2019

Sustainability
Report
 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

2019 Sustainability Report

Caltex Australia limited

From the Leadership Team 3

Message from the CEO and
Managing Director and
Safety and Sustainability
Committee Chair 3
Our Sustainability Strategy 5
2019 Key Performance Measures 6
Our Approach to Sustainability
and Reporting 7
Understanding our Stakeholders 10
2019 Our Strategy in Action  12
Safe and Responsible Business 13
Continuous Improvement and
Optimisation of Assets 25
Contribution to the Australian
Economy and Community 30
Transition to a Low Carbon Future 37
Performance Data and Other Information 44
Appendix A UN Sustainable
Development Goals
Progress45
Appendix B Summary of Progress
Against 2018 Commitments 47
Appendix C Sustainability
Performance Data 50
Appendix D GRI Index 55
Appendix E Assurance Report 59

CALTEX AUSTRALIA  2019 Sustainability Report 2

 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

Message from the CEO and Managing Director and Safety and Sustainability Committee Chair

Message from the CEO and

Managing Director and Safety and
Sustainability Committee Chair
We recognise that sustainability is integral the right safety behaviours and to receive feedback
to our business strategy and essential to our from our frontline teams.
long term success and we acknowledge that
acting responsibly will make our business Climate change and the energy transition
more resilient. Climate change is a priority for us. Through our
refreshed enterprise risk management framework,
Since the release of our first Sustainability the Board is actively engaged in the governance of
Report last year, we have made good progress how we understand and manage the opportunities
and are building the internal processes to and risks climate change presents. This includes
enhance our understanding and management ensuring we have the right strategy in place and are
of sustainability risks and opportunities. We are taking the right actions to future-proof our business
making sustainability part of our corporate for the longer-term.
culture by incorporating it into our strategic We are committed to implementing the
and business planning processes and shaping recommendations of the Task Force of
our strategy in a way that delivers long-term Climate-related Financial Disclosures (TCFD).
value for our shareholders, customers and Our focus in 2019 has been on testing our
the community. operations and strategy against the assumptions
for three climate futures including the International
Safety Energy Agency’s (IEA) New Policies (2°C) and
Nothing is more important than the safety of Current Policies (above 3°C) scenarios and the
our people, customers and communities. We are Intergovernmental Panel on Climate Change (IPCC)
disappointed that our 2019 safety performance did 1.5°C scenario.
not meet the standards we set ourselves. While we In the year ahead we will be preparing an energy
reduced the severity of personal safety incidents, transition strategy that is focused on business
the number of recordable injuries and days away portfolio diversification opportunities including
from work both increased. alternative fuels and the broader energy sector.
We know we have more to do to make our workplace This includes actively exploring a range of alternative
safer. In the year ahead we will deliver targeted fuels, such as bio jet, biofuels, compressed natural
programs focusing on reducing the major causes gas, liquified natural gas and hydrogen.
of our workplace injuries, with these being repetitive More broadly, we know we have a responsibility
and high muscle load manual tasks along with to help meet the challenge climate change presents.
slips, trips and falls. We will also be improving We are committed to playing our role in meeting
communication to our teams to raise personal our customers’ evolving yet growing energy needs,
awareness of safety hazards and increase the and doing so in a way that supports the Paris
presence of our leaders in the field to reinforce Agreement goals. Julian Segal and
Penny Winn
CALTEX AUSTRALIA  2019 Sustainability Report 3
 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

Message from the CEO and Managing Director and Safety and Sustainability Committee Chair

Protecting the environment Looking forward

This year we refreshed our Environmental Policy and The Board together with Caltex’s management team remains
prepared a group-wide environmental governance committed to sustainability. While we recognise there is
framework with the objective of aligning all our business more we need to do, we are committed to continuing to
operations with the ISO14001:2015 standard. We remain challenge ourselves and safeguard our long-term success.
focused on managing and mitigating impacts through
the integration of environmental management into our
operational culture. While we recorded no major spills WE COMMEND THIS REPORT
during the reporting period, we had an increase in the TO YOU AND WELCOME
overall number of spills against our high standards. We have YOUR FEEDBACK TO
SUSTAINABILITY@
investigated the cause of these spills and developed CALTEX.COM.AU
improvement plans for specific areas of our operations.
We have commenced remediation of the Kurnell site,
as part of its conversion from a refinery to an import
terminal. We are using innovative approaches to
remediation including on-site bioremediation and removal
of soil offsite to a thermal treatment facility where the
material can then be reused.

Supporting communities
We are proud of the economic contribution we make
to Australia and the support we provide to communities.
Through the Caltex Foundation, we have invested
$3.14 million through direct investment, sponsorships,
donations and our people volunteering in the community.
Our thoughts are with the many Australians impacted by
the devastating bushfires in 2019 and into early 2020.
During these difficult times, we have been privileged to
support the work of emergency services and coordinate
fuel supply where it is needed. In addition, we have
contributed to relief efforts including raising funds through
our retail network and employee giving program and
donating StarCash to the NSW Rural Fire Service.

CALTEX AUSTRALIA  2019 Sustainability Report 4

 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

2019 Key Performance Measures Our Approach to Sustainability and Reporting Understanding our Stakeholders

Our
Sustainability
Strategy

CALTEX AUSTRALIA  2019 Sustainability Report 5

 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

2019 Key Performance Measures Our Approach to Sustainability and Reporting Understanding our Stakeholders

2019
Key Performance Measures
Creating long-term value for our customers, shareholders, communities and our people.

Delivering sustained
Keeping our people safe and Contributing to Engaging value for our
protecting the environment our communities our people shareholders

PERSONAL SAFETY ENVIRONMENT

$
3.14M 7,644 $
239M
0  Community investment
contributions via
Caltex Foundation3
Employees
(headcount)
  returned to
shareholders4

major spills
10.7 14.0 (>8000L) 37.4% 83
5
Women in cents dividend
Total Recordable Injury leadership roles per share
Frequency Rate1 Supporting bushfire and
drought relief for affected
minor spills
(>160L<8000L)
communities
<1%
3.8 7.8 $
20,389M Gender pay 
Days Away from Work Injury
Frequency Rate2 3   spend with
suppliers
equity ratio

marine spills
(any volume)
$
527M
1. Total number of occupational injuries
$
7.5 B   Paid to
employees
per one million hours worked.
Occupational injuries include an
injury requiring days away from
102.4 904,207  taxes paid 2018
(reported in
work, restrictions in the work
performed or medical treatment.
Lytton refinery tonnes Scope 1 and December 2019) 82% 2. Total number of days away from
work per one million hours worked.
Energy Intensity Scope 2 carbon Days away from work is defined
Index emissions (tCO2e) Employee
as the number of days a worker is
Fuels &
engagement score certified by a physician to be unfit to
Infrastructure perform normal duties, starting from
the day after the incident occurred.
3. Total community investment
Convenience value includes management costs
Retail and additional contributions
to the community including
employee volunteering.
CALTEX AUSTRALIA  2019 Sustainability Report 6
 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

2019 Key Performance Measures Our Approach to Sustainability and Reporting Understanding our Stakeholders

Our Approach to 2019 – 2021

Sustainability and Reporting Sustainability Strateg
y
D RESPONSIBLE BUSIN
Our corporate strategy strives to deliver E AN ESS
SAF
everyday convenience to our customers,
expand into international markets and evolve
with our customer’s energy needs. Being safe and ethically responsible
in how we do business

CO
NT
In executing our corporate strategy, we recognise that we need to take a responsible Developing and looking after our

INU
and long-term view to delivering enduring value for our customers, shareholders, people to support the delivery

OU
the community and our people. Our approach involves making sustainability

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of our strategy

UR

S
core to decision-making at all levels in our business, and in a way that balances

FUT

IMP
environmental, social and governance aspects with our broader strategic objectives.

ROVE
TO A LOW CARBON
2019 – 2021 Sustainability Strategy

MENT AND OPTIMIS

During the year we have undertaken a materiality assessment to make sure we are
focusing on the current and emerging risks and opportunities that are shaping our
Future-proofing Caltex Delivering
business and are of importance to our key stakeholders. In considering these risks operational
and supporting our
and opportunities, in 2019 we prepared a three-year Sustainability Strategy, which customers in the excellence, utilising
informs and is an integral part of our broader corporate strategy. We have defined transition to a low resources efficiently
sustainability across four pillars. carbon future

TION
Engaging with our

ATI
key stakeholders
NSI including

O
A

N
TR shareholders

OF
Generating economic benefits

A
for Australia and helping to

SSE
develop communities in the

TS
areas we operate

CO
NT ES
RI TI
BU UNI
TIO M
N OM
TO
THE N DC
AUSTRA MY A
LIAN ECONO

CALTEX AUSTRALIA  2019 Sustainability Report 7

 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

2019 Key Performance Measures Our Approach to Sustainability and Reporting Understanding our Stakeholders

UN Sustainable Sustainability governance

Development Goals We believe that adopting a high standard of corporate governance is essential to sustainable
The United Nations Sustainable long-term performance and value creation. The key governance structures we have put in place
Development Goals (SDGs) seek to to support this are summarised below.
address the most significant challenges
our world is facing today and we believe Caltex Board Responsible for corporate governance policies and risk management
businesses have an important role to including those relevant to sustainability
play in helping to achieve the SDGs. Board Safety and Oversees and guides Caltex’s sustainability approach and reporting
We have mapped the SDG framework Sustainability requirements, together with the management of ESG risk
against our sustainability strategy Committee
and broader corporate strategy and
ESG Project Develop, update and oversee implementation of Caltex’s sustainability
identified six goals where we feel we Review Board strategy. This group is chaired by the Head of Sustainability and
can make the most meaningful impact. includes representation from the Caltex Leadership Team, together
Refer to Appendix A where we outline with senior business representatives from Fuels & Infrastructure,
the positive contribution we have made Convenience Retail, risk, strategy and finance
in 2019, together with actions we are
taking to mitigate impact.
Identifying and managing risk
We recognise that we are exposed to a range of strategic, operational, regulatory, compliance,
socio-political and financial risks associated with operating our business. To appropriately
and effectively manage risk, we have an enterprise risk management framework in
place, supported by a governance structure (three lines of defence) that aligns with the
ISO 31000:2018 Risk Management standard and the ASX Corporate Governance Principles
and Recommendations. The Caltex Board oversees our enterprise risk management framework
and is responsible for satisfying itself that management has developed and is implementing
an effective risk management system. A summary of Caltex’s material business risks and their
mitigation plans are set out in the 2019 Annual Report.

CALTEX AUSTRALIA  2019 Sustainability Report 8

 From the Our Sustainability 2019 Our Strategy Performance Data and
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2019 Key Performance Measures Our Approach to Sustainability and Reporting Understanding our Stakeholders

2018 Sustainability performance 2018

In our 2018 Sustainability Report we set annual public
commitments to support the delivery of our sustainability
commitments
strategy. Internally, we prepared a corresponding program progress
of work to support the achievement of these commitments,
with progress overseen by the Board’s Safety and

73 %
Sustainability Committee and our ESG Project Review Board.
This year we have achieved or made good progress against
the 37 commitments we set ourselves in 2018, many of which

5
are medium to longer-term in nature and therefore progress
is ongoing. We have not continued with a small number of
initiatives due to a change in business priorities. Refer to
Appendix B for further information.
In progress
%
Reporting approach Did not go ahead
This report is aimed at improving transparency of our
material risks, how we manage these risks and operate
responsibly. We have prepared this report with reference
to the Global Reporting Initiative’s (GRI) Standards to
provide shareholders with comparable information relating
to sustainability performance. A GRI Index is included at
the end of this report.
This report covered the year 1 January 2019 to
31 December 2019, with the exception of carbon

22 %
emissions data which covers the period 1 July 2018 to
30 June 2019 (in alignment with National Greenhouse and
Energy Reporting requirements). It covers Australian and
international operations, with the exception of greenhouse
gas, energy, water and waste data which is limited to Achieved
Australian operations.
To provide confidence in the data we include in our report, WE WELCOME FEEDBACK
we have engaged KPMG to provide limited assurance over ON OUR SUSTAINABILITY
REPORTING AND
selected data sets within our 2019 Sustainability Report PERFORMANCE.
including safety and carbon emissions data. KPMG’s PLEASE EMAIL US AT
assurance statement is included at the end of this report. SUSTAINABILITY@
CALTEX.COM.AU

