service provided by, a professional
adviser or consultant that has had a material business relationship with Caltex within the past three years
• significant direct or indirect involvement in the external audit of Caltex in the last five years or service as a partner, principal
or director of the external auditor in that period
• a relationship (substantial shareholder, director, officer or senior executive) with a supplier or customer that has had a material
business relationship with Caltex, and
• a contractual relationship (directly or indirectly), interest or other relationship with Caltex that could, or could reasonably
be perceived to, materially interfere with the director’s ability to act in Caltex’s best interests.
A professional adviser, consultant, supplier or customer will be considered to have a material business relationship with Caltex if:
• from the perspective of the Caltex director, the business relationship is significant (directly or indirectly) to their own
circumstances, or
• from Caltex’s perspective, the business relationship generates revenue or expenses (to Caltex) of 10% or more of Caltex’s total
revenues or expenses, as applicable.
1.4 Access to independent advice
Caltex directors have access to independent professional advice at Caltex’s expense. A director can seek professional advice
with prior approval by the Board Chairman. The Board Chairman can seek professional advice with prior approval by the Audit
Committee Chairman.
1.5 Appointment terms and re-election of directors
Process for appointment of new directors

When the Board decides to appoint a new non-executive director, the Nomination Committee prepares a set of selection criteria
which reflect the Board’s desired capabilities, Caltex’s business and circumstances, and whether the new director is being appointed
to replace an outgoing director or as an addition to the Board.
The Nomination Committee engages a search firm to conduct the search based on the selection criteria and requests the firm to
provide a list of candidates for consideration.
When the Board appoints a non-executive director who is a Chevron executive, the Chairman (typically with assistance from existing
directors from Chevron) contacts Chevron to discuss potential candidates who would best meet the selection criteria. In addition
to the selection criteria determined by the Nomination Committee, consideration is also given to:
• flexibility in the work schedule of a Chevron executive to meet the time commitments of being a Caltex director, and
• the networks of an executive within Chevron and their access to senior Chevron executives.
In all cases, the decision to appoint a new director is made by the Caltex Board. The Board Composition, Appointment, Induction
& Election document provides further details on this process.

Election and re-election of directors
A newly appointed non-executive director holds office until the end of the next Annual General Meeting and is eligible for election by
shareholders at the meeting. The Managing Director & CEO is appointed by the Board and is not subject to election by shareholders.
Following election by shareholders, a director holds office for three years or until the third Annual General Meeting following the
director’s last election (whichever is longer).
Before each Annual General Meeting, the Board decides whether to support a director standing for election or re-election. This is not
automatic, and is assessed with regard to advice provided by the Nomination Committee. The issues considered by the Nomination
Committee in forming its recommendations to the Board about the election or re-election of a director include:
• the director’s performance having regard to our Performance Evaluation Policy
• the desired composition of the Board, including its size, capabilities and diversity, having regard to our Charter of Director
Independence and the Board Composition, Appointment, Induction & Election document
• the length of time the director has served on the Board, having regard to our Board Tenure Policy, and
• the director’s external commitments.
The Board’s recommendation is included in the notice of meeting sent to shareholders, together with biographical information
on the director standing for election or re-election.
1.6 Induction and training
All new directors take part in an induction program to familiarise them with Caltex’s business, strategy and operations, performance,
risks, governance and external environment. The induction program is tailored to each director’s experience and circumstances,
including briefings with other Board members and senior executives, site visits and external training. New directors also receive
an information pack containing key business documents, reference materials and internal policies.
A letter is provided to each new director which sets out the terms of their appointment, their responsibilities and the expectations
of them in their role, and the assistance and resources that we provide to them.
The Nomination Committee periodically reviews the director induction program and the standard letter of appointment for new
directors to ensure that they appropriately reflect directors’ evolving roles and changes to Caltex’s business and operations.
2. BOARD COMMITTEES

2.1 Overview of committees
The Board has established four standing committees to assist it in performing its role. These are the Audit Committee, the Human
Resources Committee, the OHS & Environmental Risk Committee and the Nomination Committee.
The committees provide advice and recommendations to the Board in relation to their areas of expertise and make decisions
on specific matters that have been delegated to them by the Board. The scope of the committees’ advisory role and delegated
authorities are set out in each of their charters.
The Audit Committee comprises three independent directors including an independent chairman, who is not the Board Chairman.
The Human Resources, OHS & Environmental Risk and Nomination Committees all comprise a majority of independent directors.
All of the Board’s standing committees are made up only of non-executive directors.
The current members and role of each Committee are shown in the table on the following page.
6

HUMAN RESOURCES OHS & ENVIRONMENTAL RISK
AUDIT COMMITTEE COMMITTEE COMMITTEE NOMINATION COMMITTEE
Responsibilities
Assists the Board to: Assists the Board to: Assists the Board to: Assists the Board to:
• review the integrity • review the remuneration • monitor the adequacy, • review the composition
of financial reporting, of non-executive directors integrity and effectiveness of the Board
including accounting • review the incentive of the critical systems, • identify skills and desirable
policies and significant frameworks and internal controls and competencies for Board
areas of judgement remuneration levels for the processes and procedures and Board committees
• review dividend Managing Director & CEO used to manage
• review policies and
recommendations and the CLT occupational health
processes for the selection
and safety (OHS) and
• monitor the adequacy, • review the remuneration and induction program for
environmental risks
integrity and effectiveness frameworks for employees non-executive directors
of financial risk management • review the performance • review the appropriateness
• make recommendations on
and internal controls of Caltex’s practices to
of the Managing Director the election and re-election
manage material OHS
• review the findings, & CEO and the CLT of non-executive directors
and environmental risks
plans, independence and • review the remuneration • review and oversee
performance of the external • monitor compliance
disclosures in the annual succession planning for
auditors and Caltex’s internal with legal obligations
report to shareholders non‑executive directors
audit function and approve in relation to OHS and
• review termination environmental matters • oversee the process for
the scope of their work
payments evaluating the performance
• review investigations into
• review succession planning of the Board, its committees
significant OHS and/or
for the Managing Director and individual directors
environmental incidents
& CEO and the CLT
• review OHS and
• review the diversity and environmental policies and
inclusion policy and gender internal audit plans and
diversity objectives and findings in relation to OHS
disclosures across Caltex and environmental matters
Members1
Bruce Morgan – Chairman Greig Gailey – Chairman Trevor Bourne – Chairman Elizabeth Bryan – Chairman
Independent non-executive Independent non-executive Independent non‑executive Independent non-executive
Trevor Bourne Independent non- Trevor Bourne Greig Gailey Trevor Bourne
executive Independent non‑executive Independent non‑executive Independent non‑executive
Greig Gailey Bruce Morgan Bruce Morgan Greig Gailey

Independent non‑executive Independent non‑executive Independent non‑executive Independent non‑executive
Ryan Krogmeier2 Barbara Burger2 Bruce Morgan

Non-executive Non-executive Independent non‑executive
Ryan Krogmeier2
Non-executive
Richard Brown2
Non-executive
Barbara Burger2
Non-executive
1. Elizabeth Bryan, as Chairman of the Board, is an ex-officio member of each of the Audit, Human Resources and OHS & Environmental Risk Committees.
2. Ryan, Richard and Barbara each serve as alternate directors for each other.
2.2 Directors’ attendance at Board and committee meetings
The Board held 8 scheduled meetings during 2013. Meetings are generally held monthly, with additional meetings called to consider
specific or urgent matters, as appropriate.
The Board held preliminary meetings in the absence of Caltex management at scheduled Board meetings throughout the year.
Details of directors’ attendance at meetings are provided at page 57 of this Annual Report.

3. PERFORMANCE EVALUATION AND REMUNERATION
3.1 Performance evaluation
Board
A formal Board evaluation process is carried out every two to three years. The Nomination Committee engaged an independent
specialist to facilitate a performance review of the Board, its standing committees and individual directors at the end of 2012. As part
of the review, the independent specialist interviewed each director to explore a range of focused topics relating to the Board’s
effectiveness. Senior executives were also interviewed to obtain further information, including on the relationship between the Board
and management.
The independent specialist prepared a report on the review which was discussed with the whole Board. The Board subsequently
agreed on specific actions, together with expected timeframes and areas of responsibility, to further develop the Board’s effectiveness.
The Chairman also discussed the report with individual directors and with the CLT.
Managing Director & CEO and the CLT

The Board sets annual performance objectives for the Managing Director & CEO based on Caltex’s business plan and advice
provided by the Human Resources Committee. The Chairman met with the Managing Director & CEO in February 2014 to assess
his performance for the previous year and discussed his performance review. The Human Resources Committee discussed the
performance review with the Chairman and the Managing Director & CEO and made a recommendation to the Board for an annual
performance assessment. In February 2014, the Board further discussed the Managing Director & CEO’s performance and approved
an annual performance assessment for 2013.
The Managing Director & CEO formally reviews the performance of his direct reports twice a year against agreed business objectives
and their job descriptions. The 2013 full year performance reviews for the CLT were considered by the Human Resources Committee
and the Board in February 2014.
Further information on the performance review process for the CLT is provided at section 3c of the Remuneration Report.
3.2 Director and executive remuneration
Remuneration levels are set at competitive levels to attract and retain appropriately qualified and experienced executives. The Board
and the Human Resources Committee consider performance, duties and responsibilities, market comparison and seek independent
advice as part of the remuneration review process.
Remuneration for non-executive directors is fixed and is subject to a remuneration pool of $2 million, which was approved by
shareholders in 2010. Non-executive directors receive statutory superannuation (and may salary sacrifice fees to superannuation)
but do not participate in any incentive plans or receive any performance based remuneration. Superannuation is not paid for overseas
directors. There is no retirement benefits scheme for non‑executive directors.
Details of Caltex’s remuneration arrangements for the Managing Director & CEO and the CLT are provided in the Remuneration
Report at pages 30 to 56 of this Annual Report.
4. RISK MANAGEMENT FRAMEWORK

4.1 Risk management framework
The Board is ultimately responsible for monitoring the effectiveness of the critical systems and internal controls used to manage
Caltex’s material business risks. It is also responsible for approving key financial and other risk management policies. The Board has
delegated oversight of particular risks to its standing committees.
The Managing Director & CEO and the CLT are responsible for the design, implementation and maintenance of risk management
systems to manage Caltex’s material business risks.
Caltex has adopted a risk management framework to proactively and systematically identify, assess and address events that could
potentially impact our business objectives. This framework integrates the consideration of risk into our activities so that:
• risks in relation to the effective delivery of our business strategy are identified
• control measures are evaluated, and
• where potential improvements in controls are identified, improvement plans are scheduled and implemented.
Management assesses risks on a regular basis, and reports on material risks to the Board and its committees. These reports
include the status and effectiveness of control measures relating to each material risk. The Board, the Audit Committee, the OHS
& Environmental Risk Committee and the Human Resources Committee each receive regular reports on material risks relevant to their
responsibilities. The Board and the OHS & Environmental Risk Committee also receive quarterly risk updates throughout the year.
Caltex’s policies for overseeing and managing material business risks are regularly reviewed and approved by the Board.
The Risk Management Summary is available on our website and outlines our practices to oversee and manage risks, including the risk
management framework and the roles and responsibilities of the Board, its committees, senior executives and staff.
8

4.2 Internal controls framework
Internal Audit
Caltex has a dedicated internal audit function which provides an independent and objective assessment to the Board and
management regarding the adequacy, effectiveness and efficiency of our risk management, control and governance processes.
Internal audit conducts audits in accordance with audit plans approved by the Audit Committee (for financial risks) and the OHS
& Environmental Risk Committee (for occupational health, safety and environmental risks), and provides regular reports to those
Committees and to senior management.
The head of internal audit has a direct reporting line to the Chairmen of the Audit and OHS & Environmental Risk Committees and
meets with them regularly. The Audit and OHS & Environmental Risk Committees also meet privately with the head of internal audit
as part of each scheduled meeting.
Integrity in financial reporting

The Board has received assurance from the Managing Director & CEO and the Chief Financial Officer that the declaration provided
under section 295A of the Corporations Act is founded on a sound system of risk management and internal control, and that the
system is operating effectively in all material respects in relation to financial reporting risks.
4.3 External Auditor Policy
The Board has approved an External Auditor Policy that addresses the provision of services by the external auditor, including
non‑audit services. The Audit Committee monitors services provided by KPMG during the year to confirm that KPMG continues to
be independent and to confirm compliance with the policy. The Audit Committee also monitors the rotation requirements for the
external auditor under the Corporations Act with KPMG each year. Caltex’s Relationship with the External Auditor document is available
on our website and provides a summary of this process.
One of the Audit Committee’s key responsibilities is to assess the performance of the external auditor and, as appropriate, make
recommendations to the Board on the appointment, re-appointment or replacement of the external auditor. The Audit Committee
reviewed KPMG’s performance as external auditor for 2012 before KPMG was engaged for the 2013 full year audit and half year
review.
The Audit Committee meets privately with the external auditor at each scheduled Committee meeting and the Committee Chairman
also meets with the external auditor from time to time outside committee meetings, as appropriate.
5. CORPORATE SOCIAL RESPONSIBILITY

Caltex is focussed on conducting our operations with care. We work to deliver sustainable growth and shareholder value, contribute
to the communities in which we operate, minimise our impact on the environment and remain an employer of choice.
Maintaining safe, reliable and sustainable operations is at the core of our business. A culture of operational excellence is formally
supported through an enterprise-wide risk management framework and our operational excellence management system. Caltex
has a health and safety policy, approved by the OHS & Environmental Risk Committee, which requires Caltex to provide a safe and
healthy workplace for all our people, and to operate in a way that will not adversely affect the health and safety of our neighbours,
customers or the public. The emphasis on health and safety is embedded in our business planning process and entrenched in the
culture of our organisation.
Caltex is committed to further improving the energy efficiency of our operations. In 2013, Caltex has continued to participate in the
Commonwealth Energy Efficiency Opportunities Scheme and reported under the National Greenhouse and Energy Reporting Scheme
and under the Carbon Disclosure Project. Caltex is also committed to supporting the communities in which we work and live. Our
refineries, service stations and terminals are proud supporters of a variety of organisations, events and programs in local communities.
Further information on our social, ethical and environmental performance can be found in the Annual Review.
6. GOVERNANCE POLICIES

6.1 Code of Conduct
Caltex’s Code of Conduct applies to Caltex directors, senior executives and staff and provides a framework for decision making
and business behaviour, which builds and sustains our corporate integrity, reputation and success. This Code of Conduct identifies
responsibilities for investigating breaches of the code and associated reporting of breaches to the Board or senior management
as appropriate.
The Board receives an annual report from the General Manager – Human Resources in relation to the administration of, and
compliance with, the Code of Conduct.

6.2 Diversity and inclusion
Caltex embraces a strong belief in the advantages of an inclusive workplace in which individuals of varied backgrounds and
perspectives are welcomed, encouraged and given the opportunity to contribute to their full potential.
During 2013, Caltex reviewed and updated its policy on diversity. The changes included expanding the policy to the Diversity and
Inclusion Policy to reflect the evolution and broadening of Caltex’s philosophy and approach. Caltex’s Diversity and Inclusion Policy
makes an explicit commitment that we believe diversity maximises opportunities to attract, retain and develop the best talent, seize
opportunities for creative problem solving and grow our business through an informed understanding of the diverse markets in
which we operate. This Diversity and Inclusion Policy also sets out the overall aims of our diversity strategies and the responsibilities
of the Board, its committees and Caltex staff.
With the assistance of the Human Resources Committee, the Board annually approves measurable gender and other objectives set
in accordance with the Diversity and Inclusion Policy, assesses the progress against those objectives, and monitors the proportion
of women and indigenous Australians at various levels across Caltex.
The Board approved a set of measurable objectives for 2013 to achieve gender diversity, which were disclosed in the Corporate
Governance Statement included in Caltex’s 2012 Annual Report. Also approved was a measurable objective in relation to Caltex’s
indigenous employment strategy. This supports Caltex’s commitment as a signatory to the Australian Employment Covenant,
a national industry-led initiative that aims to close the gap between indigenous and non-indigenous Australians in respect
of employment.
In August and December 2013 and again in February 2014, the Board assessed Caltex’s progress in achieving the 2013 diversity
and inclusion objectives. The progress we have made in relation to each objective is set out in the following table:
OBJECTIVE PROGRESS
1 Caltex will continue to maintain the reduction of The 2013 voluntary turnover rate for graded female employees was
voluntary turnover amongst graded female employees 5.2% (2012: 4.5%) compared to 4.4% (2012: 6.95%) for graded
so that the proportion is similar to or less than the male employees.
voluntary turnover rate of graded male employees.
2 Each Caltex business unit will develop, implement and Completed

report on its own 2013 action plan to attract, develop,
Each business unit developed action plans which were presented
promote and retain more women leaders.
to the Diversity and Inclusion Council in March 2013. The
business units have subsequently reported to the Council on the
implementation of their plans.
3 During 2013, Caltex will introduce facilities for nursing Completed

mothers at its key workplaces.
Caltex has introduced nursing room facilities at its Sydney head
office and at the Lytton refinery, and in August 2013 opened the
nursing room at the Kurnell refinery.
4 Before 31 December 2013, Caltex will develop and Ongoing

implement a new flexible leave policy.
A review of company leave policies of similar companies was
conducted to identify opportunities for greater flexibility. After
analysis, a proposed purchased leave policy was developed, which
was approved by the Diversity and Inclusion Council in November
2013. The policy will be implemented by the third quarter of 2014.
5 Caltex will establish new metrics for reporting Completed

on indigenous recruitment and voluntary turnover.
The most relevant metrics for reporting on Caltex’s indigenous
employment strategy have been identified as:
• indigenous headcount
• number of indigenous new hires, and
• indigenous voluntary turnover.
10

The following objectives have been set by the Board for 2014:
2014 DIVERSITY AND INCLUSION OBJECTIVES
Gender diversity objectives

1 Increase the percentage of female senior leaders to 33% by 2017
2 Increase the percentage of external female new hires in Corporate and Marketing (respectively) at experienced professional level
3 Increase percentage of female headcount in Supply Chain
4 Develop a retention plan for key female Kurnell refinery talent
5 Manage female voluntary turnover ensuring it remains below 7%
6 Maintain minimal gender-based pay differentials
7 Maintain the percentage of females in the critical successor talent pool at the current level, ensuring no less than the percentage
female headcount in the Grade 58 and above talent pool
Indigenous diversity objectives

8 Increase indigenous employee headcount (those formally hired and retained via indigenous employment programs)
Inclusion objectives
9 Increase score for the Engagement Survey question: “The work environment is very open and accepting of individual difference”
10 At least maintain the number of graded employees who answer ‘yes’ to “Do you feel comfortable talking to your manager about
flexible work”
The following information is provided about the proportion of women across Caltex at 31 December:
PERCENTAGE OF WOMEN IN
LEVEL 2013 2012 2011
Board 25 25 12.5
Senior executives (CLT) 0 0 0
Senior managers (salary grades 58 and above) 20 21 18
Middle managers (salary grades 56 & 57) 18 18 15
Caltex group 34 34 31
6.3 Trading in securities
Caltex’s Securities Trading Policy, which is available on our website, sets out clear requirements for the Board, senior executives and
staff to comply with insider trading laws when dealing in the securities of Caltex and other companies. The policy also contains
trading restrictions which apply during black-out periods prior to results releases. It also prohibits senior executives from hedging
an exposure to unvested or vested Caltex securities held through any of our executive incentive plans.
6.4 Continuous disclosure
Caltex is committed to promoting investor confidence by ensuring that trading in our securities takes place in an informed market.
Caltex has mechanisms in place to ensure that we meet our continuous disclosure obligations under the ASX Listing Rules and the
Corporations Act.
Caltex’s Continuous Disclosure Policy, which is available on our website, sets out the key obligations of the Board, senior executives and
staff to ensure that we comply with our continuous disclosure obligations so that investors have equal and timely access to material
information concerning Caltex and company announcements are factual and presented in a clear and balanced way.

6.5 Shareholder communications
Caltex is committed to giving our investors timely, balanced and understandable information about our business and performance.
The following practices support this goal:
• In addition to statutory reporting, we publish an annual review and a half year review which provide an overview of our key
business developments, operational highlights and financial performance.
• We provide monthly updates to the market on the Caltex Refiner Margin, which is a key contributor to our performance.
• We have a robust and proactive investor relations program which includes regular engagement with institutional investors and
analysts. Our investor presentations are released to the market before the briefings occur and we give prior notice of significant
briefings, such as half yearly and annual reporting.
• We provide ASX and media releases, corporate governance policies and charters and other relevant company information
on our website at www.caltex.com.au.
We encourage shareholders to submit questions for the company or our auditor in the lead-up to our annual general meeting.
The Chairman discusses significant issues raised in shareholders’ questions in her address to the meeting, and a written response
to the key themes is released to the market. Shareholders who attend in person have the opportunity to ask further questions at the
meeting. We also webcast the annual general meeting so that it can be viewed by people who are unable to attend.
Caltex’s Shareholder Communications Policy sets out further details of our approach to providing fair and equal information
to all investors.
6.6 Policy for Transactions with Chevron
As discussed at section 1.1, Chevron holds 50% of the ordinary shares in Caltex. During the course of a year, Caltex companies enter
into a number of commercial arrangements with Chevron companies. Significantly, Caltex has an agreement with Chevron for the
procurement and supply of transport fuels, with associated shipping services.
The Caltex Board has adopted a Policy for Transactions with Chevron to ensure that all arrangements with Chevron are at arm’s
length. Under that policy, all crude, product and shipping transactions or other significant dealings with Chevron must be approved
by the Caltex Board. The Board’s practice is for the directors who are Chevron executives to leave the meeting and not participate
in discussions or decisions on these matters.
Details of the policy, and other information concerning the relationship with Chevron, are available on our website at www.caltex.com.au.
12

ASX CORPORATE GOVERNANCE COUNCIL’S PRINCIPLES AND RECOMMENDATIONS SECTION REFERENCE COMPLY
Principle 1 Lay solid foundations for management and oversight

1.1 Companies should establish the functions reserved to the board and those delegated 1.1 
to senior executives and disclose those functions.
1.2 Companies should disclose the process for evaluating the performance of senior executives. 3.1 and 
Remuneration Report
1.3 Companies should provide the information indicated in the Guide to reporting 1.1, 3.1 
on Principle 1.
Principle 2 Structure the board to add value

2.1 A majority of the board should be independent directors. 1.2, 1.3 
2.2 The chair should be an independent director. 1.3 
2.3 The roles of chair and chief executive officer should not be exercised by the same individual. 1.2 
2.4 The board should establish a nomination committee. 2.1 
2.5 Companies should disclose the process for evaluating the performance of the board, 3.1 
its committees and individual directors.
2.6 Companies should provide the information indicated in the Guide to reporting 1.2, 1.3, 2.1, 3.1 
on Principle 2. and website
Principle 3 Promote ethical and responsible decision making

3.1 Companies should establish a code of conduct and disclose the code or a summary of the 6.1 
code as to:
• the practices necessary to maintain confidence in the company’s integrity
• the practices necessary to take into account their legal obligations and the reasonable
expectations of their stakeholders
• the responsibility and accountability of individuals for reporting and investigating reports
of unethical practices.
3.2 Companies should establish a policy concerning diversity and disclose the policy 6.2 
or a summary of that policy. The policy should include requirements for the board
to establish measurable objectives for achieving gender diversity and for the board to assess
annually both the objectives and progress in achieving them.
3.3 Companies should disclose in each annual report the measurable objectives for achieving 6.2 
gender diversity set by the board in accordance with the diversity policy and progress
towards achieving them.
3.4 Companies should disclose in each annual report the proportion of women employees in the 6.2 
whole organisation, women in senior executive positions and women on the board.
3.5 Companies should provide the information indicated in the Guide to reporting 6.1, 6.2 
Principle 4 Safeguard integrity in financial reporting

4.1 The board should establish an audit committee. 2.1 
4.2 The audit committee should be structured so that it: 2.1 
• consists only of non-executive directors
• consists of a majority of independent directors
• is chaired by an independent chair, who is not chair of the board
• has at least three members.
4.3 The audit committee should have a formal charter. 2.1 

4.4 Companies should provide the information indicated in the Guide to reporting 2.1, 4.2, 4.3 

Principle 5 Make timely and balanced disclosure
5.1 Companies should establish written policies designed to ensure compliance with ASX Listing 6.4 
Rule disclosure requirements and to ensure accountability at a senior executive level for that
compliance and disclose those policies or a summary of those policies.
5.2 Companies should provide the information indicated in the Guide to reporting 6.4 and website 
on Principle 5.
Principle 6 Respect the rights of shareholders

6.1 Companies should design a communications policy for promoting effective communication 6.5 
with shareholders and encouraging their participation at general meetings and disclose their
policy or a summary of that policy.
6.2 Companies should provide the information indicated in the Guide to reporting 6.5 and website 
on Principle 6.
Principle 7 Recognise and manage risk

7.1 Companies should establish policies for the oversight and management of material business 4.1 
risks and disclose a summary of those policies.
7.2 The board should require management to design and implement the risk management 4.1, 4.2 
and internal control system to manage the company’s material business risks and report
to it on whether those risks are being managed effectively. The board should disclose that
management has reported to it as to the effectiveness of the company’s management
of its material business risks.
7.3 The board should disclose whether it has received assurance from the chief executive officer 4.2 
(or equivalent) and the chief financial officer (or equivalent) that the declaration provided
in accordance with section 295A of the Corporations Act is founded on a sound system of risk
management and internal control and that the system is operating effectively in all material
respects in relation to financial reporting risks.
7.4 Companies should provide the information indicated in the Guide to reporting 4.1, 4.2, 4.3 
Principle 8 Remunerate fairly and responsibly

8.1 The board should establish a remuneration committee. 2.1 
8.2 The remuneration committee should be structured so that it: 2.1 
• consists of a majority of independent directors
• is chaired by an independent chair
• has at least three members.
8.3 Companies should clearly distinguish the structure of non-executive directors’ remuneration 3.2 and website 
from that of executive directors and senior executives.
8.4 Companies should provide the information indicated in the Guide to reporting 2.1, 3.2, 
on Principle 8. Remuneration Report
and website
14
2013 Financial Report for

Caltex Australia Limited ACN 004 201 307
The 2013 Financial Report for Caltex Australia Limited includes:
• Directors’ Report
• Lead Auditor’s Independence Declaration
• Directors’ Declaration
• Independent Audit Report
• Consolidated Income Statement
• Consolidated Statement of Comprehensive Income
• Consolidated Balance Sheet
• Consolidated Statement of Changes in Equity
• Consolidated Cash Flow Statement
• Notes to the Financial Statements
for the year ended 31 December 2013.
CALTEX AUSTRALIA GROUP

For the purposes of this report, the Caltex Australia Group (the Group) refers to:
• Caltex Australia Limited, which is the parent company of the Caltex Australia Group and is listed on the Australian Securities
Exchange (ASX)
• our major operating companies, including Caltex Australia Petroleum Pty Ltd, Caltex Refineries (NSW) Pty Ltd, Caltex Refineries
(Qld) Pty Ltd, Caltex Petroleum Services Pty Ltd and Calstores Pty Ltd
• a number of wholly owned entities and other companies that are controlled by the Group.
Please note that terms such as Caltex and Caltex Australia have the same meaning in this report as the Caltex Australia Group, unless
the context requires otherwise.
Directors’ Report
INTRODUCTION BOARD PROFILES
The Board of Caltex Australia Limited presents the 2013
Directors’ Report (including the Remuneration Report)
Ms Elizabeth Bryan AM
and the 2013 Financial Report for Caltex Australia Limited Chairman (Non-executive/Independent)
and its controlled entities (the Group) for the year ended Date of appointment – Director: 18 July 2002
31 December 2013 to shareholders. An Independent Audit Date of appointment – Chairman: 1 October 2007
Report from KPMG, as external auditor, is also provided. Board committees:
Nomination Committee (Chairman) and attends meetings
BOARD OF DIRECTORS of the Audit Committee, Human Resources Committee and
The Board of Caltex Australia Limited comprises Ms Elizabeth OHS & Environmental Risk Committee in an ex-officio capacity.
Bryan (Chairman), Mr Julian Segal (Managing Director & CEO), Elizabeth brings management, strategic and financial expertise
Mr Trevor Bourne, Mr Richard Brown, Ms Barbara Burger, to the Caltex Board. She has over 32 years of experience
Mr Greig Gailey, Mr Ryan Krogmeier and Mr Bruce Morgan. in the financial services industry, government policy and
Mr Brown, Ms Burger and Mr Krogmeier each serve as alternate administration, and on the boards of companies and statutory
directors for each other. organisations. Prior to becoming a professional director, she
served for six years as Managing Director of Deutsche Asset
The following changes to the composition of the Board have Management and its predecessor organisation, NSW State
occurred since 1 January 2013: Superannuation Investment and Management Corporation.
Directors Elizabeth is a director of Westpac Banking Corporation
(appointed November 2006), a member of the Federal
• Mr John Thorn retired as a director from 9 May 2013.
Government’s Takeovers Panel (from 8 March 2012) and
• Mr Bruce Morgan was appointed as a director from a trustee of the Museum of Applied Arts and Sciences (from
29 June 2013. 1 January 2014). She was previously the Chairman of UniSuper
Alternate directors Limited (where she served as a director from January 2002 to
June 2011).
• Ms Colleen Jones-Cervantes’ appointment as alternate
director for Mr Brown, Ms Burger and Mr Krogmeier ended Elizabeth holds a Bachelor of Arts (Economics) from the
on 25 July 2013. Australian National University and a Master of Arts (Economics)
• Mr Brown, Ms Burger and Mr Krogmeier were appointed as from the University of Hawaii (US).
alternate directors for each other from 26 July 2013.
Mr Julian Segal
Date of appointment: 1 July 2009
Julian is responsible for overseeing the Group’s day-to-day
operations and brings extensive commercial and management
experience to Caltex.
Julian joined Caltex from Incitec Pivot Limited, a leading global
chemicals company, where he served as the Managing Director
& CEO from June 2005 to May 2009. Prior to Incitec Pivot, Julian
spent six years at Orica in a number of senior management
positions, including Manager of Strategic Market Planning,
General Manager – Australia/Asia Mining Services, and Senior
Vice President – Marketing for Orica Mining Services.
Julian holds a Bachelor of Science (Chemical Engineering) from
the Israel Institute of Technology and a Master of Business
Administration from the Macquarie Graduate School of
Management.
Julian is a director of the Australian Institute of Petroleum Limited
(appointed 1 July 2009).
16
Directors’ Report (continued)

Mr Trevor Bourne Barbara is a director of the Houston Technology Center (US)
Director (Non-executive/Independent) (from 11 December 2013) and a member of the External
Advisory Council of the National Renewable Energy Laboratory,
Date of appointment: 2 March 2006
US Department of Energy (from 13 November 2013).
Board committees:
OHS & Environmental Risk Committee (Chairman), Audit Barbara holds a Bachelor of Science (Chemistry) from the
Committee, Human Resources Committee and Nomination University of Rochester (US), a Doctor of Philosophy (Chemistry)
Committee from the California Institute of Technology (US) and a Master
of Business Administration (Finance) from the University of
Trevor brings to the Board broad management experience California (US).
in industrial and capital-intensive industries, and a background
in engineering and supply chain. From 1999 to 2003, he served Mr Greig Gailey
as CEO of Tenix Investments. Prior to Tenix, Trevor spent
Director (Non-executive/Independent)
15 years at Brambles Industries, including six years as Managing
Director of Brambles Australasia. He has also previously worked Date of appointment: 11 December 2007
for Incitec Pivot and BHP. Board committees:
Human Resources Committee (Chairman), Audit Committee,
Trevor was previously a director of Origin Energy Limited (from
Nomination Committee and OHS & Environmental Risk Committee
February 2000 to 12 November 2012) and was the Chairman
of Hastie Group Limited (where he served as a director from Greig brings to the Board extensive Australian and international
February 2005 until 15 February 2012). oil industry experience, and a management background from
industrial and capital-intensive industries as well as involvement
Trevor holds a Bachelor of Science (Mechanical Engineering) in public policy. From 1964 to 1998, he worked at British
from the University of New South Wales and a Master Petroleum Company (BP), where he held various positions
of Business Administration from the University of Newcastle. throughout Australia and offshore, including management of
refining, supply and distribution in Australia and Europe. Greig
Mr Richard Brown was subsequently appointed CEO of Fletcher Challenge Energy
Director (Non-executive) (New Zealand), a position he held from 1998 to 2001. In
Date of appointment: 28 June 2012 August 2001, he joined Pasminco Limited as CEO. Pasminco was
transformed and relisted as Zinifex Limited on the ASX in April
Board committees:
2004, and Greig became Managing Director & CEO of Zinifex
Nomination Committee
Limited from that date until standing down in June 2007.
Richard brings to the Board over 30 years of oil industry
experience with Chevron and substantial financial and Greig is the Chairman of ConnectEast and of the Board of Trustees
management expertise. He currently serves as Chevron’s of the Energy and Minerals Institute at the University of Western
Regional Finance Officer – Asia Pacific, based in Singapore. Australia, Deputy Chairman of the Victorian Opera Company,
He is responsible for financial and management reporting, and a member of the advisory board of CSL Australia. He was
credit approval, local cash management, tax matters and risk previously a director of the Australian Davos Connection Limited
management for Chevron’s operations in the Asia Pacific region. (from November 2007 to September 2012) and was the President
Richard was appointed to this role from September 2012 and, of the Business Council of Australia (from 2007 to 2009).
prior to that, was Chevron’s General Manager – Finance for Greig holds a Bachelor of Economics from the University
Europe, Eurasia and Middle East Opco. He has previously held of Queensland.
a range of senior finance roles with Chevron in the UK, Europe
and Africa. Mr Ryan Krogmeier
Richard is a director of Chevron Lubricants Lanka Plc (in Sri Lanka). Director (Non-executive)
Richard holds a Bachelor of Arts (Economics) from the University Date of appointment: 30 March 2012
of Warwick (UK). Board committees:
Human Resources Committee and Nomination Committee
Ms Barbara Burger Ryan brings to the Board considerable experience in the oil and gas
Director (Non-executive) industry, particularly in the areas of crude and products supply and
Date of appointment: 28 June 2012 trading, risk management and financial operations. He currently
serves as the Global Vice President of International Products, Joint
Board committees:
Ventures and Affiliates for Chevron and was appointed to this
OHS & Environmental Risk Committee and Nomination
role in April 2012. Ryan is based in Singapore and has over 20
Committee
years of experience working for Chevron. Previously, he was the
Barbara brings to the Board extensive experience in marketing, Vice President – Americas East, Caribbean and Latin America for
manufacturing and supply chain management. She has worked Chevron, a role in which he was responsible for strategy and profits
for Chevron for over 25 years and is currently the President for Chevron’s downstream fuels business in those regions.
of Chevron Technology Ventures (CTV), based in Houston,
Texas (US). CTV champions innovation, commercialisation and Ryan is a director of GS Caltex Corporation (in Korea), Star
integration of emerging technologies and related new business Petroleum Refining Co Ltd (in Thailand) and Singapore Refining
models within Chevron; its business units include advanced Company Pte Ltd (in Singapore).
biofuels, emerging energy technology and venture capital. Ryan holds a Bachelor of Business Administration (Accounting)
Barbara was appointed to this role from 1 June 2013 and, prior from the University of Iowa (US) and a Master of Business
to that, was the Vice President – Lubricants Supply Chain and Administration from the University of California (US).
Base Oil for Chevron Lubricants.

Mr Bruce Morgan FORMER DIRECTORS
Mr John Thorn
Date of appointment: 29 June 2013
Board committees:
Audit Committee (Chairman), Human Resources Committee, John served as a director of Caltex Australia Limited from
Nomination Committee and OHS & Environmental Risk Committee 2 June 2004 to 9 May 2013. He was also Chairman of the Audit
Committee and a member of the Human Resources Committee
Bruce brings to the Board expertise in accounting,
and the Nomination Committee.
business advisory services, risk and general management.
He has served as a partner with professional services firm John has expertise in accounting and financial services, business
PricewaterhouseCoopers (PwC) for over 25 years. He was advisory, risk and general management. He has over 37 years
appointed Chairman of the PwC Board in 2005 and in 2009 was of professional experience with PwC, where he was a partner
elected as a member of the PwC Global Board. Prior to that, he from 1982 to 2003 and was responsible for major international
was managing partner of PwC’s Sydney and Brisbane offices. and local clients. During this period he served as the Managing
Bruce’s practice as an audit partner focused on the energy and Partner of PwC’s Assurance and Business Advisory Service
mining sectors. He retired as a partner of PwC in October 2012. practice from 1998 to 2001. He was the National Managing
Partner of PwC until 2003.
Bruce is the Chairman of Sydney Water (from 1 October 2013,
appointed as a director from January 2012). He is also a director John is a director of Amcor Limited (appointed December 2004),
of Origin Energy Limited (appointed November 2012), the National Australia Bank Limited (appointed October 2003) and
University of NSW Foundation, the European Australian Business Salmat Limited (appointed September 2003).
Council and Redkite.
John is a Fellow of the Institute of Chartered Accountants
Bruce is a Fellow of the Institute of Chartered Accountants in Australia.
in Australia, and holds a Bachelor of Commerce (Accounting
and Finance) from the University of NSW. Ms Colleen Jones-Cervantes
Alternate Director
Colleen served as an alternate director for Mr Krogmeier
(from 30 March 2012) and Mr Brown and Ms Burger
(both from 28 June 2012) to 25 July 2013.
During her appointment, Colleen served as Chevron’s
Vice President – Product Supply & Trading and had global
responsibility for the supply of non-crude oil feedstocks to
Chevron’s refining system, refined products supply and trading,
marine fuels marketing and biofuels supply and trading. That
division operates from four trading hubs in London, Singapore,
the US Gulf Coast and the US west coast and provides
coverage to all of Chevron’s downstream geography. Colleen
is based in the US. She was previously the Vice President of
Global Marketing for the Asia Pacific Region and was based
in Singapore.
Colleen holds a Bachelor of Science (Mechanical Engineering)
from Michigan Technological University (US).
Colleen previously served as a director of Caltex Australia Limited
(June 2008 to August 2010) and as an alternate director (July
2006 to May 2008 and then from September 2010 onwards).
18

OPERATING AND FINANCIAL REVIEW Decision made to close Kurnell
The purpose of the operating and financial review (OFR) After extensive evaluation of its business, Caltex announced
is to enhance the periodic financial reporting and provide plans in July 2012 to rebalance its supply chain.
shareholders with additional information regarding the Group’s The major components of the supply chain restructuring include:
operations, financial position, business strategies and prospects.
• The continued investment in the development of Caltex’s
The review complements the financial report on pages 63 to 114.
supply chain and Marketing operations to position Caltex
The OFR may contain forward looking statements. These as the outright leader in transport fuels across Australia,
statements are based solely on the information available at the • The proposed closure in the second half of 2014 of the Kurnell
time of this report and there can be no certainty of outcome refinery in Sydney, New South Wales and its conversion
in relation to the matters to which the statements relate. to a major import terminal to enable the continued reliable
supply of transport fuels to Caltex customers,
Company overview
• Continued operation of the company’s Lytton refinery in
Caltex, including predecessor companies, has operated in
Brisbane, Queensland with a focus on necessary operational
Australia for more than 100 years, focusing on providing
and financial performance improvements, and
ongoing, reliable, safe and efficient fuel supply to our customers.
• Caltex establishing an office in Singapore in 2013 to strengthen
Caltex is one of Australia’s leading transport fuel suppliers and the fuel product supply chain following the closure of Kurnell
convenience retailers and is listed on the Australian Securities refinery. The primary role of Ampol Singapore, a wholly owned
Exchange. Caltex has a major shareholder, Chevron, which subsidiary of Caltex Australia, is to source petroleum product
holds 50% of the company’s ordinary shares. Caltex operates imports and related shipping to Australia. Ampol has entered
independently of Chevron, and all decisions are made in into a long term arrangement with Chevron to assist with the
Australia by the Caltex Board and management.The head procurement and supply of transport fuels (petrol, diesel and
office is based in Sydney, and Caltex has over 3,500 employees jet) including associated shipping services.
working across the country. Caltex operates its business as one
integrated value chain and incorporates operational excellence
principles throughout supply, refining, logistics and marketing.
The principal activities of Caltex during the year were the
purchase, refining, distribution and marketing of petroleum
products and the operation of convenience stores throughout
Australia. There were no significant changes in the nature of
Caltex’s principal activities or in the state of affairs during the
financial year.
Caltex currently operates two oil refineries – Kurnell refinery in
Sydney and Lytton refinery in Brisbane. These refineries produce
petrol, diesel and jet fuel, along with small amounts of fuel oil
and specialty products, liquid petroleum gas (LPG) and other
gases. Caltex also buys refined products on the open market
both overseas and locally, and along with the products that
Caltex refines, Caltex markets these products across retail and
commercial channels. These products are supplied to customers
via a network of pipelines, terminals, depots and company-
owned and contracted transport fleets.

