Annual Report 2004 27
be working in business operations
with a lean and efficient
corporate and services group.
With the exception of a small
number of project teams, all 
non-award based positions 
in the Company were declared
vacant and a selection process
commenced around a set of
criteria designed to ensure that
people with the right skills and
the ability to successfully grow
Santos were appointed. 
As is often the case with
transformational change
initiatives, not everyone was 
re-appointed and, as a result, the
workforce was reduced by 9%.
CULTURE CHANGE
The need to develop a culture
that supports the newly designed
business processes was another 
of the major outcomes of the
change program. A Santos-wide
culture change program led by
employees is currently underway.
This long-term program is
designed to ensure that the 
way employees work together
enhances Santos’ ability 
to be successful. 
One of the first tasks undertaken
was a voluntary employee survey
to identify the gaps between the
existing culture and the desired
culture. The outcomes of the
survey will assist in the
development of programs and
activities that will better align
work practices with Santos’
strategic goals.
TRAINING AND DEVELOPING
PEOPLE
Making sure training and
development supports current 
and future business requirements,
and provides opportunities for
people to develop their skills to
achieve optimum performance, 
are key aspects of Santos’ human
resources strategy. 
Santos has a number of long-term
projects underway which will
optimise the substantial
investment the Company makes 
in training people. Importantly,
these projects will deliver
programs that are targeted to
meet business and individual
needs and to support culture
change initiatives.
BANKSIA AWARDS
Santos was selected in 2004 
as a finalist in the Banksia
Environmental Awards for the
work undertaken in the Company-
led initiative to protect the
world-renowned Coongie Lakes,
resulting in the area being
declared a new National Park by
the South Australian Government.
As a finalist for this award Santos
was recognised for its leadership
role in bringing together a group
of disparate parties to develop a
Memorandum of Understanding
recommending further protection
for the Coongie Lakes.
WASTE MANAGEMENT
Santos trialled innovative waste
management techniques during
2004 to reduce the volume of
hydrocarbon waste generated
from Cooper Basin operations.
Preliminary results indicate that
these waste volumes can be
reduced to 3-5% of their original
volume, which is a significant
achievement. 
This technology will be
implemented where possible
across Santos operations. The
long-term environmental and
financial benefits of using this
technology are expected to be
considerable.
REDUCED OIL SPILLS
There was a substantial reduction
in the volume of hydrocarbons
released to the environment 
in 2004, with uncontained
hydrocarbons spilt reducing from
1,943 cubic metres to 83 cubic
metres and Santos continues to
focus on reducing oil spills.
GREENHOUSE POLICY
Santos released its Greenhouse
Policy in 2004 to drive performance
improvements in this area through
reducing emissions and producing
oil and gas more efficiently.
Santos’ Greenhouse Policy is
being rolled out across the
organisation through cross-
functional greenhouse gas teams
that have the right skill sets and
responsibilities to progress this
initiative. These teams will
manage Greenhouse Policy and
regulation, carbon management
and trading opportunities, and
energy efficiency. A key internal
driver for emissions reduction 
will be the promotion of energy
efficiency.
Santos is committed to achieving
effective emission reduction
targets, to the pursuit of energy
efficiency strategies and to the
identification and implementation
’01 ’02 ’03 ’04
OIL SPILL VOLUMES
m3
0
500
1000
1500
2000 Lytton oil spill effect
Santos is investing in the future of Australia’s petroleum industry
through the funding of the Australian School of Petroleum at the