CALTEX AUSTRALIA  2019 Sustainability Report 9

 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

2019 Key Performance Measures Our Approach to Sustainability and Reporting Understanding our Stakeholders

Understanding our
Stakeholders
We recognise the importance of working closely and transparently
with our stakeholders to understand their interests and needs.
Throughout the year, we engaged in different ways with a range of stakeholder groups including customers, shareholders, community groups and employees. The tables below identify our main
stakeholder groups, their key interests and how we engage with them.
Directly affected
Stakeholder Customers Customers
Employees Shareholders Community
group (Retail) (Business)
Engagement • Customer survey - • Customer Business Reviews • Group-wide surveys • ASX market releases • Tours
mechanism “Voice of Customer” • Distributor and RORO site • Digital and social platforms • Financial results • Correspondence (including
• Customer complaint and newsletter • Employee focus groups • Investor non-deal roadshows, meetings and phone calls)
feedback channels • Correspondence (including (face-to-face) meetings and conferences • Community events
• Digital and social media meetings and phone calls • Notice boards • Annual Investor Day • Sponsored activities and
channels charity fundraising events
• Employee updates • Annual General Meeting
• Q&A sessions • Staff volunteering
• Co-stakeholder meetings
• Media calls/press conferences

Key topics raised • High level of customer service • Contract performance • Employee engagement • Financial performance • Local community impacts
offered • Emerging industry issues • Diversity and inclusion • Business strategy (e.g. noise, odour)
• Speed of visit • Business improvement • Leadership • Capital allocation • Environmental impacts
• Feeling like a valued customer initiatives • Recognition and performance • Macro conditions and industry • Supporting local communities
• Site feedback • Communication and outlook • Providing employment
• Discount queries organisational change • ESG issues opportunities
• Transaction queries • Health, safety and wellbeing • Engaging with Aboriginal
and Torres Strait Islander
• Fuel performance
communities

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2019 Key Performance Measures Our Approach to Sustainability and Reporting Understanding our Stakeholders

Indirectly affected
Stakeholder Government, industry bodies
Suppliers Media
group and regulators
Engagement • Stakeholder meetings, industry roundtables • Supplier meetings, briefings and workshops • Correspondence (including meetings and phone calls)
mechanism and briefings • Site tours • Media releases
• Site tours • Supplier 360˚ feedback surveys • Digital and social media
• Business engagement forums • Supplier Code of Conduct surveys • Executive briefings

Key topics raised • Fuel quality standards review • Supplier performance (behaviours and outcomes) • Financial performance
• Fuel prices • Health, safety, environment and quality metrics • Strategy and future direction
• Supply security • Ethical business practices • Operational issues
• Effective environmental management of facilities • Continuous improvement • Fuel prices and security
• Energy and climate change policy • Joint collaboration opportunities • Potential M&A
• Taxation/fuel excise

CALTEX AUSTRALIA  2019 Sustainability Report 11

 From the Our Sustainability 2019 Our Strategy Performance Data and
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Safe and Responsible Business Continuous Improvement and Contribution to the Australian Transition to a Low
Optimisation of Assets Economy and Community Carbon Future

2019
Our Strategy
in Action

CALTEX AUSTRALIA  2019 Sustainability Report 12

 From the Our Sustainability 2019 Our Strategy Performance Data and
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Safe and Responsible Business Continuous Improvement and Contribution to the Australian Transition to a Low
Optimisation of Assets Economy and Community Carbon Future

Safe and Responsible

Business

PERSONAL SAFETY ENVIRONMENT PROCESS SAFETY The safety of our people

0 0 and our customers is our
major spills Tier One highest priority.
events
10.7 14.0 (>8000L)
We are driven to ensure
Total Recordable Injury 5 2 that our people go home
Frequency Rate
minor spills Tier Two
(>160L <8000L) events safe every day and that
3.8 7.8 the safety of our customers
3 and communities in which
Days Away from Work marine spills
Injury Frequency Rate (any volume) we operate are not
impacted by our operations.
We operate in an ethical,
responsible and transparent way
and empower our people to do
the right thing and work together
EMPLOYEE DIVERSITY to deliver long-term value.
ENGAGEMENT SCORE

82% 42.5% 37.4%

Overall female Female
representation representation at
leadership level
Lyndall Stoyles,
<1% EGM – People,
Gender pay Communications
equity ratio & Governance

CALTEX AUSTRALIA  2019 Sustainability Report 13

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Safe and Responsible Business Continuous Improvement and Contribution to the Australian Transition to a Low
Optimisation of Assets Economy and Community Carbon Future

Safety
2019 Safety performance Convenience Retail
For Caltex, our goal is Fuels & Infrastructure In Convenience Retail, we continued to work towards
to continually improve In Fuels & Infrastructure, the number of personal incidents
increased as a result of increased low-consequence injuries
improving our safety culture focusing on timely reporting
of all incidents as well as the reductions in the quantity
the standard of safety at Lytton and with injury count steady across Distribution of incidents across our business. We remain focused on
and the rest of Fuels & Infrastructure. The majority of the this objective, as we continue to transition sites from
across our business. incidents occurred when people were performing routine our franchisee network to company operation. While we
duties, and were low severity injuries with a quick and full have seen an increase in the quantity of incidents as this
Our safety performance in 2019 did not meet recovery. As we operate in a complex operating environment, transition occurs, our analysis has also confirmed that these
the standard we set ourselves. we maintain a ‘chronic sense of unease’ for all activities, incidents are predominantly of low severity and occurring
We are committed to improving our safety and embed continuous reviews and improvements in the when people are performing every day tasks, highlighting
performance and have prioritised a number way we work. the criticality of safety culture and behaviours at each and
of initiatives to guide this improvement. every store. As we make this transition, management is
Pleasingly, there were no Tier One process safety incidents
emphasising and reinforcing the standards that all incidents
We measure and track our safety during 2019 and we continue to pursue improvements
are reported, hence in addition to the rise in reported
performance using a number of leading to our systems and processes to improve process safety.
injuries we are also seeing a rise in hazard reporting.
and lagging performance indicators. These We successfully renewed the safety case at our Caltex
include Total Recordable Injury Frequency Newport Terminal resulting in a 5-year unconditional licence
Rate, Days Away From Work Injury Frequency to operate and our Gull Tauranga Terminal was granted
Rate, near misses, actual and potential approval of its first safety case.
injury severity, health and safety risk profile
and audit results, and safety culture and
leadership measures.
Our Fuels & Infrastructure priorities Our Convenience Retail business is
include: focussed on establishing our Caltex safety
• Reinforcing our campaign “Do the Right Task, culture at every store with a focus on:
the Right Way, First Time, Every Time” to • Safety tools to reinforce common safety risks
ensure our people have the right focus for ­­
— “First Time, Every Time” to ensure our
every task they undertake people have the right focus for every task
• Driving our safety culture throughout every they undertake
part of our business through safety leadership • Leadership practices to drive a strong and
visits and discussions consistent safety culture
• Implementation of our “Move4Life” holistic • Simplification of processes to reduce steps
health and work/life fit program and “Early and manual handling
Intervention Physiotherapy” for work and • Enhanced personal security controls, utilising
non-work related conditions to ensure are security incident data to prioritise sites
people are fit for the work they undertake
CALTEX AUSTRALIA  2019 Sustainability Report 14
 From the Our Sustainability 2019 Our Strategy Performance Data and
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Safe and Responsible Business Continuous Improvement and Contribution to the Australian Transition to a Low
Optimisation of Assets Economy and Community Carbon Future

Safety performance data

Fuels & Infrastructure Convenience Retail Process safety3

50 100 93 3
42
40 36 80
32 2 2
30
30 60 52

20 40 1 1 1
1
10 20 15
10
5
3
1
4

3
1 1 1 0 0 0 0
0 0
2

2016 2017 2018 2019 2016 2017 2018 2019 2016 2017 2018 2019

Total Recordable Injuries Total Recordable Injuries Tier One event

Category 2 severity Injuries Category 2 severity Injuries Tier Two event

12 10.7
15 14.0

10 12
8.2 10.4
7.7
8 6.9
9
6
5.7 1. Total number of occupational injuries per one million
6 hours worked. Occupational injuries include an injury
4 7.8
requiring days away from work, restrictions in the
work performed or medical treatment.
2.9 2. Total number of days away from work per one
2 3 million hours worked. Days away from work is
8

3.8
5.000
4.375
1.9 2.8 defined as the number of days a worker is certified
2.3
3.750

2.1 0.6
6

1.5 by a physician to be unfit to perform normal duties,

3.125
4 2.500
1.875

starting from the day after the incident occurred.

0 0
2 1.250
0.625
0.000

3. A process safety incident is an unplanned or

0

2016 2017 2018 2019 2016 2017 2018 2019 controlled loss of primary containment or any
material including non-toxic and non-flammable
Total Recordable Injury Frequency Rate1 Total Recordable Injury Frequency Rate materials from a process or an undesired event or
condition. Process safety events are classified as
Days Away from Work Injury Frequency Rate2 Days Away from Work Injury Frequency Rate Tier 1 of greatest consequence or Tier 2 of lesser
consequence.

CALTEX AUSTRALIA  2019 Sustainability Report 15

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Safe and Responsible Business Continuous Improvement and Contribution to the Australian Transition to a Low
Optimisation of Assets Economy and Community Carbon Future

Safety Management System Contractor safety management

The Caltex Operational Excellence Management A significant amount of work is conducted on behalf
Management System Elements Significant Control Elements
System (OEMS) provides an integrated framework of Caltex by third parties. Ensuring that health, safety
for systematically managing the operational risks Support the systemic Requirements to mitigate or and environment risks are well managed means applying
associated with our key business objectives and management of activities and minimise identified risks and the same standards to contractors as those that are
outcomes. This includes minimising adverse impacts processes to consistently hazards applied to Caltex employees. We have procurement
associated with operational risks including safety, meet quality expectations and operational processes in place to assess the risk
health, environment, security, quality and business and effectively minimise risk of the work being performed by a third party, and if
resilience. Through the disciplined use of the OEMS, deemed high risk we apply additional controls including
we integrate process, standards, procedures and 1. Leadership accountability 1. Environmental management
reviewing and assessing the capability of contractors
behaviours into our daily operations. & governance 2. Fuels product quality to verify adequacy of safety management systems,
During the year we refreshed our OEMS, aligning 2. Planning, objectives 3. Food safety safety performance and insurance coverage.
with the Three Lines of Defence risk management and targets
governance model and relevant International
4. Control and authorisation Wellbeing
3. Legal & other requirements of work
Standard Organisation (ISO) standards. The We continue to make progress in supporting our
refreshed system consists of thirteen mandatory 4. Consultation & 5. Safe work practices people’s wellbeing. Our Health and Safety Policy and
management system elements and nine risk-based communication associated programs outline our commitment to provide
6. Health, hygiene and injury an environment that enables employees to participate
key control elements. 5. Risk management management fully in the workplace and perform at their best.
We have developed a framework to provide for 6. Management of change 7. Driver & transport safety
continuous improvement and maturity of our OEMS. Our Employee Assistance Program (EAP) is available
7. Training & competency 8. Design, construction to all employees and their immediate family members.
At a minimum, we have set an expectation that
the OEMS is integrated into business operations, 8. Security & resilience & commissioning The EAP provides confidential, free counselling and
with outcomes regularly monitored and measured guidance for work and personal problems, and includes
9. Third party goods & services 9. Operations integrity and
for effectiveness. online resources for managing stress, mindfulness and
maintenance
10. Incident reporting, relaxation. We also provide our people with a range
non-conformance & action of resources and training on wellbeing, including an
management opportunity to participate in the Global Corporate
11. Performance monitoring Challenge. In addition to this, we provide proactive
and audit support to high-risk areas of our business such as
front-line workers in our retail stores.
12. Management review,
reporting and continuous We are currently refreshing our wellbeing strategy,
improvement creating a strategic end-to-end framework that is
focused on improving wellbeing outcomes for all our
13. Document and records people. Our strategy will consolidate our approach
management and include education and training for managers,
psychological assessments and wellbeing mapping
of our workforce.
CALTEX AUSTRALIA  2019 Sustainability Report 16
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Safe and Responsible Business Continuous Improvement and Contribution to the Australian Transition to a Low
Optimisation of Assets Economy and Community Carbon Future