Group strategy
Caltex’s vision is to continue to be the outright leader in transport fuels in Australia.
To achieve this objective, Caltex’s strategy consists of two key pillars:
1. Superior supply chain.
2. Comprehensive targeted offer to customers.
CALTEX’S VISION
Outright leader in transport fuels across Australia
MEASURE OF SUCCESS
Safely and reliably deliver top quartile total shareholder returns
KEY STRATEGY PILLARS
Comprehensive targeted offer to customers across

Superior supply chain
products, channels and geographies
Enhance competitive Enhance competitive Grow retail Grow commercial Seed future
product sourcing infrastructure sales and wholesale sales growth options
KEY SOURCES OF COMPETITIVE ADVANTAGE
Comprehensive
Understanding and Large scale, cost
Competitive and Scale across the network of outlets
management of risk; competitive terminal,
Highly capable reliable supply of value chain, profitable franchise
relentless pursuit pipeline, depot and
organisation each product into anchored by key network, leading
of Operational fleet infrastructure
each key geography customer portfolio fuel card offer
Excellence in each geography
and Brand
Caltex’s strategy is based upon:

• having a competitive offer for customers,
• large-scale, cost competitive supply and distribution infrastructure in most key regions and a comprehensive network of outlets,
• leading positions (number 1 and 2) across most transport fuel products, channels and geographies, and
• strong skills in product procurement, storage and distribution, commercial sales, customer service, convenience retailing and
franchise management.
With a strong track record of performance:
• improving operational reliability and safety performance,
• 10% p.a. RCOP1 EBIT growth delivered on the marketing business over the last five years,
• consistent above-cost of capital returns for the marketing business, and
• a diversified portfolio of future growth opportunities.
Caltex’s strategy reflects historical and current demand in Australia for diesel, jet fuel and petrol and is focused on ensuring that
Caltex is well positioned to benefit from those markets that are growing.
Underpinning Caltex’s offer to customers is a national distribution network of terminals, pipelines and depots.
Caltex remains committed to maintaining its cost and capital discipline, thereby maintaining its BBB+ credit rating.
Caltex’s measure of success continues to be to safely and reliably deliver top quartile total shareholder returns.
1. Replacement cost of sales operating profit (RCOP) excluding significant items (on a pre- and post-tax basis) is a non-International Financial Reporting
Standards (IFRS) measure. It is derived from the statutory profit adjusted for inventory gains/(losses), as management believes this presents a clearer picture
of the company’s underlying business performance, as it is consistent with the basis of reporting commonly used within the global refineries industry.
This is unaudited. RCOP excludes the impact of the fall or rise in oil prices (a key external factor) and presents a clearer picture of the company’s underlying
business performance. It is calculated by restating the cost of sales using the replacement cost of goods sold rather than the historical cost, including the
effect of contract based revenue lags.
20
OPERATING AND FINANCIAL REVIEW (continued)

Caltex Group Results 31 December 2013
On a historic cost basis (including inventory gains), Caltex recorded an after tax profit of $530 million for the 2013 full year. This
includes significant gains of approximately $26 million (after tax), dominated by profit on the previously announced sale of the
Sydney bitumen business. This compares to the 2012 full year profit of $57 million, which included significant items of $309 million
(after tax) in respect of future costs relating to the closure of the Kurnell refinery. The 2013 result includes a product and crude oil
inventory gain of $172 million after tax, compared with an inventory loss of $92 million after tax in 2012.
Caltex RCOP NPAT
$m
500
400
261
300 26
161
155
200
151
298
100 197
163 171
113
0
2009 2010 2011 2012 2013
RCOP NPAT 1H RCOP NPAT 2H
On an RCOP basis, Caltex recorded an after tax profit for the 2013 full year of $332 million, excluding significant items. This compares
with $458 million for the 2012 full year, excluding significant items. Whilst Marketing has delivered another record result, Refining
& Supply losses have been driven by the negative impact of key externalities, including the significant deterioration in the Caltex
Refiner Margin (CRM) during the second half and a continuing fall in the Australian dollar. This has led to the lower full year result.
Improved refinery reliability during the second half has resulted in near record production of petrol, diesel and jet fuel which broadly
offsets the cost of incidents recorded in the first half.
A reconciliation of the underlying result to statutory result is set out in the following table:
2013 $M 2012 $M
RECONCILIATION OF THE UNDERLYING RESULT TO STATUTORY RESULT (AFTER TAX) (AFTER TAX)
Net profit attributable to equity holders of the parent entity 530 57
Deduct/add: Significant items (gain)/loss (26) 309
Deduct/add: (Inventory gain)/inventory loss (172) 92
RCOP NPAT (excluding significant items) 332 458
DIVIDEND
The Board has decided to declare a final dividend of 17 cents per share (fully franked) for the second half of 2013. Combined with
the interim dividend of 17 cents per share for the first half, paid in October 2013, this equates to a total dividend of 34 cents per
share for 2013, fully franked. This compares with a total dividend payout of 40 cents per share (fully franked) for 2012, and reflects
the reduction in the target payout ratio (to 20% to 40%) during the Kurnell closure period.

INCOME STATEMENT
2013 2012
FOR THE YEAR ENDED 31 DECEMBER 2013 $m $m
1. Total revenue1 24,682 23,565
2. Total expenses2 (24,131) (22,809)
Replacement cost earnings before interest and tax 551 756
Finance income 9 2
Finance expenses (98) (99)
3. Net finance costs (89) (97)
Income tax expense 3
(130) (201)
Replacement cost of sales operating profit (RCOP) 332 458
4. Significant items gain/(loss) after tax 26 (309)
5. Inventory gain/(loss) after tax 172 (92)
Historical cost net profit after tax 530 57
Interim dividend per share 17c 17c
Final dividend per share 17c 23c
Basic earnings per share
• Replacement cost (excluding significant items) 123c 170c
• Historical cost (including significant items) 196c 21c
1. Includes other income of $45 million (2012: $23 million) and excludes significant item gain of $39 million (2012: $nil).
2. Excludes significant item loss of $11 million (2012: $441 million).
3. Excludes tax expense on inventory gain of $74 million (2012: $40 million tax benefit) and excludes tax expense on significant items of $2 million
(2012: $132 million tax benefit).
DISCUSSION AND ANALYSIS – INCOME STATEMENT
1. TOTAL REVENUE Total revenue increased primarily due to:

 5% • higher fuel sales volumes than in the prior year (2013: 21.2 billion litres vs. 2012: 20.8 billion
litres), and
• the decline in the Australian dollar in 2013 which results in higher Australian dollar sales revenue.
2. TOTAL EXPENSES Total expenses increased as a result of:

– REPLACEMENT • higher replacement cost of goods sold resulting from higher volume and higher prices paid,
COST BASIS • higher foreign exchange loss due to fall in the Australian dollar, and
 6% • higher operating expenses.
22
RCOP EBIT BREAKDOWN1


CALTEX REFINER MARGIN CRM represents the difference between the cost of importing a standard Caltex basket of products
(CRM) to eastern Australia and the cost of importing the crude oil required to make that product basket.
The CRM calculation basically represents: average Singapore refiner margin + product quality
$640m
premium + crude discount/(premium) + product freight – crude freight - yield loss.
US dollar CRM was lower in 2013 at US$9.34/bbl, compared with US$11.83/bbl for 2012. In AUD
terms, the CRM was 6.33 Australian cents per litre in 2013, compared with 7.22 Australian cents
per litre in 2012.
Total refinery production in 2013 of all products was 11.4 billion litres compared with
11.6 billion litres in 2012.
TRANSPORT FUELS Transport fuels comprise petrol, diesel and jet. The transport fuels marketing margin is based
MARKETING MARGIN on the average net margin over Import Parity Price in Australia.
$714m Transport fuel sales have increased, driven by an increase in premium fuel sales, diesel sales and
jet sales. Premium fuel sales were 3.4 billion litres in 2013, compared with 3.0 billion litres in
2012. Caltex’s overall transport fuel sales volumes grew 2% compared to the prior year. Retail
diesel margins have continued to grow strongly, driven by the premium diesel product, Vortex
Diesel, and as a result of growth in the diesel vehicle market.
Jet fuel volumes increased approximately 4%, underpinned by a strong and growing customer
base. Diesel fuel volumes increased approximately 6%, driven by premium fuels growth. Overall
petrol volumes decreased approximately 3%, in line with the market. However, premium petrol
sales volumes continue to grow, with Vortex Premium Unleaded sales volumes increasing 3%.
LUBRICANTS AND Lubricants and specialties products include finished lubricants, base oils, liquefied petroleum gas,
SPECIALTIES MARGIN petrochemicals, bitumen, wax and marine fuels.
$136m The finished lubricants and specialties business continued to grow in 2013, with margins earned
increasing 7% compared to 2012.
NON-FUEL INCOME Non-fuel income includes convenience store income, franchise income, royalties, property,
$175m plant and equipment rentals, StarCard income and share of profits from distributor businesses.
Non-fuel income has been impacted by an increase in rental expenses as acquisitions and
expansion have added more leased sites into the network, so that year on year net non-fuel
income has fallen by 5%.
OPERATING EXPENSES Operating expenses in this caption include Refining and Supply, Marketing and Corporate
($1,053m) operating expenditure.
The major drivers of the operating expenses increase of $51 million are:
• Higher depreciation expense,
• Higher salary and wages,
• Higher operating expense due to higher underlying support costs as the network and
infrastructure continues to expand, and
• Higher product shipping costs.
OTHER Other includes a number of miscellaneous items that typically include: foreign exchange impacts,
($61m) gain/loss on disposal of assets and subsidiary earnings. The most significant impact was the net
foreign exchange loss of approximately $78 million (after hedging). This was offset by the sale
of carbon permits and pipelines and charter revenue.
RCOP EBIT EXCLUDING

SIGNIFICANT ITEMS
$551m
1. The breakdown of RCOP shown here represents a management reporting view of the breakdown and, therefore, individual components may not reconcile
to statutory accounts.

DISCUSSION AND ANALYSIS – INCOME STATEMENT (continued)
3. NET FINANCE COSTS Net finance costs decreased by $8 million compared with 2012. Decreased net financing
 8% costs reflect:
• higher finance income as a result of higher cash deposits held in the period; excess cash
has resulted from the higher fixed borrowing position post the Subordinated Notes Issue
compared to periodic working capital requirements,
• lower unwinding of discount due to changes in predicted spending pattern and an increase
in the government bond rate, and
• higher capitalised finance costs relating to the Kurnell terminal conversion capital project.
This is partly offset by higher interest expenses despite a lower average net debt due to the
higher cost of funding arising from the Subordinated Notes Issue.
4. SIGNIFICANT ITEMS During 2013, the Group incurred significant item gains of $26 million after tax due to profit
AFTER TAX of $34 million on the sale of the bitumen business, net of costs relating to acquisitions and
 $335m disposals. This was offset by an $8 million expense due to adjustments to provisions relating
to the closure of Kurnell refinery.
During 2012, the Group incurred significant items of $309 million after tax due to $301 million
for employee benefits and remediation provisions arising from the announcement on 26 July 2012
of the planned 2014 closure of Kurnell refinery in New South Wales, and the proposed
conversion to an import terminal, and $8 million due to cancelled capital projects directly related
to the decision to cease refinery operations at Kurnell.
5. INVENTORY GAINS Inventory gains in 2013 were driven by the significant decline in the Australian dollar exchange
AFTER TAX rate throughout the year. Crude inventory holdings are denominated in US dollars and as the
 $264m AUD exchange rate weakens compared to the US dollar, the result is that Caltex’s inventory
values increase from an Australian dollar perspective. While crude prices were relatively stable
in 2013, the Australian dollar decreased in December 2013 to an average of 89.8 US cents down
from 104.6 US cents at December 2012.
By comparison, the 2012 inventory loss resulted from a rise in the Australian dollar through 2012.
BUSINESS UNIT PERFORMANCE

RCOP EBIT*
$m
1000
800 764 756

697 736
600 578 551
490 501
453 442
400
200
56 88
4
0
(19) (42)
(81) (47) (68)
(200) (171)
(208)
(400)
Marketing & Distribution Refining & Supply Corporate Total
2009 2010 2011 2012 2013
* RCOP EBIT excluding significant items.

24

Marketing & Distribution
Marketing earnings before interest and tax (EBIT) of $764 million were 4% higher than in 2012 (which was also a record year). This
includes the adverse $10 million impact of the Sydney premium gasoline supply interruption and the sudden and significant fall
in the Australian dollar during May and June.
Marketing continues to focus on its core strategy of driving sales of premium fuels (including Vortex diesel) and commercial diesel,
with record volumes achieved. Continued growth in premium fuels sales largely offset the impact of declining unleaded petrol sales.
The increased penetration of our premium products has been underpinned by on-going growth initiatives, including new Caltex
service stations and diesel stops, and service station refurbishments. Marketing’s commercial business remained resilient in a highly
competitive and challenging market with mining showing minor overall growth and the industrial, transport and SME sectors
performing consistently with prior year.
Refining & Supply

Refining & Supply incurred an EBIT loss of $171 million for the full year (2012: $88 million profit). The 2013 result has been
materially impacted by externalities. The fall in the Australian dollar during the year resulted in a net loss on US dollar payables
of approximately $78 million. This realised loss has been mitigated by the company’s policy of hedging 50% of the outstanding
US dollar payables. Additionally, Australian dollar crude price fluctuations resulted in an unfavourable timing lag of $33 million.
The realised CRM averaged US$9.34/bbl (including a second half average of US$7.15/bbl). This compares unfavourably to the first
half (1H 2013 average: US$11.76/bbl) and the prior year (2012: US$11.83/bbl). The Refining & Supply loss also includes a higher
depreciation charge (reflecting the now finite life of the Kurnell refinery) and costs related to the closure of Kurnell refinery.
Operationally, improved refinery reliability during the second half resulted in near record production of petrol, diesel and jet fuel for
the full year, in line with prior year. The Kurnell conversion to a terminal is progressing to plan, and the refinery remains on track to
cease final operations in the fourth quarter of 2014.
Safety
2013 was Caltex’s safest year to date. This is a testament to Caltex’s systems and processes, but most importantly its people.
The value of CARE, which is one of Caltex’s six core values, was evident throughout the year, with safety and integrity held as core
personal commitments.
Overall, the total treated injury frequency rate (TTIFR) reduced from 2.83 per million hours worked in 2012 to a record
1.36 per million hours worked in 2013. This is a reduction of over 50%, which is a significant achievement. The lost time injury
frequency rate (LTIFR) was broadly in line with 2012 at 0.63 per million hours worked. Based on the Safety Spotlight: ASX 100
Companies & More FY05 to Sept FY13 report compiled by investment bank Citi, these results show Caltex in the top tier of
ASX 100 companies.

BALANCE SHEET
AS AT 31 DECEMBER 2013 2013 $M 2012 $M CHANGE
1. Working capital 1,051 1,108 (57)
2. Property, plant and equipment (PP&E) 2,126 1,770 356
3. Intangibles 144 108 36
4. Net debt (742) (740) (2)
5. Other non-current assets and liabilities 18 (86) 104
Total equity 2,597 2,160 437
DISCUSSION AND ANALYSIS – BALANCE SHEET
1. WORKING CAPITAL The decrease in working capital is primarily due to:

 $57m • higher payables due to higher lifted import volumes late in 2013,
• lower receivables due to a reduction in debtors’ days outstanding,
• higher current tax payable amounts resulting from the higher historic cost operating profit, and
• increase in current provisions arising from the Kurnell redundancy provision becoming
payable within 12 months as of the end of 2013.
This has been partly offset by price variances on inventories and receivables due to a combination
of higher Brent prices and lower exchange rates.
2. PROPERTY, PLANT The increase in property, plant and equipment is due to capital expenditure and accruals,
AND EQUIPMENT including major cyclical maintenance, of $528 million. This is partly offset by depreciation
 $356m of $154 million and disposals of $18 million.
3. INTANGIBLES The increase in intangibles is largely due to the acquisition of Queensland Fuel Group resulting
 $36m in goodwill of $29 million and intangible assets of $9 million relating to customer relationships
and trade restraint (totalling $38 million).
4. NET DEBT Net debt increased by $2 million to $742 million at 31 December 2013. Caltex’s gearing
 $2m at 31 December 2013 (net debt to net debt plus equity) was 22.2%, decreasing from 25.5%
at 31 December 2012. On a lease-adjusted basis, gearing at 31 December 2013 was 31.0%
compared with 35.6% at 31 December 2012.
Current sources of funding Debt Maturity Profile
A$m Source 550
US$ notes 254 US institutional 150
Australian and Asian

A$ notes 150
institutional 350 183
71
Australian and
Bank loans 1,000
global banks 250
200 150
Inventory
finance
150 Australian bank 150
Australian and Asian retail 50

Hybrid 550
and institutional investors
2014 2015 2016 2017 2018 Beyond
2018
$2,104m Bank Loans USD Notes
Inventory Finance AUD Notes Notes
5. OTHER NON-CURRENT Other non-current assets and liabilities have increased due to the re-classification of the liability
ASSETS AND LIABILITIES for the next 12 month spend in relation to the Kurnell conversion provisions, resulting in these
 $104m provisions moving to current liabilities.
26

CASH FLOWS
FOR THE YEAR ENDED 31 DECEMBER 2013 2013 $M 2012 $M CHANGE
1. Net operating cash inflows 608 399 209

2. Net investing cash outflows (507) (395) (112)
3. Net financing cash (outflows)/inflows (111) 204 (315)
Net (decrease)/increase in cash held (10) 208 (218)
DISCUSSION AND ANALYSIS – CASH FLOWS
1. NET OPERATING The increase in net cash inflows from operating activities is primarily due to higher fuel sales
CASH INFLOWS volumes in the period.
 $209m
2. NET INVESTING The increase in cash outflows is due to higher payments of property, plant and equipment
CASH OUTFLOWS and business combinations, offset by higher proceeds from sale of assets.
 $112m
3. NET FINANCING CASH The net financing outflow in 2013 arose from the dividend payment. Net proceeds/repayment
(OUTFLOWS)/INFLOWS of borrowing was nil, as there were no drawdowns or repayment of fixed borrowings in
 $315m the period.
The 2012 net financing inflow was due to the Subordinated Notes Issue offset by repayment
of bank loans and US Notes.
CAPITAL EXPENDITURE
Capital expenditure in 2013 totalled $568 million. Excluding major turnaround and inspection (T&I) spend of $36 million, total
capital expenditure was $532 million. Capital expenditure in 2014 is expected to range between $580 million and $670 million.
This includes $100 million to $120 million spent as part of the Kurnell transition, increased investment in Marketing & Distribution and
some major planned refinery T&I maintenance scheduled at Lytton around mid-year.
Caltex capital expenditure
$m
600
568
500
400 420
403
361
300 312
200
100
0
2009 2010 2011 2012 2013
Capital expenditure (incl. T&I)


BUSINESS OUTLOOK AND LIKELY Refining and Supply
DEVELOPMENTS Caltex’s focus at Kurnell is on successfully transitioning the
This section includes information on Caltex’s prospects for future refinery to become Australia’s largest and most modern
financial years. As Caltex’s financial prospects are dependent transport fuels import terminal underpinning its NSW supply
to a significant extent on external factors, such as the exchange chain. This work is progressing to plan, and the refinery remains
rate and refiner margins, it is difficult to provide an outlook on track to cease final operations in the fourth quarter of 2014.
on Caltex’s financial prospects. Therefore, this section includes Lytton refinery will remain as Caltex’s sole refinery from the
a general discussion of the key business drivers. To the extent fourth quarter of 2014 and an important part of the company’s
that there are statements which contain forward-looking supply chain. Caltex will continue to pursue identified gross
elements, they are based on Caltex’s current expectations, margin and cost efficiency initiatives at Lytton, including
estimates and projections. Such statements are not statements reducing operating costs, while improving yield, energy
of fact, and there can be no certainty of outcome in relation efficiency and reliability.
to the matters to which the statements relate. Accordingly,
Caltex does not make any representation, assurance or The closure of Kurnell refinery will see the amount of crude oil
guarantee as to the accuracy or likelihood of fulfilment of any imported for Caltex refining reduce, while imports of refined
forward-looking statement. fuel products will increase. To strengthen the fuel product
supply chain following the closure of Kurnell refinery, Caltex
Overview established an office in Singapore in 2013. The primary role of
Caltex’s focus for the short term is to grow its marketing Ampol Singapore, a wholly owned subsidiary of Caltex Australia,
business and ensure the successful transition of Kurnell from is to source petroleum product imports and related shipping to
a refinery into Australia’s largest import terminal. This transition Australia. Ampol has entered into a long term arrangement with
will strengthen leading supply chain. Work will also continue Chevron to assist with the procurement and supply of transport
to ensure that further efficiency gains are captured at the fuels (petrol, diesel and jet) including associated shipping services.
Lytton refinery. While the competitive landscape within our industry is
Whilst Caltex anticipates that the market will continue to undergoing profound change, Caltex remains committed
become more competitive, the company believes that Caltex to adapting and improving its supply chain to ensure that
is well placed for the future. Caltex is committed to remaining Caltex remains the outright leader in providing transport fuels
the outright leader in transport fuels in Australia. to Australia.
Marketing BUSINESS RISKS AND MANAGEMENT

The competitive landscape within its industry is undergoing The key business risks that could have an impact on Caltex
profound change. As a result, the market is becoming more achieving its financial prospects and business strategy are
competitive than ever. discussed below. In addition to the risk management procedures
discussed below, Caltex has adopted a risk management
Caltex remains committed to its growth strategy of targeting framework to proactively and systematically identify, assess
high growth products, geographies and channels, including and address events that could potentially impact its business
leveraging its strong supply chain and expanding both the objectives. This framework integrates the consideration of risk
breadth and quality of its site network. into our activities so that:
• risks in relation to the effective delivery of our business
Distribution strategy are identified,
One of the key strengths of Caltex’s business remains its
• control measures are evaluated, and
distribution infrastructure, such as port terminals, inland
terminals, airport terminals and pipelines, which enable Caltex • where potential improvements in controls are identified,
to supply product to customers safely and reliably. It is this improvement plans are scheduled and implemented.
sustained investment in infrastructure that has enabled These risks are assessed on a regular basis by management,
Caltex to attain the outright leadership in transport fuels and material risks are regularly reported to the Board and its
across Australia. committees. These reports include the status and effectiveness
Caltex has a strong reputation for partnering with customers of control measures relating to each material risk. The Board,
and delivering safe and reliable supply to customers throughout the Audit Committee, the OHS & Environmental Risk Committee
Australia, where they need it, when they need it. and the Human Resources Committee each receive reports
on material risks relevant to their responsibilities. The Board and
Caltex remains committed to ongoing investment to broaden the OHS & Environmental Risk Committee also receive quarterly
and enhance its supply chain. This will ensure that Caltex risk updates throughout the year.
has the right infrastructure to meet the growing needs of its
customers in order to continue to provide them with long term Caltex Refiner Margin
secure, safe and reliable supply.
The Caltex Refiner Margin (CRM) is a key metric which drives
the profitability of Caltex’s refineries. The CRM represents the
difference between the cost of importing a standard Caltex
basket of products to eastern Australia and the cost of importing
the crude oil required to make that product basket. A low CRM
will adversely impact Caltex’s refining earnings and cash flows.
28

CRM is impacted by a range of factors: In June 2010, Caltex implemented a foreign exchange hedging
• a decline in global and regional economic activity, leading policy of 50% of Caltex’s US dollar denominated crude and
to a surplus in refining capacity, product payables exposure (after applying natural hedges).
The instruments used to manage foreign exchange risk expose
• increased regional refinery capacity ahead of demand growth,
Caltex to fair value foreign exchange rate risk and counterparty
• a decrease in product freight rates relative to crude freight rates, risks. Exposure limits are set on each counterparty to ensure that
• an increase in the premium paid for light/sweet (e.g. Brent) Caltex is not exposed to excess risks.
crudes used by Caltex compared with the heavy/sour crudes
used by major refineries in the region (the light/heavy Liquidity risk
spread), and Due to the nature of the underlying business, Caltex must
• the AUD strengthening versus the USD (as the CRM maintain sufficient cash and adequate committed credit facilities
components are USD based, strengthening of the AUD relative to meet the forecast requirements of the business. From time
to the USD reduces the AUD revenue earned by Caltex). to time, Caltex will be required to refinance its debt facilities.
There is no certainty as to the availability of debt facilities
Closure of the Kurnell refinery is expected to reduce Caltex’s or the terms on which such facilities may be provided to
exposure to movements in the CRM. Caltex in the future. Caltex seeks to prudently manage liquidity
risk by maintaining adequate banking facilities and reserve
The Kurnell closure borrowing facilities, with an extended facility maturity profile.
On 26 July 2012, Caltex announced the closure of the Kurnell
refinery and conversion to an import terminal. This is a complex Operational risk
and costly project, and is expected to be completed by the end The nature of many of Caltex’s operations is inherently risky.
of 2014. Whilst this project is currently on schedule and on Major hazards may cause injury or damage to people and/or
budget, there remain a number of major risks associated with property. Major incidents may cause a suspension of certain
the project, including the possibility of delays and cost overruns, operations and/or financial loss.
unplanned shutdowns, regulatory approvals and changes in the
quantum and timing of closure and conversion cash flows. Caltex’s operations are heavily reliant on information
technology. While these systems are subject to regular review
The combination of these operational and financial risks could and maintenance, and business continuity plans are in place,
have a negative impact on Caltex’s financial metrics and if these systems are disrupted due to external threat or system
credit profile. error, this may have an adverse effect on Caltex’s operations
Caltex’s reliance on imported transport fuels will also increase and profitability.
following the Kurnell refinery closure.
Competitive risk
Commodity price risk Caltex operates in a highly competitive market space, and
Caltex is exposed to the risk of both crude and finished product could be adversely impacted by new entrants to the market
price movements, as this impacts Caltex’s refining earnings and or increased competition from existing competitors, changes
cash flows. Caltex seeks, through policy, to neutralise adverse in contractual terms and conditions with existing customers,
basis and timing risk brought about by purchase and sales and/or the loss of a major customer.
transactions that are materially outside the normal operating
conditions of Caltex. Caltex does not attempt to hedge refiner Environmental risks
margins as a matter of policy. Caltex utilises both crude and Caltex imports, refines, stores, transports and sells petroleum
finished product swap contracts from time to time, on specific products. Therefore, it is exposed to the risk of environmental
cargoes, to manage the risk of price movements (basis spills and incidents. It is also responsible for contaminated sites
and timing). which it operates or has previously operated.
Foreign exchange Demand for Caltex’s products

Caltex is exposed to the effect of changes in exchange rates Caltex’s operating and financial performance is influenced by
on crude and product payables, refiner margin, capital a variety of general economic and business conditions, including
expenditure and foreign borrowings. As Caltex purchases economic growth and development, the level of inflation and
crude and products in US dollars, a decrease in the AUD:USD government fiscal, monetary and regulatory policies. In a global
exchange rate between the time Caltex assumes liability for economic downturn, demand for Caltex’s products and
the crude and the time it subsequently pays for that crude will services may be reduced, which may negatively impact Caltex’s
negatively impact Caltex’s payables, earnings and cash flows. financial performance.
Additionally, the CRM is determined principally with reference
to the US dollar Singapore spot product price relative to the
Labour shortages and industrial disputes
US dollar Brent crude price. An increase in the AUD:USD There is a risk Caltex may not be able to acquire or retain the
exchange rate will adversely impact Caltex’s Australian dollar necessary labour for operations and development projects.
refiner margin and therefore refining earnings. This may disrupt operations or lead to financial loss.
The risk of industrial dispute is heightened following the
announced conversion of Kurnell refinery to an import terminal.

Credit risk Caltex sets key performance indicators to measure
Credit risk represents the loss that would be recognised if environmental, health and safety performance and drive
counterparties failed to perform as contracted. Primary credit improvements against targets. In addition to review by
exposure relates to trade receivables. the Board, progress against these performance measures
is monitored regularly by the Managing Director & CEO and
Regulatory risk General Managers.
Caltex operates in an extensively regulated industry and Risks are examined and communicated through the Caltex Risk
operates its facilities under various permits, licences, approvals Management Framework, an enterprise-wide risk management
and authorities from regulatory bodies. If those permits, licences, system which provides a consistent approach to identifying
approvals and authorities are revoked or if Caltex breaches its and assessing all risks, including environmental risks. Under
permitted operating conditions, it may lose its right to operate the framework, risks and controls are assessed, improvements
those facilities, whether temporarily or permanently. This would identified, and regular reports are made to management and
adversely impact Caltex’s operations and profitability. the Board.
Changes in laws and government policy in Australia or The Caltex Operational Excellence Management System
elsewhere, including regulations, licence conditions and fuel is designed to ensure that operations are carried out in
quality standards, could materially impact Caltex’s operations, an environmentally sound, safe, secure, reliable and efficient
assets, contracts, profitability and prospects. manner. Its operating standards and procedures support
the Caltex Environment Policy, and the Caltex Health and
EVENTS SUBSEQUENT TO THE END OF THE YEAR Safety Policy.
On 24 February 2014, the Group announced its intention In 2013, Caltex made its fifth submission under the National
to acquire the assets of the Scott’s Fuel Divisions for a total Greenhouse and Energy Reporting Scheme, reporting energy
outlay of approximately $95 million. Caltex is targeting consumption and production as well as greenhouse gas
a completion date of mid-2014. emissions from Group operations.
Subsequent to year end, Mr Gary Smith (General Manager Caltex also published its first public report under the second
– Refining and Supply) resigned from Caltex on 6 February 2014. round of the Federal Energy Efficiency Opportunities program,
There were no other items, transactions or events of a material communicating energy savings achieved and also continued
or unusual nature, that, in the opinion of the Board, are likely to disclose information on emissions under the National
to significantly affect the operations of Caltex, the results of those Pollutant Inventory. Caltex is a signatory to the Australian
operations or the state of affairs of the Group subsequent to Packaging Covenant and is implementing a five year action
31 December 2013. plan in accordance with its requirements.
CLEAN ENERGY FUTURE (CEF) LEGISLATION Compliance with environmental regulations

The Clean Energy Future legislation’s Carbon Price Mechanism A total of 17 environmental protection licences were held
(CPM) commenced on 1 July 2012, placing a direct price on by companies in the Caltex Australia Group in 2013 in respect
carbon for facilities which emit at least 25,000 tonnes of carbon of two refinery sites, 10 terminals, two marketing facilities and
dioxide equivalent annually and via changes to the fuel tax one aviation refuelling facility.
credit and excise schemes for specific fuel use. Any instances of non-compliance against these licences were
Caltex has completed its first year of compliance reporting under reported to the environmental regulator. All significant spills and
the Clean Energy Future legislation’s CPM, accounting for the environmental incidents were recorded and reported as required
direct greenhouse gas emissions from our refineries in Kurnell to government authorities.
and Lytton, as liable facilities under the scheme. As an emissions- In 2013, Caltex received one penalty infringement notice of
intensive trade-exposed industry, petroleum refining receives the $1,500 from the NSW Environment Protection Agency relating
highest rate of assistance under the Federal Government’s Jobs to discharge of oily water from the Kurnell refinery during heavy
and Competitiveness Program, representing 94.5% of industry rainfall on 3 April 2013.
average emissions for the first year and reducing thereafter.
Caltex received 2,180,766 freely granted carbon permits for Regular internal audits are carried out to assess the efficacy
the 2012/2013 financial year. of management systems to prevent environmental incidents,
as well as control other operational risks. Improvement
Caltex continues to manage carbon compliance and reporting actions determined through the audit process are reviewed
obligations across our business and is also engaged with the by the Board’s OHS & Environmental Risk Committee and
Federal Government on the CPM repeal and Direct Action senior management. Caltex is committed to achieving 100%
policy. Caltex supports greenhouse gas reduction policies compliance with environmental regulations and to ensuring that
which maintain the international competitiveness of Australian all breaches have been investigated thoroughly, and corrective
industries such as oil refining. actions are taken to prevent recurrence.
ENVIRONMENTAL REGULATIONS LEAD AUDITOR’S INDEPENDENCE DECLARATION

Caltex is committed to compliance with Australian laws, The Lead Auditor’s Independence Declaration is set out on
regulations and standards, as well as to minimising the impact page 60 and forms part of the Directors’ Report for the financial
of our operations on the environment. The Board’s OHS & year ended 31 December 2013.
Environmental Risk Committee addresses the appropriateness
of Caltex’s OHS and environmental practices to manage material
health, safety and environmental risks, so that these risks are
managed in the best interests of Caltex and its stakeholders.
30

REMUNERATION REPORT
The directors of Caltex Australia Limited present the Remuneration Report prepared in accordance with section 300A of the
Corporations Act for the Caltex Australia Group for the year ended 31 December 2013.
The information provided in this Remuneration Report has been audited as required by section 308(3C) of the Corporations Act,
apart from where it is indicated that the information is unaudited. This Remuneration Report forms part of the Directors’ Report.
Key terms are defined in the Glossary of Terms section at the end of the Annual Report, and throughout the Remuneration Report
the Human Resources Committee is referred to as the Committee.
1. Remuneration summary
Key remuneration outcomes in 2013 (unaudited)

Remuneration outcomes for 2013 were characterised by:
• Restraint in fixed pay levels for both executives and the Board,
• No payment of short term incentives (STI), and
• Significant rewards to executives from the 2010 long term incentive scheme.
At the commencement of 2013, the Board elected to keep their base pay and that of the executive team at 2012 levels. The only
exception to this was an alignment adjustment for one Senior Executive. The leadership of the company recognised the significant
disruption that the planned transformation of the Kurnell refinery to an import terminal would mean for many of the company’s
employees and thought maintaining base pay at 2012 levels to be an appropriate decision.
The short term incentive scheme is designed so it has a profitability target that acts as a payment gate. Although the management
team has successfully achieved its non-financial targets it did not achieve the required profitability targets. It is the profitability target
that links the short term results with shareholders’ interests. As it was not achieved, there were no payments made from the short term
incentive scheme for 2013.
On the other hand, the quantum of the 2010 long term incentive scheme grants that vested in 2013 reflects the share price
performance in that period. Pleasingly, in the three year period to 31 December 2012, total shareholder returns were delivered at 98%
and the management team was commensurately rewarded.
1a. Executive Director and Senior Executives1
Julian Segal Managing Director & CEO
Simon Hepworth Chief Financial Officer
Peter Lim Company Secretary and General Counsel
Mike McMenamin General Manager – Strategy, Planning and Development
Bruce Rosengarten General Manager – Marketing. Appointed effective from 1 November 2013
Gary Smith General Manager – Refining and Supply. Resigned 6 February 2014
Simon Willshire General Manager – Human Resources
Former
Andy Walz General Manager – Marketing. Secondment with Caltex concluded 31 May 2013
1. Throughout this Remuneration Report, Senior Executives of Caltex refers to executives who fall within the definition of key management personnel of
Caltex (being those persons with authority and responsibility for planning, directing and controlling the activities of Caltex) including the Managing Director
& CEO. This group is also referred to as the Caltex Leadership Team (CLT) in this report.

ELEMENT OF REMUNERATION SUMMARY SECTIONS
Fixed remuneration Fixed remuneration is set at the market median by reference to benchmark 3b
information for comparable roles.
For the 2013 fixed remuneration review for Senior Executives (effective
1 April 2013) Caltex did not increase the fixed remuneration of any Senior
Executive, aside from the Company Secretary and General Counsel, where a 10%
increase in salary was awarded to closer align his salary to the market median.
Short Term Incentive (STI) Participation in the Rewarding Results Plan gives employees the opportunity 3d
to earn a short term incentive if they achieve Caltex, departmental and individual
performance targets which are linked to the achievement of the annual
business plan.
No short term incentives are paid if less than 80% of business plan RCOP NPAT
is delivered.
Individual performance scorecards focus primarily on the delivery of Caltex
financial objectives and critical business initiatives to emphasise the shared
accountability for Caltex performance.
The aim of the Rewarding Results Plan is to incentivise significant over plan
performance. The maximum amounts payable for Senior Executives when stretch
performance targets have been achieved range between 92% and 100% of base
salary depending on role. The amounts payable “at target” range from 46%
to 50% of base salary depending on role.
As RCOP NPAT performance in 2013 was below threshold at 76% of target
(i.e. below 80% of business plan target), average 2013 STI outcomes for Senior
Executives, including the Managing Director & CEO, were 0% of base salary
(71% in 2012). This outcome demonstrates the strong alignment between
executive rewards and shareholders’ interests, and how no STI is payable unless
underlying profitability is delivered above a threshold level of performance.
This is compared to 2012 when RCOP NPAT performance was above the target
level (137%). A mandatory deferral of short term incentives currently applies
to the Managing Director & CEO and members of the Caltex Leadership Team.
Under the 2013 deferral policy, one third of the short term incentive (as long as the
incentive is greater than $105,000) will be delivered in Caltex shares, which have
a six month service related forfeiture risk and are restricted from sale for two years.
As no STI was awarded in 2013, no STI deferral will apply for this performance year.
Long Term Incentive (LTI) The Caltex Equity Incentive Plan (CEIP) gives participants the opportunity to receive 3e
Caltex shares in the future if challenging performance targets are achieved.
For awards made in 2011 and 2012, the measure of performance is Total
Shareholder Return (TSR) over a three year period relative to two comparator
groups (being the members of the ASX 100 Accumulation Index and, separately,
six international refining and marketing companies). For the 2013 awards, in
light of the decision to restructure Caltex’s supply chain and convert the Kurnell
refinery into an import terminal, the ASX 100 Accumulation Index relative TSR
hurdle was retained with a 60% weighting and balanced with a Free Cash Flow
(FCF) and strategic measure each with a 20% weighting.
For the relative TSR hurdles, the level of performance required for 100%
vesting is the 90th percentile (compared to typical market practice being
the 75th percentile) and the level of performance for 50% vesting is the
62.5th percentile (compared to typical market practice being the 50th percentile).
At the 50th percentile level of performance only 33.33% of rights would vest.
The vesting schedules for the FCF and strategic hurdles have been designed with
similar levels of performance expectation.
The performance period for grants made under the CEIP in 2011 ended on
31 December 2013 for each of the two comparator groups. Caltex performance
for the 2011 to 2013 performance period was at the 63.4th percentile against
the ASX 100 Accumulation Index group and at the 50th percentile of the selected
group of international refining and marketing companies. As a result, 42.3%
of the 2011 grant will vest in April 2014 and the remaining 57.7% will lapse.
32
REMUNERATION REPORT (continued)
Share retention New share retention arrangements have been implemented to require 3e
executives to build up and maintain more sizeable shareholdings in Caltex for
longer. For any CEIP award made from 2013, potentially vesting after 2015,
all CEIP participants are required to hold 25% of the shares awarded when the
Performance Rights vest for an additional four years (effectively extending the
“life” of the LTI from three to seven years for these awards).
Clawback In 2013, the Clawback Policy was broadened considerably. The new Policy allows 3g
the clawback of unvested and vested payments under both the STI and LTI
programs and has extended the clawback period (where a material misstatement
or omission in the financial statements might lead to a clawback) to three years
(from two).
No clawback event occurred during the 2013 financial year.
Post-employment In addition to any statutory entitlement, executives may be entitled to 3i

post-employment benefits depending on the circumstances in which their
employment is terminated. An example of such benefits is the continuation
of pre-existing long term incentive grants until the expiry of the original three
year performance period in circumstances other than resignation or dismissal.
1b. Non-executive directors

Current directors
• Ms Elizabeth Bryan (Chairman)
• Mr Trevor Bourne
• Mr Richard Brown*
• Ms Barbara Burger*
• Mr Greig Gailey
• Mr Ryan Krogmeier*
• Mr Bruce Morgan (appointed 29 June 2013)
* Mr Brown, Ms Burger and Mr Krogmeier each serve as alternate directors for each other, with effect from 26 July 2013.
Former director
• Mr John Thorn (resigned 9 May 2013)
Former alternate director
• Ms Colleen Jones-Cervantes (resigned 25 July 2013)*
* Ms Jones-Cervantes was previously the alternate director for Mr Ryan Krogmeier (from 30 March 2012) and Mr Brown and Ms Burger (from 28 June 2012).

Fees Remuneration for non-executive directors is fixed, and does not have any 4a
variable components.
The non-executive directors do not participate in any Caltex incentive
or bonus schemes.
Fees for non-executive directors are reviewed by the Human Resources 4b
Committee, which engages an independent expert to provide advice and
recommendations. Fees are then set by the Board.
The base fees for the Chairman of the Board and for other non-executive Board
members have been unchanged since 2012 and will continue to apply for 2014.
From 1 January 2014, the fees for serving on each of the Board’s standing
committees (including Committee Chairman fees) have been set at common
levels. These changes align all Committee fees to those paid for the Audit
Committee, recognising the equivalent complexity and workload requirements
of the Human Resources Committee and the Audit Committee and the critical
importance and role of the OHS & Environmental Risk Committee given the
industry in which Caltex operates. The changes to Committee fees equate
to a year on year fee increase of 2.3% overall.
Superannuation and Superannuation contributions are made at a rate of 9.25% (from 1 July 2013). 4b
retirement benefits Superannuation is not paid for overseas directors. No additional retirement
benefits are paid.
Total remuneration pool Fees paid to non-executive directors are subject to a maximum annual Board 4b
remuneration pool of $2,000,000 (including superannuation). This pool was
approved by shareholders at the 2010 Annual General Meeting. No change
to the pool will be sought at Caltex’s 2014 Annual General Meeting.
2. Oversight and external advice

2a. Board and Human Resources Committee
The Board takes an active role in the governance and oversight of Caltex’s remuneration policies and practices. Approval of certain
key human resources and remuneration matters is reserved to the Board, including setting remuneration for directors and Senior
Executives and any discretion applied in relation to the targets or funding pool for Caltex’s incentive schemes.
The Human Resources Committee assists the Board by providing advice and recommendations in relation to Caltex’s remuneration
framework. The Committee seeks to put in place appropriate remuneration arrangements and practices that are clear and
understandable, in the best interests of Caltex and support superior performance and long term growth in shareholder value.
The Committee has also been delegated specific functions by the Board, including approving Caltex’s annual remuneration program
and aspects of its incentive schemes.
Further details on the Board and Committee’s role and responsibilities are set out in their charters, which are available from our
website (www.caltex.com.au).
2b. External advice

The Committee is independent of management and is authorised by the Board to obtain external professional advice as necessary.
The use of external specialists to provide advice and recommendations in relation to the remuneration of non-executive directors,
the Managing Director & CEO and Senior Executives is either initiated directly or approved by the Committee, and these specialists
are directly engaged by the Committee Chairman.
During 2013, Caltex received “remuneration recommendations” (as defined in the Corporations Act) from the Godfrey Remuneration
Group (GRG) in relation to the remuneration of the Managing Director & CEO, non-executive directors and Senior Executives.
GRG has provided a formal declaration confirming that the recommendations provided were free from “undue influence” by the
members of the Key Management Personnel (KMP) to whom the recommendations were related, and the Board is satisfied that the
recommendations were made free from any undue influence. No members of KMP were involved in the selection and appointment
of GRG or in the development of any advice or recommendations in relation to their own roles.
The fees paid to GRG for the above remuneration advice and recommendations were $38,500 (excluding GST). GRG did not provide
any other services (as defined in the Corporations Act) to Caltex in 2013.
34

The Committee and/or the Board also received advice or information from the following independent organisations:
ORGANISATION PURPOSE ROLE
Ernst & Young Valuation of performance rights and the equity holdings issued Information
by the former employer of a senior executive to whom the
organisation wished to make an employment offer.
Taxation information relating to long term incentives and deferral
of short term incentive into Caltex shares.
Egan Associates Assessment of Caltex’s relative TSR performance relating to vesting Information
of performance rights.
Herbert Smith Freehills Legal advice in relation to the rules and operation of the Caltex Information and advice
Equity Incentive Plan, Remuneration Clawback policies and
Executive Service Agreements.
Pegala Consulting Report to Human Resources Committee on pay mix and total Information and advice
reward positioning of employees, excluding Senior Executives.
3. Executive Director and executive remuneration

3a. Remuneration philosophy and structure
The overarching goal of the Caltex remuneration philosophy and structure is the delivery of superior shareholder returns. The guiding
philosophy for how Caltex rewards Senior Executives and all other employees is:
• Alignment with shareholders’ interests – the payment of variable incentives is dependent upon achieving financial and
non‑financial performance hurdles that are aligned with shareholders’ interests. Share retention arrangements require all executives
to build up and maintain shareholdings to encourage alignment with Caltex shareholders.
• Performance focused and differentiated – Caltex’s reward and performance planning and review systems are closely integrated
to maintain a strong emphasis and accountability for performance at the company, department and individual levels. Rewards
are differentiated to incentivise and reward superior performance and appropriate employee behaviours.
• Market competitive – all elements of remuneration are set at competitive levels for comparable roles in Australia and allow
Caltex to attract and retain quality candidates in the talent market.
Caltex uses a Total Reward Value approach consisting of three main elements:
1. Fixed remuneration – comprising base salary and allowances,
2. Variable, at risk remuneration – comprising a mix of cash and equity based incentives payable upon the achievement
of financial and non-financial performance hurdles, and
3. Superannuation – generally payable at a rate of 9.25% of base salary plus any cash incentive payments and is included
in the calculation of Total Reward Value for comparison purposes.
Where an employee’s quarterly earnings result in superannuation contributions above the superannuation contributions limit,
the employee may elect to receive the excess amount as cash in lieu of superannuation.
Caltex undertakes regular monitoring and comparison of the market competitiveness of each executive’s remuneration using
the Total Reward Value approach.
Alignment with strategy
Cash incentives reward the delivery of stretching but potentially attainable annual financial and non-financial performance measures
and long term equity based incentives reward the delivery of superior total shareholder returns relative to Caltex’s peers over the
longer term (three years). The performance measures set are in many cases relative and not absolute and are designed to provide
rewards when Caltex exceeds the performance of peers and competitors or delivers upon strategically important outcomes.
In 2013, the Board rebalanced aspects of the Caltex remuneration framework in the light of the significant decision to restructure
Caltex’s supply chain. Recognising the company transforming nature of the supply chain strategy, the measures in the 2013 LTI
awards were broadened to include a strategic measure relating to the supply chain realignment and an absolute financial measure
focusing on the delivery of free cash flow during the period of the Kurnell conversion project. This blend of measures provides a more
complete picture of long term company performance during the critical transformation period.
At Caltex, incentives are not designed as “profit sharing arrangements” and as such performance measures may factor in externalities
which management cannot control (such as global refining margins). There will be occasions when incentives are paid when
externalities such as the refiner margins and exchange rate fluctuations and their implications may have reduced overall shareholder
returns. Equally, incentives may not be paid when externalities are favourable to shareholders but the company’s relative performance
is poor.

3b. Pay mix and pay market competitiveness
Fixed remuneration is reviewed annually and set relative to the skills and accountabilities of the executive and is aligned to the
market median of Australian industry benchmarks. Total Reward Value is set at the market median of the benchmarks for “at target”
performance with the opportunity to earn Total Reward Value above the market median for above target stretch performance.
Performance based, at risk, remuneration targets are set annually as a proportion of base salary. Short term incentives (currently
delivered through both cash payments and restricted shares) are managed via the Rewarding Results Plan and long term equity based
incentives via the Caltex Equity Incentive Plan (CEIP). The “at target” pay mix for the Managing Director & CEO and Senior Executive
group is detailed in the diagram titled 2013 remuneration mix “at target”. The pay mix targets are aimed at rewarding the delivery
of superior shareholder returns. By way of comparison, Caltex has a larger than average LTI component than current market practice.
Recent research undertaken by Caltex has also confirmed that Caltex has tougher relative total shareholder return (TSR) vesting
conditions than most ASX 100 companies and that Caltex long term incentive vests more gradually as relative performance improves.
2013 Remuneration mix “at target”
Base Salary
CEO 40% 13% 7% 40%
At Risk − STI Cash
At Risk − STI Shares

Other Senior
49% 15% 7% 29%
Executives At Risk − LTI
Performance Rights
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Notes:
1. STI cash and STI shares comprise the incentive provided through the Rewarding Results Plan. For “at target” performance, two thirds is payable as cash and
one third is deferred into shares.
2. “At target” performance in the remuneration mix for “Other Senior Executives” is representative of a STI target of 46% of base salary. Some of the “Other
Senior Executives” have a STI target of 50% of base salary.
3. LTI comprises performance rights granted under the CEIP.
4. The 2013 remuneration mix represents the value of LTI at 75th percentile TSR performance, the delivery of free cash flow at target, and on-schedule and
on-budget performance of the supply chain realignment projects. Grants of performance rights under CEIP are made at the maximum or stretch level being
150% of Base Salary for the Managing Director & CEO and at 90% of Base Salary for Senior Executives. The proportion of the grant received depends
on performance. For example, for the 2013 awards, executives will only receive 100% of the grant if the relative TSR performance measure is at or above
the 90th percentile for both comparator groups and the stretch free cash flow and Kurnell conversion targets are achieved.
The Total Reward Value and pay mix for the Managing Director & CEO is set out in his service agreement and his base salary
is reviewed annually by the Committee and approved by the Board, utilising remuneration information provided by Godfrey
Remuneration Group (GRG), an independent remuneration consultant, for Australian roles with similar skills, accountabilities and
performance expectations.
The Total Reward Value and pay mix for other Senior Executive members is reviewed regularly by the Committee and approved
by the Board, as appropriate, on the basis of recommendations from the Managing Director & CEO, utilising remuneration
information provided by independent consultants for Australian roles with similar skills, accountabilities and performance expectations.
In undertaking the 2014 review of the Managing Director & CEO and Senior Executive remuneration, the Board utilised a comparator
group comprising 24 ASX listed companies with 10 larger and 14 smaller than Caltex’s market capitalisation. This group has been
chosen by the Board, with advice from GRG, as it comprises a mixture of Energy, Industrials, Materials and Consumer Staples
companies of similar market capitalisation and complexity to Caltex’s business, and these companies are also key competitors for
executive talent.
3c. Setting and evaluating the performance of executives in 2013

Performance measures for 2013 were derived from the business plan in line with the company direction set by the Board. The Board
approved the 2013 business plan and has regularly monitored and reviewed progress against plan milestones and targets.
The approved Caltex business plan was then translated into departmental objectives. The company objectives were approved by the
Human Resources Committee prior to the commencement of the performance year.
Within each business unit, specific performance agreements were then developed for individual employees, thus completing the
link between employees and delivery of the business plan. Performance agreements must be agreed between the employee and his
or her manager. Senior Executives set their performance agreements jointly with the Managing Director & CEO.
Examples of the key Caltex success measures for 2013, as approved by the Committee, are set out below. These measures were
selected because they were identified as important financial and operational drivers which would determine the success of Caltex
in 2013.
36

2013 Caltex success measures
Individual scorecards are set for each member of the executive team and the objectives will typically include the following types
of measures:
Financial
• RCOP NPAT – see explanation below,
• Free Cash Flow (FCF) – the generation of sufficient cash flow to pursue growth opportunities and pay dividends,
• Earnings Before Interest and Tax (EBIT) – the internal measure of financial performance at a departmental level for each
of Marketing and Refining and Supply,
• Sales Volumes, and
• High Value Product Production – the production of high value transport fuels.
Non-financial
• Operational Excellence – continuous improvement of our health, safety and environmental performance. In 2013, this was
measured on a scorecard considering both Personal Safety performance (zero harm to our employees) and Process Safety
performance (the prevention and control of serious incidents). Minimising the frequency and the severity of personal safety
incidents are core to our Personal Safety performance. Process Safety is measured consistent to industry practice and is aligned
to API recommended practice,
• Delivery of Strategic Projects – examples of 2013 projects include:
–– implementing a transformation of the Caltex supply chain – including deliverables linked to the conversion of Kurnell refinery
to a fuel import terminal; putting new product supply agreements into operation; and delivering performance improvements
at the Lytton refinery, and
–– the delivery of a number of key initiatives to profitably grow the Marketing business, and
• Leadership – progress towards achievement of strategic objectives in the areas of leadership development, diversity and inclusion.
RCOP NPAT (explanation of the relevance of this measure to the Caltex business and treatment of significant items)
The Board has selected RCOP NPAT as the primary measure for the short term incentive for Caltex management because RCOP NPAT
removes the impact of inventory gains and losses, giving a truer reflection of underlying financial performance.
Gains and losses in the value of inventory due to fluctuations in the AUD price of crude (which is impacted by both the USD
price of crude and the foreign exchange rate) constitute a major external influence on Caltex’s profits. RCOP NPAT restates profit
to remove these impacts. The Caltex RCOP methodology is consistent with the methods used by other refining and marketing
companies for restatement of their financials.
As a general rule, an increase in crude prices on an Australian dollar basis will create an earnings gain for Caltex (but working capital
requirements will also increase). Conversely, a drop in crude prices on an Australian dollar basis will create an earnings loss. This is
a direct consequence of the first in first out (FIFO) costing process used by Caltex in adherence with accounting standards to produce
the financial result on a historical cost basis. With Caltex holding approximately 45 to 60 days of inventory, revenues reflect current
prices in Singapore whereas FIFO costing reflects costs some 45 to 60 days earlier. The timing difference creates these inventory gains
and losses.
To remove the impact of this factor on earnings and to better reflect the underlying performance of the business, the RCOP NPAT
methodology calculates the cost of goods sold on the basis of theoretical new purchases instead of actual costs from inventory.
The cost of these theoretical new purchases is calculated as the average monthly cost of cargoes received during the month of
those sales.
Each year the Board reviews any significant items, positive and negative, and considers their relevance to the RCOP NPAT result.
Generally, the Board will exclude any exceptional events from RCOP NPAT that management and the Board consider to be outside
the scope of usual business. These are excluded to give a truer reflection of underlying financial performance from one period
to the next.

3d. Performance-based “at risk” remuneration – 2013 Rewarding Results STI Plan
Performance period Annual payment based on assessed performance during the 12 month period ended 31 December 2013
but paid in April 2014.
2013 target and maximum Managing Director & CEO – between 50% of base salary “at target” and 100% at Maximum Stretch.
opportunity levels
Other Senior Executives – between 46% and 50% of base salary “at target” and 92% and 100%
at Maximum Stretch depending upon role.
Scheme rationale The Board believes that the Rewarding Results Plan is in the best interests of shareholders because it:
• establishes the primacy of financial performance and emphasises the overall integrated performance
of the company, and
• focuses the company on executing the most critical initiatives and delivering critical outcomes at all
stages of the economic and business cycle.
Performance measures MEASURE PERFORMANCE RANGE COMMENTARY

and assessment
Below Threshold
Threshold to Target
Target
Target to Stretch
Stretch
RCOP NPAT 
Free Cash Flow before growth 
capital expenditure and
dividends
EBIT Marketing  Growth compared to 2012 with performance
falling just below target
Cost Efficiency  Procurement savings exceeded target,
particularly from large projects
Personal Safety  Caltex reported TTIFR of 1.36 per million man
hours (0.27/200,000) and an LTIFR of 0.63 per
million man hours – including employees and
contractors. These figures confirm 2013 was
Caltex’s safest year to date
Process Safety  Caltex recorded 15 reportable (> 1bbl and
marine) spills in 2013 – just improving the target
of 16. Four of these spills were Tier 1 process
safety incidents including the major gasoline
spill that occurred at Banksmeadow Terminal in
July 2013
High Value Product  Production of high value transport fuels was
production (HVP) ahead of 2012
Sales (ML)  Total petrol and diesel volumes improved
compared to 2012 with petrol market share
remaining stable and diesel market share
increasing
Project delivery associated  91% of project milestones met compared
with the transformation of the to a target of 80%
Caltex supply chain
Project delivery associated  85% of project milestones met compared
with the delivery of profitable to a target of 80%
growth in the marketing
business
Leadership  In 2013, a fresh new approach to leadership was
developed. The successful launch of “Leading@
Caltex” in July was the first step in a cultural
transformation around leadership and growth
Diversity and Inclusion  Areas of progress include proportion of females
promoted, up from 41% to 47%, and senior
female promotions up from 28% to 46%,
continued progress in flexibility, and indigenous
hiring jumped from 14 in 2012 to 50 in 2013
38
How reward outcomes Caltex and department performance in terms of the above measures determines the funding of the
are funded incentive pool. RCOP NPAT performance, including the cost of incentives, must be 80% of the business
plan before any incentive opportunity is payable.
Objectives that are relevant to each executive are set with a Threshold, Target and Maximum Stretch
level of performance expected, with at least 50% of scorecard items weighted for RCOP NPAT and Free
Cash Flow. Funding of the reward outcomes are modelled and monitored regularly.
The following chart reflects the STI payment potential outcomes with the performance levels required
to be achieved, with zero STI payment if RCOP NPAT performance is below 80% of business plan and
a potential 200% of “at target” bonus if Maximum Stretch performance is achieved.
In 2013, RCOP NPAT did not meet the required threshold and no incentive is payable under the STI Plan
to Senior Executives, notwithstanding that many of the non-financial objectives were either at target
or exceeded target in 2013 (such as strong production results, excellent personal safety performance
relative to prior years, and the achievement of stretch performance targets on key strategic goals such
as the conversion of the Kurnell terminal). This outcome demonstrates the strong alignment between
executive rewards and shareholders’ interests, and how no STI is payable unless underlying profitability
is delivered above a threshold level of performance.
How reward outcomes are funded
200%
180% eg. RCOP
NPAT
160% Maximum
STI Payment as a % of Target STI
Stretch:
140% 160% of
business
plan target
120%
100% eg. RCOP NPAT Target:
100% of business plan target
80%
60% eg. RCOP NPAT Threshold:
80% of business plan target
40%
20%
0%
Threshold Target Maximum
Stretch
Performance Achieved
Use of discretion The Committee, in its advisory role, reviews proposed adjustments to Rewarding Results outcomes where
there are exceptional unforeseen and uncontrollable impacts on the agreed performance measures and
makes recommendations for any changes to performance measures, which may only be approved by
the Board. In previous years, KPMG has assisted the Committee with the review of financial results by
performing agreed upon procedures over the calculated metrics. This process was not required in 2013
as the RCOP NPAT financial results were below the threshold level of performance and no incentives
were paid.
Payment vehicle For the Managing Director & CEO and the Senior Executives, one third of the award is deferred into
equity if the cash value of the 2013 award exceeds $105,000. These shares are subject to a six month
service related forfeiture risk and a two year dealing restriction. As part of the remuneration framework
changes implemented in 2013, the deferral of STI will cease in 2015 and has been replaced by share
retention arrangements that are designed to require executives to build up and maintain more sizeable
shareholdings in Caltex for longer. There was no deferral of STI in 2013 as no incentives were paid.
Clawback Policy No clawback event occurred during the 2013 financial year.

3e. Performance-based “at risk” remuneration – Caltex Equity Incentive Plan (CEIP)
Performance period Performance periods under the CEIP are three years commencing on 1 January in the year the awards
are made. For the 2013 awards this is the three year period commenced January 2013 and ending
31 December 2015.
Performance measures For the 2011 awards, Relative TSR is assessed against two comparator groups: 50% of the performance
(2011 awards) rights are tied to relative performance against members of the ASX 100 Accumulation Index and 50%
against a selection of six international refining and marketing companies.
The extent to which the awards vest is determined by Caltex percentile ranking against the following scale:
Percentile ranking % of award vesting
1. Less than 50 th
0%
2. 50 th
33.33%
3. Between 51 and 75st th
Pro-rate between 2 and 4
4. Target 75 th
66.67%
5. Between 75th and 90th Pro-rate between 4 and 6
aximum 90 or higher
6. M th
100%
Any performance rights that do not vest upon testing of the performance hurdle automatically lapse.
No retesting is undertaken.
The international refining and marketing companies for the 2011 performance year comprised Motor
Oil Hellas Corinth Refineries SA (Greece), Neste Oil OY J (Finland), S-Oil Corporation (Korea), Tesoro
Corporation (USA), Valero Energy Corporation (USA) and Western Refining Incorporated (USA). Sunoco
Incorporated (USA) merged with Energy Transport Partners in October 2012 and therefore no longer
forms part of the peer group.
Performance measures For the 2012 awards, the weightings between the two comparator groups were updated in August
(2012 awards) 2012 to 75% of the performance rights being tied to relative TSR performance against members of the
ASX 100 Accumulation Index and 25% against a selection of six international refining and marketing
companies (outlined above for the 2011 awards). The update was made in accordance with the original
grant terms, which provided for the weightings to change once the strategic review of Caltex’s refinery
operations was concluded. The vesting scale is consistent with the 2011 performance measure outlined
above. Kurnell refinery is expected to cease operations by the end of 2014.
Performance measures For the 2013 awards, a blend of measures linked to the Caltex strategy was introduced to provide
(2013 awards) a more complete picture of long term company performance. Although relative TSR against members
of the ASX 100 Accumulation Index remains the primary measure of long term performance (with a 60%
weighting), the introduction of the Free Cash Flow and strategic measure recognises the restructure
of Caltex’s supply chain as a company changing event that will reduce Caltex’s exposure to refining
earnings volatility and asset concentration risk. Successful execution of the strategy will give Caltex
the financial flexibility to enable accelerated investment across marketing and supply chain operations.
Recognising the ongoing transformational focus for Caltex, the Board intends to maintain a similar mix
of performance measures for 2014.
Total Shareholder Return (TSR) – 60% of 2013 award
Relative TSR is the performance measure for these rights, assessed against members of the ASX 100
Accumulation Index. The vesting scale is consistent with the 2011 and 2012 TSR performance measure
outlined above.
Free Cash Flow (FCF) – 20% of 2013 award
Free Cash Flow measures performance against the cumulative FCF targets set by the Board for the
three-year period ending 31 December 2015 based on the three-year business plan. FCF performance
is measured before Dividends and Growth Investment Capital to ensure management is not discouraged
from considering growth opportunities for the Caltex business. The Board may modify the performance
outcome to take into account material changes to the external environment and potentially those
controllable items that may change to reflect appropriate Board decisions over the three year period. At
the end of the 2013-2015 performance period, the Board will set out Caltex’s performance against the
cumulative FCF target in the 2015 Remuneration Report, including how, if at all, the Board has modified
the performance outcome noted above.
40
Performance measures The Board has set a challenging cumulative FCF target to be delivered over the three year period ending
(2013 awards) 31 December 2015. The targets are achievable only if growth expectations in the marketing business
(continued) are achieved and there are no delays in the conversion of the Kurnell refinery into an import terminal.
Threshold performance is unlikely to be achieved if there are delays in the conversion of the Kurnell
refinery into an import terminal.
Strategic measures – 20% of 2013 award
This portion of the award is based on performance against the Board approved project cost and schedule
milestones for the Kurnell conversion project. The cost schedules and milestones for the projects to be
included under this measure are those that are to be delivered before 31 December 2015 and which
were approved by the Board during 2013.
The Board intends to only reward performance that is consistent with shareholder expectations and the
Board may modify the proportion of performance rights that will vest if it considers that vesting would
be inappropriate in the light of the targets set.
Half of the Board’s assessment (10% weighting) will be measured based on the delivery of the
Kurnell conversion project to budget. The remaining half (10% weighting) will be measured based
on the Board’s qualitative assessment of performance during the three year period against a range of
parameters including: delivery of project milestones to time; safety and environment performance; and
continuity of supply to customers. At the end of the 2013-2015 performance period, the Board will set
out in the 2015 Remuneration Report how Caltex performed against these hurdles, including the Board’s
rationale for the relevant vesting percentage.
2013 target and maximum In 2013, the Managing Director & CEO received a grant of performance rights based on an LTI value
opportunity levels of 150% maximum of base salary. 2013 grants to other Senior Executives were based on an LTI value
of 90% maximum of base salary. The General Manager Marketing joined Caltex on 1 November 2013
and was not eligible for a 2013 award.
The executives will only receive all of the performance rights granted if the performance measures
as described below are achieved. Each measure operates independently with separate vesting scales
for each grant portion.
THRESHOLD TARGET STRETCH

MEASURE AND 33.3% VESTING 66.7% VESTING 100% VESTING
WEIGHTING 66.7% LAPSING 33.3% LAPSING
Total Shareholder 50th percentile 75th percentile 90th percentile
Return (TSR) of the ASX 100 of the ASX 100 of the ASX 100
compared to the comparator group comparator group comparator group
ASX 100 comparator
Typical market practice Typical market practice
group
grants 50% vesting at grants 100% vesting at
60% of 2013 award the 50th/51st percentile the 75th percentile
Free Cash Flow (FCF) The Board has set threshold, target and stretch FCF measures based
performance over on the Caltex 2013-2015 business plan. The Board will determine
the three year period the level of vesting that will apply depending on the applicable level
ending 31 December of FCF performance achieved relative to these performance measures.
2015
20% of 2013 award
Strategic measures Half of the Board’s assessment (10% weighting) will be measured
based on the delivery of the Kurnell conversion project to budget, with
20% of 2013 award
specific cost targets set at threshold, target and stretch. The remaining
half (10% weighting) will be measured based on the Board’s qualitative
assessment of performance during the three year period against defined
parameters including factors such as delivery of project milestones to time,
safety and environmental performance, continuing of supply to customers
and stakeholder management.
The Board will determine the appropriate level of vesting to apply overall
having regard to the actual performance achieved, the parameters outlined
and vesting proportions of approximately 33% at threshold, 66% at target
and 100% at stretch.

Payment vehicle Performance rights are granted by the company for nil consideration. Each performance right is a right
to receive a fully-paid ordinary share at no cost if the vesting conditions are satisfied.
Performance rights do not carry voting or dividend rights; however, shares allocated upon vesting
of performance rights will carry the same rights as other ordinary shares.
The number of rights to be initially granted is determined by dividing the maximum opportunity level
by the market price of the shares at the date of grant discounted by the value of the annual dividend
to which the rights are not entitled. Shares to satisfy vested performance rights are purchased on market
at the time of vesting if the performance criteria are met and the rights vest.
For the 2013 awards, the Board may determine to pay executives the cash value of a share in satisfaction
of a vested performance right, instead of providing a share or restricted share. It is expected such
discretion will only be exercised in limited cases.
Share retention For the 2013 CEIP awards and future awards, where performance rights vest, new share retention
arrangements arrangements will apply to all participants. The share retention arrangements are designed to encourage
all executives to build up and maintain more sizeable shareholdings in Caltex for longer and further align
the interests of Caltex executives and shareholders.
The share retention arrangements mean 25% of the vested portion of performance rights will be
converted into restricted shares and dealing with the restricted shares will not be permitted for a period
of seven years (until 1 April 2020 for the 2013 CEIP awards), effectively extending the life of the LTI for
this period.
Based on this new policy, if it is assumed the CEIP awards vest at the target levels over a period
of four years, then the Managing Director & CEO and the Senior Executives would have theoretical
shareholdings of 100% and 60% of their base salary respectively.
Executives can also elect additional voluntary restrictions on dealing with the remaining 75% of vested
performance rights, resulting in a greater percentage of vested performance rights becoming restricted
shares. On ceasing employment, all dealing restrictions on the restricted shares cease to apply, subject
to the application of the Clawback Policy.
Until the share retention arrangements were put in place, a STI deferral mechanism was the primary
method of encouraging Senior Executive shareholding. As noted in the 2012 Remuneration Report,
the STI deferral mechanism will be phased out for the 2015 performance year after a transition period.
Clawback Policy No clawback event occurred during the 2013 financial year.
Why have the LTI hurdles Relative TSR

been chosen?
The Board has selected a relative TSR measure because it provides direct alignment with shareholder
outcomes and is a good indicator of profitable management of assets, operating efficiencies, progress
in meeting Caltex’s strategic objectives and long term performance. It provides a direct comparison
of relative performance in a range of market conditions and only rewards executives when returns are
at or above the median of peer companies against which Caltex competes for capital, customers or talent.
Absolute TSR has not been selected because it does not distinctly separate the company’s performance
from overall market movements over which executives may have no control.
Free cash flow
Free cash flow has been chosen as an additional measure as it funds opportunities for growth and cash
dividend payments and supports the Caltex strategy which has the overarching objective of creating
shareholder value. As a key objective of Caltex’s strategy is to deliver a stronger balance sheet, with lower
debt post the closure of the Kurnell refinery, the demonstrated ability to deliver stronger free cash flow
generation capability is key to this strategy. Having free cash flow as a metric in the LTI measure assists
in maintaining the focus of Senior Executives, and other senior managers at Caltex, on the importance
of this key business metric.
Strategic supply chain realignment
One of the key decisions arising out of the Caltex strategy was the decision to close the Kurnell refinery
and convert this facility into a major import terminal. Given the large costs and execution risks associated
with this project, and the importance to the Caltex supply chain that this project is completed on time
and on budget, the Board determined that having this major strategic initiative as a LTI measure in 2013
would ensure Senior Executives maintain their focus on the conversion over the 2013-2015 performance
period. When successfully completed, this project will have been integral to the realignment of the
Caltex supply chain and should drive the continued strong performance of the company and enhance
shareholder value.
42
What if a participant ceases If a participant ceases to be an employee due to resignation, all unvested equity awards held by the
employment? participant will lapse, except in exceptional circumstances as approved by the Board.
The Board has the discretion to determine the extent to which equity awards granted to a participant
under the CEIP vest on a pro-rated basis where the participant ceases to be an employee of a Group
company due to retirement, death, total and permanent disablement, bona fide redundancy or other
reason with the approval of the Board. If no determination is made by the Board, all equity awards held
by the participant will lapse.
What happens in the event Any unvested performance rights may vest at the Board’s discretion, having regard to pro-rated
of a change in control? performance.
Are dividends paid on No dividends or voting rights apply to unvested performance rights. Once the performance rights vest,
unvested rights? dividends are payable on the restricted shares which the Senior Executives are required to retain under
the new share retention arrangements (for an additional four years after vesting).
3f. Hedging and margin lending policies

The Caltex Securities Trading Policy prohibits the Managing Director & CEO and other Senior Executives from hedging an exposure
to unvested or vested Caltex securities held through any of our incentive plans. The policy also requires directors and Senior
Executives to give prior notice to the Company Secretary of any proposed margin loan arrangements. If a demand for payment
is made under a margin loan arrangement, the director or Senior Executive must immediately advise the Company Secretary.
Caltex takes compliance with this policy seriously, and appropriate measures are in place to ensure adherence to the policy. Each year,
directors and Senior Executives are required to provide a certificate to the Company Secretary confirming their compliance with the
policy. Any breach of the policy must be immediately advised to the Company Secretary, who, in turn, will report the breach to the
Board. A breach of this policy may lead to disciplinary action, which may include termination of employment in serious cases.
3g. Clawback Policy

In 2013, Caltex implemented a new Clawback Policy which allows the company to recoup incentives which may have been awarded
and/or vested to Senior Executives in certain circumstances. The specific triggers which allow Caltex to recoup the incentives include
Senior Executives acting fraudulently or dishonestly, acting in a manner which has brought a Group company into disrepute; where
there has been a material misstatement or omission in the financial statements in relation to a Group company in any of the previous
three financial years; or any other circumstances occur which the Board determines in good faith to have resulted in an “unfair
benefit” to the Senior Executive.
Upon the occurrence of any of the triggers, the Board may then take such actions it deems necessary or appropriate to address the
events that gave rise to an “unfair benefit”. Such actions may include:
1. requiring the Senior Executive to repay some or all of any cash or equity incentive remuneration paid in any of the previous three
financial years;
2. requiring the Senior Executive to repay any gains realised in any of the previous three financial years through the Caltex Equity
Incentive Plan or on the open-market sale of vested shares;
3. cancelling or requiring the forfeiture of some or all of the Senior Executive’s unvested performance rights, restricted shares
or shares;
4. reissuing any number of performance rights or restricted shares to the participant subject to new vesting conditions in place
of the forfeited performance rights, restricted shares or shares;
5. adjusting the Senior Executive’s future incentive remuneration; and/or
6. initiating legal action against the Senior Executive.
There was no clawback of any incentive in 2013 under this Policy.
3h. Managing Director & CEO remuneration and Service Agreement

Julian Segal was formerly the Managing Director & CEO of Incitec Pivot. The terms of Mr Segal’s appointment were announced
to the market on 22 April 2009 and his total remuneration was set in line with his former arrangements. The Board sought external
expert advice from Godfrey Remuneration Group to establish that the remuneration package was competitive and of the level
necessary and reasonable to secure the services of a Managing Director & CEO of a top Australian publicly listed company of similar
size and complexity. Within the structure of the Managing Director & CEO’s total remuneration arrangements a significant proportion
of the total potential remuneration is “at risk”. As noted above, for grants in 2013 the LTI awards require the achievement of TSR
performance relative to the separate members of the ASX 100 Accumulation Index, a free cash flow hurdle and a strategic hurdle
based on milestones associated with qualitative and quantitative supply chain realignment targets.

For 2013, the Managing Director & CEO’s total remuneration was split into fixed and “at risk” components as follows:
% of Total Target Remuneration (annualised)
Fixed remuneration incl. “At risk” – performance based

superannuation
STI* LTI**
“At target” “At target”– when TSR is at the 75th percentile of peer
companies (TSR hurdle), 100% of the free cash flow target
is met, and all of the Board’s qualitative and quantitative supply
chain realignment targets are met.
$2,022,000*** $961,000 (50% of Base Salary) $1,922,000 (100% of Base Salary)
“Stretch” “Stretch” – when TSR is at the 90th percentile of peer

companies, the free cash flow target is met, at stretch
performance and all of the Board’s qualitative and quantitative
supply chain realignment targets are exceeded.
$1,922,000 (100% of Base Salary) $2,883,000 (150% of Base Salary)
* Currently, there is a mandatory deferral into equity of 33.3% of short term incentives above $105,000.
** New share retention arrangements have been implemented to encourage share retention by Caltex Senior Executives and other senior managers and
promote alignment with shareholders over the longer term. For the 2013 CEIP award, all CEIP participants, including the Managing Director & CEO, are
required to hold 25% of the shares awarded when the performance rights vest, for an additional four years.
*** The Managing Director & CEO contract provides for superannuation of $100,000. Additional superannuation is not earned on incentive payments.
There were no changes to fixed remuneration arrangements of the Managing Director & CEO in 2013. STI and LTI targets and
maximums as a percentage of base salary will be maintained at the same levels as last year.
Table 1. Summary of Managing Director & CEO’s Service Agreement
TERM CONDITIONS
Duration Ongoing until notice is given by either party
Termination by Senior Executive Six months’ notice

Company may elect to make payment in lieu of notice
Termination by company for cause No notice requirement or termination benefits (other than accrued entitlements)
Termination by company (other) 12 months’ notice

Termination payment of 12 months’ base salary (reduced by any payment in lieu of notice)
Treatment of unvested STI and LTI in accordance with plan terms
Post-employment restraints Restraint applies for 12 months if employed in the same industry within Australia
3i. Senior Executive Service Agreements

The remuneration and other terms of employment for Senior Executives are formalised in Service Agreements (contracts of employment).
The material terms of the Service Agreements are set out below.
The Senior Executives of Caltex (other than Mr Walz who was a Chevron secondee) are appointed as permanent Caltex employees.
Their employment contracts require both Caltex and the Senior Executive to give a notice period within a range between one
and six months as stipulated by their individual contracts should they resign or have their service terminated by Caltex. The terms
and conditions of the executives reflect market conditions at the time of their contract negotiation and appointment. It is Caltex’s
intention going forward to reset the termination notice for all newly appointed Senior Executives to at least three months.
44

The details of the contracts of the current Senior Executives of Caltex are set out below. The durations of the contracts are open
ended (i.e. ongoing until notice is given by either party):
Table 2. Summary of Service Agreements for other Senior Executives
TERMINATION ON NOTICE RESIGNATION

SENIOR EXECUTIVES CONTRACT (BY THE COMPANY) (BY THE SENIOR EXECUTIVE)
Simon Hepworth Open ended 3 months 3 months
Peter Lim Open ended 6 months 6 months
Mike McMenamin Open ended 1 month 1 month
Bruce Rosengarten Open ended 6 months 6 months
Gary Smith Open ended 6 months 3 months
Simon Willshire Open ended 6 months 6 months
If a Senior Executive was to resign, their entitlement to unvested shares payable through the Caltex Equity Incentive Plan would
generally be forfeited and, if resignation was on or before 31 December of the year, generally their payment from the Rewarding
Results Plan would also be forfeited, subject to the discretion of the Board.
Other than prescribed notice periods, there is no special termination benefit payable under the contracts of employment.
Statutory benefits (such as long service leave) are paid in accordance with the legislative requirements at the time of the Senior
Executive’s termination.
End of secondment for Andy Walz, General Manager – Marketing
Mr Walz was seconded from Chevron to Caltex for the period 1 April 2008 to 31 May 2013. Chevron Global Energy Inc. holds 50%
of the shares in Caltex Australia Limited.
Under the terms of the secondment arrangements, Caltex paid the full cost to Chevron of providing Mr Walz, representing
a reimbursement of the salary and other benefits incurred by Chevron in relation to Mr Walz’s services to Caltex including
the cost of Chevron’s Long Term Incentive Plan. Mr Walz did not receive any termination payments as a result of the cessation
of his secondment.
Appointment of General Manager – Marketing
Mr Bruce Rosengarten was appointed on 1 November 2013. Mr Rosengarten’s contract included relocation support to assist him
to relocate from Melbourne, where he was previously employed. This included a cash lump sum to cover accommodation, commuting
and costs associated with home purchase (such as stamp duty and agent fees) and assistance with physical moving costs. On leaving
his prior employer, Mr Rosengarten forfeited his right to his 2013 short term incentive payment. Accordingly, he received a pro-rated
payment in lieu of his forgone STI on commencing with Caltex and an award of restricted shares in lieu of the unvested LTI which lapsed
on his resignation with his prior employer. No additional Caltex STI or LTI award is payable to Mr Rosengarten for 2013.
An independent valuation by Ernst & Young was obtained to assess the likely values of the LTI held by Mr Rosengarten with his prior
employer at the various vesting dates. The valuations received were used to determine the quantum of the restricted shares to be
awarded to Mr Rosengarten for his forgone LTI.
Fifty percent of the restricted shares granted to Mr Rosengarten vest on his second anniversary of commencement, and the
remaining 50% on his third anniversary. Each tranche lapses if Mr Rosengarten’s employment ceases due to resignation, serious
and wilful misconduct, negligent behaviour or unsatisfactory performance prior to each respective date.
The relocation assistance provided to Mr Rosengarten must be repaid in full if he resigns within 12 months of commencing
employment with Caltex, and the STI repaid if Mr Rosengarten’s employment ceases due to resignation, serious and wilful
misconduct, negligent behaviour or unsatisfactory performance within 24 months of commencement.
The payments and award of restricted shares are reported in tables 4a, 4b and 5.
Retention of the General Manager – Refining and Supply
During 2012, a cash based retention arrangement was implemented for Mr Gary Smith, General Manager – Refining and Supply.
The Board initiated the arrangement because Mr Smith’s leadership, skills and experience are critical to the successful execution
of many of the elements of the supply chain realignment strategy.
The arrangement provides for up to 100% of Mr Smith’s base salary to be paid across the life of the Kurnell closure and conversion
project. Payments of 5% of base salary will be made to Mr Smith at six monthly intervals across the project’s life, with the balance
to be paid via a potential performance based final payment, assessed by the Board against the successful completion of the project
(minus the six monthly payments made to that date).
The payments are reported in tables 4a and 4b.
Subsequent to year end, Mr Gary Smith resigned from Caltex on 6 February 2014.