Environmental
management Our Operational Excellence Management System (OEMS)
sets out the minimum standards to protect the environment
high risk based on a number of factors including age of
tanks, material of construction, maintenance history, ground
and aims to drive continuous improvement in a consistent conditions and surrounding land use.
Protecting the environment and systematic way. It aims to ensure that we understand the Should a spill or leak occur, we have programs in place
is central to our social potential risks and impacts of our activities and implement
appropriate strategies to minimise environmental harm.
to manage contamination in accordance with our legal
obligations. This includes proactive monitoring and
licence to operate. It also seeks to support the integration of environmental assessment of potential environmental impacts and
management principles and responsibilities into our business
We recognise that we systems and processes and meet our legal and other
awareness training for relevant operational staff.
compliance requirements. At Lytton refinery we monitor air emissions using a
need to apply the same combination of fixed instrumentation, testing of stack
This year we refreshed our Environmental Policy and
strong focus to the have prepared a group-wide environmental management
emissions, and operate a Leak Detection and Repair
program to detect and address fugitive emissions
governance framework and strategy, with the objective of
environment as we do aligning our business operations with the principles set out
from process-related equipment. Two fixed ambient
air monitoring stations continually monitor air quality
to bringing our people in the ISO14001:2015 Environment Management Systems
standard. We have refreshed our group-wide minimum
in the local community. Emissions are managed within
environmental licence limits, and the refinery meets its
home safely every day. expectations for environmental management, with a focus compliance reporting obligations, including the National
on high-risk impacts. Our internal audit processes check Pollutant Inventory (NPI).
compliance with the minimum expectations we set ourselves.
Eight of our largest sites are individually accredited to the Spill performance in 2019
ISO14001 standard (Lytton refinery, and six licenced terminals While we reported no major spills during 2019, two minor
– Kurnell, Banksmeadow, Mackay, Cairns, Gladstone and Port marine spills occurred at Lytton refinery and one within
Hedland and the Lytton lubricants manufacturing facility). our distribution network. Our processes ensure that we
complete investigations to reduce the risk of a spill from
We operate a range of underground petroleum storage
a similar incident.
assets, from sites with steep tanks and lines through to
double walled non-corrodible tanks and lines. We actively
monitor for leaks of these underground systems using Total numbers 2016 2017 2018 2019
a number of mechanisms including Statistical Inventory
Reconciliation and Analysis (SIRA), six-monthly gauging Major spill
2 1 0 0
and groundwater sampling. This year we upgraded our >8,000L
SIRA systems to a live web portal that provides real time
Minor spill >160L
information on the operational status and risk rating of all 6 8 5 5
<8,000L
our underground systems.
We implement an Underground Petroleum Storage System Marine spills
3 0 0 3
(UPSS) Replacement Program, replacing systems we deem (any quantity)

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 From the Our Sustainability 2019 Our Strategy Performance Data and
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Safe and Responsible Business Continuous Improvement and Contribution to the Australian Transition to a Low
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Resilience and emergency

management We are looking at ways to enhance our approach
and have identified key areas for improvement that
will further build resilience in our people, simplify
The reliable and safe supply processes and more effectively allocate and
of fuels is our promise to manage the resources required during a disruptive
event. Our approach is based on international best
our customers. practice standards, utilising the Prevent, Prepare,
Respond and Recover framework. We also provide
To ensure our operations remain resilient and we continue thought-leadership to the Australian government on
to deliver for our customers, we are enhancing our resilience building a resilient nation via its Resilience Expert
plans to minimise disruption for a range of hazards that could Advisory Group.
potentially impact our business. These plans are being built
on the strong foundation of our well planned and tested Managing PFAS
Incident Management and Emergency Response strategies KURNELL REMEDIATION
Per- and poly-fluorinated alkyl substances (PFAS)
currently in place, together with education and training
are manufactured chemicals used to make products In July 2012 the decision was made to convert
we currently provide to all levels of our business including
resistant to heat, stains, grease and water. PFAS Kurnell refinery into an import terminal, thereby
board members.
chemicals are persistent in the natural environment and ensuring our customers had continued access
can accumulate over time resulting in a negative impact to safe and reliable product supply. Since that
on animals, plants and water streams. time the site has undergone decommissioning,
In Australia, both the Queensland and South Australian demolition and conversion into a terminal.
governments have introduced legislation requiring the During this phase, a key focus was on reducing
CRISIS AND EMERGENCY
transition to non-bio persistent firefighting foams. the amount of waste sent to landfill, with over
MANAGEMENT
In response, we have developed plans to transition 100,000 tonnes of concrete collected and
X
3 X
1 away from PFAS-containing firefighting foams and reused as road base and top coat for the new
terminal site. In addition, over 50,000 tonnes
manage legacy contamination associated with historical
Training Exercise of steel was collected for recycling.
PFAS foam usage on Caltex sites.
To date, we have made good progress in the transition, The site has now moved into a remediation
EMERGENCY replacing a number of firefighting foam stocks. We have phase to improve the environmental condition
MANAGEMENT been actively involved in the testing of replacement of the site and meet land use planning and
products and have undertaken assessment of legacy regulatory requirements. Innovative approaches
X
3 X
4 contamination in accordance with the PFAS National to remediation have been trialled and are now
being used at scale including bioremediation on
Environmental Management Plan (NEMP).
Training Exercise site, together with the removal of contaminated
We will continue to engage proactively and routinely soil to an offsite thermal treatment facility where
with relevant regulatory agencies, global industry it can later be reused.
bodies and external stakeholders as we transition
away from PFAS.
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JINAN HAMMOUDI,
People and capability LEGAL GRADUATE

Employee engagement Rewarding our people Jinan joined the Caltex graduate program in
February 2019, after completing a Bachelor
This year we again surveyed our employees to better Each year we recognise the outstanding achievements
of Laws and Commerce at the University of
understand what is working well, and what can be improved. by an individual or team through our Caltex Stellar Awards.
New South Wales. With an interest in corporate
In 2019 our employee engagement score was 82%, with an Our awards are aligned to our five Caltex values — connect
law, Jinan has been working in the Fuels &
overall participation rate of 71%. These were encouraging to win, find new ways, own it, make a difference for
Infrastructure team where she has been involved
results given our ongoing organisational changes. customers and never stop caring. In addition to the 5 values
in a number of tasks including contract and
Key improvement areas identified included empowering our awards, we also have the Leading@Caltex award which is
tender review, legal research, and provision of
people managers to drive positive change to meet work presented to someone who has shown outstanding leadership
legal advice to business colleagues.
challenges effectively and encouraging greater work-life of an individual or team.
balance to allow employees to recharge. Since joining the graduate program, a highlight
Graduate program for Jinan has been working closely with the Caltex
Development The Caltex Graduate Program is a two-year program that business units to carry a matter from inception
We are committed to developing our people and providing moves through four rotations, allowing graduates to gain to completion. “Working as an in-house lawyer
development programs to ensure we have the capability experience across various parts of our business. This year at Caltex is very different to working in a law
to deliver on our strategy. During the year we refreshed we welcomed 14 new graduates to our business, coming firm,” she said. “It requires not only strong legal
our leadership development programs, and early in 2020 will from a range of disciplines including engineering, law, proficiency, but also a commercial awareness
launch a new Strategy Execution Program aimed at driving economics, finance and psychology. of the way Caltex operates in its external
a consistent focus to our strategic priorities and strengthening environment. Being at Caltex has exposed me to
the commercial and operational discipline required to execute the business considerations behind commercial
on our strategy. In addition, the Caltex Academy continues decisions and has allowed me to work on matters
to deliver targeted programs that build core capabilities at a stage before they mature to a legal dispute.”
as required. Whilst working full time, Jinan is also completing
her Masters in Corporate and Commercial Law at
the University of New South Wales. Jinan says the
program has been extremely supportive of her
studies and allowed for flexibility in juggling both
work and study.
The graduate program has also presented
the opportunity to develop professional and
leadership skills through various ‘Lunch and
Learn’ workshops. Jinan has also immersed
herself into the wider business through her
involvement in the Caltex Women In Fuels Industry
(WIFI) group, and in coordinating a mental
health awareness campaign during Mental Health
Awareness Week.

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Diversity and inclusion

To help create an inclusive work environment,
we recognise and celebrate a number of cultural
CALTEX HEAD OFFICE MOVE days and events including NAIDOC Week, Close
the Gap and National Reconciliation Week. Caltex
In 2021, the Caltex head office will move to a new also acknowledged International Women’s Day,
purpose-built facility, comprising an agile working taking the opportunity to promote Caltex’s gender
space with outdoor work areas, activity-based pay difference of less than 1% for like-for-like roles
working ‘neighbourhoods’, a large lunchroom in 2019. These celebrations are often led by our
space and café, as well as easy access to the local ‘Women in the Fuels Industry’ (WIFI) and ‘Indigenous
park, public transport and fitness facilities. Trailblazers’ employee working groups and
The new office will integrate sustainable design supported by our Diversity and Inclusion Council.
principles, including low energy fittings and
In 2019, we established a working group that
fixtures, greenery and solar panels. The building
embraces and promotes support for the LGBTIQ+
will have a 5.5 Star NABERS rating – one of
community. This group aims to be a voice and
the highest ratings a building can achieve for
contact point for all LGBTIQ+ employees and is
environmentally sustainable design.
creating an action plan aimed at fostering greater
The design of the space has been employee-led engagement both internally and with external
with ‘change champions’ from across the business community partners.
taking part in a working group that provides
Our Queensland teams at both Lytton refinery and
key input into various design decisions such
Lytton Lubricants celebrated ‘Pride’ month in 2019.
as fit-out, functionality, finishes as well as the
The teams flew the LGBTIQ+ flag for the month of
floor plan and co-location of teams. The change
September and shared photos using the ‘Queensland
champions will be advocates for the office move
Pride 2019’ photo frame. In celebration of ‘Wear
and are responsible for educating their colleagues
it Purple’ Day, we encouraged our employees to
about the new space.
wear purple bandanas to support LGBTIQ+ youth
The new space aims to prompt a more flexible, across Australia.
collaborative and activity-based way of working.
This will not only improve the quality of work,
but also the wellbeing of our employees.

<1%
Gender pay
equity ratio
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Caltex has also participated in a number of forums that support diversity and inclusion.
In partnership with the National Association of Women in Operations (NAWO), Caltex hosted
an event at our Kurnell terminal on “Leading through change and loving it” at which our EGM
Fuels & Infrastructure, Louise Warner was keynote speaker. Similarly, our Board Director, Penny
Winn spoke at a NAWO event hosted by Caltex at our Manufacturing precinct in Lytton on the
topic of being courageous. Our EGM Convenience Retail, Joanne Taylor was a panellist at the
2019 Data Launch — Gender Pay Gap for the Workplace Gender Equality Agency (WGEA).
In 2019, Caltex continued to make progress towards one of its key diversity objectives of 40%
female representation in senior leader roles, with 37.4% of all senior leaders being female.
Caltex continues its focus on recruiting and developing female talent at all levels of the

42.5 %
organisation in order to create a strong pipeline of senior leaders.
We continue to closely monitor gender pay gap and seek to identify opportunities to remove
potential bias whenever remuneration decisions are made. We continue to calculate and assess
gender pay differences in our business, which helps us to identify improvement opportunities.
Overall female Caltex continues to maintain a gender pay differential on like-for-like roles below 1%.
representation
Supporting new parents
At Caltex, we recognise the important role that parents play in our society and acknowledge the

37.4
needs of employees when starting and raising a family. To support this, we provide a range of

% benefits to our people including paid primary carer and partner leave of up to 12 and 2 weeks
respectively. There are no minimum service requirements to utilise parental leave, with the benefit
available upon birth (including surrogacy), adoption or long-term foster care of a child.

Female representation This benefit is in addition to any Government funded leave employees may be eligible to receive
at leadership level through the Department of Human Services.

FOR FURTHER We also continue to provide support to new parents returning to work through our Baby Care
INFORMATION ON HOW Package, which provides practical and financial support to parents through a 12% annual bonus,
WE ARE SUPPORTING access to a child-care finding service and emergency in-house child-care.
OUR ABORIGINAL AND
TORRES STRAIT ISLANDER
EMPLOYEES,
REFER TO THE WORK WE
ARE DOING TO PROGRESS
OUR RECONCILIATION
ACTION PLAN,
LOCATED LATER IN THIS
REPORT.

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Respecting human rights

We support fundamental human rights and the prevention of modern slavery and
human trafficking.
We have developed a Human Rights Policy and framework, which is overseen by the ESG Project
Review Board. In response to our obligations under the Modern Slavery Act 2018 (Cth), we have
mapped our supply chain, undertaken a high-level modern slavery risk assessment as well as
a prioritisation exercise for high risk areas in our supply chain. Our next steps are to embed a
formal modern slavery risk assessment and management process into our dealings with business
partners and suppliers, and to delve into the risk areas which we have identified as top priorities.
Beyond our direct employees, partners and suppliers, we are taking a risk-based approach and
engaging third parties such as our customers and industry peers to identify collaboration and
shared learning opportunities to eradicate modern slavery.
Caltex is committed to continuous improvement and will be coordinating effective internal and
external reporting to keep all relevant stakeholders informed on Caltex’s human rights obligations
and policies. Our first Modern Slavery Statement will be published in 2021.