3j. Link between company performance and executive remuneration
To demonstrate the link between company performance and executive remuneration, section 3 of this Remuneration Report discusses
Caltex’s remuneration philosophy and structure for executive directors and Senior Executives, including alignment of the reward
system with shareholders’ interests. In section 3, Caltex also explains the short term and long term business performance measures
applied to executive directors and Senior Executives, including why the measures have been chosen and how they relate to the
performance of the business. Section 3 also provides an explanation of RCOP NPAT and its relevance to the Caltex business and
illustrates Caltex’s performance against the measures used to determine short term incentive payments and vest long term incentive
payments in 2013.
Table 3 below demonstrates Caltex TSR, dividend, share price, earnings per share and RCOP NPAT performance each year from 2009
to 2013 together with the linkage to Senior Executive remuneration.
Table 3. Link between company performance and executive remuneration
SUMMARY OF PERFORMANCE 2009 TO 2013 2013 2012 2011 2010 2009
12 month TSR %(i) 6.1 66.6 (15.0) 61.0 32.8

Dividends (cents per share) 34c 40c 45c 60c 25c
Share price (ii)
$20.05 $19.21 $11.77 $14.37 $9.30
RCOP excluding significant items earnings per share $1.23 $1.70 $0.98 $1.18 $1.20
RCOP NPAT excluding significant items (million) (iii)
$332 $458 $264 $318 $324
Caltex Safety – TTIFR (iv)
1.36 2.86 2.53 2.95 4.57
Caltex Safety – LTIFR(v) 0.63 0.59 0.99 1.23 2.12
LINK TO REMUNERATION
Rewarding Results (STI) percentage of business plan RCOP

NPAT target achieved 76% 137% 82.5% 130% N/A
Long term incentive percentage vesting three years after
grant date
• Year of grant 2011 2010 2009 2008 2007

• Percentage of grant vesting 42.3% 77.8% 82.2% 50% 37.5%
Notes:
(i) Total Shareholder Return (TSR) is calculated as the change in share price for the year, plus dividends announced for the year, divided by the opening share
price. TSR is a measure of the return to shareholders in respect to each financial year (unaudited).
(ii) The price quoted is the trading price for the last day of trading (31 December) in each calendar year.
(iii) Measured using the Replacement Cost of Sales Operating Profit (RCOP) method which excludes the impact of the fall or rise in oil prices (a key external
factor) and excludes significant items as determined by the Board.
(iv) TTIFR – Total Treatable Injury Frequency Rate (unaudited).
(v) LTIFR – Lost Time Injury Frequency Rate (unaudited).
The actual executive remuneration outcomes for 2013 are detailed in the appropriate tables which provide both unaudited
non‑statutory disclosures (a view of the remuneration either received “in cash” or in the form of equity granted in prior years
which has vested in 2013) in table 4a as well as the audited statutory disclosures in table 4b.
46

The charts below provide a comparison of the Caltex TSR performance to the companies in the S&P/ASX 100 Accumulation Index
and to the six international marketing and refining companies over the three year period ended 31 December 2013.
3 year TSR performance 1 January 2011 to 31 December 2013
Caltex Australia Limited and the Constituents of the S&P/ASX 100 Index
Total Shareholders Return Performance
1 January 2011 − 31 December 2013
200
195
190 90th
Percentile
185
180
175
170
165 75th
Accumulation Index Performance
160 Percentile
155 Caltex
150
145
140
S&P/ASX 100
135
Index
130
50th
125
Percentile
120
115
110
105
100
95
90
85
80
1-Jan-11
1-Feb-11
1-Mar-11
1-Apr-11
1-May-11
1-Jun-11
1-Jul-11
1-Aug-11
1-Sep-11
1-Oct-11
1-Nov-11
1-Dec-11
1-Jan-12
1-Feb-12
1-Mar-12
1-Apr-12
1-May-12
1-Jun-12
1-Jul-12
1-Aug-12
1-Sep-12
1-Oct-12
1-Nov-12
1-Dec-12
31-Dec-12
1-Jan-13
1-Feb-13
1-Apr-13
1-Mar-13
1-May-13
1-Jun-13
1-Jul-13
1-Aug-13
1-Sep-13
1-Oct-13
1-Nov-13
1-Dec-13
Date
2014 Copyright. All Rights Reserved. Egan Associates.

Indices based on a value of 100 at 1 January 2011. 60-trading day smoothing applied.
(1) Constituents based on the S&P/ASX 100 Index as at grant date (i.e. 1 January 2011). Caltex is included in the S&P/ASX 100 Index.
Source: Thomson Reuters Datastream/S&P Capital IQ
Caltex Australia Limited and the Constituents of the Bespoke International Comparator Group
1 January 2011 − 31 December 2013
420
410 90th
400 Percentile
390
380
370
360
350
340
330
320
310
300 75th
290 Percentile
280
270
260
250
240
230
220
210
200
190
180
170
Caltex
160
150 50th
140 Percentile
130
120
110
100
90
80
1-Jan-11
1-Feb-11
1-Mar-11
1-Apr-11
1-May-11
1-Jun-11
1-Jul-11
1-Aug-11
1-Sep-11
1-Oct-11
1-Nov-11
1-Dec-11
1-Jan-12
1-Feb-12
1-Mar-12
1-Apr-12
1-May-12
1-Jun-12
1-Jul-12
1-Aug-12
1-Sep-12
1-Oct-12
1-Nov-12
1-Dec-12
1-Jan-13
1-Feb-13
1-Mar-13
1-Apr-13
1-May-13
1-Jun-13
1-Jul-13
1-Aug-13
1-Sep-13
1-Oct-13
1-Nov-13
1-Dec-13
Date

(1) The International Comparator Group include Caltex, Motor Oil, Neste, S-Oil, Tesoro, Valero, Western Refining.

The chart below provides a comparison of the Caltex TSR performance to the companies in the S&P/ASX 100 Accumulation Index
over the one year period ended 31 December 2013 (as the international marketing and refining company comparator group was not
included in the 2013 LTI award TSR hurdle).
1 year TSR performance 1 January 2013 to 31 December 2013
Caltex Australia Limited and the Constituents of the S&P/ASX 100 Index
1 January 2013 – 31 December 2013
165
160 90th
Percentile
155
150
145
140
75th
135 Percentile
130
S&P/ASX 100
125 Index
120 50th
Percentile
115
110
Caltex
105
100
95
90
85
80
1-Jan-13
1-Feb-13
1-Mar-13
1-Apr-13
1-May-13
1-Jun-13
1-Jul-13
1-Aug-13
1-Sep-13
1-Oct-13
1-Nov-13
1-Dec-13
Date

(1) Constituents based on the S&P/ASX 100 Index as at grant date (i.e. 1 January 2013 ). Caltex is included in the S&P/ASX 100 Index.
48

3k. Remuneration tables
Table 4a. Total remuneration for Executive Director and Senior Executives for 2013 (in dollars) – unaudited non‑statutory disclosures
The following table sets out the cash value the Managing Director & CEO and Senior Executives derived from the various
components of their remuneration in 2013, from an individual perspective. The value of remuneration includes the equity grants
where the executive received control of the shares in 2013.
The purpose of this table 4a is to provide a summary of the “past” and “present” remuneration outcomes received in either cash
or in the form of equity granted in prior years which has vested in 2013. As a result, the values in this table 4a will not reconcile with
those provided in the statutory disclosures in table 4b. For example, table 4b discloses the value of grants in the CEIP which may
or may not vest in future years, whereas this table 4a discloses the value of grants from previous years which vested in 2013.
FIXED OTHER BONUS DEFERRED STI LTI VESTED REMUNERATION

SALARY AND REMUNERATION (SHORT TERM VESTED IN THE DURING THE “EARNED” FOR
FEES(i) (iii)
INCENTIVE)(iv) YEAR(v) YEAR(vi) 2013(vii)
Executive Director
Julian Segal (Managing Director & CEO)(ii)
2013 1,997,000 144,971 – 382,234 5,525,231 8,049,436
Senior Executives
Simon Hepworth (Chief Financial Officer)
2013 684,951 146,231 – 145,438 1,102,535 2,079,155
Peter Lim (Company Secretary and General Counsel) (ii)
2013 479,506 62,249 – 87,118 310,472 939,345
Mike McMenamin (General Manager – Strategy, Planning and Development)(ii)
2013 542,369 40,453 – 103,693 811,876 1,498,391
Bruce Rosengarten (General Manager – Marketing)(ii)(viii)
2013 429,049 20,640 241,958 – – 691,647
Gary Smith (General Manager – Refining and Supply) (ii)
2013 910,886 45,831 – 176,477 1,256,298 2,389,492
Andy Walz (General Manager – Marketing)
2013 397,716 772,854 208,051 – – 1,378,621
Simon Willshire (General Manager – Human Resources)
2013 509,664 27,252 – 95,508 796,889 1,429,313
Total remuneration: Senior Executives
2013 3,954,141 1,115,510 450,009 608,234 4,278,070 10,405,964
Notes:
(i) Salary and fees include base salary, cash payments in lieu of employer superannuation (on base salary and/or on STI payments made in respect of the
2012 performance year), and the retention payment made to Mr Gary Smith. Aside from Mr Lim, no Senior Executives received a base salary increase
during 2013.
(ii) These executives elect to receive an equivalent cash payment in lieu of employer superannuation that is in excess of the quarterly Superannuation Guarantee
Maximum.
(iii) Fixed other remuneration includes cash value of non-monetary benefits, superannuation, annual leave and long service leave entitlements and tax
equalisation on expatriate schemes. It also includes any fringe benefit tax payable on non-monetary benefits.
(iv) No STI was awarded to Senior Executives for the 2013 year due to the company failing to meet the required profit thresholds under the Rewarding Results
Plan. The STI awarded to Mr Rosengarten represents the payment received on commencement with Caltex in lieu of the STI forgone with his previous
employer (refer to section 3i for more detail). Mr Rosengarten is ineligible for the 2013 Rewarding Results Plan. The STI paid to Mr Walz was awarded for
performance in 2012 under the Chevron short term incentive plan for that period.
(v) The deferred unrestricted component of the 2012 STI that vested in 2013, but are still subject to clawback and a mandatory two-year dealing restriction
from grant date.
(vi) Equity based programs from prior years that have vested in 2013. The value is calculated using the closing share price of Caltex shares on the vesting date
of the 2010 LTI awards (of $21.35). Note, these figures reflect the strong TSR performance for the 2010 awards and share price appreciation over the
performance period (with a 98% percentile ranking), which resulted in 77.8% of these performance rights vesting during 2013.
(vii) Total value of remuneration received during 2013. This is the total of the previous columns.
(viii) The Salary and fees amount paid to Mr Rosengarten includes one-off payments of relocation assistance totalling $248,357 (which includes associated
taxation). The Bonus (short term incentive) amount relates to the pro-rated STI paid in lieu of the STI forgone with his prior employer.

Table 4b. Total remuneration for Senior Executives for 2013 (in dollars) – statutory disclosures
The following table sets out the audited total remuneration for Senior Executives in 2013 and 2012 calculated in accordance with
statutory accounting requirements:
POST- OTHER
PRIMARY EMPLOYMENT LONG TERM EQUITY TOTAL
SHARE RIGHTS
BONUS NON- BENEFITS BENEFITS
SALARY (SHORT TERM MONETARY SUPER (LONG TERM (LONG TERM
AND FEES(i) INCENTIVE)(iii) BENEFITS(iv) ANNUATION OTHER(v) INCENTIVE) INCENTIVE)(vi)
Current Senior Executives

Simon Hepworth (Chief Financial Officer)
2013 704,067 – 14,403 95,097 17,615 74,595 399,720 1,305,497
2012 702,365 328,208 17,742 85,816 39,290 149,184 377,624 1,700,229
Peter Lim (Company Secretary and General Counsel)(ii)
2013 488,889 – 15,396 24,001 13,469 44,683 202,670 789,108
2012 450,446 196,619 25,400 24,000 15,937 79,220 142,329 933,951
Mike McMenamin (General Manager – Strategy, Planning and Development) (ii)
2013 530,955 – 15,154 24,235 12,478 53,184 283,395 919,401

2012 502,317 234,023 17,713 56,172 21,442 94,889 271,463 1,198,019
Bruce Rosengarten (General Manager – Marketing)(ii)(vii)
2013 438,023 241,958 5,128 5,100 1,438 31,522 – 723,169
2012 – – – – – – – –
Gary Smith (General Manager – Refining and Supply) (ii)
2013 885,160 – 13,428 17,122 266,727 122,853 428,893 1,734,183

2012 852,650 372,862 14,762 34,235 235,432 145,850 415,848 2,071,639
Simon Willshire (General Manager – Human Resources)
2013 495,477 – 12,712 17,122 11,605 48,986 268,111 854,013
2012 510,111 215,523 16,343 16,123 14,230 90,295 262,061 1,124,686
Former Senior Executives

Kenneth James (General Manager – Supply and Distribution)
2013 – – – – – – – –
2012 166,210 42,331 18,187 48,051 31,233 – (66,713) 239,299
Andy Walz (General Manager – Marketing)
2013 397,716 208,051 425,595 34,001 313,258 – – 1,378,621
2012 648,278 252,915 932,467 54,157 217,992 – – 2,105,809
Total remuneration: Senior Executives

2013 3,940,287 450,009 501,816 216,678 636,590 375,823 1,582,789 7,703,992
2012 3,832,377 1,642,481 1,042,614 318,554 575,556 559,438 1,402,612 9,373,632
Notes:
(i) Salary and fees include base salary, cash payments in lieu of employer superannuation (on base salary and/or on STI payments made in respect of the 2012
performance year), and the retention payment made to Mr Gary Smith. Aside from Mr Lim, no Senior Executives received a base salary increase during
2013. Year on year increases for Senior Executives in this column reflect cash payments received in lieu of employer superannuation and prior year base
salary increases effective 1 April 2012 (nine months in 2012).
(ii) These executives elect to receive an equivalent cash payment in lieu of employer superannuation that is in excess of the quarterly Superannuation Guarantee
Maximum.
(iii) No STI was awarded to Senior Executives for the 2013 year due to the company failing to meet the required profit thresholds under the Rewarding Results
Plan. The STI awarded to Mr Rosengarten represents the payment received on commencement with Caltex in lieu of the STI forgone with his previous
employer (refer to section 3i for more detail). Mr Rosengarten is ineligible for the 2013 Rewarding Results Plan. The STI paid to Mr Walz is awarded under
the Chevron short term incentive plan.
(iv) The non-monetary benefits received by Senior Executives include car parking benefits, employee StarCard benefits, the payment of the default premiums for
death and total and permanent disability insurance cover and related FBT payments made by Caltex. In addition, under his Chevron employment contract,
Mr Walz also received expatriate benefits.
(v) Other long term remuneration represents the Chevron Long Term Incentive Plan for Mr Walz, the accrual of retention payments for Mr Smith and long
service leave for all other executives.
(vi) These values have been calculated under Accounting Standards and as such the values may not represent the future value that may (or may not) be received
by the executive as the vesting of the rights is subject to Caltex achieving performance conditions.
(vii) The Salary and fees amount paid to Mr Rosengarten includes one-off payments of relocation assistance totalling $248,357 (which includes associated
taxation). The Bonus (short term incentive) amount relates to the pro-rated STI paid in lieu of the STI forgone with his prior employer.
50

Table 5. Unvested shareholdings of Executive Director and Senior Executives during 2013
UNVESTED
UNVESTED SHARES AT
SHARES SHARES VESTED 31 DEC 2013
FROM PRIOR RESTRICTED FROM PRIOR FROM 2013
EXECUTIVE DIRECTOR AND SENIOR PERFORMANCE SHARES PERFORMANCE PERFORMANCE
EXECUTIVES(i) YEARS GRANTED(ii) YEARS(iii) FORFEITED YEAR(iv)
Julian Segal 20,639 – (20,639) – –

Simon Hepworth 7,853 – (7,853) – –
Peter Lim 4,704 – (4,704) – –
Mike McMenamin 5,599 – (5,599) – –
Bruce Rosengarten – 33,864 – – 33,864
Gary Smith 9,529 – (9,529) – –
Simon Willshire 5,157 – (5,157) – –
Notes:
(i) Mr Walz is not eligible to participate for any of the grant periods under the terms of his secondment arrangement with Chevron.
(ii) The restricted shares awarded to Mr Rosengarten represent the grant received on commencement with Caltex in lieu of the LTI forgone with his previous
employer (refer to section 3i for more detail).
(iii) Shares vested in October 2013 (fair value per share $18.52). These shares are still subject to a further mandatory two-year dealing restriction from the date
they were awarded.
(iv) If Mr Rosengarten meets the service conditions, the shares will vest in November 2015 (50%) and November 2016 (50%).
Table 6a. Restricted share grants to Executive Director and Senior Executives in 2013 – STI Deferral awards
The following table is for accounting value purposes and provides an estimate of the future cost to Caltex of unvested shares based
on the progressive vesting of the restricted shares. No Deferred STI is to be awarded for the 2013 performance year as the RCOP
NPAT threshold for the STI was not met.
FUTURE COST
VESTED FUTURE YEARS TO CALTEX
DEFERRED (% OF SHARES WHEN SHARES OF UNVESTED
EXECUTIVE DIRECTOR AND SENIOR EXECUTIVES(i) STI YEAR VESTED) WILL VEST SHARES ($)
Julian Segal 2013 0% N/A N/A
Simon Hepworth 2013 0% N/A N/A
Peter Lim 2013 0% N/A N/A
Mike McMenamin 2013 0% N/A N/A
Gary Smith 2013 0% N/A N/A
Simon Willshire 2013 0% N/A N/A
Note:
(i) Mr Walz is not eligible to participate for any of the grant periods under the secondment arrangement with Chevron.
Table 6b. Restricted share grants to Senior Executives in 2013 – other awards
The following table is for accounting value purposes and provides an estimate of the future cost to Caltex of unvested shares based
on the progressive vesting of the restricted shares, where the shares were not awarded under the STI Deferral program. Only one
such award was made during 2013. This was made to the General Manager Marketing on commencement of employment in lieu
of the unvested long-term incentive which lapsed on his resignation with his prior employer. As no shares have vested the estimated
future cost has been provided.
FUTURE COST
VESTED FUTURE YEARS TO CALTEX
YEAR OF (% OF SHARES WHEN SHARES OF UNVESTED
SENIOR EXECUTIVE TYPE OF AWARD AWARD VESTED) WILL VEST SHARES ($)
Bruce Rosengarten Sign-on 2013 0% 2015, 2016 598,446


Table 7. 2013 Executive Director and Senior Executive performance rights
Since 2007, long term incentives for Senior Executives have been awarded as performance rights under the CEIP as explained in
section 3e. Table 7 sets out details of movements in performance rights held by Senior Executives during the year, including details
of the performance rights that vested.
PERFORMANCE
RIGHTS AT GRANTED VESTED LAPSED BALANCE AT
SENIOR EXECUTIVES(i) 1 JAN 2013(ii) IN 2013(iii) IN 2013 IN 2013(iv) 31 DEC 2013
Julian Segal 813,846 161,060 (258,793) (73,953) 642,160
Simon Hepworth 170,502 35,425 (51,641) (14,757) 139,529
Peter Lim 66,988 22,875 (14,542) (4,156) 71,165
Mike McMenamin 122,136 25,095 (38,027) (10,867) 98,337
Bruce Rosengarten – – – – –
Gary Smith 186,774 37,595 (58,843) (16,815) 148,711
Simon Willshire 117,568 23,340 (37,325) (10,667) 92,916
Notes:
(i) Mr Walz was not eligible to participate for any of the grant periods under the terms of his secondment arrangement with Chevron.
(ii) For 2011 and 2012 performance rights, if all future performance conditions are met, these performance rights will vest in 2014 and 2015.
(iii) If all future performance conditions are met, these performance rights will vest in 2016.
(iv) Relates to 2010 performance rights of which 22.2% lapsed in the year and 77.8% vested.
Table 8. Valuation assumptions of performance rights granted

The fair value of performance rights granted under the CEIP is determined independently by Ernst & Young using an appropriate
numerical pricing model. The model takes into account a range of assumptions and the fair values for each year of grant have been
calculated incorporating the assumptions below.
2013 GRANT 2012 GRANT 2011 GRANT
INTERNATIONAL INTERNATIONAL
ASX 100 FCF AND ASX 100 REFINING AND ASX 100 REFINING AND
COMPARATOR ACCUMULATION STRATEGIC ACCUMULATION MARKETING ACCUMULATION MARKETING
GROUP INDEX HURDLE INDEX COMPANIES INDEX COMPANIES
Grant date 22 April 2013 22 April 2013 2 April 2012 2 April 2012 29 April 2011 29 April 2011
Vesting date 1 April 2016 1 April 2016 1 April 2015 1 April 2015 1 April 2014 1 April 2014
Exercise price Nil Nil Nil Nil Nil Nil
Volatility 40% 40% 45% 45% 35% 35%
Risk free interest rate 2.7% 2.7% 3.49% 3.49% 5.0% 5.0%
Dividend yield 2.0% 2.0% 4.7% 4.7% 4.0% 4.0%
Expected life (years) 2.9 2.9 3.0 3.0 2.9 2.9
Share price at grant date $20.60 $20.60 $14.03 $14.03 $14.03 $11.87
Valuation per right $10.98 $19.42 $7.69 $7.52 $6.61 $4.91
Note:
Market performance measures, such as TSR measures, must be incorporated into the option-pricing model valuation used for the CEIP performance rights, which
is reflected in the valuation per right. Non-market vesting conditions such as free cash flow and strategic hurdles are not taken into account when determining the
value of the right. This explains the higher valuation for these rights. However, the value of the free cash flow and strategic hurdles may be discounted during the
performance period to reflect the Board’s assessment of the probability that the hurdle will be met and the associated performance rights vesting. These values
will be reflected in the values set out in table 4b.
52

Table 9. Distribution of 2013 fixed and variable remuneration elements of remuneration
The proportion of each Senior Executive’s remuneration for 2013 that was fixed, and the proportion that was subject to
a performance condition, is shown in the following table. The percentages are based on the statutory remuneration received which
includes valuations of non-cash components and equity payments as calculated under Australian Accounting Standards and as such
do not correspond to the target remuneration percentages disclosed earlier in this report in section 3b. The target remuneration
percentages are calculated on base salary plus incentives, whereas the fixed remuneration below includes value of non-cash
components such as accruals for annual leave and long service leave where applicable. The long term incentive values in the statutory
tables include the value of grants made in prior years, whereas the target remuneration is reflected in the value of the grant to be
made in the current year.
VARIABLE
EXECUTIVE DIRECTOR AND SENIOR EXECUTIVES FIXED (INCLUDING SHORT AND LONG TERM INCENTIVE PAYMENTS)
Julian Segal 51% 49%
Simon Hepworth 64% 36%
Peter Lim 69% 31%
Mike McMenamin 63% 37%
Bruce Rosengarten 62% 38%
Gary Smith 51% 49%
Andy Walz 85% 15%
Simon Willshire 63% 37%
Table 10. FY13 STI Plan payment results

The following table sets out the Caltex STI payments for FY13, compared to FY12, as a percentage of the Senior Executive’s
maximum Caltex STI opportunity.
EXECUTIVE DIRECTOR AND SENIOR EXECUTIVES1 2013 2012
Julian Segal 0% 45%
Simon Hepworth 0% 70%
Peter Lim 0% 78%
Mike McMenamin 0% 76%
Gary Smith 0% 75%
Simon Willshire 0% 76%
Average 0% 70%
Note:
1. Mr Rosengarten and Mr Walz are not included in this table as they were not entitled to an award under the Caltex STI program in 2013. Mr Rosengarten
did not commence in his role until 1 November 2013 so was not entitled to a Caltex STI award in 2013. He did receive a payment of $241,958 as payment
in lieu of the pro-rated value of the STI forgone from his prior employer when he commenced with Caltex. This payment is disclosed in tables 4a and 4b.
As a Chevron secondee, Mr Walz is not entitled to a Caltex STI award.

4. Non-executive director remuneration
4a. Our approach to non-executive director remuneration
At Caltex, our business and corporate operations are managed under the direction of the Board on behalf of shareholders. The Board
oversees the performance of Caltex management in seeking to deliver superior business and operational performance and long
term growth in shareholder value. The Board recognises that providing strong leadership and strategic guidance to management
is important to achieve our goals and objectives.
Under the Caltex Constitution and the ASX Listing Rules, the total remuneration pool for non-executive directors is determined
by shareholders. Within this overall pool amount, remuneration for non-executive directors is reviewed by the Committee, taking
into account recommendations from an external expert, and set by the Board.
Fees for non-executive directors are set at a level to attract and retain directors with the necessary skills and experience to allow the
Board to have a proper understanding of, and competence to deal with, current and emerging issues for Caltex’s business. The Board
seeks to attract directors with different skills, experience and abilities to enable it to effectively oversee and challenge the performance
of management. Additionally, when setting fee rates, the Board takes into account factors such as external market data on fees and
the size and complexity of Caltex’s operations.
The remuneration of non-executive directors is fixed. The non-executive directors do not participate in any Caltex incentive or bonus
schemes. Caltex does not have a retirement scheme for non-executive directors.
4b. Board and Committee fee rates for 2013

Shareholders approved the current maximum annual remuneration pool for non-executive directors of $2,000,000, including
statutory entitlements, at the 2010 Annual General Meeting. Caltex does not intend to seek any increase to this pool at the 2014
Annual General Meeting.
The Committee engaged the Godfrey Remuneration Group (GRG) to review non-executive director remuneration and make
recommendations for 2014 remuneration levels. In its report, GRG outlined the results of benchmarking Caltex’s remuneration
practices for non-executive directors to a comparator group of companies listed on the ASX. The comparator group consisted of
24 companies – 10 companies with a larger market capitalisation than Caltex and 14 with a smaller market capitalisation than Caltex.
(This was the same comparator group used by GRG in relation to its review of base salaries for the Managing Director & CEO and
other Senior Executives.) GRG’s report was considered by the Committee, and the Committee’s recommendations were considered
and approved by the Board in December 2013.
The Board approved the Committee’s recommendation to maintain the base Board and Chairman fees for 2014 at their current
levels. These fees have now been unchanged since 2012. The Board also approved an increase to the Committee fees for the
members and Chairmen of the Human Resources Committee and the OHS & Environmental Risk Committee. These changes align
the fees for these two committees to the fees paid to the members and the Chairman of the Audit Committee. The increase in these
fees recognises the equivalent complexity and workload requirements of the Human Resources Committee and the Audit Committee
and the critical importance and role of the OHS & Environmental Risk Committee given the industry in which Caltex operates. These
changes to Committee fees equate to a year on year fee increase of 2.3% overall.
Table 11. 2013 non-executive directors’ fees
The following table shows the fee rates for 2013 which were unchanged from 2012:
ROLE 2013 BASE FEES (UNCHANGED) 2013 FEES INCLUDING SUPERANNUATION*
Board
Chairman $465,000 $508,013
(inclusive of all committee fees)
Director $155,000 $169,338
Board Committee Chairman

Audit Committee $36,000 $39,330
Human Resources Committee $31,000 $33,868
Nomination Committee Nil Nil
OHS & Environmental Risk Committee $26,000 $28,405
Board Committee Member

Audit Committee $18,000 $19,665
Human Resources Committee $15,500 $16,934
Nomination Committee Nil Nil
OHS & Environmental Risk Committee $13,000 $14,203
* Caltex pays superannuation at 9.25% for non-executive directors (from 1 July 2013). Superannuation is not paid for overseas directors.
54

An alternate director does not receive Board or Board Committee fees.
From 1 January 2014, the fees for the Chairmen and members of the Human Resources Committee and the OHS & Environmental
Risk Committee will be aligned with the fees paid to the Chairman and members of the Audit Committee.
4c. Remuneration table

Table 12. Total remuneration for directors for 2013 (in dollars) – statutory disclosures
The following table sets out the audited total remuneration for directors in 2013 and 2012 calculated in accordance with statutory
accounting requirements.
POST- OTHER
BONUS SHARE RIGHTS

(SHORT NON- SUPER BENEFITS BENEFITS
SALARY TERM MONETARY ANNUATION (LONG TERM (LONG TERM
AND FEES INCENTIVE)(i) BENEFITS (ii) (iii)
OTHER INCENTIVE) INCENTIVE)
Executive Director
Julian Segal (Managing Director & CEO)
2013 2,012,184 – 13,657 25,000 91,130 196,723 1,853,110 4,191,804
2012 2,013,089 865,518 17,469 35,417 51,675 549,418 1,814,509 5,347,095
Total: Executive Director
2013 2,012,184 – 13,657 25,000 91,130 196,723 1,853,110 4,191,804
2012 2,013,089 865,518 17,469 35,417 51,675 549,418 1,814,509 5,347,095
Current non-executive directors
Elizabeth Bryan (Chairman)
2013 490,309 – 384 17,122 – – – 507,815
2012 490,439 – 284 16,411 – – – 507,134
Trevor Bourne
2013 215,125 – 1,276 19,629 – – – 236,030
2012 199,000 – 811 17,910 – – – 217,721
Richard Brown
2013 155,000 – – – – – – 155,000
2012 79,411 – – – – – – 79,411
Barbara Burger
2013 168,000 – – – – – – 168,000
2012 86,071 – – – – – – 86,071
Greig Gailey
2013 217,000 – 622 19,801 – – – 237,423
2012 210,790 – 632 25,740 – – – 237,162
Colleen Jones-Cervantes (as alternate)
2013 – – – – – – – –
2012 – – – – – – – –
Ryan Krogmeier
2013 170,500 – – – – – – 170,500
2012 129,393 – – – – – – 129,393
Bruce Morgan
2013 111,855 – 195 10,344 – – – 122,394
2012 – – – – – – – –
Former non-executive directors
Brant Fish
2013 – – – – – – – –
2012 41,574 – – – – – – 41,574

POST- OTHER
BONUS SHARE RIGHTS

(SHORT NON- SUPER BENEFITS BENEFITS
SALARY TERM MONETARY ANNUATION (LONG TERM (LONG TERM
AND FEES INCENTIVE)(i) BENEFITS (ii) (iii)
OTHER INCENTIVE) INCENTIVE)
Tim Leveille
2013 – – – – – – – –
2012 76,014 – – – – – – 76,014
Walter Szopiak
2013 – – – – – – – –
2012 82,389 – – – – – – 82,389
John Thorn
2013 86,310 – 479 6,808 – – – 93,597
2012 208,674 – 1,384 16,411 – – – 226,469
Total: non-executive directors
2013 1,614,099 – 2,956 73,704 – – – 1,690,759
2012 1,603,755 – 3,111 76,472 – – – 1,683,338
Total remuneration: Directors
2013 3,626,283 – 16,613 98,704 91,130 196,723 1,853,110 5,882,563
2012 3,616,844 865,518 20,580 111,889 51,675 549,418 1,814,509 7,030,433
Notes:
(i) No STI was awarded to the Managing Director & CEO for the 2013 year due to the company failing to meet the required profit thresholds under the
Rewarding Results Plan.
(ii) Superannuation contributions are made on behalf of non-executive directors to satisfy Caltex’s obligations under Superannuation Guarantee legislation.
(iii) Fees paid to Australian based non-executive directors may be subject to fee sacrifice arrangements for superannuation. Also, directors may direct Caltex
to pay superannuation contributions referable to fees in excess of the maximum earnings base as cash.
5. Shareholdings of key management personnel

The movement during the reporting period in the number of shares of Caltex Australia Limited held directly or indirectly by each key
management personnel, including their personally related entities, is as follows:
HELD AT HELD AT
31 DECEMBER 2013 31 DEC 2012 PURCHASED VESTED SOLD 31 DEC 2013
Directors
Elizabeth Bryan 14,946 – – – 14,946
Julian Segal 166,563 – 279,432 (325,412) 120,583
Trevor Bourne 5,395 – – – 5,395
Richard Brown – – – – –
Barbara Burger – – – – –
Greig Gailey 5,000 – – – 5,000
Colleen Jones-Cervantes – – – – –
Ryan Krogmeier – – – – –
Bruce Morgan – 10,500 – – 10,500
John Thorn 1,510 – – (1,510) –
Senior Executives
Simon Hepworth 65,358 – 59,494 (103,500) 21,352
Peter Lim 7,272 – 19,246 (15,849) 10,669
Mike McMenamin 12,827 – 43,626 (45,831) 10,622
Bruce Rosengarten – – – – –
Gary Smith 21,123 – 68,372 (72,979) 16,516
Andy Walz – – – – –
Simon Willshire 13,055 – 42,482 (45,394) 10,143
56
HELD AT HELD AT
Directors
Julian Segal 66,619 – 99,944 – 166,563
Trevor Bourne 5,395 – – – 5,395
Brant Fish – – – – –
Greig Gailey 5,000 – – – 5,000
Tim Leveille – – – – –
Walt Szopiak – – – – –
John Thorn 1,510 – – – 1,510
Senior Executives
Simon Hepworth 59,116 – 37,742 (31,500) 65,358
Ken James 21,328 – 40,936 (62,264) –
Peter Lim 3,223 – 4,049 – 7,272
Mike McMenamin 32,698 – 22,158 (42,029) 12,827
Gary Smith 14,136 – 6,987 – 21,123
Simon Willshire 28,988 – 25,096 (41,029) 13,055
6. Other key management personnel transactions

Apart from as disclosed in the indemnity section of the Directors’ Report, no key management personnel have entered into a material
contract, loan or other transaction with any entity in the Caltex Australia Group during the year ended 31 December 2013 (2012: nil).
During 2013, Ms Bryan was a director of Westpac Banking Corporation. The business relationship between Caltex and Westpac
Banking Corporation has been in place for many years and transactions during the year were on normal commercial terms.
During 2013, Mr Morgan was a director of Origin Energy Limited and Sydney Water. Transactions with these companies and their
subsidiaries during the year were on normal commercial terms.
During 2012, Mr Bourne was a director of Hastie Group Limited (to 15 February 2012) and Origin Energy Limited (to 12 November 2012).
Transactions with these companies and their subsidiaries during the year were on normal commercial terms.
During 2012, Mr Thorn was a director of National Australia Bank Limited, Amcor Limited and Salmat Limited. Transactions with these
companies and their subsidiaries during the year were on normal commercial terms.

DIRECTORS’ INTERESTS
The directors of Caltex Australia Limited held the following relevant interests in the company’s shares at 31 December 2013:
DIRECTOR SHAREHOLDING NATURE OF INTEREST
Ms Elizabeth Bryan 14,946 Direct interest
Mr Julian Segal 120,583 Direct interest in 73,979 shares; indirect interest in 46,604 shares.
Mr Segal also has a direct interest in 642,160 performance rights
Mr Trevor Bourne 5,395 Direct interest in 2,395 shares; indirect interest in 3,000 shares
Mr Richard Brown –
Ms Barbara Burger –
Mr Greig Gailey 5,000 Indirect interest
Mr Ryan Krogmeier –
Mr Bruce Morgan 10,500 Indirect interest
Note:
The directors have not acquired or disposed of any relevant interests in the company’s shares in the period from 1 January 2014 to the date of this report.
BOARD AND COMMITTEE MEETINGS

The Board of Caltex Australia Limited met 8 times during the year ended 31 December 2013. In addition, a Board strategy session
was held during the year.
In 2013, the Board operated the following standing committees:
• Audit Committee, which met 4 times,
• Human Resources Committee, which met 4 times,
• Nomination Committee, which met 3 times, and
• OHS & Environmental Risk Committee, which met 4 times.
Special purpose committees were convened on 2 occasions in 2013.
The number of Board and Committee meetings attended by each director during the year is set out in the following table:
HUMAN OHS &

AUDIT RESOURCES NOMINATION ENVIRONMENTAL
DIRECTOR BOARD COMMITTEE COMMITTEE COMMITTEE RISK COMMITTEE OTHER1
Current directors A B A B A B A B A B A B
Ms Elizabeth Bryan 8 8 4 4 4 4 3 3 4 4 3 3
Mr Julian Segal 8 8 3 3
Mr Trevor Bourne 8 8 4 4 3 3 3 3 4 4 2 2
Mr Richard Brown 8 8 3 3 1 1
Ms Barbara Burger 8 8 3 3 4 4 1 1
Mr Greig Gailey 8 8 4 4 4 4 3 3 4 4 1 1
Mr Ryan Krogmeier 8 8 4 4 3 3 1
Mr Bruce Morgan2 4 4 2 2 2 2 2 2 2 2
Former director
Mr John Thorn3 2 2 1 1 1 1 1 1

Ms Colleen
Jones‑Cervantes4
Notes:
A: Number of meetings eligible to attend.
B: Number of meetings attended.
1 Other meetings include the Board’s strategy session and meetings of special purpose committees established from time to time during the year.
2 Mr Bruce Morgan was appointed from 29 June 2013.
3 Mr John Thorn resigned from 9 May 2013.
4 Ms Colleen Jones-Cervantes was not eligible to attend any meetings in her capacity as alternate director for Mr Richard Brown, Ms Barbara Burger
and Mr Ryan Krogmeier prior to her resignation as an alternate director from 25 July 2013.
58

SHARES AND INTERESTS COMPANY SECRETARIES
The total number of ordinary shares on issue at the date of this
report and during 2013 is 270 million shares (2012: 270 million
Mr Peter Lim
shares). The total number of performance rights on issue at the Mr Peter Lim is Caltex’s Company Secretary and General
date of this report is 2,437,647 (2012: 2,907,314). 667,640 Counsel. In this role, he serves as Company Secretary to the
performance rights were issued during 2013 (2012: 1,150,552). Board, as Committee Secretary for the Nomination Committee,
1,137,307 performance rights were distributed or lapsed and as a company secretary for various companies in the Caltex
during the year (2012: 423,416). On vesting, Caltex is required Australia Group.
to allocate one ordinary share for each performance right. Mr Lim was appointed as Company Secretary of Caltex Australia
For each right that vests, Caltex will purchase a share on market Limited from 21 April 2011 and was appointed as Company
following vesting. Secretary and General Counsel from 1 January 2012. Mr Lim
joined Caltex in 2006 after spending a number of years as
NON-AUDIT SERVICES a lawyer in private practice, and was appointed to the role
KPMG is the external auditor of Caltex Australia Limited and the of Assistant General Counsel in 2009.
Caltex Australia Group. Mr Lim holds a Bachelor of Commerce and a Bachelor of Laws
In 2013, KPMG performed non-audit services for the Caltex from the University of New South Wales.
Australia Group in addition to its statutory audit and review
engagements for the full year and half year. Ms Katie King
Ms Katie King is Caltex’s Assistant Company Secretary and was
KPMG received or was due to receive the following amounts
appointed as a company secretary of Caltex Australia Limited
for services performed for the Caltex Australia Group during
from 27 October 2011. She is also the Committee Secretary for
the year ended 31 December 2013:
the Audit Committee, the Human Resources Committee and the
• for non-audit services – total fees of $151,400 (2012: OHS & Environmental Risk Committee, and a company secretary
$389,600); these services included taxation services of various companies in the Caltex Australia Group.
($70,000) and other assurance services ($81,400), and
Ms King holds a Bachelor of Commerce from the University of
• for audit services – total fees of $919,400 (2012:
New South Wales, and is a member of the Governance Institute
$1,144,000).
of Australia and the Institute of Chartered Accountants in Australia.
The Board has received a written advice from the Audit
Committee in relation to the independence of KPMG, as INDEMNITY AND INSURANCE
external auditor, for 2013. The advice was made in accordance
with a resolution of the Audit Committee. Constitution
The Constitution of Caltex Australia Limited provides that, to the
The directors are satisfied that:
extent permitted by law and subject to the restrictions in sections
• the provision of non-audit services to the Caltex Australia 199A and 199B of the Corporations Act, Caltex Australia Limited
Group during the year ended 31 December 2013 by KPMG indemnifies every person who is or has been a director or
is compatible with the general standard of independence for secretary of the company or of a subsidiary at the request of the
auditors imposed by the Corporations Act, and Board of Caltex Australia Limited. The indemnities cover against:
• the provision of non-audit services during the year ended • any liability (other than a liability for legal costs) incurred
31 December 2013 by KPMG did not compromise the by that person as a director or secretary of Caltex Australia
auditor independence requirements of the Corporations Act Limited or a subsidiary, and
for the following reasons:
• reasonable legal costs incurred in defending an action
–– the provision of non-audit services in 2013 was for a liability or alleged liability incurred by that person
consistent with the Board’s policy on the provision as a director or secretary of Caltex Australia Limited
of services by the external auditor, or a subsidiary.
–– the non-audit services provided in 2013 are not
considered to be in conflict with the role of external Deeds of indemnity and insurance
auditor, and During the year ended 31 December 2013, Caltex Australia
–– the directors are not aware of any matter relating to the Limited entered into a deed of access, insurance and indemnity
provision of the non-audit services in 2013 that would with Mr Bruce Morgan on his appointment as a director. Deeds
impair the impartial and objective judgement of KPMG of access, insurance and indemnity have previously been
as external auditor. entered into by Caltex Australia Limited with current and former
directors and secretaries.
Under the deeds, Caltex Australia Limited has agreed, in broad
terms, to indemnify its directors and company secretaries
(to the extent permitted by law and subject to the prohibitions
in section 199A of the Corporations Act and the terms of the
deed) against any and all:
• liabilities incurred as an officer of Caltex Australia Limited
or a Group company (but not including liabilities for legal
costs covered by the legal costs indemnity), and

• legal costs reasonably incurred in defending an action for ROUNDING OF AMOUNTS
a liability incurred or allegedly incurred as an officer of
Caltex Australia Limited is an entity to which Class Order
Caltex Australia Limited or a Group company and preparing
98/100 (as issued by the Australian Securities and Investments
for, attending or appearing in administrative proceedings
Commission) applies. Amounts in the 2013 Directors’ Report
or an investigation or inquiry by any regulatory authority
and the 2013 Financial Report have been rounded off to the
or external administrator in respect of or arising out of
nearest thousand dollars (unless otherwise stated) in accordance
or connected with any act.
with this class order.
Under the deeds entered into with directors and company
The Directors’ Report is made in accordance with a resolution
secretaries, Caltex Australia Limited (either itself or through
of the Board of Caltex Australia Limited.
a Group company) is required to maintain and pay the premium
on an insurance policy covering each director and company
secretary (to the extent permitted by law and subject to the
prohibitions in sections 199B and 199C of the Corporations Act).
In each case, the obligation continues for a period of seven years
after the director or secretary (as the case may be) ceases to
be an officer or, if a proceeding or an inquiry has commenced
or arises within this seven year period and this has been notified
to the company, a further period up to the outcome of the EB Bryan AM J Segal
proceedings or inquiry or when the company is satisfied that Chairman Managing Director & CEO
the proceedings or inquiry will not proceed.
Sydney, 24 February 2014
Contract of insurance
Caltex Australia Limited has paid a premium in respect of
a contract insuring the directors and officers of Caltex Australia
Limited against liabilities.
The directors have not included details of the nature of
the liabilities covered or the amount of the premium paid
in respect of the directors’ and officers’ liability insurance,
as such disclosure is prohibited under the terms of the contract.
60

LEAD AUDITOR’S INDEPENDENCE DECLARATION UNDER SECTION 307C OF THE
CORPORATIONS ACT 2001
To: The directors of Caltex Australia Limited
I declare that, to the best of my knowledge and belief, in relation to the audit for the financial year ended 31 December 2013 there
have been:
(i) no contraventions of the auditor independence requirements as set out in the Corporations Act 2001 in relation to the audit, and
(ii) no contraventions of any applicable code of professional conduct in relation to the audit.
KPMG Greg Boydell

Partner
KPMG, an Australian partnership and a member

firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative Liability limited by a scheme approved under
(“KPMG International”), a Swiss entity. Professional Standards Legislation.
Directors’ Declaration
The Board of Caltex Australia Limited has declared that:
(a) the directors have received the declarations required by section 295A of the Corporations Act from the Managing Director
& CEO and the Chief Financial Officer for the year ended 31 December 2013,
(b) in the directors’ opinion, the financial statements and notes for the year ended 31 December 2013, and the Remuneration
Report, are in accordance with the Corporations Act, including:
(i) section 296 (compliance with Accounting Standards), and
(ii) section 297 (true and fair view),
(c) in the directors’ opinion, there are reasonable grounds to believe that Caltex Australia Limited will be able to pay its debts
as and when they become due and payable,
(d) a statement of compliance with International Financial Reporting Standards has been included in note 1(a) to the financial
statements, and
(e) at the date of this declaration, there are reasonable grounds to believe that the companies in the Caltex Australia Group that
are parties to the Deed of Cross Guarantee dated 22 December 1992 with Caltex Australia Limited (including companies added
by Assumption Deed), as identified in note 22 of the 2013 Financial Report, will be able to meet any obligations or liabilities
to which they are, or may become, subject by virtue of the Deed of Cross Guarantee.
The Directors’ Declaration is made in accordance with a resolution of the Board of Caltex Australia Limited.
EB Bryan AM J Segal
Chairman Managing Director & CEO

62
Independent Auditor’s Report to the

Members of Caltex Australia Limited
Report on the financial report
We have audited the accompanying financial report of Caltex Australia Limited (the company), which comprises the consolidated
balance sheet as at 31 December 2013, and consolidated income statement, consolidated statement of comprehensive income,
consolidated statement of changes in equity and consolidated cash flow statement for the year ended on that date, notes 1 to 32
comprising a summary of significant accounting policies and other explanatory information and the directors’ declaration of the
Group comprising the company and the entities it controlled at the year’s end or from time to time during the financial year.
Directors’ responsibility for the financial report

The directors of the company are responsible for the preparation of the financial report that gives a true and fair view in accordance
with Australian Accounting Standards and the Corporations Act 2001 and for such internal control as the directors determine is
necessary to enable the preparation of the financial report that is free from material misstatement whether due to fraud or error. In
note 1, the directors also state, in accordance with Australian Accounting Standard AASB 101 Presentation of Financial Statements,
that the financial statements of the Group comply with International Financial Reporting Standards.
Auditor’s responsibility
Our responsibility is to express an opinion on the financial report based on our audit. We conducted our audit in accordance with Australian
Auditing Standards. These Auditing Standards require that we comply with relevant ethical requirements relating to audit engagements
and plan and perform the audit to obtain reasonable assurance whether the financial report is free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial report. The
procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the
financial report, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the
entity’s preparation of the financial report that gives a true and fair view in order to design audit procedures that are appropriate in
the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also
includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the
directors, as well as evaluating the overall presentation of the financial report.
We performed the procedures to assess whether in all material respects the financial report presents fairly, in accordance with the
Corporations Act 2001 and Australian Accounting Standards, a true and fair view which is consistent with our understanding of the
Group’s financial position and of its performance.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.
Independence
In conducting our audit, we have complied with the independence requirements of the Corporations Act 2001.
Auditor’s opinion
In our opinion:
(a) the financial report of the Group is in accordance with the Corporations Act 2001, including:
(i) giving a true and fair view of the Group’s financial position as at 31 December 2013 and of its performance for the year
ended on that date, and
(ii) complying with Australian Accounting Standards and the Corporations Regulations 2001.
(b) the financial report also complies with International Financial Reporting Standards as disclosed in note 1.
Report on the remuneration report

We have audited the Remuneration Report included in pages 30 to 56 of the directors’ report for the year ended 31 December 2013.
The directors of the company are responsible for the preparation and presentation of the remuneration report in accordance with
Section 300A of the Corporations Act 2001. Our responsibility is to express an opinion on the remuneration report, based on our audit
conducted in accordance with auditing standards.
Auditor’s opinion
In our opinion, the remuneration disclosures that are contained in the sections of the Directors’ Remuneration Report of Caltex Australia
Limited for the year ended 31 December 2013 that are described as audited comply with Section 300A of the Corporations Act 2001.
KPMG Greg Boydell

Partner
KPMG, an Australian partnership and a member
firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative Liability limited by a scheme approved under
(“KPMG International”), a Swiss entity. Professional Standards Legislation.
Consolidated Income Statement

FOR THE YEAR ENDED 31 DECEMBER 2013
THOUSANDS OF DOLLARS NOTE 2013 2012

Revenue 2 24,676,383 23,541,779
Replacement cost of goods sold (excluding product duties and taxes and inventory
gains/(losses)) (17,912,406) (16,800,492)
Product duties and taxes (5,126,439) (5,027,201)
Inventory gains/(losses) 246,445 (131,805)
Cost of goods sold – historical cost (22,792,400) (21,959,498)
Gross profit 1,883,983 1,582,281
Net foreign exchange losses (77,876) (8,439)

Other income 2 44,881 22,883
Refining and Supply expenses (242,632) (667,598)
Marketing expenses (731,302) (665,758)
Other expenses (52,880) (80,876)
Results from operating activities 824,174 182,493
Finance costs 3 (97,675) (99,459)

Finance income 3 8,884 2,196
Net finance costs (88,791) (97,263)
Share of net profit of entities accounted for using the equity method 23(d) 158 1,634
Profit before income tax expense 735,541 86,864
Income tax expense 4 (206,784) (29,263)
Net profit 528,757 57,601
Profit/(loss) attributable to:

Equity holders of the parent entity 530,028 56,777
Non-controlling interest (1,271) 824
Net profit 528,757 57,601
Basic and diluted earnings per share:

Historical cost – cents per share 6 196.3 21.0
The consolidated income statement for the year ended 31 December 2013 includes significant gains of $27,763,000
(2012: $441,355,000 loss). Details of these items are disclosed in note 3.
The consolidated income statement is to be read in conjunction with the notes to the financial statements.
64
Consolidated Statement
of Comprehensive Income

Profit for the period 528,757 57,601
Other comprehensive income

Items that will not be reclassified to profit or loss:
Actuarial gain on defined benefit plans 18(b) 30,470 6,887
Tax on items that will not be reclassified to profit or loss (9,141) (1,616)
Total items that will not be reclassified to profit or loss 21,329 5,271
Items that may be reclassified subsequently to profit or loss:

Effective portion of changes in fair value of cash flow hedges 88,206 (29,731)
Net change in fair value of cash flow hedges reclassified to profit or loss (73,549) 25,330
Tax on items that may be reclassified subsequently to profit or loss (4,397) 1,320
Total items that may be reclassified subsequently to profit or loss 10,260 (3,081)
Other comprehensive income for the period, net of income tax 31,589 2,190
Total comprehensive income for the period 560,346 59,791
Attributable to:
Equity holders of the parent entity 561,617 58,967
Non-controlling interest (1,271) 824
The consolidated statement of comprehensive income is to be read in conjunction with the notes to the financial statements.
Consolidated Balance Sheet

AS AT 31 DECEMBER 2013

Current assets
Cash and cash equivalents 199,922 209,929
Receivables 7 988,533 1,047,434
Inventories 8 2,027,857 1,651,509
Other 9 35,416 39,802
Total current assets 3,251,728 2,948,674
Non-current assets
Receivables 7 3,048 2,207
Investments accounted for using the equity method 23 23,863 24,157
Other investments 10 3 3
Intangibles 11 144,247 108,064
Property, plant and equipment 12 2,125,617 1,769,915
Deferred tax assets 4 469,890 528,136
Other 9 2,474 4,480
Total non-current assets 2,769,142 2,436,962
Total assets 6,020,870 5,385,636
Current liabilities
Payables 13 1,716,399 1,497,147
Interest bearing liabilities 14 71,404 1,188
Current tax liabilities 55,361 9,862
Provisions 15 228,993 124,200
Total current liabilities 2,072,157 1,632,397
Non-current liabilities
Payables 13 5,657 6,595
Interest bearing liabilities 14 870,921 948,744
Provisions 15 475,103 638,321
Total non-current liabilities 1,351,681 1,593,660
Total liabilities 3,423,838 3,226,057
Net assets 2,597,032 2,159,579
Equity
Issued capital 16 543,415 543,415
Treasury stock (610) 20
Reserves (10,258) (7,655)
Retained earnings 2,055,262 1,611,905
Total parent entity interest 2,587,809 2,147,685
Non-controlling interest 9,223 11,894
Total equity 2,597,032 2,159,579
The consolidated balance sheet is to be read in conjunction with the notes to the financial statements.
66
Consolidated Statement
of Changes in Equity
FOREIGN
CURRENCY EQUITY NON-
TRANS COMPEN- CONTROL-
ISSUED TREASURY LATION HEDGING SATION RETAINED LING TOTAL
THOUSANDS OF DOLLARS CAPITAL STOCK RESERVE RESERVE RESERVE EARNINGS TOTAL INTEREST EQUITY
Balance at 1 January 2012 543,415 (430) – (16,444) 8,107 1,671,357 2,206,005 12,070 2,218,075
Total comprehensive income
for the year
Profit for the period – – – – – 56,777 56,777 824 57,601
Total other comprehensive
(expense)/income – – – (3,081) – 5,271 2,190 – 2,190
Total comprehensive
(expense)/income for the year – – – (3,081) – 62,048 58,967 824 59,791
Own shares acquired – (4,353) – – – – (4,353) – (4,353)
Shares vested to employees – 4,803 – – (4,803) – – – –
Expense on equity settled
transactions – – – – 8,566 – 8,566 – 8,566
Dividends to shareholders – – – – – (121,500) (121,500) (1,000) (122,500)
Balance at 31 December 2012 543,415 20 – (19,525) 11,870 1,611,905 2,147,685 11,894 2,159,579
Balance at 1 January 2013 543,415 20 – (19,525) 11,870 1,611,905 2,147,685 11,894 2,159,579
Total comprehensive income
for the year
Profit/(loss) for the period – – – – – 530,028 530,028 (1,271) 528,757
Total other comprehensive
income – – – 10,260 – 21,329 31,589 – 31,589
Total comprehensive
income/(expense) for the year – – – 10,260 – 551,357 561,617 (1,271) 560,346
Foreign currency translation
differences for foreign
operations – – (240) – – – (240) – (240)
Own shares acquired – (21,434) – – – – (21,434) – (21,434)
Shares vested to employees – 20,804 – – (20,804) – – – –
Expense on equity settled
transactions – – – – 8,181 – 8,181 – 8,181
Dividends to shareholders – – – – – (108,000) (108,000) (1,400) (109,400)
Balance at 31 December 2013 543,415 (610) (240) (9,265) (753) 2,055,262 2,587,809 9,223 2,597,032
The consolidated statement of changes in equity is to be read in conjunction with the notes to the financial statements.
Consolidated Cash Flow Statement


Cash flows from operating activities
Receipts from customers 28,354,086 27,015,253
Payments to suppliers, employees and governments (27,552,535) (26,396,190)
Dividends and disbursements received 2,550 1,600
Interest received 7,807 2,829
Interest and other finance costs paid (87,391) (108,778)
Income taxes paid (116,577) (114,976)
Net operating cash inflows 25(b) 607,940 399,738
Cash flows from investing activities

Purchase of assets and liabilities through business combination 26 (42,967) (11,446)
Purchases of property, plant and equipment (481,582) (342,683)
Major cyclical maintenance (36,173) (34,430)
Purchases of intangibles (8,992) (13,389)
Net proceeds from sale of property, plant and equipment 62,545 6,768
Net investing cash outflows (507,169) (395,180)
Cash flows from financing activities

Proceeds from borrowings 4,237,000 12,895,678
Repayments of borrowings (4,237,000) (12,566,845)
Repayment of finance lease principal (1,378) (2,780)
Dividends paid to non-controlling interest (1,400) (1,000)
Dividends paid (108,000) (121,500)
Net financing cash (outflows)/inflows (110,778) 203,553
Net (decrease)/increase in cash and cash equivalents (10,007) 208,111

Cash and cash equivalents at the beginning of the year 209,929 1,818
Cash and cash equivalents at the end of the year 25(a) 199,922 209,929
The consolidated cash flow statement is to be read in conjunction with the notes to the financial statements.
68
Notes to the Financial Statements

for the year ended 31 DECEMBER 2013
1. Significant accounting policies The accounting policies set out below have been applied
consistently to all periods presented in the consolidated financial
Caltex Australia Limited (the company) is a company limited by
report by the Group, except where stated.
shares, incorporated and domiciled in Australia. The shares of
Caltex Australia Limited are publicly traded on the Australian
Changes in accounting policies
Securities Exchange. The consolidated financial statements
for the year ended 31 December 2013 comprise the company The Group has adopted all the mandatory amended Accounting
and its controlled entities (together referred to as the Group) Standards issued that are relevant to its operations and effective
and the Group’s interest in associates and jointly controlled for the current reporting period. Of the Accounting Standards
entities. The Group is a for-profit entity and is primarily involved that were amended, the following had an impact upon Caltex’s
in the purchase, refining, distribution and marketing of financial statements:
petroleum products and the operation of convenience stores. • AASB 119 Employee Benefits – the Group has changed its
The consolidated financial statements were approved by the accounting policy with respect to accounting for defined
Board and authorised for issue on 24 February 2014. benefit plans as follows:
–– changes in the net defined benefit liability, including
(a) Statement of compliance and basis actuarial gains and losses, are recognised in
of preparation comprehensive income when they occur, and
The financial report has been prepared as a general purpose –– previously, the Group determined interest income
financial report and complies with the requirements of the on plan assets based on their long-term rate of expected
Corporations Act, and Australian Accounting Standards (AASBs). return. The revised AASB 119 replaces the interest
The consolidated financial report complies with International cost and expected return on plan assets with a net
Financial Reporting Standards (IFRSs) adopted by the interest amount.
International Accounting Standards Board (IASB).
• AASB 13 Fair Value – the Group has complied with the
The consolidated financial report is prepared on the historical standard’s establishment of a single framework for
cost basis except for the following material items in the measuring fair value and making disclosures about fair
consolidated balance sheet: value measurements. In accordance with the transitional
• derivative financial instruments are measured at fair value, provisions of AASB 13, the Group has applied the new fair
and value guidance prospectively and has not provided any
comparative information. Refer to note 17 for further detail.
• the defined benefit liability is recognised as the net total
of the plan assets, plus unrecognised past service cost less
(b) Basis of consolidation
the present value of the defined benefit obligation.
Subsidiaries
The consolidated financial report is presented in Australian
Subsidiaries are those entities controlled by the Group. Control
dollars, which is the Group’s functional currency.
exists when the Group is exposed to, or has rights to, variable
The company is of a kind referred to in ASIC Class Order 98/100 returns from its involvement with the entity and has the ability
dated 10 July 1998 and in accordance with that Class Order, to affect those returns from its involvement with the entity and
amounts in the consolidated financial report and Directors’ through its power over the entity.
Report have been rounded to the nearest thousand dollars,
The financial statements of subsidiaries are included in the
unless otherwise stated.
consolidated financial statements from the date that control
The preparation of a consolidated financial report in conformity commences until the date that control ceases.
with AASBs requires management to make judgements,
estimates and assumptions that affect the application of Interests in associates and jointly controlled entities
policies and reported amounts of assets and liabilities, income Associates are those entities over whose financial and operating
and expenses. The estimates and associated assumptions are policies the Group has significant influence, but not control.
based on historical experience and various other factors that The consolidated financial statements include the Group’s share
are believed to be reasonable under the circumstances, the of the total recognised gains and losses of associates on an
results of which form the basis of making the judgements equity accounted basis, from the date that significant influence
about carrying values of assets and liabilities that are not commences until the date that significant influence ceases.
readily apparent from other sources. Actual results may differ When the Group’s share of losses exceeds the carrying amount
from these estimates. These accounting policies have been of the associate, the carrying amount is reduced to nil and
consistently applied by each entity in the Group. recognition of future losses is discontinued except to the extent
that the Group has incurred legal or constructive obligations
The estimates and underlying assumptions are reviewed on an
or made payments on behalf of the associate.
ongoing basis. Revisions to accounting estimates are recognised
in the period in which the estimate is revised and future periods In the consolidated financial statements, investments in joint
if the revision affects both current and future periods. ventures are accounted for using equity accounting principles.
Investments in joint ventures are carried at the lower of the
Judgements made by management in the application of AASBs
equity accounted amount and recoverable amount.
that have a significant effect on the consolidated financial report
and estimates with a significant risk of material adjustment in The Group’s share of the joint venture’s net profit or loss
the next year are discussed in note 1(c). is recognised in the consolidated income statement from the
date joint control commences until the date joint control
Notes to the Financial Statements (continued)

ceases. Other movements in reserves are recognised directly in substance of the agreement. Royalties are recognised as they
the consolidated reserves. accrue in accordance with the substance of the agreement.
Joint operations
Other income
The interests of the Group in unincorporated joint operations
Profit on disposal of property assets
are brought to account by recognising in its financial statements
The profit on disposal of property assets is brought to account at
the assets it controls and the liabilities that it incurs, and the
the date a contract of sale is settled, because it is at this time that:
expenses it incurs and its share of income that it earns from
the sale of goods or services by the joint operation. • the costs incurred or to be incurred in respect of the sale can
be measured reliably, and
Transactions eliminated on consolidation • the significant risks and rewards of ownership of the
Intra-group balances and transactions, and any unrealised property have been transferred to the buyer.
income and expenses arising from intra-group transactions, are
Assets that are held for sale are carried at the lower of the net
eliminated in preparing the consolidated financial statements.
book value and fair value less cost to sell.
Unrealised gains arising from transactions with associates and
jointly controlled entities are eliminated to the extent of the
Group’s interest in the entity. Unrealised losses arising from
(e) Cost of goods sold measured on a replacement
transactions with associates and jointly controlled entities are cost basis
eliminated in the same way as unrealised gains, but only to the Cost of goods sold measured on a replacement cost basis
extent that there is no evidence of impairment. excludes the effect of inventory gains and losses, including the
impact of exchange rate movements. Inventory gains or losses
(c) Accounting estimates and judgements arise due to movements in the landed price of crude oil, and
represent the difference between the actual historic cost of sales
Significant areas of estimation, uncertainty and critical
and the current replacement value of that inventory.
judgements in applying accounting policies include:
• note 1(n) contains information about the assumptions and The net inventory gain or loss is adjusted to reflect the impact
the risk factors relating to impairment, of contractual revenue lags.
• in assessing the carrying value of property, plant and
equipment, management considers long-term assumptions (f) Product duties and taxes
relating to key external factors including crude oil prices, Product duties and taxes are included in cost of goods sold.
foreign exchange rates and Singapore refiner margins. Product duties and taxes include fuel excise, which is a cents
Any changes in these assumptions can have a material per litre impost on products used as fuels, and the product
impact on the carrying value, stewardship levy, which is a cents per litre impost on all
• in note 1(j), explanation is given of the foreign exchange, lubricant products sold.
interest rate and commodity price exposures of the Group
and the risk in relation to foreign exchange, interest rate (g) Goods and services tax
and commodity price movements. Refer to note 17 for Revenues, expenses and assets are recognised net of the
further detail, amount of GST, except where the amount of GST incurred
• note 1(w) provides key sources of estimation, uncertainty is not recoverable from the Australian Taxation Office (ATO).
and assumptions used in regard to estimation of provisions. In these circumstances, the GST is recognised as part of the cost
Refer to note 15 for further detail, and of acquisition of the asset or as part of the item of expense.
• note 18(b) contains information about the principal actuarial Receivables and payables are stated with the amount of GST
assumptions used in determining pension obligations for included. The net amount of GST recoverable from, or payable
the Group’s defined benefit plan. to, the ATO is included as a current asset or liability in the
consolidated balance sheet. Cash flows are included in the
(d) Revenue consolidated cash flow statement on a gross basis. The GST
components of cash flows arising from investing activities
Sale of goods which are recoverable from, or payable to, the ATO are classified
Revenue from the sale of goods in the ordinary course of as operating cash flows.
activities is measured at the fair value of consideration received
or receivable, net of rebates, discounts and allowances. (h) Net finance costs
Gross sales revenue excludes amounts collected on behalf Net finance costs include:
of third parties such as goods and services tax (GST). Sales • Interest income that is recognised on a time proportionate
revenue is recognised when the significant risks and rewards basis taking into account the effective yield on the financial
of ownership have been transferred to the customer, which asset,
is the date products are delivered to the customer. • Interest payable on borrowings calculated using the effective
interest rate method,
Other revenue
• Finance charges in respect of finance leases,
Dividend income is recognised at the date the right to receive
payment is established. • Losses on hedging instruments that are recognised in profit
or loss,
Rental income from leased sites is recognised in the consolidated
• Exchange differences arising from foreign currency
income statement on a straight-line basis over the term of the
borrowing to the extent that they are regarded as an
lease. Franchise fee income is recognised in accordance with the
adjustment to interest costs, and
70

1. Significant accounting policies (continued)

• Differences relating to the unwinding of the discount (j) Derivative financial instruments
of assets and liabilities measured at amortised cost. The Group is exposed to changes in interest rates, foreign
Finance costs are recognised as incurred unless they relate to exchange rates and commodity prices from its activities.
qualifying assets. Qualifying assets are assets which take more than The Group may use interest rate instruments, foreign exchange
12 months to get ready for their intended use or sale. In these instruments, cross currency swaps, crude swap contracts and
circumstances, finance costs are capitalised to the cost of the finished product swap contracts to hedge these risks.
assets. The Group does not enter into derivative financial instrument
Where funds are borrowed specifically for the acquisition, transactions for trading or speculative purposes. However,
construction or production of a qualifying asset, the amounts financial instruments entered into to hedge an underlying
of finance costs capitalised are those incurred in relation to that exposure which does not qualify for hedge accounting are
borrowing, net of any interest earned on those borrowings. accounted for as trading instruments.
Where funds are borrowed generally, finance costs are Derivative financial instruments are recognised at fair value.
capitalised using a weighted average capitalisation rate. The gain or loss on subsequent remeasurement is recognised
immediately in the consolidated income statement. However,
(i) Foreign currencies where derivatives qualify for hedge accounting, recognition
of any resultant gain or loss depends on the nature of the item
Foreign currency transactions
being hedged.
Foreign currency transactions are recorded, on initial
recognition, in Australian dollars by applying the exchange rate
Interest rate instruments
at the date of the transaction.
The fair value of interest rate swap contracts is the estimated
Monetary assets and liabilities denominated in foreign amount that the Group would receive or pay to terminate the
currencies at the balance sheet date are translated to Australian swap at balance date taking into account current interest rates
dollars at the foreign exchange rate applicable for that and credit adjustments.
date. Foreign exchange differences arising on translation
are recognised in the consolidated income statement. Non- Foreign exchange contracts
monetary assets and liabilities that are measured in terms of The fair value of forward exchange contracts is calculated by
historical cost in a foreign currency are translated using the reference to current forward exchange rates for contracts with
exchange rate at the date of the transaction. Non-monetary similar maturity profiles as at reporting date.
assets and liabilities denominated in foreign currencies that are
Spot foreign exchange contracts are recorded at fair value, being
stated at fair value are translated to Australian dollars at foreign
the quoted market price at balance date.
exchange rates ruling at the dates the fair value was determined.
Crude and finished product swap contracts

Foreign operations
The fair value of crude and product swap contracts is calculated
The assets and liabilities of foreign operations are translated
by reference to market prices for contracts with similar maturity
to Australian dollars at the foreign exchange rates applicable
profiles at reporting date.
at the balance sheet date. The revenues and expenses of
foreign operations are translated to Australian dollars at a rate
Hedging
that approximates the exchange rates at the dates of the
Cash flow hedges
transactions. Equity items are translated at historical rates.
Interest rate instruments, forward exchange contracts and crude
Foreign currency differences arising on translation are and finished product swap contracts are cash flow hedges. Cross
recognised directly in the foreign currency translation reserve currency swaps may be cash flow hedges. Where a derivative
(FCTR), a separate component of equity. financial instrument is designated as a hedge of the variability
Foreign exchange gains and losses arising from a monetary in cash flows of a recognised asset or liability, or a highly
item receivable from or payable to, a foreign operation, probable forecast transaction, the effective part of any gain
the settlement of which is neither planned nor likely in the or loss on the derivative financial instrument is recognised
foreseeable future, are considered to form part of the net directly in equity. When the anticipated transaction results
investment in a foreign operation and are recognised directly in the recognition of a non-financial asset or non-financial
in equity in the FCTR. liability, the cumulative gain or loss is removed from equity and
included in the initial measurement of the non-financial asset
When a foreign operation is disposed of such that control, or non-financial liability. If a hedge of a forecast transaction
significant influence or joint control is lost, the cumulative subsequently results in the recognition of a financial asset
amount in the translation reserve related to that foreign or a financial liability, the associated gains and losses that were
operation is reclassified to profit or loss as part of the gain recognised directly in equity are reclassified into profit or loss
or loss on disposal. When the Group disposes of only part of its in the same period or periods during which the asset acquired
interest in a subsidiary that includes a foreign operation while or liability assumed affects profit or loss (i.e. when interest
retaining control, the relevant proportion of the cumulative income or expense is recognised). For cash flow hedges, other
amount is reattributed to non-controlling interests. When the than those covered by the preceding two policy statements,
Group disposes of only part of its investment in an associate the associated cumulative gain or loss is removed from equity
or joint venture that includes a foreign operation while and recognised in the consolidated income statement in the
retaining significant influence or joint control, the relevant same period or periods during which the hedged forecast
proportion of the cumulative amount is reclassified to profit or transaction affects profit or loss. The ineffective part of any
loss.

gain or loss in the carrying amount of a cash flow hedge is A deferred tax asset is recognised only to the extent that it
recognised in the consolidated income statement immediately. is probable that future taxable profits will be available against
which the asset can be utilised. Deferred tax assets are reduced
When a hedging instrument or hedge relationship is terminated,
to the extent that it is no longer probable that the related tax
but the hedged transaction is still expected to occur, the
benefit will be realised.
cumulative gain or loss at that point remains in equity and
is recognised in accordance with the above policy when the Deferred tax assets and liabilities are offset if there is a legally
transaction occurs. If the hedged transaction is no longer enforceable right to offset current tax liabilities and assets, and
expected to take place, the cumulative unrealised gain or loss they relate to taxes levied by the same tax authority on the same
recognised in equity is recognised in the consolidated income taxable entity, or on different tax entities, but they intend to
statement immediately. settle current tax liabilities and assets on a net basis or their tax
assets and liabilities will be realised simultaneously.
Fair value hedges
A change in the carrying amount of a fair value hedge is Tax consolidation
recognised in the consolidated income statement, together
Caltex Australia Limited, as the head company, recognises
with the change to the carrying amount of the hedged item.
all current tax balances relating to its wholly owned Australian
The Group formally documents all relationships between resident entities included in the tax-consolidated group (TCG).
hedging instruments and hedged items, as well as risk
Current tax expense/income, deferred tax liabilities and deferred
management objectives and strategies for undertaking
tax assets arising from temporary differences of the members
various hedge transactions. When effectiveness ceases,
of the TCG are recognised in the separate financial statements
hedge accounting is discontinued.
of the members of the TCG using the “group allocation”
Cross currency swaps approach.
The Group has entered into cross currency swaps with matched Current tax expense/income is allocated based on the net profit/
terms to the underlying US notes. These matched terms include loss before tax of each separate member of the TCG adjusted for
principal, margin and payment terms. These contracts are permanent differences and intra-group dividends, tax-effected
initially designated as fair value hedges for the swap of the using tax rates enacted or substantially enacted at the balance
benchmark US and Australian interest rates (a cross currency sheet date.
swap excluding margins) and cash flow hedges for the swap
of the fixed US and Australian margin. Initial designation Any current tax liabilities and deferred tax assets arising from
documents also provide scope for interest rate swaps to unused tax losses of the subsidiaries are assumed by the head
be entered into over the life of the cross currency swap. company in the TCG and are recognised as amounts payable
On entering into the interest rate swap, the initial fair value to/receivable from other entities in the TCG in conjunction with
hedge is redesignated as a combined cross currency swap and any tax funding arrangement amounts.
interest rate swap and accounted for as a cash flow hedge. The Group recognises deferred tax assets arising from unused
tax losses of the TCG to the extent that it is probable that future
(k) Income tax taxable profits of the TCG will be available against which the
Income tax expense comprises current and deferred tax. Income asset can be utilised.
tax is recognised in the consolidated income statement except
to the extent that it relates to items recognised directly in equity, Nature of tax funding arrangements and tax
in which case it is recognised in equity. sharing arrangements
Current tax is the expected tax payable on the taxable income The head entity, in conjunction with the other members of the
for the year, using tax rates enacted or substantially enacted TCG, has entered into a tax funding arrangement which sets out
at the balance sheet date, and any adjustments to tax payable the funding obligations of members of the TCG in respect of tax
in respect of previous years. amounts. The tax funding arrangements require payments to/
from the head entity equal to the current tax liability/(asset)
Deferred tax is recognised using the balance sheet liability assumed by the head entity and any tax loss deferred tax
method, providing for temporary differences between the asset assumed by the head entity, resulting in the head entity
carrying amounts of assets and liabilities for financial reporting recognising an inter-entity payable/(receivable) equal in amount
purposes and the amounts used for taxation purposes. The to the tax liability/(asset) assumed. The inter-entity payables/
following temporary differences are not provided for: goodwill, (receivables) are at call.
the initial recognition of assets or liabilities in a transaction that
is not a business combination and that affect neither accounting Contributions to fund the current tax liabilities are payable
nor taxable profit, and differences relating to investments in as per the tax funding arrangement and reflect the timing
subsidiaries, associates and jointly controlled entities to the of the head entity’s obligation to make payments for tax
extent that the Group is able to control the timing of the reversal liabilities to the relevant tax authorities.
of the temporary differences and it is probable that they will not The head entity, in conjunction with the other members
reverse in the foreseeable future. of the TCG, has also entered into a tax sharing agreement.
The amount of deferred tax provided is based on the expected The tax sharing agreement provides for the determination of
manner of realisation or settlement of the carrying amount the allocation of income tax liabilities between the entities
of assets and liabilities, using tax rates enacted or substantively should the head entity default on its tax payment obligations.
enacted at the balance sheet date. No amounts have been recognised in the financial statements
in respect of this agreement as payment of any amounts under
the tax sharing agreement is considered remote.
72


(l) Receivables Reversals of impairment
Receivables are initially recognised at fair value plus any directly An impairment loss in respect of a held to maturity security or
attributable transaction costs and subsequently measured at receivable carried at amortised cost is reversed if the subsequent
amortised cost less impairment losses. increase in the recoverable amount can be related objectively
to an event occurring after the impairment loss was recognised.
Impairment testing is performed at reporting date. A provision
for impairment losses is raised if there is a specific indicator that An impairment loss in respect of goodwill is not reversed.
an impairment loss on receivables has been incurred. In respect of other assets, an impairment loss is reversed if
there has been a change in the estimates used to determine the
An impairment loss is reversed if the subsequent increase recoverable amount.
in recoverable amount can be related objectively to an event
occurring after the impairment loss was recognised. An impairment loss is reversed only to the extent that the
asset’s carrying amount does not exceed the carrying amount
(m) Inventories that would have been determined, net of depreciation
Inventories are measured at the lower of cost and net realisable or amortisation, if no impairment loss had been recognised.
value. Cost is based on the first in first out (FIFO) principle and
includes direct materials, direct labour and an appropriate (o) Property, plant and equipment
proportion of variable and fixed overhead expenditure incurred Owned assets
in acquiring the inventories and bringing them into the existing
Items of property, plant and equipment are measured at
location and condition.
cost less accumulated depreciation and impairment losses.
The amount of any write-down or loss of inventory is recognised Cost includes expenditure that is directly attributable to the
as an expense in the period it is incurred. acquisition of the asset. The cost of self-constructed assets
includes the cost of materials, direct labour and an appropriate
Inventory write-downs may be reversed when net realisable proportion of production overheads.
value increases subsequent to initial write-down. The reversal
is limited to the original write-down amount. The cost of property, plant and equipment includes the cost
of decommissioning and restoration costs at the end of their
(n) Impairment economic lives if a present legal or constructive obligation
The carrying amounts of the Group’s assets, other than exists. More details of how this cost is estimated and recognised
inventories and deferred tax assets, are reviewed at each balance is contained in note 1(w).
sheet date to determine whether there is an indication of Assessment of impairment is made in accordance with the
impairment. If any such indication exists, the asset’s recoverable impairment policy in note 1(n).
amount is estimated.
An impairment loss is recognised whenever the carrying Leased assets
amount of an asset or its cash-generating unit exceeds its Leases of property, plant and equipment under which the
recoverable amount. Impairment losses are recognised in the Group assumes substantially all the risks and rewards of
consolidated income statement, unless an asset has previously ownership are classified as finance leases. Other leases are
been revalued, in which case the impairment loss is recognised classified as operating leases.
as a reversal to the extent of that previous revaluation with any Finance leases
excess recognised through the consolidated income statement. Assets of the Group acquired under finance leases are capitalised
Impairment losses recognised in respect of cash-generating and included in property, plant and equipment at the lesser
units are allocated first to reduce the carrying amount of any of fair value or present value of the minimum lease payments
goodwill allocated to cash-generating units (group of units) and with a corresponding finance lease liability. Contingent rentals
then, to reduce the carrying amount of the other assets in the are written off as an expense of the period in which they are
unit (group of units) on a pro rata basis. incurred. Capitalised lease assets are depreciated over the
shorter of the lease term and its useful life.
Calculation of recoverable amount
The recoverable amount of the Group’s investments in held Minimum lease payments are apportioned between the
to maturity securities and receivables carried at amortised finance charge and the reduction of the outstanding liability.
cost is calculated as the present value of estimated future cash The interest components of lease payments are charged
flows, discounted at the original effective interest rate (i.e. the to the consolidated income statement to reflect a constant rate
effective interest rate computed at initial recognition of these of interest on the remaining balance of the liability for each
financial assets). accounting period.
The recoverable amount of other assets is the greater of their Operating leases
fair value less costs to sell and value in use. In assessing value Payments made under operating leases are charged against
in use, the estimated future cash flows are discounted to their net profit or loss in equal instalments over the accounting
present value using a pre-tax discount rate that reflects current period covered by the lease term, except where an alternative
market assessments of the time value of money and the risks basis is more representative of the benefits to be derived
specific to the asset. For an asset that does not generate from the leased property. Contingent rentals are recognised
largely independent cash inflows, the recoverable amount is as an expense in the period in which they are incurred. Lease
determined for the cash-generating unit to which the asset incentives received are recognised in the consolidated income
belongs. statement as an integral part of the total lease expense on
a straight-line basis over the lease term.