Responsible procurement
Our External Spend Policy sets out core principles and the expectations of our people
when conducting market engagements and in general dealings with suppliers. The Policy is
underpinned by the Caltex External Spend Standard and Supplier Code of Conduct that sets
minimum expectations across the key areas of labour and human rights, diversity and inclusion,
health and safety, environment and sustainability, and ethical procurement.
During the year, we commenced proactively engaging with current suppliers to assess their level
of compliance with the expectations set out in the Supplier Code of Conduct. When areas of
non-compliance are identified, we work with suppliers to jointly identify and close out remedial
actions. For new suppliers, we seek their commitment to meet our requirements via contractual
agreement at the onboarding stage. We have commenced building a new Source to Contract
platform, allowing us to streamline our approach and further embed sustainability risk and
opportunities considerations into the supplier evaluation process.

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Ethics and business integrity The Ethical Business Practices Policy covers important
Caltex strives to maintain high standards of integrity, honesty, topics such as conflicts of interest, bribery and corruption
openness and transparency, and is committed to providing and fraudulent use of assets. It is available on Caltex’s
ways for our people and suppliers to report practices intranet and holds employees accountable for being
or behaviours that are illegal or contrary to our Code of upfront, honest and holding integrity as a core personal
Conduct. Caltex’s Whistleblower Policy, the Caltex Hotline commitment. Caltex’s Gift and Hospitality Register, also
and Ethical Business Practices Policy are instruments that available on the intranet, is a mechanism that reinforces
uphold the Code. the rules set out in the Ethical Business Practices Policy
and was rolled out in October 2019.
Built on the foundation of our five values, the Code of
Conduct sets the standard of behaviour which guides the Fuel standards
decisions and actions of Caltex employees. In 2019, we Reliable, resilient supply chains and a robust infrastructure
updated our Code of Conduct to include information about network, supported by experienced staff, are the
the new Caltex Hotline, Human Rights Policy as well as cornerstone of our ability to meet the transport fuel needs
reinforcing ethical business practices, such as managing of our customers in Australia, New Zealand and across Asia.
conflicts of interest and bribery and corruption. Additionally, Our product quality specialists oversee the integrity
we developed a mandatory online training module for of fuel through our supply chain, including shipping,
employees, with over 6,000 employees completing the manufacturing, storage and delivery systems, with the
training since its launch. The Code of Conduct, which is aim of ensuring that our customers receive high quality
approved by the board, is reviewed every two years. products, our legal and regulatory obligations are met
The Whistleblower Policy and Hotline are key mechanisms and performance is consistently high.
which uphold our Code of Conduct and Supplier Code of In 2019, following consultation with industry and other key
Conduct. The Whistleblower Policy is designed to protect and stakeholders, the Federal Government legislated changes
encourage our employees, and those with close knowledge to Australian fuel standards to align parameters such as
of our operations, to report misconduct, including behaviour sulphur with internationally recognised standards from
that is inappropriate, unethical, corrupt or illegal, without fear 01 July 2027. We strongly supported this decision by the
of retaliation. In December 2019, our Whistleblower Policy government which provides refiners in Australia suitable
was amended to reflect changing community expectations time to undertake necessary studies and considerations
and comply with recent regulatory changes, such as the new regarding current refinery operations in Australia and
whistleblower laws and guidance in the Corporations Act provide these refineries with the best opportunity to remain
2001 and ASIC Regulatory Guide 270. viable. In addition, we ensure that all products supplied to
The Hotline is operated by an independent third party and marine customers are compliant with International Maritime
provides an anonymous channel for employees and suppliers Organisation (IMO) requirements regarding sulphur content.
to report unethical behaviour with the guarantee and comfort
that they will be protected from retaliation and victimisation.

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Policy advocacy and industry memberships Priorities for 2020

We seek to proactively engage with relevant stakeholders across
all levels of government and industry associations through our • Delivering improvements in security and resilience
Government Affairs team. including business continuity and crisis management
Where policy considerations are raised which could be relevant • Development and execution of an Occupational
to Caltex, or our industry, we endeavour to work with stakeholders Health & Wellness strategy
in a constructive manner to develop the best evidence-based • Delivery of a Corporate Environment Strategy
policy outcomes while seeking to maintain the international focused on enhancing Caltex’s second line
competitiveness of our industry and value for our customers. of defence
Key policy issues we are currently engaging on include liquid
fuel security/reliability, alternative fuels, climate and energy • Integration of ESG principles and Supplier Code
related policy. of Conduct into Caltex’s Source to Contract
process, including supplier risk assessments
With regards to fuel security, we have a longstanding reputation
• Further embedding of ESG/climate change
for reliably and safely meeting our customer’s fuel demands and
considerations into the business planning process
we are confident in our commercial stockholdings and our ability
to manage supply as part of normal operations. • Delivery of a Fuels & Infrastructure Spill Prevention
program, increasing our focus on engineering
We are members of a number of industry associations providing solutions, process and behaviours
opportunities to engage with similar organisations, share insights,
support advocacy and discuss potential industry standards. • Delivery of Fuels & Infrastructure Safety
Whilst we seek broad alignment of policy positions through these Improvement Plan focusing on the engagement
industry associations, at times these policy positions may differ. of frontline leaders
We continue to review our memberships to industry associations • Delivery of the Convenience Retail Safety Strategy
to ensure our involvement continues to benefit our business and to drive improved performance across the key
stakeholders and remains relevant to our ongoing operations. areas of safety leadership, systems and processes,
wellness and risk management

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Safe and Responsible Business Continuous Improvement and Contribution to the Australian Transition to a Low
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Continuous
Improvement and
Optimisation of Assets
We put the customer at the
centre of everything we do.

A thorough understanding
252,861,147 of our customer’s needs
together with operational
Total GJ consumed
excellence is core to our
ability to deliver
exceptional service.
102.4
Lytton refinery
Energy Intensity Index

3,089,637 KL
water consumed, 62% from recycled Joanne Taylor,
or reused sources
EGM – Convenience
Retail

53.8%
waste diverted from landfill (recycled
or reused), 27,098 tonnes solid waste,
8,265 kilolitres liquid waste generated

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Energy efficiency
We recognise that our operations require a large amount of energy and we continue to undertake
assessments to identify cost-effective initiatives to reduce our use. Lytton refinery constitutes the
largest component of our energy footprint, comprising 92% in the FY19 financial year.
We have delivered a number of projects to reduce energy use during 2019. Lytton refinery
commenced a three-year program to upgrade the analysers on its furnaces. The upgraded
analysers are able to more accurately track oxygen levels thereby reducing heat loss levels and
operational energy requirements.
For our convenience retail sites, we incorporate sustainability design principles into store fit-outs
including insulation, thermally efficient glazing, together with energy and water efficient fittings.
During the year we installed LED lighting across 26 NSW retail stores and will continue to roll out
energy efficient equipment across our national network. Total energy consumed has increased
for Convenience Retail over the period FY17 – FY19 due to the increased in retail sites that have
come under our operational control.

Energy consumed (GJ)

FY17 FY18 FY19

Kurnell 76,763 67,265 82,657

Lytton 253,470,068 252,059,387 233,561,572

Convenience Retail 104,827 247,076 338,695

Other 478,379 487,419 455,579

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Water efficiency and addressing water scarcity BIOREMEDIATION TRIAL

We recognise that we have a responsibility to effectively manage our use of water and minimise impact AT THE LYTTON REFINERY
on water resources. This is particularly critical given the ongoing drought conditions affecting many parts
A trial was undertaken to use bioremediation
of Australia. Lytton refinery constitutes the largest component of our water use, comprising 85% in 2019.
processes to treat sludge materials
Whilst the refinery requires a large amount of water, approximately 73% of its water use is recycled water
generated at Lytton refinery’s wastewater
sourced from an external wastewater treatment plant or is reused condensate used to generate steam.
treatment plant. Instead of disposing of
The refinery installed a smart meter in 2019, which will allow the business to identify further water
sludge material offsite at a hazardous waste
saving opportunities.
facility, we investigated options to reduce
Caltex recently renewed its membership to the Australian Car Wash Association (ACWA). Through this contaminants and the quantities of waste
membership, we are able to confirm that all our car wash sites comply with water restrictions imposed we were sending to landfill.
in various locations throughout Australia. We maintain state-of-the-art equipment and install water
Over a seven month period, contaminated
reclaim systems at all our sites, making our washes amongst the most water-efficient in Australia.
material was actively bioremediated in the
Water use (KL) refinery’s landfarm through a combination
of turning the material to aerate it, and
2019 the addition of organic and inorganic
nutrients to optimise the conditions for
Potable 1,164,398
microorganisms to naturally reduce the
Recycled + reused 1,925,239 hydrocarbon levels. The process was
Total 3,089,637 successful at reducing hydrocarbon
levels in the material, with the primary
contaminant (TRH10-36) decreasing by
Waste minimisation approximately 84%.
We strive to find ways to reduce waste and improve resource efficiency, from
The reduction in hydrocarbon levels in the
design through to operating practices. We seek innovative solutions to reduce,
material resulted in it not needing to be sent
reuse and recycle.
to a hazardous waste facility, and instead
2019 waste volumes reduced quantities of landfill were sent to
a lower classified landfill facility.
Recycled or used Landfill
Hazardous
waste – liquids (KL) 3,695 4,570
Hazardous
waste – solids (tonnes) 13,564 5,528
Non-hazardous waste
– solids (tonnes) 1,752 6,254

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Moving to
a circular
economy Removing Reducing Reducing Introducing Reducing
We are continuing to work single-use plastic plastic packaging food waste The Foodary waste:
to remove or reduce plastic bags We have been working Food waste is a Keep Cup Container Deposit
packaging, minimise food We recognise that the with our suppliers $20 billion problem This year we launched Scheme
waste and provide further removal of single-use to identify and in Australia and it is a Keep Cup in our In partnership with
opportunities for our plastic bags is not address excess plastic estimated that 40% The Foodary stores Tomra, we installed
customers to contribute only important to packaging across our of all food grown and and are offering a return to earn reverse
to the circular economy our customers but private label range. manufactured for discount on coffee to vending machine at our
through recycling. that our business For example, we are Australian consumption customers who choose Seven Hills, Concord
has a part to play in currently working with is wasted. We are to use a reusable cup. West and Luddenham
minimising plastics Patties to investigate making efforts to stores across Sydney.
in the environment. bringing in their reduce food waste Since installation in
From January 2019, bestsellers in a box of and as such, the September 2018,
we stopped offering unwrapped product consideration of waste 8.5 million containers
single-use plastic rather than being is a key aspect of our have been collected,
bags at all our retail individually wrapped. food range reviews averaging around
sites and introduced to ensure that any 530,000 per month.
alternatives for our high waste lines have We are very proud
customers including been removed. We to play a role in
our The Foodary have also become a reducing waste going
hessian bags and Foodbank partner and to landfill and will
reusable bags made have begun to leverage continue to look at
from 80% recycled exploring opportunities opportunities to roll
content at all other to donate any unused out additional reverse
retail sites. produce to those vending machines
in need. across our stores in
the coming years.

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Safe and Responsible Business Continuous Improvement and Contribution to the Australian Transition to a Low
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Continuous improvement
While continuous improvement underpins the culture of our business, we introduced a continuous
improvement program in 2019. This included introducing a dedicated team to focus on and
deliver opportunities for simplification and efficiency, earnings uplift and cost reduction across all Priorities for 2020
parts of our business.
Initiatives across the year included refining our corporate operating model, implementing micro • Implementation of energy efficiency and operational
market strategies to optimise increased sales and margin growth in targeted segments of our optimisation program at Lytton Refinery, including O2
network, and modifying traditional disposal methods for refining chemicals thereby reducing analyser upgrade
waste to landfill. • Review packaging and use of plastics used in our retail
network to identify cost-effective alternatives, together
Many of our continuous improvement initiatives were ideas from our employees. Acknowledging
with opportunities to reduce waste to landfill
that our employees are the experts of our business was a key driver in launching our inaugural
Caltex Shark Tank competition in late 2019. We asked employees to submit ideas that grow,
improve or simplify the way we do business. Twelve ideas were shortlisted with three winners
chosen via a pitch session.
The first of our three winners aimed to create and develop a relationship between Caltex and local
community groups. ‘Refuelling the Community’ invites schools, sporting groups and charities to
register with Caltex for the chance to win a cash prize, further enhancing our relationships with
local communities.
Our second winner proposed a ‘Dynamic demand-driven supply chain’ system, helping to ensure
the right product is in the right location at the right time through optimisation of the supply chain
process at store level.
The third winner of our Shark Tank competition proposed to automate the collection of data.
This will optimise planning and scheduling and enable further analysis and automated reporting.
These three employee ideas will be sponsored by members of our leadership team who will assist
in bringing the ideas to life in 2020.

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Contribution to the
Australian Economy
and Community
We have a strong history of
generating economic benefits Our success goes
for the Australian economy, hand-in-hand with the
providing sustainable solutions success of Australian
to our customers and communities. We work
collaboratively with our
helping communities to thrive.
business partners,
customers and surrounding
communities so that
SUPPORTING we can all continue
ECONOMIC
BENEFITS COMMUNITY to benefit from
sustainable growth.
$
22,360M $
3.14M
 Direct economic  Community investment
value generated contributions via Matt Halliday,
Caltex Foundation Chief Financial Officer

$
7.5B
 Taxes paid 2018
(from 2019 report)

$
20,389M
 Spent with suppliers
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Disaster relief support We are proud to be recognised in communities as a reliable backbone, ensuring that in
times of natural disasters, we are providing a vital service, while also keeping the safety
of our employees at the heart of every decision made. This includes ensuring fuel is
During times of natural disaster available to emergency services or providing sustenance to volunteers.

and hardship, we understand the Responding to the bushfire disaster

importance of providing support In late 2019 and into early 2020, we assisted by donating StarCash gift cards to the
New South Wales Rural Fire Service to assist volunteers with the cost of fuel. A number of
for families and communities in Caltex stores were used as depots which provided power generators to ensure that businesses
could still be run during the time of the fires. The depots also acted as control points for
areas where we operate. emergency services and a safety point for those under threat.
We established the Caltex Employee Bushfire Relief Fund, allowing our employees to make
a salary sacrifice donation which Caltex then doubled. Through participating retail stores,
we also offered volunteer firefighters free food and drinks and raised funds for the Red Cross.

Supporting drought relief

In 2018, we announced a drought package to assist one of Australia’s largest rural charities,
Rural Aid. As part of this, we committed to donate $1 from every 20 litre Delo product for
12 months, following the launch of the new lubricant product in October 2018. In 2019,
the total amount raised for Rural Aid via the sale of Delo came to over $94,000 which was
donated to Rural Aid to assist the charity in making a difference for drought affected farmers.

$
1
donated from
Volunteers in Gelorup, Western
Australia stop off at Caltex’s
every 20 litre
The Foodary Gelorup store Delo product
for some free food and drinks
as thanks for protecting our
for 12 months
communities.

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Community investment Stars Foundation

z
Stars Foundation supports and enables Aboriginal and
Torres Strait Islander girls and young women to make
Making a difference in the active choices towards realising their full potential.
Stars supports almost 1000 young women in 17 partner
communities in which we schools — including two new programs for upper primary
operate remains a big focus school girls in Darwin. Our support of Stars delivers on
our Reconciliation Action Plan commitment to support an
for Caltex in 2019. organisation that focusses on empowering and supporting
Aboriginal and Torres Strait Islander young women to
This included establishing the Caltex Foundation better balance our support for both genders, as well as
Committee as the vehicle through which we delivering on our belief that education changes lives.
deliver our corporate social responsibility Since the Stars Foundation started five years ago,
activities. Decisions on Foundation priorities, remarkable improvements in outcomes amongst
including funding and management of our participants has been seen.
major programs and partners, are made by
the Foundation Committee which comprises Caltex Best All Rounder Program TAYA HOLDEN, STARS GRADUATE 2018,
representatives from each part of the business. TOWNSVILLE
The Caltex Best All Rounder Award is one of Australia’s
best-loved secondary education recognition programs. “In Year 11, my attendance at school was
For over 30 years it has been presented to thousands pretty low. I just wasn’t interested and didn’t
of final-year students, acknowledging their all-round care, [but] once Stars came to my school and
contributions to their schools and communities. In 2019, I signed up, I started to go to school regularly.
2,112 schools registered for the program, which was This had a big impact on my learning and
an increase of 61 schools from the previous year, my grades.
showcasing how valued this award is across the Australian
education system. Stars encouraged me and believed in me.
One of the things that really helped was
working with my Stars Mentors to fill out the
‘Stars Plan’, where they help you to identify
your strengths and interests, and then figure
out your goals and how you’re going to
2,112 achieve them.
Schools registered If it wasn’t for Stars, there’s no way I would
for the Caltex Best have accomplished as much as I have so far
All Rounder Award with my education. I did well in Year 12 and
program in 2019 even got into university to study Nursing!”
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Australian
Clontarf Love
Foodbank Road Safety
Foundation Your Sister
Foundation

Clontarf Foundation Foodbank Australian Road Safety Foundation Love Your Sister
The Clontarf Foundation exists to In 2019 we kicked off our partnership Marking our eighth year of partnering Love Your Sister is a million-strong
improve the education, discipline, life with Foodbank, an organisation that together, the Australian Road Safety village of everyday Australians committed
skills, self-esteem and employment fights hunger by sourcing food for Foundation continued to deliver to vanquishing all cancers with hard
prospects of young Aboriginal and people in need. Throughout the year, innovative road safety awareness science. We supported Love Your Sister
Torres Strait Islander men and by doing our Convenience Retail team donated programs to achieve year-on-year with $6,000 worth of StarCash to fuel
so equips them to participate more over one tonne of product to Foodbank reduction in deaths and injuries on their vehicles on their ‘On the road
meaningfully in society. In 2019, our NSW, and our Legal, Secretariat and Australian roads. Throughout the year, again’ tour of Australia which saw Gold
employees continued to engage deeply Corporate Affairs teams volunteered many Caltex leaders attended the Logie winning actor Samuel Johnson
with Clontarf through many touchpoints at the NSW warehouse showcasing organisation’s media awareness events to travelling across Australia to raise funds
including employment forums, football the deep alignment early on into drive the safety message in our networks. and campaign for personalised medicine
tournaments and site visits. our partnership. for all Australian cancer patients.

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MADELAINE PICKWICK, Reconciliation Action Plan

CAREERTRACKERS INTERN Our Reconciliation Action Plan (RAP) continued to Some key highlights include:
TRANSITIONS TO A FULL-TIME be a key focus for the business in 2019, with many • Our new partnership with the Stars
CALTEX EMPLOYEE of our commitments being delivered throughout the Foundation, which improves the health and
year. Our inaugural RAP, which has a time period of education outcomes for Indigenous girls;
After three years interning with Caltex and two years, provides us with a framework to play our
finishing her university degree, Madelaine was part in advancing reconciliation in our communities • Continuing our strong relationship with the
offered a full-time role in the Caltex Internal and networks. Clontarf Foundation, which improves the
Communications Team. education, discipline, life skills, self-esteem
Research shows that by supporting Aboriginal and and employment prospects of young
Caltex’s Head of Internal Communications, Torres Strait Islander businesses, these businesses Aboriginal and Torres Strait Islander men;
Sam Sheldon, said that being able to offer a can then generate significant positive outcomes for
CareerTrackers intern a full-time role at Caltex • Celebrating NAIDOC Week;
themselves, their families and communities. In 2019,
based purely on merit, showcases the success we joined Supply Nation as a way to better identify • Strengthening our relationship with key
of the program. opportunities and support for Indigenous businesses. stakeholders such as the La Perouse Local
“Throughout her internship, Maddy demonstrated Our newly formed relationship with Supply Nation comes Aboriginal Land Council and Metropolitan
an extremely mature approach to corporate as a commitment to our Reconciliation Action Plan, and Local Aboriginal Land Council;
life. Her willingness to learn, coupled with her in 2020 we will be increasing our focus on identifying • Employment of 10 CareerTracker interns
communication skills and ‘give anything a go’ opportunities to source from Indigenous businesses. during 2019, and converting one intern into
attitude made her stand out from the beginning. full-time employment; and
So when we had an opportunity open up in • Commemorating National Reconciliation Week
our team for a Communications Co-Ordinator, and NAIDOC week with our employees.
Maddy was who I thought of first.”
“In fact, rounding out the Internal
Communications team here at Caltex is
another CareerTrackers Alumni, Amanda Fisher.
Our team really does prove that the
z

CareerTrackers program breeds some of

Australia’s best employees and I am proud
to work with two talented and driven women.”

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Making life easier for Listening to our customers

In 2018, we launched our Voice of the Customer,
Caltex Woolworths Metro
2019 was a milestone year in our expanded partnership
our customers a customer experience program aimed at making
a difference for our customers by getting real time
with Woolworths as we officially opened the doors to our
first Caltex Woolworths Metro store in the Sydney suburb
feedback. Through Voice of the Customer, we are able of North Ryde.
Finding innovative ways to to understand our customers’ experiences, measure
The new store format, which is owned and operated
our Net Promoter Score (NPS) and overall customer
make a difference for our satisfaction, and in turn, improve the experience across
by Caltex, features a curated product range perfect for
customers looking to grab something fresh to eat for
customers is imperative our network. In 2019, our overall satisfaction sat at
85%, while our NPS grew 7 points, in comparison with
breakfast, lunch or dinner or to pick up high quality fresh
to our business. 2018. Voice of the Customer will continue to be a key
food and groceries for later.
part of our network in 2020, ensuring that our stores Our second Caltex Woolworths Metro opened in Kingsford
Throughout 2019, we delivered, supported and rolled are evolving with customer needs and delivering on our in NSW, with more to come in 2020.
out varying programs and initiatives which all had one goal to making life easier.
goal in mind – to make life easier for our customers.
UberEats
Our new partnership with UberEats delivers a new level
of convenience for Australians seeking the ultimate

74 convenience. Initially set up as a trial across 27 stores,

we aimed to test and lead change by giving customers
Net promoter what they want, when they want. Following a successful
score (NPS) (up pilot, we rolled out over 50 products from our The
from 67 in 2018) Foodary range from 300 sites nationally via the UberEats
app. This partnership is an example of how we are
committed to finding new ways to service our customers.
Voice of the
Customer
2019 results 85% There have been over 68,000 Ubereats orders from our
retail sites since the September 2019 launch.
Customer
Satisfaction
score #
1 3M+
in Australian Over 3 million
transport customers
fuels served each
week

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Fuel Pay Providing healthy and ethical food choices for

Officially launched in late 2018, and available in more than our customers
600 stores, FuelPay is a new feature in the Caltex app allowing During the year, we launched a healthy snacking range
our customers to pay for fuel without having to queue in-store providing our customers with a range of snacks and Priorities for 2020
or leave their vehicle. In 2019, we also launched FuelPay nutritional beverages that are free from additives
on the StarCard app — the FuelPay solution for our valued and with reduced sugar, salt and trans-fats. We are • Develop a refreshed Group Community
business customers. also looking to broaden healthy food options for our Strategy, focussing on community
In 2019, as a result of the launch FuelPay, Caltex was customers including salads and sandwiches. This year investment, employee engagement and
recognised as one of Australia and New Zealand’s Most we also made a commitment to selling only 100% case volunteering, site-based community
Innovative Companies. As part of the Australian Financial free eggs in our stores. engagement and partnering activities
Review’s Boss Most Innovative Companies List, Caltex ranked • Implementation and development of
third on the Retail, Hospitality, Tourism and Entertainment list refreshed Reconciliation Action Plan
for our innovative customer app solution. • Optimise ethical sourcing and healthy
food range across our retail network
HaloGo
Australia’s first on-demand fuel delivery service,
proudly supported by Caltex, launched in Melbourne in
December 2019. HaloGo’s trained crew deliver Caltex Vortex
Premium fuel to customers while they work, with Lexus Port
Melbourne head office employees the first to try the service.
We are proud sponsors of this innovative start-up business.
HaloGo has sights to expand to select Secure Parking
locations in Melbourne, allowing customers to have their car
filled with petrol or diesel while at work. Throughout 2020,
they’re planning to expand across Australia and Singapore, as
well as launch an easy to use app where customers can order
on-demand fuel anywhere, anytime.