Subsequent expenditure Research and development

Expenditure incurred to replace a component of an item of Expenditure on research activities, undertaken with the
property, plant and equipment that is accounted for separately, prospect of gaining new scientific or technical knowledge
including cyclical maintenance, is capitalised. Other subsequent and understanding, is recognised in the consolidated income
expenditure is capitalised only when it is probable that the statement as an expense as incurred.
future economic benefits embodied within the item will flow
Expenditure on development activities, whereby research
to the Group and the cost of the item can be reliably measured.
findings are applied to a plan or design for the production
All other expenditure is recognised in the consolidated income
of new or substantially improved products and processes,
statement as an expense as incurred.
is capitalised if the product or process is technically and
commercially feasible, future economic benefits are
Major cyclical maintenance
probable and the Group has sufficient resources to complete
Major cyclical maintenance expenditure is separately capitalised
development. The expenditure capitalised includes the cost
as an asset component to the extent that it is probable that
of materials, direct labour and an appropriate proportion
future economic benefits, in excess of the originally assessed
of overheads. Other development expenditure is recognised
standard of performance, will eventuate. All other such costs
in the consolidated income statement as an expense
are expensed as incurred. Capitalised cyclical maintenance
as incurred. Capitalised development expenditure is stated
expenditure is depreciated over the lesser of the additional
at cost less accumulated amortisation and impairment losses
useful life of the asset or the period until the next major cyclical
(see note 1(n)).
maintenance is scheduled to occur.
Other intangible assets
Depreciation
Other intangible assets that are acquired by the Group are
Items of property, plant and equipment, including buildings
stated at cost less accumulated amortisation and impairment
and leasehold property but excluding freehold land, are
losses (see note 1(n)).
depreciated using the straight-line method over their expected
useful lives. Leasehold improvements are amortised over the
Subsequent expenditure
shorter of the lease term or useful life.
Subsequent expenditure on capitalised intangible assets is
The depreciation rates used, in the current and prior year, for capitalised only when it increases the future economic benefits
each class of asset are as follows: embodied in the specific asset to which it related. All other
Freehold buildings 2% expenditure is expensed as incurred.
Leasehold property 2 – 10%
Plant and equipment 3 – 25% Amortisation
Leased plant and equipment 3 – 25% Amortisation is charged to the consolidated income
statement on a straight-line basis over the estimated useful
Assets are depreciated from the date of acquisition or, in respect lives of intangible assets unless such lives are indefinite.
of internally constructed assets, from the time an asset is Goodwill and intangible assets with an indefinite useful life
completed and held ready for use. are systematically tested for impairment at each balance sheet
date. Other intangible assets are amortised from the date
(p) Intangible assets they are available for use. The estimated useful lives in the
Goodwill current and comparative periods are reflected by the following
amortisation percentages:
Business combinations prior to 1 January 2004
As part of the transition to the Australian equivalents to Software development 5 – 20%
International Financial Reporting Standards (A-IFRS), the Software not integrated with hardware 17 – 20%
Group elected to restate only those business combinations that Rights and Licences 6 – 10%
occurred on or after 1 January 2004. In respect of acquisitions
prior to 1 January 2004, goodwill represents the amount (q) Cash and cash equivalents
recognised under the Group’s previous accounting framework. Cash and cash equivalents comprise cash balances and call
deposits with an original maturity of three months or less.
Business combinations since 1 January 2004
Bank overdrafts that are repayable on demand and form
All business combinations are accounted for by applying an integral part of the Group’s cash management are included
the acquisition method. Goodwill represents the difference as a component of cash and cash equivalents for the purpose
between the cost of the acquisition and the fair value of the of the consolidated cash flow statement.
net identifiable assets acquired.
Goodwill is stated at cost less any accumulated impairment (r) Payables
losses. Goodwill is allocated to cash-generating units and Payables are recognised for amounts to be paid in the future for
is tested annually for impairment (see note 1(n)). In respect goods and services received, whether or not billed to the Group.
of equity accounted investees, the carrying amount of Trade accounts payable are normally settled within 30 days.
goodwill is included in the carrying amount of the investment
Payables are initially recognised at fair value less any directly
in the associate.
attributable transaction costs and subsequently measured
Negative goodwill arising on an acquisition is recognised at amortised cost.
directly in the consolidated income statement.
74


(s) Interest bearing liabilities made to encourage voluntary redundancy. Termination benefits
for voluntary redundancies are recognised as an expense if the
Interest bearing bank loans Group has made an offer of voluntary redundancy, it is probable
Interest bearing bank loans are recognised when issued at fair that the offer will be accepted, and the number of acceptances
value, less transaction costs, using the amortised cost method. can be estimated reliably. If benefits are payable more than
Any difference between the amortised cost and the principal 12 months after the reporting period, then they are discounted
value is recognised in the consolidated income statement to their present value.
over the period of the interest bearing liability on an effective
interest basis. Superannuation
The Group contributes to several defined contribution and
Domestic medium term and subordinated notes defined benefit superannuation plans.
These notes are recognised when issued at fair value,
less transaction costs, using the amortised cost method. Defined contribution plans
Any difference between the amortised cost and the principal Obligations for contributions to defined contribution plans are
value is recognised in the consolidated income statement recognised as an expense in the consolidated income statement
over the period of the interest bearing liability on an effective as incurred.
interest basis. Defined benefit plans
The Group’s net obligation in respect of defined benefit plans
US notes
is calculated separately for each plan by estimating the amount
US notes hedged by cross currency swaps are initially
of future benefit that employees have earned in return for
recognised at fair value less attributable transaction costs.
their service in the current and prior periods; that benefit
Subsequent to initial recognition, these US notes are accounted
is discounted to determine the present value, and the fair value
for using fair value hedge accounting to the extent that an
of any plan assets is deducted. The discount rate is the yield
effective hedge exists (see note 1(j)).
at the beginning of the annual reporting period on government
Where cross currency swaps are redesignated as cash flow bonds that have maturity dates approximating the terms of the
hedges, the hedged US notes are no longer subject to a fair Group’s obligations. The calculation is performed by a qualified
value adjustment. Any accumulated gain/loss capitalised prior actuary using the projected unit credit method.
to the redesignation will be amortised over the remaining life
Changes in the net defined benefit liability, including all
of the US notes on an effective interest basis.
actuarial gains and losses that arise in calculating the Group’s
US notes issued in Australian dollars are recognised when obligation in respect of the plan, are recognised in other
issued at fair value, less transaction costs, using the amortised comprehensive income when they occur. All other expenses
cost method. Any difference between the amortised cost and relating to the defined benefit plans are recognised as an
the principal value is recognised in the consolidated income expense in the consolidated income statement. The Group
statement over the period of the interest bearing liability recognises gains and losses on the curtailment or settlement
on an effective interest basis. of a defined benefit plan when the curtailment or settlement
occurs.
(t) Employee benefits When the calculation results in plan assets exceeding liabilities
Wages and salaries to the Group, the recognised asset is limited to the present
The provision for employee benefits to wages and salaries value of any future refunds from the plan or reductions in future
represents the amount which the Group has a present contributions to the plan.
obligation to pay resulting from employees’ services provided
up to the balance date. (u) Share based payments
The Group provides benefits to senior executives in the form
Annual leave, long service leave and retirement benefits of share based payment transactions, whereby senior executives
The provisions for employee benefits to annual leave, long render services in exchange for shares or rights over shares
service leave and retirement benefits which are expected to (equity settled transactions).
be settled within 12 months represent the undiscounted The cost of the equity settled transactions with employees
amount of the estimated future cash outflows to be made is measured by reference to the fair value at the date at which
by the employer resulting from employees’ services provided they are granted.
up to the balance date. Provisions for employee benefits which
are not expected to be settled within 12 months are calculated The cost of equity settled transactions is recognised as an
using expected future increases in wage and salary rates, expense over the specified service period and ending on the
including related oncosts, and expected settlement dates based date on which the relevant employees become fully entitled
on turnover history and are discounted using the rates attaching to the award (vesting date) with a corresponding increase in
to national government securities at balance date, which most equity. The cumulative expense recognised for equity settled
closely match the terms of maturity of the related liabilities. transactions at each reporting date until vesting date reflects
the extent to which the vesting period has expired.
Termination benefits
In the Group’s financial statements the transactions of the
Termination benefits are recognised as an expense when the company sponsored employee share plan trust are treated
Group is demonstrably committed to a formal detailed plan as being executed directly by the Group (an external third
to either terminate employment before the normal retirement party acts as the Group’s agent). Accordingly, shares held by the
date, or to provide termination benefits as a result of an offer

third party are recognised as treasury stock and deducted from that relate to the initial construction of an asset, which would
equity. be accounted for on a prospective basis.
The grant date fair value of share based payment awards
Restoration and remediation
granted to employees is recognised as an employee expense,
Provisions relating to current and future restoration and
with a corresponding increase in equity, over the period that
remediation activities are recognised as liabilities when a legal
the employees become unconditionally entitled to the awards.
or constructive obligation arises.
The amount recognised as an expense is adjusted to reflect the
number of awards for which the related service and non-market The provision is the best estimate of the present value of the
performance conditions are expected to be met, such that the expenditure to settle the obligation at the reporting date.
amount ultimately recognised as an expense is based on the These costs are reviewed annually and any changes are
number of awards that meet the related service and non-market reflected in the provision at the end of the reporting period
performance conditions at the vesting date. For share based through the consolidated income statement.
payment awards with non-vesting conditions, the grant date
The ultimate cost of restoration and remediation is uncertain
fair value of the share based payment is measured to reflect
and cost estimates can vary in response to many factors
such conditions and there is no true-up for differences between
including changes to the relevant legal and environmental
expected and actual outcomes.
requirements, the emergence of new techniques or experience
at other sites and uncertainty as to the remaining life of existing
(v) Environmental costs
sites.
Environmental costs related to known environmental
obligations under existing law are accrued when they can be Asset retirements
reasonably estimated. Accruals are based on best available
Costs for the future dismantling and removal of assets, and
information and are adjusted as further information develops or
restoration of the site on which the assets are located, are
circumstances change. Environmental provisions are accounted
provided for and capitalised upon initial construction of the
for in accordance with the provisions accounting policy.
asset, where an obligation to incur such costs arises. The
Costs of compliance with environmental regulations and present value of the expected future cash flows required to
ongoing maintenance and monitoring are expensed as incurred. settle these obligations is capitalised and depreciated over the
Recoveries from third parties are recorded as assets when their useful life of the asset. Subsequent accretion to the amount of
realisation is virtually certain. a provision due to unwinding of the discount is recognised as
a finance cost. A change in estimate of the provision is added to
(w) Provisions or deducted from the cost of the related asset in the period of
A provision is recognised when there is a present legal or the change, to the extent that any amount of deduction does
constructive obligation as a result of a past event that can not exceed the carrying amount of the asset. Any deduction in
be measured reliably and it is probable that a future sacrifice excess of the carrying amount is recognised in the consolidated
of economic benefits will be required to settle the obligation, income statement immediately. If an adjustment results in an
the timing or amount of which is uncertain. addition to the cost of the related asset, consideration will be
given to whether an indication of impairment exists and the
If the effect is material, a provision is determined by discounting impairment policy will be applied.
the expected future cash flows (adjusted for expected future
risks) required to settle the obligation at a pre-tax rate that Dividends
reflects current market assessments of the time value of money A provision for dividends payable is recognised in the reporting
and the risks specific to the liability. period in which the dividends are declared, for the entire
Subsequent accretion to the amount of a provision due undistributed amount.
to unwinding of the discount is recognised as a finance cost.
Restructuring and employee termination benefits
Estimates of the amount of an obligation are based on current Provisions for restructuring or termination benefits are only
legal and constructive obligations, technology and price levels. recognised when a detailed plan has been approved and the
Actual outflows can differ from estimates due to changes restructuring or termination benefits have either commenced
in laws, regulations, public expectations, technology, prices or been publicly announced, or when firm contracts related
and conditions and can take place many years in the future. to the restructuring or termination benefits have been entered
The carrying amounts of provisions and liabilities are regularly into. The liabilities for termination benefits have been included
reviewed and adjusted to take account of such change. in the provision for employee and director benefits.
In general, the further in the future that a cash outflow for
a liability is expected to occur, the greater the degree of (x) Segment reporting
uncertainty around the amount and timing of that cash The Group determines and presents operating segments based
outflow. Examples of cash outflows that are expected to occur on the information that internally is provided to the Group’s
a number of years in the future and, as a result, about which chief operating decision maker.
there is uncertainty of the amounts involved, include asset
An operating segment is a component of the Group that
decommissioning and restoration obligations and employee
engages in business activities from which it may earn revenues
pension obligations.
and incur expenses, including revenues and expenses that relate
A change in the estimate of a recognised provision or liability to transactions with any of the Group’s other components.
would impact the consolidated income statement, with the All operating segments’ operating results are regularly reviewed
exception of decommissioning and certain restoration costs by the Group’s chief operating decision maker to make decisions
about resources to be allocated to the segment and assess
76


its performance and for which discrete financial information (y) Carbon policy
is available. The Group accounts for free carbon permits received under
Segment results that are reported to the chief operating decision The Clean Energy Act 2011 at nominal value, i.e. nil value. These
maker include items directly attributable to a segment as well permits are surrendered to satisfy the Group’s emissions liability
as those that can be allocated on a reasonable basis. each period. If the Group’s carbon emissions are under/(over)
the carbon permits received, other revenue/(other expenses)
Inter-entity sales are recognised based on an internally set is recognised at fair value.
transfer price. Sales between segments are based on arm’s
length principles appropriate to reflect prevailing market pricing (z) New standards and interpretations not
structures at that time. Where possible, relevant Import Parity yet adopted
Pricing is used to determine arm’s length pricing between
A number of new standards, amendments to standards and
the two segments. Revenue from external parties reported
interpretations are effective for annual periods beginning
to the chief operating decision maker is measured in a manner
after 1 January 2014, and have not been applied in preparing
consistent with that in the consolidated income statement.
these consolidated financial statements. None of these are
For the purposes of reporting to the chief operating decision
expected to have a significant effect on the consolidated
maker, non-fuel income is included on a net basis and is not
financial statements of the Group, except for AASB 9 Financial
presented in gross revenue.
Instruments, which becomes mandatory for the Group’s
Income taxes and net financial income are dealt with at a Group 2015 consolidated financial statements and could change the
level and not within the reportable segments. classification and measurement of financial assets and liabilities.
The Group does not plan to adopt this standard early and the
The performance of each reportable segment is measured
extent of the impact has not been determined.
based on segment replacement cost of sales operating profit
before interest and income tax excluding significant items.
These measurement bases exclude the impact of the rise or fall
in oil prices (a key external factor) and present a clearer picture
of the reportable segments’ underlying business performance.
Segment replacement cost of sales operating profit before
interest and income tax excluding significant items is measured
as management believes that such information is most useful
in evaluating the performance of the differing internal business
units relative to each other, and other like business units in the
industry. Segment replacement cost operating profit excluding
significant items is also used to assess the performance of each
business unit against internal performance measures.

2. Revenue and other income

Thousands of dollars 2013 2012
Revenue
Sale of goods 24,352,188 23,261,885
Other revenue
–– Rental income 64,232 58,829
–– Royalties and franchise income 108,000 115,061
–– Transaction and merchant fees 86,351 85,444
–– Other 65,612 20,560
Total other revenue 324,195 279,894
Total revenue 24,676,383 23,541,779
Other income
–– Net gain on sale of property, plant and equipment 44,881 22,883
3. Costs and expenses

Interest expense 96,924 88,094
Finance charges on capitalised leases 43 1,472
Unwinding of discount 7,946 11,151
Less: capitalised finance costs (7,238) (1,258)
Finance costs 97,675 99,459
Finance income (8,884) (2,196)

Net finance costs 88,791 97,263
Depreciation and amortisation

Depreciation of:
–– Buildings 10,200 9,742
–– Plant and equipment 136,437 99,579
146,637 109,321
Amortisation of:
–– Leasehold property 8,052 6,459
–– Leased plant and equipment 390 650
–– Intangibles 10,538 9,269
18,980 16,378
Total depreciation and amortisation 165,617 125,699
Selected expenses
Total personnel expenses 425,148 390,640
Significant items
During 2013, the Group incurred significant items totalling a gain of $27,763,000, that have been recognised in the income
statement. These items relate to a gain on the sale of the bitumen business, net of costs relating to acquisitions and disposals
($38,766,000) and the net adjustment to provisions ($11,003,000) relating to the closure of the Kurnell refinery.
During 2012, the Group incurred significant items totalling a loss of $441,355,000, that have been recognised in the income
statement. These items relate to employment benefit and remediation provisions ($430,000,000) arising from the announcement
on 26 July 2012 of the planned 2014 closure of Kurnell refinery in New South Wales, Australia and its proposed conversion to an
import terminal. The remaining expenses of $11,355,000 relate to cancelled capital projects associated with the Kurnell refinery.
Of this total $27,763,000 significant items (2012: $441,355,000), $42,611,000 is included in Other income (2012: $nil), $11,003,000
is included in Refining and Supply expenses (2012: $441,355,000), and $3,845,000 in Other expenses (2012: $nil).
78

4. Income tax expense

(a) Recognised in the income statement
Current tax expense:
Current year 164,726 107,261
Adjustments for prior years (2,650) 3,676
162,076 110,937
Deferred tax benefit:
Origination and reversal of temporary differences 44,708 (81,674)
Total income tax expense in the income statement 206,784 29,263
(b) Reconciliation between income tax expense and profit before income tax expense
Income tax using the domestic corporate tax rate of 30% (2012: 30%) 220,662 26,059
Effect of tax rates in foreign jurisdictions (319) –

Increase/(decrease) in income tax expense due to:
–– Imputation gross-up on dividends received 193 257
–– Share of net profit of associated entities (47) (490)
–– Capital gains tax 355 1,363
–– Capital tax losses utilised for which no deferred tax asset was recognised (8,286) (3,015)
–– Research and development allowances (500) (500)
–– Franking credits on dividends received (193) (257)
–– Share based payments (4,041) 981
–– Other 1,610 1,189
Income tax (over)/under provided in prior years (2,650) 3,676
Total income tax expense in the income statement 206,784 29,263
(c) Deferred tax recognised directly in equity

Related to actuarial gains (9,141) (1,616)
Related to cash flow hedges (3,208) (402)
Related to interest rate swaps (1,189) 1,722
(13,538) (296)
(d) Recognised deferred tax assets and liabilities

Deferred tax assets and liabilities are attributable to the following:
Assets Liabilities Net

Thousands of dollars 2013 2012 2013 2012 2013 2012
Receivables 1,558 1,584 – – 1,558 1,584
Inventories – – (4,818) (1,814) (4,818) (1,814)
Property, plant and equipment and
intangibles 252,025 286,192 – – 252,025 286,192
Payables 9,660 3,821 – – 9,660 3,821
Interest bearing liabilities 3,973 8,746 – – 3,973 8,746
Provisions 211,229 231,156 – – 211,229 231,156
Other – – (3,737) (1,549) (3,737) (1,549)
Net tax assets/(liabilities) 478,445 531,499 (8,555) (3,363) 469,890 528,136

(e) Unrecognised deferred tax assets

Deferred tax assets have not been recognised in respect of the following items:

Capital tax losses 150,203 175,382
Deferred tax assets have not been recognised in respect of these items because it is not probable that future taxable profit will
be available against which these benefits can be utilised by the Group.
(f) Movement in temporary differences during the year

Balance Recognised Recognised Balance
Thousands of dollars at 1 Jan 13 in income in equity at 31 Dec 13
Receivables 1,584 (26) – 1,558
Inventories (1,814) (3,004) – (4,818)
intangibles 286,192 (34,167) – 252,025
Payables 3,821 5,839 – 9,660
Interest bearing liabilities 8,746 (376) (4,397) 3,973
Provisions 231,156 (10,786) (9,141) 211,229
Other (1,549) (2,188) – (3,737)
528,136 (44,708) (13,538) 469,890
Balance Recognised Recognised Balance

THOUSANDS OF DOLLARS at 1 Jan 12 in income in equity at 31 Dec 12
Receivables 2,156 (572) – 1,584
Inventories (9,395) 7,581 – (1,814)
intangibles 342,619 (56,427) – 286,192
Payables 6,051 (2,230) – 3,821
Interest bearing liabilities 8,020 (594) 1,320 8,746
Provisions 98,394 134,378 (1,616) 231,156
Other (1,087) (462) – (1,549)
446,758 81,674 (296) 528,136
80

5. Dividends
(a) Dividends declared or paid
Dividends recognised in the current year by the company are:
Date of franked/ cents total amount

payment unfranked per share $’000
2013
Interim 2013 2 October 2013 Franked 17 45,900
Final 2012 4 April 2013 Franked 23 62,100
Total amount 40 108,000
2012
Interim 2012 3 October 2012 Franked 17 45,900
Total amount 45 121,500
The dividends paid during 2013 were fully franked at the rate of 30%.
Subsequent events
Since 31 December 2013, the directors declared the following dividend. The dividend has not been provided for and there are
no income tax consequences for the Group in relation to 2013.
The financial effect of this final dividend has not been reflected in the financial statements for the year ended 31 December 2013
and will be recognised in subsequent financial reports.
(b) Dividend franking account

30% franking credits available to shareholders of Caltex Australia Limited for subsequent
financial years 1,187,013 1,071,780
The ability to utilise the franking credits is dependent upon there being sufficient available profits to declare dividends.
The impact on the dividend franking account of dividends proposed after the balance sheet date but not recognised as a liability,
is to reduce the balance by $19,671,429 (2012: $26,614,286).
In accordance with the tax consolidation legislation, Caltex Australia Limited as the head entity in the tax-consolidated group has
also assumed the benefit of $1,187,013,000 (2012: $1,071,780,000) in franking credits.
6. Basic and diluted earnings per share

2013 2012
Historical cost – cents per share 196 21
Replacement cost of sales operating profit (RCOP) excluding significant items – cents per share 123 170
The calculation of historical cost basic earnings per share for the year ended 31 December 2013 was based on the net profit
attributable to ordinary shareholders of the parent entity of $530,028,000 (2012: $56,777,000) and a weighted average number
of ordinary shares outstanding during the year ended 31 December 2013 of 270 million shares (2012: 270 million shares).
The calculation of RCOP excluding significant items basic earnings per share for the year ended 31 December 2013 was based
on the net RCOP profit attributable to ordinary shareholders of the parent entity and a weighted average number of ordinary
shares outstanding as disclosed during the year ended 31 December 2013 of 270 million shares (2012: 270 million shares).
RCOP is calculated by adjusting the statutory profit for significant items and inventory gains and losses as follows:

Net profit attributable to equity holders of the parent entity 530,028 56,777
Adjust: Significant items (gains)/losses after tax (25,904) 308,949
Adjust: Inventory (gains)/losses after tax (172,512) 92,264
Replacement cost of sales operating profit (RCOP) excluding significant items after tax 331,612 457,990
There are no dilutive potential ordinary shares, and therefore diluted earnings per share equals basic earnings per share.

7. Receivables
Current
Trade debtors 901,494 926,582
Allowance for impairment (4,809) (4,736)
896,685 921,846
Associated entities 35,217 55,559

Other related entities 1,966 4,665
Other debtors 54,665 65,364
988,533 1,047,434
Non-current
Other loans 3,048 2,207
(a) Impaired receivables
As at 31 December 2013, current trade receivables of the Group with a nominal value of $4,809,000 (2012: $4,736,000) were
impaired. The individually impaired receivables relate to a variety of customers who are in financial difficulties.
No collateral is held over these impaired receivables.
As at 31 December 2013, trade receivables of $35,776,000 (2012: $22,098,000) were past due but not impaired. These relate
to a number of customers for whom there is no recent history of default. The ageing analysis of receivables past due but not
impaired is as follows:

Past due 0 – 30 days 29,871 19,788
Past due 31 – 60 days 2,849 1,112
Past due greater than 60 days 3,056 1,198
35,776 22,098
Movements in the allowance for impairment of receivables are as follows:

At 1 January 4,736 6,472
Provision for impairment recognised during the year 2,216 1,301
Receivables written off during the year as uncollectible (2,143) (3,037)
At 31 December 4,809 4,736
The creation and release of the provision for impaired receivables has been included in Other expenses in the income statement.
Amounts charged to the allowance account are generally written off when there is no expectation of recovering additional cash.
The other classes within trade and other receivables do not contain impaired assets and are not past due. Based on the credit
history of these other classes, it is expected that these amounts will be received when due. There are no receivables that have had
renegotiated terms that would otherwise, without that renegotiation, have been past due or impaired.
(b) Foreign exchange and interest rate risk

Refer to note 17 for exposures to foreign exchange and interest rate risk relating to trade and other receivables.
(c) Fair value and credit risk

Due to the short term nature of these receivables, their carrying value is assumed to approximate their fair value. Maximum exposure
to credit risk at the reporting date is the fair value of each class of receivables mentioned above. Refer to note 17 for further details.
82

8. Inventories
Crude oil and raw materials 882,270 703,767
Inventory in process 128,496 181,396
Finished goods 1,000,990 750,951
Materials and supplies 16,101 15,395
2,027,857 1,651,509
9. Other assets
Current
Prepayments 35,416 39,802
Non-current
Other 2,474 4,480
10. Other investments
Investment in other entities 3 3

11. INTANGIBLES
RIGHTS AND
THOUSANDS OF DOLLARS NOTE GOODWILL LICENCES SOFTWARE TOTAL
Cost
At 1 January 2013 84,615 16,791 78,741 180,147
Acquisitions through business combinations 26 28,938 8,797 – 37,735
Additions – 262 8,730 8,992
Disposals – (6) – (6)
Balance at 31 December 2013 113,553 25,844 87,471 226,868
Cost
At 1 January 2012 84,552 5,986 67,990 158,528
Acquisitions through business combinations 26 63 9,778 – 9,841
Additions – 1,027 12,362 13,389
Disposals – – (1,611) (1,611)
Amortisation
At 1 January 2013 (16,391) (6,098) (49,594) (72,083)
Amortisation for the year – (2,229) (8,309) (10,538)
Balance at 31 December 2013 (16,391) (8,327) (57,903) (82,621)
Amortisation
At 1 January 2012 (16,391) (4,252) (42,877) (63,520)
Amortisation for the year – (1,846) (7,423) (9,269)
Disposals – – 706 706
Balance at 31 December 2012 (16,391) (6,098) (49,594) (72,083)
Carrying amount
At 1 January 2013 68,224 10,693 29,147 108,064
At 31 December 2013 97,162 17,517 29,568 144,247
Carrying amount
At 1 January 2012 68,161 1,734 25,113 95,008
At 31 December 2012 68,224 10,693 29,147 108,064
Amortisation
The amortisation charge of $10,538,000 (2012: $9,269,000) is recognised in Refining and Supply expenses, Marketing expenses and
Other expenses in the income statement.
Impairment tests for cash-generating units containing goodwill

Goodwill acquired through business combinations has been tested for impairment as follows:
THOUSANDS OF DOLLARS 2013 2012

Distributor businesses 97,162 68,224
Distributor businesses
The recoverable amount of goodwill with distributor businesses has been determined based on a value in use calculation. This calculation
uses pre-tax cash flow projections based on an extrapolation of the year end cash flows and available budget information. The cash flows
have been discounted using a pre-tax discount rate of 14.6% p.a. The cash flows have been extrapolated using a constant growth rate
of 2.5%. The growth rates used do not exceed the long term growth rate for the industry.
There were no impairment losses recognised in relation to the distributor businesses during the year ended 31 December 2013
(2012: nil).
84

11. INTANGIBLES (continued)
Key assumptions used in value in use calculations
KEY ASSUMPTION BASIS FOR DETERMINING VALUE IN USE ASSIGNED TO KEY ASSUMPTION
Cash flow Earnings before interest, tax, depreciation and amortisation (EBITDA)
Estimated long term average growth rate 2.5%, as considered appropriate for each distributor business based on past experience
Discount period Represents the longest remaining life of assets acquired
Discount rate The risk specific to the asset
The values assigned to the key assumptions represent management’s assessment of future trends in the petroleum industry and are
based on both external sources and internal sources (historic data).
Management believes that any reasonably possible change in the key assumptions on which the recoverable amount is based would
not cause the carrying amount of goodwill recorded to exceed its recoverable amount.
12. PROPERTY, PLANT AND EQUIPMENT

Freehold land
At cost 365,664 365,469
Accumulated impairment losses (37,284) (37,284)
Net carrying amount 328,380 328,185
Buildings
At cost 478,768 437,419
Accumulated depreciation and impairment losses (227,086) (223,745)
Leasehold property
At cost 140,408 124,384
Accumulated amortisation (77,953) (72,870)
Plant and equipment

At cost 4,588,469 4,329,525
Accumulated depreciation and impairment losses (3,606,357) (3,481,205)
Leased plant and equipment

At capitalised cost 25,012 24,051
Accumulated amortisation (24,769) (23,729)
Net carrying amount 243 322
Capital projects in progress

At cost 539,210 379,113
Accumulated impairment losses (38,465) (51,213)
Total net carrying amount 2,125,617 1,769,915

Reconciliations
Reconciliations of the carrying amounts for each class of property, plant and equipment are set out below:

Freehold land
Carrying amount at the beginning of the year 328,185 335,686
Additions 3,085 11
Disposals (2,890) (7,512)
Carrying amount at the end of the year 328,380 328,185
Buildings
Additions 247 744
Disposals (1,102) (462)
Transfers from capital projects in progress 49,063 41,442
Depreciation (10,200) (9,742)
Leasehold property
Additions 52 305
Disposals (156) (238)
Amortisation (8,052) (6,459)
Plant and equipment

Additions 40,248 30,834
Acquisition through business combination 2,265 1,022
Disposals (13,516) (26,348)
Transfers to leased plant and equipment (311) –
Depreciation (136,437) (99,579)
Leased plant and equipment

Carrying amount at the beginning of the year 322 972
Transfers from plant and equipment 311 –
Amortisation (390) (650)
Carrying amount at the end of the year 243 322
Capital projects in progress

Additions 475,310 351,283
Borrowing costs capitalised 7,238 1,258
Transfers to buildings, leased property, plant and equipment (309,703) (312,447)
86

13. PAYABLES
Current
Trade creditors – unsecured*
–– Related entities 524,831 328,997
–– Other corporations and persons 670,660 608,257
Other creditors and accrued expenses 520,908 559,893
1,716,399 1,497,147
Non-current
Other creditors and accrued expenses 5,657 6,595
* Trade creditors are non-interest bearing and are normally settled on 30 day terms.
14. INTEREST BEARING LIABILITIES
Current – unsecured
US notes(i) 56,216 –
Hedge payable (i),(ii)
15,041 –
Lease liabilities(iii) 147 1,188
71,404 1,188
Non-current – unsecured
Domestic medium term notes(i) 149,583 149,500
Subordinated note (i)
538,345 535,183
US notes(i) 147,341 177,714
Hedge payable (i),(ii)
35,652 86,053
Lease liabilities (iii)
– 294
870,921 948,744
This note provides information about the contractual terms of Caltex’s interest bearing loans and other liabilities. For more
information about Caltex’s exposure to interest rate and foreign currency risk, see note 17.
(i) The domestic medium term notes, subordinated note and the US notes are provided by a number of capital markets. The domestic medium term notes and
subordinated note are denominated in Australian dollars, and US notes are denominated in US dollars. Under the note agreements, the Group is required
to comply with certain financial covenants. There is no security or demand placed on the notes. The US notes and hedge payable will mature in: April 2014,
totalling $71,257,000, and April 2016, totalling $182,993,000. The domestic medium term note will mature in November 2018, totalling $149,583,000.
The subordinated note has a maturity date of September 2037, with the option for redemption in September 2017, totalling $538,345,000.
(ii) The hedge payable is disclosed within interest bearing liabilities as the hedge was entered into specifically as a result of the US dollar borrowings and
is inextricably linked to that debt. The hedge payable mainly represents the impact of the movement in the exchange rate from the date of inception
(6 May 2009, USD exchange rate 0.7090) to 31 December 2013 (USD exchange rate 0.8903) on the amount hedged (USD 175,000,000).
(iii) Refer to note 19 for details on the timing and amount of future lease payments.
15. PROVISIONS
SITE
EMPLOYEE REMEDIATION
THOUSANDS OF DOLLARS BENEFITS & DISMANTLING OTHER TOTAL
Balance at 1 January 2013 315,196 429,910 17,415 762,521
Provisions made during the year 45,530 53,569 9,579 108,678
Provisions used during the year (125,503) (38,129) (8,963) (172,595)
Discounting movement 1,873 3,619 – 5,492
Current 146,210 68,074 14,709 228,993

Non-current 90,886 380,895 3,322 475,103
237,096 448,969 18,031 704,096

Employee benefits
The current provisions for employee benefits, which include annual leave, long service leave, employee bonus, redundancy and
retirement benefits, represent the present value of the estimated future cash outflows to be made by the Group resulting from
employees’ services provided up to the balance date.
Provisions for employee benefits which are not expected to be settled within 12 months are calculated using future expected
increases in salary rates, including related oncosts, turnover rates, and expected settlement dates based on turnover history, and
are discounted using the rates attaching to the national government securities which most closely match the terms of maturity
of the related liabilities.
Site remediation & dismantling

Provision is made for the remediation of oil refining, distribution and marketing sites, and in relation to the Kurnell conversion
project. Significant judgements and estimates are involved in forming expectations of future activities and the amount and timing
of expenditure associated with the environment remediation process. Those expectations are formed based on existing environment
and regulatory requirements or, if more stringent, Caltex’s environmental policies which give rise to a constructive obligation. The
restoration and remediation provision, whilst representing Caltex’s best estimate, remains subject to a level of uncertainty in relation
to the timing and amount of each component of expenditure in future periods. Adjustments to the estimated amount and timing
of future expenditures are a normal occurrence in light of significant judgements and estimates involved. Factors influencing those
potential changes include revisions to lives of operations, developments in technology, regulatory requirements and environmental
management strategies, and changes in the estimated extent and costs of anticipated activities.
Other
Other includes legal, insurance and other provisions.
16. ISSUED CAPITAL

Ordinary shares
Issued capital 270 million ordinary shares, fully paid 543,415 543,415
Holders of ordinary shares are entitled to receive dividends as declared from time to time and are entitled to one vote per share
at shareholders’ meetings.
In the event of the winding up of Caltex Australia Limited, ordinary shareholders rank after all creditors and are fully entitled to any
proceeds of liquidation.
Caltex grants performance rights to senior executives (refer to the Directors’ Report on pages 15 to 60 for further detail).
For each right that vests, Caltex will purchase a share on market following vesting.
17. FINANCIAL INSTRUMENTS

The Group’s activities expose it to a variety of financial risks: market risk (including foreign exchange, interest rate and commodity
price), as well as credit and liquidity risk. The Group’s overall risk management program focuses on the unpredictability of financial
markets and seeks to minimise potential adverse effects on the Group’s financial performance. The Group uses sensitivity analysis
in the case of foreign exchange, interest rate and commodity price risk.
The Group enters into derivative transactions, principally interest rate swaps, cross currency swaps, forward foreign currency
contracts, and commodity price swaps. The purpose is to manage the market risks arising from the Group’s operations and its
sources of finance.
It is the Group’s policy that no discretionary trading shall be undertaken. The Group’s accounting policies in relation to derivatives
are set out in note 1.
Risk management is carried out by Group Treasury for market risk, liquidity risk, financial institutional credit risk and capital
management. Risk management activities in respect to customer credit risk are carried out by the Group’s Credit Risk department.
Both Group Treasury and Credit Risk operate under policies approved by the Board of directors. Group Treasury and Credit Risk
identify, evaluate, monitor and report the financial risks in close co-operation with the Group’s operating units.
The Group finances its operations through a variety of financial instruments including bank loans, domestic medium term notes,
subordinated note, US notes, and finance leases. Surplus funds are invested in cash and short term deposits.
The Group has various other financial instruments such as trade debtors and trade creditors, which arise directly from its operations.
The magnitude of each type of financial risk that has arisen over the year is discussed below.
88

17. FINANCIAL INSTRUMENTS (continued)

(a) Interest rate risk
Interest rate instruments
The Group enters into fixed interest rate instruments to manage cash flow risks associated with the interest rates on borrowings that
are floating. Interest rate instruments allow the Group to swap floating rate borrowings into fixed rates. Maturities of swap contracts
are principally between one and five years.
Each contract involves periodic payment or receipt of the net amount of interest. At 31 December 2013, the fixed rates varied from
3.4% p.a. to 5.3% p.a. (2012: 3.2% p.a. to 5.3% p.a.), a weighted average rate of 4.3% p.a. (2012: 4.2% p.a.). The floating rates
were at bank bill rates.
The net fair value of interest rate swap contracts at 31 December 2013 was $6,595,000 loss (2012: $10,621,000 loss). The Group
classifies qualifying interest rate swap contracts as cash flow hedges.
The Group has entered into combined cross currency swap and interest rate swap contracts maturing on 30 April 2014 and cross
currency swap contracts maturing on 30 April 2016 to manage interest rate and currency risks on US dollar denominated borrowings.
The net fair value of derivative contracts inextricably linked to US dollar denominated borrowings at 31 December 2013 was
$50,693,000 loss (2012: $86,053,000 loss). The Group has combined cross currency swap and interest rate swap contracts classified
as cash flow hedges and cross currency swap contracts (excluding margins) classified as fair value hedges and US and Australian
margins classified as cash flow hedges.
Interest rate sensitivity analysis

At 31 December 2013, if interest rates had changed by -/+1% from the year end rates, with all other variables held constant, net
profit for the year for the Group and equity would have been:
2013 2012
DOLLARS NET PROFIT EQUITY NET PROFIT EQUITY
Interest rates decrease 1% 2,000,000 (4,100,000) 1,800,000 (6,300,000)
Interest rates increase 1% (2,000,000) 3,900,000 (1,600,000) 6,000,000
Interest rate risk exposure

The Group’s exposure to interest rate risk and the effective weighted average interest rate for classes of financial assets and liabilities
are set out as follows:
FIXED INTEREST MATURING IN:

FLOATING BETWEEN GREATER NON- EFFECTIVE
INTEREST LESS THAN ONE AND THAN FIVE INTEREST INTEREST
THOUSANDS OF DOLLARS NOTE RATE ONE YEAR FIVE YEARS YEARS BEARING TOTAL RATE P.A.
31 December 2013
Financial assets
Cash at bank and on hand 199,922 – – – – 199,922 3.1%
199,922 – – – – 199,922
Financial liabilities
US notes 14 147,341 56,216 – – – 203,557 9.9%
Domestic medium term note 14 – – 149,583 – – 149,583 7.3%
Subordinated note 14 538,345 – – – – 538,345 7.1%
Hedge payable 14 35,652 15,041 – – – 50,693 9.9%
Lease liabilities 14 – 147 – – – 147 14.0%
721,338 71,404 149,583 – – 942,325

FIXED INTEREST MATURING IN:

FLOATING BETWEEN GREATER NON- EFFECTIVE
INTEREST LESS THAN ONE AND THAN FIVE INTEREST INTEREST
THOUSANDS OF DOLLARS NOTE RATE ONE YEAR FIVE YEARS YEARS BEARING TOTAL RATE P.A.
31 December 2012
Financial assets
Cash at bank and on hand 209,929 – – – – 209,929 3.1%
209,929 – – – – 209,929
Financial liabilities
US notes 14 129,530 – 48,184 – – 177,714 10.3%
Domestic medium term note 14 – – – 149,500 – 149,500 7.3%
Subordinated note 14 535,183 – – – – 535,183 7.6%
Hedge payable 14 60,394 – 25,659 – – 86,053 10.3%
Lease liabilities 14 – 1,188 294 – – 1,482 14.0%
725,107 1,188 74,137 149,500 – 949,932
Interest on financial instruments classified as fixed rate is fixed until maturity of the instrument.
(b) Foreign exchange risk

The Group is exposed to the effect of changes in exchange rates on its operations.
The Group’s foreign exchange policy hedges 50% of its US dollar denominated crude and product exposure. The Group also enters
into forward foreign exchange contracts to cover major capital expenditure items. As at 31 December 2013, the total fair value of all
outstanding forward foreign exchange contracts amounted to $3,350,000 gain (2012: $2,842,000 gain). US dollar denominated
borrowings are swapped into Australian dollars; as a result, there were no net foreign currency gains or losses arising from translation
of these borrowings.
Foreign exchange rate sensitivity analysis

At 31 December 2013, had the Australian dollar strengthened/weakened by 10% against the US dollar with all other variables held
constant, post tax profit for the year for the Group and equity would change by:
2013 2012
DOLLARS NET PROFIT EQUITY NET PROFIT EQUITY
AUD strengthens against USD 10% 29,100,000 (2,700,000) 17,300,000 (4,000,000)
AUD weakens against USD 10% (30,300,000) 3,300,000 (21,600,000) 5,000,000
Exposure to foreign exchange risk

The carrying amounts of the Group’s financial instruments are exposed to the following currencies (Australian dollar equivalent amounts):

(Australian Dollar AUSTRALIAN AUSTRALIAN
equivalent amount) US DOLLAR DOLLAR TOTAL US DOLLAR DOLLAR TOTAL
Cash/(bank overdraft) 11,871 188,051 199,922 (3,325) 213,254 209,929
Trade receivables 86,283 905,298 991,581 130,552 919,089 1,049,641
Trade payables (1,107,933) (617,473) (1,725,406) (830,398) (676,186) (1,506,584)
Forward exchange contracts 3,350 – 3,350 2,842 – 2,842
US notes (203,557) – (203,557) (177,714) – (177,714)
Hedge payable (50,693) – (50,693) (86,053) – (86,053)
90


(c) Commodity price risk
The Caltex Australia Group is exposed to the effect of changes in commodity price on the operations of the Group.
The Group utilises both crude and finished product swap contracts to manage the risk of price timing movements. The Board
approved commodity hedging policy precludes the use of refiner margin hedging. The commodity hedging policy seeks to neutralise
adverse price timing risks brought about by purchase and sales transactions that are outside the normal operating conditions of the
Group. During the year, the Group utilised hedge instruments to correct price timing exposures.
(d) Customer credit risk

Credit risk represents the loss that would be recognised if counterparties failed to perform as contracted.
The credit risk on financial assets of the Group which have been recognised on the consolidated balance sheet is the carrying amount
of trade debtors, net of allowances for impairment. See note 7.
Caltex has a Board approved Credit Policy and manual which provide the guidelines for the management and diversification of the
credit risk to Caltex. The guidelines provide for the manner in which the credit risk of customers is assessed and the use of credit
rating and other information in order to set appropriate limits of trade with customers. The credit quality of customers is consistently
monitored in order to identify any potential adverse changes in the credit risk of the customers. Where sales to retail customers are
settled in cash or using major credit cards, the credit risk is mitigated.
Caltex also minimises concentrations of credit risk by undertaking transactions with a large number of customers across a variety
of industries and networks. Accordingly, there are not any significant concentrations of credit risk.
Security is required to be supplied by certain groups of Caltex customers to minimise risk. The security is predominantly in the form
of fixed and floating charges over the customer’s business and mortgages over the business property. However, mortgages are also
held over directors’ property such as residential houses or rural properties. Bank guarantees or insurance bonds are also provided
in some cases.
The estimated realisable value of the security takes into consideration that the sale of the assets under the security may be in
a distressed situation.
Financial institution credit risk

Credit risk on cash, short term deposits and derivative contracts is minimised by transacting with relationship banks which have
acceptable credit ratings determined by a recognised ratings agency.
Swap and foreign exchange contracts are subject to credit risk in relation to the relevant counterparties, which are principally large
relationship banks. Credit risk on crude and finished product swap contracts is minimised as counterparties are principally Chevron
or large relationship banks.
The maximum credit risk exposure on foreign currency contracts is the full amount of foreign currency that Caltex pays when
settlement occurs, should the counterparty fail to pay the amount which it is committed under the contract to pay the Group.
The full amount of the exposure is disclosed at note 17(e).
The credit risk on interest rate swaps is limited to the mark to market amount to be received from counterparties over the life
of contracts that are favourable to the Group. As at 31 December 2013, there is no expected credit risk on any financial instruments
(2012: nil).
The liquidity risk policy requires maintaining sufficient cash and an adequate amount of committed credit facilities to meet the
forecast requirements of the business. Due to the dynamic nature of the underlying business, management maintains flexibility
in funding by keeping additional committed credit facilities above forecast requirements.
The table below analyses the Group’s financial liabilities and net settled derivative financial instruments into relevant maturity
groupings based on the remaining period at the reporting date to the contractual maturity date.

(e) Liquidity risk management

The amounts disclosed in the table are the contractual undiscounted cash flows.
WEIGHTED
AVERAGE
EFFECTIVE BETWEEN GREATER
INTEREST CARRYING CONTRACTUAL LESS THAN ONE AND THAN FIVE
RATE AMOUNT CASH FLOWS ONE YEAR FIVE YEARS YEARS
31 DECEMBER 2013 % $’000 $’000 $’000 $’000 $’000
Interest bearing liabilities
US notes 9.9 203,557 229,142 70,544 158,598 –
Domestic medium term notes 7.3 149,583 204,432 10,886 193,546 –
Subordinated note* 7.1 538,345 712,978 39,272 673,706 –
Hedge payable 9.9 50,693 63,617 19,992 43,625 –
Lease liabilities 14.0 147 152 152 – –
Payables
Interest rate swaps 4.3 6,595 6,858 4,148 2,710 –
Forward FX contracts
–– inflow – (3,350) (610,804) (610,636) (168) –
–– outflow – – 608,223 608,073 150 –
Payables – 1,718,811 1,719,769 1,716,804 2,965 –
* The subordinated note is assumed to be repaid on the first call date (15 September 2017).
WEIGHTED
AVERAGE
EFFECTIVE BETWEEN GREATER
INTEREST CARRYING CONTRACTUAL LESS THAN ONE AND THAN FIVE
RATE AMOUNT CASH FLOWS ONE YEAR FIVE YEARS YEARS
31 DECEMBER 2012 % $’000 $’000 $’000 $’000 $’000
US notes 10.3 177,714 210,937 14,277 196,660 –
Domestic medium term notes 7.3 149,500 215,318 10,886 43,546 160,886
Subordinated note 7.6 535,183 747,764 40,447 707,317 –
Hedge payable 10.3 86,053 106,509 10,068 96,441 –
Lease liabilities 14.0 1,482 1,558 1,248 310 –
Payables
Interest rate swaps 4.2 10,621 7,678 4,038 3,640 –
Forward FX contracts
–– inflow – (2,842) (465,891) (465,891) – –
–– outflow – – 463,356 463,356 – –
Payables – 1,495,963 1,498,599 1,498,035 564 –
(f) Capital management

The Group’s and the parent entity’s objectives when managing capital are to safeguard their ability to continue as a going concern,
so that they can continue to provide returns for shareholders and benefits for other stakeholders and to maintain an optimal capital
structure to reduce the cost of capital.
In order to maintain or adjust the capital structure, the Group may adjust the amount of dividends paid to shareholders, return
capital to shareholders, issue new shares or sell assets to reduce debt.
During 2013, the Group’s strategy was to maintain a minimum long term credit rating of BBB+, in order to secure access to finance
at a reasonable cost. The credit rating is impacted by two key ratios: Funds from Operations/Debt and Debt/Earnings Before Interest,
Tax, Depreciation and Amortisation.
The Group’s gearing ratio is calculated as net debt/total capital. Net debt is calculated as total interest bearing liabilities less cash
and cash equivalents. Total capital is calculated as equity as shown in the balance sheet plus net debt.
92


The gearing ratios at 31 December 2013 and 31 December 2012 were as follows:
Total interest bearing liabilities 942,325 949,932
Less: cash and cash equivalents (199,922) (209,929)
Net debt 742,403 740,003
Total equity 2,597,032 2,159,579
Total capital 3,339,435 2,899,582
Gearing ratio 22.2% 25.5%
(g) Fair values of financial assets and liabilities

The Group’s accounting policies and disclosures may require the measurement of fair values for both financial and non-financial
assets and liabilities. The Group has an established framework for fair value measurement. When measuring the fair value of an asset
or a liability, the Group uses market observable data where available.
Fair values are categorised into different levels in a fair value hierarchy based on the following valuation techniques:
• Level 1: quoted prices (unadjusted) in active markets for identical assets or liabilities.
• Level 2: inputs other than quoted prices included in Level 1 that are observable for the asset or liability, either directly
(i.e. as prices) or indirectly (i.e. derived from prices).
• Level 3: inputs for the asset or liability that are not based on observable market data (unobservable inputs).
If the inputs used to measure the fair value of an asset or a liability can be categorised in different levels of the fair value hierarchy,
then the fair value measurement is categorised in its entirety in the same level of the fair value hierarchy as the lowest level input that
is significant to the entire measurement.
The Group recognises transfers between levels of the fair value hierarchy at the end of the reporting period during which the change
has occurred.
Fair values of recognised financial assets and liabilities with their carrying amounts shown in the balance sheet are as follows:
ASSET/(LIABILITY)
NON-
MARKET
QUOTED OBSERVABLE OBSERVABLE
CARRYING FAIR VALUE MARKET PRICE INPUTS INPUTS
THOUSANDS OF DOLLARS AMOUNT TOTAL (LEVEL 1) (LEVEL 2) (LEVEL 3)
31 December 2013
Cash and cash equivalents 199,922 199,922 199,922 – –
Receivables(i) 991,581 991,581 – 991,581 –
US notes(ii) (203,557) (204,317) – (204,317) –
Domestic medium term notes(iii) (149,583) (161,053) – (161,053) –
Subordinated note (538,345) (593,483) (593,483) – –
Cross currency swaps (iv)
(50,693) (50,693) – (50,693) –
Lease liabilities(v) (147) (152) – (152) –
Payables
Interest rate swaps(iv) (6,595) (6,595) – (6,595) –
Forward foreign exchange contracts (iv)
3,350 3,350 – 3,350 –
Payables (i)
(1,718,811) (1,718,811) – (1,718,811) –
Total (1,472,878) (1,540,250) (393,561) (1,146,689) –

ASSET/(LIABILITY)
NON-
MARKET
QUOTED OBSERVABLE OBSERVABLE
CARRYING FAIR VALUE MARKET PRICE INPUTS INPUTS
THOUSANDS OF DOLLARS AMOUNT TOTAL (LEVEL 1) (LEVEL 2) (LEVEL 3)
31 December 2012
Cash and cash equivalents 209,929 209,929 209,929 – –
Receivables (i)
1,049,641 1,049,641 – 1,049,641 –
US notes(ii) (177,714) (179,618) – (179,618) –
Domestic medium term notes (iii)
(149,500) (166,164) – (166,164) –
Subordinated note (535,183) (576,510) (576,510) – –
Cross currency swaps(iv) (86,053) (86,053) – (86,053) –
Lease liabilities(v)
(1,482) (1,558) – (1,558) –
Payables
Interest rate swaps(iv) (10,621) (10,621) – (10,621) –
Forward foreign exchange contracts (iv)
2,842 2,842 – 2,842 –
Payables(i) (1,495,963) (1,495,963) – (1,495,963) –
Total (1,194,104) (1,254,075) (366,581) (887,494) –
Estimation of fair values

Due to the introduction of AASB 13 in 2013, the framework for measuring fair value has changed. The Group has applied the new
fair value guidance for 2013 and has restated the fair valuation techniques in 2012 for comparative information.
The following summarises the major methods and assumptions used in estimating the fair values of financial instruments:
(i) Receivables/payables
For receivables/payables with a remaining life of less than six months, the notional amount is deemed to reflect the fair value.
All other receivables/payables are discounted to determine the fair value, if the effect of discounting is material.
(ii) US notes
The fair value of US notes is determined as the present value of future contracted cash flows. Cash flows are discounted using
standard valuation techniques at applicable market yield, having regard to the timing of cash flows.
(iii) Domestic medium term notes
The fair value of domestic medium term notes is determined by using an independent broker quotation.
(iv) Derivatives
The fair value of cross currency swaps, interest rate swaps and forward foreign exchange contracts is determined as the present
value of future contracted cash flows and credit adjustments. Cash flows are discounted using standard valuation techniques at the
applicable market yield, having regard to the timing of the cash flows.
(v) Lease liabilities
The fair value is estimated as the present value of future cash flows using the government bond rate.
(h) Interest rates

Caltex used the government bond rate as of 31 December 2013 plus an adequate constant credit spread to discount financial
instruments. The annual interest rates used are as follows:
2013 2012
Lease liabilities 3% 3%
Receivables 4% 4%
Payables 2 – 5% 2 – 5%
94

18. EMPLOYEE BENEFITS

(a) Liability for employee benefits
Current
Liability for annual leave 42,630 36,680
Liability for long service leave 22,167 2,962
Liability for termination benefits 73,072 7,314
Bonus accrued 8,341 47,426
146,210 94,382
Non-current
Liability for long service leave 46,283 61,342
Liability for termination benefits 24,286 101,100
Defined benefit superannuation obligation 20,317 58,372
90,886 220,814
Total liability for employee benefits 15 237,096 315,196
(b) Superannuation commitments

The Group contributes to superannuation plans to provide benefits to employees and their dependants upon retirement, disability
or death. Employer contributions (where applicable) are based on a percentage of salary. The employer is committed to contribute
to the plans as prescribed by the relevant trust deeds and relevant legislation.
Caltex Australia Superannuation Plan – Defined Benefit Division

The Caltex Australia Superannuation Plan – Defined Benefit Division is predominantly a defined benefit plan, but it also includes the
retirement account, which is a defined contribution payable by the Group.

Information from the most recent actuarial valuation for the defined benefit plan at 31 December 2013 follows:

Movements in the net liability for defined benefit obligation recognised in the balance sheet
Net liability for defined benefit obligation at the beginning of the year 58,372 72,421
Current service cost 8,263 9,174
Net interest 1,149 (3,441)
Actual return on plan assets less interest income (11,055) (10,072)
Actuarial (gains)/losses arising from changes in financial assumptions (18,620) 5,522
Actuarial (gains)/losses arising from liability experience (795) (2,337)
Employer contributions (15,982) (10,055)
Benefits paid (1,015) (2,840)
Net liability for defined benefit obligation at the end of the year 20,317 58,372
Reconciliation of the present value of the defined benefit obligation
Present value of defined benefit obligation at the beginning of the year 204,108 226,805
Current service cost 8,263 9,174
Interest cost 4,844 1,364
Contributions by plan participants 1,941 1,997
Actuarial (gains)/losses arising from changes in financial assumptions (18,620) 5,522
Actuarial (gains)/losses arising from liability experience (795) (2,337)
Benefits paid (17,219) (38,417)
Present value of defined benefit obligation at the end of the year 182,522 204,108
Reconciliation of the fair value of plan assets
Fair value of plan assets at the beginning of the year 145,736 154,384
Actual return on plan assets less interest income 11,055 10,072
Interest income 3,695 4,805
Employer contributions 15,982 10,055
Contributions by plan participants 1,941 1,997
Benefits paid (16,204) (35,577)
Fair value of plan assets at the end of the year 162,205 145,736
Reconciliation of the net liability recognised in the balance sheet
Defined benefit obligation 182,522 204,108

Fair value of plan assets (162,205) (145,736)
Net liability 20,317 58,372
Actuarial gains and losses recognised in other comprehensive income
Actuarial (gains)/losses recognised in other comprehensive income (19,415) 3,185

Actual return on plan assets less interest income (11,055) (10,072)
(30,470) (6,887)
Comparative amounts have been restated to reflect the adoption of AASB 119 Employee Benefits. Refer note 1(a) for further details
on the change in accounting policy.
96

18. EMPLOYEE BENEFITS (continued)

Plan assets
The defined benefit plan assets are invested in the Future Direction Moderately Conservative and Future Direction Conservative
investment funds within the AMP Superannuation Savings Trust.
2013 2012
The percentage invested in each asset class at the balance sheet date was:
Australian equity 15% 15%
International equity 17% 16%
Fixed income 31% 31%
Alternatives/Other 15% 15%
Property 5% 5%
Cash 17% 18%
The fair value of plan assets includes no amounts relating to any of the company’s own financial instruments, and any property
occupied by, or other assets used by, the company.
The expected return on assets assumption is determined by weighting the expected long term return for each asset class by the
target allocation of assets to each asset class. The returns used for each asset class are net of investment tax and investment fees.
PRINCIPAL ACTUARIAL ASSUMPTIONS AT THE BALANCE SHEET DATE (% P.A.) 2013 2012
Discount rate 3.0% 2.7%
Expected salary increase rate 2 – 3% 5 – 7%
Expected employer contributions for the reporting year to 31 December 2014 is $18,355,000.
Sensitivity analysis
Reasonably possible changes at the reporting date to one of the relevant actuarial assumptions, holding other assumptions constant,
would have affected the defined benefit obligation by the amounts shown below.
DEFINED BENEFIT OBLIGATION

THOUSANDS OF DOLLARS INCREASE DECREASE
Discount rate (0.5% movement) (2,266) 2,433
Expected salary rate (0.5% movement) 2,259 (2,086)
Although the analysis does not take into account the full distribution of cash flows expected under the plan, it does provide an
approximation of the sensitivity of the assumptions shown.
Caltex Australia – Guaranteed Retirement Payment Plan benefit

The Caltex Australia Guaranteed Retirement Payment Plan (GRPP) is a benefit for which, if necessary, the company will supplement
an eligible member’s entitlement from the accumulation division to guarantee a minimum total payment. Balances relating to this
benefit have been included in the overall defined benefit figures presented in note 18(b) in the financial statements.
Caltex Australia Superannuation Plan – Accumulation Division

As this is a defined contribution plan, no actuarial review has been performed on this plan. The plan benefits to members are as
described in the trust deed. Funds are available to satisfy all vested benefits in the event of termination of the fund or the voluntary
or compulsory termination of employment of each employee of the participating employers.

Employer contributions to the accumulation division plan during the year 19,264 16,064

19. COMMITMENTS
(a) Capital expenditure
Capital expenditure contracted but not provided for in the financial report and payable 62,162 46,813
(b) Leases
Finance leases
31 DECEMBER 2013 31 DECEMBER 2012
MINIMUM MINIMUM
LEASE LEASE
THOUSANDS OF DOLLARS PAYMENTS INTEREST PRINCIPAL PAYMENTS INTEREST PRINCIPAL
Within one year 152 5 147 1,248 60 1,188
Between one and five years – – – 310 16 294
152 5 147 1,558 76 1,482
The Group leases production plant and equipment under finance leases expiring from one to five years. At the end of the lease term,
the Group has the option of extending the leases for a further five year period. Some leases involve lease payments comprising a base
amount plus an incremental rental. Contingent rentals are based on operating performance criteria. No contingent rentals were paid
during the year (2012: $292,900).
Operating leases
Non-cancellable operating leases – Group as lessee
Future minimum rentals payable:
Within one year 129,979 135,212
Between one and five years 382,605 378,734
After five years 177,347 190,216
689,931 704,162
The Group leases property under operating leases expiring from one to 20 years. Leases generally provide the Group with a right
of renewal at which time all terms are renegotiated. Lease payments comprise mainly a base amount; however, in a few cases,
they include a base amount and incremental contingent rental. Contingent rentals are based on operating performance criteria.
Contingent rentals of $87,594 were paid during the year (2012: $nil).
The expense recognised in the income statement during the year in respect of operating leases is $136,643,000 (2012: $113,168,000).
There are no restrictions placed upon the Group by entering into these leases. Renewals are at the option of the specific entity that
holds the lease.

Non-cancellable operating leases – Group as lessor
Future minimum rentals receivable:
After five years 19,119 20,513
247,084 224,891
The Group leases property under operating leases expiring from one to 15 years. Some of the leased properties have been sublet
by the Group. The leases and subleases expire between 2014 and 2029.
Note 2 shows the rental income recognised in the income statement in respect of operating leases.
98

20. CONTINGENT ASSETS AND LIABILITIES

The details and estimated maximum amounts of contingent assets and liabilities (for which no provisions are included in the financial
report) are set out below. The directors are not aware of any circumstance or information which would lead them to believe that these
assets and liabilities will crystallise and consequently no provisions are included in the financial report in respect of these matters.
(a) Contingent assets – legal and other claims – –
In the ordinary course of business, the Group is involved as a plaintiff in legal proceedings. Where appropriate, Caltex takes legal
advice. The Group does not consider that the outcome of any current proceedings is likely to have a material effect on its operations
or financial position.
(b) Contingent liabilities – legal and other claims – –
In the ordinary course of business, the Group is involved as a defendant in legal proceedings. Where appropriate, Caltex takes legal
advice. The Group does not consider that the outcome of any current proceedings is likely to have a material effect on its operations
or financial position.
A liability has been recognised for any known losses expected to be incurred where such losses are capable of reliable measurement.
(c) Bank guarantees

The Group has granted indemnities to banks to cover bank guarantees given on behalf of controlled entities to a maximum exposure
of $2,192,587 (2012: $2,003,724).
(d) Deed of Cross Guarantee and class order relief

Note 22(a) lists the companies in the Group that are parties to a Deed of Cross Guarantee dated 22 December 1992 with Caltex
Australia Limited and each other (these companies are notated with (iii)).
As parties to the Deed of Cross Guarantee, and by virtue of ASIC Class Order CO 98/1418, these companies are relieved from
complying with certain requirements of the Corporations Act. Under the Deed of Cross Guarantee, each company agrees to guarantee
all of the debts (in full) of all companies that are parties to the deed subject to, and in accordance with, the terms set out in the deed.
Graham Bailey Pty Ltd was added to the Deed of Cross Guarantee on 23 December 2013. No other companies have been added
to or removed from the Deed of Cross Guarantee during the year ended 31 December 2013 or from 1 January 2014 to the date
of signing this financial report.
21. AUDITOR’S REMUNERATION

DOLLARS 2013 2012
Audit services – KPMG Australia 919,400 1,144,000
Non-audit services – KPMG Australia:

Transaction services – 165,000
Other assurance services 81,400 202,200
Taxation services 70,000 22,400
151,400 389,600

22. PARTICULARS IN RELATION TO CONTROLLED ENTITIES

% INTEREST
(a) NAME NOTE 2013 2012
Companies
Ampol Bendigo Pty Ltd (iii) 100 100
Ampol International Holdings Pte Ltd (ii),(viii) 100 100
Ampol Management Services Pte Ltd (ii),(x) 100 –
Ampol Property (Holdings) Pty Ltd (iii) 100 100
Ampol Refineries (Matraville) Pty Ltd 100 100
Ampol Singapore Trading Pte Ltd (ii),(xi) 100 100
Ampol Road Pantry Pty Ltd 100 100
Australian Petroleum Marine Pty Ltd (iii) 100 100
B & S Distributors Pty Ltd (iv) 50 50
Bowen Petroleum Services Pty Ltd 100 100
Brisbane Airport Fuel Services Pty Ltd 100 100
Calgas Pty Ltd 100 100
Calstores Pty Ltd (iii),(vi) 100 100
Caltex Australia Custodians Pty Ltd 100 100
Caltex Australia Management Pty Ltd 100 100
Caltex Australia Nominees Pty Ltd 100 100
Caltex Australia Petroleum Pty Ltd (iii) 100 100
Caltex Fuel Services Pty Ltd (iii) 100 100
Caltex Lubricating Oil Refinery Pty Ltd (iii) 100 100
Caltex Petroleum (Qld) Pty Ltd (iii) 100 100
Caltex Petroleum (Victoria) Pty Ltd (iii) 100 100
Caltex Petroleum Pty Ltd (iii) 100 100
Caltex Petroleum Services Pty Ltd (iii) 100 100
Caltex Refineries (NSW) Pty Ltd (iii) 100 100
Caltex Refineries (Qld) Pty Ltd (iii) 100 100
Circle Petroleum (Q’land) Pty Ltd 100 100
Cocks Petroleum Pty Ltd 100 100
Cooper & Dysart Pty Ltd 100 100
Graham Bailey Pty Ltd (iii) 100 100
Hanietee Pty Ltd (iii) 100 100
Hunter Pipe Line Company Pty Ltd (iii) 100 100
Jayvee Petroleum Pty Ltd 100 100
Jet Fuels Petroleum Distributors Pty Ltd (iii) 100 100
Link Energy Pty Ltd 100 100
Manworth Pty Ltd 100 100
Newcastle Pipe Line Company Pty Ltd (iii) 100 100
Northern Marketing Management Pty Ltd 100 100
Northern Marketing Pty Ltd (iii) 100 100
Octane Insurance Pte Ltd (ix),(ii) 100 100
Pilbara Fuels Pty Ltd 100 100
R & T Lubricants Pty Ltd (iii) 100 100
Ruzack Nominees Pty Ltd 100 100
Solo Oil Australia Pty Ltd 100 100
Solo Oil Corporation Pty Ltd 100 100
100

22. PARTICULARS IN RELATION TO CONTROLLED ENTITIES (continued)

% INTEREST
(a) NAME (continued) NOTE 2013 2012
Solo Oil Investments Pty Ltd (iii) 100 100

Solo Oil Pty Ltd (iii) 100 100
South Coast Oils Pty Ltd 100 100
South East Queensland Fuels Pty Ltd 100 100
Sydney Metropolitan Pipeline Pty Ltd (iv) 60 60
Teraco Pty Ltd (iv) 50 50
Tulloch Petroleum Services Pty Ltd (iii) 100 100
Western Fuel Distributors Pty Ltd (iv) 50 50
Unit trusts
Eden Equity Unit Trust (v) 100 100
Petroleum Leasing Unit Trust (vi) 100 100
Petroleum Properties Unit Trust (vi) 100 100
South East Queensland Fuels Unit Trust (vii) 100 100
(i) All companies were incorporated in Australia except those companies noted in (ii). The unit trusts were formed in Australia.
(ii) These companies were incorporated in Singapore.
(iii) These companies are parties to a Deed of Cross Guarantee dated 22 December 1992 with Caltex Australia Limited and each other. As parties to the Deed
of Cross Guarantee, and by virtue of ASIC Class Order CO 98/1418, these companies are relieved from certain requirements of the Corporations Act. Under
the Deed of Cross Guarantee, each company agrees to guarantee all of the debts (in full) of all companies that are parties to the deed subject to, and
in accordance with, the terms set out in the deed. Graham Bailey Pty Ltd was added to the Deed of Cross Guarantee on 23 December 2013. No other
companies have been added to or removed from the Deed of Cross Guarantee during the year ended 31 December 2013 or from 1 January 2014 to the
date of signing this financial report.
(iv) These entities have been included as controlled entities in accordance with AASB 127 Consolidated and Separate Financial Statements. In each case, control
exists because a company within the Caltex Australia Group has the ability to dominate the composition of the entity’s board of directors, or enjoys the
majority of the benefits and is exposed to the majority of the risks of the entity.
(v) Caltex Petroleum Services Pty Ltd is the sole unitholder of this trust.
(vi) Solo Oil Pty Ltd is the sole unitholder of these trusts.
(vii) Caltex Australia Petroleum Pty Ltd and Caltex Petroleum Services Pty Ltd each own half of the units in this trust.
(viii) Ampol International Holdings Pte Ltd was incorporated in Singapore on 24 May 2012.
(ix) Octane Insurance Pte Ltd was incorporated in Singapore on 4 September 2012.
(x) Ampol Management Services Pte Ltd was incorporated in Singapore on 28 May 2013.
(xi) Ampol Singapore Trading Pte Ltd was formerly called Ampol Singapore Holdings Pte Ltd and changed its name on 14 March 2013.
(b) Income statement for entities covered by the Deed of Cross Guarantee
Revenue 24,652,221 23,327,883
Cost of goods sold – historical cost (22,782,130) (21,769,519)
Gross profit 1,870,091 1,558,364
Other income 44,881 22,883
Operating expenses (1,089,172) (1,404,041)
Finance costs (88,791) (99,459)
Share of profit of equity-accounted investees 158 1,634
Income tax expense (204,785) (27,241)
Net profit 532,382 52,140
Retained earnings at the beginning of the year 1,591,287 1,655,376

Movement in reserves 21,329 5,271
Dividends provided for or paid (108,000) (121,500)
Retained earnings at the end of the year 2,036,998 1,591,287

(c) Balance sheet for entities covered by the Deed of Cross Guarantee
Current assets
Cash and cash equivalents 189,960 203,305
Receivables 1,014,367 963,414
Inventories 2,027,857 1,648,024
Other 34,902 11,102
Total current assets 3,267,086 2,825,845
Non-current assets
Receivables 3,048 2,207
Investments accounted for using the equity method 23,863 37,115
Other investments 3 3
Property, plant and equipment 2,084,695 1,726,394
Intangibles 119,094 99,960
Deferred tax assets 471,036 528,035
Other 2,474 86,187
Total non-current assets 2,704,213 2,479,901
Total assets 5,971,299 5,305,746
Current liabilities
Payables 1,700,183 1,460,588
Interest bearing liabilities 71,407 1,188
Current tax liabilities 55,361 7,499
Provisions 228,770 123,971
Total current liabilities 2,055,721 1,593,246
Non-current liabilities
Interest bearing liabilities 870,921 948,744
Provisions 474,872 638,146
Total non-current liabilities 1,345,793 1,586,890
Net assets 2,569,785 2,125,610
Equity
Issued capital 543,415 543,415
Reserves (10,018) (9,112)
Retained earnings 2,036,998 1,591,287
Total equity 2,569,785 2,125,610
102

23. INVESTMENTS ACCOUNTED FOR USING THE EQUITY METHOD

(a) Investments in associates and joint ventures
% INTEREST
2013 2012 BALANCE DATE
Airport Fuel Services Pty Ltd 40 40 31 December
Australasian Lubricants Manufacturing Company Pty Ltd 50 50 31 December
Cairns Airport Refuelling Service Pty Ltd 25 25 31 December
Geraldton Fuel Company Pty Ltd 50 50 31 December
South Coast Fuels Pty Ltd 50 50 31 December
All above companies are incorporated in Australia.

These entities are principally concerned with the sale, marketing and/or distribution of fuel products.
(b) Investments in associates

NET SHARE OF
SHARE OF ASSETS AS ASSOCIATES’
ASSOCIATES’ TOTAL TOTAL REPORTED BY NET ASSETS
REVENUE PROFIT NET PROFIT ASSETS LIABILITIES ASSOCIATES EQUITY
THOUSANDS OF DOLLARS (100%) (100%) RECOGNISED (100%) (100%) (100%) ACCOUNTED
2013 159,412 4,003 1,138 26,651 12,682 13,969 6,923
2012 168,555 4,130 1,451 25,889 13,345 12,544 6,236

Results of associates
Share of associates’ profit before income tax expense 1,610 2,066
Share of associates’ income tax expense (482) (620)
Share of associates’ net profit 1,128 1,446
Unrealised profit in inventories 10 5
Share of associates’ net profit – equity accounted 1,138 1,451
Commitments
Share of associates’ capital expenditure contracted but not provided for in the financial report and payable:
Within one year – –
Share of associates’ operating lease commitments not provided for in the financial report and payable:
Within one year 190 136
Between one and five years 951 681
1,141 817
Share of associates’ finance lease commitments not provided for in the financial report and payable:
Within one year 854 774
2,651 2,261
Future finance charges (290) (268)
2,361 1,993

(c) Investments in joint ventures
SHARE SHARE
OF JOINT NET ASSETS OF JOINT
VENTURES’ AS REPORTED VENTURES’
(LOSS)/ NET (LOSS)/ TOTAL TOTAL BY JOINT NET ASSETS
REVENUE PROFIT PROFIT ASSETS LIABILITIES VENTURE EQUITY
THOUSANDS OF DOLLARS (100%) (100%) RECOGNISED (100%) (100%) (100%) ACCOUNTED
2013 468,084 (415) (980) 342,579 339,579 3,000 16,940
2012 495,062 58 183 352,867 349,899 2,968 17,921

Results of joint ventures
Share of joint ventures’ (loss)/profit before income tax expense (291) 4
Share of joint ventures’ income tax benefit/(expense) 88 (1)
Share of joint ventures’ net (loss)/profit (203) 3
Unrealised (loss)/profit in inventories (777) 180
Share of joint ventures’ net (loss)/profit – equity accounted (980) 183
Joint ventures’ assets and liabilities

Current assets 341,776 351,948
Non-current assets 803 919
Total assets 342,579 352,867
Current liabilities 324,165 334,375

Non-current liabilities 15,414 15,524
Total liabilities 339,579 349,899
Commitments
Share of joint ventures’ capital expenditure contracted but not provided for in the financial report and payable:
Within one year – –
Share of joint ventures’ operating lease commitments not provided for in the financial report and payable:
After five years – 521
5,273 6,724
(d) Reconciliation to income statement

Share of net profit of associates accounted for using the equity method 1,138 1,451
Share of net (loss)/profit of joint ventures accounted for using the equity method (980) 183
158 1,634
104

24. INTEREST IN JOINT VENTURE OPERATIONS

The Group has joint interests in multiple Joint User Hydrant Installations (JUHIs), which are based at airports across Australia.
The principal activity of the JUHIs is refuelling aircraft at the airports. For the year ended 31 December 2013, the contribution
of the JUHIs to the operating profit of the Group was nil (2012: nil). Included in the assets and liabilities of the Group are the Group’s
interests in the assets and liabilities employed in the joint venture operation:

Non-current assets
Plant and equipment expenditure 55,008 48,393
Less: accumulated amortisation (32,720) (29,634)
Total non-current assets 22,288 18,759
Total assets 22,288 18,759
25. NOTES TO THE CASH FLOW STATEMENTS

(a) Reconciliation of cash and cash equivalents
For the purposes of the cash flow statements, cash and cash equivalents includes:
Cash at bank 199,922 209,929
Total cash and cash equivalents 199,922 209,929
(b) Reconciliation of net profit to net operating cash flows

Net profit 528,757 57,601
Adjustments for:
–– Net gain on sale of property, plant and equipment (44,881) (22,883)
–– Interest paid capitalised (7,238) (1,258)
–– Amortisation of finance costs 4,359 4,027
–– Depreciation/amortisation of property, plant and equipment 155,079 116,430
–– Amortisation of intangibles 10,538 9,269
–– Treasury stock movements net of expense (13,253) 4,213
–– Share of associates’ and joint ventures’ net profit 292 (1,634)
Movements in assets and liabilities:
–– Decrease/(increase) in receivables 58,340 (46,585)
–– (Increase)/decrease in inventories (373,433) 67,021
–– Decrease/(increase) in other assets 6,392 (6,619)
–– Increase/(decrease) in payables 220,925 (184,538)
–– Increase/(decrease) in current tax liabilities 45,499 (3,936)
–– Increase/(decrease) in deferred tax assets 44,708 (82,317)
–– (Decrease)/increase in provisions (28,144) 490,947
Net operating cash inflows 607,940 399,738

26. BUSINESS COMBINATIONS

2013
Queensland Fuel Group (QFG)
On 1 October 2013, the Group terminated the franchise and acquired the assets and liabilities of Queensland Fuel Group Pty Ltd
(QFG) for a consideration of $40,000,000 plus $2,967,000 for inventory, GST and provisions, and incidental acquisition costs.
QFG was a Caltex Franchise Reseller for over 15 years which operated retail sites and supplied commercial customers and primary
producers. QFG’s prime marketing area was centred in the cities of Gladstone and Rockhampton, with a smaller network on the
Sunshine Coast.
In the three months up to 31 December 2013, QFG contributed a gross sales revenue of $52,433,701 and a net profit of $3,264,375
to the consolidated gross sales revenue and net profit for the year. If the acquisition had occurred on 1 January 2013, the Group
estimates that gross sales revenue would have been $210,723,852 greater and net profit would have been $14,065,658 greater.
The acquisition had the following effect on the Group’s assets and liabilities:
ORIGINAL FAIR VALUE RECOGNISED

THOUSANDS OF DOLLARS VALUES ADJUSTMENTS VALUES
Intangibles – 8,797 8,797
Property, plant and equipment 2,600 (335) 2,265
Inventories 2,915 – 2,915
Receivables 280 – 280
Provisions (228) – (228)
Net identifiable assets and liabilities 5,567 8,462 14,029
Goodwill on acquisition 28,938

Consideration paid, satisfied in cash 42,967
Net cash outflow (42,967)
The recognised values represent the fair value of assets recorded on acquisition.
Intangible assets acquired of $8,797,000 represents the amount paid to QFG for customer relationships and trade restraint, which
meets the criteria for recognition as a separately identifiable intangible asset at the date of acquisition. These intangible assets are
to be amortised over the remainder of the agreement term.
There were no other material business combinations during the year ended 31 December 2013.
2012
Direct Fuel Supplies Pty Ltd (DFS)
On 31 January 2012, the Group terminated the franchise and acquired the assets and liabilities of Direct Fuel Supplies Pty Ltd (DFS)
for a consideration of $11,383,000 plus incidental acquisition costs.
DFS was a Caltex Franchise Reseller for over 15 years which supplied to retail sites, commercial customers and primary producers.
DFS’s prime marketing area was centred in the city of Bunbury while it operated out of depots at Bridgetown, Picton (Bunbury)
and Manjimup.
In the 11 months up to 31 December 2012, DFS contributed a gross sales revenue of $96,295,000 and a net profit of $3,276,000
to the consolidated gross sales revenue and net profit for the year. If the acquisition had occurred on 1 January 2012, the Group
estimates that gross sales revenue would have been $9,397,000 greater and net profit would have been $187,000 greater.
The acquisition had the following effect on the Group’s assets and liabilities:
ORIGINAL FAIR VALUE RECOGNISED

THOUSANDS OF DOLLARS VALUES ADJUSTMENTS VALUES
Intangibles 9,778 – 9,778
Property, plant and equipment 1,022 – 1,022
Inventories 798 – 798
Payables (215) – (215)
Net identifiable assets and liabilities 11,383 – 11,383
Consideration paid, satisfied in cash 11,383

Net cash outflow (11,383)
106

26. BUSINESS COMBINATIONS (continued)

The recognised values represent the fair value of assets recorded on acquisition.
The intangible asset acquired of $9,778,000 represents the amount paid to DFS for termination of the franchise agreement,
which meets the criteria for recognition as a separately identifiable intangible asset at the date of acquisition. This intangible asset
is to be amortised over the remainder of the franchise term.
There were no other material business combinations during the year ended 31 December 2012.
Details of entities over which control has been gained or lost during the year
2013
On 28 May 2013, Ampol Management Services Pte Ltd was incorporated in Singapore. Ampol Management Services Pte Ltd
is a wholly owned subsidiary of Caltex Australia Limited.
2012
On 24 May 2012, Ampol International Holdings Pte Ltd was incorporated in Singapore. Ampol International Holdings Pte Ltd
is a wholly owned subsidiary of Caltex Australia Limited.
On 4 September 2012, Octane Insurance Pte Ltd was incorporated in Singapore. Octane Insurance Pte Ltd is a wholly owned
subsidiary of Caltex Australia Limited.
There were no other entities over which control was gained or lost during the period.
27. FINANCING ARRANGEMENTS

The Group has access to the following lines of credit:
Total facilities available:
Bank overdrafts 41,232 39,640
Bank loans and capital markets 2,092,178 2,098,450
2,133,410 2,138,090
Facilities utilised at balance date:

Bank overdrafts 839 38,085
Bank loans and capital markets 942,178 948,450
943,017 986,535
Facilities not utilised at balance date:

Bank overdrafts 40,393 1,555
Bank loans and capital markets 1,150,000 1,150,000
1,190,393 1,151,555
These facilities are unsecured and have an average maturity of 2.6 years (2012: 3.4 years) assuming the subordinated note is repaid
on the first call date (15 September 2017).

28. RELATED PARTY INFORMATION

(a) Key management personnel
The key management personnel of the Group during 2013 and 2012 were:
(i) Directors of Caltex Australia Limited during 2013 and 2012:

Current directors
Ms Elizabeth Bryan, Chairman and Non-Executive Director
Mr Julian Segal, Managing Director & CEO
Mr Trevor Bourne, Non-Executive Director
Mr Richard Brown*, Non-Executive Director (from 28 June 2012)
Ms Barbara Burger*, Non-Executive Director (from 28 June 2012)
Mr Greig Gailey, Non-Executive Director
Mr Ryan Krogmeier*, Non-Executive Director (from 30 March 2012)
Mr Bruce Morgan (from 29 June 2013)
* Mr Brown, Ms Burger and Mr Krogmeier serve as alternate directors for each other (from 26 July 2013)
Former directors
Mr John Thorn, Non-Executive Director (to 9 May 2013)
Mr Brant Fish, Non-Executive Director (to 29 March 2012)
Mr Tim Leveille, Non-Executive Director (to 27 June 2012)
Mr Walt Szopiak, Non-Executive Director (to 27 June 2012)

Ms Colleen Jones-Cervantes* (to 25 July 2013)
* Ms Colleen Jones-Cervantes previously served as alternate director for Mr Krogmeier (from 30 March 2012) and Mr Brown and Ms Burger (from 28 June 2012)
(ii) Senior executives

Current senior executives
Mr Simon Hepworth, Chief Financial Officer
Mr Peter Lim, Company Secretary and General Counsel
Mr Mike McMenamin, General Manager – Strategy, Planning and Development
Mr Bruce Rosengarten, General Manager – Marketing (from 1 November 2013)
Mr Gary Smith, General Manager – Refining and Supply (resigned 6 February 2014)
Mr Simon Willshire, General Manager – Human Resources
Former senior executives

Mr Andy Walz, General Manager – Marketing (to 31 March 2013)
Mr Ken James, General Manager – Supply and Distribution (to 30 April 2012)
(b) Key management personnel compensation

DOLLARS 2013 2012
Short term benefits 8,535,008 11,020,414
Other long term benefits 727,720 627,231
Post-employment benefits 315,382 430,443
Share based payments 4,008,445 4,325,977
13,586,555 16,404,065
Information regarding directors’ and executives’ compensation and some equity instruments disclosures is provided in the
Remuneration Report section of the Directors’ Report on pages 30 to 56.
108

28. RELATED PARTY INFORMATION (continued)

(c) Shareholdings of key management personnel
The movement during the reporting period in the number of shares of Caltex Australia Limited held directly or indirectly by each key
management personnel, including their personally related entities, is as follows:
HELD AT HELD AT
Directors
Julian Segal 166,563 – 279,432 (325,412) 120,583
Trevor Bourne 5,395 – – – 5,395
Greig Gailey 5,000 – – – 5,000
Colleen Jones-Cervantes – – – – –
Bruce Morgan – 10,500 – – 10,500
John Thorn 1,510 – – (1,510) –
Senior executives
Simon Hepworth 65,358 – 59,494 (103,500) 21,352
Peter Lim 7,272 – 19,246 (15,849) 10,669
Mike McMenamin 12,827 – 43,626 (45,831) 10,622
Bruce Rosengarten – – – –
Gary Smith 21,123 – 68,372 (72,979) 16,516
Simon Willshire 13,055 – 42,482 (45,394) 10,143
HELD AT HELD AT
Directors
Julian Segal 66,619 – 99,944 – 166,563
Trevor Bourne 5,395 – – – 5,395
Brant Fish – – – – –
Greig Gailey 5,000 – – – 5,000
Tim Leveille – – – – –
Walt Szopiak – – – – –
John Thorn 1,510 – – – 1,510
Senior executives
Simon Hepworth 59,116 – 37,742 (31,500) 65,358
Ken James 21,328 – 40,936 (62,264) –
Peter Lim 3,223 – 4,049 – 7,272
Mike McMenamin 32,698 – 22,158 (42,029) 12,827
Gary Smith 14,136 – 6,987 – 21,123
Simon Willshire 28,988 – 25,096 (41,029) 13,055

(d) Other key management personnel transactions

Apart from as disclosed in the indemnity section of the Directors’ Report, no key management personnel have entered into a material
contract, loan or other transaction with any entity in the Group during the year ended 31 December 2013 (2012: nil).
During 2013, Ms Bryan was a director of Westpac Banking Corporation. The business relationship between Caltex and Westpac
Banking Corporation has been in place for many years and transactions during the year were on normal commercial terms.
During 2013, Mr Morgan was a director of Origin Energy Limited and Sydney Water. Transactions with these companies and their
subsidiaries during the year were on normal commercial terms.
During 2012, Mr Bourne was a director of Hastie Group Limited (to 15 February 2012) and Origin Energy Limited (to 12 November 2012).
Transactions with these companies and their subsidiaries during the year were on normal commercial terms.
During 2012, Mr Thorn was a director of National Australia Bank Limited, Amcor Limited and Salmat Limited. Transactions with these
companies and their subsidiaries during the year were on normal commercial terms.
(e) Other related entities

Chevron Global Energy Inc. holds a 50% interest in Caltex Australia Limited. Transactions with the Chevron Group are
summarised below.
On 26 July 2012, Caltex Australia Limited announced a restructuring of its supply chain. As part of this supply chain restructuring,
an agreement was made with Chevron for the procurement and supply of transport fuels (petrol, diesel and jet fuel) with associated
shipping services to provide a reliable and efficient supply of imported product. This agreement was put in place to provide certainty
of product supply and to meet the shortfall following Kurnell refinery’s conversion to an import terminal and growing demand.
This agreement is on arm’s length terms and at market based prices.
The Group paid $6,135,000 (2012: $2,776,000) to the Chevron Group for technical service fees. The Group received $3,558,000
(2012: $3,911,000) for technical service fees from the Chevron Group. These fees are in the ordinary course of business and on
normal commercial terms and conditions.
The Group paid $1,469,000 (2012: $2,097,000) to the Chevron Group, including Iron Horse Insurance Company for insurance
coverage. Dealings with Iron Horse Insurance Company are in the ordinary course of business and on normal commercial terms
and conditions.
The Group purchased crude, other refinery feedstocks and petroleum products from the Chevron Group of $6,004,682,000
(2012: $7,040,111,000). The Group sold crude, other refinery feedstocks and petroleum products to the Chevron Group
of $466,993,000 (2012: $583,886,000). These purchases and sales are in the ordinary course of business and on normal
commercial terms and conditions.
Payments were made to the Chevron Group in respect of the secondment of Mr Walz. Details of these payments are shown in the
Remuneration Report on pages 30 to 56.
The Chevron Group seconded one employee (2012: one employee) primarily to provide specialist expertise at Lytton refinery.
The total cost borne by Caltex Australia in respect of this secondee was $448,809 for a 12 month period (2012: $452,318 for
one secondee for a 12 month period). This cost includes salary and bonuses, allowances including relocation, and indirect payroll
related expenses.
Caltex Australia seconded seven employees to various roles within the Chevron Group during 2013 (2012: six employees). Caltex
paid the salary and bonuses, allowances including relocation, and indirect payroll related expenses for three of these Caltex
employees and Chevron Group paid the associated costs for the remaining four employees.
Amounts receivable from and payable to other related entities are set out in notes 7 and 13 respectively.
(f) Associates
The Group sold petroleum products to associates totalling $135,910,000 (2012: $150,803,000). The Group received income from
associates for rental income of $145,457 (2012: $159,893).
Details of associates are set out in note 23. Amounts receivable from associates are set out in note 7. Dividend and disbursement
income from associates is $450,000 (2012: $600,000).
Caltex has interests in associates primarily for the marketing, sale and distribution of fuel products. Details of Caltex’s interests are set
out in note 23.
(g) Joint ventures