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Safe and Responsible Business Continuous Improvement and Contribution to the Australian Transition to a Low
Optimisation of Assets Economy and Community Carbon Future

Transition to a Low
Carbon Future
Climate change considerations for Caltex has a role to play
our business in the transition to a low
We acknowledge that climate change is affecting a carbon future.
wide range of businesses and industries across the
globe, with this presenting both financial risks and The emergence of
opportunities. We also acknowledge the need for
greater transparency by organisations on climate-related alternative fuels, such as
risks and opportunities and therefore support the bio jet, biofuels,
recommendations of the Task Force on Climate-related
Financial Disclosures (TCFD). We have committed to full compressed natural gas,
disclosure alignment with the TCFD framework by 2021. liquified natural gas and
We have been working to implement the TCFD framework hydrogen, presents
across its core elements: governance, strategy, risk
management, and metrics and targets; making the
significant opportunities
management of climate change “business are usual”. for Caltex and our
customers, especially
through our
market-leading supply
chain and retail network.

Louise Warner,
EGM – Fuels and
Infrastructure

904,207 T ~20B
 cope 1 and Scope 2
S Litres fuel supplied
carbon emissions in 2019, 40% of total
volumes sold were
premium fuels

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Safe and Responsible Business Continuous Improvement and Contribution to the Australian Transition to a Low
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TCFD framework implementation

Outlined below is the progress we have made to date and our areas of focus for 2020.

Progress to date Priorities for 2020

Governance • The Board oversees the Caltex enterprise risk management framework; • Enhanced climate change risk management, inclusive of risk metrics which are
climate-related risk is identified as a material risk responsive to evolving risks and regulations
• Board approved Climate Change Position Statement
• Safety and Sustainability Committee oversees implementation of Climate Change
Position Statement and supporting Climate Change Risk Strategy
• ESG Project Review Board (executive management) oversees delivery of Climate
Change Risk Strategy
• At the management level, climate responsibilities have been assigned to the
Executive General Manager, People, Communications and Governance —
responsible for legal, risk, corporate affairs and people

Strategy • Group-wide 2019–2021 Sustainability Strategy prepared — ‘Transition to Low • Further integration of climate scenario assumptions into fuel modelling, strategic
Carbon Future’ a pillar of strategy models and business planning processes used by the business
• Energy transition integrated into broader corporate strategy, forming part of the • Development of an energy transition strategy focusing on business portfolio
‘Extend’ pillar diversification opportunities including alternative fuels and the broader energy sector
• Delivery of low carbon products and services for customers and investment in • Customer engagement to identify customer climate risks
renewable energy • Consideration of ESG/climate change performance metrics for relevant personnel
• Sustainability and climate change integrated into the five-year Corporate Business as part of broader remuneration strategy
Plan, including setting of internal targets
• Completed climate scenario analysis for IPCC 1.5°C and IEA 2°C and above 3°C
scenarios and prepared Climate Change Risk Strategy

Risk Management • Enhanced enterprise risk management framework guiding how we identify, monitor • Introduction of a shadow carbon price as part of capital investment framework
and manage material risks • Staff training and awareness to increase understanding of climate change risk
• Climate change included as material risk to be reported to the Board, risk appetite • Embed physical climate change risk considerations into design and
statement prepared development standards
• Monitoring of policy, market and technology changes, together with stakeholder
expectations to inform appropriate management response

Metrics and Targets • Established baseline for carbon and energy metrics • Development of an energy transition strategy focusing on business portfolio
diversification opportunities including alternative fuels and the broader energy
sector. Investigation of metrics and/or targets to support the strategy

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Safe and Responsible Business Continuous Improvement and Contribution to the Australian Transition to a Low
Optimisation of Assets Economy and Community Carbon Future

Climate scenario analysis

Undertaking climate scenario analysis allows our business to estimate how we are positioned for different climate futures both in the medium to longer term. In building a better understanding
of the possible risks and opportunities posed by climate change, we are able to respond and implement measures to build business resilience in the longer term.
During the year we tested our operations and corporate strategy against three plausible climate futures including the International Energy Agency’s (IEA) New Policies (2°C) and Current Policies
(above 3°C) scenarios and the Intergovernmental Panel on Climate Change (IPCC) 1.5°C scenario. This analysis showed that our business is exposed to both transitional and physical risks posed by
climate change.

Risk Type Description Time Horizon How we are responding

Transitional Fossil fuel product redundancy Medium to Scenario analysis and embedding climate change considerations into
long-term strategic and business planning processes
Reducing demand for Caltex’s products due to technology advances
including the introduction of EVs, shifting market conditions and consumer Investment in and piloting of low carbon solutions, e.g. EV charging
preferences and policy changes that incentivise lower emission transport stations and alternative fuels
modes including alternative fuels.
Development of an energy transition strategy focusing on business
portfolio diversification opportunities including alternative fuels and the
broader energy sector
Gaining climate risk insights to better understand potential vulnerabilities
to our business strategy including ongoing monitoring of policy, market
and technology developments

Transitional Asset impairment Long-term Scenario analysis and embedding climate change considerations into
strategic and business planning processes
Caltex’s assets such as the refinery, terminals and retail sites not realising
their full value due to reduced demand for fossil fuel products. Divestment/sale or repurposing of assets
Development of an energy transition strategy focusing on business
portfolio diversification opportunities including alternative fuels and the
broader energy sector
Gaining climate risk insights to better understand potential vulnerabilities
to our business strategy including ongoing monitoring of policy, market
and technology developments

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Safe and Responsible Business Continuous Improvement and Contribution to the Australian Transition to a Low
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Risk Type Description Time Horizon How we are responding

Transitional Financial market policy and regulation Medium to Introducing an internal carbon price as part of capital investment
long-term evaluation process
Increasing risk of shareholder divestment as asset managers take account
of climate risk into decision-making, increasing market regulation resulting Scenario analysis and embedding climate change considerations into
in reduced access and increased cost of capital. strategic and business planning processes
Gaining climate risk insights to better understand potential vulnerabilities
to our business strategy including ongoing monitoring of policy, market
and technology developments
Adoption of TCFD recommendations for reporting and disclosures
Active stakeholder engagement, including with shareholders to explain
Caltex’s climate change approach

Transitional Carbon pricing Medium to Reducing operational carbon emissions inclusive of energy efficiency
long-term programs
The introduction of a domestic carbon pricing mechanism or other similar
instrument that results in a liability for Caltex for its operational emissions Investment in additional renewable energy for operational use

Physical Supply disruption Short, medium Emergency response processes

and long-term
Extreme weather events causes supply disruption to sites and customers Embedding physical climate change considerations into design and
development standards

Legal/reputation Litigation and activism Short, medium Clear climate change public position statement
and long-term
Increased risk of litigation and shareholder activism for failing to respond to Adoption of TCFD recommendations for reporting and disclosures
the impacts of climate change.
Active stakeholder engagement, including with shareholders to explain
Caltex’s climate change approach

Legal/reputation Reputational Short, medium Clear climate change public position statement
and long-term
Failure to meet community and employee expectations to address climate Adoption of TCFD recommendations for reporting and disclosures
change, resulting in the loss of social license to operate
Active stakeholder engagement, including with shareholders to explain
Caltex’s climate change approach

Climate-related Risk Definitions

Transition risks relate to changes in policy, law, markets and technology that are necessary for the transition to a low carbon economy.
Physical risks stem from the direct impact of climate change on our physical environment, such as resource availability, supply chain disruption and damage to assets from severe weather.

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Safe and Responsible Business Continuous Improvement and Contribution to the Australian Transition to a Low
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2019 – 2021 The three key pillars of our approach are outlined below.

Climate Change Risk Strategy

In 2019, we prepared a Climate Change Position
Statement, outlining our commitment to reduce Reducing risk: Enhancing value: Corporate responsibility:
emissions and play a role in the transition to a low • Introduction of internal • Development of an energy • Reduce operational carbon
carbon price for investment transition strategy focusing emissions inclusive of
carbon future.
and strategic decision on business portfolio energy efficiency programs
We have prepared a three-year climate change risk strategy making diversification opportunities • Introduce more renewable
which seeks to operationalise our Climate Change Position • Incorporate climate including alternative fuels energy for operational
Statement and address the risks and opportunities we identified risk considerations into and the broader energy needs
in our 2019 climate scenario analysis work. We acknowledge business planning and sector
• Advocate for a long-term
that our approach must inform and fully integrate with our strategic decision-making • Consideration of policy framework that
corporate strategic objectives. In addition, given that this area processes ESG/climate change supports an effective
continues to rapidly evolve, we expect to regularly review performance metrics for
• Enhance transparency and transition to a low carbon
our approach ensuring that it considers emerging scientific relevant personnel as part
reporting on climate-related economy
knowledge, policy and regulatory changes, technology of broader remuneration
risks and opportunities
developments and stakeholder expectations. strategy
• Embed physical climate
risk considerations into our
planning processes
• Active engagement with
stakeholders including
meeting with shareholders
to explain our approach
• Gaining climate risk insights
to better understand
potential vulnerabilities
to our business strategy
including policy, market and
technology developments

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Safe and Responsible Business Continuous Improvement and Contribution to the Australian Transition to a Low
Optimisation of Assets Economy and Community Carbon Future

Metrics
FY2019 Carbon emissions profile
Positioning for the
Scope 1 Total carbon emissions
transition to a low
3.8% 0.2% tCO2tCO

1100000
e 2e

1100000 carbon future
OTHER KURNELL TERMINAL

Whilst our demand forecasting and modelling sees

96.0 % 825000
825000
Australian liquid fuels demand growing over the short
SCOPE 1 to medium term, albeit at a slower rate than we have seen
LYTTON REFINERY
AND MANUFACTURING 550000
550000 over the past few years, we recognise that these volumes
will likely decline over the longer term. As a key pillar
of our corporate strategy, and leveraging our current
275000
275000
strengths and capabilities, we are actively evaluating
alternative energy and mobility options to meet our
0 0 customer’s needs in the future. Our current focus
Financial 15 15
Financial 16 16
17 17
18 18
19 19 15 15
16 16
17 17
18 18
19 19
yearyear is on electric vehicles, biofuels, LNG and hydrogen.
Scope 1 emissions by gas (tonnes) SCOPE
SCOPE
1 1 SCOPE
SCOPE
2 2

Carbon Nitrous Sulphur

dioxide Methane Oxide Hexafluoride
CO2 CH4 N2O SF6 Carbon emissions intensity
tCO2e/KL
643,497 5,726 843 10 tCO2e/ High Value
retail site Product

250 0.15 REDUCING CREATING LOW CARBON

EMISSIONS FROM PRODUCTS AND
Scope 2 200 0.12 OUR OPERATIONS SOLUTIONS FOR OUR
CUSTOMERS

12.6%
OTHER
150 0.09

61.0%
100 0.06

26.4% SCOPE 2 LYTTON REFINERY

AND MANUFACTURING
50 0.03

CONVENIENCE 0 0.00
RETAIL
Financial 15 16 17 18 19 Financial 15 16 17 18 19
year year
CONVENIENCE RETAIL LYTTON REFINERY
EMISSIONS INTENSITY EMISSIONS INTENSITY

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Safe and Responsible Business Continuous Improvement and Contribution to the Australian Transition to a Low
Optimisation of Assets Economy and Community Carbon Future

EV charging We continue to undertake trials with our

In 2019 we were proud to form a partnership customers for heavy duty mining machinery,
with EVIE, the largest ultra-fast EV charging passenger buses and trucks using Caltex
network in Australia. EVIE are currently ActiveTecD performance diesel. Results from Priorities for 2020
building a network of 40 highway charging these trials have shown an improvement in fuel
sites across Australia, and through our efficiency and the reduction of hydrocarbon • Enhanced climate change risk management,
partnership we are initially targeting charging and particular matter emissions as a result of inclusive of risk metrics which are responsive to
stations at 7 of our retail sites. cleaner fuel system performance. evolving risks and regulations
• Further integration of climate scenario assumptions
Working with our customers to deliver lower
into fuel modelling and strategic models used by
fuel emissions
the business
We continue to work with our customers
to improve the performance and efficiency • Development of an energy transition strategy
of our fuels and develop new premium fuel focusing on business portfolio diversification
products to meet their needs. Caltex has been opportunities including alternative fuels and the
at the forefront of introducing fuel additive broader energy sector. Investigation of metrics/and
technology into the Australian market and or targets to support the strategy
we continue to evaluate new advances in fuel • Consideration of ESG/climate change performance
additives to assist customers in increasing metrics for relevant personnel as part of broader
their fuel efficiency whilst restoring lost power, remuneration strategy
thereby ensuring vehicles continue to operate • Introduction of a shadow carbon price as part of
effectively in the Australian environment. capital investment framework
A particular focus in the development of the
• Staff training and awareness to increase
technology of our premium fuel products is the
understanding of climate change risk
reduction in hydrocarbon emissions, causing
less harm to the natural environment and • Embed physical climate change risk considerations
human health. into design and development standards

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Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

Performance
Data and Other
Information

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Leadership Team Strategy in Action Other Information

Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

Appendix A — UN Sustainable Development Goals Progress

SDG Key Targets How we contributed in 2019

4.2 Ensuring all girls and boys complete primary and secondary education Creating positive impact
4.4 Increase number of youth and adults who have relevant skills involving technical • Continued investment ($3.14 million) to community partners including Clontarf
and vocational skills for employment, decent jobs and entrepreneurship Foundation, Stars Foundation and CareerTrackers, supporting Aboriginal and
Torres Strait Islander peoples
4.5 E
 liminate gender disparities in education including persons in education with
a disability, indigenous peoples and children in vulnerable situations • Continued delivery of the Caltex Graduate program

7.1 Ensure access to affordable, reliable and modern energy sources Creating positive impact
7.2 Substantially increase the share of renewable energy sources • Continuing to safely and reliably supply transport fuels, supplying approximately
20 billion litres and ~1/3rd of Australia’s fuel needs
7.3 Improve energy efficiency
• Investigating and piloting alternative fuels with our customers
• Sourcing renewable energy for our operational use, solar panels on 47 of our
retail sites
• Implementing initiatives to improve energy efficiency at the refinery and
our retail sites

8.1 Sustain per capita economic growth Creating positive impact

8.4 Improve progressively global resource efficiency in consumption and production • $22,360 million direct economic value generated; 7,644 employees
8.5 A
 chieve full and productive employment and decent work for women and men, • Workplace Gender Equality Agency Employer of Choice and Pay Equity citation
including young persons and persons with a disability, and equal pay for equal work • Continued investment ($3.14m) to community partners including Clontarf
8.7 Take immediate and effective measures to eradicate forced labour, modern slavery Foundation, Stars Foundation and CareerTrackers, supporting Aboriginal and
Torres Strait Islander peoples
8.8 Protect labour rights and promote a safe and secure work environment
Mitigating negative impact
• Progressing the implementation of our Human Rights policy and framework
including preparing for our Modern Slavery Statement in 2021

9.2 Promote inclusive and sustainable industrialisation and raise industry’s share Creating positive impact
of employment and GDP • $22,360 million direct economic value generated; 7,644 employees
9.4 Upgrade infrastructure and retrofit industries to make them sustainable, • Implementing initiatives to improve energy efficiency at the refinery and
with increased resource-use efficiency and greater adoption of clean and our retail sites
environmentally sound technologies and industrial processes
• Delivery of our Continuous Improvement Program

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Leadership Team Strategy in Action Other Information

Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

SDG Key Targets How we contributed in 2019

10.2 E
 mpower and promote the social, economic and political inclusion of all, Creating positive impact
irrespective of age, sex, disability, race, ethnicity, origin, religion or economic • Continued investment ($3.14 million) to community partners including Clontarf
or other status Foundation, Stars Foundation and CareerTrackers, supporting Aboriginal and
Torres Strait Islander peoples
• Workplace Gender Equality Agency Employer of Choice and Pay Equity citation
• Overall female representation 42.5%
• Female representation at leadership level 37.4%
• Gender pay equity ratio <1%

13.1 Strengthen resilience and adaptive capacity to climate-related hazards and Creating positive impact
natural disasters • Relief packages supporting communities impacted by drought and bushfires
13.2 Integrate climate change into policies, strategic and planning processes • Integration of climate resilience principles into asset design and planning standards
• Creating low carbon products and solutions for our customers
Mitigating negative impact
• Undertake climate scenario analysis and prepare three-year Climate Change
Risk Strategy

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Leadership Team Strategy in Action Other Information

Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

Appendix B — Summary of Progress Against 2018 Commitments

Sustainability Issue Activity Status

Health and safety CR — Refresh of safety leadership field visits program conducted by retail leaders to assist in driving cultural and behavioural change In progress

CR — Safe Work Practice reviews and observations to reinforce safe work practices and leadership observations to embed correct In progress
behaviours

CR — Launch of new personal risk assessment safety card, providing a tool for identifying hazards and prompts for taking simple steps to Completed
managing risks before starting a task

CR — Introduction of rotacaster trolleys to reduce the risk of manual handling injuries at our retail stores Not continuing, further analysis
determined this was not an
appropriate solution to managing
the manual handling risk in
retail stores

CR — Vehicle impact protection program In progress, Phase 1 complete

F&I — Continued focus on leadership field engagements to reinforce good safety behaviours In progress

F&I — Continued roll out of front line safety leadership training In progress

F&I — Trialling Move4Life Manual handling training in depot operations following the success in aviation Completed

F&I — Development and implementation of a chain of responsibility system at Lytton Refinery In progress

Diversity and Continued focus on our inclusive and flexible workplace through initiatives such as Families @ Caltex, providing support for employees In progress
inclusion with carers’ responsibilities including school holiday programs for primary school aged children, parents returning from leave and access
to family wellness resources

Extend our support of Indigenous education and employment programs In progress via Clontarf and
Career Trackers

Continued focus on female attraction into non-traditional roles and representation in our talent development pipeline to build the number In progress
of female senior leaders and close the gender pay equity gap

Expansion of our profile as an employer-of-choice for targeted early career programs in schools and universities, including an increase in In progress, however have
our scholarship offering through UNSW maintained current scope rather
than increased scholarship
offering

CALTEX AUSTRALIA  2019 Sustainability Report 47

 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

Sustainability Issue Activity Status

Employee Re-test employee engagement through a group-wide employee engagement survey Completed
engagement
Measure and improve the employee experience across the employment life-cycle with a focus on attraction and selection of the right Ongoing
talent to enable our business plans

Expand our EVP campaign to encourage greater advocacy by employment brand ambassadors In progress

Empowering and supporting employees to adapt and drive positive change through learning programs focussed on leadership and In progress
adaptability through to organisational change and transformation, and embedding new more agile ways of working

Carbon Undertake scenario analysis and based on results, embed climate considerations into strategic and financial planning, investment and In progress
management and procurement frameworks
climate change
Continued roll out of PV panels in Western Australia Completed

Enhancing our group-wide environmental governance and reporting practices, to ensure a consistent and consolidated approach In progress

Continued delivery of the UPSS monitoring and replacement program In progress

Continue to work with regulators and other stakeholder on PFAS issues In progress

Resource efficiency Improving and consolidating environmental reporting, including setting KPIs for waste and water Completed

Delivery of LED lighting upgrades at 28 retail sites across NSW Completed

Investigate opportunities to roll out additional reverse vending machines across our stores Completed, with opportunities
to expand to additional sites
considered in future years

Engaging with private label packaging suppliers on the sustainability of packaging In progress

CALTEX AUSTRALIA  2019 Sustainability Report 48

 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

Sustainability Issue Activity Status

Reconciliation Strengthening our relationships with key Aboriginal and Torres Strait Islander communities by celebrating National Reconciliation Week, In progress
inviting traditional owners to do welcome to countries at our internal and external events and exploring opportunities to support an
organisation that focuses on empowering Aboriginal and Torres Strait Islander women

Building on our collective cultural awareness and respect by rolling out a cultural awareness training program, displaying In progress
acknowledgement of country signs at our sites and giving our team members the resources to conduct acknowledgement of countries

Continuing to provide sustainable opportunities by implementing the Caltex Indigenous Employment and Retention Strategy, engaging In progress
with our current Aboriginal and Torres Strait Islander employees to consult on their experiences and reviewing our procurement policies
to ensure there are no barriers for procuring goods and services from Aboriginal and Torres Strait Islander businesses

Community Delivery of community investment under the Caltex Foundation including building and engaging new partners to leverage for In progress
investment employee engagement

Continue to engage with and build relationships with the community in which we operate In progress

Business Deployment of Robotics Process Automation tooling to enhance our fresh food ordering processes and reduce waste In progress

Prototyping in our digital lab to improve customer experiences such as self and mobile checkout of product and fuel In progress

Enhancing our Caltex Risk Management Framework to support effective risk management into the future Completed

Delivery of an online training module for our refreshed Code of Conduct Completed

Engagement with suppliers on our Supplier Code of Conduct and assessment of compliance with our minimum expectations In progress

Establish and deliver a human rights due diligence process including undertaking a risk assessment across our three focus areas Completed
(supply chain, employees, community)

Building employee awareness and capability including targeted training on requirements of the Modern Slavery legislation In progress

CALTEX AUSTRALIA  2019 Sustainability Report 49

 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

Appendix C — Sustainability Performance Data

2015 2016 2017 2018 2019

SAFETY

Personal safety

Total Recordable Injuries

Fuels & Infrastructure 40 30 36 32 42

Convenience Retail 1
8 15 10 52 93

Category 2 Severity Injuries

Fuels & Infrastructure 1 1 3 1 1

Convenience Retail 0 0 0 1 0

Total Recordable Injury Frequency Rate2

Fuels & Infrastructure 8.2 6.9 8.2 7.7 10.7

Convenience Retail 3.3 5.7 2.9 10.4 14

Days Away from Work Injury Frequency Rate 3

Fuels & Infrastructure 3.7 2.1 2.3 1.5 3.8

Convenience Retail 2.1 1.9 0.6 2.8 7.8

Fatalities 0 0 1 0 0

Process Safety

Tier One Safety event 0 1 1 1 0

Tier Two Safety event 0 3 2 1 2

1. Number of retail sites have increased from 101 in 2015, 268 sites in 2017, 463 in 2018 to 583 in 2019.
2. Total number of occupational injuries per one million hours worked. Occupational injuries include an injury requiring days away from work, restrictions in the work performed or medical treatment.
3. Total number of days away from work per one million hours worked. Days away from work is defined as the number of days a worker is certified by a physician to be unfit to perform normal duties, starting from the day after the incident occurred.

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 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

2015 2016 2017 2018 2019

PEOPLE

Employee headcount 2,988 2,989 4,592 6,629 7,644

Permanent full-time 2,151 2,032 2,250 2,453 2,491

Permanent part-time 538 478 689 2,254 3,183

Fixed-term contract full-time employees 60 60 46 66 51

Fixed-term contract part-time employees 0 0 0 66 5

Casual employees 239 419 1,607 1,790 1,914

Female representation (%)

Senior Executive 28 27 38 36 40

Senior Manager 28 28 31 34 35

Other Manager 22 29 36 42 31

Professionals 38 38 36 32 41

Technicians and trade 7 7 6 5 6

Clerical and administrative 69 70 68 53 55

Sales 51 50 54 43 46

Machinery operators and drivers 0 0 1 0 1

Age (%)

15 – 34 32 34 51 55 56

35 – 52 47 46 35 32 31

53 – 74 21 19 13 12 13

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 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

2015 2016 2017 2018 2019

Female to male salary ratios (%) (like-for-like roles)

Gender-based pay differences1 1.05 1.03 0.93 1.08 0.40

New hires by gender (%)

Male 55 55 59 55 51

Female 45 45 41 45 49

Internal promotions (%)

Male managers (Grade 56+) 67 67 54 66 69

Female managers (Grade 56+) 33 33 46 34 31

Male non-managers (</= Grade 55) 43 60 54 54 59

Female non-managers (</= Grade 55) 57 40 46 46 41

Employee engagement

Employee engagement score (%) 58 n/a n/a 83 82

Employee participation in employee engagement survey (%) 56 n/a n/a 73 71

Turnover (%)

Voluntary 5 14 20 23 27

Parental leave

Employees who took parental leave during the year 75 78 82 118 55

Employees returning to work after parental leave during the year (%) 97 99 95 95 94

1. As at April of each year, following the completion of our remuneration review.

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 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

2015 2016 2017 2018 2019

ENVIRONMENT

Carbon emissions1

Scope 1 938,735 733,537 711,830 739,832 673,668

• Lytton Refinery 638,437 702,180 708,369 710,907 647,069

• Kurnell Terminal 267,353 1,601 1,596 1,595 1,601

• Other 32,945 29,756 1,865 27,330 24,998

Scope 2 197,400 178,273 179,252 210,821 230,539

• Lytton Refinery 114,462 126,693 128,991 123,705 119,199

• Kurnell Terminal 40,145 13,821 12,607 10,265 13,594

• Convenience Retail 24,345 22,183 22,837 55,681 75,874

• Other 18,448 15,576 14,817 21,170 21,872

Total emissions 1,136,135 911,810 891,082 950,653 904,207

Emissions intensity

Convenience Retail emissions intensity (tCO2e/ retail site) 241.03 209.27 85.21 120.26 130.14

Lytton Refinery emissions intensity (tCO2e/ KL High Value Product) 0.14 0.13 0.14 0.14 0.14

1. Emissions estimates are prepared in accordance with the Australian National Greenhouse and Energy Reporting Determination 2008. Other includes emissions and energy consumption at corporate offices, pipelines, depots and diesel stops and marine fuels.
CALTEX AUSTRALIA  2019 Sustainability Report 53
 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

2015 2016 2017 2018 2019

Energy

Total energy consumed (GJ) 288,189,790 241,324,624 253,740,874 252,861,147 234,439,503

• Lytton Refinery 222,597,217 240,654,585 253,470,068 252,059,387 233,561,572

• Kurnell Terminal 64,481,924 82,222 76,763 67,265 82,657

• Convenience Retail 522,007 463,550 104,827 247,076 338,695

Energy Intensity Index - Lytton Refinery1 98.6 96.3 98.8 99.2 102.4

Spills

Major Spills (Vol (l) >=8,000L) 0 2 1 0 0

Minor Spills (160 < Vol (l) <8,000L) 5 6 8 5 5

Marine Spills (Any quantity) 4 3 0 0 3

Environmental Infringement notices 1 0 1 0 0

Total air emissions - Lytton Refinery (tonnes)

CO 3,696 5,063 7,225 3,991 5,819

SO2 5,609 6,300 6,265 5,987 5,933

VOC 916 981 1,065 890 1,059

NOx 882 994 983 941 888

PM 248 449 481 497 538

COMMUNITY

Total community investment ($m)2 2.07 2.57 2.18 2.36 3.14

Community complaints 102 67 65 32 62

1. Data is based on Solomon Associates Energy Intensity Index 2010 methodology.
2. Total community investment value includes management costs and additional contributions to the community including employee volunteering.
CALTEX AUSTRALIA  2019 Sustainability Report 54
 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

Appendix D — GRI Index

GRI Reference Description Relevant section/commentary

GRI 102: GENERAL DISCLOSURES

Organisational profile

102-1 Name of organisation Caltex Australia Limited

102-2 Report primary brands, products and services Caltex 2019 Annual Report

102-3 Location of organisation’s headquarters Caltex is headquartered in Market Street, Sydney Australia

102-4 Number and name of countries of operation Caltex 2019 Annual Report

102-5 Nature of ownership and legal form 2019 Annual Report, corporate directory

102-6 Markets served Caltex 2019 Annual Report

102-7 Scale of organisation, including: 2019 Sustainability Report, Performance data

• Total number of employees 2019 Annual Report
• Net sales 2019 Financial Report
• Total capitalisation broken down in terms of debt and equity; and
• Quantity of products or services provided

102-8 Employee numbers, gender breakdown, employment type, workforce by region, 2019 Sustainability Report, Performance data
variation in employment

102-9 Description of the organisation’s supply chain 2019 Sustainability Report, Contribution to the Australian Economy and Community

102-10 Significant changes during the reporting period No significant changes during the reporting period

102-11 Explanation of whether and how the precautionary approach or principles is addressed The precautionary principles is reflected in Caltex’s approach to risk management,
by the organisation refer to the 2019 Corporate Governance Statement for further information

102-12 Externally developed economic, environmental and social charters, principles of other Caltex uses the Global Reporting Initiative Reporting framework to guide its
initiatives to which the organisations subscribes or which it endorses sustainability reporting

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 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

GRI Reference Description Relevant section/commentary

102-13 Memberships of associations Australasian Association of Convenience Stores

Australian Environment Business Network
Australian Industry Greenhouse Network
Australian Hydrogen Council
Australian Industry Group
Australian Institute of Petroleum
Australian Sustainable Business Group
Business Council of Australia
European Australian Business Council
Gas Energy Australia
The Sydney Institute

Strategy

102-14 Statement from the most senior decision-maker in the organisation Message from the Safety and Sustainability Committee Chair and CEO and MD

Ethics and integrity

102-16 Values, principles, standards and norms of behaviour 2019 Sustainability Report, Safe and Responsible Business

Governance

102-18 Governance structure 2019 Corporate Governance Statement

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 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

GRI Reference Description Relevant section/commentary

Stakeholder engagement

102-40 List of stakeholder groups 2019 Sustainability Report, Understanding our stakeholders

102-42 Identifying and selecting stakeholders 2019 Sustainability Report, Understanding our stakeholders

102-43 Approach to stakeholder engagement 2019 Sustainability Report, Understanding our stakeholders

102-44 Key tops and concerns raised 2019 Sustainability Report, Understanding our stakeholders

Reporting practice

102-45 Entities included in the consolidated financial statement 2019 Annual Report

102-46 Defining report content and topic boundaries 2019 Sustainability Report, Our Sustainability Strategy

102-47 List of all material topics 2019 Sustainability Report, Our Sustainability Strategy

102-48 Restatements of information No restatements

102-49 Changes in reporting No significant changes in reporting

102-50 Reporting period 2019 Sustainability Report, Our Sustainability Strategy

102-52 Reporting cycle 2019 Sustainability Report, Our Sustainability Strategy

102-53 Contact point for questions regarding the report Our Sustainability Strategy

102-54 Claims of reporting in accordance with the GRI Standards 2019 Sustainability Report, Our Sustainability Strategy

102-55 GRI Content Index 2019 Sustainability Report, GRI Index

CALTEX AUSTRALIA  2019 Sustainability Report 57

 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

GRI Reference Description Relevant section/commentary

SPECIFIC STANDARD DISCLOSURES

Economic

201-1 Direct economic value generated and distributed $22,360 million direct economic value generated, $21,977 million economic value
distributed

Environmental

302-1 Energy consumption within the organisation 2019 Sustainability Report, Performance data
302-3 Energy intensity 2019 Sustainability Report, Performance data
302-4 Reduction in energy consumption 2019 Sustainability Report, Continuous Improvement and Optimisation of Assets
305-1 Direct (Scope 1) GHG emissions 2019 Sustainability Report, Transition to a Low Carbon Future Performance data
305-2 Energy indirect (Scope 2) GHG emissions 2019 Sustainability Report, Transition to a Low Carbon Future, Performance data
305-5 Reduction of GHG emissions 2019 Sustainability Report, Transition to a Low Carbon Future, Performance data
306-3 Significant spills 2019 Sustainability Report, Safe and Responsible Business, Performance data
307-1 Non-compliance with environmental laws and regulations 2019 Sustainability Report, Performance data

Social

401-1 New employee hires and employee turnover 2019 Sustainability Report, Performance data
401-3 Parental leave 2019 Sustainability Report, Performance data
403-2 Types of injury and rates of injury, occupational diseases, lost days and absenteeism, 2019 Sustainability Report, Performance data
and number of work-related fatalities
404-2 Programs for upgrading employee skills and transition assistance programs 2019 Sustainability Report, Safe and Responsible Business
405-1 Diversity of governance bodies and employees 2019 Sustainability Report, Performance data
405-2 Ratio of basic salary and remuneration of women to men 2019 Sustainability Report, Performance data

Incidents of non-compliance concerning the health and safety impacts of products

416-2 2019 Sustainability Report, Performance data
and services

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 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

Independent Limited Assurance Report

to the Directors of Caltex Australia Limited
Conclusion
Based on the evidence we obtained from the procedures performed, we are not aware of any material misstatements in the Select Sustainability Information
which has been prepared by Caltex Australia Limited in accordance with Caltex policies, procedures and methodologies (the Criteria) for the reporting period
1 January 2019 to 31 December 2019.

Information Subject to Assurance

The Selected Sustainability Information, as presented in the 2019 Sustainability Report of Caltex Australia Limited (the “Company”) and available on the Company’s website, comprised
the following:

Select Sustainability Information Value Assured

Total Recordable Injuries (TRI) (number) — Fuel and Infrastructure 42

Total Recordable Injuries (TRI) (number) — Convenience Retail 93

Total Recordable Injuries Frequency Rate (TRIFR) — Fuels and Infrastructure 10.7

Total Recordable Injuries Frequency Rate (TRIFR) — Convenience Retails 14.0

Days Away From Work Injury Frequency Rate (DAWIFR) — Fuels and Infrastructure 3.8

Days Away From Work Injury Frequency Rate (DAWIFR) — Convenience Retail 7.8

Tier One Safety Event (number) 0

Tier Two Safety Event (number) 2

GHG Emissions Scope 1 (t-CO2e) — 1 July 2018 to 30 June 2019 673,668

GHG Emission Scope 2 (t-CO2e) — 1 July 2018 to 30 June 2019 230,539

© 2020 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG
International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The KPMG name and logo are registered trademarks
or trademarks of KPMG International. Liability limited by a scheme approved under Professional Standards Legislation.

CALTEX AUSTRALIA  2019 Sustainability Report 59

 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

Criteria Used as the Basis of Reporting

The criteria used in relation to the Sustainability Report are Caltex policies, procedures and methodologies (“the criteria”).

Basis for Conclusion

We conducted our work in accordance with Australian Standard on Assurance Engagements ASAE 3000 (Standard). In accordance with the Standard we have:
• used our professional judgement to plan and perform the engagement to obtain limited assurance that we are not aware of any material misstatements in the [information subject to
assurance], whether due to fraud or error;
• considered relevant internal controls when designing our assurance procedures, however we do not express a conclusion on their effectiveness; and
• ensured that the engagement team possess the appropriate knowledge, skills and professional competencies.

Summary of Procedures Performed

Our limited assurance conclusion is based on the evidence obtained from performing the following procedures:
• enquiries with relevant Caltex Australia Limited personnel to understand the internal controls, governance structure and reporting process of the information subject to assurance;
• reviews of relevant documentation including;
• analytical procedures over the information subject to assurance;
• site visits to Corporate Head Office (Sydney);
• walkthroughs of the information subject to assurance to source documentation;
• evaluating the appropriateness of the criteria with respect to the information subject to assurance; and
• reviewed the Sustainability Report in its entirety to ensure it is consistent with our overall knowledge of assurance engagement.

How the Standard Defines Limited Assurance and Material Misstatement

The procedures performed in a limited assurance engagement vary in nature and timing from, and are less in extent than for a reasonable assurance engagement. Consequently the level
of assurance obtained in a limited assurance engagement is substantially lower than the assurance that would have been obtained had a reasonable assurance engagement been performed.
Misstatements, including omissions, are considered material if, individually or in the aggregate, they could reasonably be expected to influence relevant decisions of the Directors of Caltex
Australia Limited.

© 2020 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG
International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The KPMG name and logo are registered trademarks
or trademarks of KPMG International. Liability limited by a scheme approved under Professional Standards Legislation.

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 From the Our Sustainability 2019 Our Strategy Performance Data and
Leadership Team Strategy in Action Other Information

Appendix A Appendix B Appendix C Appendix D Appendix E

UN Sustainable Goals Progress Summary of Progress Against 2018 Commitments Sustainability Performance Data GRI Index Assurance Report

Use of this Assurance Report

This report has been prepared for the Directors of Caltex Australia Limited for the purpose of providing an assurance conclusion on the information subject to assurance and may not be
suitable for another purpose. We disclaim any assumption of responsibility for any reliance on this report, to any person other than the Directors of Caltex Australia Limited or for any other
purpose than that for which it was prepared.

Management’s responsibility Our Responsibility

Management are responsible for: Our responsibility is to perform a limited assurance engagement in relation to
the information subject to assurance for the reporting period 1 January 2019 to
• determining that the criteria is appropriate to meet their needs and the needs
31 December 2019, and to issue an assurance report that includes our conclusion.
of their stakeholders;
• preparing and presenting the information subject to assurance in accordance
with the criteria; and Our Independence and Quality Control
• establishing internal controls that enable the preparation and presentation of We have complied with our independence and other relevant ethical requirements
the information subject to assurance that is free from material misstatement, of the Code of Ethics for Professional Accountants (including Independence
whether due to fraud or error. Standards) issued by the Australian Professional and Ethical Standards Board,
and complied with the applicable requirements of Australian Standard on Quality
Control 1 to maintain a comprehensive system of quality control.

KPMG
28th February 2020

© 2020 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG
International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The KPMG name and logo are registered trademarks
or trademarks of KPMG International. Liability limited by a scheme approved under Professional Standards Legislation.

CALTEX AUSTRALIA  2019 Sustainability Report 61

WWW.CALTEX.COM.AU