Caltex has interests in joint ventures primarily for the marketing, sale and distribution of fuel products. There were no related party
transactions with Caltex’s joint venture entities during 2013 (2012: nil). Details of Caltex’s interests are set out in notes 23 and 24.
110

28. RELATED PARTY INFORMATION (continued)

(h) Executive share plan and performance rights
Executive share plan
Since 1 January 2010, a mandatory deferral of short term incentives (STI) applies to senior executives. Under the deferral policy, one
third of their STI, as long as the incentive is greater than $105,000, will be delivered in Caltex shares, which have a six month service
related forfeiture risk and are restricted from sale for two years.
No STI was awarded to senior executives for the 2013 year due to Caltex failing to meet the required profit thresholds under the
Rewarding Results Plan.
The 2012 STI was approved in February 2013 for a total value of $2,425,000 which equated to 115,993 shares at a grant date fair
value of $20.90 per share (formalised in April 2013). The service related forfeiture condition was met in October 2013 and the shares
will be held under restriction until April 2015.
The 2011 STI was approved in February 2012 for a total value of $1,353,000 which equated to 97,407 shares at a grant date fair
value of $13.89 per share (formalised in April 2012). The service related forfeiture condition was met in October 2012 and the shares
will be held under restriction until April 2014.
Performance rights
Since 1 January 2007, senior executives may receive performance rights under Caltex Australia Limited’s Equity Incentive Plan, based
on the achievement of specific targets related to the performance of the Group. The measure of performance is Total Shareholder
Returns (TSR) over a three year period relative to two comparator groups.
Summary of performance rights in the plan:
OPENING
BALANCE GRANTED VESTED DURING THE YEAR LAPSED DURING THE YEAR CLOSING BALANCE
FAIR
VALUE OF  WEIGHTED WEIGHTED
NUMBER OF NUMBER OF PERFORM NUMBER OF AVERAGE NUMBER OF AVERAGE NUMBER OF FAIR
PERFORM PERFORM ANCE DISTRI PERFORM FAIR VALUE PERFORM FAIR VALUE PERFORM VALUE
ANCE START ANCE RIGHTS BUTION ANCE PER SHARE LAPSED ANCE PER SHARE ANCE AGGREGATE
RIGHTS DATE RIGHTS ($) DATE RIGHTS ($) DATE RIGHTS ($) RIGHTS ($)
2013
1,456,331 22 Apr 13 400,584 10.98 2 Apr 13 (825,373) 22.54 2 Apr 13 (262,081) – 1,561,834 12,955,560
1,450,983 22 Apr 13 267,056 19.42 8 Mar 13 (8,667) 22.38 8 Mar 13 (6,047) – 611,151 3,723,317
15 Apr 13 (10,537) 21.93 15 Apr 13 (18,617) – 264,662 5,139,736
23 Aug 13 (5,985) –
2,907,314 667,640 (844,577) (292,730) 2,437,647 21,818,613
2012
1,092,763 2 Apr 12 575,276 7.69 15 Feb 12 (191,448) 12.54 15 Feb 12 (62,814) – 1,456,331 10,911,264
1,087,415 2 Apr 12 575,276 7.52 30 Mar 12 (30,068) 13.77 1 Mar 12 (45,678) – 1,450,983 10,150,545
30 Apr 12 (58,748) –
11 May 12 (34,660) –
2,180,178 1,150,552 (221,516) (201,900) 2,907,314 21,061,809

The inputs used in the measurement of the fair values at each grant date were as follows:
2013 GRANT 2012 GRANT

INTERNATIONAL
ASX 100 FREE CASH FLOW ASX 100 REFINING AND
ACCUMULATION AND STRATEGIC ACCUMULATION MARKETING
INDEX HURDLE INDEX COMPANIES
Grant date 22 April 2013 22 April 2013 2 April 2012 2 April 2012
Vesting date 1 April 2016 1 April 2016 1 April 2015 1 April 2015
Fair value at grant date $10.98 $19.42 $7.69 $7.52
Share price at grant date $20.60 $20.60 $14.03 $14.03
Volatility 40% 40% 45% 45%
Dividend yield 2.0% 2.0% 4.7% 4.7%
Risk free interest rate 2.7% 2.7% 3.5% 3.5%

Executive share plan expense 8,181 8,566
29. NET TANGIBLE ASSETS PER SHARE

2013 2012
Net tangible assets per share (dollars) 9.05 7.55
Net tangible assets are net assets attributable to members of Caltex less intangible assets. The weighted average number of ordinary
shares used in the calculation of net tangible assets per share was 270 million (2012: 270 million).
30. SEGMENTED REPORTING

(a) Segment disclosures
The accounting policies used by the Group in reporting segments are detailed in note 1.
Types of products and services

The following summary describes the operations in each of the Group’s reportable segments:
Marketing
The Marketing function promotes and sells Caltex fuels, lubricants, specialty products and convenience store goods through
a national network of Caltex, Caltex Woolworths and Ampol branded service stations, as well as through company owned and
non‑equity resellers and direct sales to corporate customers.
Refining and Supply
Caltex sources the supply of both crude oil and refined products on the international market and refines crude oil into petrol, diesel,
jet fuel, along with small amounts of fuel oil and specialty products, liquid gas petroleum, bitumen and other gases. Caltex buys
and sells products and schedules product movements to meet marketing sales and the company’s broad distribution capabilities
encompass pipelines, terminals, depots and both a company and contracted transportation fleet.
112

30. SEGMENTED REPORTING (continued)

(b) Information about reportable segments
TOTAL OPERATING
MARKETING REFINING AND SUPPLY SEGMENTS
THOUSANDS OF DOLLARS 2013 2012 2013 2012 2013 2012
Gross segment revenue 20,144,017 19,377,252 3,580,978 3,328,757 23,724,995 22,706,009
Product duties and taxes (5,151,283) (5,043,828) – – (5,151,283) (5,043,828)
External segment revenue 14,992,734 14,333,424 3,580,978 3,328,757 18,573,712 17,662,181
Inter-segment revenue – – 13,850,421 13,107,564 13,850,421 13,107,564

Total segment revenue 14,992,734 14,333,424 17,431,399 16,436,321 32,424,133 30,769,745
Share of profit of associates and joint ventures 158 1,634 – – 158 1,634
Depreciation and amortisation (69,880) (62,918) (87,524) (55,916) (157,404) (118,834)
Replacement Cost of Sales Operating Profit

before interest and income tax 764,151 736,171 (170,655) 88,459 593,496 824,630
Other material items:

Inventory (losses)/gains (20,681) (1,273) 267,126 (130,532) 246,445 (131,805)
Capital expenditure (including acquisitions) (240,085) (171,680) (320,853) (228,501) (560,938) (400,181)
(c) Reconciliation of reportable segment revenues, profit or loss and other material items
Revenues
Total revenue for reportable segments 32,424,133 30,769,745
Product duties and taxes 5,151,283 5,043,828
Elimination of inter-segment revenue (13,850,421) (13,107,564)
Total reportable segments gross revenue 23,724,995 22,706,009
Non-fuel income and rebates 627,193 555,876
Other revenue 324,195 279,894
Consolidated revenue 24,676,383 23,541,779
Profit or loss
Segment Replacement Cost of Sales Operating Profit before interest and income tax,
excluding significant items 593,496 824,630
Other expenses (42,101) (68,167)
Replacement Cost of Sales Operating Profit before interest and income tax, excluding
significant items 551,395 756,463
Significant items excluded from profit and loss reported to the chief operating decision maker:
Gain on sale of bitumen business, net of costs relating to acquisitions and disposals 38,766 –
Provisions relating to closure of the Kurnell refinery (11,003) (430,000)
Cancelled recycled water reticulation project – (5,200)
Cancelled BenzAlk project – (6,155)
Replacement Cost of Sales Operating Profit before interest and income tax 579,158 315,108
Inventory gains/(losses) 246,445 (131,805)
Consolidated historical cost profit before interest and income tax 825,603 183,303
Net financing costs (88,791) (97,263)
Net (loss)/profit attributable to non-controlling interest (1,271) 824
Consolidated profit before income tax 735,541 86,864

REPORTABLE
SEGMENT CONSOLIDATED
THOUSANDS OF DOLLARS TOTALS OTHER TOTALS
Other material items 2013
Depreciation and amortisation (157,404) (8,213) (165,617)
Inventory gains 246,445 – 246,445
Capital expenditure (560,938) (6,998) (567,936)
Other material items 2012

Depreciation and amortisation (118,834) (6,865) (125,699)
Inventory losses (131,805) – (131,805)
Capital expenditure (400,181) (8,506) (408,687)
(d) Geographical segments

The Group operates in Australia and Singapore. Revenue is predominantly generated in Australia.
All of the Group’s non-financial non-current assets are located in the Group’s country of domicile, Australia.
(e) Major customer

Revenues from one customer of the Group’s Marketing segment represent approximately $4,800,000,000 (2012: $4,600,000,000)
of the Group’s total gross sales revenue (excluding product duties and taxes).
(f) Revenue from products and services

Petrol 7,343,355 7,165,151
Diesel 7,856,634 7,191,887
Jet 2,248,123 2,072,347
Lubricants 279,891 300,917
Specialty and other products 845,709 931,879
Non-fuel income and rebates 627,193 555,876
Product duties and taxes 5,151,283 5,043,828
Other revenue 324,195 279,894
24,676,383 23,541,779
114

31. PARENT ENTITY DISCLOSURES

As at, and throughout, the financial year ended 31 December 2013, the parent entity of the Group was Caltex Australia Limited.

Result of the parent entity
Profit for the period 6,317 85,083
Other comprehensive income/(expense) 9,227 (3,498)
Financial position of parent entity at year end

Current assets 133,664 229,513
Total assets 2,240,726 2,418,164
Current liabilities 126,286 9,688

Total equity of the parent entity comprising:

Issued capital 543,415 543,415
Reserves (10,840) (7,444)
Retained earnings 40,896 142,579
Total equity 572,861 678,570
Parent entity guarantees in respect of the debts of its subsidiaries

The parent entity has entered into a Deed of Cross Guarantee with the effect that each company agrees to guarantee all of the
debts (in full) of all companies that are parties to the deed subject to, and in accordance with, the terms set out in the deed.
Further details of the Deed of Cross Guarantee and the subsidiaries subject to the deed are disclosed in note 22(a).
32. EVENTS SUBSEQUENT TO THE END OF THE YEAR

On 24 February 2014, the Group announced its intention to acquire the assets of the Scott’s Fuel Divisions for a total outlay
of approximately $95 million. Caltex is targeting a completion date of mid-2014.
Subsequent to year end, Mr Gary Smith (General Manager – Refining and Supply) resigned from Caltex on 6 February 2014.
There were no other items, transactions or events of a material or unusual nature, that, in the opinion of the Board, are likely
to significantly affect the operations of Caltex, the results of those operations or the state of affairs of the Group subsequent
to 31 December 2013.
Comparative Financial Information

The additional information on pages 115 to 116 is provided for the information of shareholders.
The information is based on, but does not form part of, the 2013 Financial Report.
CALTEX AUSTRALIA LIMITED CONSOLIDATED RESULTS 2013 2012 2011 2010 2009
Profit and loss ($million)
Historical cost operating profit before significant items,
interest and income tax expense 798 624 640 522 648
Interest income 9 2 1 2 2
Borrowing costs (98) (99) (69) (59) (30)
Historical cost income tax expense before significant items (205) (161) (170) (131) (185)
Historical cost operating profit after tax and before
significant items 504 366 402 333 435
Significant items (net of tax) 26 (i)
(309) (ii)
(1,116) (16) (121)
Historical cost operating profit/(loss) after income tax 530 57 (714) 317 314
Dividends
Amount paid and payable ($/share) 0.34 0.40 0.45 0.60 0.25
Times covered (excl. significant items) 5.49 3.39 3.31 2.06 6.45
Dividend payout ratio – replacement cost basis (iii)
(excl. significant items) 28% 24% 46% 51% 21%

Dividend franking percentage 100% 100% 100% 100% 100%
Other data
Total revenue ($m) 24,676 23,542 22,400 18,931 17,984
Earnings per share – historical cost (cents per share) 196 21 (264) 117 116
Earnings per share – replacement cost (cents per share)
(excl. significant items) 123 170 98 118 120
Earnings before interest and tax – historical cost basis
($m) (excl. significant items) 798 624 640 522 648
Earnings before interest and tax – replacement cost of
sales operating profit basis ($m) (excl. significant items) 551 756 442 500 489
Operating cash flow per share ($/share) 2.3 1.5 1.7 1.6 2.5
Interest cover – historical cost basis 9.3 1.9 (14.0) 8.7 17.0
Interest cover – replacement cost of sales operating profit
basis (excl. significant items) 6.2 7.8 6.5 8.7 17.4
Return on capital employed – historical cost basis (%) (iv)
15.8 2.0 (25.2) 8.7 9.2
Return on capital employed – replacement cost of sales
operating profit basis (excl. significant items) (%)(iv) 9.9 15.8 9.3 8.8 9.5
Equity attributable to members of the company ($m) 2,588 2,148 2,206 3,071 2,915
Total equity ($m) 2,597 2,160 2,218 3,083 2,925
Return on equity attributable to members of the parent
entity after tax and before significant items – historical
cost basis (%) 20 3 (32) 10 11
Total assets ($m) 6,021 5,386 4,861 5,291 4,952
Net tangible asset backing ($/share) 9.05 7.55 7.82 11.08 10.48
Debt ($m) 942 950 619 563 509
Net debt ($m) 742 740 617 544 487
Net debt to net debt plus equity (%) 22 26 22 15 14
(i) Includes significant items totalling a gain of $27,763,000, that have been recognised in the income statement. These items relate to a gain on the sale
of the bitumen business, net of costs relating to acquisitions and disposals ($38,766,000) and the net adjustment to provisions ($11,003,000) relating
to the closure of the Kurnell refinery.
(ii) Includes significant items relating to employment benefit and remediation provisions ($430,000,000) arising from the announcement on 26 July 2012
of the planned 2014 closure of Kurnell refinery in New South Wales, Australia and its proposed conversion to an import terminal. The remaining expenses
of $11,355,000 relate to cancelled capital projects associated with the Kurnell Refinery.
(iii) Dividend payout ratio - replacement cost of sales operating profit basis calculated as follows:
Dividends paid and payable in respect of financial year
Replacement cost of sales operating profit after income tax (excl. significant items)
(iv) Return on capital employed is calculated as follows: Net Profit After Tax
Net Debt + Equity
116
Replacement Cost of Sales Operating

Profit Basis of Accounting
• To assist in understanding the Group's operating performance, the directors have provided additional disclosure of the Group's
results for the year on a replacement cost of sales operating profit basis (i), which excludes net inventory gains and losses.
• On a replacement cost of sales operating profit basis excluding significant items, the Group's net profit after income tax for the
year was $332 million, compared to a profit of $458 million in 2012.
• 2013 net profit before interest, income tax and significant items on a replacement cost of sales operating profit basis was
$551 million, a decrease of $205 million over 2012.
$ MILLION FIVE YEARS* 2013 2012 2011 2010 2009

Historical cost net profit before interest,
income tax and significant items 3,232 798 624 640 522 648
(Deduct)/add inventory (gains)/losses(ii) (490) (246) 132 (197) (21) (158)
Replacement cost of sales operating net

profit before interest, income tax and
significant items 2,742 551 756 442 500 489
Net borrowing costs (339) (89) (97) (68) (57) (28)
Historical cost income tax expense before
significant items (852) (205) (161) (170) (131) (185)
Add/(deduct) tax effect of inventory gains/
(losses) 147 74 (40) 59 6 48
Replacement cost of sales operating profit

after income tax(iii) 1,697 332 458 264 318 324
* Note: Totals in table may not sum due to rounding.

(i) The replacement cost of sales operating profit basis (RCOP) removes the impact of inventory gains and losses, giving a truer reflection of underlying financial
performance. Gains and losses in the value of inventory due to fluctuations in the USD price of crude oil and foreign exchange impacts constitute a major
external influence on company profits. RCOP restates profit to remove these impacts. The Caltex RCOP methodology is consistent with the methods used
by other refining and marketing companies for restatement of their financials.
As a general rule, an increase in crude prices on an Australian dollar basis will create an earnings gain for Caltex (but working capital requirements will also
increase). Conversely, a drop in crude prices on an Australian dollar basis will create an earnings loss. This is a direct consequence of the first in first out
(FIFO) costing process used by Caltex in adherence with accounting standards to produce the financial result on a historical cost basis. With Caltex holding
approximately 45 to 60 days of inventory, revenues reflect current prices in Singapore whereas FIFO costings reflect costs some 45 to 60 days earlier. The
timing difference creates these inventory gains and losses.
To remove the impact of this factor on earnings and to better reflect the underlying performance of the business, the RCOP NPAT methodology calculates
the cost of goods sold on the basis of theoretical new purchases instead of actual costs from inventory. The cost of these theoretical new purchases is
calculated as the average monthly cost of cargoes received during the month of those sales.
(ii) Historical cost results include gross inventory gains or losses from the movement in crude oil prices. In 2013, the historical cost result includes $246 million
inventory gain (2012: $132 million inventory loss). Net inventory gain is adjusted to reflect impact of revenue lags.
(iii) Replacement cost of sales operating profit after income tax is calculated before taking into account any significant items over the five years. The total effect
of these significant items in each year was:
2009: $173 million expenses before tax ($121 million after tax)
2011: $1,594 million expenses before tax ($1,116 million after tax)
2013: $28 million gain before tax ($26 million after tax)
Shareholder Information
Shareholder enquiries Securities exchange listing
Shareholders with queries about their shares or dividend The company’s shares and Caltex Subordinated Notes are listed
payments should contact Caltex’s share registry, Computershare, on the Australian Securities Exchange (ticker: CTX and CTXHA).
on phone 1300 850 505 or fax 03 9473 2500, or through
its website (www.computershare.com.au) using their holder General enquiries
identification number (HIN) or shareholder reference number Investor Relations and Corporate Affairs
(SRN) to access their shareholder specific information, or Rohan Gallagher +61 2 9250 5247
write to:
Company Secretaries
Computershare Investor Services Pty Limited
Peter Lim, Katie King, John Remedios
GPO Box 2975
Melbourne Vic The address and telephone of the registered office is:
3001 Australia Level 24
2 Market Street
All enquiries should include a SRN or HIN, which is recorded on
Sydney NSW 2000
the shareholder’s holding statement.
T: +61 2 9250 5000
F: +61 2 9250 5742
Change of address
Shareholders on the issuer sponsored sub-register who have The postal address is:
changed their address should notify the share registry in writing. GPO Box 3916
CHESS holders should notify their controlling sponsor. Sydney NSW 2001
Website:
Caltex Australia publications www.caltex.com.au
Caltex’s annual report published in March each year is the main
The address at which the register of shares is kept is:
source of information for shareholders. Shareholders who wish
to receive a hard copy of the annual report or half year report Computershare Investor Services Pty Limited
should notify the share registry in writing. Level 4, 60 Carrington Street
Sydney NSW 2000 Australia
Voting rights Tollfree: 1300 850 505
The share capital of Caltex Australia Limited comprises 270 (enquiries within Australia)
million fully paid ordinary shares. Shareholders in Caltex Australia T: +61 3 9415 4000
Limited have a right to attend and vote at all general meetings in (enquiries outside Australia)
accordance with the company’s Constitution, the Corporations Act F: +61 3 9473 2500
and the ASX Listing Rules.
Website:
At a general meeting, individual shareholders may vote their www.computershare.com.au
shares in person or by proxy. A corporate shareholder may vote
The postal address is:
by proxy or through an individual who has been appointed as
GPO Box 2975
the company’s body corporate representative. Shareholders with
Melbourne Vic 3001 Australia
at least two shares may appoint up to two proxies to attend and
vote at a general meeting.
If shares are held jointly and two or more of the joint
shareholders wish to vote, the vote of the shareholder named
first in the register will be counted, to the exclusion of the other
joint shareholder or shareholders.
Shareholders who are entitled to vote at the meeting should
note that:
• on a poll, each shareholder has one vote for each share they
hold, and
• on a show of hands, each shareholder has one vote.
If the shareholder has appointed a proxy, the proxy may vote
but, if two proxies are appointed, neither proxy may vote on a
show of hands.
For a complete analysis of shareholders’ voting rights,
it is recommended that shareholders seek independent
legal advice.
118
Shareholder Information (continued)

INFORMATION PROVIDED UNDER ASX LISTING RULE 4.10.
The information in this document is as at 28 February 2014.
1. Substantial shareholders:
Chevron Global Energy Inc holding 135,000,000 ordinary shares.
2. There is only one class of equity securities (namely ordinary shares) and the number of holders is 22,307.
3. The shareholding is distributed as follows:
NUMBER OF NUMBER OF PERCENTAGE OF

CATEGORY SHAREHOLDERS SHARES ISSUED CAPITAL
1 - 1,000 16,416 7,204,800 2.67%
1,001 - 5,000 5,120 11,619,769 4.30%
5,001 - 10,000 469 3,476,932 1.29%
10,001 - 100,000 264 6,415,007 2.38%
100,001 and over 38 241,283,492 89.36%
Total 22,307 270,000,000 100.00%
Holders of less than a marketable parcel 301
4. The 20 largest shareholders held 88.05% of the ordinary shares in the company.
5. The 20 largest holders of ordinary shares and the number of ordinary shares and the percentage of capital held by each are
as follows:
NUMBER OF
HOLDER SHARES PERCENTAGE
1. Chevron Global Energy Inc 135,000,000 50.00
2. HSBC Custody Nominees (Australia) Limited 26,849,329 9.94
3. J P Morgan Nominees Australia Limited 24,019,433 8.90
4. National Nominees Limited 20,188,206 7.48
5. Citicorp Nominees Pty Limited 8,044,214 2.98
6. JP Morgan Nominees Australia Limited <Cash Income A/C> 5,577,831 2.07
7. HSBC Custody Nominees (Australia) Limited <Nt-Comnwlth Super Corp A/C> 3,041,613 1.13
8. BNP Paribas Noms Pty Ltd <DRP> 2,951,018 1.09
9. RBC Investor Services Australia Nominees Pty Limited <Pi Pooled A/C> 2,717,001 1.01
10. RBC Investor Services Australia Nominees Pty Limited <BKCUST A/C> 2,429,128 0.90
11. AMP Life Limited 1,284,224 0.48
12. Citicorp Nominees Pty Limited <Colonial First State Inv A/C> 1,038,381 0.38
13. RBC Investor Services Australia Nominees Pty Limited <Gsam A/C> 926,473 0.34
14. Share Direct Nominees Pty Ltd <10026 A/C> 770,900 0.29
15. National Nominees Limited <N A/C> 588,400 0.22
16. AET SFS Pty Ltd <Caltex Equity Incentive Pl> 488,152 0.18
17. Invia Custodian Pty Limited <GSJBW Managed A/C> 461,252 0.17
18. Australian Foundation Investment Company Limited 455,000 0.17
19. BNP Paribas Nominees Pty Ltd <Agency Lending DRP A/C> 428,805 0.16
20. RBC Investor Services Australia Nominees Pty Limited <PIIC A/C> 422,434 0.16
Total 237,681,794 88.05
Statistical Information
YEAR ENDED 31 DECEMBER 2013 2012 2011 2010
People
Employees(i) 3,638 3,610 3,550 3,546
Assets
Fuel refineries 2 2 2 2
Lube oil refinery (ii)
– – 1 1
Road tankers(iii) 216 168 168 170
Rail cars (operational) 66 66 66 66
Storage terminals operated by Caltex (iv)
12 12 13 12
Star convenience stores (Star Mart, Star Supermarket and
Star Shop) 491 480 476 472
Service stations (owned or leased) 765 738 746 743
Depots 76 76 79 79
Operations
Nameplate refining capacity (barrels per day)
–– Caltex Refineries (NSW) Pty Ltd 135,000 135,000 135,000 135,000
–– Caltex Refineries (Qld) Pty Ltd 109,000 109,000 109,000 109,000
–– Caltex Lubricating Oil Refinery Pty Ltd(ii) – – 3,750 3,750
Fuel production (ML) 11,398 11,648 10,686 10,607
Lubricants production (ML) (ii) – – 15 78
Total sales volume (ML) 16,957 16,628 16,619 16,047
Lost time injury frequency rate (LTIFR)(v) 0.63 0.59 0.99 1.35
(i) Includes employees of Calstores Pty Ltd and Caltex 100% owned resellers.
(ii) Lube oil refinery closed in December 2011.
(iii) From 2009, road tanker numbers include Caltex 100% owned reseller fleet.
(iv) Caltex has access to product supply at a further eight terminals.
(v) Employee and contractor lost time injury frequency rate per million work hours. From 2010, the injury frequency rate was changed to include Marketing
contractors.
120
Glossary of Terms
Acpl Australian cents per litre. Marketing The operating businesses of Caltex responsible
for a range of activities including company-owned and
A-IFRS Australian equivalents to International Financial
franchised retail service station operations, company-owned
Reporting Standards.
and independent branded resellers and direct sales to
ASIC Australian Securities and Investments Commission. commercial customers.
ASX Australian Securities Exchange. MHF Major Hazard Facility.
Barrel (per barrel) or bbl A measure used for oil production ML Million Litres.
and sales. One barrel equals approximately 160 litres.
NGERS National Greenhouse and Energy Reporting Scheme.
Biofuels Biofuels refers to fuels derived from feedstocks
NPAT Net Profit After Tax.
or biomass crops (such as cereals, grains and oilseeds) and
waste (such as animal and cooking fat waste). The two main PP&E Property, Plant and Equipment.
types of biofuel used for transport fuel in Australia are ethanol
RCOP Caltex reports its results for statutory purposes
and biodiesel.
on a historical cost basis. We also provide information on
• Ethanol production relies on plant based feedstocks like our financial results on a replacement cost of sales operating
sugar and grains. It is blended with unleaded petrol and can profit (RCOP) basis. The RCOP result removes the impact
be substituted for regular unleaded petrol in many new and of fluctuations in the USD price of crude and foreign exchange
used cars, trucks and motorcycles. on cost of sales. Such impacts constitute a major external
• Biodiesel production involves the use of plant and/or animal influence on company profits.
fats. In Australia, biodiesel producers use canola oil, used
RCOP restates profit to remove these impacts. The Caltex RCOP
cooking oil and tallow. When blended with petroleum diesel,
methodology is consistent with the basis of reporting used
it can be used as a substitute for petroleum in vehicles and
by other refining and marketing groups.
stationary engines.
As a general rule, an increase in crude prices on an Australian
Caltex Refiner Margin (CRM) CRM represents the difference
dollar basis will create an earnings gain for Caltex (but working
between the cost of importing a standard Caltex basket of
capital requirements will also increase). Conversely, a drop in
products to eastern Australia and the cost of importing the crude
crude prices on an Australian dollar basis will create an earnings
oil required to make that product basket. The CRM calculation
loss. This is a direct consequence of the first in first out (FIFO)
basically represents: average Singapore refiner margin + product
costing process used by Caltex in adherence with accounting
quality premium + crude discount/(premium) + product freight
standards to produce the financial result on a historical cost
– crude freight – yield loss.
basis. With Caltex holding approximately 45 to 60 days of
Capital expenditure Investment in acquisition or inventory, revenues reflect current prices in Singapore, whereas
improvement of long term assets, such as property, plant FIFO costings reflect costs some 45 to 60 days earlier. The timing
or equipment. difference creates these inventory gains and losses.
CEIP Caltex Equity Incentive Plan. To remove the impact of this factor on earnings and to better
reflect the underlying performance of the business, the RCOP
EBIT Earnings Before Interest and Tax.
NPAT methodology calculates the cost of goods sold on the
EBITDA Earnings Before Interest, Tax, Depreciation basis of theoretical new purchases instead of actual costs
and Amortisation. from inventory. The cost of these theoretical new purchases
is calculated as the average monthly cost of cargoes received
EITE Emissions-intensive trade-exposed – refers to industries
during the month of those sales.
that are either exporters or compete against imports and
produce significant emissions in their production of goods, The RCOP result is used by the Board and management for
measured as the weighted average emissions per million dollars internal review of the company’s performance. It is used by the
of revenue or per million dollars of value added. Board for its consideration of dividend (as set out in the dividend
policy) and our short term incentive (bonus) scheme.
EPA Environment Protection Authority or equivalent
state authority. Refining and Supply The operating businesses of Caltex
responsible for refining crude oil into petrol, diesel, jet fuel,
FIFO First in first out inventory costing process.
and base oil for lubricants and producing many specialty
Hedge Buyers and sellers of the commodity may enter into products such as liquid petroleum gas (LPG) and bitumen.
long or short term contracts at an agreed price to manage the Also responsible for the purchasing, sale and distribution
risk created by price volatility for a commodity (such as crude of crude and refined product.
oil) on a spot market.
TRV Total Reward Value.
IFRS International Financial Reporting Standards.
TSR Total Shareholder Return.
LPG Liquid Petroleum Gas.
LTI Lost Time Injury.
LTIFR Lost Time Injury Frequency Rate – the number of injuries
causing lost time per million hours worked.
Contents
Report from our Chairman and IC
Report from our Chairman
Corporate Governance Statement 02 and Managing Director
&CEO
Directors Report 15
Financial Report 63
Comparative Financial Information 115
Replacement Cost of Sales Basis 116 Changing landscape
of Accounting
Caltex’s commitment to Australia extends back to 1900 when RW Cameron first began
Shareholder information 117
marketing Texaco products. Caltex has continued to transform and adapt its strategy
Statistical information 119
and business model over the past 113 years to meet the ever-evolving needs of its
Glossary of terms 120 customers. This is in addition to modifying and improving organisational capabilities to
Directory BC ensure we continue to be a highly competitive and sustainable business.
2013 was no different. Caltex, like the competitive landscape around us, is undergoing
Financial calendar profound transformation. This transformation, such as the conversion of the Kurnell
refinery into Australia’s largest fuel terminal, is not just a temporary shift in the
YEAR ENDED 31 DECEMBER 2013 landscape, it is structural and long term.
8 MAY 2014
Annual General Meeting In 2013, Caltex continued to focus on the key pillars of its strategy related to its
superior supply chain and comprehensive offer to customers across products, channels
YEAR ENDING 31 DECEMBER 2014* and geographies. These pillars underpin our clear, ongoing vision to remain the
outright leader in transport fuels across Australia.
25 AUGUST 2014
Half year results and interim
dividend announcement Safety
09 SEPTEMBER 2014 2013 was Caltex’s safest year to date with regard to personal safety. This is a testament
Record date for interim dividend entitlement to Caltex’s systems and processes, but most importantly its people. The value of care,
01 OCTOBER 2014 which is one of Caltex’s six core values, was evident throughout the year, with safety
Interim dividend payable if declared
and integrity held as core personal commitments.
23 FEBRUARY 2015
Full year results and final Overall, the total treated injury frequency rate (TTIFR) reduced from 2.83 per million
dividend announcement hours worked in 2012 to a record 1.36 per million hours worked in 2013. This is
10 MARCH 2015 a reduction of over 50%, which is a significant achievement. The lost time injury
Record date for final dividend entitlement
frequency rate (LTIFR) was broadly in line with 2012 at 0.63 per million hours worked.
02 APRIL 2015
Final dividend payable if declared
According to the Safety Spotlight: ASX 100 Companies & More FY05 to Sept FY13 report
compiled by investment bank Citi, this would place Caltex in the top tier of the ASX
* These dates are subject to change.
100 companies.
Financial results
On a statutory, or historic, cost of profit measure, Caltex recorded an after tax profit
(including inventory gains) of $530 million for the 2013 full year. This includes
significant gains of approximately $26 million (after tax), dominated by profit on the
sale of the Sydney bitumen business. This compares to the 2012 full year profit of $57
million, which included significant items of $309 million (after tax) in respect of future
costs relating to the closure of the Kurnell refinery. The 2013 result includes a product
and crude oil inventory gain of $172 million after tax, compared with an inventory loss
of $92 million after tax in 2012.
2013 ANNUAL REPORT On a replacement cost of sales operating profit basis (RCOP), which is our preferred
This 2013 Annual Report for Caltex Australia Limited has measure as it excludes net inventory gains and losses, Caltex recorded an after tax
been prepared as at 24 February 2014.
The 2013 Annual Report provides information about Caltex’s
profit for the 2013 full year of $332 million, excluding significant items. This compares
main operating activities and performance for the year ended with $458 million for the 2012 full year, excluding significant items.
31 December 2013. The 2013 Financial Report, which forms
part of the 2013 Annual Report, provides detailed financial
information for the Caltex Australia Group for the year ended Dividend
31 December 2013. These and other reports are available
from our website (www.caltex.com.au). The Board declared a final dividend of 17 cents per share (fully franked) for the second
When we refer to the Caltex Australia Group in this 2013 half of 2013. Combined with the interim dividend of 17 cents per share for the first
Annual Report, we are referring to:
half, paid in October 2013, this equates to a total dividend of 34 cents per share for
• Caltex Australia Limited (ACN 004 201 307), which is
the parent company of the Caltex Australia Group and 2013, fully franked (28% payout ratio). This compares with a total dividend payout
is listed on the Australian Securities Exchange (ASX) of 40 cents per share (fully franked) for 2012 (24% payout ratio), and reflects the
• our major operating companies, including Caltex
Australia Petroleum Pty Ltd, Caltex Refineries (NSW) reduction in the target payout ratio (to 20% to 40%) during the Kurnell closure period.
Pty Ltd, Caltex Refineries (Qld) Pty Ltd, Caltex Petroleum
Services Pty Ltd and Calstores Pty Ltd
• a number of wholly owned entities and other companies Continued growth
that are controlled by the Group.
Marketing and Distribution achieved another record year with earnings before interest
Please note that terms such as Caltex and Caltex Australia
have the same meaning in the 2013 Annual Report as the and tax (EBIT) of $764 million. This is 4% higher than 2012, which was also a record
Caltex Australia Group, unless the context requires otherwise. year. The result includes the adverse $10 million impact of the Sydney premium petrol
Shareholders can request a printed copy of the 2013
Annual Report (and 2013 Financial Report) and/or the
supply interruption and the sudden and significant fall in the Australian dollar during The 2013 Caltex Annual Report cover is printed The text pages are printed on Sumo Offset. This is an
2013 Annual Review, free of charge, by writing to the May and June. on Pacesetter Laser Pro. This is FSC® Mix Certified, environmental responsible paper manufactured under
Company Secretary, Caltex Australia Limited, Level 24, which ensures that all virgin pulp is derived from the environmental management system ISO 14001 using
2 Market Street, Sydney NSW 2000 Australia.
well-managed forests and controlled sources. It is Elemental Chlorine Free (ECF) pulp sourced from certified
manufactured by an ISO 14001 certified mill. well managed forests. Sumo Offset is FSC® Mixed Sources
Chain of Custody (CoC) certified.
CORPORATE OFFICES SHARE REGISTRY REFINERIES MARKETING OFFICES CUSTOMER SUPPORT
Caltex Australia Limited 2013 Annual Report

Caltex Australia Limited Computershare Investor Caltex Refineries New South Wales
FEEDBACK LINE
ACN 004 201 307 Services Pty Limited (NSW) Pty Ltd Caltex Banksmeadow terminal (complaints, compliments
GPO Box 2975 ACN 000 108 725 Penhryn Road and suggestions)
Caltex Australia
Melbourne VIC 2 Solander Street Banksmeadow NSW 2019 Mon–Fri 8.30 am
Petroleum Pty Ltd
3001 Australia Kurnell NSW 2231 T: +61 2 9695 3600 to 5.00 pm (EST)
ACN 000 032 128
Tollfree: 1300 850 505 T: +61 2 9668 1111 F: +61 2 9666 5737 T: 1800 240 398
Level 24
(enquiries within Australia) F: +61 2 9668 1188
2 Market Street Queensland/ Card Support Centre
T: +61 3 9415 4000 Community hotline: Card enquiries
Sydney NSW Northern Territory
(enquiries outside Australia) 1800 802 385 24 hours/seven days
2000 Australia Caltex Lytton terminal
F: +61 3 9473 2500 T: 1300 365 096
Mail: GPO Box 3916 Caltex Refineries Tanker Street, off Port Drive
Sydney NSW www.computershare.com.au (Qld) Pty Ltd Lytton QLD 4178 Lubelink
2001 Australia ACN 008 425 581 T: +61 7 3877 7333 Mon–Thurs 8.00 am
T: +61 2 9250 5000 South Street F: +61 7 3877 7464 to 6.00 pm (EST)
F: +61 2 9250 5742 Lytton QLD 4178 Fri 8.00am to 5.00pm (EST)
Victoria/Tasmania
T: +61 7 3362 7555 T: 1300 364 169
www.caltex.com.au Caltex Newport terminal
F: +61 7 3362 7111
411 Douglas Parade www.caltex.com.au
Environmental hotline: Newport VIC 3015
1800 675 487 T: +61 3 9287 9555
F: +61 3 9287 9572
South Australia
Caltex Birkenhead terminal
2 Elder Road
Birkenhead SA 5015
T: +61 8 8385 2311
F: +61 8 8242 8334
Western Australia
Caltex Fremantle
85 Bracks Street
North Fremantle WA 6159
T: +61 8 9430 2888
2013 ANNUAL REPORT

F: +61 8 9335 3062

2013 Annual Report

Uploaded by

Document Informationclick to expand document informationFor you read to Annual Report Example

Document Informationclick to expand document information

Copyright:

Available Formats

2013 Annual Report

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

2013 Annual Report

Uploaded by

Copyright:

Available Formats

CORPORATE OFFICES SHARE REGISTRY REFINERIES MARKETING OFFICES CUSTOMER SUPPORT

Caltex Australia Limited 2013 Annual Report

2013 ANNUAL REPORT

Report from our Chairman and Managing Director & CEO (continued)

Transformation on track Elizabeth Bryan AM Julian Segal

Corporate Governance Statement

Corporate Governance Framework

Independent Advice • Performance Evaluation Process

1. THE BOARD

Corporate Governance Statement (continued)

1.2 Composition of the Board

DIRECTOR POSITION APPOINTMENT DATE

Elizabeth Bryan Chairman 18 July 2002

Julian Segal Managing Director & CEO 1 July 2009

Trevor Bourne Independent non-executive director 2 March 2006

Greig Gailey Independent non-executive director 11 December 2007

Bruce Morgan Independent non-executive director 29 June 2013

Ryan Krogmeier1 Non-executive director 30 March 2012

Richard Brown1 Non-executive director 28 June 2012

Barbara Burger1 Non-executive director 28 June 2012

Independence on the Caltex Board

Corporate Governance Statement (continued)

1.4 Access to independent advice

1.5 Appointment terms and re-election of directors

Process for appointment of new directors

Corporate Governance Statement (continued)

1.6 Induction and training

2. BOARD COMMITTEES

Corporate Governance Statement (continued)

Greig Gailey Bruce Morgan Bruce Morgan Greig Gailey

Ryan Krogmeier2 Barbara Burger2 Bruce Morgan

2.2 Directors’ attendance at Board and committee meetings

Corporate Governance Statement (continued)

Managing Director & CEO and the CLT

3.2 Director and executive remuneration

4. RISK MANAGEMENT FRAMEWORK

Corporate Governance Statement (continued)

Integrity in financial reporting

4.3 External Auditor Policy

5. CORPORATE SOCIAL RESPONSIBILITY

6. GOVERNANCE POLICIES

Corporate Governance Statement (continued)

2 Each Caltex business unit will develop, implement and Completed

3 During 2013, Caltex will introduce facilities for nursing Completed

4 Before 31 December 2013, Caltex will develop and Ongoing

5 Caltex will establish new metrics for reporting Completed

Corporate Governance Statement (continued)

2014 DIVERSITY AND INCLUSION OBJECTIVES

Gender diversity objectives

3 Increase percentage of female headcount in Supply Chain

4 Develop a retention plan for key female Kurnell refinery talent

5 Manage female voluntary turnover ensuring it remains below 7%

6 Maintain minimal gender-based pay differentials

Indigenous diversity objectives

LEVEL 2013 2012 2011

6.3 Trading in securities

6.4 Continuous disclosure

Corporate Governance Statement (continued)

1. TOTAL REVENUE Total revenue increased primarily due to:

2. TOTAL EXPENSES Total expenses increased as a result of:

1. WORKING CAPITAL The decrease in working capital is primarily due to: